PowerPoint Presentation Federal Acquisition ServiceFEDSIM Proposal Evaluation Methods

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FEDSIM Proposal Evaluation MethodsPresenter
Gary Clay FEDSIM Acquisition Project Manager
September 2007
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Topics

• A Little about FEDSIM
• FEDSIMs Evaluation Process
• Optimizing Your Proposal Opportunities

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Director Lisa Akers Operations Director Karen Kopf
Planning, Performance and Operations Staff
Civilian Sector Steve Viar
Defense Sector Ken Evans
Acquisition PMs
Quality Assurance
Acquisition PMs
Civilian Acquisition Group Lisa Grant
Defense Acquisition Group Jolene Merkel
Project Perf Mgrs (PPMs)
Project Perf Mgrs (PPMs)
Civilian Group II Rian Block DOI
EOP NPS DOJ Energy EPA HHS
HUD LOC SBA VA SSA WMATA
CDC DC Gov
Civilian Group I Chris Hamm USAID DHS Education
State Dept. Transportation FAA DNI CIA
Civilian Group III Peter Burr DOC FDIC GAO Labor
NASA SEC USDA GSA OMB Treasury
Air Force Group Bobby McKenzie
Army Group Patty Buel
DoD Group Terry Hone
DoD II/Navy Group Bill Kreykenbohm
Army HR Group Jeannie Lee
Closeout Group Kelvin Lloyd
Acting
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FEDSIMs Client Base
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FEDSIM Acquisition Focus

• Focus on large complex IT and Professional
  Services Projects using streamlined, Fair
  Opportunity methods
• Engagement throughout the project life cycle to
  ensure Project Results
• Area of expertise and experience base is Assisted
  Services on large Performance Based IT
  Professional Services projects
• More recently consulting within the process
• More recently still is Alliant with perhaps 29
  offerors looking to streamline the process with
  this number of potential offerors one method is
  advisory multi-step.

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Basic Task Order Request Process
Complete IA Obtain Initial Funding
Refine Client Requirements
Conduct Due Diligence (SOO/PWS) as Required
Develop TOR Package Including SOO/PWS/SOW
Legal CRP Review
Legal CRP Review
Develop Acquisition Plan
Develop Acquisition Schedule
Issue TOR
Ask Questions
Receive Written Proposals
Evaluate Written Oral Proposals
Evaluate Cost Proposal
Prepare/Submit TEB Report
Conduct Negotiations
Conduct TEB Training
Legal CRP Review
Project Kickoff Meeting
Award Fee Board Training
Award Task Order
Conduct Debriefings (As Required)
Denotes Client Involvement
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Acquisition Project Manager Role

• Interfaces with Industry Partners, clients,
  management, the PM, and contracting
• Gathers client requirements
• Writes the solicitation documents (TOR, TEP,
  IGCE)
• Chairs the Technical Evaluation Board (TEB)
• Writes the TEB Report
• Conducts the technical debriefing

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FEDSIMs Evaluation Process

• The Task Order Request (TOR) or Solicitation
  Sections H, L, and M (everything you need is
  here)
• The Technical Evaluation Plan (TEP) Mirrors H,
  L, and M exactly and also contains definitions of
  the evaluation adjectives (unacceptable,
  acceptable, good, excellent)
• Technical Evaluation Board (TEB) functional
  client reps (evaluators advisors) and FEDSIM
• Review and Evaluate the Proposals
• TEB Report documents the evaluation
  proceedings, records the consensus strengths and
  weaknesses and the consensus ratings for the CO
  this is used for debriefing

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Section H Sample

• It is desirable that the PM have the following
  demonstrated experience and/or
• knowledge
• Demonstrated experience in planning, directing,
  and managing complex IT projects/operations of a
  nature similar in size and scope as referenced in
  this TOR.
• Demonstrated experience with the management and
  supervision of employees of various labor
  categories and skills in projects similar in size
  and scope as proposed for this TOR.
• Demonstrated ability for oral and written
  communication with the highest levels of
  management.
• Demonstrated experience transitioning similar
  efforts.
• Demonstrated experience with award fee type
  contracts.
• Demonstrated experience with performance metric
  contracts that must conform to SLAs.

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Section L Sample

• The offerors methodology for determining the
  recommended hardware/software configuration to
  include how the contractor will ensure Government
  involvement in the decision-making process.
• The offerors complete software development and
  implementation approach to include all
  deliverable types, i.e. documentation, testing
  artifacts, and code. The contractor shall
  address all milestones, deliverables, and reviews
  required for this effort.
• The offerors data management approach.
• The offerors approach for interfacing with the
  Governments Financial System.
• The offerors configuration management approach.
• The offerors security approach.

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Section M Sample

• The Government will evaluate the methodologies
  and approaches of the Technical Approach based on
  the innovation, clarity, and completeness of the
  approaches/methodologies and the degree to which
  they meet the objectives, requirements, and
  conditions of the solicitation and that they are
  industry-standard, innovative, effective, and
  efficient (to include meeting and exceeding
  required timeframes where appropriate). The
  Government will also evaluate these
  approaches/methodologies based on how well they
  are tailored to this particular solicitation.
  The Government will evaluate the SLAs and
  Performance Metrics based on their effectiveness
  and efficiency in meeting the objectives/condition
  s of the TOR and their usefulness in supporting
  the AFDP the Performance Work Statement based on
  the degree to which it describes the Governments
  objectives/conditions in a detailed and effective
  manner and the degree to which it incorporates
  the offerors solution in a performance-based
  manner.

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Reviewing and Evaluating the Proposals

• The TEB advisors receive review the written
  material (e.g. staffing plan, key personnel
  matrices, Performance Work Statement for a SOO,
  corporate experience)
• Oral presentations are scheduled randomly and
  conducted
• Offerors present their technical, management, and
  staffing approaches for approximately 90 minutes
  w/o interruption only key personnel
• Offerors retire and the TEB caucuses to draft
  questions that clarify what has been proposed
• Offerors return and the TEB Chair asks the
  questions and any natural follow-up
• Offerors leave for the day and the TEB members
  individually evaluate and rate the proposal
  against the TEP then the TEB reaches unanimous
  agreement on the rating for each factor and
  overall
• This is completed in the same day

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Optimizing Your Proposal Opportunities

• Common Evaluation Criteria (Section M adjectives)
• General Points
• Technical Approach
• Management Approach
• Key Personnel and Staffing Approach
• Corporate Experience/Past Performance
• Ask For a Debrief

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Common Evaluation Criteria(Supplied in Section M)

• Clear
• Comprehensive
• Detailed
• Innovative
• Tailored (this one is often the difference)
• Efficient and Effective
• Use of industry standards
• Use of efficient and effective technology

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General Points

• Most Common Weaknesses
• Lack of detail
• Lack of showing how the methodology will be
  carried out
• Lack of tailoring
• Relying on incumbency Were doing it now
• Suggestions for Improvement
• After release of the solicitation notify the
  Government if something is wrong with the
  solicitation
• Dont read your presentation
• Be (reasonably) enthusiastic
• Avoid Platitudes We know your business or
  Weve done it before
• Be careful of marketing pitches
• Have all of the key personnel speak make sure
  everyone knows their role in the solution
• Discuss risks throughout the proposal with
  significant and tailored examples

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Additional General Points

• Suggestions for Improvement
• Cover all of the proposal items in Section L and
  propose to the adjectives supplied in Section M
• Dont hesitate to caucus during QAs (but not too
  often) understand the question
• Bring your key people to due diligence
• In due diligence
• Make sure you understand all of the requirements,
  the technology environment, and standards
• Make sure you understand the Government/contractor
  roles
• Ask who the users are and what their major
  challenges are
• Ask about the complexity or unique knowledge
  required for the task areas
• Determine what the Government sees as significant
  risks
• Understand performance requirements/objectives in
  order to derive tailored significant SLAs

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Technical Approach(Make the solution come alive)

• Tailor the approach insert the Governments
  requirements, standards, and performance metrics
  into your methodology
• Show the steps that constitute the
  methodology/approach we need to see the method
• Describe how the tools/processes work within the
  methodology - dont just say we have used them
  before tailor with the requirements
• There is always a transition describe exactly
  how the Governments work will continue
  describe roles and responsibilities staffing -
  discuss transition phases, not just start-up
• As an incumbent make sure all new requirements
  are covered

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Additional Technical Approach Points

• Distinguish between QC and QA
• Supply significant and tailored performance
  measures for the areas of importance to the
  Government
• If appropriate, integrate the PBSOW, solution,
  SLAs, and Award Fee Plan
• Describe the value to the Government of
  innovations or unique methods/tools (the
  Government doesnt have much evaluation time)
• Make sure your solution is compatible with the
  Governments architecture/technology
• Dont leave out users
• The Government wants your expertise but wants
  to be in on decision making
• Provide quick wins (the Government is always
  trying to show progress)

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Additional Technical Approach Points

• PWS Must look like a task order with the
  solution and performance stds integrated must
  be tailored and detailed
• PWS and solution must match
• Integrate security throughout the solution
• Know address the major challenges (know the
  organization)
• Cover all of the deliverables state how they
  will be done incorporate standards

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Management Approach

• Detailed, tailored methodologies telling how
• All aspects integrated, i.e. EVM, risk analysis,
  metrics, accountability
• Government visibility into task order status
• Proactive risk management continual monitoring
• Accountability individuals and subs
• Independent QA person

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Key Personnel Staffing Approach

• A clear rationale for the staffing tied to the
  WBS and location of work
• A clear rationale for distribution of high-level
  and low-level and SMEs
• Make sure that staffing numbers agree between the
  plan and the body of the presentation
• Alternatives if cant bring on the incumbent
• Clear, detailed, tailored methodology for
  institutionalizing experience
• Clear, detailed, tailored methodology for
  maintaining a pool of qualified personnel and
  augmenting staff for special requirements

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Additional Key Personnel Staffing Approach
Suggestions

• Make sure all of the key personnel qualifications
  are addressed, if cant meet all with a
  particular person, then mitigate or use two
  people
• Clearly show how additional key personnel roles
  are truly important to the requirement
• Make sure all technical knowledge is addressed
  with appropriate personnel
• Key personnel standards experience against the
  qualifications for work similar in complexity
  recent and be specific as to how it matches
  through examples not statements
• Make sure matrices clearly match the experience
  with the qualification - dont state the same
  experience for each qualification tailor it
• Make sure dates are included and labor functions
  are clearly stated

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Corporate Experience/Past Performance

• For both
• Recent
• Similar in requirements, dollars, complexity
• Describe in detail by task area and area of
  expertise
• Past performance would also include a rating for
  quality of performance based on calling
  references

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Ask for a Debrief

• Always ask for a debrief even if you win
• Attend with the attitude of improving for next
  time
• Bring those proposal preparers that will benefit
  for next time
• Many of our Industry Partners have improved and
  won after debriefs

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• Questions?