Roles and Responsibilities Who is involved

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(No Transcript)
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Table Of Contents

• Getting Started- PWS Principles WHAT, WHY, HOW
• PWS Development
• PWS Dos and Donts

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With the publication of the New Circular, DLA
follows the new Standard competition process (for
most of its studies)
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The PWS is one part of the A-76 Competition
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Once the type of competition is determined,
firewalls must be established among team members
The Competitive Sourcing process involves three
teams each with a unique set of roles and
responsibilities

• The Circular requires team members to be separate
  and independent
• Firewall eliminates conflict of interest and any
  appearance of conflict of interest
• The same firewall guidelines apply to both
  consultants and government employees
• If a breach occurs the CO will determine what
  steps are necessary to ensure a fair and
  competitive process

Program Management Team Role
Program Management Team
Provide only general A-76 related advice to the
study teams and may not disseminate any study
specific information
CSO, CS HQ support, SSA and Consultant support
PWS Team
MEO Team
Formed to assist the ATO in developing Agency
Tender and MEO Team Lead(s), SME, HRA, ATO and
Consultatnt Support
Formed to develop the PWS and QASP and to assist
the CO in developing the Solicitation PWS Team
Lead(s) Subject Matter Experts, KO, Consultant
Support
FIREWALL
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SIX MAJOR A-76 OUTPUTS IN TWO PHASES

• Requirements Phase (What)
• Performance Work Statement (PWS)
• Acceptable Performance Measures (APLs) / Quality
  Assurance Surveillance Plan (QASP)
• Proposal Phase (Agency Tender) II (How)
• Most Efficient Organization
• Phase-In Plan
• Quality Control Plan
• Technical Response to L M
• Agency Cost Estimate

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Guiding Documents

• Performance Work Statement (PWS)
• Identifies scope of services to be provided by SP
• Provides requirements and expectations of SP
• Acceptable Performance Measures (APLs)
• Acts as the scorecard for "how well" the Service
  Provider is performing
• Contains performance standards developed in
  Section C-5 of the PWS and monitored through the
  QASP
• Avoids measures that cannot be quantified
• Quality Assurance Surveillance Plan (QASP)
• Describes methods and procedures to be followed
  by QA organization

APL must be identified for requirements defined
in the PWS
Monitoring tools and techniques are outlined in
detail
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The PWS team develops the first four primary
steps in performing a complete workload analysis

The MEO team develops the last two primary steps
PWS team
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PERFORMANCE WORK STATEMENT (PWS)

• The PWS is a document that accurately describes
  the essential and technical requirements for
  items, materials, and services, including the
  standards used to determine whether the
  requirements are met
• The PWS is the basis of the cost comparison
• The PWS states What is to be done, not How it
  will be done
• Must be performance based and comprehensive to
  ensure all Government requirements are met
• Government, contractors, and Inter-governmental
  Support Agreements will calculate cost estimates
  on the requirements identified in the PWS

Assist the KO in developing the Solicitation and
Consults the KO in Determining the Acquisition
Strategy
THE PWS TEAM
Determines Availability of Government Furnished
Property
Develops the PWS to include workload and
performance standards
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Developing and issuing the Solicitation
Section A
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Solicitation/Contract Form
Section A
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Solicitation/Contract Form
Section B
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Prices/Costs
Section B
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Prices/Costs
Section C
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Description/Work Statement
Section C
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Description/Work Statement
Section D
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Packaging Marking
Section D
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Packaging Marking
Section E
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Inspection Acceptance
Section E
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Inspection Acceptance
Section F
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Deliveries or Performance
Section F
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Deliveries or Performance
Section G
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Contract Administration Data
Section G
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Contract Administration Data
Section H
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Special Contract Rqmts
Section H
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Special Contract Rqmts
Section I
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Contract Clauses
Section I
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Contract Clauses
Section J
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List of Attachments
Section J
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List of Attachments
Section K
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Representations, Certifications
Section K
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Representations, Certifications
Other Statements of Offerors
Other Statements of Offerors
Section L
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Conditions Notices to Offerors
Section M
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Evaluation Factors for Award
Section M
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Evaluation Factors for Award
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Essential elements of a PWS

• C-1 General
• C-2 Definitions and acronyms
• C-3 Government Furnished Property (GFP)
  Services
• C-4 Service Provider Furnished Items
• C-5 Specific Requirements
• C-6 Applicable Directives and Regulations

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QUALITY ASSURANCE SURVEILLANCE PLAN (QASP)

• The QASP is a document that provides a planned
  process for Quality Assurance Evaluators (QAE) to
  accomplish surveillance of the service providers
  actual performance, and compare that performance
  against the predetermined quality and quantity
  requirements to determine conformity with
  established performance standards. The QASP
  identifies
• Key performance indicators
• Information or data sources
• Method of surveillance
• Performance measures for organization control and
  quality measures
• Estimated man-hours and manpower resources to be
  used

THE PWS TEAM
Develops the QASP by documenting methods used to
measure performance of the Service Provider
against requirements of the Solicitation
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Teams and positions need to respect the necessary
firewall when participating in an A-76 Competition

• PWS Team
• Can be part of the SSEB if not directly
  affected by the A-76 competition
• Can not be MEO Team member
• MEO Team
• Includes HRA and ATO
• Need to be independent of PWS Team
• SS Team
• Includes KO, SSEB
• Must be independent of MEO Team
• The KO is part of the PWS Team
• Can review and have input on PWS

Green- no conflict of interest exists
Red conflict of interest exists
Yellow a conflict of interest could exist in
certain situations
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PWS Team Selection Criteria

• When selecting the PWS team, make sure that these
  key areas are represented by subject matter
  experts
• PWS related work
• Management analysis
• Staffing/HR
• Cost analysis
• Legal
• Contracting
• Additionally, individuals with expertise in work
  measurement, value engineering (OMB Circular
  A-131), industrial engineering, and the technical
  aspects of the activity may also assist the PWS
  Team
• At DLA, the KO is a member of the PWS Team

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Roles and Responsibilities of the PWS Team

• At DLA, the PWS team consists of the PWS Team
  Leader, KO, Subject Matter Experts (SMEs), and
  Consultants, if needed
• PWS Team Leader develops the PWS and the QASP
  and determines GFP (the PWS Team Leader is
  appointed before competition announcement with
  the remaining PWS team members selected after
  public announcement)
• KO assists in ensuring that the PWS is
  procurable
  and enforceable and creates the acquisition
  strategy
• SME provides detailed knowledge of functional
  
  areas and uses their expertise and analytical
  skills to
  develop the PWS and QASP
• Consultants provide experience in and knowledge
  of A-76 competition support, supports
  time-limited staff, and provides an independent
  perspective

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Table Of Contents

• Getting Started- PWS Principles (what/why/how)
• PWS Development
• PWS Dos and Donts

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Prior to PWS release, ensure that all documents
are included and accurate

• Agency Tender Team
• Beginning a ramp-up in anticipation of a draft
  PWS release
• Train team members
• Ask questions through the proper channels,
  typically the ATO will speak to the contracting
  office

• PWS Team
• Collecting and documenting data and sources
• Meeting with SME to assess accuracy of
  requirements document
• Validating scope of work
• Respond to questions via official channels only

• During this portion of an A-76 study, the PWS
  Team is focused on finalizing the PWS document
• As the incumbent, the MEO Team is able to begin
  working with a general understanding of what will
  be contained in the finalized PWS

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Make appropriate changes prior to the public
release of the final PWS

• Agency Tender Team
• Conduct line-by-line review of PWS
• Develop comments questions that will assist the
  Team in developing the Agency Tender
• Be careful on what is asked, do not show your
  hand
• Submit comments questions to KO

• PWS Team
• Draft PWS released for public comment by KO
• Respond to questions and comments submitted to
  the KO
• Conduct internal reviews and discussions to
  revise the PWS where needed
• Issue modifications when needed

• Upon release of the PWS document, the PWS Team
  will reconvene when needed to modify the PWS
  documents.
• The MEO Team will begin formulating their
  response to the solicitation. At this point, the
  MEO Team must begin to strictly adhere to
  procurement sensitivity.

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The Agency Tender Team starts to develop their
response to the final release of the PWS

• Agency Tender Team
• Collecting data and validating sources
• Cost manpower analysis
• Finding efficiencies through technology advances
  or process improvements
• Sharing information only on a need-to-know
  basis
• Affected employees can only be told basic
  high-level details that do not compromise the MEO

• Others with Interest in Study
• Bidders will be developing their own responses to
  PWS
• Industry day
• Existing footprint in organization
• Employees will begin to inquire on the status of
  competition
• Need for clear communication
• Auditors
• Eventually may require data to validate study
  progress

• PWS Team is not actively involved in this portion
  of the study, however there are other interested
  parties that will require attention
• Agency Tender Team must be focused on their
  document development and keep all sensitive
  information within the team limits

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Source Selection begins once all bids are placed

• Source Selection Board
• Review proposals based on established source
  selection guidelines
• Maintain a strict confidentiality and cannot
  disclose information to any party concerning
  source selection status
• Ask for clarifications from bidders via
  contracting officials

• Agency Tender Team
• Involvement is based solely on an as-requested
  basis
• Can inquire as to the status of the source
  selection, however this must continue through
  official channels only
• If oral presentations are required, they will
  occur during this phase

• Once the bids have been submitted, the Source
  Selection Board will have control of the timeline
• Inquiries concerning this process will go through
  the CO
• The Agency Tender Team may be requested to
  clarify portions of their proposal
• Any resulting changes will follow previous
  sensitivity guidelines

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PWS Team Lessons Learned

• It is important to track and understand the study
  progression (i.e., Dashboards)
• It is important to have a plan to keep on
  schedule and to get back on schedule if progress
  is lagging (i.e., POAM)
• It is important to keep all team members informed
  of progress and issues, never can tell if team
  members will be available throughout the PWS
  phase
• Agree on how to maintain file documents and how
  you will know which version is the most current
  (i.e., naming conventions)
• Decide how you will provide data access to all
  team members while maintaining configuration
  control
• Decide who will maintain the master document
• Decide how comments/changes will be incorporated
• Be sure to avoid blind data collection by
  collecting only what is needed

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How to write the PWS

• DLAs steps in the PWS development process
  include
• Identifying activity goals consistent with the
  mission of the organization
• Developing desired performance outcomes for the
  services to be provided based on these activity
  goals
• Developing performance measures and standards to
  gauge progress toward the outcomes
• Measuring performance to determine if performance
  standards have been met
• When writing the PWS, be sure to include
• Description of service or product
• Description of workload, workload variations
  (i.e., seasonal, cyclical, or intermittent),
  quality standards, and environment
• Other aspects of the requirement which would
  impact the service providers workload or costs

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How to write the PWS (cont)

• The PWS should be written in a narrative form
• Consistent terminology and legally enforceable
  language should be used
• Use the word shall when writing performance
  requirements The Service Provider shall.NOT
  The Service Provider has to mow all the lawns
  weekly during the summer
• Do not use any, either, and/or, etc.
• Keep the language as simple as possible (avoid
  slang and jargon)
• Do not overuse acronyms
• Use simple, short and concise sentences
• Review functions for WHAT not HOW
• Define the service in enough detail that a
  reasonable, knowledgeable service provider can
  identify the requirement
• Use the active voice and identify who is
  responsible for an action - "The service provider
  shall complete the report within 30 days," or
  "The Government shall complete the report within
  30 days," instead of "The report shall be
  completed within 30 days."

Remember, offers will only be as good as the PWS
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Traditional statements of work burdened the
competitive aspect

• Overly focused on process in specifying output
• Requirements are very detailed, giving specific
  instructions on HOW to perform the work
• Continued application of the status quo
• Methods that have been in place for years will
  continue to be in place
• Existing inefficiencies in current methodologies
  continue
• Little room for innovation or process improvement
  or more efficient means of accomplishing the work
• If the process is flawed, the Government is
  responsible since it is their process
• Excessive resources required to provide quality
  assurance

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Changing from traditional to performance-based
statements of work (PWS)

• To circumvent the negative impacts of stringent
  requirements, the Government decided to let the
  Service Provider decide HOW to accomplish the
  work. The Government would just tell the Service
  Provider WHAT work should be performed and the
  performance measurement for acceptable
  performance.
• A well developed Performance Work Statement
  will
• Define outputs/outcomes instead of methodologies
  or processes
• Indicate the acceptable levels of performance for
  the service provider
• Allow the service provider the freedom to
  determine the most cost efficient means to
  accomplish the work

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Advantages of performance based contracting

• Innovation
• No mandated processes
• Freedom to utilize new/more efficient technology
  or practices to accomplish the work
• Risk is on the service provider
• The service provider is responsible for ensuring
  their proposed methods are successful
• Since the Government only details WHAT needs to
  be accomplished, they are no longer responsible
  for faulty processes
• Product/Service Quality
• Performance based contracting is geared towards
  maximizing the quality of the products/services
• Technology
• Flexible technology requirements allow for the
  incorporation of emerging levels of technology
  into the solution

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Job Analysis

• Once you have assessed the data needs and
  collected the required data, it is time to
  conduct a full job analysis
• The job analysis typically is comprised of three
  components
• Organizational Analysis
• Activity Analysis
• Resource Analysis

Activity Analysis
Organizational Analysis
Resource Analysis

• Mission
• Products/Services
• Structure
• Roles/Responsibilities
• Applicable Directives

• Functions
• Inputs/Outputs
• Workload Requirements
• Performance Requirements

• Labor
• Materials
• Equipment
• Facilities
• Baseline Cost
• IGE

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Organizational Analysis Mission, Products, and
Services

• The first step in the organizational analysis is
  to review and understand the mission of the
  organization and identify the products and
  services provided by the organization
• The following table identifies the some example
  data, tools and techniques, and questions needed
  to fully understand the mission and its products
  and services

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Organizational Analysis Organization Structure
and Roles/Responsibilities

• The next step in the organizational analysis is
  to review and understand the organizational
  structure and the roles and responsibilities of
  staff within the organization
• The following table identifies the some example
  data, tools and techniques, and questions needed
  to fully understand the organizational structure
  and staff roles and responsibilities

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Organizational Analysis Applicable Directives

• The last step in the organizational analysis is
  to review and understand the applicable
  directives which govern the organization
• The following table identifies the some example
  data, tools and techniques, and questions needed
  to fully understand the organizational structure
  and staff roles and responsibilities

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Activities Analysis Functions

• The first step in the activities analysis is to
  identify and review the functions performed by
  the organization
• The following table identifies the some example
  data, tools and techniques, and questions needed
  to fully understand the functions

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Developing a Work Breakdown Structure (WBS)

• The WBS
• Serves as an outline for the PWS
• Organizes data by function, activity, task, step,
  etc.
• Is the suggested starting point for data
  collection/analysis

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Activities Analysis Inputs and Outputs

• The next step in the activities analysis is to
  identify the inputs and outputs of the functions
  performed by the organization
• The following table identifies the some example
  data, tools and techniques, and questions needed
  to fully understand the functions inputs and
  outputs

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Activities Analysis Inputs and Outputs

• The next step in the activities analysis is to
  identify the inputs and outputs of the functions
  performed by the organization

SAMPLE ACTIVITY FORM
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Activities Analysis Workload Requirements

• The next step in the activities analysis is to
  identify workload of the functions performed by
  the organization
• The following table identifies the some example
  data, tools and techniques, and questions needed
  to fully understand the workload

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Resource Analysis Labor, Equipment, Materials,
and Facilities

• The resource analysis focuses on identifying the
  labor, equipment, materials, and facilities
  utilized or consumed in the execution of the
  function
• The following table identifies the some example
  data, tools and techniques, and questions needed
  to fully understand these assets

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Resource Analysis Employee Analysis
Requirements Sample Chart
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Table Of Contents

• Getting Started- PWS Principles (what/why/how)
• PWS Development
• PWS Dos and Donts

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Things To Do

• Keep a close eye on the schedule
• Maintain an accurate plan of actions milestones
  (POAM)
• Keep your deadlines aggressive but reasonable and
  allow some leeway
• If a deadline is not met, remember to account for
  that lost time under another tasking
• Maintain control of documents
• Utilize a standard naming system for naming
  documents that clearly indicates date and
  document type
• Utilize shared folders when appropriate and
  appoint an administrator that can control access
• Agree on a password to protect documents
• Decide on how comments/changes will be
  incorporated
• Ensure team is able to work
• Set aside a common, safe-guarded work area where
  the team can talk freely and work as a cohesive
  unit
• Schedule frequent meetings so the development
  process does not fall off the radar

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Things To Do (cont)

• Manage data
• Trust but validate
• Establish a data collection system
• Avoid blind data collection by collecting only
  what is needed
• Assign task leads
• Strong task leader will be able to keep those
  assigned to the task focused
• Develop a plan to ensure only one active
  version of any document is in use
• Distribution of work amongst different leads will
  enable different team members to feel ownership
• Keep all team members informed of progress and
  issues
• Utilize Subject Matter Experts
• Those currently performing the requirements are
  the ones that best know what is needed

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Things Not To Do

• Dont post information in a public forum unless
  it is intended for public release
• Ensure procurement sensitive documents are
  labeled as such
• If a shared folder system is used, only provide
  access to those on the Team
• Do not leave procurement sensitive information in
  a location where it can be accessed
• Dont establish standards that are unreasonable
• Typically the existing level of performance is
  meeting the requirements, dont over inflate
  estimates or expectations unless there is a
  specific need to do so
• If requirements are unnecessarily inflated,
  performance will be expected at that level by the
  incoming service provider, regardless if it is
  the MEO or a contractor
• What has happened in past studies is a PWS will
  require 100 widgets produced while the incumbent
  only produces 75 on a regular basis. This will
  typically cause confusion and conflicting bids

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Things Not To Do (cont)

• Dont be restrictive when defining your
  requirements
• An A-76 PWS should be designed as a
  performance-based contracting tool
• Steer away from specifics and how-to
• By allowing bidders room to freely design their
  bids, innovation will play a larger part in their
  responses
• Do not use ambiguous or confusing language
• Use simple words that clearly describe the
  concepts and meaning of the PWS
• Ambiguous language may confuse bidders into
  developing proposals that do not achieve what was
  desired
• Include good definitions and complete workload
• Keep your KO and leadership in the dark

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Questions ?
Presented by Monty Hoerauf, Senior Associate,
Booz Allen work 703-917-2899 email
hoerauf_monty_at_bah.com