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October 26, 2020 By cs

Learn how the government administers contracts during week of Dec. 7th

Before the year’s end, you have the opportunity to attend a virtual course at Georgia Tech that comprehensively covers the federal contract administration process.
The course — Contract Administration in the FAR (CON 090-4) — begins Monday, Dec. 7 and concludes Friday, Dec. 11, 2020.  The course is being offered entirely on-line.  Registration details are at: https://pe.gatech.edu/courses/con-090-4-contract-administration-far.
Students participate virtually in our complete, on-line version of CON 090-4, covering all aspects of Contract Administration.
Who Should Attend
  • Government contracting officials will learn not only the rules but the best practices in contract administration. And, this course satisfies required FAC-C and DAWIA certification programs.
  • Business people, including those to aspire to become federal contractors, will learn how to use the power of being an incumbent to win future contracts as well as how to protect contractual interests.
How You Will Benefit

You will learn:

  • The fundamental concepts of government contract administration.
  • The rights of the parties when contract performance is not timely.
  • Both the government’s and the contractor’s rights when contract performance comes into question.
  • The policies and procedures for preparing and processing contract modifications.
  • How to apply the requirements of applicable contract clauses in various contracting scenarios.
  • The applicable payment clauses and invoicing procedures.
  • The policies and procedures for filing and processing contract disputes and appeals.
  • The policies and procedures pertaining to the complete or partial termination of contracts for the convenience of the government or for default.
  • All pertinent parts of the Federal Acquisition Regulation (FAR)
Course Content
  • Contract administration basics
  • Contract modifications
  • Administration of selected terms and conditions
  • Delays
  • Quality assurance
  • Payment and cost allowability
  • Disputes and appeals
  • Terminations
  • Closeout
Materials

Each student works with a Student Guide, exercises, updated supplemental information, and exclusive access to web-based student resources.

Additional Information

The Contracting Education Academy at Georgia Tech (The Academy) is an approved equivalency training provider to the Defense Acquisition University (DAU) and the Federal Acquisition Institute (FAI).  Our courses satisfy both the FAC-C and the DAWIA certification programs.  The coursework also provides students the opportunity to earn continuing education unit credits (CEUs) for acquisition and government contracting professionals as well as business professionals working for the government or pursuing opportunities in the federal contracting arena.

CON 090-4 is the fourth of four modules in the CON 090 course series entitled Federal Acquisition Regulation (FAR) Fundamentals.  The Contracting Education Academy at Georgia Tech offers the entire CON 090 series in four, one-week classes.  Each module stands on its own, allowing students multiple opportunities throughout the year to complete the entire CON 090 course. .  Because of Georgia Tech’s unique instructional approach, the four modules can be taken in any order.

More Information and To Register

For more information on this course, please visit: https://pe.gatech.edu/courses/con-090-4-contract-administration-far

Filed Under: Academy News Tagged With: allowability, appeal, closeout, CON 090, CON 090-4, contract administration, contract dispute, contract payments, contractor performance, DAU, DAWIA, FAC-C, FAR, Georgia Tech, modification, quality assurance, termination

November 20, 2019 By cs

The importance of Contracting Officer leadership

The future success of America’s national security requires dramatic improvement in “cost, schedule and performance” of today’s defense acquisition system to meet present and future threats.

Getting there mandates early and proper identification of acquisition need; better risk assessment through well-defined requirements; a rapid, proactive acquisition process delivering quality solutions while navigating and leveraging public law and regulation; and a mission-driven culture and environment supportive of productive organizations that attract the nation’s finest public- and private-sector expertise.

Managing within the defense acquisition system to deliver the best and latest capabilities of highest quality and technological superiority requires a robust corps of smart, hard-working, dedicated professionals. This public-private sector acquisition field includes expertise in finance, engineering, logistics, law, information technology, human resources and technical disciplines from almost every field imaginable, as well as superior knowledge and leadership in project/program management and other acquisition professions.

One of the most crucial roles within this system is that of the contracting officer (CO). This person is the link by which formal contractual communication flows between the Department of Defense (DoD) and industry support. The CO is vital to successful acquisition programs. Thus, there also is a long list of attributes that they must have. They must understand and apply seemingly endless laws and regulations governing how the federal government and DoD acquire more than $500 billion worth of supplies and services each year. This involves not only understanding and judiciously interpreting the ton of laws, regulations, policy letters, requirements, standards, interpretative guidance, management initiatives, local procedures and legal precedent, but properly leveraging this myriad guidance to get stuff where it is needed fast! Every CO action affects system cost, schedule and performance further down the line.

COs need a general knowledge of the Federal Acquisition Regulation (FAR) and Defense FAR Supplement and all of their complex supplemental guidance and must understand everything from market research, cost and price analysis, acquisition planning, source selection procedures, business clearances, pre-award surveys, financial audits, technical reports, award fee plans, responsibility determinations, etc., etc. They must properly format and prepare formal documentation to justify their acquisition decisions. The contract file in a federal acquisition (indeed any public expenditure of appropriated dollars) must “tell the story” about the judgment and rationale used to arrive at those conclusions.

Clearly, this requires multiple competencies. These include understanding and applying complex external and internal rules, regulations and policy; knowing the high-level technical requirements of their programs; having written and verbal communication proficiency, and more. Before things are reduced to writing, all manner of face-to-face communication occurs—and not only between the CO and the contractor. Communication flows internally between the CO and their CO representative; program or project manager, legal counsel, technical writers—indeed, everyone on the acquisition team. The CO must know how and when to guide the acquisition team through compliance with the myriad and seemingly conflicting objectives of the government acquisition process. This leads immediately to the need for COs not only to be articulate, but diplomatic and team oriented; in short; able to influence and work well with everyone concurrently with supporting positive program (cost, schedule and performance) outcomes.

Thus, COs must obviously be good at many things. Today’s training appears to provide most of what is necessary to excel at these requirements. But is it? Today’s acquisition education and training requirements emanate from the Defense Acquisition Workforce Improvement Act (DAWIA) and implementing guidance, authorizing training requirements for contract specialists from entry and as they rise the ranks in preparation for receiving their “warrant” (tailored, written authority to procure and manage contracts within specific, predefined authorities and limitations). DAWIA is the framework for defining experience, knowledge, and training requirements for the defense contracting workforce.

In addition, the Office of the Secretary of Defense imposes qualifications on a CO with a warrant above the simplified acquisition threshold. Along with that, a senior contracting official must have at least four years contracting experiences before assignment to a “critical acquisition position.” These positions are a subset of the acquisition workforce specifically designated by component acquisition executives based on the criticality of that position to the acquisition program, effort or function. Each Service and DoD agency provides additional procedural requirements prior to obtaining a CO warrant.

Leadership acquisition courses offered to DoD contract managers today include the following:

  • ACQ 450 Leading in the Acquisition Environment
  • ACQ 451 Integration for Decision Makers
  • ACQ 452 Forging Stakeholder Relationships
  • ACQ 453 Leader as Coach
  • ACQ 401 Senior Acquisition Course (competitive selection to the Eisenhower School)

There has been considerable research and skill gap analysis in this area. Leadership competencies sometimes also were included, but not always emphasized. While iterations of acquisition reform have occurred via statute, regulation, policy, reorganization and enhanced training requirements, we know that dramatic acquisition improvements have not materialized. Skill gaps were determined; knowledge and certification requirements defined; courses created and then modified over time.

One survey documenting issues facing practitioners in the field discovered the workforce believed they were not equipped to meet demands of the acquisition environment. They concluded that successful operation requires workforce ability to shorten the learning curve; modern tools appealing to changing workforce demographics; and cultural changes that encourage critical thinking.

  • 10 percent believed it takes more than 20 years to become proficient.
  • 18 percent believed it takes more than 15 years to become proficient.
  • 10 percent cited formal acquisition training as their primary avenue for learning. While classroom training supplies foundational acquisition knowledge, it is not translatable to day-to-day practice. Respondents preferred more experienced colleagues or reference tools for those questions.
  • 46 percent confirmed experienced colleagues are their primary source of acquisition information.
  • 44 percent use reference tools as their first choice.

So where is contracting success found? It lies beyond historical focus areas. Today’s formal structure, including education and training requirements, is not the end of the story. We must recognize the crucial leadership and management skills, as well as key personal attributes, necessary to be a successful CO. Contract management professional training emphasizes technical acquisition knowledge but must better leverage existing leadership qualities and provide advanced leadership development. Such competency investment should include that offered to DoD’s program management community.

Results — good and bad — in acquisition today emanate from leadership experience and proficiency levels in “soft skilled” competencies such as innovation, communication, teamwork, passion, integrity, character and more.

Combined with organizational support, accountability, common duty to mission and minimal bureaucracy, a viable pathway to the future success of our acquisition programs and national security becomes clear. The envied culture embodied in today’s successful, nontraditional, innovative private firms, and seen historically in government during significant national imperatives, requires nurturing to improve government and defense program outcomes. That includes superior leadership from our contracting community, because they are responsible for so much internal coordination and communication, as well as the formal contracts and informal relationships with industry, to make that a reality.

It’s clear when talking to contracting leaders that understanding and leveraging technical guidance is indispensable, such as that obtained through the FAR, Deskbooks, DoD policy and procedures, information technology support, etc. But possessing those unique, inherent “soft” skills is where great COs come from. As in most career fields, those personal traits will shine if given the right environment. Prescribing targeted acquisition policy and procedure to any given acquisition scenario only goes so far. Such an approach will tie the hands of contract and program managers (PMs). Judgment and discretion, as vital attributes of leadership, must ultimately dominate.

We have seen that revising acquisition laws and regulations, or undergoing yet another reorganization, miss the mark, absent great leadership. Great COs relate to the PM; are true “business advisers” to the program and use their leadership skills more than actual authority to make their PM successful.

Although against conventional wisdom, analysis indicates we must reassess past decisions associated with professionalizing the contracting workforce. Standards established did not achieve what they were intended to do and created unintentional adverse consequences. The risk-averse culture within acquisition professionals is not news. The rules must be revisited. An example is the need to rethink the hiring criteria used to select candidates for contracting positions. Considering candidates with a wider variety of educational and professional backgrounds beyond business may enhance the pool of talented candidates available for the contracting field, while looking at past leadership experience. Have they led people, such as in clubs, church, scouts, student government? Indeed those places may be where our future leaders are to be found. History suggests that specific formal education may not result in great leaders. Some of the best recent leaders in DoD contracting did not have today’s advanced business degrees. A degree is a measure of education, but it might be in almost anything. Leaders are both born and developed. That, however, does not diminish the need for proficiency in the technical skills of contracting.

A good leader must have the ability to manage up, as well as down. Tone is set at the top. Leaders must lead! COs must be at that top level, but only by having earned their right to be there. The National Contract Management Association’s Contract Management Body of Knowledge (CMBOK) considers Leadership the most important competency.

Whether via formal training, mentorship or guidance from existing leaders who take the time to work with and for their team, the acquisition community must work to ensure COs develop in all ways as contracting leaders. Those of us fortunate to have run into great leaders in our career often shine over those without those inspirational models.

One characteristic may include the need to move around for diverse experiences, versus deep familiarity with one or two agency cultures and mission. Creating good leaders requires exposure to different contracting environments, cultures, people, contract types, commodities and missions. Staying in one place for a long time minimizes those experiences. COs need multiple developmental experiences. Mobility can be hard, but moving emerging leaders around can be good. Those that self-initiate usually are ahead of those who stay put for too long. Similarly, COs need not be experts in all program aspects, but they do need the ability to evaluate technical problems and risk assessment for their customer to arrive at the contract solution. What is the degree of failure? How can he or she, as the CO, create evaluation criteria to assess particular technical characteristics? A good CO will figure that out. Once involved in making decisions that make their PM successful, their perspective changes and leadership competencies are developed.

The following are anecdotal quotes from experienced contracting colleagues and leaders:

  • COs must relate to the PM. They are advisers with the authority to make the PM successful.
  • To be a leader you have to be a good follower.
  • You must be able to manage up as well as down.
  • The attitude of “we’re gods” is wrong.
  • If leaders do not show interest, then the others cannot. Leaders must lead!

I believe that leadership was not a specific requirement. Some classes might require it, but no real leadership training was available.  I was lucky to run into leaders during my career.

As a career-long contracting professional, I had and continue to have the opportunity to work in many different contracting organizations, on many unique programs, with many diverse missions and cultures. In many cases, prior to entry on duty, I was not experienced or familiar with the particular supplies or services the organization acquired; specific contracting rules or regulations unique to them; or any special organizational structure or reporting mechanism they had. The key to any success I had in each contracting environment was the ability to establish credibility through the leadership attributes discussed in this article.

Each contracting office is “unique” in several respects. Thus, while contracting technical knowledge can be somewhat transportable, depending on the contracting strategies employed in any given product or service line, leadership qualities are completely transportable. Program conflict or drama with the programs I supported was minimal so long as the contracting leadership I provided included credibility, integrity, dependability, perseverance, communication and other aspects of leadership.

Leadership style is unique to each individual and only attained through successfully demonstrating acceptance of responsibility, backed by technical knowledge. Not all of today’s contracting managers possess those capabilities, but many do. It is past time to recognize that leadership is that quality most lacking in contracting success and that it is a vital necessity. Only then, with the support, cooperation and leadership of program, project and other agency leaders, can we kick-start Defense and other government agency acquisition programs into high achievements. Leadership also must come from senior government leaders in the Executive Branch and Congress, but it is leadership at the program level that will make things happen.

The time is right for massive change. America’s national and economic standing in a global hyper-competition is on the line. Our military require agile, technologically superior equipment faster than our adversaries. We have tweaked acquisition rules, organization structure and course requirements for years and addressed needs via competency assessments. The data reports are in! Our COs must have the leadership qualities, traits and skills to acquire products and services in an urgent, war-life footing, as was the case in past world conflicts and the race to the moon. Developing solid contracting leaders must be a priority today! To repeat the title of an April 2018 article in Contract Management magazine, “Leadership is not Optional in Contract Management!” What are we waiting for?


Originally published by the Defense Acquisition University on Nov. 1, 2019.

About the author: Michael P. Fischetti joined the executive acquisition faculty at the Defense Acquisition University in January 2019. He is a Certified Professional Contract Manager (CPCM) and Certified Association Executive (CAE) through the American Society of Association Executives. He has more than 36 years of contracting experience through a variety of Defense, civilian agency, and industry roles ranging from operational Contracting Officer positions to HQ procurement analyst/policy roles. He most recently was the Executive Director of the National Contract Management Association. He holds a Juris Doctorate from Northwestern California University School of Law, a Master’s in National Resource Strategy from the Eisenhower School, National Defense University, a Master’s in Business Management from Central Michigan University and a Bachelor’s degree in Economics and Political Science from the State University of New York in Buffalo.  The author can be contacted at michael.fischetti@dau.edu.

Filed Under: Government Contracting News Tagged With: acquisition training, character, CMBOK, CO, communication, competencies, contract management, contract management system, contracting officer, contracting officers, coordination, DAU, DAWIA, DoD, government contract training, innovation, integrity, leadership, passion, teamwork, training resources

October 23, 2019 By AMK

Learn how the government administers contracts during week of Dec. 9th

Before the year’s end, you have the opportunity to attend a week-long course at Georgia Tech that comprehensively covers the federal contract administration process.
The course — Contract Administration in the FAR (CON 090-4) — begins Monday, Dec. 9 and concludes Friday, Dec. 13, 2019.  The course is conducted at Georgia Tech’s world-class Global Learning Center located in Midtown Atlanta.  Registration details are at: https://pe.gatech.edu/courses/con-090-4-contract-administration-far.
Students work in teams to answer questions and solve problems involving contract administration.
Who Should Attend
  • Government contracting officials will learn not only the rules but the best practices in contract administration. And, this course satisfies required FAC-C and DAWIA certification programs.
  • Business people, including those to aspire to become federal contractors, will learn how to use the power of being an incumbent to win future contracts as well as how to protect contractual interests.
How You Will Benefit

You will learn:

  • The fundamental concepts of government contract administration.
  • The rights of the parties when contract performance is not timely.
  • Both the government’s and the contractor’s rights when contract performance comes into question.
  • The policies and procedures for preparing and processing contract modifications.
  • How to apply the requirements of applicable contract clauses in various contracting scenarios.
  • The applicable payment clauses and invoicing procedures.
  • The policies and procedures for filing and processing contract disputes and appeals.
  • The policies and procedures pertaining to the complete or partial termination of contracts for the convenience of the government or for default.
  • All pertinent parts of the Federal Acquisition Regulation (FAR)
Course Content
  • Contract administration basics
  • Contract modifications
  • Administration of selected terms and conditions
  • Delays
  • Quality assurance
  • Payment and cost allowability
  • Disputes and appeals
  • Terminations
  • Closeout
Materials

Each student receives a printed Student Guide, exercises, updated supplemental information, and exclusive access to web-based student resources. A complimentary breakfast is provided each morning, along with snacks throughout each day.

Additional Information

The Contracting Education Academy at Georgia Tech (The Academy) is an approved equivalency training provider to the Defense Acquisition University (DAU) and the Federal Acquisition Institute (FAI).  Our courses satisfy both the FAC-C and the DAWIA certification programs.  The coursework also provides students the opportunity to earn continuing education unit credits (CEUs) for acquisition and government contracting professionals as well as business professionals working for the government or pursuing opportunities in the federal contracting arena.

CON 090-4 is the fourth of four modules in the CON 090 course series entitled Federal Acquisition Regulation (FAR) Fundamentals.  The Contracting Education Academy at Georgia Tech offers the entire CON 090 series in four, one-week classes.  Each module stands on its own, allowing students multiple opportunities throughout the year to complete the entire CON 090 course without the challenge of being away from work or home for a straight month.  Because of Georgia Tech’s unique instructional approach, the four modules can be taken in any order.

More Information and To Register

For more information on this course, please visit: https://pe.gatech.edu/courses/con-090-4-contract-administration-far

 

Filed Under: Academy News Tagged With: allowability, appeal, closeout, CON 090, contract administration, contract dispute, contract payments, contractor performance, DAU, DAWIA, FAC-C, FAR, Georgia Tech, modification, quality assurance, termination

September 23, 2019 By cs

Transition to new FAC-C acquisition workforce training requirements begins Oct. 1, 2019

We summarize the changes to the training requirements here.

Beginning October 1, 2019, new Federal Acquisition Certification-Contracting, or FAC-C, training requirements go into place.

The new training requirements for the the civilian portion of the federal acquisition workforce reflect a continuing effort by the Federal Acquisition Institute (FAI) to align training requirements with those developed by the Defense Acquisition University’s (DAU) as a part of its Defense Acquisition Workforce Improvement Act (DAWIA) Contracting certification program.

Students will be provided time to implement these changes as they seek FAC-C Level I, II, or III certification.   The changes to the curriculum are not extensive, however there are varying dates to keep in mind.  There will be a transition period from October 1, 2019 through June 30, 2020 in which training providers, such as The Contracting Education Academy at Georgia Tech, will be converting their courseware to conform with the new training standards.  During this period, students may apply both old and new course designs for credit toward the FAC-C certification.

Please consult the chart below to see details of the present and planned courseware.  Present FAC-C training requirements are shown in the left column, and the new FAC-C training requirements are shown to the right.  Changes in the training requirements are shown in red.

FAC-C Training Requirements

Present Training Requirements

FAC-C Refresh (May 2014)

Transition to New FAC-C

(October 1, 2019-June 30, 2020)

(Requirements are shown below, and changes are shown in red.)

FAC-C LEVEL I
FAC-C LEVEL I
CON 090 FAR Fundamentals

(20 days, instructor-led) OR

FCN 190 FAR Fundamentals

(10 days, instructor-led)

CON 090 & FCN 190 are being phased out by courseware vendors during the period 10/1/19 through 6/30/2020 – certificates from either course will be acceptable for FAC-C Level I until 9/30/2021.

CON 091 Contract Fundamentals

(13 days, instructor-led)

 

 

CON 090 & FCN 190 are being phased out by courseware vendors during the period 10/1/19 through 6/30/2020 – certificates from either course will be acceptable for FAC-C Level I until 9/30/2021.

CON 100 Shaping Smart Business Arrangements (self-paced online) OR

FCN 101 Contracting Basics

(self-paced online)

CON 100 Shaping Smart Business Arrangements OR

FCN 101 Contracting Basics

(self-paced online)

CON 121 Contract Planning

(instructor-led or self-paced online)

CON 121 Contract Planning

(instructor-led or self-paced online)

CON 124 Contract Execution

(instructor-led or self-paced online)

CON 124 Contract Execution

(instructor-led or self-paced online)

CON 127 Contract Management

(instructor-led or self-paced online)

CON 127 Contract Management (instructor-led or self-paced online)
FAC 023 Basic Contracting for GSA Schedules

(self-paced online)

FAC 023 Basic Contracting for GSA Schedules

(self-paced online)

FAC 031 Small Business Programs

(self-paced online)

FAC 031 Small Business Programs

(self-paced online)

CLC 057 Performance Based Payments and Value of Cash Flow

(self-paced online)

CLC 057 Performance Based Payments and Value of Cash Flow

(self-paced online)

CLC 058 Introduction to Contract Pricing

(self-paced online)

CLC 058 Introduction to Contract Pricing

(self-paced online)

CON 170 Fundamentals of Cost and Price Analysis

(10 days, instructor-led)

CON 170 Fundamentals of Cost and Price Analysis

(8 days, instructor-led)

N/A CLC 056 Analyzing Contract Costs

(self-paced online)

Effective October 1, 2019, this course will be

required for FAC-C Level I.

FAC-C LEVEL II
FAC-C LEVEL II
CON 200 Business Decisions for Contracting

(instructor-led or self-paced online)

CON 200 Business Decisions for Contracting

(instructor-led or self-paced online)

CON 216 Legal Considerations in Contracting

(instructor-led or self-paced online)

CON 216 Legal Considerations in Contracting

(instructor-led or self-paced online)

CLC 056 Analyzing Contract Costs

(self-paced online)

(Course now required for Level 1, not Level II)

 

CLC 051 Managing Government Property in the Possession of Contractors

(self-paced online)

CLC 051 Managing Government Property in the Possession of Contractors

(self-paced online)

HBS 428 Negotiating

(self-paced online)

HBS 428 Negotiating

(self-paced online)

CON 270 Intermediate Cost and Price Analysis

(instructor-led)

Effective October 1, 2019, this course is no longer required for FAC-C

(Can still be taken for CLPs/electives).

CON 280 Source Selection and Administration of Service Contracts

(instructor-led)

 

CON 280 Source Selection and Administration of Service Contracts

(instructor-led)

(Note: Some content from CON 270 will be added to this course.)

CON 290 Contract Administration and Negotiation Techniques in a Supply Environment

(instructor-led)

 

CON 290 Contract Administration and Negotiation Techniques in a Supply Environment

(instructor-led)

(Note:  Some content from CON 270 will be added to this course.)

FAC-C LEVEL III
FAC-C LEVEL III
CON 360 Contracting for Decision Makers

(10 days, instructor-led)

CON 360 Contracting for Decision Makers

(8 days, instructor-led)

An HBS module other than HBS 428 An HBS module other than HBS 428
Choose 1 of the following:

·     32 hours of electives*

·     ACQ 265 Mission-Focused Services Acquisition

·     ACQ 315 Understanding Industry

·     ACQ 370 Acquisition Law

·     CON 244 Construction Contracting

·     CON 252 Fundamentals of Cost Accounting Standards

·     CON 370 Advanced Contract Pricing

Choose 1 of the following:

·     32 hours of electives*

·     ACQ 265 Mission-Focused Services Acquisition

·     ACQ 315 Understanding Industry

·     ACQ 370 Acquisition Law

·     CON 244 Construction Contracting

·     CON 252 Fundamentals of Cost Accounting Standards

·     CON 370 Advanced Contract Pricing

The Contracting Education Academy at Georgia Tech is an approved equivalency training provider for many FAI and DAU training courses.  Inquiries may be emailed to: info@ContractingAcademy.gatech.edu

Filed Under: Academy News Tagged With: acquisition training, acquisition workforce, certification, DAU, DAWIA, FAC-C, FAI, training requirements

August 12, 2019 By AMK

Act now to enroll in September’s CON 170 cost and price analysis course

Georgia Tech’s course on the Fundamentals of Cost and Price Analysis (CON 170) provides expert instruction on fundamental quantitative pricing skills — skills so necessary to understand how the government makes contract pricing decisions.

The popular 10-day course is being offered September 16-27, 2019 on the Tech campus in the world-class Global Learning Center in Midtown Atlanta.  Registration details can be found here.

Attendees will learn how to accomplish Cost-Volume-Profit Analysis, calculate Contribution Margin Estimates, and develop Cost Estimating Relationships to achieve effective price analysis pursuant to FAR Subpart 15.4.  These are the skills needed to negotiate pricing of government contracts, subcontracts, and contract modifications.

Georgia Tech’s course includes an examination of the regulations and processes governing the use of cost analysis and requiring certified cost and pricing data.  The CON 170 course was originally developed by the Defense Acquisition University for aspiring Defense Department acquisition professionals.

After learning the basic elements of price and cost analysis, students receive instruction on how to build and defend a Pre-Negotiation Objective, including a minimum and maximum pricing objective with a Weighted Guidelines Assessment.  Students also learn how to defend pricing objectives by practicing face-to-face negotiations.

By attending, you’ll learn how to:

  • Identify the Government’s Pricing Objective
  • Review an Independent Government Cost Estimate
  • Apply Price-Related Factors
  • Review General Cost Principles on Allowability
  • Evaluate Direct and Indirect Costs
  • Determine the Applicability of Cost and Price Analysis
  • Practice Cost and Price Analysis Techniques
  • Conduct Cost Realism Analysis

Attendees receive instruction, a printed Student Guide to be used back on the job, valuable handouts, and exclusive web-based resources.  A complimentary breakfast is served each morning, along with snacks throughout each class day.

This is a federal core course, required for FAC-C and DAWIA certification.  Register here.

The Contracting Education Academy at Georgia Tech is an official Defense Acquisition University (DAU) equivalency training provider.  Georgia Tech’s coursework also is recognized by the Federal Acquisition Institute (FAI).

Filed Under: Academy News Tagged With: CON 170, cost and price, cost and price analysis, cost principles, DAU, DAWIA, FAC-C, FAI, Georgia Tech, overhead rate, pricing, pricing objective

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