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May 19, 2020 By cs

Project management and COVID-19 recovery: Lessons from previous disasters

The rapid outbreak of COVID-19 has prompted an unprecedented response from all levels of government, across the country and around the world.   As part of this response, local, state, and federal agencies sprang into action to help protect citizens from this potentially catastrophic biological threat while continuing to deliver services in communities nationwide.

As the initial public health threat hopefully subsides in the days and weeks ahead, many federal projects and programs will be launched to support longer-term COVID-19 economic recovery.  These recovery efforts will affect people whose housing, utilities, and other life necessities are at risk, as well as entire industries whose existence has been disrupted by the COVID-19 threat.

While these efforts may be unparalleled in many ways, there are some lessons learned from previous disaster recovery efforts that can inform policy makers, federal project and program managers, and their executive sponsors in their work to help the nation recover from the effects of this extraordinary event.

The Project Management Institute’s 2020 Pulse of the Profession® research reveals that 11.4% of each dollar invested on projects is wasted due to poor performance — that’s $114 million for every $1 billion.  There is a great deal at stake to ensure that pandemic response projects and programs are delivered as efficiently and effectively as possible.

Keep reading this article at: https://www.govexec.com/management/2020/05/project-management-and-covid-19-recovery/165298/

The Contracting Education Academy at Georgia Tech has established a webpage where all contract-related developments related to the coronavirus (COVID-19) are summarized.  Find the page at: https://contractingacademy.gatech.edu/coronavirus-information-for-contracting-officers-and-contractors/

Filed Under: Government Contracting News Tagged With: acquisition workforce, coronavirus, COVID-19, disaster recovery, economic recovery, efficiency, industry partners, mission support, partnerships, performance, project management, readiness

May 18, 2020 By cs

Effectively communicating the acquisition impact

For far too long Contracting Officers (KOs) have been articulating in a rather underwhelming way the impact their acquisition efforts have on enhancing capabilities, mission success, and ultimately supporting the War­fighter.

The terms that KOs typically use to frame their support to the Warfighter involve detailing the dollars obligated and number or contract actions performed in support of the Warfighter. While this approach is used widely within the acquisition community to describe the efforts of contracting professionals, it does little to effectively illustrate the impact of contracting professionals or their teams’ contributions to the Warfighter. In order to effectively communicate/articulate their support with key stakeholders outside the acquisition community, contracting professionals need to change their words and approach and develop their message.

More specifically, they need to transform their message from a technical one to a dialogue that is relatable outside of the acquisition enterprise.

Operationalizing Contracting

An illustration of the need to change how the acquisition professional’s value is described is the concept of “operationalizing contracting,” which was introduced by Gen. Gustave Perna, Army Materiel Command Commanding General, in 2017.  In an online Army Contracting Command article, Perna shared his vision of operationalizing contracting by describing it as “… integrating and synchronizing contracting across the materiel enterprise in order to meet the Army’s priorities and the combatant commander’s priorities.” He adds, “It’s not about the number of actions and the dollars obligate …” but rather “… it’s about outcomes for the Soldier on the battlefield and for the Army.”

There is very little debate that a complex Base Life Support (BLS) or Logistics Civil Augmentation Program contract, valued at more than $1 billion, undoubtedly provides a significant capability to a combatant commander across all levels of warfare and warfighting functions. However, if contracting professionals continue to express their value to supported units in terms of dollars and actions, they will fail to illuminate the impact of less complex contracts that also greatly enhance a unit’s ability to train, fight, and win at the tactical and operational levels.

Training Environment

In deciding how to effectively communicate to their stakeholders, contracting professionals need to consider several things. One way to build a better framework for their communications to the non-acquisition community is to start with an understanding of the “why, what, and how” associated with the requirement being acquired for the supported unit. Frankly, contracting professionals are well versed in focusing adequate energies and efforts in understanding the what, as well as the how. But how much effort is dedicated to understanding why? Furthermore, are staffs and requirements developers prepared to provide the necessary information about why it is necessary to contract for a requirement or capability? Simply put, the stakeholders are singularly focused on the “what.” Having the information necessary to answer “why” is crucial to further contracting professionals’ communications. Equipped with that vital information, development can begin of an effective communications framework to utilize when interacting with the supported commanders and their staffs on requiring activities. Building an effective communications framework begins with fundamentals and requires an understanding of:

  • The levels of warfare (Field Manual [FM] 3-0, Operations).
  • The Phases of the Operation (FM 3-0).
  • The commander’s key tasks and intent.
  • Operational Contract Support (OCS) (Joint Publication 4-0, Joint Logistics).
  • The Warfighting functions (Army Doctrine Publication 3-0, Operations).

Doctrine is the language of our profession while the acquisition policies and regulations are a dialect. A focus on the use of doctrinal language should extend past the confines of Professional Military Education.

Practical Example

Let’s utilize the previously described contract action to help illustrate how to better effectively communicate contracting support in terms that are “operationalized.” Remember the BLS contract described earlier as valued at more than $1 billion? For illustrative purposes, let’s assume you are preparing a message for the Task Force (TF) Commander under a combatant commander. The TF staff described the BLS contract support as being necessary due to the Boots On Ground limitations established by the host nation (the why). Some other background information is necessary before we begin to build the communications framework.  Let’s assume that the audience for the discussion is the TF Commander and, for the purposes of this illustration, he is most interested in the impacts contracted support have in the strategic level of warfare.  Operation X is currently in Phase III, and one of the commander’s key tasks and intent for the current phase is to deny the enemy safe haven and freedom of movement throughout the Joint Operations Area (JOA).  As a contracting professional, you are primarily concerned with the BLS contract acquisition timeline. How do you communicate the significance within the OCS framework?

Based upon the process described above, a more effective method of describing your organization’s impact to the mission might look like this: Regional Contracting Center (RCC)-Operation X utilizes 15 acquisition professionals to provide administrative oversight of the BLS contract in country that provides mission critical contracted support to 10,000 Soldiers across six Camps/Bases. RCC-Operation X’s administrative oversight provides mission partners with secure and sustainable facilities and infrastructure that enhance their capability to plan and provide mission command across the JOA. RCC-Operation X’s support provides a platform to marshal and mobilize forces rapidly through the use of mission enhancing services such as maintenance, logistical resupply, and health services in order to deny the enemy safe haven and freedom of movement throughout the JOA. This contracted capability provides the commander with the ability to rapidly scale operations as necessary.

Value of Effective Communications

While changing the way contracting professionals express their value to the formation is one aspect of the issue, it is only one part. The other facet that requires some attention is the working relationship that contracting professionals have with requiring activities.  There is no denying that there is a continued reliance on contracted support by Army units on both the battlefield and home stations to meet their needs. It is critical that contracting professionals work as closely as possible with supported units from logistics planning to requirements development to help facilitate this reliance on contracted support. A concerted effort from all stakeholders is necessary to more effectively involve contracting professionals in the acquisition process. Increasing the involvement and touch points across staff functions coupled with an expectation of communication from contracting professionals that is grounded in doctrine will help set the conditions for success.

Increasing Opportunities

To develop this critical skill set, it is crucial to create opportunities, and the environment and situations that facilitate the contracting professionals’ use of a more effective framework for communicating their support of the Warfighter.  The cohesion, trust, and communication our maneuver commanders have with the contracting community can be helped significantly by increasing the contracting professionals’ involvement in Warfighter Exercises, Table Top Exercises, training rotations at combat training centers, and logistics planning. Relying on contracting professionals to develop the “language” only when deployed is not an effective training model.  We are, however, in luck, because the acquisition support that is provided to our mission partners at the Camps, Bases, Posts, and Home Stations provides us with an environment that is ripe with opportunities to train.

Conclusion

Finally, a simple example of changing the communications framework contracting professionals use is the pervasive use of the term “customer” when describing the units we support.  The use of the term conjures up images of “take a number and have a seat,” work hours posted on the door, and long lines at “customer service” sections.  This is not the image of a combat enabler that provides a diversity of enhancements, operational flexibility, and reduces vulnerabilities of the Warfighter across all warfighting functions.  More appropriate terms that should be used are, for example, requiring activity, mission partners, stakeholders or support unit.  Knowing when to use and when not to use certain terms can go a long way to better convey our value to the Warfighter as contracting professionals.

In closing, in order to fully articulate the impact contracting professionals have to the mission and Warfighter, it is critical that: 1) contracting professionals develop a relatable lexicon in describing their impact; 2) increase opportunities and touch points with supported units that facilitate practice in utilizing these skills for contracting professionals; and 3) adopt a simple change such as no longer using the term “customers” as the catalyst for change.


This article was authored by LTC Kevin P. Shilley, U.S. Army.  Shilley is Battalion Commander of the 902nd Contracting Battalion, Joint Base Lewis-McChord, in Washington State. Simultaneously, he is serving as the Chief of Contracting for Regional Contracting Center-Operation Inherent Resolve, Iraq, and is due to redeploy in March 2020. In 2008, he transitioned to the Army Acquisition Corps. His acquisition assignments include Contract Management Officer, Contracting Team Lead, Contracting Battalion Operations Officer, Program Integrator, Regional Contracting Center (Iraq), Contracting Battalion Commander. He is Defense Acquisition Workforce Improvement Act certified Level III in Contracting, and Level I in Program Management. He earned a master’s degree in Procurement and Acquisitions Management from Webster University.  The author can be contacted at Kevin.P.Shilley.mil@mail.mil.

Filed Under: Government Contracting News Tagged With: acquisition reform, acquisition support, acquisition workforce, communication, contracting officer, contracting officer's representatives, contracting officers, mission support, partnerships, procurement reform, stakeholders

May 7, 2020 By cs

Navy contract spending jumps 30% in April amid coronavirus pandemic

The federal contracting community has gotten used to seeing major upticks in contract outlays in the last couple months of the fiscal year.

But for the Department of the Navy, April’s numbers rivaled those figures: Contract obligations this month are already up 30% compared to the same period a year ago, and almost double the figures from April 2018.

To be sure, the coronavirus pandemic was a big factor in the increase in dollars-on-contract. Like most other parts of the government, the Navy and Marine Corps are spending a lot to respond to the pandemic itself and to keep vulnerable parts of their supply chains afloat.

But that’s not the whole story, said James Geurts, the assistant secretary of the Navy for research, development and acquisition. The Navy Department’s ability to get cash out the door more quickly is also the result of reform efforts that have been underway for the last two-and-a-half years and emergency planning that predated the COVID crisis.

“I’m seeing some remarkable efficiencies,” he told reporters on a conference call Tuesday. “I think a lot of that is getting rid of layers of bureaucracy that weren’t needed. Some of it is also creating better partnerships with industry so that we can leverage cost and pricing data we already have, and we don’t have to send out an RFP and get a proposal back just to confirm that data. And some of it is just a continued sense of urgency and mission focus.”

Keep reading this article at: https://federalnewsnetwork.com/defense-main/2020/04/navy-contract-spending-jumps-30-in-april-amid-covid-pandemic/

The Contracting Education Academy at Georgia Tech has established a webpage where all contract-related developments related to the coronavirus (COVID-19) are summarized.  Find the page at: https://contractingacademy.gatech.edu/coronavirus-information-for-contracting-officers-and-contractors/

Filed Under: Government Contracting News Tagged With: acquisition reform, acquisition workforce, coronavirus, COVID-19, efficiency, industry partners, Marine Corps, mission support, Navy, partnerships, procurement reform, readiness

January 24, 2020 By cs

Leaning forward into the new year

In this article, originally published in the Jan.-Feb. 2020 issue of Defense Acquisition magazine, Under Secretary of Defense for Acquisition & Sustainment Ellen Lord talks about her reorganized department’s quest to use innovative techniques to expeditiously and cost-effectively deliver the goods and services needed by U.S. warfighters.

A new year has begun for our team. We continue using the momentum built thus far to propel us forward. Take a look at where we have come from. On Feb. 1, 2018, we stood up the new Acquisition and Sustainment (A&S) organization as mandated by Congress — and on Sept. 4, 2018, we had our first official day as a reorganized department. Of course, we used this opportunity to better shape our organization and acquisition system to meet the demands of the 21st century. Even while leadership has changed, our mission endures: Enable the Delivery and Sustainment of Secure and Resilient Capabilities to the Warfighter and Internal Partners Quickly and Cost Effectively.  Our National Defense Strategy was instrumental as we built departmental norms and strategy.

A&S employees at all levels are driving the organization forward together, full speed ahead with several significant projects.

Adaptive Acquisition Framework

For starters, the Adaptive Acquisition Framework has been introduced, along with a rewrite of what had become a cumbersome document, the Department of Defense (DoD) Instruction 5000 Series. This way forward removes a longstanding system of bureaucracy and red tape by turning the procurement process into one that empowers users to be creative decision makers and problem solvers. The acquisition workforce will choose between a set of established pathways and timelines — specifically designed for a diversity of purchases — requiring different levels of urgency. Using the new policy, acquisition professionals will be given autonomy, within legal parameters, to churn up tailored solutions. All of these revisions should allow for DoD partnerships with commercial industry in real time, enabling the DoD to keep products up to date with emerging technologies, and delivering capabilities “at the speed of relevance.”

Program Sustainment

Improving program sustainment outcomes for the F-35 fighter jet is another top priority for A&S. Developed to replace multiple U.S. fighter jets with a platform that maximizes commonality, and therefore economies of scale, the DoD has fielded three configurations to satisfy United States Air Force, United States Marine Corps, United States Navy and multiple international partners’ tactical aircraft requirements. A&S is dedicated to achieving the DoD’s aim for an 80 percent mission capability rating by defining performance imperatives, metrics, establishing detailed success elements and applying commercial best practices. These efforts help ensure a ready and affordable fleet of fifth-generation fighters critical to preserving air dominance both for the United States and our allied partners in this era of strategic competition.

Software Development

Like anywhere else, DoD systems are enabled by hardware but are defined by the software used. With the technology industry innovating quickly, the DoD must figure out how to keep up with fast moving software development and life cycles. By engaging Agile and DevOps methods for more iterative processing, end users will be involved earlier and more often, enabling continuous integration and helping the DoD meet its goal to develop and sustain software simultaneously. Based on recommendations by the Defense Innovation Board, a new software acquisition policy of approaching the challenge from the business side is being finalized to allow for these more rapid techniques. Pilot programs are rolling out to define corresponding procedures even further. Along these lines, the DoD has asked Congress to specifically appropriate money for defense software and is awaiting budget review and National Defense Authorization Act spending decisions.

Cybersecurity

The Cyber Security Maturity Model Certification (CMMC) was developed (using the best industry standards) to ensure the cyber hygiene of the Defense Industrial Base is complete and protects critical information in the DoD. As part of the CMMC, a consortium of unbiased parties will oversee the training, quality and administration of a third party that will certify that industrial base partners uphold accepted standards. This effort was spearheaded by our Acquisition team in working to roll out version 0.6 of the model by November 2019 and version 1.0 by the first of this year. The consortium is to begin training and accreditation of certifiers with certification beginning by June. Contracts will be required to include this certification in their evaluation criteria, beginning this October.

Chemicals

Chemical agents Perfluorooctane Sulfonate (PFOS) and Perfluorooctanoic Acid (PFOA) are part of a larger chemical class known as Per- and Polyfluoroalkyl substances (PFAS). Following a health advisory issued by the Environmental Protection Agency that warned against PFAS chemicals in drinking water, studies discovered the presence of the harmful agents in many industrial and consumer products, including nonstick cookware and microwave popcorn bags.

In DoD applications, the chemicals have been found in firefighting foam used to rapidly extinguish fuel fires. Although successful in protecting against catastrophic loss of life and property, it is now known that the release of PFAS can potentially contaminate private wells and public water systems. A national committee and a task force were established to provide an aggressive, holistic approach to find and fund an effective substitute for firefighting foam without PFAS, develop and implement cleanup standards, make lasting policy change, and coordinate across federal agencies. The DoD discontinued land-based use of the firefighting foam in training, testing and maintenance. Now, when the foam is used in emergencies to save lives, releases are treated as a chemical spill. Affected soil is contained and removed, to ensure that no additional PFAS pollute the groundwater. The DoD has identified 36 drinking water systems containing unsafe PFOS and PFOA — some of those systems are servicing military installations and surrounding communities. In an effort to protect these areas, A&S is using investigative data to prioritize the U.S. Government’s actions in appropriately addressing drinking water issues caused by DoD activities.

Alignment

Going forward, the A&S organization will continue aligning itself to support the DoD’s top priorities. These projects, and many others, are critical pieces that fit together into the much larger goals of defending the country and arming the Warfighter.

Source: https://www.dau.edu/library/defense-atl/DATLFiles/Jan-Feb2020/DEFACQ%20Jan-Feb%202020.pdf

Filed Under: Government Contracting News Tagged With: A&S, acquisition and sustainment, acquisition modernization, acquisition policy, acquisition reform, acquisition strategy, acquisition workforce, Adaptive Acquisition Framework, agile, chemical agents, CMMC, Cybersecurity Maturity Model Certification, DoD, innovation, National Defense Strategy, partnerships, rapid fielding, rapid prototyping

December 27, 2018 By AMK

Three competing options for acquiring innovation

The DoD’s technological edge is eroding.

Since 2015, the department has pursued a strategy to regain the lead. During the Obama administration, it was called the Third Offset.  The Trump administration has abandoned that nomenclature, but it is pursuing the same objective.

The DoD seeks dominance in robotics, artificial intelligence, autonomous systems, and three-dimensional printing, among other fields. It recognizes, however, that such innovation will not come from the usual sources — government labs or the defense industrial base.

Nondefense firms have a decisive lead: The center of gravity in cutting edge, military applicable research is shifting abruptly away from the defense establishment to relatively new commercial firms.  The DoD must engage with these nondefense firms to build the next generation of weapon systems. But how should it do so?

Two decades ago, defense economists David Parker and Keith Hartley, mapped the options for procurement along a continuum. On the far left, managerial diktat determines sourcing, and prices have little role in the process. On the far right is a fully competitive market, where the “relationship between buyer and supplier is transitory, non-committal beyond the current purchase, and arm’s length”; between these extremes are, from left to right, subsidiary purchases, joint ventures, partnerships, networks, preferred suppliers, and adversarial competition.

Keiran Walsh, Yale professor of economics, distilled these options down to three:

[T]here are three basic ways of getting people to do what one wants done. One can force them to
behave as one wishes them to. One can give them a set of incentives that aligns their interests with
one’s own. Finally, one can try to shape the values that they hold so that they will naturally want to
do what you wish them to do.

Walsh’s three alternatives, Parker and Hartley explain, correspond to coercion, competition, and long-term partnering.  Of course, the same option needn’t be chosen for every procurement, and perhaps different alternatives may work better in some cases than in others. But the DoD must choose from these options as it determines how to buy innovation from nondefense commercial suppliers and perhaps should identify a default that works best in most cases.

Keep reading this paper at: https://www.airuniversity.af.edu/Portals/10/ASPJ/journals/Volume-32_Issue-4/V-Schoeni.pdf

Filed Under: Government Contracting News Tagged With: 3-D printing, acquisition strategy, artificial intelligence, autonomous systems, coercion, competition, DoD, incentive, industrial base, innovation, partnering, partnerships, robotics, technology

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