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Commercial Activities Program for the Document Automation

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DLA should have an internal method of rating. Knowledge of the A-76 program in general ... Take Care You will Live with the Results. MEO Phase ... – PowerPoint PPT presentation

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Title: Commercial Activities Program for the Document Automation


1
Commercial Activities Programfor theDocument
Automation Production ServiceLessons Learned
2
Support Contractor
  • DLA should have an internal method of rating
  • Knowledge of the A-76 program in general
  • Experienced personnel
  • Knowledge of the individual command/agency
  • Knowledge of DoD requirements
  • Flexibility
  • Workload sharing/responsibility between firm
    personnel and CA Team
  • Cost versus benefit
  • Areas of strengths
  • Areas of weakness
  • Ability to handle or research new or uncommon
    topics in process
  • Would you hire them again?

Dont try and do this without a Support Contractor
3
Selecting the Supporting Contractor
  • Oral presentation
  • Get past the glitzy presentation and look beyond
    what is being presented
  • Research past performance Call previous
    customers
  • Review each Contractor proposal and document
    session

4
Communications Plan
  • Communicate throughout the process to all
    interested parties, such as employees, unions,
    suppliers, customers, potential offerors, and
    higher-level responsible personnel
  • DAPS used a number of means to provide this
    information including
  • Employee monthly newsletter
  • Emails
  • In person briefs. Presentations/Town
    Hall/High-level Customer Forums
  • Bi-monthly Videos
  • Industry days
  • Website external and Internal

5
Whos on First?
  • Acquisition Process
  • No defining documents or experiences that
    outlined the roles among the parties in the
    acquisition phase of the A-76 process.
  • It seems to get at times a little muddy in the
    responsibilities of the Source Selection Advisory
    Council and Source Selection Authority versus
    those of the Contracting Officer and the Field
    Commander or A-76 Program Manager.
  • KO recommended DAPS be broken up into Regions to
    obtain more competition even though Industry
    stated they would bid as one large contract
  • KO wanted more functions to be added to the PWS
    GPO
  • Mandatory locations
  • Leased equipment as Government Furnished Property
    (GFP)

6
Educational Resources
  • Training for the PWS and MEO Team
  • Management Concepts
  • BAH (Support Contractor)
  • A-76 Continuous Learning
  • Web related sources, but often found that issues
    that came up were not addressed on these sites

7
Personnel
  • Personnel selected for both the PWS and MEO must
    be knowledgeable with the functions under
    competition
  • Having the best people should be a priority
    future of the organization
  • Team Leaders for both the PWS and MEO must posses
    the skill sets necessary to motivate the team to
    perform at optimum levels
  • You must have team members that are committed to
    working long hours
  • Team members will be required to perform under
    conditions that may impact their job as well as
    well as many other positions

8
Market Research
  • Documentation supporting the development of the
    PWS
  • Support contractor and PWS team review Market
    Research documentation
  • Know who your competitors are
  • Survey questionnaire that your competitors will
    complete to be used to develop the PWS

9
PWS Phase
  • Start the process early
  • The PWS will describe the What, Where and When
    not the how work is to be performed
  • The PWS describes the future requirements
    Strategic Planning
  • Tremendous amount of work in a short period of
    time
  • Must have good documentation of all functions
    that will be open for competition such as
  • Total assets
  • Number of positions under study
  • Locations for work to be performed
  • Functional descriptions of each work process
  • Mandatory locations, if any (will work be
    required at a specific location?)
  • Ensure the Performance Standards and Metrics are
    realistic
  • Take Care You will Live with the Results

10
MEO Phase
  • Tremendous amount of work in a short period of
    time
  • Must have good documentation to support the MEO
    Plan
  • Technical Performance Plan
  • Concept of Operations
  • MEO plan is now limited in size (number of pages)
  • New Organization structure
  • Work performed and decisions made must be kept
    close throughout this process (this should be a
    major concern)
  • Union representation on the Team
  • Fear of the Unknown Very few people will know
    the MEO
  • Must acknowledge you can be more efficient with
    less people

11
MEO Numbers
Oct 02
Jan 02
CONUS Sites
225
145
Future Resources Dictated by Workload
674
End Strength Under Study
918
B/W .0067 Color .1500
B/W .0115 Color .2054
Equipment Unit
12
Life after Competition
  • Transition Plan must be followed
  • Continuing Government Activity (CGA)
  • Develop Charter
  • Appoint a Team of CGA members for quarterly
    reviews of performance measures
  • Field has a tendency of creeping back to pre-MEO
    organizational structure and pre MEO work habits
  • Cannot allow for Contractor or MEO to exceed
    their Bid
  • The Government must have some type of board for
    determination of Option Years (Award Term Review
    Board)
  • Evaluation Point System
  • Post MEO Audit 12-18 months from end of
    transition
  • J-334

13
Performance Based Drafted by DAPS Reviewed by
SSAC, KO Ratified by SSA
Functional / Quality Leveling
Starts with Notification of Congress
Final Decision On Cost Basis
Best Value Evaluation
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