Transcript Draper Concepts for High Reliability Controls Systems for LD UUV

INNOVATIONS IN ENGINEERING
Post Award Contract Administration
“A Contractor’s Perspective”
NCMA-Boston 2012 March Workshop
David Barr and Sherman Wallen
The Charles Stark Draper Laboratory, Inc.
14 March 2012
INNOVATIONS IN ENGINEERING
Table of Contents
1.0 Presentation Objective
2.0 Customer Service Focus
3.0 Core Functions to Perform
4.0 What to Keep in each Contract File
5.0 Program Execution
6.0 Support these Audit Activities
7.0 Day to Day Challenges
8.0 Contract Closeout
9.0 Keys to Success
10.0 Career Development Suggestions
11.0 Closing Remarks
1.0 Presentation Objective
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Presentation Objective
-Gain a basic understanding of contract management
after award through performance and contract
closeout
Contract Administration involves those activities
performed to insure the contractor/ supplier meets the
requirements of the contract
-This will be a FAR reference free presentation
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2.0 Customer Service Focus
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Effective Contract Administration begins with a
Customer Service mindset
The Contract Administrator is in the business of
providing Customer Service
Contract Administrators have many customers with
different priorities and needs
Contract Administrators advise and assist their
customers
Contract Administrators translate and share
information with their customers
Contract Administrators bridge communication gaps
and solve problems
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2.1 Customer Service Means Being:
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Persistent and Patient
Calm and Approachable
Flexible and Responsive
Consistent and Reliable
Pleasant and Attentive
Knowledgeable and Professional
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2.1 Customer Service Means Being (cont’d)
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Confident and Creative
Proactive and Assertive
Willing to go above and beyond expectations
Willing to communicate face-to-face as often as
possible
Energetic and Enthusiastic
Positive and Upbeat
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2.2 Internal Customers/Departments
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Program Management
Finance and Accounting
Legal
Internal Audit and Compliance
Subcontracts/Procurement
Property Control
Security
Human Resources
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2.3 External Customers
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The Contracts counterpart at the customer/sponsor
location (PCO/ACO)
The cognizant DCMA Representative
The cognizant DCAA Representative
The sponsor COTR
The end user-customer of your company’s product or
service
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3.0 Core Functions to Perform
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Serve as primary point of contact with the Contracting
Officer (ACO/PCO)
Develop and implement the Contract Administration
Plan for each contract
Monitor and administer company compliance with
contract terms and conditions
Monitor and administer company compliance with its
own policies and procedures
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3.0 Core Functions to Perform (cont’d)
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Insure proper set-up of Contract in company
enterprise accounting system and that it accurately
reflects contract terms
Maintain the Contract File and all contract related
correspondences
Represent the company in negotiation of
modifications
Maintain proficiency with the FAR, DFAR and Agency
Supplements
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3.0 Core Functions to Perform (cont’d)
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Interpret contract provisions for company personnel
Stay current on changes to Government Contract laws,
statutes and regulations
Attend and support monthly or quarterly program review
meetings
Work with Subcontracts Department to assure proper flow
down provisions are included in Subcontract Agreements
Fully understand what is being performed on your
contracts, what constitutes acceptable performance, and
the process/criteria for getting paid
Assist A/R with payment/collections and dealing with
DFAS-WAWF
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4.0 What to Keep in each Contract File
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The fully executed Contract and all Modifications
Contract Briefing/Synopsis of overall contract
Contract Mod log
Contract Administration Plan
Cost, Technical and Management Proposal
Basis of Estimate (BOE) and Negotiation
Memorandum
RFP and all Amendments
Key internal and external correspondences
DD254 security documents when applicable
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5.0 Program Execution
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Technical Reporting Requirements
-Status Reports
Cost Reporting Requirements
-Limitation of Funds / Costs notifications
-Contract Funds Status Report (CFSR)
-Schedule Requirements
Examples of Special Contract Clauses
-Travel Approval & US Flag Carriers
-Key Personnel
-ITAR
-Request for Release of Public Information
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6.0 Support these Audit Activities
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Contractor Purchasing System Review (CPSR)
Incurred Cost Audit
Small Business Subcontracting Plan
Indirect Rate Audits
Property Audits
Security Audits
Quality Control – Internal and External
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7.0 Day to Day Challenges
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You may be challenged daily to change your priorities
You may be dealing with some very challenging
personalities and possible late
deliveries/requests/notifications
People may come to you in a very emotionally
charged state – confrontation skills and stress
management skills are helpful
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7.0 Day to Day Challenges (cont’d)
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Be prepared to steer/redirect people to appropriate
person or department
Be prepared to train internal customers on what you
can do for them, and what you need from them to do
your job
You will be viewed by some as a bureaucrat or
obstructionist and performing a policing function
Presume the Programs folks you support know
nothing about Contract Administration
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8.0 Contract Closeout
Period of Performance is over
No Pending Options
All Deliveries Accepted
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DD Form 1597 Contract Closeout Checklist (23 Items)
Document Completion
 Final Report
 DD1149 – Requisition & Shipping Document
 DD Form 250 - Material Inspection and Receiving Report
Final Patent Report -DD Form 882 (Non Profit vs For Profit)
DD Form 254 – Contract Security Classification Specification
Negotiated Final Rates
Subcontracts Closed (can take over 10 years to close)
Deobligation of funds
Quick Closeout (unsettled costs under $1M & under 15%
indirect costs )
Final Invoice – expiring funds
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9.0 Keys to Success
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Establish a strong working relationship with Program
Manager, PCO, and ACO
Educate, Educate, Educate – first yourself, then those you
support and your peers
Communicate, Communicate, Communicate – up, down
and across organizations
Early in your career focus on sharpening technical skills
Later in your career focus more on developing soft skills
and thinking/acting more strategic
Share your knowledge with junior colleagues in Contracts
and be a mentor (formal or informal)
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9.0 Keys to Success (cont’d)
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Know who the key stakeholders are and keep them informed
Obtain buy-in from key internal stakeholders on sensitive issues
before presenting to external stakeholders
Deliver on Promises – Meet Deadlines
Be a true business partner with the Program groups you support
Volunteer to be on some special project teams for visibility,
experience, and recognition
Be prepared to articulate your value proposition in 30-60
seconds (i.e. elevator speech)
Build a culture of appreciation within your Contracts department
Create a monthly forum where Contract Administrators present /
share lessons learned
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10.0 Career Development Suggestions
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Join NCMA today
Attend local NCMA Chapter monthly meetings
regularly
Volunteer to help at an NCMA event
Pursue NCMA Professional Certifications
Read the NCMA Monthly Magazine
Attend NCMA National events like World Congress
(Boston - 2012)
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10.0 Career Development Suggestions (cont’d)
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Monitor NCMA National web site for events and
announcements
Attend monthly webinars sponsored by NCMA and
affiliates
Enroll in University Contract Courses (U. VA, etc.)
Develop public speaking skills
Build emotional intelligence skills
Develop collaborative skills
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11.0 Closing Remarks
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RECONGNIZE YOUR CONTRIBUTION MAKES A
HUGE DIFFERENCE!
Strive for Excellence in Customer Service
Don’t get overwhelmed with the body of knowledge to
learn
Don’t get overwhelmed with the number or variety of
tasks to perform
Stick with it - you are in a high demand career field
Take charge of your career
Enjoy the ride
Contact us – We’d be glad to help you
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Questions?
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Questions?
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Thank you!
Thank you!
David Barr and Sherman Wallen
The Charles Stark Draper Laboratory, Inc.
555 Technology Square, Cambridge, MA 02139-3563
Phone: 617-258-3528
Email: [email protected] or [email protected]
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