Government*Horizons Inc. Training Series™

Advanced COR/COTR Workshop
Handling the Procurement Changes Better

November 5-6, 2008
Arlington, VA

Registration is now closed for this event. If you would still like to register to attend you must bring this form with you the day of the event to register at the door.

"The information was very useful and will be put to use.” - Patrick Hurne – USCG Civil Engineering Unit Providence
“Expert instructor – provided a wealth of insightful information that will be helpful to me at my workplace.” - Gwen Powell – NESA-DSCA)

“Dynamic, knowledgeable.” - H. Abe – Pacific Air Forces Computer Systems SQDN

“Mr. Stryker clearly knew the course material and did not provide a “text book reading” of text provided. Great presentation and made material relevant to my office and duties.” - Harold Cheatham, Chief Budget Execution

Registration: 8:00 AM
Program Starts: 8:30 AM
Wrap-Up: 4:30 PM

Course materials, continental breakfast (coffee and pastries) and refreshments included.

About This Course:

This two-day forum goes above and beyond basic training to focus on current, real-life issues COTRs face under changing procurement rules. The course is organized to give COR/COTRs a direct opportunity to discover better ways of communicating in resolving contractor concerns as well as problems between the program/project offices and the contracts area. Recent contracts will be used to illustrate state-of-the-art topics and concerns presented throughout the Workshop.

This course is recommended for 16 CLPs and is designed to fulfill a DAWIA/FAC-C Level I elective. The course meets the OMB’s Blueprint for COR Training objectives. Students will receive a Government*Horizons certificate of completion.

Who Should Attend:

• Contracting Officer Representatives
• Contracting Officer Technical Representatives
• Contracting Officers
• Procurement Specialists
• Procurement Analysts
• Government Buyers Managers Financial Managers
• Administrative Contract Officers
• Contract Managers
• Project Management Personnel

Past Registrants Include:

Army and Air Force Exchange Service, Associate Director, HQ Support Service
Africa Center for Strategic Studies, Program Manager
Department of Homeland Security, Supervisory Auditor
Department of Treasury/FMS, TT Specialist
Department of Veterans Affairs, Contract Specialist
Immigration and Customs Enforcement, Senior Special Agent
James Research Group, Acquisition Manager
National Library of Medicine
NESA Center, Program Manager
PM J-AIT, Acquisition Specialist
Treasury IG for Tax Administration, Assistant Dir. Support Svcs.
U.S. Air Force, Procurement Contracting Officer
U.S. Coast Guard, Project Manager
U.S. Department of Agriculture, Animal Scientist
U.S. Department of the Interior, Science & Technology Spec/COR
U.S. Navy, Fiscal Officer

Course Outline:

Day One:

The Proposal Process

• Welcome and Introduction

• What this Workshop is about

• Introduction and participant objectives

• Summary of changes to procurement processes

Review of Contract Administration

• Contract Administration Perspectives

• Contract Administration Team: PCO, ACO, COR/COTR, TM, QAEs & contractor counterparts

• Partnering: Theory & Best Practices

• Exercise

Basics of Communication

• Definition and Process of Communication

• The Communication Loop

• Seven Guidelines for Communication

Overview of Task Orders

• Introduction to this type of effort

• Order Processing Flow Chart

• Types of effort amenable to Task Ordering

• Essence of a Task Ordering Procedure

• Elements of an Order & Players Involved

• Exercise

Doing Performance-based Statements of Work and Independent Cost Estimates

• Elements & Process

• Example: Recent Procurement

• Exercise

Lunch On Your Own

Doing Source Selection

• Finding sources

• Proposal Preparation Instructions

• Steps to Conducting Proposal Evaluation Procedure

• Special Topic: Oral Presentations

• Appropriate communication with contractors

• Selection based on Best Value

• Using Past Performance as a Proposal Evaluation Criterion

• Proposal Evaluation Summary

• Responsibility Determination

• Avoiding Protests

• Sole Source Buying

• Exercises

Planning for Contract Administration

• Overview of Contract Administration

• Contractor Performance Evaluation Plan

• Post-award Administration Phases

• Key Administrative Players

PO Duties After Performance Begins

• Nomination and Sample Appointment Letter

• Obtain a copy of the contract

• Appoint Support Staff as required

• Create a COR/COTR file

• Establish working relationship with contractor representatives

• Conduct Post Award Conference

• Exercises

Establishing Expectations and Understanding

• Reasons and Benefits

• Methods

• Communication Cautions

• Exercises- Establishing Expectations

Effective Listening

• Reasons to Listen

• Procedures for Listening and Consensus-Building

• Listening Pointers

• Effective Response Styles

• Communication Cautions

• Exercise- Effective Listening and Consensus-Building

Giving Clarification

• Definition

• Reasons for Clarification

• Procedure

• Technical Guidance

• Sample Technical Direction Clause

• Cautions- Technical Guidance

• Communication Cautions-Clarification

• Exercise- Giving Clarification

Monitoring Contractor Performance

Monitoring Concepts and Process

Baseline Management: As an Outcome of Planning

• Elements

  • Technical

  • Schedule

  • Cost

• Process

  • Set performance standards

  • Actual performance occurs

  • Compare actual performance to contractual performance

  • Handle discrepancies

  • Communicate needed actions to the contractor

Preview of Day 2 Topics

Day 2 – The Proposal Process

Day 1 Review

Monitoring Contractor Performance

Monitoring Tools

• Conversation Record

• Key Personnel

• Records

• Deliverables

• Meetings & Correspondence

• Property

• Periodic Reviews

• Security

• Exercises

Quality Aspects

• Concept, definitions & interactions

• Inspection

• Nonconformance

• Acceptance vs. Approval

• Exercises

Contract Cost Control and Payment

• Cost/Schedule Reporting: EVM

• Contractual Billing Requirements

• COTR/contractor correction of cost problems

• Auditing

• Exercise- cost control

Monitoring vs. Directing

• Definitions

• Reasons for Avoidance in Directing Performance

• Communication Cautions

• Exercise- Monitoring vs. Directing

Resolving Performance Problems

• Process Definition

• Process for Curing Performance Discrepancies

• Role of the COR/COTR in Effective Communication

• Role of the Contractor in Effective Communication

• Communication DOs

• Warning Signs of a Project in Trouble

• Contract Discrepancy Report

• Exercise- Resolving Problems

Closeout of Task Orders or Contracts

• Definition

• COR/COTR responsibilities: technical & logistical

• Overall evaluation report

• Release of claims

• Exercise

Changes

• Concept

• Types

• Process

• Step One: Monitoring the Contractor's Performance

• Step Two: Realizing the Need for Change

• Step Three: Assessing the Impact of the Change

• Step Four: Obtaining Approval for the Change

• Step Five: Reaching Agreement about the Change

• Communication Which Exceeds Authority

• Methods for Mitigating and Managing Technical Changes

• Exercises

Lunch on your own

Handling Disagreements and Conflicts

• Handling Disagreements

  • Concept and Causes

  • Process

  • COR/COTR role

  • COTR/Contractor Resolutions

  • Exercises- Disagreements

   

• Handling Conflict

  • Definition

  • Causes of Conflict

  • Anatomy of a Conflict

  • Areas Where Conflicts Generally Occur

  • Managing Outcomes from Conflicts

  • Strategies for Resolving Conflicts

  • Exercise- Conflict Formulation and Resolution

Addressing Inadequate Performance

• Insight, Remedies, Use & Consequences

• Actions to Cure Deficient Performance

• Exercises

COR/COTR Role in Contract Ethical Issues

• Definition and Principles

• Ethical Decision-making

• Situations Leading to Potential Abuses

• Conflict of Interest

• Managing the Contractor's Performance

• Abdicating Performance Standards

• Not Keeping Independent Records

• Unauthorized Discussion or Commitment

• Not Keeping an Arms Length Social Relationship

• Using Influence

• Communication Cautions

• Exercises- Ethics

CAPSTONE

• Instructions

• Activities

• Presentation

Strengthening COTR/Contractor Relations

• Lessons Learned

• Best Practices

• Areas of Contractor Communication Improvement

• Areas of COTR Communication Improvement

DO's and DON'Ts for COR/COTRs: A Managerial Perspective

Course Critique, Evaluation & Closure

What Previous Attendees Have Said About This Course:

“Steve Stryker’s teaching style is light, lively, informative, humerous and captivating. He is a hydrant of zest for a desert-dry subject. His professionalism is recognizing contributions of individuals in the class is beyond reproach…excellent classroom manner, best I’ve seen in 24 years of Army, 16 of which are in Acqn. Corps.” - John Masterson, LTC, Department Chief, Acqn. Oversight Joint IED organization

“Impressive, extremely knowledgeable and more than willing to explain in detail. Great job!” - Kay Rodgers, Brach Chief.

“Very applicable to the actual rules of defense contracting. Good context, professionally presented - more people should take this course.” - Jeff Gallant, Senior Intelligence Analyst

About Your Instructor:

Steven C. Stryker

Mr. Stryker is the President, Stryker Associates, has twenty-five years of experience in providing training and technical assistance in the procurement & outsourcing, strategic planning, and project management arenas. He has provided training to virtually every agency in the federal government as well as industry on topics including: Performance-based Contracting, Quality Assurance, Incentives; Outsourcing; Best Value Contracting; Contract Negotiation; Contract Administration; Ethics; and COTR training.

Prior to founding his consulting firm, Mr. Stryker was an Associate Professor, School of Management, Gallaudet University, where he developed undergraduate training in purchasing, project management, and entrepreneurship. He was also an Assistant Professor of Management, College of Business, University of the District of Columbia.

Mr. Stryker received a B.A. in Aerospace Engineering from University of California, San Diego, an M.S. in Systems Engineering from University of Pennsylvania, and an ABD in Energy Management from University of Pennsylvania. He is the author of three books, two on consulting, one on strategic planning. His writing focuses on how to save time & money and solve problems, while obtaining higher quality performance and outputs.

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