Government*Horizons Inc. Training Series™

Contracting for Contracting Officer's Representatives (CORs) Workshop
(40 Hours)

January 26-30, 2009
Arlington, VA

This workshop is recommended for 40 CLPs and is designed to fulfill the 40-hour training requirement established by FAC-COTR (basic or refresher training). For additional information on FAC-COTR requirements click here

Attendees will recive a Government*Horizons Certificate of Completion

"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

Registration: 7:45 AM (Day One Only)
Program Starts: 8:00 AM
Wrap-Up: 3:30 PM

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

About This Workshop:

This five-day workshop presents basic training that focuses on current, real-life issues COR/COTRs face under changing procurement rules. The workshop is organized to give you 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. The training will "level-up" all participants' understanding and insights to monitor/problem solve in order to successfully meet the current challenges facing the management of contracts and task orders.

Emphasis will be placed on developing Performance Based Acquisitions through direct connections to emerging buys. Recent contracts will be used to illustrate state-of-the-art topics and concerns presented throughout the workshop. You'll leave being able to transfer lessons learned to current and future contracts.

This course is recommended for 40 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 COTR Training Registrants

Past Attendees 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
U.S. Air Force, Procurement Contracting Officer
U.S. Coast Guard, Project Manager
U.S. Department of Agriculture, Animal Scientist
U.S. Navy, Fiscal Officer

What Past Attendees Have Said About Your Instructor Steven Stryker:

“He is a true master.” - Elmer R. Caves, CIO.
“Top notch! Could not be better.” - John Goes, RM, COIC.
“Well done and informative class definitely will benefit me in my position”. - Cindy J. Jones, CECOM SEC-B, System Integration Manager/COR
“Steve is very knowledgeable and keen in this business area. He lectures and involves the students magnificently”. - Roger Mishoe, Concurrent Technologies Corporation, Director, Operational Logistics

Course Syllabus:

DAY ONE

I. Welcome and Introduction                                   
   A. What this course is: for larger valued contracts 
   B. Introduction and participant objectives
   C. Purpose and objectives of the OFPP

 COR/COR Certification Program

II. Review of Contract Administration                         
    A. Contract Administration Perspectives
    B. Contract Administration Team: PCO, ACO, COR, TM,

QAEs & contractor counterparts
    C. Partnering: Theory & Best Practices
    D. Exercise

III. Means of Appointing a COR                               
     A. Who can be a COR?
     B. Procedure for designating a COR
     C. Appointment letter
     D. Exercises

IV. Basics of Communication                                  
    A. Definition and Process of Communication
    B. The Communication Loop                  
    C. Seven Guidelines for Communication

V. Overview of Task Orders                                      
   A. Introduction to this type of effort
   B. Order Processing Flow Chart 
   C. Types of effort amenable to Task Ordering
   D. Essence of a Task Ordering Procedure
   E. Elements of an Order & Players Involved
   F. Exercise

VI. Performance-based Work Statements (PWSs)                
    A. Definitions
    B. Monitoring Process
    C. Causes of Past Failures
    D. Benefits of Using PWS

VII. Creating a PWS for: New Buy or Task Order               
     A. Types: completion versus term
     B. Format and content
     C. Steps to Obtaining an effective PWS
     D. Exercise: Assessing a PWS

VIII. Setting the Stage
A. Background & Rationale
      B. Tips for Writing the Background Section
      C. Exercise: Revising the Background Section
      D. Introduction
      E. Tips for Writing the Introduction Section
      F. Exercise: Revising the Introduction Section

IX. Exercise: Discovering the Synergy Between the Background & Introduction Sections

X. Course Review & Preview of Tomorrow's Activities         

DAY TWO

I. Retrospect and Prospect                                     
   A. Review of Yesterday's Materials
   B. Questions & Answers

II. Task Description: How to Express Them Better              
    A. Review of inputs
       1. Major functions the system will do
       2. User interfaces
       3. Dataflow pictures
       4. Conditions or Limits

    B. Why Tasks are Poorly Defined
    C. Avoiding Communication Misunderstanding
    D. PWS Preparation-- Helpful Hints            
    E. Exercises: Doing a PWS Resource Analysis

    Revising the Task Description Section

III. Deliverables: Ensuring the Right Outputs from the Effort
     A. Definition and elements
   1. Structure
   2. Decision factors
   3. Period and Place of Performance

     B. Tips for Writing the Deliverables Section
     C. Exercises: Charting the Deliverables in the PWS

     Revising the Deliverables Section

IV. Performance Indicators: Finding Meaningful Ones          
    A. Definition, basics and challenges
    B. Examples
    C. Process of Using Performance Indicators
    D. Samples of Indicators and their Measurements
    E. Quick Review of Quality Aspects
    F. Sample Performance Requirements Summaries
    G. Exercises: Evaluating Examples of Performance Measurement

     Charting Performance Measurement

     Revising the Performance Section

    H. PWS Checklist     

V. Incentivizing a Contract                                   
   A. Misunderstandings in Using Incentives
   B. Incentive Possibilities

VI. Major Indicator of a Strong PWS: Doing an Independent Government Cost Estimate (IGCE) A. Reasons and Input Requirements

    B. Procedure
    C. Examples
    D. Exercise: Creating an IGCE from the PWS

VII. Furthering Your Ability to Strengthen a PWS              
     A. Instructions
     B. Group Effort
     C. Presentations

VIII. Characteristics of the PWS Document                    
 
IX. Course Review & Preview of Tomorrow's Activities         

DAY THREE

I. Retrospect and Prospect                                    
   A. Review of Yesterday's Materials
   B. Questions & Answers

II. Post-award Conference                                     
    A. Definition and need
    B. Various players and their influences
    C. Procedure & Outcomes
    D. Creating the Project Management File
    E. Establishing Working Relationships
    F. Exercises

III. Establishing Expectations and Understanding             
     A. Reasons and Benefits
     B. Methods
     C. Communication Cautions
     D. Exercises- Establishing Expectations

IV. Effective Listening                                      
    A. Reasons to Listen
    B. Procedures for Listening and Consensus-Building
    C. Listening Pointers
    D. Effective Response Styles
    E. Communication Cautions
    F. Exercise- Effective Listening and Consensus-Building

V. Giving Clarification                                      
   A. Definition
   B. Reasons for Clarification
   C. Procedure
   D. Technical Guidance
   E. Sample Technical Direction Clause
   F. Cautions- Technical Guidance
   G. Communication Cautions-Clarification
   H. Exercise- Giving Clarification

VI. Generating and Monitoring Task Orders
A.  Basic process
B. Task Order Format
C. Ordering Clauses

VII. Monitoring Contractor Performance                         
     A. Monitoring Concepts and Process                       
     B. Baseline Management: As an Outcome of Planning           
        1. Elements
      a. Technical
      b. Schedule
      c. Cost

   2. Process
      a. Set performance standards
      b. Actual performance occurs
      c. Compare actual performance to contractual performance
      d. Handle discrepancies
      e. Communicate needed actions to the contractor

     C. Monitoring Tools               
        1. Conversation Record            
        2. Records
        3. Meetings & Correspondence
        4. Periodic Reviews    
        5. Key Personnel
        7. Deliverables
        8. Property
        10. Exercise

     D. Monitoring Quality                                   
        1. Concept & Definitions of Quality
        2. Inspection 
        3. Handling Nonconformance
        4. Acceptance & Acceptance Testing
        5. Exercises

     E. Monitoring Costs                                     
        1. Cost/Schedule Reporting
        2. Contractual Billing Requirements
        3. Method of Payment
        4. Verification of Invoice
        5. Exercise

VIII. Monitoring vs. Directing                            
      A. Definitions
      B. Reasons for Avoidance in Directing Performance
      C. Communication Cautions
      D. Exercise- Monitoring vs. Directing
 
IX. Resolving Performance Problems                           
    A. Process for Curing Performance Discrepancies
    B. Role of the COR and contractor in Effective Communication
    C. Problem Log and Contract Discrepancy Report
    D. Exercise

X. Today's Summary and Tomorrow's Preview                    
               
DAY FOUR

I. Retrospect and Prospect                                  
   A. Review of yesterday's material
   B. Questions & Answers
   C. Summary of today's topics

II. Doing an Award Fee Evaluation                            
    A. Misunderstandings in Using Incentives
    B. Clarifying the Award Fee Process
    C. Draft Quality Assurance Plan
    D. Draft Award Fee Plan
    E. Role of the TM in this Process
    F. Implications for effective Contractor Performance and Proficient Monitoring

III. Task Order or Contract Close-Out                        
     A. Definition
     B. COR Responsibilities
     C. Contractor's Overall Performance Evaluation
     D. Release of COR File
     E. Exercises- Task Order Close-Out
 
IV. Task Order Changes                                           
    A. Concept                                                
    B. Types
    C. Process
    D. Step One: Monitoring the Contractor's Performance      
    E. Step Two: Realizing the Need for Change                
    F. Step Three: Assessing the Impact of the Change        
    G. Step Four: Obtaining Approval for the Change          
    H. Step Five: Reaching Agreement about the Change       
    I. Communication Which Exceeds Authority                
    J. Reducing the Number and Magnitude of Changes             

V. Handling Disagreements and Conflicts
                        
   A. Handling Disagreements
      1. Concept and Causes
      2. Process
      3. COR role
      4. Resolutions
      5. Exercises- Disagreements

   B. Handling Conflict
      1. Definition
      2. Causes of Conflict       
      3. Anatomy of a Conflict
      4. Areas Where Conflicts Generally Occur
      5. Managing Outcomes from Conflicts
      6. Strategies for Resolving Conflicts       
      7. Exercise- Conflict Formulation and Resolution

VI. Addressing Inadequate Performance                        
    A. Insight, Remedies, Use & Consequences
    B. Actions to Cure Deficient Performanc
    C. Exercises

VII. Liquidated Damages                                       
     A. Concept
     B. Applications
     C. Exercises

VIII. Termination and Debarment                              
     A. Concept and Types
     B. Process
     C. COR's role
     D. Exercises

X. Preview of Tomorrow's Topics                             

DAY FIVE
 
I. Retrospect and Prospect                                   
   A. Review of yesterday's material
   B. Questions & Answers
   C. Summary of today's topics

II. Ethics                                                  
    A. Definition and Principles
    B. Ethical Decision-making
    C. Situations Leading to Potential Abuses
    D. Conflict of Interest
    E. Managing the Contractor's Performance
    F. Abdicating Performance Standards
    G. Not Keeping Independent Records
    H. Unauthorized Discussion or Commitment
    I. Not Keeping an Arms Length Social Relationship  
    J. Using Influence
    K. Communication Cautions
    L. Exercises- Ethics

III. Recent findings affecting  CORs                         
     A. Procurement Office
     B. Inspector General
     C. General Accounting Office
     D. OMB
     E. FAI Competencies

IV. CAPSTONE CASE
A. Instructions                                           
    B. Group Work                                           
    C. Presentations and Feedback                            

V. DOs and DON'Ts for CORs                                    

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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