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

September 13-17, 2010 Cancelled
Arlington, VA

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.

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 receive a Government Horizons Certificate of Completion at the close of this workshop.

About This Training:

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 This Course:

"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

“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

Agenda:

Day One
  • Welcome and Introduction
    • What this course is: for larger valued contracts
    • Introduction and participant objectives
    • Purpose and objectives of the OFPP

    COR/COR Certification Program

  • Review of Contract Administration
    • Contract Administration Perspectives
    • Contract Administration Team: PCO, ACO, COR, TM,


    • QAEs & contractor counterparts
    • Partnering: Theory & Best Practices
    • Exercise

  • Means of Appointing a COR
    • Who can be a COR?
    • Procedure for designating a COR
    • Appointment letter
    • Exercises

  • 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

  • Performance-based Work Statements (PWSs)
    • Definitions
    • Monitoring Process
    • Causes of Past Failures
    • Benefits of Using PWS

  • Creating a PWS for: New Buy or Task Order
    • Types: completion versus term
    • Format and content
    • Steps to Obtaining an effective PWS
    • Exercise: Assessing a PWS

  • Setting the Stage
    • Background & Rationale
    • Tips for Writing the Background Section
    • Exercise: Revising the Background Section
    • Introduction
    • Tips for Writing the Introduction Section
    • Exercise: Revising the Introduction Section

  • Exercise: Discovering the Synergy Between the Background & Introduction Sections

  • Course Review & Preview of Tomorrow's Activities

Day Two
  • Retrospect and Prospect
    • Review of Yesterday's Materials
    • Questions & Answers

  • Task Description: How to Express Them Better
    • Review of inputs
      • Major functions the system will do
      • User interfaces
      • Dataflow pictures
      • Conditions or Limits
    • Why Tasks are Poorly Defined
    • Avoiding Communication Misunderstanding
    • PWS Preparation-- Helpful Hints
    • Exercises: Doing a PWS Resource Analysis

    Revising the Task Description Section

  • Deliverables: Ensuring the Right Outputs from the Effort
    • Definition and elements
      • Structure
      • Decision factors
      • Period and Place of Performance
    • Tips for Writing the Deliverables Section
    • Exercises: Charting the Deliverables in the PWS

    Revising the Deliverables Section

  • Performance Indicators: Finding Meaningful Ones
    • Definition, basics and challenges
    • Examples
    • Process of Using Performance Indicators
    • Samples of Indicators and their Measurements
    • Quick Review of Quality Aspects
    • Sample Performance Requirements Summaries
    • Exercises: Evaluating Examples of Performance Measurement

    • Charting Performance Measurement

      Revising the Performance Section

    • PWS Checklist

  • Incentivizing a Contract
    • Misunderstandings in Using Incentives
    • Incentive Possibilities

  • Major Indicator of a Strong PWS: Doing an Independent Government Cost Estimate (IGCE)
    • A. Reasons and Input Requirements
    • Procedure
    • Examples
    • Exercise: Creating an IGCE from the PWS

  • Furthering Your Ability to Strengthen a PWS
    • Instructions
    • Group Effort
    • Presentations

  • Characteristics of the PWS Document

  • Course Review & Preview of Tomorrow's Activities

Day Three
  • Retrospect and Prospect
    • Review of Yesterday's Materials
    • Questions & Answers

  • Post-award Conference
    • Definition and need
    • Various players and their influences
    • Procedure & Outcomes
    • Creating the Project Management File
    • Establishing Working Relationships
    • 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

  • Generating and Monitoring Task Orders
    • Basic process
    • Task Order Format
    • Ordering Clauses

  • 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
    • Monitoring Tools
      • Conversation Record
      • Records
      • Meetings & Correspondence
      • Periodic Reviews
      • Key Personnel
      • Deliverables
      • Property
      • Exercise
    • Monitoring Quality
      • Concept & Definitions of Quality
      • Inspection
      • Handling Nonconformance
      • Acceptance & Acceptance Testing
      • Exercises
    • Monitoring Costs
      • Cost/Schedule Reporting
      • Contractual Billing Requirements
      • Method of Payment
      • Verification of Invoice
      • Exercise

  • Monitoring vs. Directing
    • Definitions
    • Reasons for Avoidance in Directing Performance
    • Communication Cautions
    • Exercise- Monitoring vs. Directing

  • Resolving Performance Problems
    • Process for Curing Performance Discrepancies
    • Role of the COR and contractor in Effective Communication
    • Problem Log and Contract Discrepancy Report
    • Exercise

  • Today's Summary and Tomorrow's Preview

Day Four
  • Retrospect and Prospect
    • Review of yesterday's material
    • Questions & Answers
    • Summary of today's topics

  • Doing an Award Fee Evaluation
    • Misunderstandings in Using Incentives
    • Clarifying the Award Fee Process
    • Draft Quality Assurance Plan
    • Draft Award Fee Plan
    • Role of the TM in this Process
    • Implications for effective Contractor Performance and Proficient Monitoring

  • Task Order or Contract Close-Out
    • Definition
    • COR Responsibilities
    • Contractor's Overall Performance Evaluation
    • Release of COR File
    • Exercises- Task Order Close-Out

  • Task Order 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
    • Reducing the Number and Magnitude of Changes

  • Handling Disagreements and Conflicts
    • Handling Disagreements
      • Concept and Causes
      • Process
      • COR role
      • 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 Performanc
    • Exercises

  • Liquidated Damages
    • Concept
    • Applications
    • Exercises

  • Termination and Debarment
    • Concept and Types
    • Process
    • COR's role
    • Exercises

  • Preview of Tomorrow's Topics

Day Five
  • Retrospect and Prospect
    • Review of yesterday's material
    • Questions & Answers
    • Summary of today's topics

  • Ethics
    • 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

  • Recent findings affecting CORs
    • Procurement Office
    • Inspector General
    • General Accounting Office
    • OMB
    • FAI Competencies

  • CAPSTONE CASE
    • Instructions
    • Group Work
    • Presentations and Feedback

  • DOs and DON'Ts for CORs
  • Course Summary, Critique and Closure

Registration Info:

Registration Fee:

  • Government (Federal, State/Local): $1599 per person
  • Small Business: $1699 per person
  • Large Business: $1759 per person

Registration Options:

This course date has been cancelled. Please see our other upcoming courses on our website.

Registration and Cancellation Policies:

Because class size is limited, we recommend you register early to guarantee your place in the class of your choice.

Payment Options:

Registrations are payable by credit card (Visa or MasterCard) or Government Purchase Order. Government Horizons has the right to refuse registration to any attendee at any time.

Registration Confirmation:

Your registration will be confirmed via email approximately three weeks prior to the class start date. If the class is full or has been rescheduled, you will be notified via email by our Customer Service Department.

Cancellation Policy:

Substitutions are permitted up to the start of the course. If you cancel your registration ten (10) business days prior to the course start date, your tuition will be refunded minus a $100 processing fee. If you cancel less than ten (10) business days prior to the course, you will be responsible for the full tuition and will receive a transfer voucher to be used toward a future Government Horizons course. Cancellations must be made in writing (email or fax) directed to the Customer Service Department. If you fail to attend the course without advanced notification, you will be responsible for the full tuition.

Note:

Please do not make nonrefundable travel reservations before you receive our confirmation notification. Government Horizons does not include accommodations and/or meals in your tuition fee.

Contact Us:

Location:

Location Address:

Arlington Court Suites Hotel
1200 N. Courthouse Road
Arlington, VA 22201
703-524-4000
www.arlingtoncourthotel.com

Located just one mile from the District of Columbia, and four miles from Reagan National Airport. Arlington Court Suites Hotel is on Route 50 with easy, close access to Interstate 66 & 395. Located on metro stop: Orange Line Courthouse Station - 2 blocks from hotel (free hotel shuttle pickup from Courthouse Station Metro Stop by calling 703-524-4000 then dial 0 to access hotel's front desk upon your Metro arrival).

Transportation Resources:





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