Con 280 Review

Front 1

Identify the roles and responsibilities of the source selection authority

Back 1

- they make the best-value decision

- shall commensurate with the complexity and dollar value of the acquisition

- SSA shall be an individual other than the PCO

- responsible for the proper and efficient conduct of the source selection process

- appoints Chairpersons for the SSEB and SSAC

- knowledgeable of policy and procedures

- ensures realistic source selection schedules

- ensure compliance with 27(a) of the OFPP Act

- can award without discussions

- evaluation criteria is made IAW Section M

- documents the rationale in the SSDD

Front 2

Identify the roles and responsibilities of the contracting officer

Back 2

- performs all relevant contractual functions

- advises PM in preparing PWS

- the principal business advisor or agent for the government responsible for developing the business strategy and solicitation

Front 3

Identify the roles and responsibilities of the source selection advisory council

Back 3

- functional area expertise for SSA support

- provides a written comparative analysis and recommendation

- reviews the evaluation results of the SSEB

- ensures minority opinions are documented and included within the comparative analysis

Front 4

Identify the roles and responsibilities of the source selection evaluation board

Back 4

- organized into functional teams for specific evaluation criteria

- establishes functional evaluation teams for support

- conducts comprehensive review and evaluation of proposals against the solicitation

- provides consolidated evaluation results to SSA

- supports any post source selection activities

Front 5

Identify the roles, responsibilities and limitations associated with the use of non-Government advisors

Back 5

- shall be supported by a written determination based on FAR 37.203 & 37.204

- ensures PCO has received consent of submitting contractor(s)

- shall sign non-disclosure agreement required to be signed by all government employees

- may not determine ratings or rankings of offerors' proposals

- shall not participate in the review and evaluation of past performance

Front 6

What is a COR

Back 6

Eyes and Ears of KO

Front 7

Analyze market research documentation

Back 7

Primary research: Interviews with-Industry experts, Companies/Suppliers, Trade Assoc. , Internal Experts, Ind. Engagements RFI Supplier perception survey, Industry days 1on1 interactions

2ndary research: Wall Street reports, Company 10K and annual reports, Research providers, Ind pubs/journals, Ind. assoc. , General news, Internet , Govt databases.

Front 8

Apply historical cost/pricing principles to estimate future contract pricing

Back 8

Agencies with similar needs may be able to provide lessons learned and best practices.

Contact with vendors and suppliers for purposes of market research is encouraged.

Front 9

Commerce clause Article I Section 8 regulates commercial activity

Back 9

-if a company sells a product or service (commercial activity) that when sold or used crosses the state line

Front 10

Identify procedures to ensure subcontracting opportunities for small businesses

Back 10

DOD subcontracting program the basics August 2007 Regulatory requirements Sec. 8(d) Small bus act 15 USC 637(d) specifies that small businesses will have maximum practicable opportunity to participate in contract performance consistent with efficient performance

Front 11

Identify set-aside procedures

Back 11

Total small business set aside/ received at least 2 quotes from a SB and price is reasonable

partial set asides- part of award is set aside for SB IF it can be split into 2 economic parts, NOT construction, at least 1 or more SBs can perform work and at reasonable price

Front 12

Determine whether the prospective contractor is qualified and eligible to receive an award under applicable laws and regulations

Back 12

4 things:

1) have adequate financial resources to perform the contract or the ability to obtain them(see FAR9.104-3(a))

2) be able to comply with the required or proposed delivery or performance schedule, taking into consideration all existing comm. or govt. bus. commitments.

3) Have a satisfactory performance record

4) have a satisfactory record of integrity and business ethics

Front 13

Describe the steps to be taken when a small business contractor is determined non-responsible

Back 13

Once the KO determines that a small business offeror is NOT competent to perform a govt acquisition that KO must refer that determination to the SBA for a possible Certificate of Competence (CoC)

Front 14

What are the 4 Stakeholder advice Categories?

Back 14

-Influence (decision making, funding)

-importance (customer or CoC satisfied)

-commitment (investment of time, resources,how supportive)

-engagement (how informed is stakeholder)

Front 15

What are the (2) Solicitation types

Back 15

-Tradeoff (price not most important) best value may not be lowest price (less defined, developmental work)

-LPTA: lowest price technically acceptable (clearly defined, minimal risk)

Front 16

Socio-economics, who is the engine of Economy?

Back 16

small businesses: goals are mandated by legislation and small biz provided most jobs in the country

Front 17

Who do you contact for small business options/opportunities/disputes

Back 17

SBA

Front 18

What justifies using small business

Back 18

-pool available

-portion of contract be designated to small business?

-should small businesses team together?

-possible small biz subcontract to prime contractor

Front 19

What are the 2 Contract Pricing Approaches

Back 19

-fixed price: contractor bears risk, gov pays contract price

-cost reimbursable: estimate labor, overhead, cost. contractor gives best effort and bears less performance risk. Gov risks funding to finish a project.

Front 20

What are the (4) performance steps for QPI

Back 20

1. identify key performance and metrics to include in QPI

2. assign a point value to each

3. assess performance and calculate QPI

4. apply QPI to incentive fee calculation

Front 21

Mandatory Evaluation factors (4) include

Back 21

1. price/cost (in every solicitation)

2. quality (non-cost, example...technical)

3. past performance (systems exceed $5M, services exceed $1M, fuel and health exceed $100k)

4. Small disadvantaged Business concern

Front 22

What evaluation factors are not mandatory

Back 22

"sub-factors"

Front 23

Discuss the Affects of GFP in a competitive advantage

Back 23

- When GFP is used in solicitations, contractors are responsible for all cost and risk related to making the property avail for use (ex. if a vendor doesn't propose GFP then the cost of the rental will be added into the proposal).

Front 24

Define OCI and PCI

Back 24

- OCI gives a Unfair competitive advantage to a company or firm.

- PCI gives the employee who may have a financial interests an unfair competitive advantage.

Front 25

Identify 6 risk types that can impact an acquisition.

Back 25

1. business/programmatic

2. technical

3. funding

4. process

5. organizational

6. performance

Front 26

What levels of risk are unacceptable and can cause major shut down

Back 26

"D" highly likely if a major slip in key milestones or critical path is impacted

Front 27

Determine Acceptable rating system

Back 27

- (Quantitative) definitive in nature. i.e 1-100

- (Qualitative) 1. Go/No-Go 2. Relative merit 3. Relative importance 4. Risk Assmt-tech *high*med*low 5. Adjectival-exceptional, Acceptable, Marginal, Unacceptable

Front 28

Determine the appropriate contract types

Back 28

- fixed price

- cost reimbursement

Front 29

Decide any performance or schedule incentives

Back 29

- options years

- award terms

Front 30

How does a KO determine appropriate payment or financing

Back 30

- by the type of contract (PBA- performance based arrangement (payment) or the T&M

Front 31

What determines fee disbursement criteria and special provision with payment instructions

Back 31

- the AQL determines the standard that the contractor has to accomplish in order to get paid

Front 32

What incentives arrangements (reasons) are used to help the contractor control cost

Back 32

- promote excellent results and outcomes

- promote internal quality control and remedies

- encourage expertise teamwork partnering

-encourage contract satisfaction and pride in workmanship

- they promote cost savings

- Non-monetary incentives promote workforce satisfaction and stability

Front 33

When conducting a pre solicitation conference materials distributed at the conference

Back 33

-all materials should be made available to all potential offerors upon request

Front 34

RFI's may be used when the government

Back 34

doesn't presently intend to award a contract, but wants to obtain price, delivery, other market information, or capabilities for planning purposes.

Front 35

Face-to-face meetings with industry can

Back 35

- Expand the range of potential solutions

- Change the very nature of the acquisition

- Enhance the performance-based approach

- Be your first step to an "incentivized" partnership

Front 36

Identify components of a team charter in the acquisition process

Back 36

- Gets the team focused on the objectives to be accomplished

-assigns key roles and responsibilities

Front 37

Identify the value of a communication plan to the acquisition team in a pre-and post-award environment

Back 37

A communication plan will help you develop and organize the communications strategy you need to keep your key stakeholders, customers, and acquisition team informed as you move thru the different phases of the service acquisition process

Front 38

What is the critical application of a project plan in a complex acquisition

Back 38

- helps all the actions needed to complete each step of the service acquisition process

-also includes a resource management component to identify who you need and when they are needed

Front 39

At a minimum the market research report should

Back 39

-identify sources contacted

-explain the needs driving the acquisition

-enable the team to make decision concerning the direction

-be written in a clear, non-bureaucratic style

Front 40

What is Section B

Back 40

- supplies or service

Front 41

What is Section H

Back 41

- special requirements

Front 42

What is Section L

Back 42

- instructions to offerors

Front 43

What is Section M

Back 43

- evaluation criteria

Front 44

Should the contractor continue to work when funding is exhausted

Back 44

- No

Front 45

What are the (4) appropriate actions the contractor must receive when funds are exhausted

Back 45

- request for increase of additional funding

- a notification must be sent to contractor requesting an adjustment of fee

- T4C

- notify the contractor whether increase of additional funds has been approved

Front 46

True

Back 46

Upon award, contracting officers shall not physically include Part IV in the resulting Contract, but shall retain it in the contract file.

Front 47

Define fully funded contract

Back 47

- funds that are obligated to cover the price or target price of a fixed-price contract or the estimated total cost and any fee of a cost-reimbursement contract

Front 48

Define incrementally funded contract

Back 48

- funds that are obligated to cover the amount allotted and any other corresponding fees

Front 49

7 steps of a Project Plan

Back 49

1) Form the team

2) Review the current strategy

3) Market Research

4) Requirements Definitions

5) Acquisition Strategy

6) Execute the Strategy

7) Performance Management