Acquisition Transformation

Introduction

Almost every aspect of traditional acquisition is under challenge today. Some would overhaul the Federal Acquisition Regulation. Category management already is reducing the number of contracts, focusing buyers on spend data, market and supplier analysis, and a wholly new kind of strategic sourcing.

Procurement professionals are buffeted by calls for greater specialization, more business acumen. All acquisition participants—from finance and oversight to technology and programs—face changes induced by new digital technologies, such as robotic process automation and cognitive computing.

ASI stands with those who believe that another round of traditional reforms or another layer of new regulations simply won’t be enough to prepare the procurement system for the waves of change about to crash on it. We believe the only way to address change and growing citizen demands for speed, transparency, data and more and better government delivery is through transformation.

We imagine the explosive power of liberating acquisition resources and people to focus directly on mission delivery. We envision the incredible impact on results and costs if acquisition were delivered as a shared service by fewer centers of excellence to many federal agencies. We anticipate the day when government-wide procurement spending data is collected, analyzed and shared seamlessly and securely for the benefit of the whole.

In a world where data can augment human expertise to effectively acquire goods and services, ASI believes tremendous value and resources are available to be redirected to achieving better outcomes.

This is the vision that inspires us and drives us to embrace change and to enable it across the federal acquisition community.

Mission-Driven Acquisition Transformation

The Acquisition function – including the efforts of the enterprise-wide buying team – is the most powerful and underutilized lever in the Federal Government today for finding efficiencies and driving results. One of every six dollars and nearly half of all federal discretionary funding flows through the acquisition function – one innately tied to mission performance.

As critical as this function is, however, it is remarkably challenged. Structural, information, and regulatory challenges leave practitioners at all stages of the acquisition lifecycle longing for more execution, better outcomes, less frustration.

Our Transformative Approach

Our methodology addresses the most critical dimensions of acquisition transformation: buyers and the acquiring team, the marketplace, acquisition methods, culture, and external influencers. It is meant to describe, not prescribe, the condition of those dimensions in five levels of transformation.
It enables federal organizations to plot their current state, the future state to which they aspire, and the path they choose to take to realize their future.

ASI has created a proprietary approach that leverages the Acquisition of the Future (AOF) Transformation Framework, a model developed in 2014 by forward-thinking federal acquisition leaders, industry representatives, and academics. ASI’s AOF Intervention seeks to frame a vision and spur a transformation of acquisition to create significant new value through fresh approaches, modern technologies, and a new generation’s capabilities.

Our AOF Intervention model helps organizations envision a new world where program and acquisition work together brilliantly, using innovative technology, continuous marketplace interaction and other techniques to re-invent execution of agency missions through acquisition. In this new world, stovepipes are gone, relationships are strong, and acquisition and program rally across the enterprise to achieve mission outcomes.

Gone are the days where acquisition packages are thrown over the wall, breaks in service the norm, and acquisition and program barely know who they are and how to work with each other. Building a synergistic partnership between programs and the contracting office to reimagine mission accomplishment through acquisition is a critical element in shifting organizations toward higher performance and improved organizational health.

This partnership approach to bridging the gap between programs and procurement has enabled organizations to reduce procurement cycle times by 70% with no protests, while also tapping the market for innovative solutions. It has cut through bureaucratic, hierarchical administrative requirements, helping agencies achieve in just six weeks approvals that typically take 12 months or more.

Successes like these can only come about with the step change improvements that ASI delivers in:

  • Executive sponsorship
  • Commitment to deeper relationships and partnership, across the gap
  • Alignment to an AOF future vision and strategy for acquisition
  • Success measures shared by both program and acquisition

ASI can help you achieve these outcomes with our tailored support and facilitation in:

  • Leadership and Governance
  • Acquisition portfolio transition planning
  • Communications and engagement
  • Setting metrics and tracking and learning from performance

The Power of Guided Implementation

ASI’s guided acquisition transformation implementation offers agencies an accessible, inclusive, inviting approach to aligning around a description of the current state and a plan for what is required to improve the impact of acquisition. This multi-step process:

  • Confirms a shared view of the present state
  • Outlines steps needed in moving to a higher level of maturity
  • Explores how to organize and operate for success

Skilled facilitators lead this facilitated journey. They are visionary acquisition architects and organizational development practitioners who have walked other federal agencies through similar journeys. ASI’s Design Thinking helps your organization innovate, collaborate, and plan.

The results:

  • Program and procurement goals, organizations, and processes aligned for shared success
  • Program offices understand their role in the Big “A” (Acquisition Program Management) process
  • Procurement organization provides strategic advice and support to programs
  • Clarity on roles, responsibilities, and successful practices
  • Shared purpose and mutual understanding ensure achievement of organizational outcomes
  • Inexperienced workforce empowered with training and knowledge enablement
  • Critical gaps closed at transactional, operational, and transformative levels
  • Acquisition adopts agile principles and digital procurement skills
  • Alignment with the mission plan enables procurement to lead and leverage category management

ASI Transformation Tools

ASI applies a set of proprietary tools and approaches to help you transform your acquisition function for mission success.

Surveys & Assessments

Surfacing truths that fuel change.

You want to take your organization to a better place, but don’t quite know what you’re up against.

  • How well are you fulfilling the expectations of your customers and oversight bodies?
  • How satisfied and engaged are your people?
  • How do you compare to leading practices in either public or private sectors?

ASI’s surveys and assessments will help you answer these questions.

ASI’s approach is participatory, efficient, and intended to enhance forward movement. Depending on the needs of your organization, we can use either our Quick Look Plus or Insight Assessment Tool to help you gain greater understanding of your organization and lay the foundation for improvement and growth. We help you understand where you are on the road to achieving your vision and position you for future action.

Assessments for each engagement are tailored to the needs of the organization. ASI completes many types of assessments, including:

  • GAO Framework assessment
  • Compliance assessment
  • Organizational assessment
  • Team performance assessment
  • Change Readiness Assessment

Gathering data is a key step in completing assessments. ASI uses our 3-D Survey approach to make the invisible visible, gathering data that illuminates characteristics of your organization and transforming that data into action to spur growth and improvement.

  • Design: Design survey using simple, unbiased questions, always keeping clear objectives in mind.
  • Deliver: Deliver survey electronically to the right audience at the right time.
  • Decide: Decide what actions to take based on analysis of survey results.

Surveys are also effectively used independent of assessments. In these cases, surveys can provide valuable information on things like employee and customer satisfaction.

Assessments and surveys let your people feel like their voices are heard. We know that when you ask people their opinions, they expect you to do something with the information. We undertake assessments and surveys with this intention and use the data to prepare your organization for action.

Strategic Communications & Change Management

Driving positive change through proven approaches and proprietary tools.

The only thing constant is change. This is especially true for today’s federal agencies facing tremendous change – strategic and mandated. The question is how to get the change you want to happen.

How do you get the leadership/sponsorship to drive it forward?

How do you motivate/move the workforce to do something different?

How do you get and keep multiple stakeholders on board to achieve success?

ASI’s communications and change management approach will help you answer these questions and others as you attempt to make major changes in your organization.

ASI’s approach to change management is more than just communications and training. While change can impact one specific dimension of an organization like process, successful change management considers the implications of the change on other organizational dimensions such as technology/infrastructure and people. Using our Strategic Levers Model and Insight Assessment Tool, we develop customized approaches to gain alignment and ensure successful implementation based on the client’s realities.

We will work with you to tailor and execute an approach that addresses key factors to drive successful change, uncover hidden opportunities and required shifts, and create alignment and ownership among key stakeholders. We will help you design a change management roadmap and communications and engagement plan to generate the necessary support and buy-in for your change initiative to be successful.

Alignment of stakeholders on a common, clear and compelling vision for the future is essential to spark the momentum for change. Naming and embracing new behaviors is what gets the change to stick.

Enterprise Governance

Establishing clear accountability and practices to drive results

To provide your organization greater clarity on roles, responsibilities, and accountability, ASI helps you establish the right governance model, allowing you to improve efficiency, enhance transparency, and reduce risk.

ASI helps you assess the potential impact of various governance models to find the right one for your organization. We help you understand prevailing laws, regulations, policies, and guidance, as well as relevant, established governance bodies to create a governance structure based around program needs and outcomes.

Performance Management

Sustaining right action to achieve results

How many great strategies, initiatives, or ideas can you name that went nowhere in your organization?

How many started strong and then either slowly or abruptly came to a stop when things got hard or the next priority du jour came along?

How do you break this limiting pattern?

Non-starts, false starts, and failed starts are usually not the consequence of poor intent or planning, but rather of poor execution. Execution is where intentions and plans translate into action and results. Effective execution requires accountability, feedback, and willpower. It requires institutionalizing structures and routines to keep people focused and engaged and create success.

ASI’s approach to performance management is based on three principles:

  • Clear contribution
  • Meaningful metrics
  • Leveraged learning

Using our All-4-1 Alignment approach, we will work with you to cascade organizational goals to teams and individuals so all levels have a clear line of sight and incentive to achieve personal and collective success. Our Leading Measures Database provides a foundation from which we help you identify a short-list of metrics and measurement methods that will bring your goals into tight focus, detect progress quickly, and inform any required course corrections. We help you select and adopt feasible monitoring and management practices that enable smart risk taking, catch and celebrate early wins, and mine and spread lessons from wins and failures to sustain momentum and commitment.

Do you want your organization to achieve more than you ever have before? Come talk to us. We will give you straight talk, stretch your limits, and deliver a balanced, practical solution that takes you there.

Process Innovation

Optimizing the way you do business

As an organization evolves, its processes often fail to keep up, becoming stagnant and out of alignment with desired results. We help organizations improve processes to more efficiently and effectively support mission outcomes.

By mapping the processes that your organization employs from the perspective of the outcomes you’re trying to achieve, we look for opportunities for improvement and innovation. We identify underlying issues that may hinder efficiencies and help create plans to correct and improve. This includes looking at technical issues, as well as cultural and behavioral ones.

We bring a unique and powerful perspective to addressing process issues that cross program and procurement functions. Often there are breakdowns in communication and understanding between these two offices. We help bridge the gap to promote the communication and collaboration necessary for successful program and mission outcomes.

Strategic Planning & Facilitation

Charting a course for mission success

Calls to “reduce the budget,” “increase transparency,” and “deliver more” have made it challenging to prioritize, and your teams are working harder than ever under increasing stress.

  • How do you identify and articulate the most impactful priorities?
  • How do you weigh the tradeoffs to define a cohesive, compelling and sustainable way ahead?
  • How do you gain the stakeholder engagement and support required to achieve success?

ASI’s strategic planning and facilitation will help you answer these questions.

ASI’s approach is data-driven, collaborative, and outcome-oriented. Using our Strategic Levers Model and Insight Assessment Tool, we share facts and thoughtful perspectives that help you understand your landscape, root causes, and strategic choices; pull the most high-impact organizational levers; engage stakeholders; and employ the ideas already found in your organization.

We will work with you to tailor and execute a process that fits your preferences and constraints, uncover hidden opportunities and required shifts, and create alignment and ownership. We will help you define valuable and achievable solutions and communicate them in clear, simple language that rallies your stakeholders.

Lean and creative teams, compassionate and authentic facilitators, keen understanding of your complex stakeholder mix, a library of leading federal practices, and a passion for service set us apart from other firms and enable us to deliver best value.

Workforce Development

Realizing the true potential of your organization

Fundamental to the performance of an organization are the abilities of the leadership, teams, and individuals behind the work. We help organizations drive greater performance by working with management to improve leadership, teamwork, and individual capabilities, nurturing leaders within all levels of the organization. Our professional development solutions are centered on supporting successful mission outcomes.

We leverage a range of techniques to address the unique needs of your organization, including team building off-sites to enhance communication, collaboration, and understanding; protégé and leadership development programs to develop hard and soft skills; and 360 leadership performance assessments to provide insight on strengths and weaknesses.

In addition to development programs, we provide individual coaching, as well as succession planning that’s focused on helping professionals make the leap in capabilities necessary to change roles.


Performance-Based Acquisition

Telling bidders the outcomes you seek vs. how to achieve them elicits their very best, most cost-efficient and innovative solutions and service. That is the essence of performance-based acquisition—it is outcome-focused and rewards exceptional delivery.

As the industry partner that developed the original “Seven Steps to Performance-Based Acquisition (PBA),” we are proud that we’ve become known as the go-to PBA provider for major acquisitions, having supported hundreds of them since 1996.

Is your agency practicing true performance-based acquisition or are you simply checking the box?

To help you gain the full benefits of PBA:

  • We help establish the contractor performance relationship to ensure your team manages the contract for results.
  • We’ve developed a methodology based on the “Seven Steps to Performance-Based Acquisition” that emphasizes three critical phases:
  • Socialization – gaining agency support and focus toward performance
  • Contractor Relationship – establishing a true partnership with the contractor to achieve results
  • Contract Management – planning for managing the contract to ensure results are achieved

For two decades, we’ve helped agencies across government achieve results through performance-based acquisition. Let us help you, too.


Acquisition Strategy

With one of every six federal dollars spent through procurement, purchasing strategy has become a key conduit for agency capability. With agencies spending as much as 80 percent of their budgets acquiring goods and services, procurement strategy has become mission strategy.

When you are buying the capability to deliver your agency’s mission, the organizational strategy must be completely aligned with the enterprise acquisition strategy. ASI understands that.

We’ve been helping agencies eliminate gaps between their programs and procurement functions for decades. We bring together operations, finance, legal, human resources, information technology, oversight, program and procurement professionals in acquisition teams that share and work in tandem toward the same outcome goals.

We help program and contracting offices explore and understand the vast array of options available for obtaining and applying just-right capabilities and tools. Our support can take many forms, from shaping demand and requirements, creatively devising strategies for sharing government-wide resources, or offloading non-essential transactions to knowing and leveraging markets, motivating and attracting best-in-class providers and managing them and contracts with them to achieve innovation and breakthrough performance.

We provide valuable insight—based on experience in supporting agencies large and small with hundreds of acquisitions—to help you choose the strategy that will deliver for you.

We’ll get to know you and your needs, both technical and cultural, taking a systems view of your agency and your requirements. This helps open up possibilities, finding solutions that may be surprising and unconventional, but are also practical and fully compliant, making smart use of your budget and resources.


Acquisition Policy

Policy sets the foundation for acquisition success and demonstrated value. With ASI Government as your partner:

  • Your policies and practices will be up-to-date and aligned with government-wide policies, regulations, and initiatives
  • Your reporting will be on time and fully compliant all year
  • You’ll effectively communicate policy changes across your workforce
  • You’ll always be current on legislation affecting your agency
  • Your strategic policy framework will be continuously updated
  • You’ll knock out priority new policies quickly, in full compliance and in order of criticality
  • Your policies will be regularly reviewed, compliance will be assessed, and where there are deficiencies, targeted training will be recommended and provided. ASI’s experienced analysts will employ our proprietary tools to keep your policy shop humming
  • Your policy operations will be tailored to your organization’s unique culture, structure, challenges, and objectives.

Program Management

Introduction

Federal agencies today must optimize the structure, planning, analysis, and performance of their portfolios, programs, and projects. Tight budgets and citizen demands require better performance. For every project and every program, performance must be measurable at each stage of the program and acquisition lifecycle, from planning through execution.

The Program Management and Improvement and Accountability Act has raised the bar. Every project must deliver.

Whether you are establishing a new Program (or Project) Management Office (PMO) or looking to optimize your current operations, ASI can help you deliver.

  • We’ll assess the current state of your program—or program portfolio—to identify opportunities for quick wins and longer-term improvements.
  • We’ll help you introduce agile program management and procurement to support agile development projects.
  • We’ll work with you to analyze markets and suppliers for the best solutions and help you orchestrate the work of multiple contractors.
  • We’ll help perform investment analyses, optimize your business cases, establish appropriate governance of your investment decisions, and measure and manage your projects, programs, and portfolios.
Portfolio Management

ASI’s market-leading acquisition strategy support informs our recommendations and assistance to organizations seeking to optimize their investments by ensuring the best mix of new products within available resources.

Our portfolio management methodology helps organizations weigh trade-offs between capability and funding and take an enterprise view in evaluating, choosing and prioritizing investments and distributing resources based upon each project’s and the portfolio’s contribution to overall strategic and organizational goals.

Our proprietary demand management approach feeds the portfolio management methodology by coupling category management insights and requirements rationalization to inform investment trade-offs and prioritization in and across spending categories.

Unlike other consulting firms, ASI has designed portfolio offerings that bridge the requirements of the Federal Information Technology Acquisition Reform Act (FITARA), government-wide category management policies and the 2015 Program Management Improvement and Accountability Act. We include in our approach preparation and recommendations for complying with Trump administration management mandates to reform and streamline programs and administrative functions.

ASI helps you bring rigor to your investment management and review functions. We will help you implement an agency-specific construct for managing and ultimately improving the performance and accountability of your investments.

We’ll help you set goals, priorities and performance measures for the portfolio; gather consistent data on all investments; measure cost, schedule, performance and total cost of ownership to provide a framework for monitoring portfolio performance. We’ll provide dashboards for viewing all of your investments at a glance; prioritizing investments based on appropriate criteria, and make funding decisions based on complete, current and consistent information.


Project Management

ASI’s unique project management methodology is designed to provide end-to-end management and execution support of all projects. It marries organizational development and forward-leaning procurement practices to assure all stakeholders are aligned, projects are and remain outcome-oriented, risks are weighed and managed, and contractor coordination is continuous and effective.

We will support you in strategic goal-setting and scheduling, provide meeting facilitation, templates, and timelines; assist in creating, orienting and supporting your Integrated Project Teams; and design project governance via executive panel design, launch and ongoing meetings and oversight.


Earned Value Management (EVM)

Every program manager wants to deliver programs on time and within budget. Along the way, program managers want clear visibility into the cost, schedule, and performance to date.

ASI’s application of Earned Value Management (EVM) helps PMs compare the value of the work completed to the costs incurred to assess whether programs are on track or identify necessary course corrections. ASI EVM provides early performance indicators, enabling PMs to better control and realize value from programs.

ASI doesn’t just impose academic guidelines and produce compliant processes and documentation. We take a practitioner’s approach to EVM. Our work is technology and software application agnostic. Instead of employing the same tools and methodologies in every engagement, we research your agency and your mission and use tools tailored to your needs.

Our experienced practitioners will get your team up to speed quickly with training in the essentials of EVM. Then, we’ll help you craft contracts with the right language to ensure the right information is gathered, perform data analysis, and—doing projection analysis—assess the earned value and schedule, and educate your team on our findings.

Using a disciplined approach, we’ll help your team break the work into executable modules according to the work breakdown structure and price each module. We’ll track programs, monitoring cost and scope to ensure they are on track and provide corrective action as necessary.


Capital Planning Investment and Control (CPIC)

Federal agencies must follow a structured Capital Planning and Investment Control (CPIC) process to select, control, and evaluate their IT investments. The rigor of CPIC implementation varies widely.

ASI can help your agency implement—and strengthen—its CPIC model. We’ll assess your agency’s processes against GAO’s Information Technology Investment Management (ITIM) Process Maturity Framework and make recommendations to move you up the maturity scale.

We’ll help you identify, implement, and refine your governance structure and review processes and protocols to help you craft Exhibit 300 Business Cases to favor key investments.

We help agencies select, control, and evaluate their portfolio of IT projects in accordance with the principles of CPIC, as follows:

  • Selection. We create criteria and priorities, and then identify strategies and programs to drive mission performance.
  • Control. We set up proper measures, governance and oversight to ensure that executives and senior managers can properly monitor programs and progress. We’ll keep you on schedule, within budget, and performing to expectations.
  • Performance management. Proven approaches and analysis to verify the value of projects and apply corrective actions.
  • Evaluation. Finally, during the evaluation phase, we measure program projections against actual performance. We adjust so you achieve rapid, demonstrable results.

Procurement Execution

Introduction

For more than 20 years, ASI has been government’s go-to source for procurement expertise. When you need support to handle or stave off crises, we bring top talent and techniques—right away.
From requirements package development to contract performance and closeout, ASI experts add critical thinking, smart decision-making, speed and quality execution to your team.

Requirements Definition

ASI brings a unique mixture of traditional and transformational methods to support you in defining and managing requirements—the most important aspect of any new program or acquisition. If you don’t identify and communicate appropriate requirements for the results you seek, you surely won’t achieve them.

ASI’s approach helps you analyze and categorize your procurement spending to help frame your investment portfolio, match expenditures to the operational strategy and prioritize based on the best match of programs and acquisitions to strategy and available resources.

We help you challenge duplicative, unnecessary or badly framed demand, and shape requirements and specifications from appropriate needs that will make your solicitations accessible and inviting to top-drawer providers and your contracts easy to manage and powerful motivators of exceptional supplier performance.

ASI will work closely with you to ask the right questions of the right people to identify true requirements and constraints for a specific program, project, or procurement.

We’ll engage the marketplace to understand the latest trends and potential solutions and use them to inform requirements development.


Acquisition Acceleration Centers

To help operational organizations close their capability gaps with speed and effectiveness, ASI designed the  Acquisition Acceleration Center (AAC), focused on bridging the gap between Program and Procurement offices to improve acquisition results.

Our acquisition experts work with requirements owners and stakeholders in special strategic integrated project teams (IPTs), facilitating requirements-gathering to speed solicitation information collection and streamline processes to deliver the right outcomes the first time, every time.

Again and again, ASI Acquisition Acceleration Centers guide and support fully engaged strategic Integrated Project Teams (IPTs), delivering multi-million-dollar, high-profile, mission-critical acquisitions that translate strategic program intent to tactical force capabilities.

The AACs devise flexible acquisition strategies to achieve mission success while meeting the Federal Acquisition Regulation and agency regulations and policies. The centers standardize and expedite the acquisition lifecycle by identifying requirements, producing solicitation documentation, organizing required meetings, assisting in market research, and creating and maintaining acquisition plans.

An ASI AAC enabled a homeland security agency to acquire some of its most advanced, complex IT capabilities, and reshape its acquisition processes to make them faster, more efficient, and agile on more than 100 stand-alone acquisitions. The AAC’s collaborative IPTs allowed Procurement Request (PR) package support documents to be created in record time—reducing the acquisition lifecycle from between four and six months to one month—and accelerated the review process by eliminating reworks and revisions.

Acquisition Acceleration Centers are full-service organizations dedicated to improving the speed, effectiveness and efficiency of critical procurements. Their activities include:

  • Supporting market research, including sources sought solicitations and close coordination with industry to identify new/emerging capabilities
  • Aid in crafting Acquisition Plans
  • Developing acquisition requirements documents, including SOWs, SOOs, PWSs, QASPs, and clause sections
  • Reviewing cost estimates to refine should-cost information, budget support and total cost of ownership analysis
  • Drafting requests for information and responses for review, as well as building industry relationships to facilitate and elicit responses
  • Assisting with the preparation of source selection plans in accordance with agency best practices
  • Assisting in briefing source selection evaluation teams on acquisition strategies, explaining evaluation criteria/processes, providing evaluation forms and documentation templates and drafting technical and past performance consensus reports/decision memoranda
  • Promoting early, frequent, and productive stakeholder engagement to minimize rework, delays, and miscommunication, utilizing ASI’s “Bridge the Gap” methodology
  • In conjunction with pre-solicitation activities, developing contract administration plans that describe activities, roles, responsibilities and schedule of work to manage awarded contracts

Solicitation Support

ASI literally has written the books on FAR-based sourcing and solicitations. For more than 20 years, we’ve supported contracting professionals in civilian and national defense agencies in ensuring their solicitations are developed smartly within the rules, but also encompassing innovation and appropriate industry communications, which enable the government to truly realize a “best value” result from every procurement.

As the government’s partners in originating the Seven Steps to Performance-based Acquisition, we are leaders in supporting organizations that seek to make their procurements outcomes-based to the fullest extent.

We continuously scan for the latest and best-in-class government-wide and agency contracts to help you get more from your spending with fewer burdens on your contracting staff. We help your team survey the market, determine the best suppliers, choose the best solicitation methods and develop them. We will support you at every level, from developing evaluation criteria and methodology to building QASPs and contract management documentation.

We help your staff apply the leading methods for communicating your programs’ needs, from FBO to reverse industry days to four-by-four research with representative firms and government agencies with experience buying the same or similar services and goods.

We’re well-versed and up-to-date on the evolving world of commercial items solicitation and procurement, as well as the best ways to use solicitation and contract approaches to help fulfill socioeconomic goals.

ASI will support you all the way through the technical evaluation analysis and source selection process.


Cost-Price Analysis

ASI has years of experience providing hands-on, best-practice support to organizations struggling to create useful, practical and fully compliant cost-price analyses to ensure prices paid and costs incurred are reasonable and realistic.

We help you gauge the level and type of analysis appropriate for the level of complexity of each contract.

We assist you in choosing the best tools and techniques and develop the best templates for your specific buying patterns and contracts.
We support you in evaluating offers fairly with documented determinations of cost reasonableness for each requirement.

Our experienced cost and pricing analysts will take a deep dive into the market and into all available information to help the source selection team make informed decisions, and identify opportunities to harvest greater value.


Contract Management

ASI’s approach forges integral links between contract formation (i.e., the pre-award process) and contract management (i.e., the post-award process). Our methodology recognizes that successful management of a contract, and ultimately, the project it serves, depends on the effectiveness of the pre-award phase of the acquisition.

ASI also brings specialized category management expertise to its contract management engagements, adding supplier relationship management; spend, market and supplier; and strategic sourcing insights and practices to our solutions.

We have refined our contract modification and closeout support in many agencies across government, and we bring that experience to serve your organization.

We will work with you to:

  • Craft contracts that leverage behavior, incentives and behaviors in the markets that serve your key spending categories.
  • Provide appropriate incentives for your contractors.
  • Allocate risk appropriately based on the specifics of the requirement.
  • Analyze and plan your organization’s workload and processes so that post-award management is viewed as equally important—or more important—than just “getting to award.”
  • Construct source selections to attract and award contracts to the best suppliers for the requirements and ensure processes are in place to effectively evaluate proposals and past performance.
  • Create a contract environment that elicits exceptional supplier performance and continuous innovation and cost reduction through the life of the contract.
  • Ensure that all contract stakeholders—from program and project managers to contracting officers to engineers and CORs—understand their roles.

We’ll work with your team throughout the lifecycle to ensure appropriate planning, reviews, documentation, monitoring of deliverables, scope change requirements, approvals, metrics, CPARS reports, corrective actions, and reporting, so you achieve full contract value—and more.

We’ll translate the findings into cost, schedule, and performance requirements that align with business objectives and support mission outcomes, and we’ll ensure that, to the maximum extent possible, all requirements are identified at the appropriate point in the process to minimize “scope creep.”


Performance Metrics

When budgets and staffing are being cut, performance metrics are vital measurements to demonstrate and communicate program success. Proper evaluation can win continued funding. Tying operational performance to agency strategy and employee performance metrics to operational measures helps clarify staffing needs and build skills and engagement.

Working collaboratively with you, ASI creates a foundation for organizational improvement by crafting outcome-oriented performance metrics that provide insight into existing programs and guidance for future projects.

We’ll work collaboratively with you – and your contractors, as appropriate—to craft metrics that properly address mission objectives, are plausible, contain proper incentive, and will document program performance. Metrics will reveal costs, scope, and overall performance of a program, fuel Earned Value Management, identify growth and savings opportunities, improve communication, and increase accountability for taxpayer resources.


Contract Closeout

ASI can help you wipe out a backlog of closeouts and de-obligate leftover funds. We’ve done it hundreds of times and honed our approach to an efficient, fast and enlightening process for you.

ASI not only knows the FAR, we apply your agency-unique regulations and policies.

We can take the burden from your staff. We’ll track down necessary information and piece together final evaluations, inspection reports, invoices and payment logs to ensure all releases and assignments are complete and the file is properly documented.

What’s more, ASI will harvest the many lessons about procurement performance, knowledge gaps, improvable processes and compliance that are hidden in closeout documents. Our close-out reports provide a basis for raising quality and preventing errors—even protestable ones—throughout your acquisition lifecycle.

Harvest remaining contract balances. Keep your contractors happy. Don’t raise red flags for your Inspector General or the Government Accountability Office. Let ASI ensure your contracts are properly closed, reviewed against all applicable regulations and fully documented.

Category Management

Introduction

You know your contracting shop is overwhelmed. You’ve heard there’s a new program that promises better pricing, terms and conditions for commonly purchased goods and services.

ASI can help you cut costs, reduce the load and comply with the Office of Management and Budget’s call to leverage best-in-class contracts and category management to streamline and reform acquisition.

ASI delivers world-leading expertise and experience in public sector category management. The way we practice it, category management:

  • Is continuous, market-focused, and manages all an organization’s spending.
  • Is a structured, disciplined approach to best deliver mission strategy through procurement.
  • Doesn’t just manage cost, but drives program results and mission value.

We can support you in conducting a spend analysis to organize your procurement spend into categories of goods and services available in a market from the same or a similar supplier base.

We will apply our proprietary Mission-Driven Acquisition Transformation approach to help you achieve the broad engagement, participation and alignment that a category management program requires.

ASI delivers tools, methods, assistance and support at every level of category management.

Spend Analysis

ASI draws on the experience of the largest government spend analysis ever undertaken to help you learn—from the lowest organizational level to the highest—how much of what is being bought using which contracts by whom from whom for how much across your organization.

We are the leading company now assisting the Category Management Program Management Office as it uses the Federal Procurement Data System to derive analytics to support government-wide category teams. Our expert network includes cloud-based spend analytics and consulting capability now collecting $70 billion in annual accounts payable transactions from 100+ government organizations.

We’ll help you augment your spend data with market and financial intelligence and contract and supplier performance data. We’ll support your analysis of spending patterns to provide management information to support optimal operational decisions.

With your team, we’ll help you categorize your spending based on markets for the goods and services you buy most. We’ll aid in drafting strategic plans to manage your key categories so you can consolidate your demand and interact more effectively with suppliers.

Getting spend under management and analyzing it will enable you to aggregate and leverage it for improved outcomes, better prices, terms, conditions and performance.

We’ll work with you to consolidate or eliminate duplicative contracts, trim your administrative costs and get lower prices and total costs of ownership. We’ll support you in consolidating demand, requirements and purchases, as well as identifying the best contracts and suppliers for your key categories.


Market and Supplier Analysis

ASI spend analysis support helps you build understanding of your supply base and category markets. But because category management is based on leveraging market and supply network trends, financials, behaviors and patterns, it requires more.

Federal Acquisition Regulation-compliant market research isn’t enough.
Category management is based on deep market and supplier intelligence, plus procurement staff specialization. ASI’s reach-back capability includes 100+ supplier and market analysts to support your team as it builds those skills and ability.

We can provide the intel to inform your procurement and category strategies, as well as acquisitions, relationships with suppliers and contract performance metrics.

That leads to improved supplier performance and savings.
We’ll also apply our strategy and organizational development expertise to help your category teams research your customers’ requirements, behavior, contracts, buying history and end users.

Combined with market and supplier analysis, this research will supercharge your requirements development and support better choices among contract types, and ultimately, smarter solicitations that attract top-notch suppliers. This then results in better terms, conditions and prices and more effective contract performance driving to mission outcomes.

ASI will support your category and procurement teams develop a continuous cadence of market and supplier intelligence-gathering. That will mean:

  • Better managed demand.
  • Standardization on fewer configurations of products and services.
  • More effective sourcing strategies.
  • Strategic identification of best-in-class suppliers.
  • Enhanced contract management and outcomes.
  • Collaboration with providers to streamline procurement processes and share innovations.

Sourcing

ASI will help you to align your organizational goals and internal customer requirements with category supply markets.
We will assist you in finding, engaging and evaluating suppliers in the best ways to meet your programs’ needs, whether through open competition, sole-source, set-aside, task order, blanket purchase agreement or one-off transactions using purchase cards. We will help you source purposefully in service of defined and clear needs in your strategic and common spending categories.

We’ll help your team take advantage of the full array of tools and processes to make your procurements far more strategic:

ASI will support your category and procurement teams develop a continuous cadence of market and supplier intelligence-gathering. That will mean:

  • Demand, supplier and contract management
  • Appropriate demand aggregation and disaggregation
  • Increased–or decreased, when necessary–levels of competition,
  • Contract creation
  • Contract consolidation
  • Contract modification and optimization
  • Transactional contracting for low-cost/low-importance goods or services
  • E-commerce
  • Capitalizing on procurement shared services and best-in-class contracts

ASI can help you transform your acquisition activities to put the strategic back in your sourcing. With us, you can be assured that sourcing will act as a critical operational component for aligning acquisition with your organization’s business, policy and mission goals.


Supplier Relationship Management

Could your top vendors—those that account for 80 percent of contract spending—clearly articulate your organization’s objectives and goals, explain how they help achieve those goals and how their performance is measured monthly in a way that demonstrates their success?

If not, they probably aren’t being measured against those goals or contributing to achieving them. That’s a serious problem, especially if their work directly enables program and agency missions.

ASI can help by applying our proprietary methodology for supplier relationship management, or SRM. As we practice it, SRM reshapes every step of the acquisition lifecycle. It vastly increases the likelihood that you will attract the best suppliers and they will deliver on your expectations.

Our SRM approach helps you create an environment that supports improved supplier performance and more effective measurement of it. It also will help streamline your procurements and drive down total costs over the term of your contracts.

That saves you time and money.

We’ll help you use market and supplier analysis to make markets work for you, by identifying the right time to buy in each of your key spending categories, linking payments to desired outcomes, attracting proposals from the suppliers you want to compete, developing performance-based solicitation requirements and choosing contract types best aligned to your markets.

With our assistance, you’ll build an environment that favors supplier success and high performance by ensuring that your contracts deliver suppliers the promised revenue.

ASI delivers:

  • Contract performance metrics and a framework for measuring, and reporting on them regularly.
  • A structured approach to managing supplier relationships
  • Continuous supplier improvement plans, including cost reduction targets cooperation in improving how your organization consumes, transacts for and manages goods and services.
  •  Performance metrics for your contracting officer’s representatives, contracting officers and their supplier counterparts that are related to contract outcomes and your organizational objectives.

Contract Management

ASI Government’s contract management support begins with our support of your demand management and requirements development process. We’ll help you qualify the expressed needs of the organization by determining whether there are existing stocks of products in or across agencies or whether there are services in use that could be tapped or expanded.

Once demand is qualified, we will assist you in fashioning requirements using market and supplier analysis, investigation of the requesting program’s past contracts, end user needs and more. We’ll help you craft solicitations designed to attract the providers you have identified as best in class and find or create best-in-class contracts to ensure they can bid their very best products and solutions.

We’ll aid in developing contract approaches to draw out suppliers’ best performance and support your supplier relationship management program to ensure you have created an environment that supports winning offerors in succeeding.

ASI’s contract management approach will ensure you have clearly defined buyer-supplier relationships, an accessible contract, formal and informal communications routes, governance and change processes and a solid exit plan and closeout process. We have refined our contract modification and closeout support in agencies across the government, and we bring that experience to serve your organization.

We also provide performance management assistance, helping you define metrics, a feedback and dispute resolution process and help in choosing a performance information technology solution if you desire. Similarly, we can help with an invoicing system and invoice monitoring and validation, as well as setting up incentive processes.

We will help you assess contract performance risks and apportion risk management between your organization and your contractor(s), while also supporting you in setting up a supplier development program to sort suppliers, identify the best targets for supplier relationship management, and manage relationships with suppliers.


Contract Management Benchmarking

Our extensive experience delivering public sector and commercial category management enables us to provide operational, strategic and organizational benchmarking of your organization against the best practices of companies and agencies that have employed the approach over the past 30 years.

We have expertise in running procurement shared services organizations and implementing category management programs in global corporations in aviation, insurance, and other industries. This broad expertise well prepares us to identify and suggest paths to achieving best practice-performance in federal organizations.

Further, we can support successful category management implementation using the techniques, governance processes and supplier and market intelligence acquired by executing it in large, complex government and commercial settings.

Subject matter expertise is what separates merely instructive benchmarking from studies that provide practical, applicable practices and frameworks for delivery and execution. ASI brings to our benchmarking engagements the most experienced public sector category management subject matter experts in the world and network partners who are benchmarking specialists for Fortune 500 firms.

Training

Introduction

Winning teams and winning militaries train how they fight.

ASI believes federal professionals should do the same, so we train using simulations and real-world scenarios. In a business world of just-in-time delivery, agile everything, interactivity, video, same-hour delivery and digital everything, learning should come in every form, flavor and shape.

Take ASI’s Digital IT Acquisition Professional Training & Development Program, for example. Our team with ICF International won the work by taking top honors in a $360,000 challenge contest run by the Office of Federal Procurement Policy and the U.S. Digital Service (USDS).

The goal was to prepare procurement professionals to embed with USDS teams as business advisers and to expand government-wide digital buying expertise.

The government was explicit: Give us innovative training to “foster transformative change in the federal acquisition culture.”

So we did.

With our teammate ICF International we designed and delivered a six-month class mirrored on agile software development, delivered through an online portal using simulations, games video, and virtual discussion. The course evolved with the students’ needs and engaged participants with a live team assignment.

We bring the same energy, passion, interactivity, and engagement with students to all of our 22 courses taught by career acquisition and program/project management professionals.

We believe in cutting-edge learning methods, but also deeply experienced instructors. On average, our faculty members bring decades of acquisition and program/project management experience into the classroom. At the same time, they leverage ASI’s award-winning resources and proven methodologies.

We’ve helped more than 13,000 federal professionals learn to better address government’s critical challenges.

With our programs, agencies:

  • Receive training customized for their unique goals
  • Achieve federal acquisition certification
  • Strengthen acquisition and program management skills, effectiveness and productivity
  • Get the insights of top acquisition and program/project management instructors
  • Learn proven methods based on real-world experience

ASI’s customized Applied Learning classroom training brings your staff high-touch, high-quality at your location, and at your team’s pace. These are affordable, “brown bag,” just-in-time learning opportunities, coached by seasoned acquisition professionals and structured around two- to three-hour sessions.

Courses are taught once a week, once a month, once a quarter, or as needed through the life of a major acquisition. Each topic is customized to include your agency’s policies, procedures, and practices. You simply select the number of modules, the topics, and the frequency.
We do the rest.

ASI Delivers

The White House wanted transformational change in procurement culture.

ASI provided agile, evolving, game-based, online, hands-on, immersive training for a new digital buying corps.

ASI and ICF International teamed to create the new six-month Digital IT Acquisition Professional Training & Development Program (DITAP) for OMB, USDS and GSA. Piloted in 2016, it produced 30 graduates who’ve already gone on to make visible improvements in their agencies and to join government’s most advanced digital services teams.

DITAP mixes classroom and virtual classwork on open-source portal accessible 24-7 by mobile devices. Recognizing that people learn in different ways, the portal features simulations, games, readings, visual and audio media, role playing, virtual forums and discussion boards.

The program imitates the agile software development approach that its graduates will buy. New course material comes in two-week iterations combined into four-week releases. The users — students, their peers, faculty and stakeholders —give continuous feedback and the course is adjusted on the fly.

Materials and requirements evolve and adapt too, based on participants’ needs and technology that’s changing at the speed of Moore’s law. Learning by doing in a real-world scenario is a DITAP cornerstone. Each student team completes a live digital service assignment, such as drafting a request for proposals for a digital services team or establishing a digital services government-wide, blanket-purchase agreement.

Students work in cohorts that become a support network when they return to their agencies. Participants collaborate with their supervisors, mentors, faculty and the agency owners of their live assignments throughout the course. Graduates are expected to mentor future classes, champion the program to attract future participants and continue to share best practices.

Graduates have gone on to work with the Federal Emergency Management Agency (FEMA) to modernize the National Insurance Flood Program. Another team developed an open source market research hub to facilitate collaboration between agencies and new entrants to the government marketplace. Several graduates of the program have been hired by USDS or the General Services Administration’s 18F to help implement specific digital services programs across government.

Start Training Today

Contact the ASI Training Institute to discuss your training needs.

1-703-253-6300
training@asigovt.com

Training Courses

Join more than 13,000 federal professionals who we’ve helped to learn to better address government’s critical challenges.

  • Training customized for your goals
  • Federal acquisition certification.
  • Acquisition and program management skills, effectiveness and productivity.
  • Insights from top acquisition and program/project management instructors.
  • Tested teaching methods and real-world experience.
  • Classroom training at your location, at your team’s pace.
  • “Brown bag,” just-in-time learning in two- to three-hour sessions.
  • Once a week, once a month, once a quarter, or as needed through the life of a major acquisition.
  • Your agency’s policies, procedures, and practices.

Just select the number of modules, topics and frequency. We do the rest.

ASI’s customized Applied Learning classroom training brings your staff high-touch, high-quality at your location, and at your team’s pace. These are affordable, “brown bag,” just-in-time learning opportunities, coached by seasoned acquisition professionals and structured around two- to three-hour sessions.

Courses are taught once a week, once a month, once a quarter, or as needed through the life of a major acquisition. Each topic is customized to include your agency’s policies, procedures, and practices. You simply select the number of modules, the topics, and the frequency.
We do the rest.

The Seven Steps to Performance-Based Acquisition
Course Number: PBA501/PBA230
Duration: 3 days
Credit: 2.1 CEUs, 21 CLPs, 21 PDUs

Our Seven Steps to Performance-Based Acquisition™ course gives acquisition professionals the knowledge and tools needed to plan and award performance-based contracts using a Statement of Objectives approach.

We teach a seven-step process to develop a performance-based acquisition structured around the desired outcome:

  • Step 1 – Establish the Integrated Project Team
  • Step 2 – Define the Need and Conduct Market Research
  • Step 3 – Develop the Statement of Objectives
  • Step 4 – Develop the Competitive Pool
  • Step 5 – Conduct Due Diligence
  • Step 6 – Select the Best Solution
  • Step 7 – Deliver Results through Partnership

Course Syllabus

We teach a training curriculum designed to enable students to achieve key learning objectives. Upon completion of this course, you should be able to:

  • Describe the purpose and benefits of Performance-Based Acquisitions.
  • Differentiate the the performance-based process from more traditional approaches.
  • Define the steps necessary to develop a Statement of Objectives (SOO) and Performance Work Statement (PWS).
  • Describe the methodologies and processes used in each of the Seven Steps.

Agenda

Day 1

  • Step 1: Establish the Integrated Project Team
    • Exercise 1: Understanding Team Principles
  • Step 2: Define the Need and Conduct Market Research
    • Exercise 2: State the Objectives
    • Exercise 3: Define Success
    • Exercise 4: Define Intended Results
    • Exercise 5: Market Research

Day 2

  • Step 3: Develop the Statement of Objectives
    • Exercise 6: Develop a Statement of Objectives
  • Step 4: Develop the Competitive Pool
  • Step 5: Conduct Due Diligence

Day 3

  • Step 6: Select the Best Solution
    • Exercise 7: Select the Best Solution
    • Exercise 8: A Review
    • Exercise 9: Further Review
    • Exercise 10: Awarding the Contract
  • Step 7: Deliver Results Through Partnership
    • Exercise 11: Deliver Results Through Partnership
  • Course Summary, Test, and Evaluations

Target Audience

  • Contract Specialists and Contracting Officers
  • Contracting Officer’s Representatives (CORs) and COR candidates
  • Program and Project Managers
  • Acquisition and Contracting Professionals
  • Any member of the Acquisition Team. As defined by FAR 1.102(c), the Acquisition Team consists of all participants in government acquisition including not only representatives of the technical, supply, and procurement communities but also the customers they serve and the contractors who provide the products and services

Course Customization for Your Organization

To increase the lasting value from our training, we will offer students the opportunity to provide up to three Statements of Work to our training coordinator two weeks prior to the start of each training event.

We will use these real-life acquisition requirements to help class participants develop a Statement of Objectives (SOO) in facilitated teamwork sessions.

These performance-based competencies can be applied immediately to the student’s existing and future acquisition challenges.

Start Training Today

Contact the ASI Training Institute to discuss your training needs.

1-703-253-6300
training@asigovt.com

The Six Disciplines of Performance-Based Project Management™
Course Number: PBM501/PBM220
Duration: 2 days
Credit: 1.3 CEUs, 13 CLPs, 13 PDUs

Contract award is only the beginning. The true success of the overall acquisition process is measured by how well a solution is deployed and how the overall mission of an organization is accomplished.

Performance-based management represents a significant departure from how government agencies currently manage contract performance. Traditionally, agencies have focused on process management as the means for overseeing their contractors.

The transition from a performance-based contract award to performance-based management requires additional skills and disciplined processes and procedures.

The Six Disciplines of Performance-Based Project Management™ course focuses on the final step, Deliver Results Through Partnership, of our Seven Steps to Performance-Based Acquisition™ course, and it addresses the many differences between performance-based management and traditional compliance-based contract management.

Course Syllabus

We teach a training curriculum designed to enable students to achieve the following key learning objectives. Upon completion of this course, you should be able to:

  • Differentiate between managing a traditional contract and a performance-based contract.
  • Identify the relationship of the Six Disciplines to the three post-award phases of Plan, Monitor & Measure, and Evaluate & Adjust.
  • Utilize the Six Disciplines methodology to manage a project in a performance-based environment.

Agenda

Day 1

  • PBPM Overview and Phases
  • Cultural Transformation
    • Exercise 1: Team Building
  • Strategic Linkage
    • Exercise 2: Strategic Linkage
  • Governance

Day 2

  • Communication
    • Exercise 3: Governance and Communication
  • Risk Management
    • Exercise 4: Risk Management
  • Performance-Monitoring
    • Exercise 5: Review and Action
  • Course Summary, Test, and Evaluations

Target Audience

  • Contracting Officer’s Representatives (CORs) and COR candidates
  • Program and Project Managers
  • Managers
  • Quality Assurance Specialists

Start Training Today

Contact the ASI Training Institute to discuss your training needs.

1-703-253-6300
training@asigovt.com

The Fundamentals of Best Value/Trade-off Source Selection
Course Number: BVS500/BVS23
Duration: 3 days
Credit: 2.1 CEUs, 21 CLPs, 21 PDUs

Selecting the right contractor is critical to the overall acquisition process and the organization achieving their goals, objectives and ultimately their mission. Our Fundamentals of Best Value/Tradeoff Source Selection course gives acquisition professionals the knowledge and tools needed to successfully complete a source selection in a performance-based acquisition using best value, trade-off analysis.

In addition to lecture and promoting class discussions to understand source selection theory, laws and regulations, our course is very hands-on so students get the all-important practical individual and team experience in conducting GAO case study analysis, exercises, an actual proposal evaluation, and making a best value, trade-off award decision.

Critical to today’s environment, students also will learn, understand and practice how the evaluation process in a performance-based acquisition differs compared to a traditional acquisition. They will also understand and develop key evaluation discriminators in performance-based buying and develop documents to include hands-on drafting of a Source Selection Decision Document.

Course Syllabus

Upon completion of this course, the student should be able to:

  • Identify the source selection team structure and define roles and responsibilities.
  • Develop source selection evaluation factors that tie to the objectives and Instructions to Offerors (ITOs).
  • Develop and apply effective source selection evaluation criteria.
  • Recognize the process and benefits associated with accomplishing a competitive range determination.
  • Recognize the subjective nature of a trade-off, best value decision.
  • Identify the key aspects of documenting the award decision.
  • Describe the benefits and process of conducting pre- and post-award debriefings.

Agenda

Day 1

  • Module 1: The Team
    • Exercise 1: The Blizzard
  • Module 2: Market Research, Acquisition Planning and Documentation
    • Exercise 2: Market Research
  • Module 3: Developing Requirements
    • Exercise 3: Developing Objectives

Day 2

  • Module 4: Developing an Effective Competitive Pool
  • Module 5: Developing Effective Evaluation Criteria and Instructions to Offerors
    • Exercise 4: GAO Case Study
    • Exercise 5: Develop Evaluation Criteria
  • Module 6: Conducting Due Diligence
  • Module 7: Evaluations and Proposals
    • Exercise 6: GAO Case Study

Day 3

  • Exercise 7: Evaluating Proposals
  • Module 8: Making the Trade-off, Best Value Decision
    • Exercise 8: Trade-off Decision
  • Module 9: Conducting Effective Debriefings
  • Module 10: Post-Award Activities
    • Course Summary, Test, and Evaluations
  • Module 7: Evaluations and Proposals
    • Exercise 6: GAO Case Study

Target Audience

  • Contracting Officer’s Representatives (CORs)
  • Contract Specialists and Contracting Officers
  • Program and Project Managers
  • Acquisition and Contracting Professionals
  • Any member of the Acquisition Team. As defined by FAR 1.102(c), the Acquisition Team consists of all participants in government acquisition including not only representatives of the technical, supply, and procurement communities but also the customers they serve and the contractors who provide the products and services.

Course Customization for Your Organization

To increase the lasting value from our training, we will tailor the course to include the mandatory requirements of your agency. In addition, we will offer the client an opportunity to provide up to three real-life requirements documents (SOO, SOW, or PWS) to our training coordinator two weeks prior to the start of the training event. We will use these real-life acquisition requirements to help class participants develop evaluation factors and criteria and make a best value trade-off decision. These competencies can be applied immediately to the student’s existing and future acquisition challenges.

Start Training Today

Contact the ASI Training Institute to discuss your training needs.

1-703-253-6300
training@asigovt.com

The Mission-Centric Contracting Officer’s Representative
(COR): Level II Course
Course Number: COR500/COR250
Duration: 5 days
Credit: 4.0 CEUs, 40 CLPs, 40 PDUs, FAC-COR Level II

At no time in history has so much attention been paid to federal acquisitions and the acquisition profession. As budgets continue to remain flat and agency requirements continue to escalate, the acquisition workforce faces its most daunting challenges. “Doing more with less,” the mantra of the last decade, requires all acquisition professionals to work smarter and to plan for succession as experienced project/program managers retire from the workforce.

The integrated project team (IPT) must know its purpose, and without taking risky shortcuts, must ensure that mission-critical services and products are acquired in a timely manner. The best solution is usually the one with the least risk and the best value price, ensuring that the selected contractor understands the agency need and is willing to be a valued business partner.

The individual who works with the contractor on a day-to-day basis is the Contracting Officer’s Representative (COR). It is the COR who is responsible for making certain that technical requirements of the work are understood by the contractor, and that all work performed conforms to the terms and conditions of the contract.

In an effort to professionalize the acquisition workforce, the Federal Acquisition Institute (FAI) has developed a number of competencies and capabilities required for today’s CORs. There is both a training requirement and a certification requirement for CORs, and on-going training requirements once the certification has been granted. The goal is to have educated CORs make sound business decisions, working closely with Contracting Officers (COs) and contractors, to ensure mission results are achieved.

Course Description

This class will include everything today’s COR needs to know and understand prior to accepting the attending responsibilities. This course includes eight modules of training, each of which is based on the Office of Federal Procurement Policy’s (OFPP’s) and Federal Acquisition Institute’s September 2011 FAC-COR Level II certification requirements.

The text will focus on both business and technical knowledge and required competencies; some of the competencies are “soft skills,” which OFPP recognizes as essential for success. Each module contains course content, discussion questions, exercises, exhibits and references. During this course, students will participate in highly interactive discussions, exercises, and case study reviews.

These activities combined will educate CORs to make sound business decisions, working closely with their Contracting Officers (COs) and contractors, to ensure mission results are achieved. Additionally, various forms, templates, and reference materials have been combined into a COR Handbook to be utilized during class and on the job.

Course Syllabus

After successful completion of this training course, the student will be able to:

  • Analyze the significant role of the COR as the principal liaison between the contractor and the CO.
  • Apply key aspects of your duties throughout the acquisition life cycle, from pre-award activities to contract management and closeout.
  • Assess the legal and mission-centric considerations that apply in performing your duties.
  • Demonstrate the COR business and technical competency skills in performing your duties.
  • Describe the training requirements for obtaining and maintaining your Federal Acquisition Certification (FAC) for CORs.

Day 1

  • Orientation and Introduction
  • Module 1: The Role of a Contracting Officer’s Representative (COR) in Acquisitions for the 21st Century
  • Module 2: Pre-Award Role and Responsibilities of the COR
    • Team Exercise 1
    • Team Exercise 2

Day 2

  • Module 3: The Acquisition Process, From Planning to Contract Award
    • Team Exercise 3
    • Team Exercise 4
  • Module 4: Ethics, Conflicts of Interest and Procurement Integrity

Day 3

  • Module 5: Current Trends: Competitive Sourcing, Strategic Sourcing, Performance-Based Acquisition (PBA)
    • Team Exercise 5
    • Team Exercise 6
  • Module 6: Specialized Acquisition Methods

Day 4

  • Module 7: Performance Measurement and Management of COR Duties Team Exercise 7
    • Team Exercise 8
    • Team Exercise 9

Day 5

  • Module 8: Contract Completion, Termination and Close-Out
    • Team Exercise 10
  • Course Summary, Test, and Evaluations

Target Audience

  • Contracting Officer’s Representatives (COR) and COR Level II candidates
  • Contract Specialists and Contracting Officers
  • Program and Project Managers
  • Acquisition Professionals
  • Members of the Acquisition Team. As defined by FAR 1.102(c): The Acquisition Team consists of all participants in Government acquisition including not only representatives of the technical, supply, and procurement communities but also the customers they serve, and contractors who provide the products and services

Course Customization for Your Organization

To increase the lasting value from our training, we offer the client an opportunity to customize the course so class participants can immediately apply what they learn to their work environment. ASI will customize the course in the following ways:

  • Websites/Resources in Modules: Additional links can be added, such as PDFs or organization websites
  • Exercises (these may be customized by providing an SOW from the organization to use as the case study)
The COR handbook that accompanies our COR participant guide can be customized to include your organization’s templates.

Examples of documents included in the handbook include:

  • IGCE template for services, non-disclosure agreements
  • Due Diligence Instructions
  • Sample QASP
  • Service Level Agreements

Start Training Today

Contact the ASI Training Institute to discuss your training needs.

1-703-253-6300
training@asigovt.com

Contracting Officer’s Representative (COR) Basics: Level I Course
Course Number: COR210
Duration: 1 day
Credit: .8 CEUs, 8 CLPs, FAC-COR Level I

At no time in history has so much attention been paid to federal acquisitions and the acquisition profession. As budgets continue to remain flat and agency requirements continue to escalate, the acquisition workforce faces its most daunting challenges. “Doing more with less,” the mantra of the last decade, requires all acquisition professionals to work smarter, and to plan for succession as experienced project/program managers retire from the workforce.

The integrated project team (IPT) must know its purpose, and without taking risky shortcuts, must ensure that mission- critical services and products are acquired in a timely manner. The best solution is usually the one with the least risk and the best value price, ensuring that the selected contractor understands the agency need and is willing to be a valued business partner.
The individual who works with the contractor on a day-to-day basis is the Contracting Officer’s Representative (COR).

It is the COR who is responsible for making certain that technical requirements of the work are understood by the contractor, and that all work performed conforms to the terms and conditions of the contract.

In an effort to professionalize the acquisition workforce, the Federal Acquisition Institute (FAI) has developed a number of competencies and capabilities required for today’s CORs. There is both a training requirement and a certification requirement for first-time CORs, and on-going training requirements once the certification has been granted. The goal is to have educated CORs make sound business decisions, working closely with Contracting Officers (COs) and contractors, to ensure mission results are achieved.

Course Description

This course includes nine modules of training, each of which is part of the Office of Federal Procurement Policy (OFPP) and Federal Acquisition Institute’s September 2011 FAC-COR training requirements. The text will focus on teaching both business and technical knowledge and required competencies; some of the competencies are “soft skills,” which OFPP recognizes as essential for success. This course was also designed for annual COR refresher training requirements.

This class will include everything today’s COR needs to know and understand prior to accepting the attending responsibilities. This text is a desk guide that will be a resource-rich source of information. This refresher course should bring you up to speed with current acquisition trends, as well as growing expectations of the COR.

Course Syllabus

Upon completion of this course, the student will be able to:

  • Recognize the significant role of the COR as the principal liaison between the contractor and the Contracting Officer (CO).
  • Identify the legal and mission-centric implications of your responsibilities.
  • Identify your duties throughout the acquisition life cycle, from pre-award activities to contract management and closeout.
  • Recognize the training requirements to obtain and maintain your Federal Acquisition Certification (FAC).

Agenda

  • Orientation and Introduction
  • Module 1-3: The Current Acquisition Environment, Acquisition Planning, the Importance of Market Research
    • Exercise 1: Acquisition Planning
    • Exercise 2: Team Exercise
  • Module 4-6: Best Value Source Selection, Performance-Based Acquisition (PBA), Performance Management
    • Exercise 3: Best Value Exercise
  • Module 7-8: Risk Management, Earned-Value Management (EVM)
    • Exercise 4: Team Exercise
  • Module 9: Tracking Various Types of Funding
  • Course Summary, Test, and Evaluations

Target Audience

  • Contracting Officer’s Representatives (CORs)
  • Contract Specialists and Contracting Officers
  • Program and Project Managers
  • Acquisition Professionals; and
  • Any member of the Acquisition Team. As defined by FAR 1.102(c): The Acquisition Team consists of all participants in government acquisition including not only representatives of the technical, supply, and procurement communities but also the customers they serve, and the contractors who provide the products and services.

Course Customization for Your Organization

To increase the lasting value from our training, we offer the client an opportunity to customize the course so class participants can immediately apply what they learn to their work environment. ASI will customize the course in the following ways:

  • Websites/Resources in Modules: Additional links can be added, such as PDFs or organization websites.
  • Exercises (these may be customized by providing an SOW from the organization to use as the case study).
  • Examples of documents specific to your organizations, such as:
    • IGCE templates
    • Due Diligence Instructions
    • Sample QASP
    • Property Disposition Letter
    • Inventory Disposal Letter
    • Standard Contractor Performance Report
    • Technical Evaluation Panel and other standard forms

Start Training Today

Contact the ASI Training Institute to discuss your training needs.

1-703-253-6300
training@asigovt.com

Contracting Officer’s Representative (COR) Advanced Course
Course Number: COR320 D
Duration: 2 days
Credit: 1.4 CEUs, 14 CLPs, 14 PDUs

The individual who works with the contractor on a day-to-day basis is the Contracting Officer’s Representative (COR). It is the COR who is responsible for making certain that the technical requirements of the work are understood by the contractor and that all work performed conforms to the terms and conditions of the contract. This class will address the critical role of the COR and the competencies and training that facilitate performing effectively in that role. The course focuses on and provides practical application of the skills the COR needs throughout the acquisition life cycle, from planning and other pre-award activities, though selecting the right contractor, through contract administration and closeout.

Course Syllabus

Upon completion of this course, you should be able to:

  • Describe the significant role the COR plays as the principal liaison between the contractor and the Contracting Officer (CO)
  • Identify the COR’s duties throughout the acquisition life cycle, from pre-award activities to contract closeout
  • Describe the training requirements to obtain and maintain your Federal Acquisition Certification for CORs (FAC-COR)

Agenda

Day 1

  • The Current Acquisition Environment
  • Acquisition Strategy and Planning
    • Team Exercise: Acquisition Planning
  • Market Research
    • Team Exercise: Market Research Questions
  • Cost Estimating
    • Team Exercise: Develop an IGCE
  • Contracting and Requirements
  • Best Value Source Selection
    • Team Exercise: Recommending Best Value Award

Day 2

  • Performance Management
    • Team Exercise: Measuring Performance
  • Risk Management
    • Team Exercise: Identifying and Managing Risks
  • Contract Administration
  • Contract Modification, Completion, Termination and Closeout
    • Team Exercise: Contract Closeout To Do List
  • Course Summary, Test, and Evaluations

Target Audience

  • Contracting Officer’s Representatives (COR) and COR Level III candidates;
  • Contract Specialists and Contracting Officers;
  • Program and Project Managers;
  • Acquisition Professionals; and
  • Any member of the Acquisition Team. As defined by FAR 1.102(c): The Acquisition Team consists of all participants in Government acquisition including not only representatives of the technical, supply, and procurement communities but also the customers they serve, and the contractors who provide the products and services.

Course Customization for Your Organization

To increase the lasting value from our training, we offer the client an opportunity to customize the course so class participants can more immediately apply what they learn to their work environment. ASI will customize the course in the following ways:

  • Websites/Resources in Modules: Additional links to websites and resources specific to the client organization can be incorporated.
  • Exercises: Exercises may be customized by identifying skills and areas of focus the client would like to reinforce through practice opportunities.

Start Training Today

Contact the ASI Training Institute to discuss your training needs.

1-703-253-6300
training@asigovt.com

The Essential Elements of Earned Value Management
Course Number: EVM500/EVM 220 (EVM-101/BCF-102)
Duration: 2 days
Credit: 1.4 CEUs, 14 CLPs, 14 PDUs

We have designed our Essential Elements of Earned Value Management™ course to teach the fundamentals of EVM and the skills to implement EVM successfully. We focus on the roles and methodologies that are crucial for today’s acquisition professionals and address the Office of Management and Budget (OMB) policies that establish requirements for managing cost, schedule, and performance thresholds.

This highly interactive and engaging two-day course is designed to give government managers and contracting professionals a holistic view of the methodology behind the formulas. Students will come away with a thorough understanding of how establishing project scope and baselines supports the vital process of continuous contract performance management.

Designed especially for Contracting Officers and CORs involved in planning, negotiating, and managing complex contracts, the course makes EVM clear and ready to apply. You’ll learn the practical step-by-step approach for using EVM to manage acquisition projects, sustain the performance measurement baseline, and make better business decisions.

Course Syllabus

This class describes the roles, responsibilities, and steps needed to successfully implement EVM in acquisitions. The ASI Government EVM Framework expands traditional project management processes by explaining the relationships between the contracting life cycle and project execution. Acquisition and program/project management professionals will understand their roles in performing an Integrated Baseline Review (IBR), validating the EVM system, conducting EVM system surveillance, gathering EVM data, and performing a six-step data analysis process to determine program status.

The course is focused heavily on the language and intent of ANSI/EIA Standard 748-C and Office of Management and Budget (OMB) policy and guidance. Government acquisition and program/project management professionals will learn how the essential elements, as described in the ASI Government EVM Framework, will enable them to implement EVM in their programs.

After successful completion of this training course, the student will be able to:

  • Describe the fundamentals of Earned Value Management (EVM), to include policies and guidance, as it could/should apply to his or her program
  • Incorporate EVM requirements into his or her project or program
  • Plan and implement projects using EVM processes
  • Analyze EV data to manage his or her projects and sustain the PMB
  • Explain how EVM data can be translated into useable management information

Agenda

Day 1

  • Class Orientation
  • Module 1: Fundamentals of Earned Value Management
  • Exercise 1: EV Basics
  • Module 2: Incorporating EVM Requirements into Contracts
  • Exercise 2: Incorporating EVM Requirements into Contracts

Day 2

  • Module 3: Planning the Work
  • Exercise 3: “The Fence” Part 1
  • Exercise 4: “The Fence” Part 2
    • Module 4: Execute the Plan and Maintain the PMB
    • Module 5: Translating EVM Data into Actionable Management Information
  • Exercise 5: Analysis Part A
  • Exercise 6: Analysis Part B
  • Exercise 7: Analysis Part C
  • Course Summary, Test, and Evaluations

Target Audience

  • Contracting Officer’s Representative (COR) and COR Candidates
  • Contract Specialists and Contracting Officers
  • Program and Project Managers and Acquisition Professionals

Course Customization for Your Organization

To increase the lasting value from our training, we offer the client an opportunity to customize our Essential Elements of Earned Value Management course, case studies and exercises, so class participants can immediately apply what they learn to their work environment.

Start Training Today

Contact the ASI Training Institute to discuss your training needs.

1-703-253-6300
training@asigovt.com

Conducting Effective Market Research™
Course Number: MKT500/MKT210
Duration: 1 day
Credit: .7 CEUs, 7 CLPs, 7 PDUs

Effective market research and planning is the key to mission success; it is necessary to successfully target the appropriate marketplace and structure program objectives in a way that takes full advantage of commercial best practices, metrics, and incentives. We present the best techniques for gathering important market information.

Unexpected and valuable information often comes to light when performing market research. Our training reflects the best practices gained from our real-world experience in conducting market research. Our course provides the skills necessary to plan, execute, and document a successful market research effort.

ASI Government’s Conducting Effective Market Research™ course includes some lecture to convey the concepts and policies related to conducting market research. However, our approach is designed to foster lasting learning by helping students to put theory into practice immediately, through an interactive training experience that includes a number of real-world, practical, hands-on exercises.

Our course focuses on how market research efforts can provide meaningful data to support individual acquisition strategies. Our training will be tailored to specific projects under current development within the student’s agency and will include practical exercises in performing market research.

Course Syllabus

After successful completion of this training course, the student will be able to:

  • Describe the market research process.
  • Recognize how good market research can help in developing a sound acquisition strategy.
  • Utilize various market research tools and techniques.
  • Develop a market research plan and understand the significance of the market research report.
  • Identify the Do’s and Don’ts of one-on-one market research sessions.

Agenda

  • Introduction to Market Research
  • Hands-On Internet Research
    • Exercise 1: Researching the Market
  • Develop a Market Research Plan
    • Exercise 2: Market Research Discussions
  • Prepare Sample Questions
  • Conduct a Mock Market Research Session
    • Exercise 3: Role-Playing
  • Course Summary, Test, and Evaluations

Target Audience

We target our Conducting Effective Market Research™ course, as we do all our training, to the entire acquisition team: the contracting, technical, and program management personnel who must work together effectively to accomplish the agency’s acquisition objectives. This includes:

  • Contracting Officer’s Representatives (COR) and COR candidates
  • Contract Specialists and Contracting Officers
  • Acquisition and Contract Professionals
  • Any member of the Acquisition Team. As defined by FAR 1.102(c), the Acquisition Team consists of all participants in government acquisition, including not only representatives of the technical, supply, and procurement communities but also the customers they serve and the contractors who provide the products and services.

Course Customization for Your Organization

To increase the lasting value from our training, we will use your real-life acquisition requirements to help class participants develop market research solutions in a facilitated session using the Web. These market research competencies can be applied immediately to the students’ existing and future acquisition challenges.

Start Training Today

Contact the ASI Training Institute to discuss your training needs.

1-703-253-6300
training@asigovt.com

Contract Negotiations: The Art and Science of the Deal
Course Number: NEG500/NEG220
Duration: 2 days
Credit: 1.6 CEUs, 16 CLPs, 16 PDUs

While more and more business transactions are conducted via electronic means, including e-marketplaces, e-catalogs, and e-auctions, the majority of the dollars are still spent in relatively few large, complex, negotiated deals: the vital, few; the trivial, many. While all business deals are important, some are clearly more important than others. For both buyers and sellers, ensuring you get the most favorable outcome from each big deal is critical to the success of your organization.

This two-day highly interactive course provides a comprehensive treatment of contract negotiations, including planning, conducting, and documenting the deal. The course provides skill assessment tools, case studies, exercises, and more than 100 proven best practices – strategies and techniques to become a master contract negotiator. The course offers a simple, yet highly effective process approach with forms and tools to guide the planning and executing of a successful negotiation.

Course Syllabus

Upon completion of this course, the student should be able to:

  • Recognize the strategies, tactics, and counter tactics to achieve success in contract negotiations.
  • Apply best practices for contract negotiation planning, contract negotiation documenting, and contract negotiation.
  • Utilize the five critical components for creating a successful performance-based acquisition (PBA).

Agenda

Day 1

  • Module 1: The New Performance-Based & Selling Environment
    • The World We Live In!
    • Exercise 1: Performance-Based and Selling Environment
  • Module 2: Contract Negotiation Competencies: Skills to Win!
    • Exercise 2: Negotiation Skills
  • Module 3: The Contract Negotiation Process
  • Module 4: Planning Contract Negotiations: People, Tools and Best Practices
    • Exercise 3: Negotiating
    • Case Study: Negotiation Planning
  • Module 5: Planning Contract Negotiations: Strategies, Tactics and Counter-Tactics
    • Exercise 4: Planning Contract Negotiations
  • Module 6: Conducting Contract Negotiations: Building Relationships and Successful
  • Outcomes
    • Team Exercise: Let’s Make a Deal
    • Debrief and Discussion

Day 2

  • Module 7: Forming and Documenting the Right Performance-Based Contract (PBC)
    • Exercise 6: Forming and Documenting
    • Case Study: To Begin or Not to Begin
  • Module 8: U.S. Federal Government Contract Negotiations Best Practices
  • Module 9: U.S. Commercial Contract Negotiations Best Practices
    • Exercise 7: Best Practices for Negotiations
  • Course Summary, Test, and Evaluations

Target Audience

  • Contracting Directors
  • Contract Specialists and Contracting Officers
  • Acquisition and Contract Professionals

Start Training Today

Contact the ASI Training Institute to discuss your training needs.

1-703-253-6300
training@asigovt.com

Requirements Writing Workshop: PWS and QASP
Course Number: PWS500/PWS220
Duration: 2 days
Credit: 1.3 CEUs, 13 CLPs, 13 PDUs

Writing a Performance Work Statement (PWS) is a critical step in describing the government’s needs, objectives, and constraints. It is step three of our seven-step process to develop a performance-based acquisition structured around the desired outcome. The PWS is a straightforward presentation of all the critical information that contractors will need to develop their best strategy to assure that the government’s outcomes are achieved.

Another critical document is the Quality Assurance Surveillance Plan (QASP). A QASP documents how the contract will be monitored and is critical to ensuring the following:

  • Systematic quality assurance methods are used in the administration of the performance-based contract.
  • The contractor performs in accordance with performance measures and metrics set forth in the contract documents.
  • The government receives the quality of services called for in the contract.
  • The government only pays for the acceptable level of services received.
ASI Government brings to the classroom the most current and useful acquisition knowledge. In our consulting business, ASI Government works side-by-side with many federal agencies in developing and executing performance-based solutions to solve their acquisition challenges—we are with our clients every step of the way. These real-life lessons become part of the learning environment that we create in the classroom. Our goal is to help the acquisition workforce improve program performance.

This interactive, hands-on training workshop will teach participants the tools and techniques necessary to develop a Performance Work Statement (PWS) and a Quality Assurance Surveillance Plan (QASP). During this workshop, students will work in groups on the development of a PWS and QASP based on a case study. The course provides background information on the PWS and QASP, along with multiple exercises based on the case study. The main focus of this workshop is group work with hands-on activities and open class discussions. The participants will be provided with samples and reference materials and allowed many opportunities to participate and ask questions of the instructor based on real situations the participants may have experienced.

Course Syllabus

After successful completion of this training course, the student will be able to:

  • Define Performance-Based Acquisition (PBA) and recognize its importance to development of a PWS and Quality
  • Assurance Surveillance Plan (QASP)
  • Differentiate between the types of requirements documents, with a focus on preparing a PWS
  • Recognize the critical nature of the requirements document
  • Describe the process of developing a PWS and QASP
  • Develop the different parts of the PWS and QASP

Agenda

Day 1

  • Orientation and Introduction
  • PWS Overview
    • Team Exercise 1
  • Developing a PWS
    • Team Exercise 2
    • Team Exercise 3

Day 2

  • PWS Review: Questions and Answers Session
  • Practical Application
  • QASP: Understanding and Developing a QASP
    • Team Exercise 4
  • Course Summary, Test, and Evaluations

Target Audience

  • Contracting Officer’s Representative (COR) and COR candidates
  • Contract Specialists and Contracting Officers
  • Program and Project Managers
  • Acquisition and Contract Professionals
  • Any member of the Acquisition Team. As defined by FAR 1.102(c), the Acquisition Team consists of all participants in government acquisition, including not only representatives of the technical, supply, and procurement communities but also the customers they serve and the contractors who provide the products and services.

Course Customization for Your Organization

To increase the lasting value from our training, we offer students the opportunity to provide up to three Statements of Work to our training coordinator two weeks prior to the start of each training event. We will use these real-life acquisition requirements to help class participants develop a Performance Work Statement and a Quality Assurance Surveillance Plan in a facilitated teamwork session. These performance-based competencies can be applied immediately to the student’s existing and future acquisition challenges.

Start Training Today

Contact the ASI Training Institute to discuss your training needs.

1-703-253-6300
training@asigovt.com

Strategic Business Advisor
Course Number: SBA500/SBA220
Duration: 2 days
Credit: 1.3 CEUs, 13 CLPs, 13 PDUs

The role of the acquisition professional is shifting from that of the conventional process, risk-adverse contracting officer to results-oriented business advisor. This is more than just an elegant label. The traditional contracting officer may have fulfilled the organizational function of negotiating acquisition prices, reacting to the market’s supply, and managing the supplier base, but the business advisor is moving beyond that role and becoming a critical and integral part of the federal agency’s senior management staff.

In today’s complex business environment, all acquisition professionals must be well–versed in the tools, techniques, and processes of acquisition. ASI Government teaches appropriate application of essential tools to maximize program success. Our course is designed to bridge the gap between the “technical” acquisition specialist and a strategic business advisor. We focus on producing results, not following prescriptions—we leverage technical and market knowledge and skills to solve acquisition challenges that deliver exceptional results. We go beyond the CON courses to develop critical business skills.

This two-day course focuses on the need for and how contracting professionals can transition from a transaction-based, compliance oriented role to a highly valued strategic asset for the agencies they serve. It will also provide valuable insight into critical interpersonal skills, working in teams and team dynamics. Students will develop an understanding of the importance of the strategic business advisor role and responsibilities, learn techniques for the development of business acumen and interpersonal skills, and be provided with industry insights on how to achieve greater mission results through acquisition. The course includes a combination of lecture, case studies, and class exercises.

Course Syllabus

After successful completion of this training course, the student will be able to:

  • Recognize the significance of contracting to agency missions.
  • Define and understand the role of the strategic business advisor.
  • Develop business acumen.
  • Recognize the value of interpersonal skills.
  • Recognize the government-industry dynamic.
  • Identify ways to manage for results.

Agenda

Our course content is infused with knowledge gained from our consulting engagements, for which we apply our strategic business advisor skills to a variety of government projects.

Day1

  • Opening Remarks: The Foundation for Change and the Art of the Possible
  • Module 1: Defining the Role of the Strategic Business Advisor
    • Exercise 1: Business Advisor Definition
    • Exercise 2: Release the Budget?

Day 2

  • Module 2: Developing Business Acumen
  • Module 3: Building Interpersonal Skills
    • Exercise 3: Interpersonal Skills
  • Module 4: Providing Insights into Industry
  • Module 5: Managing for Results
    • Exercise 4: Risk Identification
  • Course Summary, Test, and Evaluations

Target Audience

  • Contract Specialists and Contracting Officers
  • Program and Project Managers
  • Acquisition Professionals
  • Managers
  • Any member of the Acquisition Team. As defined by FAR 1.102(c), the Acquisition Team consists of all participants in government acquisition, including not only representatives of the technical, supply, and procurement communities but also the customers they serve and the contractors who provide the products and services.

Start Training Today

Contact the ASI Training Institute to discuss your training needs.

1-703-253-6300
training@asigovt.com

Requirements Writing Workshop: SOO, PWS and SOW
Course Number: REQ230
Duration: 3 days
Credit: 2.1 CEUs, 21 CLPs, 21 PDUs
Course Number: REQ220
Duration: 2 days
Credit: 1.4 CEUs, 14 CLPs, 14 PDUs

A requirements document conveys the work to be performed under the contract to the contractor. The requirements document can be in the form of a performance-based Statement of Objectives (SOO), a performance-based Performance Work Statement (PWS) or a prescriptive Statement of Work (SOW). While it is often assumed that the program office involved in an upcoming acquisition can define its requirements, too often that is not the case. Contracting professionals need to understand how to draw out those requirements from program personnel and how to use those requirements as the basis for a new competitive solicitation.

Over the past decade, federal acquisitions have been moving more and more towards a performance-based approach using either a SOO or PWS where the desired objectives, goals or results are stated. The contractor’s performance is measured under a Quality Assurance Surveillance Plan (QASP), and the detailed means and methods of doing the work are left up to the contractor. For PBA applications, the government is interested in leveraging industry best practices, creativity and tailored solutions; agency requirements are communicated to contractors using instruments like the Statement of Objectives (SOO) and the Performance Work Statement (PWS). However, there are situations where the contractor should not be allowed the latitude of determining how to do the work. At those times, a SOW can provide the prescriptive details of how the work will be accomplished, including at times, stipulating the types of functional expertise the contractor will provide. Examples of these situations could be work related to medicine, security and safety.

ASI Government developed this interactive, hands-on training workshop to provide federal employees with working knowledge, practical tools and techniques helpful to developing the Performance Work Statement (PWS), Statement of Objectives (SOO), and Statement of Work (SOW). During this workshop, students will work in groups on the development of a SOO, PWS and SOW, based on a case study and the agency’s real-life requirements. The workshop provides background information on each requirements document along with multiple exercises based on the case studies. The main focus of this workshop is group work with hands-on activities and open class discussions. The participants will be provided with samples and reference materials, and allowed many opportunities to participate and ask questions of the instructor based on real situations the participants may have experienced.

Course Syllabus

Upon completion of this course, the student should be able to:

  • Differentiate between the types of requirements documents and how they are used for various types of procurements.
  • Recognize the critical nature of the requirements document.
  • Define Performance-Based Acquisition (PBA) and recognize its importance to the development of requirements, including the Quality Assurance Surveillance Plan (QASP).
  • Develop the different parts of a SOW.
  • Develop the different parts of the PWS and QASP.
  • Develop the different parts of a SOO and QASP.

3 Day Agenda

Our course content is infused with knowledge gained from our consulting engagements, for which we apply our requirements writing workshop skills to a variety of government projects.

Day 1

  • Introductions and Objectives of the Workshop
  • Requirements Documentation Overview
    • The Spectrum of requirements documents
    • When to use the different types of requirements documents
    • Where the requirements documents fit in the acquisition process
    • Current administration initiatives
  • Common Mistakes/Problems with SOWs; Typical Statement of Work Format, Development Process
  • SOW Development Writing Exercises
  • SOW Development Continuation
  • Summary

Day 2

  • Review Each Teams’ SOW
  • SOW Q&A Open Discussion Session
  • Overview of Performance-Based Acquisition (PBA)
  • Common Mistakes/Problems with PWS; Typical PWS Format and Development Process, QASP Format
  • PWS/QASP Development Exercises
  • PWS/QASP Development Continuation
  • Review Each Team’s PWS/QASP
  • Q&A Open Discussion Session

Day 3

  • Common Mistakes/Problems with SOO; Typical Format and Development Process
  • SOO/QASP Development Exercises
  • SOO/QASP Development Continuation
  • Review Each Teams’ SOO/QASP
  • SOO Q&A Open Discussion Session
  • Summary and Evaluations

2 Day Agenda

Our course content is infused with knowledge gained from our consulting engagements, for which we apply our requirements writing workshop skills to a variety of government projects.

Day 1

  • Introductions and Objectives of the Workshop
  • Requirements Documentation Overview
  • Common Mistakes/Problems with SOWs; Typical Statement of Work Format, Development Process
  • Begin SOW Development Writing Exercises
  • SOW Development Continuation
  • Review Each Teams’ SOW
  • SOW Q&A Open Discussion Session
  • Summary

Day 2

  • Overview of Performance-Based Acquisition (PBA)
  • Intro to PWS; Common Mistakes/Problems with PWS; Typical PWS Format and Development Process, QASP format
  • PWS/QASP Development Exercises
  • Review each teams’ PWS/QASP
  • Common mistakes/problems with SOO; typical format and development process
  • SOO/QASP Development
  • SOO Q&A open discussion session
  • Summary and Evaluations

Target Audience

  • Contract Specialists and Contracting Officers
  • Program and Project Managers
  • Acquisition Professionals
  • Managers
  • Any member of the Acquisition Team. As defined by FAR 1.102(c), the Acquisition Team consists of all participants in government acquisition, including not only representatives of the technical, supply, and procurement communities but also the customers they serve and the contractors who provide the products and services

Course Customization for Your Organization

To increase the lasting value from our training, we offer clients the opportunity to provide up to three real-life requirement documents to our training coordinator two weeks prior to the start of each training event. We will use these real-life acquisition requirements to help class participants select and develop the best requirements document for their needs developed in a facilitated teamwork session. These competencies can be applied immediately to the student’s existing and future acquisition challenges.

Start Training Today

Contact the ASI Training Institute to discuss your training needs.

1-703-253-6300
training@asigovt.com

Requirements Writing Workshop: Statement of Work
Course Number: SOW210
Duration: 1 day
Credit: .75 CEUs, 7.5 CLPs, 7.5 PDUs

A requirements document conveys the work to be performed under the contract to the contractor. The requirements document can be in the form of a performance-based Statement of Objectives (SOO), a performance-based Performance Work Statement (PWS) or a prescriptive Statement of Work (SOW).

Over the past decade, federal acquisitions have been moving more and more toward a performance-based approach using either a SOO or PWS where the desired objectives, goals or results are stated, the contractor’s performance is measured under a Quality Assurance Surveillance Plan (QASP), and the detailed means and methods of doing the work are left up to the contractor. However, there are situations where the contractor should not be allowed the latitude of determining how to do the work. At those times, a SOW can provide the prescriptive details of how the work will be accomplished, including, at times, stipulating the types of functional expertise the contractor will provide. Examples of these situations could be work related to medicine, security and safety.

ASI Government developed this interactive, hands-on training workshop to provide federal employees with working knowledge, practical tools and techniques helpful to developing that Statement of Work (SOW). During this workshop, students will work in groups on the development of a SOW based on a case study and the agency’s real-life requirements. The workshop provides background information on each requirements document, along with multiple exercises based on the case studies. The main focus of this workshop is group work with hands-on activities and open class discussions. The participants will be provided with samples and reference materials, and allowed many opportunities to participate and ask questions of the instructor based on real situations the participants may have experienced.

Course Syllabus

Upon completion of this course, the student should be able to:

  • Differentiate between the types of requirements documents with a focus on preparation
  • Recognize the critical nature of the requirements document
  • Describe the process of developing a SOW
  • Develop the different parts of a SOW

Agenda

Our course content is infused with knowledge gained from our consulting engagements, for which we apply our requirements writing workshop skills to a variety of government projects.

Day 1

  • Introductions and Objectives of the Workshop
  • Workshop Overview
  • The Spectrum of Requirement Documents
    • When to use the different types of requirements documents
    • Where the requirements documents fit in the acquisition process
    • Current administration initiatives
    • Common mistakes/ problems with SOWs
  • Typical Statement of Work Format, Development Process and Exercise
  • SOW Development Continuation
  • Course Summary, Test, and Evaluations

Course Customization for Your Organization

To increase the lasting value from our training, we will offer students the opportunity to provide up to three draft Statements of Work to our training coordinator two weeks prior to the start of each training event. We will use these real-life acquisition requirements to help class participants develop a Statement of Work in a facilitated teamwork session. These competencies can then be applied immediately to the student’s existing and future acquisition challenges.

Start Training Today

Contact the ASI Training Institute to discuss your training needs.

1-703-253-6300
training@asigovt.com

Requirements Writing Workshop: Statement of Objectives
Course Number: SOO210
Duration: 1 day
Credit: .75 CEUs, 7.5 CLPs, 7.5 PDUs

The key approach that distinguishes PBA from the previous legacy acquisition approach is describing desired results or outcomes and having the contractors use industry best practices, subject matter expertise, and unique creativity to solve complex government needs. For PBA applications, the government is interested in leveraging industry best practices, creativity and tailored solutions; agency requirements are communicated to contractors using instruments like the Statement of Objectives (SOO).

Writing a Statement of Objectives (SOO) is a critical step in describing the government’s needs, objectives and constraints. It is step three of our seven-step process to developing a performance-based acquisition structured around the desired outcome. The SOO is a straightforward presentation of all the critical information contractors will need to develop the best strategy to ensure the government’s outcomes are achieved.

ASI Government developed this interactive, hands-on training workshop to provide federal employees with
working knowledge, practical tools and techniques helpful to developing Statements of Objectives (SOO). During this workshop, students will work in groups on the development of a SOO based on a case study and the agency’s real-life requirements. The workshop provides background information on the SOO, along with multiple exercises based on the case study. The main focus of this workshop is group work with hands-on activities and open class discussions. The participants will be provided samples and reference materials, and allowed many opportunities to participate and ask questions of the instructor based on real situations the participants may have experienced.

Course Syllabus

Upon completion of this course, the student should be able to:

  • Define Performance-Based Acquisition (PBA) and recognize its importance to development of a SOO and Quality Assurance Surveillance Plan (QASP)
  • Differentiate between the types of requirements documents with a focus on preparing a SOO
  • Recognize the critical nature of the requirements document
  • Describe the process of developing a SOO and QASP
  • Develop the different parts of a SOO and QASP

Agenda

Our course content is infused with knowledge gained from our consulting engagements, for which we apply our requirements writing workshop skills to a variety of government projects.

  • Introductions and Objectives of the Workshop
  • Workshop Overview
    • The spectrum of requirements documents
    • When to use the different types of requirements documents
    • Where the requirements documents fit in the acquisition process
    • Current administration initiatives
    • Common mistakes/problems with SOOs/QASPs
  • Typical SOO and QASP Formats, Development Processes and Exercises
  • SOO and QASP Development Continuation
  • Course Summary, Test, and Evaluations

Course Customization for Your Organization

To increase the lasting value from our training, we will offer students the opportunity to provide up to three draft Statements of Work to our training coordinator two weeks prior to the start of each training event. We will use these real-life acquisition requirements to help class participants develop a Statement of Objectives in a facilitated teamwork session. These competencies can then be applied immediately to the student’s existing and future acquisition challenges.

Start Training Today

Contact the ASI Training Institute to discuss your training needs.

1-703-253-6300
training@asigovt.com

Government Acquisition Basics: Understanding and Applying the FAR
Course Number: FAR130
Duration: 3 days
Credit: 21 CLPs, 2.1 CEUs

The Federal Acquisition Regulation System (FAR) is the foundation for all procurement activities. It is what guides and aids acquisition personnel in procuring products and services on behalf of the government. As a result, it is critical that all government acquisition professionals understand the FAR and its importance throughout the stages of acquisition.

This course provides an overview of the FAR. While surveying many areas of the FAR, it focuses on specific parts with applicability to the major elements of the acquisition life cycle.

A key outcome of this course is to provide participants with the ability to identify the FAR parts and subparts that apply to an acquisition milestone and tailor them to their specific acquisition to ensure compliance with provisions of the FAR.

Course Syllabus

Upon completion of this course, the student should be able to:

  • Recognize the purpose and benefits of the FAR.
  • Describe the FAR parts relevant to major areas of acquisition, including:
    • Competition and acquisition planning
    • Contracting methods and contract types
    • Socioeconomic programs
    • Pre-award and post-award activities
    • General contracting requirements and special categories of contracting
    • Contract management
  • Identify and tailor FAR parts and subparts to apply to your specific acquisition milestones.

Agenda

Introductions and Course Outline
General Overview of the FAR

  • FAR Part 1-5
    • Team Exercise: Acquisition Synopsis
  • FAR Parts 6 and 7
    • Team Exercise: Preparing an Acquisition Plan
  • FAR Parts 8-10
    • Team Exercise: Conducting Market Research
  • FAR Part 1
    • Team Exercise: Describing Agency Needs
  • FAR Part 12
    • Team Exercise: Commercial Items
  • FAR Part 13
    • Team Exercise: Methods of Procurement
  • FAR Part 15
    • Team Exercise: Negotiations
  • FAR Parts 17-33
    • Team Exercise: Protests
  • FAR Parts 34-42
    • Team Exercise: Contract Administration Authority
  • FAR Parts 43 and 44
    • Team Exercise: Change Orders
  • FAR Part 45
    • Team Exercise: Government-Furnished Property
  • FAR Parts 46-48
    • Team Exercise: Value Engineering
  • FAR Part 49
    • Team Exercise: Termination of Contracts
  • FAR Parts 50-52
    • Team Exercise: Solicitation Provisions and Contract Clauses
  • FAR Part 53
  • Course Summary, Test, and Evaluations

Target Audience

We target our Government Acquisition Basics course, as we do all our training, to the entire acquisition team: the contracting, technical, and program management personnel who must work together effectively to accomplish the agency’s acquisition objectives. This includes:

  • Acquisition and Contract Professionals
  • Contract Specialists and Contracting Officers
  • Contracting Officer’s Representatives (COR) and COR candidates; and
  • Any member of the Acquisition Team. As defined by FAR 1.102(c): The Acquisition Team consists of all participants in Government acquisition including not only representatives of the technical, supply, and procurement communities but also the customers they serve, and the contractors who provide the products and services.

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Contact the ASI Training Institute to discuss your training needs.

1-703-253-6300
training@asigovt.com

Independent Government Cost Estimate Workshop
Course Number: IGE110
Duration: 1 day
Credit: .75 CEUs, 7.5 CLPs, 7.5 PDUs

The Federal Acquisition Regulation (FAR) mandates either an Independent Government Estimate (IGE) or Independent Government Cost Estimate (IGCE) for procurements above the Simplified Acquisition Process (SAP) threshold (currently $150,000). The FAR also requires every contracting officer to determine that the cost/price of a purchase is fair and reasonable for the government. The IGE/IGCE assists the CO in making that determination. It also helps the program office and the budget office to prepare accurate estimates for budgeting and planning purposes.

The purpose of this workshop is to provide students with an understanding of what an Independent Government Estimate (IGE) and Independent Government Cost Estimate (IGCE) are, to include how students prepare them and their relation to each other. This workshop will help students develop IGE’s for commercial supplies and service contracts that are below the dollar thresholds where an IGCE is more appropriate. The workshop will explain in basic terms what an IGCE is and some of the less complex methods used to prepare an IGCE.

Course Syllabus

Upon completion of this course, the student should be able to:

  • Describe the purpose of an Independent Government Estimate (IGE) and an Independent Government Cost Estimate (IGCE)
  • Identify the planning and execution processes in developing the IGE or IGCE
  • Differentiate between an IGE and an IGCE and when to use each
  • Develop a price estimate for supplies
  • Develop a cost estimate for services
  • Recognize the importance of a Basis of Estimate (BOE)

Agenda

  • Introductions and Objectives of the Workshop
  • Foundational Instruction on IGCE
  • Developing an IGCE for Supplies
  • Developing an IGCE for Service
  • Course Summary, Test, and Evaluations

Course Customization for Your Organization

To increase the lasting value from our training, we will offer students the opportunity to provide up to three Sample IGCEs to provide in the guide, as well as the opportunity to customize the exercise scenarios to be more meaningful. To accommodate this, our training coordinator needs all materials two weeks prior to the start of each training event. We will use these materials to help class participants develop an Independent Government Cost Estimate (IGCE) in a facilitated teamwork session. These competencies can then be applied immediately to the student’s existing and future acquisition challenges.

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Contact the ASI Training Institute to discuss your training needs.

1-703-253-6300
training@asigovt.com

Acquisition for Agile: Practical Approaches to Contracting for Agile Services
Course Number: AGL220
Duration: 2 days
Credit: 1.4 CEUs, 14 CLPs, 14 PDUs

Agile software development is a relatively new concept when applied to the Federal government and answers the need for a more timely, responsive and flexible approach to buying and implementing information technology (IT). In June 2012, the Office of Management and Budget (OMB) issued guidance to agencies on contracting to support modular development based on OMB’s 25-point plan initiative to align the acquisition process with the technology cycle. Acquiring agile or modular development is not business as usual and requires a shift in traditional contracting approaches.

This course provides an introduction to Agile IT development, considerations, and best practices for contracting for Agile development services, specifically within Federal acquisition guidelines.

Agile development takes a team approach and requires stakeholder involvement throughout the process. Professionals in contracting, program, and information technology offices will all benefit from attending this course. While this course focuses primarily on software development (IT) projects, Agile principles can be applied broadly wherever project management is required for rapidly changing environments.

Hands-on group exercises and case studies are used throughout the course to highlight how to write contracts for Agile. The contracts scenarios will force groups to choose contracting strategies, vehicles, clauses, etc. and discuss why they believe they are appropriate. Whole-class discussion and instructor provided best practices will further illuminate the learning objectives. The case studies deepen in complexity throughout the course, causing students to consider the objectives of the customer, the appropriateness of Agile methodologies for the task at hand, and the matrix of contract types, to enable development of a specific acquisition strategy.

Course Syllabus

We teach a training curriculum designed to enable students to achieve the following key learning objectives.
Upon completion of this course, you should be able to:

  • Recognize major drivers of the Agile approach to acquisition.
  • Describe key characteristics of the Agile approach.
  • Recognize challenges and successful methods for acquiring Agile.
  • Identify considerations for implementing Agile in each step of the acquisition life cycle.

The Regulatory Framework

Day 1

  • Topic 1: Why are we here and what is the problem we are trying to solve?
  • Topic 2: Form the IPT and assign the role of Product Owner.
  • Topic 3: Describe the Problem
  • What is Agile and how must we approach contracting differently?
  • Topic 4: Examine Solutions
    • What to expect from Agile; does it fit; are you ready?
  • Considerations for Market Research

Day 2

  • Topic 5: Describe the Work
  • Planning, requirements documentation, and scope
  • Topic 6: Measure and Manage
    • Measurements and incentives to support selected contract type
    • A look at the Independent Government Cost Estimate (IGCE)
  • A look at the Quality Assurance Surveillance Plan (QASP)
  • Topic 7: Select the Right Contractor
  • Topic 8: Manage Performance
  • Topic 9: Agile Today
  • Course Summary, Test, and Evaluations
Substantial appendix material including real-life samples, examples, outlines, and templates are provided to support classroom discussion and group exercises.

Target Audience

  • Contracting Officer’s Representatives and COR Candidates;
  • Contract Specialists and Contracting Officers;
  • Program and Project Managers;
  • Acquisition and Contracting Professionals; and
  • All members of the Acquisition Team. As defined by FAR 1.102(c): The Acquisition Team consists of all participants in Government acquisition including not only representatives of the technical, supply, and procurement communities but also the customers they serve and the contractors who provide the products and services.

Course Customization for Your Organization

To increase the lasting value from our training, we will offer students the opportunity to provide up to three real-life requirements to our training coordinator two weeks prior to the start of each training event. We will use these real-life acquisition requirements to help class participants determine the appropriateness of Agile methodologies and the appropriate contract types, as well as enable development of a specific acquisition strategy in facilitated teamwork sessions. These agile methodologies can be applied immediately to the student’s existing and future acquisition challenges.

Start Training Today

Contact the ASI Training Institute to discuss your training needs.

1-703-253-6300
training@asigovt.com

Emergency Contracting: Contracting During Emergency and Contingency Operations
Course Number: EMC220
Duration: 2 days
Credit: 1.4 CEUs, 1.4 CLPs

As the contracting professional, you play a major role in crafting the acquisition strategies that lead to aiding federal agencies, state and local governments, and private citizens with basic needs in the face of an emergency or national disaster. More than ever, contracting is a mission-critical function within each federal agency. Your responsibilities are changing from writing and administering contracts, to ensuring mission accomplishment. This ever-changing environment indicates the blend of Contracting Officer’s (CO’s) functions with that of the Contracting Officer’s Representative and program manager. When disaster strikes, agencies should have taken steps to be prepared. This course should assist you in those preparations.

Course Syllabus

We teach a training curriculum designed to enable students to achieve the following key learning objectives.
Upon completion of this course, the student should be able to:

  • Recognize the importance of ethics in contingency situations.
  • Identify and apply contracting laws, regulations and procedures for contingencies.
  • Identify key personnel and organizations in contingencies, explain their roles, and illustrate required coordination.
  • Identify elements of emergency contracting support planning.
  • Assess customer requirements and execute appropriate procurement actions.
  • Recognize how to assemble, administer and close out contracts, documents, files and reports.

Agenda

  • Introductions to Emergency Contracting
  • Ethics
  • Emergency Contracting Preparation
  • Determining Requirements
  • Contracting Procedures
  • Contract Administration
  • Reporting Requirements

Target Audience

Professionals in contracting and program management, to include any contracting personnel that could potentially be involved with emergency contracting in the future.

Start Training Today

Contact the ASI Training Institute to discuss your training needs.

1-703-253-6300
training@asigovt.com

Strategic Sourcing
Course Number: STR220
Duration: 2 days
Credit: 1.4 CEUs, 1.4 CLPs, 14 PDUs

In today’s complex business environment, all acquisition professionals should have an awareness and understanding of the various initiatives that are transforming how the government performs acquisitions. Strategic sourcing is one of those initiatives. Its methodologies represent a proven practice that allows for fact-based decision making aligning the acquisition function to the organization’s mission. As such, there are fundamental basics to the analytical process of strategic sourcing that, when followed, will lead to better business decisions with measured results. As ASI Government is committed to helping Federal agencies and organizations meet their mission and achieve their goals and objectives, we are as committed to educating our students on the fundamental techniques and processes of strategic sourcing.

In this two-day interactive course, students will gain an understanding of strategic sourcing principles and their application including; an understanding of what strategic sourcing is, what strategic sourcing is not, what industry and government agencies are doing regarding strategic sourcing and how to apply strategic sourcing principles to transform their organizations and improve acquisition life-cycle results – saving time, reducing costs, and enhancing mission outcomes. This course provides a simple yet highly effective process approach to strategic sourcing assessments, implementation, and results measurement.

Course Syllabus

We teach a training curriculum designed to enable students to achieve the following key learning objectives.Upon completion of this course, the student should be able to:

  • Describe strategic sourcing as a concept
  • Identify the benefits of strategic sourcing in support of business case development
  • Recognize the various measures and metrics used on strategic sourcing, to include measures for efficiency and measures for effectiveness
  • Differentiate between how industry and government conduct strategic sourcing
  • Identify the importance of organizational readiness for strategic sourcing
  • Define Enterprise Spend Management
  • Perform a spend analysis
  • Prioritize strategic sourcing opportunities
  • Describe market dynamics and analysis as it relates to sourcing strategies and methods
  • Describe the relationship with suppliers and the importance of a good communication plan
  • Describe in plain language the key success factors of strategic sourcing

Agenda

Day 1

  • Chapter 1: What is Strategic Sourcing?
  • Chapter 2: Benefits of Strategic Sourcing
  • Chapter 3: Measurements and Benchmarks
  • Chapter 4: Strategic Sourcing Today- Current Programs and Initiatives
  • Chapter 5: Organizational Readiness for Strategic Sourcing

Day 2

  • Chapter 6: Enterprise Spend Management
  • Chapter 7: Spend Data and Analysis
  • Chapter 8: Prioritizing Opportunities for Strategic Sourcing
  • Chapter 9: Market Dynamics
  • Chapter 10: Supplier Relationship Management
  • Chapter 11: Communications
  • Chapter 12: Strategies for Strategic Sourcing Success
  • End-of-course test and Summary

Target Audience

  • Contract Specialists and Contracting Officers;
  • Program and Project Managers;
  • Acquisition Professionals; and
  • Managers
  • Any member of the Acquisition Team. As defined by FAR 1.102(c), the Acquisition Team consists of all participants in Government acquisition including not only representatives of the technical, supply, and procurement communities but also the customers they serve and the contractors who provide the products and services.

Start Training Today

Contact the ASI Training Institute to discuss your training needs.

1-703-253-6300
training@asigovt.com

Government Contracting: Cost Reimbursement Type Contracts
Course Number: CRC201
Duration: 1 day
Credit: .8 CEUs, 8 CLPs, 8 PDUs

The Federal Acquisition Regulation (FAR) addresses more than 20 different contract types that are available to government agencies. This one-day course focuses on Cost Reimbursement Type contracts and their use in federal acquisition.

The course describes Cost Reimbursement Type contracts and the regulatory guidance associated with their use. It also examines the appropriate application of Cost Reimbursement Type contracts and restrictions to their use and addresses considerations unique to these contract types in both pre-award and post-award activities.

Course Syllabus

After successful completion of this training course, the student will be able to:

  • Describe the Cost Reimbursement (CR) Type contract.
  • Recognize features of the five specific CR Type contracts.
  • Identify pre-award considerations unique to CR Type contracts.
  • Identify post-award considerations unique to CR Type contracts.

Agenda

  • Orientation and Introduction
  • Lesson 1: Overview of Cost Reimbursement Type Contracts
  • Lesson 2: Specific Cost Reimbursement Type Contracts
  • Pre-Award Considerations Unique to Cost Reimbursement Type Contracts
  • Post-Award Considerations Unique to Cost Reimbursement Type Contracts
    • Activity: Reviewing a Sample Cost Reimbursement Type Invoice
  • Course Summary, Test and Evaluations

Target Audience

  • Contract Specialists and Contracting Officers
  • Contracting Officer’s Representatives (COR) and COR candidates
  • Other acquisition professionals

Start Training Today

Contact the ASI Training Institute to discuss your training needs.

1-703-253-6300
training@asigovt.com

Subcontracting: Administration and Management
Course Number: SCC201
Duration: 1 day
Credit: .8 CEUs, 8 CLPs, 8 PDUs

Prime contractors often subcontract when they are not in an optimal position to provide supplies/services or are unable to provide supplies/services on their own. If properly utilized, subcontracting can provide substantial benefits, including improved cost-effectiveness, greater efficiency and enhanced expertise in performing the contract.

This one-day course addresses the administration and management of subcontracting relationships. It examines the major types of subcontracting plans and the processes and roles associated with them. It also looks at managing and monitoring performance in subcontractor relationships and at the regulatory guidance related to subcontracting.

Course Syllabus

After successful completion of this training course, the student will be able to:

  • Recognize the requirements related to subcontracting in federal acquisitions.
  • Describe the primary steps in the review and approval process for Subcontracting Plans.
  • Identify issues associated with monitoring subcontracting efforts, including assessment of liquidated damages.
  • Describe the role of the Small Business Participation Plan in federal acquisitions.

Agenda

  • Orientation and Introduction
  • Lesson 1: Subcontracting Regulations and Guidance
  • Lesson 2: Subcontracting Plan Submission and Review/Approval
  • Lesson 3: Monitoring Subcontractor Performance
  • Lesson 4: The Small Business Participation Plan
  • Course Summary, Test and Evaluations

Target Audience

  • Contract Specialists and Contracting Officers
  • Contracting Officer’s Representatives (COR) and COR candidates
  • Program and Project Managers
  • Other acquisition professionals

Start Training Today

Contact the ASI Training Institute to discuss your training needs.

1-703-253-6300
training@asigovt.com

Government Justifications and Approvals
Course Number: JAC201
Duration: 1 day
Credit: .8 CEUs, 8 CLPs, 8 PDUs

Competition in federal procurement promotes lower prices, spurs innovation, improves the quality of products and services, affords performance improvements, provides opportunities for small business, enhances a strong industrial base, and reinforces public trust and confidence. As a result, federal policy strives to provide for full and open competition to the greatest extent possible.

There are, however, circumstances when full and open competition may not be possible or may not represent the government’s best interest. In these cases, the procuring agency must provide a justification for the restriction and obtain the necessary approval for it.

This one-day course presents the fundamentals of the Justifications and Approvals required when competition is restricted. The course looks at various kinds of justifications, the requirements associated with them and at the different tiers of approval that are required. The course also looks at how justifications and approvals apply to Federal Supply Schedule and other Indefinite Delivery/Indefinite Quantity (IDIQ) orders.

Course Syllabus

After successful completion of this training course, the student will be able to:

  • Describe the regulation and guidance that governs the Justification and Approval process.
  • Differentiate between the various tiers of approvals based on dollar amounts and content.
  • Discuss the Competition in Contracting Act (CICA) and exceptions for full and open competition.

Agenda

  • Lesson 1: The Competition in Contracting Act and Competition Requirements
  • Lesson 2: Justification and Approval Defined
  • Lesson 3: The Use of Justifications in Federal Supply Schedules and Other IDIQ Contract Acquisitions
  • Exercise: Critique a Justification for Other than Full and Open Competition (JOFOC)

Target Audience

  • Contract Specialists and Contracting Officers
  • Contracting Officer’s Representatives (COR) and COR candidates
  • Program and Project Managers
  • Other acquisition professionals

Start Training Today

Contact the ASI Training Institute to discuss your training needs.

1-703-253-6300
training@asigovt.com