Contract Staff Optimization

2. Contract Staff Optimization Breakout Session #904 Peter D. Dale April 7th, 2009 3:00 p.m.

3. Session Synopsis A Procurement or contract organization must actively analyze it’s internal staff in order to optimize. This should be done through continuous improvement by reorganization,reclassificationof staff and revamping of training programs. 2

4. Learning Objectives ○ Reorganization in order to Optimize ○ Reclassification to Career Path ○ Revamping Training and Education

5. Reorganization in order to Optimize ○ Design of the Optimal Contracts Organization Analysis of Workload and Workflow Analysis of Existing Staff Competencies Identification of the Tailored Organizational Design Redefining the Vision and Mission Redefining the Strategic Performance Goals/Initiatives ○ Being People Centric Motivating Performance ○ Keeping the Customer Happy Constant Exchange and Feedback ○ Performance Support Tracking Continued Performance Supplying the Tools of the Trade Outsourcing Short and Long Term CASE Studies

6. Reorganization in order to Optimize (cont.) ○ Key to a Successful Implementation Advanced Planning Outward Communication Transition Training Staff and Management Buy In Constant Feedback ○ Driving Performance ○ Managing Efficiencies and incorporating Appropriate Change ○ Resisting Stagnation

7. Reorganization in order to Optimize

8. Reclassification to Career Path ○ Procurement/Contract Professional Job Descriptions Contract Support Buyer Contract Administrator/Analyst Contract Manager Director ○ Entry – Mid – Senior Professional Responsibilities Typical Skill-Sets and Abilities Education and Experience Level Specialization

9. Reclassification to Career Path (cont.) ○ Collapsing and Creating Streamlining within a Procurement/Contract Organization Closing Positions Redefining Positions Alignment to a Clear Career Path Organized Selection of Professionals Defining/Redefining job requirements Testing/Interviewing Selection Criteria CASE Studies

10. Reclassification to Career Path (cont.) ○ The Value of … Mentoring Rotation within the organization Promoting from within Bringing in outside talent Cross training Accountabilities and Contract Portfolio Management Partnering with associative career classifications Project Management CASE Studies

11. Training and Education • ○ Executive & Leadership Support • ○ Certification & Professional Acquisition Organizations • Level II and Level III Defense Acquisition Workforce Improvement Act (DAWIA) certification • NCMA (CPCM, CFCM, CCCM) • NIGP (CPPO, CPPB) • ○ Modes to Train • Classroom Training • Online Training • Onsite Training • Continuous Learning 10

12. Training and Education (cont.) • ○ Guiding Regulations • Familiarity • ○ Policies and Procedures • Keeping up to date • Streamlining • Innovation • ○ Ancillary Training • Communication Training • Management Training • Conflict Resolution Training 11

13. Training and Education (cont.) ○ Knowledge Sharing Technology (Webinars, Collaboration Tools, etc) In House and Peers Ask a Professor Database Sharing Virtual Libraries ○ Creating Partnerships Customers Inside/Outside the Organization Benchmarking CASE Examples

14. Conclusion “Every company has two organizational structures: The formal one is written on the charts; the other is the everyday relationship of the men and women in the organization.” Harold S. Geneen • “The achievements of an organization are the results of the combined effort of each individual.” • Vince Lombardi “The person who figures out how to harness the collective genius of his or her organization is going to blow the competition away.” Walter Wriston