Sample Problems in Government Procurements

1. Sample Problems in Government Procurements for PMI-NAC August 21, 2012 John Aitken, Vice President 256-682-4309 jaitken@bai-corp.com

2. Background • History – sample problems been in use for at least 40 years • Government’s purpose – improve confidence that the selected bidder is fully qualified to perform the contract, i.e. provide requisite quality products and/or services, on-time, within cost, and without risk • Evaluation weight – almost always a large part of the total score; can be weighted greater than all other factors combined • Page limits – examples: 3 pages/SP for 8 SPs; up to 90 pages for 3 sample problems • Response time limits – examples: 1 hour to 2 weeks to 2 months

3. This session will be a dialogue • Group participation enhances everyone’s experience • Please do not hesitate to share your experiences and opinions • The group’s related experience in procurements with sample problems? • Technical lead for a sample problem • Technical contributions • Basis of estimates for staffing, materials, travel, ODCs • Basis of pricing for staffing, materials, travel, ODCs • Responsible for all the samples problems in a procurement • Lead or member of a review team • Other roles • Is frequency normal, increasing, or decreasing? • Assessment of value to your organization?

4. Example of procurements that have utilized sample problems • Research • Experiments • Design • Design and Develop Prototypes • T&E • SETA • Manufacturing • Others?

5. Classes of Sample Problems • Explicit and formally defined in RFP • Explicit and formally defined 15 minutes before impromptu test (s) • Implicit and explicit during orals • Implicit during discussions

6. Typical requirements for content in responses • Understanding the requirements and Assumptions • Technical Approach and Rationale • ------------------------------------------------------------------------------------------------------ • Methodologies and Trades • Work Breakdown Structure and Integrated Master Schedule • ------------------------------------------------------------------------------------------------------ • Management Approach • Risk Management • QA and QC Approaches • Safety and Security • ------------------------------------------------------------------------------------------------------ • Basis of Estimates for labor, subs, vendors, materials, travel, ODCs • Basis of Pricing for labor, subcontractors, vendors, materials, travel, ODCs

7. Preparations of quality responses Typical requirements for responses • Understanding the Requirements • Assumptions, WBS, & IMS • Tech Approach & Rationale • Methodologies & Trades • Management Approach • Risk Management • QA & QC Approaches • SHE & Security • BOE & BOP Classes of Sample Problems • Explicit and formally defined in RFP • Explicit and formally defined 15 minutes before the impromptu test (s) • Implicit during orals • Implicit during discussions

8. Pitfalls affecting preparations of quality responses • Over reaching – prime and teammates collectively lack requisite skills, experience, tools, etc. • Experience deficiencies – GM and tech leaders lack SP experience • Incorrect staff – “good-guys” with the wrong or inadequate experience • Kick-off delays – untimely participation of leaders and key contributors • Poor kickoff – inadequate preparations and inadequate detailed guidance • Paralysis of analysis delays start of serious productive work • Teamwork learning curve – members working together for the first time • Distractionsimpacting progress and result in wasted effort • Frequent changes in directions by management • Team’s day jobs • Reviews – too many, too few, no SMEs, no SP experience • Poor working conditions – no space for braining storming and collaboration • Luke warm support from management; perception is reality

9. Failures during preparations of responses • Orientation and training – not timely, motherhood, no follow-up verification • Mentoring – transmit, and/or receive vernacular or attitudes • Understanding requirements – the undefined cascading requirements • BOE and/or BOP preparations: • Inadequate estimating • Deficient justifications • Stating too late • Driving the train • Open loop

10. Explicit SPs: Preparing responses for problems defined in RFP • Before DRFP • Anticipate types and scopes of problems • Compile lists of potential leaders and key contributors (from prime and subs) • Start applying lessons learned • DRFP • Build annotated generic outline common for all problems • Kickoff training – include lessons learned • RFP • Convert generic outline into tailored outlines for each SP • Conduct SPs Kickoffs within three days

11. Impromptu SPs: defined on test day 15 minutes before the test Typical requirements for responses • Training sessions • Practice sessions • Prepare references • Prepare forms • Understanding the Requirements • Assumptions, WBS, & IMS • Tech Approach & Rationale • Methodologies & Trades • Management Approach • Risk Management • QA & QC Approaches • SHE & Security • BOE & BOP

12. Implicit SPs: slipped into discussions with evaluation boards Typical requirements for responses • Anticipate • Anticipate • Anticipate • Prepare using impromptu techniques • Understanding the Requirements • Assumptions, WBS, & IMS • Tech Approach & Rationale • Methodologies & Trades • Management Approach • Risk Management • QA & QC Approaches • SHE & Security • BOE & BOP

13. Wrap up Summary Typical requirements for responses • Different techniques for the four classes of sample problems • Get started before the DRFP is released • Avoid the pitfalls • Prevent failures • Build annotated outlines • Generic • Tailored • Understanding the Requirements • Assumptions, WBS, & IMS • Tech Approach & Rationale • Methodologies & Trades • Management Approach • Risk Management • QA & QC Approaches • SHE & Security • BOE & BOP