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“Contracting: Surfing the Waves of Change”. NCMA World Congress 50 th Anniversary Celebration April 5-8, 2009. Summary of NCMA Sessions attended by Pamela Hill NCMA Great Lakes Program Chair News from NCMA 2009 is 50 th Anniversary Celebration Launched new Logo - PowerPoint PPT Presentation
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NCMA World Congress 50th Anniversary Celebration
April 5-8, 2009
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Summary of NCMA Sessions attended by
Pamela Hill NCMA Great Lakes Program Chair
News from NCMA2009 is 50th Anniversary Celebration
Launched new LogoAdded Business Development as new
Track
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Carly Fiorina-Keynote Speaker-April 5, 2009President of Carly Fiorina Enterprises and former
CEO of Hewlett-Packard Company
Technology-Global in the last 20 years: any info/any time/any device
www.wikileaks.org: Think “wikipedia,” except this leaks confidential information
Most important person managing a relationship over time is the Contract Manager
Should always remember it is the ‘spirit of the contract, not just the letter of the contract’
It is a personal decision to use common sense, good judgement, good ethics and maintain perspective
Always remember what matters-Carly announced she was just diagnosed with breast cancer and would begin treatment upon leaving the conference
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General Lester L. Lyles, USAF (Ret.)Board Director, General Dynamics Corporation
To all Contract Administrators: There is a lack of proponency for contracting profession Be professional, get certifications and training Know your job, know the job of those around you Consider expanding to role of Program Manager Reach out and educate the “uninformed” about importance
of contract management Industry should reach out for “gems”, wherever they may be Estimates indicate that NCMA membership is <20% of
contracting/acquisition communities Remember these 3 words - communicate, communicate,
communicate “We’re out of money, now we must think”..WWII anon quote
4
Charlie E. WilliamsDirector, Defense Contract Management Agency
(DCMA)
DCMA oversees $ 2.2 trillion face value 18,000 contracts in 900 locations Current staffing level of 9,500 1990 staffing level was 25,000 Currently have 250 staff in IRAQ, plan for 150 more by
end of 2009 Acquisition needs have been recognized by Secretary
of Defense EVM critical for DOD, not doing “well enough” with it
now
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Jan FryeDeputy Asst. Secretary for Acquisition and Logistics, Veteran’s
Admin.
VA provides services to 24 million veterans Has faced marginalization of procurement workforce Inspector General stays busy due to poor quality of work Let’s do our jobs right and give necessary resources to our
contracting officers Need 4000 contracting professionals to fill government
positions Believes that Obama Administration “gets it” with
procurement Estimate is U.S. can save approximately $40 Billion with better contracting/acquisition services
VA has 3-step intern program: Acquisition Intern School Professional Contracting School-over 200 taking courses now Program Management School
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Frank AndersonPresident, Defense Acquisition University (DAU)
Shay Assad regrets missing the conference - he is playing a big role in shaping the workforce initiatives
Hiring, Training, Retention and Incentives for procurement workforce are key DAU initiatives
Estimated that 73% of the procurement workforce is Baby Boomers
Has a 15% growth strategy between 2010-2015
“Once conventional wisdom prevails, fact and data cease to matter.”
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Business Development SessionsUsing the BD- CMM - a Framework for Business
Development ExcellenceContracts has a critical role in BD, in past was just negotiations Immature organizations have higher win rate than capture ratioBD - CMMI levels:
Level 1 - Initial: less disciplined approach to pursuits Level 2 - Repeatable: process discipline in place to repeat earlier successes Level 3 - Defined: process documented, standardized, and integrated into
organization Level 4 - Managed: end-to-end management of pursuit and focus on
relationship management Level 5 - Optimizing: culture of continuous improvement and business
transformation Where does OCI fit in BD? OCI should be early milestone in
pursuit checklist
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BD Sessions Cont’d Understanding Your Organization’s Strategic
Planning Process and Tools What is Strategic Planning?*
Continuous process of making risk-taking decisions systematically Organizing systematically the effort needed to carry out these
decisions, and Measuring the results of these decisions against the expectations
through organized, systematic feedbackWhat Strategic Planning is NOT:*
Techniques and Quantification Forecasting - masterminding the future Dealing with future decisions An attempt to eliminate risk Questions to ask our organizations:
Is our Strategic Planning Process effective? Does Management actually commit resources to activities which will bring results in the
future?
* Adapted from Peter F. Drucker Management Tasks, Responsibilities, Practices, 1985
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BD Sessions Cont’dApplying Competitive Intelligence (CI) to Understand
Customers and CompetitorsSCIP-Society of Competitive Intelligence Professionals:
www.scip.org 3000 members 70% Industry, 20% Consulting, 5% Vendor, 5% Academic
Organizations that systematically collect, analyze, process and disseminate intelligence can tailor product and services to customer needs, and improve chances of winning
Can shape customer and contract requirements Consider the “what ifs” Noise, Data, Information, Intelligence - Know the difference! Actionable Intelligence is end result of successful CI
collection
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BD Sessions Cont’d Understanding Proposal Development and the
Contract Manager’s Role (presented by Shipley Associates) Market Segmentation – identify new markets, core competencies - Marketing
Decision Long-Term Positioning - prioritize business opportunities, develop marketing
campaign - Interest Decision Opportunity Assessment - gather prelim customer intelligence, prepare
pursuit recommendations - Pursuit Decision Capture Planning - establish capture team, develop capture strategy,
collaborate with customer on needs analysis, draft SOO,SOW, TAAs, NDAs, preliminary bid/no bid decisions - Blue Team 1 Review, Black Hat Review
Proposal Planning - receive customer RFQ/RFP, Technical/cost approaches determined, In house SOWs, investigate need for subs, final bid/no bid recommendation - Blue Team 2 Review, Proposal Kick-Off, Pink Team 1 Review
Proposal Development - finalize teams, subs, develop compliance checklists, finalize technical, price volumes, legal, submit proposal, update Kick Off meeting - Pink Team 2 Review, Red Team Review
Post-Submittal Activities - organize, maintain proposal documentation, respond to customer questions, negotiate contract, customer debriefing - celebrate!
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THANK YOU NCMA Great Lakes
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