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Current Trends in Engaging with Industry during Acquisition Planning . Breakout Session #402 Name: Evelyn Gibbs Victor Chambers Date: Tuesday, July 20, 2010 Time: 10:30am–11:15am. 1. Objectives/Purpose of Briefing.

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current trends in engaging with industry during acquisition planning
Current Trends in Engaging with Industry during Acquisition Planning

Breakout Session #402

Name: Evelyn Gibbs

Victor Chambers

Date: Tuesday, July 20, 2010

Time: 10:30am–11:15am

1

objectives purpose of briefing
Objectives/Purpose of Briefing
  • Discuss activities associated with engaging industry (market research) during the acquisition planning phase of source selection
  • To demonstrate ways to improve process and communication with better results
far part 7 governs acquisition planning requirements for federal procurements
FAR Part 7 governs acquisition planning requirements for federal procurements
  • Acquisition planning incorporates several key tenants to include:
    • Developing a clear understanding of and defining program needs
    • Performing an assessment of operational needs
    • Selecting the appropriate acquisition methods

Market research is a critical aspect of this process

market research is the common sense thing we do every day in our everyday lives
Things I would do to buy a car

Determine market value

Kelley Blue Book

Edmunds

Auto trader

New vs Used

Determine Reliability and Maintainability

Consumers Reports

Survey Current Owners

Test Drive

Investigate competitors

Develop a scoring criteria to choose the best choice for me

Things I would do to buy a candy bar

Buy it

Market Research is the common sense thing we do every day in our everyday lives.
what is market research
Market Research is a tool used to determine what is available on the market to meet a specific need you as a buyer or requiring activity have to meet your organizational goals and objectives and determine the terms and conditions customarily used in the commercial market for the item or service being procured. What is Market Research?

The data resulting from market research are analyzed and used to make informed decisions about whether an organization’s needs can be met by commercial products or services, making . commercial market items particularly important to market research. When making informed decisions, several factors are considered :

  • Degree to which commercial practices allow the products or services to be customized or tailored to meet the organization’s needs
  • Terms and conditions, such as warranties, discounts, and customer support, under which commercial sales are made
  • Ability of potential suppliers’ distribution and logistics support systems to meet the organization's needs.
there are two types of market research market surveillance and market investigations
Market surveillance

Strategic planning Tool

Conducted as a continuing, ongoing activity, and not isolated to specific acquisitions

Captures current knowledge of changes, advances and trends in technology and products of interest

Valuable to support determinations regarding industry capability, product availability, competitive market forces, and use of alternative sources

Market surveillance data should be considered and utilized in both short and long term acquisition planning

Various methods employed to perform market surveillance.

Industry conferences or trade shows

Activities to become familiar with market trends, product or service advances, delivery capability, product or service pricing, and new companies

Market Investigation

Tactical activity

In-depth understanding of a market.

Answers specific questions about the market, suppliers, products, services to shape the acquisition strategy.

Builds on the ongoing strategic market research,

Determents sources of commercial item

Various methods employed to perform investigations.

Posting information and requests to a industry accessible web page

Request for Information (RFI)

Sources sought synopsis through the FedBizOpps

Industry conference

There are two types of Market Research, Market Surveillance and Market Investigations
market research is not optional the far requires it driven by fasa and clinger cohen
FAR Part 10

Federal statutes found in the United States Code (U.S.C.)—41 U.S.C. 253a(a)(1), 41 U.S.C. 264b, 10 U.S.C. 2377, and 15 U.S.C. 644(e)(2)(A)—and implemented by FAR Part 10, Market Research, require agencies to conduct market research under the following circumstances:

Before developing new requirements documents for an acquisition

Before soliciting offers for acquisitions with an estimated value in excess of the simplified acquisition threshold

Before soliciting offers for acquisitions with an estimated value less than the simplified acquisition threshold when adequate information is not available and the circumstances justify its cost

Before soliciting offers for acquisitions that could lead to a bundled contract

On an ongoing basis, and to take advantage to the maximum extent practicable of commercially available market research methods, to identify the capabilities, including the capabilities of small businesses and new entrants into Federal contracting, that are available in the marketplace for meeting agency requirements in furtherance of a contingency operation or defense against or recovery from a nuclear, biological, chemical, or radiological attack.

Market Research is not optional, the FAR requires it driven by FASA and Clinger-Cohen

FAR Part 12

Acquisition of Commercial Items, requires that market research be conducted to determine the availability of commercial items or nondevelopmental items that could meet the requirements. This regulatory guidance implements the Federal Government’s preference for the acquisition of commercial items contained in Title VIII of the Federal Acquisition Streamlining Act of 1994 (Public Law 103-355).

slide9
In early phases, both strategic and tactical market research shape the acquisition strategy, requirements definition, support and test plans, product description, statement of work, evaluation factors, and contract terms and conditions.

At Milestone B, allows comparison of users’ requirements to the commercial capabilities

For each solicitation, market research can be used to identify the correct set of performance characteristics (system specification, commercial item description, statement of work, or statement of objectives), the appropriate solicitation and contract terms and conditions, and the commercial practices affecting the support strategy and the acquisition strategy in general

Practitioners need to be informed at all stages of the development lifecycle, so market research is conducted throughout the lifecycle

SD-5 Market Research

Defense Standardization Program Office

slide10
Organizations are gathering analytical data

Pilots

Live test demonstrations.

Acquisition Wargaming

Gathers targeted data that could be used in source selection

Helps to separate “marketing” from application

Integrated with Traditional approaches

Bidder Conferences

Request for Information

Draft Proposal

Sources Sought Synopsis

Although regulations and policy define what questions must be answered, innovative methods of engaging industry are available
slide11
Plan PlanPlan

Innovative approaches take time to collect the objective data and feed it into the decision process

Surge staffing may be required to evaluate data

New issues arise (i.e. legal questions about prototype ownership)

Demonstrations and tests require investment funding before a milestone review can approve

Commercial vs Development

Multiple awards vs Single Award

Technology Maturity

Cost vs Fixed Fee

Where to enter the system development lifecycle?

Cost Data

Is the budget adequate?

Resource constrained schedule

Upgrade path

Evolutionary

Block upgrades

P3I

Validate Requirements

Advanced planning and a well defined objective are key to executing these innovative market research approaches
the following example is an application of a pilot to validate requirements
Build a simple “easy-to-use” PC-based system for emergency managers to geo-target alerts

Implement system in a limited number of field offices and their respective emergency management operations centers.

Chose 5 deployment field sites

Develop Federal and State/Local client systems

Deploy system to Federal and State/Local sites

Develop documentation as required

Develop system requirements for program office operations

The following example is an application of a pilot to validate requirements
system provides emergency manager a easy to use tool

Weather Observations

Forecast Model

Dispersion Model

Collaboration Server

System

Server

System

Clients

System

Client

Operational

Network

State

Agency

Federal

Agency

System Provides Emergency Manager a Easy to use Tool
  • System provides information the emergency manager needs to quickly identify the public that is at risk;
  • Uses a simple graphical user interface for system managers;
  • Provides collaboration tools, so the EM can work with the experts at a field offices or other locations to clarify the information that is being presented;
  • Provides standards based interface to disseminate the message to the public.

FEM

customers provide feedback for a better product
Plume simulations are conducted to exercise the application and make sure participants have the appropriate training to use the tool after installation;

If the pilots show the tool is of value then the plan is to continue to develop the application until it becomes incorporated into the standard operational suite of software for the field office forecasting tool

Initial customer feedback from initial pilot locations are positive and leadership supports continued deployment

Customers Provide Feedback for a Better Product

FEA

scenario
In 2007 a major defense organization stood up a New Program Office (NPO) which was responsible for synchronizing five major contracts with three contractors for the execution of program requirements. The NPO was tasked with:

Synchronization and execution all development, integration, and fielding activities related to the program

Serve as the single Program Manager responsible for ensuring that all requirements and objectives for operating in the overall system architecture were met

Responsible for program cost, schedule and technical performance

The NPO must oversee all program contracts and resources and ensure full “end-to-end” integration

Three contractors are working under five contracts awarded and managed by various offices within the defense organization

Company B’s system build contract is managed by the Ground office

Company B’s design and construction contract is managed by the Sites office

Company R holds two contracts with the Sensors office for subsystem build and system staging

Company R holds one contract with the USACE for site preparation

A Consortium - with Company L as the Prime holds an Other Transactions Agreement (OTA) with the Communications office for C2BMC

Scenario
slide17
The NPO was adopting a new synchronization strategy where all industry partners will share the responsibilities traditionally held by a single Lead Systems Integrator (LSI)

The NPO synchronization strategy will seek to incentivize all industry members to work as a team towards shared success

Instead of relying upon an LSI to ensure full integration of all technical elements into the larger system, the synchronization strategy requires the “Industry Team” to take collective responsibility for technical integration and to work together to address challenges

Government

Lead Systems Integrator

Subcontractor

Subcontractor

Subcontractor

The accomplishment of a synchronized execution strategy entailed the implementation of a new acquisition model

Traditional LSI Model

New Synchronization Strategy

Government

Industry #1

Industry #2

Industry #3

“Industry Team”

acquisition wargaming was employed to validate the proposed acquisition strategy
The wargame series included two wargames and representation of key government and industry stakeholder perspectives

Wargame I: Government only with surrogate industry participation (i.e. former industry representation)

Wargame II: Industry Leadership with Government Stakeholders

Strategic simulation “what if” exercises were employed

These are “what if” situations – as in the real world, we never have all the information we want to make a decision

These were simplified versions of reality – they are not intended to represent all aspects of a complex world

The scenarios are intended to be plausible not predictive

Acquisition Wargaming was employed to validate the proposed acquisition strategy
acquisition wargaming was used to validate the proposed strategy
Acquisition Wargaming was used to validate the proposed strategy

Goals of the Acquisition Wargame

  • Red Team” Contract Synchronization Strategy
    • Test interwoven set of prime contractors to reinforce cooperative behavior in service of an end-to-end capability
    • Test individual contractors’ and/or Agency principals’ ability to advantage themselves and disadvantage others
    • Test government’s ability to speak with “one voice” as the system’s integrator
  • Strengthen business CONOPS based on synchronized execution strategy decision rights, information flow and potentially, technical baseline development
  • Identify major risks to program synchronization and develop risk mitigation strategies
the acquisition wargame was constructed similar to that of a traditional wargame
Two wargames were conducted and included representation of key government and industry stakeholder perspectives

Wargame I: Government only with surrogate industry participation (i.e. former industry representation)

Wargame II: Industry Leadership with Government Stakeholders

The wargames employed strategic simulations or “what if” exercises

These are “what if” situations – as in the real world, we never have all the information we want to make a decision

These were simplified versions of reality – they are not intended to represent all aspects of a complex world

The scenarios are intended to be plausible not predictive

The acquisition wargame was constructed similar to that of a “traditional” wargame
slide21
The Strategic Simulation design allows stakeholders to interact as they would in the real life environment
  • Foreign Governments
  • Congress/White House
  • Press
  • All Others

Control

Team Interaction

  • Acquisition
  • Operations
  • IA
  • Engr
  • Test
  • Finance
  • General Counsel

Functional Stakeholders*

NPO

Collaborate

Coordination/Deconfliction

Industry

  • Sites and Facilities Office
  • USACE

Communications Office

Sites Office

Ground Office

Sensors Office

*

Organizational Element Teams

  • Assess environment
  • Take actions
  • Collaborate with others
  • Brief decisions to all
  • Control Team
  • Oversee exercise
  • Introduce external stimuli
  • React for those not represented
  • Assess impact of actions
  • Industry Participation
  • In Strategic Simulation I, industry teams will be composed of “surrogates” representing the interests of the key industry players
slide22
Teams worked to a very tight schedule in each move to make decisions, interact, brief actions, and assess impacts

ILLUSTRATIVE MOVE DECISION CYCLE

30 minutes

2.5 hours

60 minutes

30 minutes

Introduction

Stakeholder

Actions

Stakeholder

Briefings

Impact

Assessment

Control team briefs instructions to all- and presents opening scenario.

At the start of the 2nd Move, Control provides a scenario update

Stakeholders develop/update their strategies and take actions—communicating with other teams via email .

Control team assesses the impact of the Stakeholder actions – and briefs its feedback to all

Each Stakeholder team briefs its actions/strategies and rationale for the move to all in a plenary session.

Scenario Update

Feedback after each move

slide23
Develop a deeper understanding of the synchronization strategy across the USG

Test the USG’s ability to speak with “one voice”

Identify ways to strengthen) business Concept of Operations (CONOPS) in terms of decision rights, information flow, and baseline development

Identify major risks to program synchronization and develop risk mitigation strategies

Lessons Learned…

Implementation of Acquisition Wargaming enabled the test and “red team” the US government’s execution synchronization strategy and exposed areas which may require further refinement

Objectives

Key Issues

  • What are the key elements of the synchronization strategy?
  • Who are the key stakeholders required for decision-making and successful execution of the strategy? How do we properly incentivize roles and responsibilities?
  • What information is required to support decision-making? What coordination is required?
  • What is the definition of “done”? Who decides?
  • How can the business CONOPS be improved to enhance effectiveness (cost and operational)? How can the USG enhance its ability to speak with “one voice?”
  • What are the major risks to synchronization and how can they be overcome?
slide25
Evelyn Gibbs

Booz Allen Hamilton, Business Analytics

Ms. Gibbs has been with Booz Allen for over 7 years working on Contracting Policy, Research, and Source Selection for the Military and Civil Agencies, such as Navy, DHS, DISA, and Missile Defense Agency

Ms. Gibbs is a Certified Federal Contracts Manager (CFCM), a Certified Commercial Contracts Manager (CCCM) and a member of NCMA

Contact: Gibbs_Evelyn@bah.com

Vic Chambers

Booz Allen Hamilton, Business Analytics

Mr. Chambers has been with Booz Allen for 4 years working as an Acquisition subject matter expert with the Civil Agency clients, primarily DHS

Mr. Chambers is a certified Project Management Professional (PMP) and DAWIA Level III certified in Program Management and Systems Engineering

Contact: Chambers_Victor@bah.com

Bio