1 / 24

Breakout Session # 807 Dolly Fernandez, Chief, Contracting Services Div

Partnering for Success: Getting Contracting & Project Management Together on the Same Page. Breakout Session # 807 Dolly Fernandez, Chief, Contracting Services Div Rodger Evans, Chief, Design & Construction Western Div National Park Service, Denver Service Center

elita
Download Presentation

Breakout Session # 807 Dolly Fernandez, Chief, Contracting Services Div

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Partnering for Success:Getting Contracting &Project Management Together on the Same Page Breakout Session # 807 Dolly Fernandez, Chief, Contracting Services Div Rodger Evans, Chief, Design & Construction Western Div National Park Service, Denver Service Center Date: April 15, 2008 Time: 4:30 p.m. – 5:30 p.m.

  2. What is the Denver Service Center? • Central Planning, Design & Construction office for the National Park Service • Manages more than $1.0 billion in projects • Manages more than 600 projects • Currently managing projects in more than half of National Park units

  3. Was there a problem? YES!

  4. Diagnosis • Office formed in 1971 to perform in-house services • Static office and procedures • Large staff • Expensive operation • Rigid culture • Diminishing customer satisfaction • Bad press

  5. The times they are a changin’ • 1993 National Performance Review • 1995 Reinvention Plan • 1996 Reengineering Laboratory • 1998 National Academy of Public Administration Study (NAPA) • 1999 NAPA Transition Plan • 2002 NAPA Review off Implementation Plan • 2003 A-76 Competitive Sourcing Study • 2003 Realignment of DSC into Business lines • 2005 Organizational Tune-up

  6. National Academyof Public Administration Study • Eleven recommendations for improvement • Number ONE recommendation: • Contract 100% of Construction Management Services • Contract 90% of Design Services (A/E)

  7. Solving the Problem • Reduce the organization size (>500 to <260) [RIF] • Reduce operating expenses • Create new accounting procedures • Strengthen project management matrix • Change reporting protocols • Implement NAPA #1 Recommendation ACCOMPLISH IN ONE YEAR!

  8. Defining Success • Redefine Mission Statement (WHAT) • Describe and model leadership vision & operational principles (HOW) • Develop organizational alignment

  9. Defining Success • Develop organizational alignment • Set clear and achievable project & program goals • Reward accomplishments • Don’t look back • Import fresh perspectives • Train, train, train

  10. OrganizationalIntegration & Interdependency • Project Ownership—Sharing Parallel Authorities • Project Manager – Project • Contracting Officer – Contract • Leadership shares common vision • Performance measures • Commitment and follow through • Communication and teamwork • Continuous improvement

  11. OrganizationalIntegration & Interdependency • Project team expectations • Annual acquisition planning review • Monthly PM project review meetings • Monthly contract status meetings • Collaboration and teamwork

  12. OrganizationalIntegration & Interdependency • Management team expectations • Weekly meetings • Staff meetings • Troubleshooting • Mutual Support

  13. Project ManagementStrategies & Innovation • Products • Project Structure – Who leads? • Business Process – Procurement environment • Project Controls & Tools - Systems • People – Develop / Train / Coach IPECC

  14. Contracting ServicesStrategies & Innovation VISION: Equal partners at the table • Contracting as a critical core function, not administrative support • Earn the partners’ respect through demonstrated skill and merit • Dedication to customer service and compliance

  15. Strategies & Innovation • Assess situation and determine key issues • Training and certification • Workload and resources • Technology and equipment • Internal customer relationships • Goals • Rewards • Fresh ideas

  16. Strategies & Innovation • Knowledge of federal procurement • Customer service with compliance • Contracting officer warrants • Project team accountability

  17. Strategies & Innovation • Workload management • Acquisition planning is critical • Spread the work over the full year • Be proactive – reach out to customer

  18. IN SUMMARYIn order to partner for success… • Leadership and partnering start from the top • Share a common vision and goals • Measure results • Support each other • Support your staff - tools and resources to do their job

More Related