Contract and Project Management: A Field Perspective. Moderator Michael Peek, PE CCE CFM Office of Engineering and Construction Management. Panel Members. Jeff Short , Contracting Officer, Richland Operations Office, WA
Michael Peek, PE CCE CFM
Office of Engineering and Construction Management
Jeff Short, Contracting Officer, Richland Operations Office, WA
Tony Polk, Federal Project Director, Savannah River Site, SC
(a) Contracting officers have authority to enter into, administer, or terminate contracts and make related determinations and findings. Contracting officers may bind the Government only to the extent of the authority delegated to them. Contracting officers shall receive from the appointing authority (see 1.603-1) clear instructions in writing regarding the limits of their authority. Information on the limits of the contracting officers’ authority shall be readily available to the public and agency personnel.
(b) No contract shall be entered into unless the contracting officer ensures that all requirements of law, executive orders, regulations, and all other applicable procedures, including clearances and approvals, have been met.
(a) Ensure that the requirements of 1.602-1(b) have been met, and that sufficient funds are available for obligation;
(b) Ensure that contractors receive impartial, fair, and equitable treatment; and
(c) Request and consider the advice of specialists in audit, law, engineering, information security, transportation, and other fields, as appropriate
Historically, there has been a disconnect between project and contract management. Over the past year numerous initiatives have been undertaken to improve project and contract alignment. What are some of the specific actions you are taking to better integrate and align your project and contract at the site level?
DOE O 413.3B states “The FPD is accountable to the AE, Program Secretarial Officer or delegated authority, as appropriate, for the successful execution of the project within a PB.” Therefore, should the Contracting Officer work for, and report to, the Federal Project Director?
Should Contracting Officers be held more accountable for project success?
Fee determinations are executed by the Contracting Officer. With the increased focus on holding contractors accountable, how can the FPD support the Contracting Officer to ensure incentives appropriately align the Department’s , taxpayers’ and contractor’s interest?
In general, the processing of contract actions (i.e., contract modifications) seems to lag the processing of project management actions (i.e., baseline change proposals). Beyond the obvious call for more contracts staff, what can be done by the FPD to facilitate timelier contract actions?
In general, there appears to be better contract and project alignment on FAR Part 15 contracts than on M&O contracts… can you comment on this?
What is more important, increasing the number of contracting officers and contracts specialists or ensuring our current contracting officers and contracts specialists have the proper skills set?