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Both workshops are recommended for Continuous Learning Points (CLPs) toward DAWIA/FAC-C requirements. A Government*Horizons Certificate of Completion will be provided to all attendees upon conclusion of the workshop

Advanced COR/COTR Workshop

Handling the Procurement Changes Better

July 24-25, 2008

Government*Horizons Training Center, Arlington, VA 22203

Registration: 8:00 AM (Day One Only), Program Starts: 8:30 AM, Wrap-up: 4:00 PM

Contracting for Contracting Officers Representatives (CORs) Workshop (40 hrs)

September 8-13, 2008

Government*Horizons Training Center, Arlington, VA 22203

Registration: 7:45 AM (One Day Only), Program Starts: 8:00 AM, Wrap-up: 3:30 PM

To learn more about this course and our full range best practices training, go to www.GovernmentHorizons.org

Who Should Attend the Workshops

• Contracting Officer Representatives/Technical Representatives

• Contracting Officers/Managers

• Procurement Specialists/Analysts

• Government Buyers Managers Financial Managers

• Administrative Contract Officers

• Project Management Personnel

About the Advanced COR/COTR Workshop

This two-day workshop goes above and beyond basic training to focus on current, real-life issues COTRs face under changing procurement rules. The course is organized to give COR/COTRs a direct opportunity to discover better ways of communicating in resolving contractor concerns as well as problems between the program/project offices and the contracts area. Recent contracts will be used to illustrate state-of-the-art topics and concerns presented throughout the Workshop.

This course is recommended for 16 CLPs and is designed to fulfill a DAWIA/FAC-C Level I elective. The course meets the OMB’s Blueprint for COR Training objectives. Students will receive a Government*Horizons certificate of completion.

Course Outline:

Day One:

The Proposal Process

• Welcome and Introduction

• What this Workshop is about

• Introduction and participant objectives

• Summary of changes to procurement processes

Review of Contract Administration

• Contract Administration Perspectives

• Contract Administration Team: PCO, ACO, COR/COTR, TM, QAEs & contractor counterparts

• Partnering: Theory & Best Practices

Basics of Communication

• Definition and Process of Communication

• The Communication Loop

• Seven Guidelines for Communication

Overview of Task Orders

• Introduction to this type of effort

• Order Processing Flow Chart

• Types of effort amenable to Task Ordering

• Essence of a Task Ordering Procedure

• Elements of an Order & Players Involved

Doing Performance-based Statements of Work and Independent Cost Estimates

• Elements & Process

• Example: Recent Procurement

Doing Source Selection

• Finding sources

• Proposal Preparation Instructions

• Steps to Conducting Proposal Evaluation Procedure

• Special Topic: Oral Presentations

• Appropriate communication with contractors

• Selection based on Best Value

• Using Past Performance as a Proposal Evaluation Criterion

• Proposal Evaluation Summary

• Responsibility Determination

• Avoiding Protests

• Sole Source Buying

Planning for Contract Administration

• Overview of Contract Administration

• Contractor Performance Evaluation Plan

• Post-award Administration Phases

• Key Administrative Players

PO Duties After Performance Begins

• Nomination and Sample Appointment Letter

• Obtain a copy of the contract

• Appoint Support Staff as required

• Create a COR/COTR file

• Establish working relationship with contractor representatives

• Conduct Post Award Conference

Establishing Expectations and Understanding

• Reasons and Benefits

• Methods

• Communication Cautions

• Reasons to Listen

• Procedures for Listening and Consensus-Building

• Listening Pointers

• Effective Response Styles

• Communication Cautions

• Exercise- Effective Listening and Consensus-Building

• Definition

• Reasons for Clarification

• Procedure

• Technical Guidance

• Sample Technical Direction Clause

• Cautions- Technical Guidance

• Communication Cautions-Clarification

Monitoring Contractor Performance

Monitoring Concepts and Process

Baseline Management: As an Outcome of Planning

• Elements

  • Technical

  • Schedule

  • Cost

• Process

  • Set performance standards

  • Actual performance occurs

  • Compare actual performance to contractual performance

  • Handle discrepancies

  • Communicate needed actions to the contractor

Preview of Day 2 Topics

Day 2 – The Proposal Process

Day 1 Review

Monitoring Contractor Performance

Monitoring Tools

• Conversation Record

• Key Personnel

• Records

• Deliverables

• Meetings & Correspondence

• Property

• Periodic Reviews

• Security

Quality Aspects

• Concept, definitions & interactions

• Inspection

• Nonconformance

• Acceptance vs. Approval

Contract Cost Control and Payment

• Cost/Schedule Reporting: EVM

• Contractual Billing Requirements

• COTR/contractor correction of cost problems

• Auditing

Monitoring vs. Directing

• Definitions

• Reasons for Avoidance in Directing Performance

• Communication Cautions

Resolving Performance Problems

• Process Definition

• Process for Curing Performance Discrepancies

• Role of the COR/COTR in Effective Communication

• Role of the Contractor in Effective Communication

• Communication DOs

• Warning Signs of a Project in Trouble

• Contract Discrepancy Report

Closeout of Task Orders or Contracts

• Definition

• COR/COTR responsibilities: technical & logistical

• Overall evaluation report

• Release of claims

Changes

• Concept

• Types

• Process

• Step One: Monitoring the Contractor’s Performance

• Step Two: Realizing the Need for Change

• Step Three: Assessing the Impact of the Change

• Step Four: Obtaining Approval for the Change

• Step Five: Reaching Agreement about the Change

• Communication Which Exceeds Authority

• Methods for Mitigating and Managing Technical Changes

Handling Disagreements and Conflicts

• Handling Disagreements

  • Concept and Causes

  • Process

  • COR/COTR role

  • COTR/Contractor Resolutions

• Handling Conflict

  • Definition

  • Causes of Conflict

  • Anatomy of a Conflict

  • Areas Where Conflicts Generally Occur

  • Managing Outcomes from Conflicts

  • Strategies for Resolving Conflicts

Addressing Inadequate Performance

• Insight, Remedies, Use & Consequences

• Actions to Cure Deficient Performance

COR/COTR Role in Contract Ethical Issues

• Definition and Principles

• Ethical Decision-making

• Situations Leading to Potential Abuses

• Conflict of Interest

• Managing the Contractor’s Performance

• Abdicating Performance Standards

• Not Keeping Independent Records

• Unauthorized Discussion or Commitment

• Not Keeping an Arms Length Social Relationship

• Using Influence

• Communication Cautions

CAPSTONE

• Instructions

• Activities

• Presentation

Strengthening COTR/Contractor Relations

• Lessons Learned

• Best Practices

• Areas of Contractor Communication Improvement

• Areas of COTR Communication Improvement

DO’s and DON’Ts for COR/COTRs: A Managerial Perspective

Course Critique, Evaluation & Closure

What Previous Attendees Said About This Workshop

“Steve Stryker’s teaching style is light, lively, informative, humerous and captivating. He is a hydrant of zest for a desert-dry subject. His professionalism is recognizing contributions of individuals in the class is beyond reproach…excellent classroom manner, best I’ve seen in 24 years of Army, 16 of which are in Acqn. Corps.” – John Masterson, LTC, Department Chief, Acqn. Oversight Joint IED organization

“Very applicable to the actual rules of defense contracting. Good context, professionally presented – more people should take this course.” – Jeff Gallant, Senior Intelligence Analyst

About the  COR/COTR Workshop (40 hr)

This five-day workshop presents basic training that focuses on current, real-life issues COR/COTRs face under changing procurement rules. The workshop is organized to give you a direct opportunity to discover better ways of communicating in resolving contractor concerns as well as problems between the program/project offices and the contracts area. The training will “level-up” all participants’ understanding and insights to monitor/problem solve in order to successfully meet the current challenges facing the management of contracts and task orders.

Emphasis will be placed on developing Performance Based Acquisitions through direct connections to emerging buys. Recent contracts will be used to illustrate state-of-the-art topics and concerns presented throughout the workshop. You’ll leave being able to transfer lessons learned to current and future contracts.

This course is recommended for 40 CLPs and is designed to fulfill a DAWIA/FAC-C Level I elective. The course meets the OMB’s Blueprint for COR Training objectives. Students will receive a Government*Horizons certificate of completion.

What Previous Attendees Have Said About This Workshop:

“The information was very useful and will be put to use.” – Patrick Hurne – USCG Civil Engineering Unit Providence

“Expert instructor – provided a wealth of insightful information that will be helpful to me at my workplace.” – Gwen Powell – NESA-DSCA

Course Syllabus:

DAY ONE

I. Welcome and Introduction
A. What this course is: for larger valued contracts
B. Introduction and participant objectives
C. Purpose and objectives of the OFPP

COR/COR Certification Program

II. Review of Contract Administration
A. Contract Administration Perspectives
B. Contract Administration Team: PCO, ACO, COR, TM,

QAEs & contractor counterparts
C. Partnering: Theory & Best Practices
D. Exercise

III. Means of Appointing a COR
A. Who can be a COR?
B. Procedure for designating a COR
C. Appointment letter

IV. Basics of Communication
A. Definition and Process of Communication
B. The Communication Loop
C. Seven Guidelines for Communication

V. Overview of Task Orders
A. Introduction to this type of effort
B. Order Processing Flow Chart
C. Types of effort amenable to Task Ordering
D. Essence of a Task Ordering Procedure
E. Elements of an Order & Players Involved
VI. Performance-based Work Statements (PWSs)
A. Definitions
B. Monitoring Process
C. Causes of Past Failures
D. Benefits of Using PWS

VII. Creating a PWS for: New Buy or Task Order
A. Types: completion versus term
B. Format and content
C. Steps to Obtaining an effective PWS

VIII. Setting the Stage
A. Background & Rationale
B. Tips for Writing the Background Section
C. Exercise: Revising the Background Section
D. Introduction
E. Tips for Writing the Introduction Section

IX. Exercise: Discovering the Synergy Between the Background & Introduction Sections

X. Course Review & Preview of Tomorrow’s Activities

DAY TWO

I. Retrospect and Prospect
A. Review of Yesterday’s Materials
B. Questions & Answers

II. Task Description: How to Express Them Better
A. Review of inputs
1. Major functions the system will do
2. User interfaces
3. Dataflow pictures
4. Conditions or Limits

B. Why Tasks are Poorly Defined
C. Avoiding Communication Misunderstanding
D. PWS Preparation– Helpful Hints

Revising the Task Description Section

III. Deliverables: Ensuring the Right Outputs from the Effort
A. Definition and elements
1. Structure
2. Decision factors
3. Period and Place of Performance

B. Tips for Writing the Deliverables Section

Revising the Deliverables Section

IV. Performance Indicators: Finding Meaningful Ones
A. Definition, basics and challenges
B. Examples
C. Process of Using Performance Indicators
D. Samples of Indicators and their Measurements
E. Quick Review of Quality Aspects
F. Sample Performance Requirements Summaries

Charting Performance Measurement

Revising the Performance Section

H. PWS Checklist

V. Incentivizing a Contract
A. Misunderstandings in Using Incentives
B. Incentive Possibilities

VI. Major Indicator of a Strong PWS: Doing an Independent Government Cost Estimate (IGCE) A. Reasons and Input Requirements

B. Procedure
C. Examples

VII. Furthering Your Ability to Strengthen a PWS
A. Instructions
B. Group Effort
C. Presentations

VIII. Characteristics of the PWS Document

IX. Course Review & Preview of Tomorrow’s Activities

DAY THREE

I. Retrospect and Prospect
A. Review of Yesterday’s Materials
B. Questions & Answers

II. Post-award Conference
A. Definition and need
B. Various players and their influences
C. Procedure & Outcomes
D. Creating the Project Management File
E. Establishing Working Relationships

III. Establishing Expectations and Understanding
A. Reasons and Benefits
B. Methods
C. Communication Cautions

IV. Effective Listening
A. Reasons to Listen
B. Procedures for Listening and Consensus-Building
C. Listening Pointers
D. Effective Response Styles
E. Communication Cautions

V. Giving Clarification
A. Definition
B. Reasons for Clarification
C. Procedure
D. Technical Guidance
E. Sample Technical Direction Clause
F. Cautions- Technical Guidance
G. Communication Cautions-Clarification

VI. Generating and Monitoring Task Orders
A.  Basic process
B. Task Order Format
C. Ordering Clauses

VII. Monitoring Contractor Performance
A. Monitoring Concepts and Process
B. Baseline Management: As an Outcome of Planning
1. Elements
a. Technical
b. Schedule
c. Cost

2. Process
a. Set performance standards
b. Actual performance occurs
c. Compare actual performance to contractual performance
d. Handle discrepancies
e. Communicate needed actions to the contractor

C. Monitoring Tools
1. Conversation Record
2. Records
3. Meetings & Correspondence
4. Periodic Reviews
5. Key Personnel
7. Deliverables
8. Property

D. Monitoring Quality
1. Concept & Definitions of Quality
2. Inspection
3. Handling Nonconformance
4. Acceptance & Acceptance Testing

E. Monitoring Costs
1. Cost/Schedule Reporting
2. Contractual Billing Requirements
3. Method of Payment
4. Verification of Invoice

VIII. Monitoring vs. Directing
A. Definitions
B. Reasons for Avoidance in Directing Performance
C. Communication Cautions

IX. Resolving Performance Problems
A. Process for Curing Performance Discrepancies
B. Role of the COR and contractor in Effective Communication
C. Problem Log and Contract Discrepancy Report

X. Today’s Summary and Tomorrow’s Preview

DAY FOUR

I. Retrospect and Prospect
A. Review of yesterday’s material
B. Questions & Answers
C. Summary of today’s topics

II. Doing an Award Fee Evaluation
A. Misunderstandings in Using Incentives
B. Clarifying the Award Fee Process
C. Draft Quality Assurance Plan
D. Draft Award Fee Plan
E. Role of the TM in this Process
F. Implications for effective Contractor Performance and Proficient Monitoring

III. Task Order or Contract Close-Out
A. Definition
B. COR Responsibilities
C. Contractor’s Overall Performance Evaluation
D. Release of COR File

IV. Task Order Changes
A. Concept
B. Types
C. Process
D. Step One: Monitoring the Contractor’s Performance
E. Step Two: Realizing the Need for Change
F. Step Three: Assessing the Impact of the Change
G. Step Four: Obtaining Approval for the Change
H. Step Five: Reaching Agreement about the Change
I. Communication Which Exceeds Authority
J. Reducing the Number and Magnitude of Changes

V. Handling Disagreements and Conflicts

A. Handling Disagreements
1. Concept and Causes
2. Process
3. COR role
4. Resolutions

B. Handling Conflict
1. Definition
2. Causes of Conflict
3. Anatomy of a Conflict
4. Areas Where Conflicts Generally Occur
5. Managing Outcomes from Conflicts
6. Strategies for Resolving Conflicts

VI. Addressing Inadequate Performance
A. Insight, Remedies, Use & Consequences
B. Actions to Cure Deficient Performance

VII. Liquidated Damages
A. Concept
B. Applications

VIII. Termination and Debarment
A. Concept and Types
B. Process
C. COR’s role

X. Preview of Tomorrow’s Topics

DAY FIVE

I. Retrospect and Prospect
A. Review of yesterday’s material
B. Questions & Answers
C. Summary of today’s topics

II. Ethics
A. Definition and Principles
B. Ethical Decision-making
C. Situations Leading to Potential Abuses
D. Conflict of Interest
E. Managing the Contractor’s Performance
F. Abdicating Performance Standards
G. Not Keeping Independent Records
H. Unauthorized Discussion or Commitment
I. Not Keeping an Arms Length Social Relationship
J. Using Influence
K. Communication Caution

III. Recent findings affecting CORs
A. Procurement Office
B. Inspector General
C. General Accounting Office
D. OMB
E. FAI Competencies

IV. CAPSTONE CASE
A. Instructions
B. Group Work
C. Presentations and Feedback

V. DOs and DON’Ts for CORs

VI. Course Summary, Critique and Closure

About Your Instructor (Both Workshops)

Steven C. Stryker is the President, Stryker Associates, has twenty-five years of experience in providing training and technical assistance in the procurement & outsourcing, strategic planning, and project management arenas. He has provided training to virtually every agency in the federal government as well as industry on topics including: Performance-based Contracting, Quality Assurance, Incentives; Outsourcing; Best Value Contracting; Contract Negotiation; Contract Administration; Ethics; and COTR training.

Registration Charges

Advanced COR/COTR (July 24-25)

Government attendees: $750 per person
Small Business (less than 100 employees): $850 per person
Industry: $950 per person

COR/COTR (40 hr) (Sept. 8-13)

Government attendees: $1495 per person
Small Business (less than 100 employees): $1595 per person
Industry: $1695 per person

Registration Options

[1] Register on-line at www.governmenthorizons.org
[2] Phone Customer Service at (703) 412-9283 x222
[3] E-mail Customer Service at customerservice [Email address: customerservice #AT# governmenthorizons.org - replace #AT# with @ ]

[4] Fax to (703) 412-9286
[5] Mail the Registration Form provided below to:
Government Horizons
1421 Jefferson Davis Highway, Suite 710, Arlington, VA 22202

——————————————————————————-

— REGISTRATION FORM —-

Advanced COR/COTR
July 24-25, 2008

COR/COTR (40 hr)
August 8-13, 2008

Attendee name:

Title:

Company/Agency:

Address:

City, State, and Zip Code:

Telephone Number:

Fax Number:

Attendee E-mail Address:

Training Coordinator E-mail Address:

Phone #:

REGISTRATION CHARGES (CIRCLE ONE):

Advanced COR/COTR

Government attendees: $750 per person
Small Business (less than 100 employees): $850 per person
Industry: $950 per person

COR/COTR (40 hr)

Government attendees: $1495 per person
Small Business (less than 100 employees): $1595 per person
Industry: $1695 per person

Method of Payment:

Company Check (payable to Government*Horizons Inc.) – Tax ID: 20-4904026
Credit Card
Government P.O. (please attach)
Type of Credit Card (check one):

____Visa____MasterCard____American Express

Card Number: ____________________________________

Exp. Date:____________________

Name Printed on Card: ___________________________________________________

Signature (required): ___________________________________________________

Please fax this form, complete with payment information, to
(703) 412-9286 or mail it with your payment to:

Government*Horizons Inc. 1421 Jefferson Davis Highway, Suite 710, Arlington, VA 22202

If you have questions about registration/payment, please call Customer Service at (703) 412-9283 x222. Thank you.

——————————————————————————–

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