and make sound and timely decisions. Team members do not necessarily commit 100% of their time to an IPT, and a person may be a member of more than one IPT. a. Contracting Officer (CO) i. Responsible for performing all relevant contract functions ii. Principle business advisor and principal agent for the government iii. Focal point for all solicitation-related exchanges with potential offerors b. Contracting Officer’s Representative (COR) i. An authorized representative of the contracting officer within the scope of his or her authority ii. On-site technical manager c. Program Manager (PM) / Technical Specialist / Project Manager i. Acquisition Team Leader, responsible for ensuring that the Acquisition Plan is properly executed and the desired results are achieved ii. Principal technical expert, most familiar with the requirement d. Customer / User i. Brings detailed knowledge of the user requirements e. Small Business Professional
CON 200 i. Principal advisor and advocate for small business engagement ii. Can provide insight for market research and an understanding of industry small business capability f. Cost / Price Analysis i. Evaluates the financial price and cost-based data for reasonableness, completeness and accuracy g. Financial / Budget Officer i. Advisor for fiscal and budgetary issues h. Legal Advisor i. Reviews the acquisition documents for legal sufficiency ii. Provides advice on acquisition strategies and contract terms i. Other i. Personnel from outside the agency ii. Examples: Defense Contract Management Agency (DCMA), Export Control specialist, contractor (for some specialized acquisitions). 4. Two of the most fundamental characteristics of a strong relationship are Trust and Commitment . Trust and commitment create a relationship in which all parties strive to: a. Achieve Common Goals b. Resolve Conflicts c. Share access to resources, information, and opportunities 5. Trust: a. It stems from people's attitudes and dispositions and an acknowledgement of dependency on another party. It requires a significant investment of time and effort. Fear and pride are the enemies of trust. b. Trust builds on open and honest communication between the parties from leadership to shop level, developing confidence in a shared vision and goal for performance. Trust is constantly being evaluated by all parties. It is hard to earn and easy to lose. c. A lack of trust will significantly affect each party’s approach to negotiations. While a high degree of trust promotes principled negotiations (win/win), a lack of trust will typically result in positional negotiations (win/lose). d. Fear is the enemy of trust. Fear means that one party is concerned the other party will take advantage of its vulnerabilities. Long term contracts carry an inherent level of risk and uncertainty which can translate into fear and vulnerability.
You've reached the end of your free preview.
Want to read all 18 pages?
- Spring '16