PATH TO SUCCESS
contracting issues, and schedule—so that each evaluator knows the format and required content for the briefings.
It is very useful for leadership to conduct a practice briefing before each SSA/SSAC briefing to allow the team to grow com- fortable with the material being presented. In addition, the entire team can serve as an audience for potential questions and information that may need to be added to the presentation so that each member on the council clearly understands the findings. If issues arise between the brief- ings, the SSA or SSAC members should be informed.
MINIMIZING OBSTACLES
Properly organized, prepared, and informed, each SSEB can successfully meet the challenge of reviewing and evaluating proposals for the Source Selection Authority, leading to an award on or even ahead of schedule. One success story in this respect is the Joint Assault Bridge (JAB) System, which began its Engineering and Manufacturing Development phase with the award of two contracts in May 2012, a month ahead of the original schedule. The JAB replaces the Armored Vehicle Launcher Bridge (AVLB) System seen here. The AVLB system uses a M48/M60 chassis, whereas the JAB consists of the M1A1 chassis with the heavy-duty A2 suspension, integrating the new launcher and the reclassified Military Class Load 85 bridge. (U.S. Marine Corps photo by LCpl Kevin Quihuis Jr.)
CONCLUSION Board leadership is a key component in taking the SSEB team to award. With the right preparation, communication, and planning, the leadership can ensure that the government conducts a thorough but efficient evaluation that could reduce the program schedule.
Finally, the SSEB should consider sched- uling group reviews of initial, interim, and final evaluations to include the evalu- ator, factor chief, board leadership, PCO, and legal advisor. Tese reviews would occur after each reviewer in the chain of approval has read and commented on all of the evaluations for a certain fac- tor. Such a practice allows for discussion of ideas and comments from individual reviews to obtain a group consensus and ensure consistency among evaluations.
All members in the chain of approval will be aware of any changes made to the evaluation. While waiting for final proposal revisions from the offerors, leadership should inform the team how evaluators should depict changes from
122 Army AL&T Magazine January–March 2013
previous evaluations to the final evalua- tion document.
BRIEFINGS SSA/SSAC briefings may be the only time that the board members interact with the SSA or members of the SSAC, so it is important that the evaluation find- ings and any issues are conveyed during these meetings.
In preparation for the meetings, lead- ership should provide evaluators with briefing template charts—to include purpose, Section M language, adjectival rating scale, offeror’s approach, strengths, weaknesses, adjectival rating, price/cost breakdown, summary of adjectival rat- ings across all factors and all offerors,
As demonstrated by the one-month sched- ule savings because of an early award of the JAB EMD contracts, such gains set the stage for program success. Te JAB is working through Program Management and User Jury Reviews; delivery of proto- types for government test is expected in October 2013.
For more information, contact PEO CS&CSS Strategic Communications at 586-282-6963 or go to
http://www.peo
cscss.army.mil/.
MS. KELLY COURTNEY is a Procure- ment Analyst for PM Force Projection in PEO CS&CSS. She holds a B.B.A. from the University of Michigan. Courtney is certified Level III in contracting and Level I in program management. She is a member of the U.S. Army Acquisition Corps.
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