may be difficult for the government to develop a future industry partnership with the contractor.
LEADERSHIP DIRECTION In his Oct. 14, 2011, Acquisition Deci- sion Memorandum (ADM), then-Acting USD(AT&L) Frank Kendall canceled the GMR Program and directed the GMR Program Office to “smartly close out” the GMR contract.
He directed the program office to: 1) com- plete the NSA certification of the GMR system, which included radio hardware, operating environment software, and the Wideband Networking Waveform, by the contract’s expiration date; and 2) identify and ensure delivery of critical deliverables. Te contract’s products, deliverables, and artifacts were essential to support the future acquisition of a Non-Developmen- tal Item to meet operational requirements for a mid-tier networking radio with a lower cost and reduction in size, weight, and power.
Te program office defined smart close- out to mean that there would be no direct charges to the contract beyond the period of performance and that all ADM requirements would be met. To complete the first task, the program office made its Technical Management Division (TMD) and Readiness Man- agement Division (RMD) responsible for NSA certification and for standing up a Production Integration Facility to maintain GMR software and hardware in the certified state. For the second task, the program office established a Contract Closeout Integrated Process Team (IPT) to close out the contract in a manner that avoided direct charges after the perfor- mance period.
Te IPT included key personnel from the GMR Program Office and contractor
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program offices, contracting officers, property control officers, and the Defense Contract Management Agency (DCMA). Te IPT established a schedule, milestones, coordination links, and a battle rhythm of meetings and status reviews that were central to the closeout effort. Te IPT fostered a collaborative environment that enabled timely delivery of contract deliv- erables and streamlined closeout efforts.
It cannot be assumed that contractors and DCMA personnel have experience in closing a contract. In this effort, only two people throughout the government and contractor staffs had such prior experience. Tis necessitated multiple
SIGNING OFF
Closing out a contract can be difficult to accomplish effectively and efficiently. It cannot be assumed that contractors and DOD personnel have the necessary experience to close out a contract. When the Army canceled the GMR project, the service analyzed time and work remaining on the contract and determined whether DOD could recover items of value for possible use in other DOD efforts. Here, a 2nd Brigade, 1st Armored Division Soldier uses the GMR during the Army’s first Network Integration Evaluation, NIE 11.2, at White Sands Missile Range, NM, in June 2011. Soldier feedback and lessons learned from the NIE helped the Army restructure the GMR program. (U.S. Army photo by Claire Heininger)
meetings involving DCMA, the program office, and contractor program offices to clarify processes and procedures for plant clearance; application of DCMA’s Plant Clearance Automated Reutilization Screening (PCARSS) system; approval of deliverables; coordination with the Defense Logistics Agency (DLA); and follow-up on contract actions.
Early collaboration with those who had decision-making authority enabled the group to adhere to schedule-driven activities. While it may not be feasible to identify all tasks upfront, it is possible to identify the major activities and refine them later. Holding three meetings per
CONTRACTING
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