the program provided avenues for indus- try to comment on and critique the requirements, schedule, funding profile and procurement package solicited to build prototype systems. Tese forums were intended to give industry represen- tatives an opportunity to provide the program manager comprehensive feed- back on draft EMD requirements. Tis sent the message to industry that the pro- gram had taken positive steps to reduce technical risk, validate designs and cost estimates, evaluate manufacturing pro- cesses and refine requirements during the technology development phase.
Recommendation Maintain clear and open lines of com- munication with industry. Doing so will yield a number of benefits to the existing program and to other programs about to embark on EMD by:
• Ensuring that requirements are clear, concise and understood by industry.
• Facilitating knowledge transfer.
• Informing participants of potential contracting opportunities for the life- cycle phase.
• Increasing industry’s knowledge and awareness of the program and seeking their feedback.
• Developing interaction on require- ments, schedule and funding.
• Allowing the program manager to assume control of communicating program requirements to minimize rumors, untruths and third-party feedback.
• Allowing early industry buy-in.
• Establishing support and confidence between the program manager and industry.
LL_49: Early communication and inter- action with industry is imperative to improve competition during contract source selection.
Background In preparation for the recompete of a development contract, the program man- ager began discussions with industry 24 months ahead of the anticipated award date. By starting early, the program manager engaged industry with require- ments and gathered information about best practices, optimal contract vehicles, the context of the performance work statement (PWS), and development and deployment methodologies. Te program manager was able to maintain an open dialogue, and the information gathered was instrumental in building a com- prehensive PWS with sufficient details to ensure that all requirements were addressed. By starting early, the program manager generated interest from a wide range of industry partners who otherwise might not have bid on the work.
Recommendation Promote competition for software devel- opment and integration contracts. Begin the market research process very early, and build time into the schedule for protest. Per Office of Federal Procure- ment Policy dated Feb. 2, 2011, “Early, frequent, and constructive engagement with industry is especially important for complex, high-risk procurements, including (but not limited to) those for large information technology projects.”
LL_998: Ensure that all stakeholders are in alignment from the beginning of the program and share a common understanding and vision, as well as common expectations for execution.
Background A nondevelopmental effort was supported by a small business that had other gov- ernment contracts, including one with the U.S. Air Force. Te Air Force tailored the requirements for documentation, and the manuals were simple and without great detail. When the Army awarded its project to the contractor, more detailed documentation was expected. Te con- tractor did not know that at the time of award, and the government team did not understand the level of detail required for the documents. Hence, the contrac- tor delivered documents that did not meet the Army’s requirement. To over- come this issue, the government brought on additional support to develop the manuals.
Recommendation At the project kickoff meeting, spend sufficient time defining expectations for deliverables. Ensure that everyone under- stands the level of detail required to meet the intent of the contract data require- ments list.
For more information on these and other lessons learned within the ALLP, go to
https://allp.amsaa.army.mil.
MS. JANET O’MAY is an operations research analyst with the U.S. Army Mate- riel Systems Analysis Activity at Aberdeen Proving Ground, MD. She holds an M.S. in systems management and information systems from Florida Institute of Technol- ogy and a B.A. in sociology and social work from the University of Maryland Baltimore County. She is Level III certified in engi- neering and in test and evaluation, and Level I certified in information technology and program management. She has been a member of the Army Acquisition Corps since 2008.
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