GIVE MORE, GET MORE
objectives. Te investments made by industry exceeded expectations, resulting in unique opportunities to decrease risk in a pre-award environment and realize greater efficiencies post-award. In the end, four offerors submitted proposals and the company awarded the contract was not the incumbent. Te awardee surpassed government’s expectation for implement- ing innovation and flexibility.
For more information, go to PEO C3T’s website at
https://www.army.mil/peoc3t.
TEAMING UP
Sgt. Johnnie Morton, part of a gun crew assigned to Field Artillery Squadron, 2nd Cavalry Regiment, loads a 155 mm artillery round onto a M777A2 howitzer during Dynamic Front II. In updating artillery command-and-control software, PM MC used an unorthodox approach that involved developers earlier in the process and to a greater degree than is typical. (U.S. Army photo by Staff Sgt. Jennifer Bunn, 2nd Cavalry Regiment Public Affairs)
it wants from proposed solutions via a statement of work or a performance work statement. Te underlying goal of the Army’s approach was to seek innovation by allowing offerors flexibility to define their own solutions, uninhibited by excessive government direction.
Second, the government performed in-depth research to develop a plan of performance-based incentives and disin- centives to move industry in the direction of creative approaches. To ensure those incentives and disincentives were prop- erly targeted at motivating industry, the acquisition team mapped out all possible incentive and disincentive scenarios for cost, performance and schedule—54 in all—as well as every possible fee industry could earn, and it graphically presented that data to demonstrate where industry should target its efforts.
Tird, the government gave industry maximum flexibility to determine its own modernization strategies by requir- ing interested offerors to provide their own performance work statements, inte- grated master plans and contractor work breakdown structures with their propos- als. Tese documents were the backbone of their proposals and gave the govern- ment considerable insight into each offeror’s proposed approach as well as a much better understanding of post-award execution and risk mitigation. Together, these activities enabled the government to better validate the soundness of these fairly complex industry proposals.
CONCLUSION All of these efforts combined resulted in an exemplary AFATDS 7.0 acquisi- tion. Industry seized the opportunity to be innovative, and each had a unique approach to meeting the government’s
94
MS. SANDRA LINDECAMP is acquisition branch chief for PM MC. She holds a B.S. in business administration from the University of Maryland University College. She has served as an Army warranty contracting officer for more than 12 years and has been assigned to PM MC for the last six years. She is an Army Acquisition Corps member and is Level III certified in contracting and in program management.
MS. ELIZABETH A. KEELE is an acqui- sition consultant for G2 Software Systems Inc., providing support to PM MC. She holds a B.A. in political science from National University and has 12 years of experience assisting the Army and Navy in developing and executing acquisition strategies. She has been recognized for outstanding service throughout her career; most notably, she was part of a team that received the Space and Naval Warfare Sys- tems Command Lightning Bolt Award. She holds a Lean Six Sigma green belt.
MR. DAN LAFONTAINE, a public affairs specialist with DSA Inc., provides contract support to PM MC. He holds a B.A. in journalism from the University of Richmond and has 10 years of experience in Army public affairs as a writer and editor.
Army AL&T Magazine
October-December 2017
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