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Contracting in a Changing Environment

Contracting in a Changing Environment. Leslie Deneault Defense Acquisition University Leslie.deneault@dau.mil. Why don’t acquisition programs stay the same?. Requirement change Threat changes New missions New users for the system Technology improvements Parts obsolescence

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Contracting in a Changing Environment

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  1. Contracting in a Changing Environment Leslie Deneault Defense Acquisition University Leslie.deneault@dau.mil

  2. Why don’t acquisition programs stay the same? • Requirement change • Threat changes • New missions • New users for the system • Technology improvements • Parts obsolescence • Congressional influence • Funding cuts

  3. Ideas about a Changing Environment • Partnering relationship • Increases trust and understanding • Contract Terms and Conditions • The contract allows for change • Evolutionary Acquisition • Strategy allows for change

  4. Partnering • Alpha negotiations • Alternative Disputes Resolution • Senior Leadership Meetings

  5. Who are the partners? Buying Activity DCMA (ACO…) DCAA (Auditor) Contractor Subcontractors User

  6. ALPHA ProcessModification Requirement ECP Technical &Cost Understanding CCB Model Modification Distribution Contractor and Government Sign Rev iews Contractor offer/TINA Sole Source Contractor and Government Government

  7. Important Elementsof the Process • MOA – Everyone agrees to play • Team Continuity • Standard Software & Formats • Communications – No back-room discussions • Schedule • Approval Guidelines • Engineers can meet and agree without contracting • Team Meetings

  8. Contract Terms and Conditions that help change • Swing Clauses • Contract type relates to risk • MOA for partnering • Agreed process for using the changes clause • Broad performance objectives • Set up study CLINs

  9. Evolutionary Acquisition Evolutionary acquisition is DoD’s preferred strategy for rapid acquisition of mature technology for the user. An evolutionary approach delivers capability in increments, recognizing, up front, the need for future capability improvements. The success of the strategy depends on the consistent and continuous definition of requirements and the maturation of technologies that lead to disciplined development and production of systems that provide increasing capability towards a materiel concept. 5000.2; 12 May 2003

  10. Incremental Development • Incremental Development (ID) definition • In this process, a desired capability is identified, an end-state requirement is known, and that requirement is met over time by development of several increments, each dependent on available mature technology. 5000.2, 12 May 2003

  11. Spiral Development • Spiral Development (SD) definition • In this process, a desired capability is identified, but the end-state requirements are not known at program initiation. Those requirements are refined through demonstration and risk management; there is continuous user feedback; and each increment provides the user the best possible capability. The requirements for future increments depend on feedback from users and technology maturation. 5000.2; 12 May 2003

  12. Evolutionary Acquisition versusLinear-Sequential Acquisition Linear-Sequential Acquisition Process Requirements Design Code & Unit Test Integrate & Deploy Support Evolutionary Acquisition Process Requirements development, experimentation, risk reduction, market analysis, etc. Design Design Design Incr 2 Incr 3 Incr 1 Code & Unit Test Code & Unit Test Code & Unit Test Integrate & Deploy Integrate & Deploy Integrate & Deploy Support

  13. Advantages of Spiral Development • Spiral development is designed to be more responsive to user needs. It accomodates change • Shorten turn around time for emergent user needs • Focus on the most critical user needs at the current time • Address threat changes, technology improvements, new users of the system, parts obsolescence, new missions, congressional influence • Continuous feedback between testers, users and developers (Gov’t and Ktr).

  14. Evolutionary and Contracting • Be part of the preparing the Acquisition Strategy/Plan • Use Award Fee or performance incentives to motivate contractor • Schedule may be most important consideration • Broad scope to contracts to minimize ECP’s and J&A’s or new contracts. • Minimal thresholds. Broad performance objectives • Options • Section H clauses that develop scope • Contracts are CR, FFP, and ID/IQ. • FAR 39.103 Modular Contracting (18 months/IDIQ)

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