DAG Chaper 1-PM Business Mgmt Roles



PM’s Compendium of Business Management Roles, Actions and ActivitiesPM RolesPM ActionsPM’s Necessary Product or OutcomeActivitiesAmplifying Steps and GuidanceBM 1. Contract Management: Ability to guide the development of appropriate documents and focusing contracting actions in pre-award, source selection, and post-award contracting activities relating to acquisition management.1.1 Market Research 1.1.1 Apply market research to define the industry/ procurement environment and gather and apply relevant market research information to initiate and execute the program.?Market Research Summary or White Paper1.1.1.1 Develop or contribute to the conduct of Market Research Study to be used by program office members when developing contract strategies, cost estimates and other key products and decisions. Ensure consistency with FAR Parts 10 (Market Research), Part 11 (Describing agency needs), and 12 (Acquisition of Commercial items); and DFARS 210 while using various types of market research tools (e.g., CCR, SB Dynamic Search, BetBiz, FPDS, GSA advantage, etc.)Steps:Understand the industry environment and determine availability of sources of supply and/or services to best satisfy system/program requirements.Provide or execute guidance and information needed to develop and use a Market Research study to initiate and execute the program. Ensure small business aspects of market research are conducted to comply with small business statues.?Request for Information1.1.1.2 Develop a program's Request for Information (RFI), and evaluate the interim and end product with regard to effectiveness in gathering needed information. Develop or assess any work aids, tools, direction or guidelines necessary for potential offers in accordance with FAR Section 15.201Steps:Evaluate a sources sought synopsisConduct Industry Days and one-on-one meetings with industry as necessaryDetermine commerciality of product or service.Release the RFI?1.1.2 Analyze key attributes of the defense industry to meet acquisition needs. Includes awareness of issues of international sourcing vs. domestic preferences, Buy American Act, Berry Amendment, Canadian inclusion, etc., that restrict sourcesMemorandum for the Record that evaluates the Market Research Summary as it applies to acquisition of foreign goods and services1.1.2.1 Evaluate and provide feedback on the Market Research Summary before approving as input into the Acquisition Plan and StrategySteps:Ensure the summary lists potential sources and levels of availability of needed products and services.Analyze key attributes of the defense industry to meet acquisition needs. Includes awareness of issues of international sourcing vs. domestic preferences, Buy American Act, Berry Amendment, Canadian inclusion, etc., that restrict sources. 1.1.3 Develop and assess the validity of an appropriate sourcing approach (including competitive and non-competitive)Source Selection Plan (SSP) 1.1.3.1 For competitive approach, collaborate with contracting officer and SSA to define a strategy (IAW FAR Section 15.303) and plan for releasing competitive solicitation, applying criteria to assess offers, and engaging with source selection authority and advisors to select source(s) to deliver customer required product or service per the terms of the RFP and IAW FAR Part 6Steps:1. Identify source selection goals, objectives and resources2. Form an integrated source selection team to develop the SSP including evaluation criteria3. Ensure the RFP supports the SSP and evaluation criteriaJ&A -- Justification and Approval for Sole Source (or for Other Than Full and Open Competition)1.1.3.2 For non-competitive approach, collaborate with contracting officer to properly document and obtain approval of approach and rationaleSteps:Review RFI feedback to validate limitations on competition. Notify stakeholders of intent to pursue sole sourceEnsure compliance with DPAP J&A format1.1.4 Assess and exercise pre-solicitation communications with industry and the government team.Synopsis, RFI, and Industry Day Announcement1.1.4.1 Develop and or evaluate a pre-solicitation with options to include the use of draft solicitation, industry days and one-on-one sessions. Ensure use of FAR 15.201 Exchange with industry before receipt of proposals.Steps:1. Assess the viability and attractiveness of using a Small Business approach to a proposed acquisition2. Promote early exchanges of information about future acquisitions among industry and the program manager, contracting officer, and other participants in the acquisition process.3. Identify and resolve concerns regarding the acquisition strategy, including proposed contract type, terms and conditions, and acquisition planning schedules.4. Evaluate the feasibility of the requirement, including performance requirements, statements of work, and data requirements.5. Determine the suitability of the proposal instructions and evaluation criteria, including the approach for assessing past performance information; 6. Assess the availability of reference documents and any other industry concerns or questions.7. Develop discussion criteria regarding RFIs and pertinent information needed for industry day announcement?1.2 Pre-Solicitation Planning and Execution1.2.1 Demonstrate an understanding of and participate in pre-award actions required by the FARAcquisition Strategy (AS) content1.2.1.1 Organize pre-award actions required by FAR Subpart 7.1 Acquisition Planning and FAR Parts 1-12, considering key and complex contract terms and conditions for the solicitation content IAW FAR Sections 34.004 and 34.002.Steps:Review the operational requirementsPerform a Red Team review of the draft Acquisition StrategySource Selection Plan / Strategy1.2.1.2 Evaluate alternative business strategies and flesh out recommended approach for the contract, to meet customer requirement, consistent with the program AS, and IAW FAR 7.105, FAR Part 15, and DFARS PGI 207.105Steps:Identify program goals and objectivesIdentify the program risks and opportunitiesReview source selection approaches (LPTA vs Full Trade-Off)Review contract types as alternativesDecide on contract type and incentivesSee FAR Part 7 (Plan), 15 (Procedures), and 16 (Incentives)1.2.2 Based on the risks and opportunities described in the acquisition strategy, jointly develop a contracting strategy with the PCO.Contract strategy option analysis with recommendation1.2.2.1 Refine the assessment of the risk and opportunities associated with the acquisition of the desired capability. 1.2.2.2 Given current requirements and constraints, research and evaluate contract strategy options, contract type, timing and other pertinent characteristics IAW FAR 7.105(b).Steps:Identify applicable contract attributes sought for the programIdentify all applicable contract type possibilities.Develop and execute a method to compare and contrast contract types in order to determine the most appropriate contract type.Coordinate with PCO on contracting processes, strategy, agreements, negotiations etc.References:Defense Acquisition Guidebook section 2.41.2.3 Understand the use and ramifications of Interagency Acquisitions.Acquisition Strategy (AS) content1.2.3.1 For an inter-agency project or program, include in acquisition strategy provisions that optimize relationships with other government agencies as customers or partners, consistent with the intent of FAR Subpart 17.5, and the Economy Act.Steps:1. Review with PCO and legal counsel how Economy Act provisions impose constraints on program strategy and funding decisions2. When reviewing market research to assess if joint/inter-agency solution could meet customer’s needs, assess limitations imposed by Economy Act3. Assess if program strategy can be improved by leveraging GOTS or ongoing development led by another agency—evaluate any Economy Act implications for these approaches.?1.2.4 Evaluate the intent of the capability or service acquisition and assure the strategy(s) are alignedDetermination and Findings (D&F)1.2.4.1 Provide (or assess with recommendations) program guidance and intent in the various types of acquisitions strategies prior to contract award in accordance with the FAR.Steps:Evaluate relevant criteria to determine if a sealed bid contract is appropriateEvaluate relevant criteria for using a simplified acquisition approachReview pre-award activities, FAR (if applicable) Parts 5 (Publicizing Contract Actions), FAR Part 12 (Acquisition of commercial items), 13 (Simplified Acquisition Procedures), 14, (Sealed Bidding), etc.1.2.5 Demonstrate how incentives at the portfolio, program and/or project level (to include contract incentives) drive desired and/or undesired contractor behaviorContract Incentive Structure 1.2.5.1 Develop and or evaluate the program approach to develop the acquisition strategy contractor incentive structure IAW FAR Subpart 16.4 incentive contracts.Steps:Derive or assess the cost schedule, performance risk and opportunities associated with the acquisition of the desired capabilityDerive associated incentives to mitigate risks and take advantage of opportunitiesRefer to section 1.4.5?1.2.6 Account for the impact of the government and contractor rights under the appropriate data rights categories. Data Management Strategy (part of ASR)?1.2.6.1 Develop or assess (with recommendations) the RFP for adequate discussion of the importance, use, and limitations of data rights in accordance with FAR 271.2.6.2 Select the appropriate data rights strategy for a proposed contract action in accordance with DFARS 227.Steps:Identify lifecycle data needs and rightsExplain how the procurement of data rights can impact a weapons systems affordability and supportability?Notes:The DFARS reference is important, as DOD has, by statute, unique requirements that are different than those of civilian agencies.1.2.7 Explain the potential program impact and appropriate response procedures regarding a contractor's right to protest.Contingency Plan in Event of Protest1.2.7.1 Prior to RFP release, evaluate the rights of each party to protest, timelines involved in protests, alternate methods for resolving protests, and potential program mitigations for protests in accordance with FAR Part 33.1 (Protests)Steps:Review source selection criteria to avoid potential protest.Train the source selection team Address the potential impacts of the protest on the program and the means available to minimize these impacts1.2.8 Communicate and justify the validity and effectiveness of the chosen approach to acquire a capability Briefing to MDA for RFP Release Decision (any phase)1.2.8.1 Develop and present briefing to MDA with rationale, including technology maturity and risk mitigation levels, supporting readiness to release RFP, IAW DODI 5000.02Steps:Comply with existing Acquisition Decision MemorandaFor milestone review following Materiel Solution Analysis Phase: be prepared to recap requirement, trade space surrounding KPPs, industrial base considerations, Risk and Opportunity assessment, and how those impacted proposed acquisition strategy.For EMD RFP release decisions: If available, use results of PDR (or excerpts from PDR Assessment Report) to support readiness to enter the EMD phase of acquisitionIncorporate relevant market research.?1.2.9 Develop and/or assess necessary contract requirements and associated contract artifacts for both a product/supplies and services contract.?Request for Proposals (including RFP Cover Letter)1.2.9.1 In concert with contracting officer, finalize Request for Proposals based on comments/inputs received from industry, customer, and acquisition staffs during pre-solicitation activities, and IAW FAR Part 15Steps:Ensure evaluation criteria addresses program risksUseful to conduct a peer review (or Red Team) of RFP using peers from across your PEO or seeking assistance from peers on similar or interfacing programs in other services/agenciesSection C (SOW/SOO/PWS), Section L, M, and H, CDRLs and RFP Cross-Reference Matrix ( traces requirements & risks/opps to Sec L and M of RFP]. 1.2.9.2 Prepare (or assess with recommendations) a comprehensive program specification and performance- based Statement Of Objectives (SOO) or Statement of Work (SOW) and CDRL that fully and correctly define the program, addressing roles and missions of the government and contractor IAW FAR Section 15.204. (See 8.2.1) Steps:If an acquisition of services, gain familiarity with the Services Acquisition Mall and the ART tool for automated generation of SOW/SOO Exercise the appropriate tools or models for determining the requirements for CDRL items (e.g.: Gain familiarity with the Responsibility, Accountability, Consulted and Informed model).Review proposed CDRLs with stakeholders to ensure value-added for each CDRLDevelop cross-reference matrix to ensure key strategy drivers are addressed in RFP across requirements (spec, SOW, CDRL) and Secs L and M.Exercise the appropriate tools or models for determining the requirements for data products (e.g.: Gain familiarity with the Responsibility, Accountability, Consulted and Informed model).Apply, and tailor as appropriate, any applicable data item descriptions (DID).Review proposed CDRLs with stakeholders to ensure value-added for each CDRL. Tailor CDRLs as required in the absence of DIDs. Consistent with FAR Part 11 Describing Agency NeedsPerformance Requirements Document (PRD) and Systems Requirements Document (SRD)1.2.9.3 Prepare (or assess with recommendations) a description of the system / performance requirements to ensure documentation within the Statement Of Objectives (SOO) or Statement of Work (SOW) that fully and correctly defines the program, addressing roles and missions of the governmentSteps:1. Exercise tools and techniques to allocate requirements to the various tasks2. Tailor the technical requirements documents to ensure compliance with the government’s desired outcomes?1.2.10 Demonstrate the ability to adjust an RFP to a changing environmentRequest for Proposal (RFP) Amendment1.2.10.1 With contracting officer, analyze impacts vs. benefits and if warranted, implement RFP change (after SSA approval) to resolve issues (error; ambiguity; inconsistency; user-driven change; funding change) IAW FAR Section 15.206, (amending the solicitation).Steps:1. Evaluate alternatives to best resolve underlying RFP issues (error; ambiguity; inconsistency; user-driven change; funding change)2. Determine appropriate additional time each offeror will need to response to amended RFP3. Seek peer review RFP changes to ensure clarity and ease of implementation.4. Assess the additional risks of protest and impact to the program schedule. 1.3 Source Selection and Negotiations 1.3.1 Plan and execute a source selection and contract award process.Source Selection Evaluation Board Charter; Source Selection Advisory Council Charter; Final Source Selection Schedule1.3.1.1 As part of a source selection team establish the source selection structure, roles and responsibilities of the Government team, and appropriate selection criteria, and processes and procedures Steps:1. Organize the Source Selection Team per DoD Source Selection Guide2. Select or approve SSEB members and arrange team training to prepare for Source Selection. 2. Schedule SSA briefing times per published Source Selection Schedule 3. Serve on or chair Source Selection Evaluation Board. 4. Serve as part of a Source Selection Advisory Council/Committee5. Serve as a Source Selection Authority [as appropriate to size of procurement action]Source Selection Evaluation Results1.3.1.2 As part of a source selection team evaluate contractor proposals consistent with the requirements and criteria defined in the RFP to identify an offeror likely to most successfully meet contract requirements while managing key risks and opportunities, Steps:1. Organize the SSEB, roles, responsibilities, and tasks.2. Evaluate proposals against requirements and criteria3. Collect findings and come to consensus among the SSEB members4. Prepare evaluation briefings5. Receive SSA decision and direction (for award or discussions with offerors)6. Consistent with FAR Part 15/15.3 (Contracting By Negotiation/Source Selection)Source Selection Decision Memo1.3.1.3 With the Source Selection Authority and support from the contracting officer, prepare the Source Selection Decision Memorandum to reflect SSA’s independent decision per FAR Part 15.Steps:1. Ensure SSDM clearly references how the criteria in Section M were used to evaluate each offeror2. Articulate the SSA’s basis for decisionDebrief Presentation and Redacted SSDM.1.3.1.4 In support of the contracting officer, provide results of source selection as de-brief to successful and unsuccessful offerors, per their request, IAW FAR Part 15. Steps:1. Develop/review de-brief for clarity and consistency with actual source selection findings2. Clearly document in de-brief how the process used criteria in Section M for the evaluation. Protest Decision Support Documents and Actions1.3.1.5 Analyze protest claims and accomplish discovery in providing response to contractor protests, leverage documentation from source selection process along with the contracting officer and legal team in supporting GAO inquires IAW FAR Part 15.303Steps:1. Ensure thoroughness and consistency in program offices responses to contracting officer and/or GAO’s request for information to adjudicate the assertions in a contractor’s protest. 2. Keep SSA appraised of status of protests and coordinate with SSA when providing info to contracting officer and/or GAO.3. If PM served in leadership position during Source Selection (SSEB Chair or SSA), offer to information accumulated by contracting officer to ensure completeness and accuracy. 1.3.2 Plan and execute a contract negotiation and award in a sole source arrangement RFP 1.3.2.1 IAW DODI 5000.02, define terms of RFP and planned contract to meet customer’s priority needs and incentivize relevant Should Cost targets, in light of perceived contractor motivations and market dynamics. Steps:1. Refer to the approved J&A 2 Leverage contractor’s pre-award activities (business development, lobbying, proposal prep, negotiation), to ensure clear understanding of requirements and associated risks by both government and contractor.3. Review contractor’s basis for cost and review the basis of cost with technical subject matter experts4. Use DCMA and DCAA to validate the cost factors5. Consider trade-offs to accommodate budget limitationsTechnical Evaluation Memo1.3.2.2 Conduct/approve technical evaluation as input to contracting officer for setting negotiation targets to be discussed in business clearance memo.Contract (Award)1.3.2.3 Execute sole source contract award. Steps:1. With contracting officer, plan and conduct negotiations with goal of a mutually agreeable business arrangement with appropriate performance incentives2. Communicate negotiated contract, schedule and expected outcomes to the Program Office team members and stakeholders.?1.4 Contract Administration1.4.1 Prepare and evaluate a plan for executing the program’s contract administration process Contract Administration Plan1.4.1.1. Develop a business partnership and associated plan to integrate and manage the efforts of all personnel responsible for overseeing the contractor in executing the terms of the contract to successfully fulfill the agency/department’s need in a timely manner and at a reasonable cost.Steps:Ensure PCO, DCMA, Program Office Team, and Contractor are aligned with Contract Administration Plan roles, responsibilities, tasks and outcomes are consistent with FAR Part 42?1.4.2 Oversee the establishment of a negotiated baseline of performance between the program office and the selected contractors.DD Form 1484, Post-Award Conference Record1.4.2.1 Complete the DD Form 1484 and execute the Contract Administration PlanSteps:Monitor and control contractor performance in accordance with the Contract, Contract Administration Plan, and the QASP.Make modifications to the Contract Administration Plan as necessary?1.4.3 Comprehend the contract modification process, receipt of contractor change proposals, ECP and Value Engineering requirements, risk analysis, and contractor financing requirements.?Contract Modifications1.4.3.1 Evaluate contractor proposals for contract modifications IAW far Part 43 (Contract Modifications)Steps:1. Review the requirement (or unsolicited proposal)2. Assess the impact to the program budget3. Perform technical evaluation and obtain Configuration Control Board approval4. Perform negotiations, award, and administration consistent with tasks 1.3 and 1.4Modified Contract Incentive Structure1.4.3.2 Modify the contract incentive clauses in accordance with the negotiated agreementSteps:1. Describe the relative influence of profit, growth, cash flow, market share and stability in shaping contractor behavior 2. Identify the desired outcomes or behaviors of the modification/incentives3. Draft incentive structure designed to accomplish the objectives.4. Obtain stakeholder agreement.1.4.4 Comprehend how to direct exercising options; issuing task or delivery orders; and claimsProcurement Request1.4.4.1 Verify budget/funds available.Steps:1. Ensure the Budget Officer makes the funds available1.4.4.2 Revalidate the Need for the Option (fulfills an existing Government need) and PriceSteps:1. Check with the Requirements Manager to determine that the requirement is still valid2. Verify that the contractor’s capacity is available3. Verify that the contractor’s rate changes do not exceed the budget1.4.4.3 Execute the optionSteps:1. Direct the Contracting Officer to exercise the option2. Monitor contractor performance3. Control contractor performance4. Notify the Requirements Manager (and other stakeholders)?1.4.5 Monitor, assess, and manage contractor performance in their execution of the contract?Contractor Performance Assessment Report (CPAR)1.4.5.1 Assess and provide timely feedback to the contractor on their execution of the terms of the contract in accordance with the DoD Contractor Performance Assessment Reporting System (CPARS) Policy GuideSteps:Evaluate contractor performance in meeting contractual requirementsPrepare and submit CPAR every 12 months during contract period of performance Explain issues or areas of improvement with the contractor’s performance including subcontract managementManagement and Status reports associated with particular management systems.1.4.5.2 Manage the contractor using various automated data systems IAW DFARS Subpart 242.70 (Contractor Business Systems)Steps:Working with DCMA and DCAA ensure Contractor Business Systems provide adequate outputs. Systems may include: Cost Estimating System Requirements, Earned Value Management System, Material Management and Accounting System, Accounting System Administration, Contractor Purchasing System Administration, and Contractor Property Management System Administration.Modified contract incentive structure1.4.5.3 Based on program goals and objectives optimize the contract incentive structure.Steps:Identify desired contractor outcomesAssess monetary and non-monetary options to influence contractor performancePrepare the incentive modificationsExecute contract modification processesRefer to section 1.2.5?1.4.6 Resolve contract issues related to contractor's responsibilities for performance of the contract or a change in the users requirements?Issues Resolution1.4.6.1 Explain methods available to resolve customer concerns and the contractor's responsibilities for performance of the contract and to enforce/ensure contractor compliance with contract requirements IAW FAR Subpart 33.2(Disputes and Appeals), FAR Part 49 (Termination of contracts). Steps:1. Verify COR training is completed and responsibilities are understood by the assigned COR2. Verify customer concerns and the documented requirements relative to the contract3. Confirm concerns with the contractor4. Identify the gaps 5. Close gaps by reconciling the requirements or directing corrective actions to the contractorMemo for Record?1.4.6.2 Evaluate, with recommendations, a contract termination that was initiated due performance issues or the elimination of the requirementSteps:Determine if it is appropriate to terminate the contract, is it in the best interest of the governmentBe sure to understand the impacts of the termination relative to other capabilities, organizations, markets, etc.Understand wider expectations or conditions for a contract terminationAssure all contracts close out actions are completed. (see section 1.5)?1.4.7 Understand the unique requirements and management actions required of Agency PM's when engaged in the acquisition of services?MOU with field agencies1.4.7.1 Explain unique management actions required for the acquisition of services in accordance with FAR Part 37?and DOD Guidebook for the Acquisition of Services.1.4.7.2 Explain how a Quality Assurance Surveillance Plan (QASP) is used to ensure performance meets the terms of the contract.Steps:1. Document the service requirements with the field agency2. Define roles and responsibilities between field agency, PMO, and contractor personnel3. Train field agency personnel with regard to directing contractor support4. Finalize MOU (stakeholder support)?1.5 Contract Closeout1.5.1 Understanding of procedures for contract close-out and/or termination in a manner consistent with FAR Part 49 (as applicable)?DD Form 1597, Contract Closeout Check List (or agency equivalent)1.5.1.1 Evaluate, with recommendations, a contract close-out in accordance with FAR 4.804 (Closeout of contract files).Steps:Form Contract Close-Out Team (refer to DCMA Contract Close-Out Checklist)Identify key activities such as reconciliation of all deliverables, capabilities. Etc.Ensure all required Contractor Performance Assessment Reports are completed.Direct Contracting Officer to initiate contract close-out tasks.BM 2. Financial Management: Ability to implement an effective financial management system to govern the program and ensure program affordability; develop and justify program’s cost position within the PPBE; manage the development of program cost estimates; assess Congressional enactments evaluate the impacts of program funding changes; and effectively/efficiently execute the program funding.2.1 Financial Planning2.1.1 Understand the application of a Department or Agency’s financial management policy/instructions for a project/program’s financial planning, programming, budget development, and budget execution.Sections of the Acquisition Strategy (AS) that reference Financial Planning2.1.1.1 Create or modify appropriate sections of the program acquisition strategy to properly address business strategy, forecast of cost/funding requirements and associated financial content considerations consistent with DoD approved Acquisition Strategy (AS) template, financial management regulations and local policy.Steps:Reference the program Integrated Master ScheduleDerive funding requirements in support of Service/Agency POM process.Ensure the program’s cost estimates account for advance procurement as well as long term sustainment. Ensure the program’s cost estimates are consistent with the acquisition strategy and Cost Analysis Requirements DescriptionThere are 13 Sections to the AS and several of them relate to the ‘Financial Planning’ aspects. Section 7 is Business Strategy, Section 8 is Cost and Funding, and Section 9 is Resource ManagementAffordability Analysis2.1.1.2, Create, modify, or provide inputs to an Affordability Analysis consistent with DoD approved Affordability Analysis expectations (e.g.: Defense Acquisition Guide, Affordability Assessment ADDM Template) and local policy.Steps:Obtain, analyze, or provide technical, programmatic and financial data that is relevant to a particular program across its planning horizon (nominally 30-40 years) that may be required for the portfolio analysis to be conducted.Ensure the affordability analysis is consistent with data contained in the program Cost Analysis Requirements Description (CARD) document and other amplifying program documents.Ensure that the analysis reflects current / projected program cost baseline parameters and target values. Assess financial implications of technical uncertainties, such as test failure, maturity of technology, revised program requirements, and possible changes in fielding schedules ?2.2 Programming2.2.1 Analyze requests, provide inputs and priority recommendations (from the perspective of capability and projected IOC date) to support sound budget decisions including inputs to a Service's budget for the DoD POM processProgram Objectives Memorandum (POM)2.2.1.1 Create, modify, or provide inputs to the program’s POM/BES consistent with DoD approved Program Objectives Memorandum (POM) template and local/Component/OSD policy,Steps:Ensure current program estimates are based on the latest CARDAnalyze program mission(s), objective(s), etc. and how they satisfy the latest QDR, DPG, and other guiding national military strategy policy documents, and identify alternative methods to accomplish objectives, and allocation of resources to support the required program POM submission.Ensure the POM submission documentation is consistent with program definition and description data contained in the AS, APB, previous POM/BES submissions, ADMs, DAES, SAR, CARD, IMS, IPMR/CPR and other amplifying program documents.Prepare and submit the program POM submission and supporting data to meet the proscribed Component, PEO, OSD, etc. timeline, format, and reporting process.Prepare to explain the impacts of funding changes (adds and cuts)?Issue Paper (IP)2.2.1.2 IAW with DoD approved Issue Paper (IP) template and local/Component/OSD policy, draft a comprehensive and compelling response to questions or concerns raised by CAPE or other organizations that are associated with reviewing and approving Program Objectives Memorandum (POM) submission(s).Steps:Receive and review notification that CAPE has made program change recommendations through a POM Issue Paper (IP) that identifies specific issues to be evaluated through comparison of the original POM to each proposed alternative and the associated cost and personnel impacts.Obtain, analyze, or provide additional technical, programmatic and financial data that is relevant to a response to an IP associated with program POM submission(s). Prepare and submit a concise response to an IP that provides specific justification of POM recommendations in compliance with Component, PEO, OSD, etc. timeline, format, and reporting process.Program Decision Memorandum (PDM) and Program Budget Decisions (PBDs)2.2.1.3 Adjust program to conform to new fundingSteps:1. Assess the impact of funding change2. Consider trade-offs with stakeholder involvement3. Readjust the program baseline if necessary4. Consider contract modifications if necessary?2.3 Budget Formulation2.3.1 Oversee the program office organization’s financial processes and proceduresProgram Funding Chart 2.3.1.1 Analyze a program budget to ensure adequacy of funds, proper allocation of funds by year and funding type, and ability to effectively execute.Steps: Plan and execute the budget estimate process and make program adjustments as necessaryPlan and execute the program Funds Management Review (FMR) to determine funding allocation within a program office / program.3. Capture the analyses in the Program Funding Chart2.3.2 Formulate Budget DocumentsP, R, M, C and/or O Documents2.3.2.1 Prepare, review and update all appropriate budget justification documents (R-Doc, P-Doc, M-Doc, C-Doc and/or O-Doc) for your program elementSteps:Provide an accurate description of the program’s work scope by fiscal yearEnsure accurate phasing of funding for a program scope and alignment of funding with contract actionsAnalyze program funding requests and highlight any inconsistencies or target points for the OSD / Congressional staff.Ensure traceability between the budget exhibits and other program documentation.Program Budget Reclama2.3.2.2 Respond to proposed program/budget changesSteps:Perform a what if drill on program funding for various levels of funding cuts (5%, 10%, 20%, etc) or funding addsPrepare a budget reclama defining the baseline budget against a proposed funding reductionCoordinate the reclama with stakeholdersPrepare a response to an PDM/PBD for your program highlighting the impacts to the program and warfighter from this change2.3.3 Evaluate financial budget implications of international partnering (international agreements, dependable undertaking, handling foreign funds, etc.).Financial Management Procures Document2.3.3.1 Understand the FMS policy for your service regarding cooperative agreements and joint programsSteps:Determine the ability to incorporate joint requirements into your programs development cycleUnderstand the guidance on anti-tamper, technology transfer, and export of intellectual propertyFMS Case / Letter of Agreement2.3.3.2 Understand the FMS policy for your services regarding sales of military end itemsSteps:Understand the purpose and use of FMS surchargeDetermine the applicability of Defense Exportability Funding (DEF) during program development?2.4 Budget Execution2.4.1 Execute program budget and implement key program financial indicators to determine program status Program Spend Plan; Obligations & Expenditures Forecast2.4.1.1 Ensure baseline forecast for obligations and expenditures tied to annual spend plan for program’s annual budget, by appropriation and by fiscal year for all current appropriations. Steps:Receive and track OSD/Service/Agency obligation and expenditure goals with the Business and Finance ManagerAssess status of program activities as they relate to actions needed to commit funds (MoA’s, Acquisition documents, funding documents)Prepare the execution planAssess progress against the planMake adjustments as necessaryPMR charts to PEO/SAE, and DAES/annual SAR/MAR as applicable2.4.1.2 Analyze key program financial indicators and trends (obligations, expenditures vs. plan; negotiated prices vs. estimate; earned value data; schedule performance) to determine program status versus plan. Steps:1. Review assessment of Integrated Program Management Report (IPMR), Integrated Master Schedule (IMS), and Contract Funds Status Report (CSFR) compared to spend plan to assess if funding will be sufficient for the year, and phased appropriately across the FYDP. Assess impacts to program office estimate.2. Ensure PMR data is consistent over time.3. Ensure BFM is using the latest OSD/Service /Agency guidance ?2.4.2 Plan and implement execution year adjustments or make contingency plans in response to program progress (vs plan), anticipated requirements changes, or external resource adjustments (Congressional/ OMB/Service or Agency)?Reclama and BTR or ATR requests (forms)2.4.2.1 Adjust program funding profile to accommodate all program changesSteps:1. Assess APB to see if actual budget execution forecast indicates “significant change” or “breaches” vs APB thresholds. 2. Report actuals vs. APB in DAES or SAR/MAR (as applicable and in writing to PEO, as appropriate for program ACAT level.3. Prepare reclama statement—i.e., for externally directed requirements changes, identify impacts to program, and to operational user in terms of consequence of cuts/shifts and opportunity costs (e.g. cybersecurity risk due to obsolescence, or growth in O&S cost of legacy systems)4. Have 10/20/30% cut impact statements/reclamas prepared in advance to be able to respond well for short notice current year execution drills or cuts.5. Depending on resolution of actuals vs. plan (including requirements changes), may need to implement contract changes to rephrase work to live within current budget limits). See Contract Administration competencies (1.4). Reprogram Current Year Funds2.4.2.2 IAW USD(AT&L) and USD(C) 2012 memo, if current year funds become excess to actual need, identify to PEO (with associated out year replacement funds) to enable enterprise level adjustments (reprogramming) by Service/AgencySteps:1. Be prepared to initiate reprogramming (BTR or ATR) based on PEO or Service decision to correct execution year phasing issues across programs. 2. Ensure BES and POM adjustments are agreeable to user to retain overall program executability.2.4.3 Prepare, justify, and administer the program budget.Annual Spend Plan2.4.3.1 Prepare spend plan for all program funding to include contracts and other government costs for all current appropriationsSteps:Develop a monthly plan for obligation and execution of program funding. Compare the spend plan to OSD and Service goals.Prepare or review internal PMO funding documentsReview the adequacy of funding requests for minor contracts, travel, and OGC2.4.4 Execute budget reviewsMid-Year Review Presentation2.4.4.1 Prepare for and or participate in a mid-year budget review Steps: Compare program execution against Service / OSD standards for funds executionPrepare Get Well Plans for any deltas from the OSD standardsYear End reviews2.4.4.2 Prepare for and or participate in an end of year budget drillSteps:Analyze end of year funding for a program to determine if excess funds are availablePerform an end of year exercise to determine if additional funding is available, how could it be used on a programWork as a team with budget and contracting offices to execute end of year funds for a program effort??2.5 Cost Estimates 2.5.1 Understand how an interdisciplinary Cost Estimate is executedLCCE and/or BCA2.5.1.1 Establish an interdisciplinary program office cost estimating team, its objectives and oversee team’s execution of a BCA and/or LCCE.Steps:1. Ensure the BFM/Cost IPT is following the latest OMB. DOD, Service, Agency cost estimating guidance.2. In order to develop and assess a cost estimate, it is critical to ensure that all costs, risks and assumptions are clearly traceable – to the greatest extent practicable -- to the program acquisition program baseline (APB), work breakdown structure (WBS) and corresponding risk register, such that ongoing program analysis and forecasting remain in alignment with the cost estimate.3. Ensure task is executed in a manner consistent with guidance/information contained in OMB A-94, DoD 5000.4-M (1992) , DoDI 5000.04-M-1 (2007) and GAO Cost Estimating and Assessment Guide (2009)2.5.2 Understand Congressional legislated and DoD expectations and applications as applied to the general categories of Business Case Analyses (BCA) and Lifecycle Cost Estimates (LCCE) based on analogy, parametric and/or bottoms-up (engineering) approach.BCA2.5.2.1 Evaluate a Business Case Analyses (BCA - such as an Analysis of Alternatives or Economic Analysis) based on analogy, parametric and/or bottoms-up (engineering) approach LCCE2.5.2.2 Evaluate a Lifecycle Cost Estimate (LCCE - such as an Independent cost estimate, program office estimate, total ownership cost estimate) based on analogy, parametric and/or bottoms-up (engineering) approach Cost Evaluation 2.5.2.3 Compare a program office estimate (POE) with an independently developed government cost estimate (e.g.: Independent Cost Estimate (ICE)) ................
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