ms project 2010 schedule template for large nasa procurements $10-450 million

Disclaimer: This briefing is not a government document.

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Planning for NASA ProcurementsMS Project Schedule Template

Small & Large Actions$25-125K & $10-50M

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Objectives

• To identify repeatable process steps in small and large procurements that can be called out in MS Project schedule templates.– The two templates are available for schedulers

working on Space Flight Systems projects.• To support load balancing for procurement

actions throughout the year.– It will help prevent a log jam of actions in the

fourth quarter.



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Scope of the Problem

Based on a one-year sample of 3,500 procurement actions for Spaceflight Systems • Fewer than 600 (17%) exceeded $25,000.• 6 procurements exceed $1 million• 65 procurements range from $200K to $1 million• 517 procurements range in value from $25K to

$200K• Conclusion – Complex scheduling issues are linked

to a small number of high-value actions.


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Solutions

• Simplified WBS for $25-125K procurements• “Plug-in” Schedule template for $25-125K• “Plug-in” Schedule template for $10-50M• Roles & Responsibility Matrix for $10-50M• Each project task in the template is set to start as early as

possible. All durations are “business days.”

Procurement Roles & Responsibilities / Process Steps Guide can be found at:

http://prod.nais.nasa.gov/portals/pl/documents/Source_Selection_Guide_March_2012.pdf

http://prod.nais.nasa.gov/portals/pl/documents/Source_Selection_Guide_March_2012.pdf


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Template Contents

• Using the templates will help project managers avoid surprises in procurement schedules.

• Each template shows all procurement process steps and nominal duration of tasks from start of requirements definition to finish with award to a vendor.

• Templates have no “date constrained” tasks and can be directly inserted in new or existing schedules.

• They will cascade forward from the start date of the procurement action.


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Simplified Actions $25-150KBest & Worst Case Scenarios


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$10-50M ProcurementsBest & Worst Case Scenarios

• The “typical case” depends on completing process steps with experienced staff and managers.

Space Flight Systems Expectationsof Business Days to Complete $10-50M

Procurement Actions at NASA GRCBased on Federal Acquisition Regulations

ValueBestCase

TypicalCase

WorstCase

$1-10M 100 250 300+

$10-50M 150 300 450+

>$50M 200 400 550+


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$10-50M Procurements Estimated Duration

• Matches NASA Task and Time EstimatesEstimated Duration of NASA Procurements for $10 -50 Million

Procurement Phase

EstimatedDuration

Business DaysMin-Max

PPIO ScheduleUsing Parallel

Execution of Tasks

Phase 1 2-3 months 60-90 60

Phase 2 2-3 months 60-90 97

Phase 3 4-6 months 120-180 111

Totals 8-12 months 240-360 268


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$10-50M ProcurementsMajor Milestones


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Roles & Responsibilities - 1SEC/SEB tasks displayed by who does what whenSource: GRC procurement office. See citations below. Contracing SEB Project SupportPHASE 1 - Estimate: 2 - 3 Months Officer Chair Team Finance & OtherCreate SEC Schedule (incorporate planned leave) IDIQ Task Structure (Planning for Set-up in Procurement Systems/Administration of Tasks) Develop Work Breakdown/Funding Structure Identify SEC Team Source Selection Authority (Selection Official) Appointment Letter Source Evaluation Committee Appointment Letter OGE-450/SF-278 Financial Disclosure Forms by SEC Members Procurement Briefing to SEC Team Facility/Information Technology Security Plan SEB/Security/Legal Briefing LegalPost Sources Sought Notice for Market Research/Small-Business Set-aside Possibilities Draft SOW Select/Edit Contract Clauses Obtain E-Room or other Electronic Evaluation Tool (Protected Server) AdminE-Room/Electronic Tool Briefing (i.e. how to use system, enter findings) AdminObtain Secure Room for Committee; Distribute Keys AdminFurnish Room with Materials, Supplies, Equipment AdminPersonal Services Determination Sources Sought Notice Responses Due Final SOW Develop Past Performance Questionnaire/Instructions Develop Cost Templates/Instructions Budget Verification (Out-year Forecasts)


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Roles & Responsibilities - 2

SEC/SEB tasks displayed by who does what when Source: NASA Contracing SEB Project Support

Officer Chair Team Finance & Other

PHASE 2 - Estimate: 2 - 3 MonthsIndustry Day/ Site Tour DRFP/Industry Day Questions Due Respond to DRFP/Industry Day Questions Briefing to Source Selection Authority for Final RFP Approval Final RFP Issue (including Cover Letter summarizing Major Changes) Black-Out Notice Final RFP Questions Due Respond to Final RFP Questions Past Performance Proposals Due Additional Planning for Evaluation (Methodology) using RFP Sections L & M Proposals Due Briefing on the proper creation of a Finding LegalAcceptance of Proposals/ SEC Members Conflict of Interest Verification EEO/VETS-100/CCR/Reps and Certs Compliance Distribute Proposals for review


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Roles & Responsibilities - 3SEC/SEB tasks displayed by who does what when Source: NASA Contracing SEB Project Support

Officer Chair Team Finance & Other

PHASE 3 - Estimate: 4 - 6 Months (number of proposals is huge factor)Individual Mission Suitability Evaluations Ex-OfficioConsensus Mission Suitability Evaluations Past Performance Evaluations Cost Evaluations Create Source Selection Authority Presentation Dry-Run of Selection/Competitive Range SSA Presentation SSA Presentation for Selection or Competitive Range Determination Notification to Offerors; Open Discussions Competitive Range Discussions Interim Proposals Due Evaluate Interim Proposals/Advise Offerors of Further Issues Interim Questions to Offerors Final Proposals Due Final Proposal Evaluation; Revisions to Findings Create Final SSA Presentation Dry-Run of SSA Presentation Final SSA Presentation Source Selection Statement ANOSCA/Press Release Debriefings Protest Period Award Contract; Process in Procurement's CMM System Commence Phase-In


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Caveats

• Real experiences in terms of duration will be longer than the ideal.

• A full team will staff up and remain available throughout the procurement process.

• Wait time for managers to get to decision packages is minimal though not always achievable.

• Post award engagement with the vendor for long lead time items will reduce risks.


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Wrap Up

• A $10-50M procurement is a full time job for the “wagon master” in charge of it.


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Backup Slides


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Large Procurements

• Detailed schedule• Three major phases• Work tasks conducted in parallel


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Phase 1 MilestonesCreate Schedules / WBS

1. Create procurement WBS2. Form source evaluation team3. Set up admin support / logistics4. Draft statement of work (SOW)5. Draft request for proposal (RFP)6. Procurement Strategy Briefing


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Phase 1 ScheduleParts 1-3 Milestones

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Phase 1 ScheduleParts 4-5 Milestones



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Phase 1 SchedulePart 6 Milestone


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Phase 2 MilestonesPublish RFP/ Receive Bids

1. Complete RFP2. Vendor Response Completion


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Part 3 MilestonesReview Bids / Award Contract

1. Review RFP Responses2. Source Selection Decision


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Conceptual Blockbusting

• Very large procurements can and will bog down under the weight of multiple layers of complex requirements.

• Project managers can reduce procurement time by breaking up acquisitions into a parallel series of lower cost buys creating a “portfolio” of smaller, faster moving actions such as design, fabrication, and system integration.


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Causes of Procurement Delays

• Incomplete specifications– Vendors cannot fabricate based on poorly defined requirements.

• Incomplete or incorrect paperwork– NASA GRC Forms C-376 & 1707 cannot be processed with

missing or incorrect information.• Incorrect color of money is used

– CFO funds approval and financial checks of the procurement include that the correct WBS is being used.

• Insufficient time allowed for vendor to deliver– Especially for the selected vendor to fabricate and deliver the

materials, goods, components, and/or services.


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Vendor RelationsPost Award

• Don’t let the vendor be a black box on long-lead time, high-value procurements.– If delivery time for a high-value procurement is

more than six weeks, consider including a series of check-ins starting at the 20-day mark.

– Consider on-site visits, including design and engineering reviews, especially if fabrication involves a first-of-a-kind product.

• Be sure to address these issues in the initial requirements that are sent to the vendor.


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Sole Source Actions > $150K• Sole source procurements greater than $150K require a

“Justification of Other than Competitive” action (JOFOC).• The approved document is published on www.fbo.gov for 15 days.• When in doubt about a sole source approach, contact

procurement for advice.• A response from a valid vendor stops the clock and may start one

for a competitive process.• If your procurement is not approved to be sole-source, and is for

more than $150K, the contracting officer has discretion in setting reasonable time frames for publishing a pre-solicitation synopsis for large buys as well as vendor response time for a solicitation.

http://www.fbo.gov/


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Contact

Dan YurmanEmail: [email protected]

Linkedinhttp://www.linkedin.com/in/danyurman/

Mobile: 216-218-3823 Twitter: @djysrv

mailto:[email protected]

http://www.linkedin.com/in/danyurman/

http://www.linkedin.com/in/danyurman/

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