DAU South - Contract Management

DAU South - Contract Management
Service Acquisition Workshop & Automated Roadmap Requirements Tool Overview Rick Dowling DAU South - Contract Management

Basic Assumptions Government Performance Objectives
Contractor vs. Government Solutions Contractor Quality System with Government Insight (QASP) Doing it right to start - saves time, effort and pain – later.

Performance-Based Acquisition
…means structuring all aspects of an acquisition around the purpose of the work to be performed with the contract requirements set forth in clear, specific, and objective terms with measurable outcomes as opposed to either the manner by which the work is to be performed or broad and imprecise statements of work. Talk to history…lack of training…how DAU got to here and my part in it. FAR 2.101

Service Acquisition Mall - SAM
Facility Related Services Knowledge Based Services (A&AS) Electronics & Communications Research & Development Services Transportation Services Construction Services Medical Services Equipment Related Services Integrates Sourcing Process and Learning assets with Product Service Code Knowledge Utilizes same sourcing process contained in SAW and ACQ 265 Aligns with DPAP Service Taxonomy

Services Taxonomy breakdown
Knowledge Based Services Facility Related Services Electronics and Communications Services Architect/Engineering Services Operation of Government Owned Facilities Machinery & Equipment Maintenance Building & Plant Maintenance Natural Resource Management Utilities Housekeeping & Social Services Purchases & Leases ADP Services Telecom Services Equipment Maintenance Equipment Leases Engineering Management Services Program Management Services Logistics Management Services Management Support Services Administrative & Other Services Professional Services Education & Training Research and Development Equipment Related Services Systems Development Operational Systems Development Technology Base Commercialization Advisory & Assistance Medical Services Maintenance, Repair and Overhaul Equipment Modification Installation of Equipment Quality Control Technical Representative Services Purchases & Leases Salvage Services General Medical Services Dentistry Services Specialty Medical Services Construction Services Transportation Services Structures & Facilities Conservation & Development Facilities Restoration Activities Transportation of Things Transportation of People Other Travel & Relocation Services 8 Services Portfolio Groups 6 Mandated for Services Initiative Reserved Portfolios 9/16/2018 5:32:25 PM

Notional Workshop Schedule
Day One Day Two Day Three Day Four 0800 Introductions 0900 Step One Develop Vision and Team Charter Stakeholder Analysis Communication Plan 0800 Recap 0815 Step Four continued 1000 Requirements Roadmap Development 0815 Roadmap continued 0815 Step 6 0930 Step 7 Step Two Current Measures 1000 PWS Development 1200 Lunch Lunch 1300 Step Three Market Research Sources 1300 Step Five 1330 Acquisition Strategy discussion and development Finalize Project Plan 1400 Wrap Up Step Four Risk Analysis Wrap Up

Framework for the Service Acquisition Process
Mission Requirement 1. Form the Team Plan 2. Review Current Strategy Leadership Support Build the Team Conduct Historical Analysis Define Stakeholder & Customer needs SB Users Tech Legal PEOs PCO Buyers QA Reps CORs Resource Mgt Proj. Mgr Stakeholders Acquisition Team 3. Market Research Analyze Market Identify suppliers Mission Results 4. Requirements Definition Draft Requirements Roadmap Define Requirement Develop 7. Performance Management 5. Acquisition Strategy Monitor Performance Build & Manage Relationship 6. Execute Strategy Business Strategy Acquisition Strategy Select Right Contractor Award Contract Roll out strategy Execute 7

Service Acquisition Workshop
Step 1: Form the Team

Step One – Form the Team Form the Team Sub-elements
2. Review Current Strategy 3. Market Research 4. Requirements Definition 5. Acquisition Strategy 6. Execute Strategy 7. Performance Management Mission Requirement 1. Form the Team Results SB Users Tech Legal PEOs PCO Buyers QA Reps CORs Resource Mgt Proj. Mgr Stakeholders Acquisition Team Service Acquisition Process 1.1 Ensure senior management involvement and support 1.2 Form the Team and Team Charter 1.3 Identify & analyze stakeholders, nurture consensus 1.4 Develop communication plan 1.5 Develop & maintain knowledge base over project life 1.6 Plan and Schedule topical team training (Risk, COR, etc)

Form the Team Core Team Member Roles & Responsibilities
Plan and lead project Have ownership and accountability Execute project activities rapidly Communicate and resolve issues when they arise Stakeholders Customers Technical Experts Contracting Officer Core Team Leader Typical Core Team Performance Metrics Acquisition Cycle Time (overall, by phase, by step, etc.) Project Budget Compliance Service Performance Attainment Customer Satisfaction (at 3 months, 6 months, etc. after launch) Leader May Also Direct a Specific Functional Area Depending on the Size and Scope of the Project Key Contacts That Must be Identified * Finance Civilian Personnel Legal

Senior Leadership Support
Senior Leadership involvement and support is a predictor of success “Strong leadership at the top” as a “success factor” in the selection, evaluation and control processes associated with acquisition investment review (CIO Council document, “Implementing Best Practices: Strategies at Work”) Senior Leadership provides a shared vision Coordinates integrated solution teams that cut across “organizational boundaries” Overcomes “turf battles” Creating “buy in” from leadership and establishing the realms of authority are essential to performance-based project success Leadership – provides mission, vision, goals in writing Leadership – coordinates on approved charter (do they have one for MDAESS? – each area of MDAESS?) Leadership – assigns teams in writing – often part of the charter Ideally, troops nominate team members. 11

Develop Your Communication Strategy
What’s your team’s elevator message – Why should leadership pay attention to your project? Effective communication is fundamental to success Left in the dark, your stakeholders and customers concerns may grow A communication plan should consider the following: Who should be kept informed of status and ongoing actions? How often should they be engaged? What media and methods are best?

Team Communication Plan Example Types of Communication
Project Name Project Team Communication Plan Types of Communication Deliverable Description Delivery Method Frequency Owner Audience Reports Project status report Regular update on critical project issues Weekly Project Manager Project Manager Project Stakeholders Project Team Quality audit report Regular update on project quality performance Quality Manager Project Manager Project Stakeholders Project Team Quality Manager Presentations Project review Project status update Meeting Monthly Project Announcements Task reminders Task owner schedule reminders Daily Project Coordinator Project Manager Project Team Team meeting Meeting to review project status Project Manager Project Team Quality Manager Team Morale Team event Regularly schedule team morale events Event Quarterly Project Sponsor Who is the customer? LIS/IMA/SOS/ Doing a questionnaire to the customer.

At the completion of step one you should have:
Step One Conclusion At the completion of step one you should have: Built a team with the right skills, knowledge and motivation to complete the effort Developed initial team charter Identified stakeholders and understand their role in your effort Developed initial communication plan

Complete your Step 1 assignments
Responsible Person Target Date Duration 1.1 Ensure senior management involvement and support 1.2 Form the Team and Charter 1.3 Identify and analyze stakeholders, nurture consensus 1.4 Develop communication plan 1.5 Develop and maintain the knowledge base over the project life 1.6 Plan and Schedule topical team training (Risk, COR, etc)

Step 2: Review Current Strategy
Service Acquisition Workshop Step 2: Review Current Strategy

Step 2 Review Current Strategy
3. Market Research 4. Requirements Definition 5. Acquisition Strategy 6. Execute Strategy 7. Performance Management Mission Requirement 1. Form the Team Results SB Users Tech Legal PEOs PCO Buyers QA Reps CORs Resource Mgt Proj. Mgr Stakeholders Acquisition Team Review Current Strategy Sub-elements Service Acquisition Process 2.1 Identify current initiatives/contracts 2.2 Review and document current performance (cost, quality, schedule) 2.3 Begin program risk identification 2.4 Document current processes 2.5 Determine Status of GFP/GFM/ Facilities 2.6 Stakeholder submits current and projected requirements forecast 2.7 Review current /statutory requirements 2.8 Define (at a high level) desired results. 2.9 Review current performance & desired results with stakeholders and users 2.10 Refine desired results and validate with stakeholders

Understand Current Stakeholder Issues
Determine how your Stakeholder(s) defines success Does the current product/service satisfy stakeholder and customer needs? If not, why not? Define this as specifically as possible Determine the current level of performance Are the customers currently satisfied? Does this effort require a service level improvement? Could we gain price/cost advantage by realigning expectations in specific areas? Less in some areas, but perhaps a higher level in others? How do your stakeholders and customers define their performance outcomes?

Align Mission And Performance Objectives
What is the intended effect of this acquisition toward supporting the agency’s mission and performance goals and objectives? Clearly establish the relationship between the potential impact of the acquisition and the overall performance of the agency acquiring the service Focus on what outcome is required, not on what resources are needed Outcomes Mission Strategy Vision Performance Signing a contract is like giving birth to a baby… it just starts the process!

Misaligned Objectives will NOT lead to success
Mission Vision Strategy Stakeholder Outcomes The mission, vision, and strategy have to be aligned in order to deliver successful outcomes Performance Objectives 20 20

Requirements Roadmap Requirements Roadmap Worksheet A…. A -1 A -2 A -3
Acquisition Vision - A… - B… - C… Requirements Roadmap Worksheet Performance Inspection Incentive Type High Level Objective Task Standard Data Source AQL Who How Often Collected Calculation A…. A -1 Alignment A -2 A -3 A -3 a A -3 b B…. B -1 B -2 21

Requirements Roadmap provides Linkage between Mission and Objectives
Acquisition Vision Desired Results - A….. - B….. - C…. Contract Line Item structure for RFP Requirements Roadmap Worksheet Objectives Standards AQL Inspection Incentive Evaluation Factors & Weightings for Sections L&M of RFP Performance Work Statement or SOO Quality Assurance Surveillance Plan

Step Two Conclusion At the completion of step two you should have:
Interviewed Stakeholders Completed your baseline assessment Completed your Team Charter Received stakeholder approval of team charter and team’s direction

Service Acquisition Workshop
Step 3: Market Research

Step Three – Market Research
Sub-elements 3.1 Take a team approach to market research 3.2 Determine data sources 3.3 Develop a standardized interview guide 3.4 Conduct market research (include both providers and consumers) 3.5 Request information from service providers 3.6 Analyze market research 3.7 Document market research and trends 2. Review Current Strategy 3. Market Research 4. Requirements Definition 5. Acquisition Strategy 6. Execute Strategy 7. Performance Management Mission Requirement 1. Form the Team Results SB Users Tech Legal PEOs PCO Buyers QA Reps CORs Resource Mgt Proj. Mgr Stakeholders Acquisition Team Service Acquisition Process

Conducting Market Research
Decide who will do what and by when Research methods Interviews, questionnaires, literature search Sources of information – buyers and sellers Timeline – don’t skimp on market research time! Develop standard interview guide Match to priorities and lessons learned Form leading questions, not “yes or no” questions Decide what the team will do with the answer before you ask the question Use a structured method for collecting information

Consider One-on-One Meetings With Industry
One-on-one meetings are more effective than pre-solicitation or pre-proposal conferences One-on-ones can: Expand the range of potential solutions Change the very nature of the acquisition Enhance the performance-based approach Be your first step to an “incentivized” partnership While many may not realize it, one-on-one meetings with industry leaders are not only permissible -- see Federal Acquisition Regulation (c)(4) -- they are more effective than pre-solicitation or pre-proposal conferences. Note that when market research is conducted before a solicitation or performance work statement is drafted, the rules are different. FAR (f) provides, for example: “General information about agency mission needs and future requirements may be disclosed at any time.” Since the requirements have not (or should not have) been deﬁned, disclosure of procurement-sensitive information is not an issue. It is effective to focus on commercial and industry best practices, performance metrics and measurements, innovative delivery methods for the required services, and incentive programs that providers have found particularly effective. This type of market research can expand the range of potential solutions, change the very nature of the acquisition, establish the performance-based approach, and represent the agency’s ﬁrst step on the way to an “incentivized” partnership with a contractor. What benefit can you get from in-depth one-on-ones?

Step Three Conclusion At the completion of step three you should have:
Determined if your requirement is commercial or non commercial Developed an interview guide to collect market research information Conducted market research with commercial companies and government agencies (one on one sessions) Identified leading service providers Identified emerging small business

Step 4: Requirements Definition
Service Acquisition Workshop Step 4: Requirements Definition

Step Four – Requirement Definition
4.1 Conduct performance Risk Analysis Requirement Definition Sub-elements 2. Review Current Strategy 3. Market Research 4. Requirements Definition 5. Acquisition Strategy 6. Execute Strategy 7. Performance Management Mission Requirement 1. Form the Team Results SB Users Tech Legal PEOs PCO Buyers QA Reps CORs Resource Mgt Proj. Mgr Stakeholders Acquisition Team Service Acquisition Process 4.2 Conduct a Requirements Analysis 4.4 Standardize requirements where possible to leverage market influence 4.3 Build Requirements Roadmap 4.6 Develop the QASP 4.7 Develop Independent Government Estimate (IGE) based on projected demand forecast 4.8 Establish stakeholder consensus 4.5 Develop a PWS or SOO

Risk Analysis Model R Y G 1. What is the LIKELIHOOD
an event will occur? a b c d e M H L HIGH – Unacceptable. Major disruption likely; different approach required; priority management attention required. What is the Likelihood the Risk Event will occur? Level R a Remote MODERATE – Some disruption; different approach may be required; additional management attention may be needed. b Unlikely LIKELIHOOD c Likely Y d Highly Likely e Near Certainty a b c d e LOW – Minimum impact; minimum oversight needed to ensure risk remains low. G IMPACT 2. What is the IMPACT if the event occurs? Technical Performance And/ or And/ or And/ or Impact on Other teams Schedule Cost This is a RISK ANALYSIS MODEL In addition to identifying categories of risk, like Technical Performance, Schedule, or Cost, you must also assess both the IMPACT of the RISK and the LIKELIHOOD that it will occur A risk category may have significant impact, yet there may be a remote likelihood that it will occur or, conversely, there may be minimal impact, but a near certainty that it will occur The RISK MODEL reflects the RISK ASSESSMENT results of these two factors against your risk categories – ranging from LOW to MODERATE to HIGH Risk assessments BCA’s should contain some sort of analysis of risk (likelihood of a risk even occurring; and the impact if it does in terms of cost, schedule, performance). It can be approached in a myriad of ways: Risk events that could occur that may change the outcome of implementing a particular alternative action Risk events associated with changes in the original business environment that prompted the BCA in the first place Risk events that may occur which affect the importance or weight given to a particular evaluation criteria Etc. a Minimal or no impact Minimal or no impact Minimal or no impact None Acceptable with some reduction in margin Additional resources required; able to meet need dates b <5% Some impact Acceptable with significant reduction in margin Minor slip in key milestones; not able to meet all need dates c 5-7% Moderate impact d Acceptable; no remaining margin Major slip in key milestone or critical path impacted 7-10% Major impact e Unacceptable Can’t achieve key team or major milestone >10% Unacceptable 31

Requirements Roadmap Worksheet
In Step 4 Our Focus is on developing the Performance and Assessment Elements High Level Objective Inspection Incentive Type Performance Task Standard AQL What How Who Metric 1…. 1 -1 1 -2 1-3 1 -3 a 1 -3 b 2…. 2 -1 2 -2 Alignment Vision: 32

Roadmap Provides the Linkage
Acquisition Vision Stakeholder Objectives - A….. - B….. - C…. Other uses CDRLs-reports Contract Line Item structure Requirements Roadmap Worksheet HLO Standards AQL Assessment Incentive Acquisition Strategy Incentives TEP Factors for Section M of RFP Performance Work Statement or SOO Quality Assurance Surveillance Plan 33

Requirements Roadmap Process
Work the Why, What, and How in the Performance Roadmap to get to the Now of writing the PWS Requirements Write Final PWS Requirements Roadmap Worksheet Objective Standards AQL Incentive Inspection Now Why Alignment What (level) How

Developing Performance Standards
An effective Performance Objective has a Performance Standard that lets you ‘Know’ what level of performance is required to meet the Performance Objective After identifying the main Performance Objectives…. Define Performance Standards for each Performance Objective An effective performance standard must answer the Question… What Level? “When will I know the performance objective has been met?” The answer describes your standard. What Level? “Performance Objectives……..Performance Standard” “Performance Objectives……..Performance Standard” “Performance Objectives……..Performance Standard” “Performance Objectives……..Performance Standard” 35

Developing Performance Standards
What Level “Performance Objectives……..Performance Standard” How do you define success for your Performance Objective? Reliability (System Is Running) Responsiveness (Services Provided On-time) Appearance (Contractor Uniforms) Cleanliness (No Visible Dirt/dust) Customer Satisfaction (You’ll Know)

How many metrics are enough? Too few Too many Rule of 5
Critical Few Metrics How many metrics are enough? Too few Not capturing detail required to manage business Too many Choked with data Rule of 5 No more than key performance metrics (KPM)

Define your Tolerance for Variation
Requirements Roadmap Worksheet Objective Standards AQL Incentive Inspection An AQL is an acceptable deviation from the standard However, the contractor is still expected to meet the performance standard Is there an allowable range of performance associated with each performance standard ? Perfection comes at a price What should you address to determine if an AQL is appropriate ? Will it still achieve my performance objective? Easily understood? Clearly delineated?

Now Write the PWS (ARRT)
Requirements Roadmap provides fully developed outline for PWS PWS has No mandated format Possible sections: Introduction Background information Scope Applicable documents Performance Requirements Special Requirements Deliverables

Roadmap is the Foundation for Action
Acquisition Vision Desired Requirement - A….. - B….. - C…. The QASP flows from your Roadmap developed at Step 4 and includes methods and types of inspection Contract Line Item structure for RFP Requirements Roadmap Worksheet Objective Standards AQL Inspection Incentive Quality Assurance Surveillance Plan Evaluation Factors & Weightings for Sections L&M of RFP Performance Work Statement or SOO

How will you Know? Determine Assessment Approach
This is our focus… How will you know? Acquisition Vision - A… - B… - C… Requirements Roadmap Worksheet High Level Objective Inspection Incentive Type Performance Element Standard AQL What How Who Metric 1…. 1 -1 1 -2 1-3 1 -3 a 1 -3 b 2…. 2 -1 2 -2 Alignment Vision: Determine: 1. Who will collect the data 2. Where will it come from 3. How will the measure be calculated 4. How often do you want to collect and review the information 5. If you write a task that is impossible to measure you must modify the standard Desired Outcome 41

Step 4 Conclusion At the conclusion of step 4 you should have:
Identified performance objectives & standards/AQLs Identified methods and types of assessment Used the Requirements Roadmap Process (ARRT) to develop you initial PWS Used the Requirements Roadmap Process (ARRT) to develop you initial QASP

Step 5: Acquisition Strategy
Service Acquisition Workshop Step 5: Acquisition Strategy

Step Five – Acquisition Strategy
5.1 Develop Preliminary Business Case & Acquisition Strategy Acquisition Strategy Sub-elements Service Acquisition Process 5.2 Finalize Acquisition Strategy 5.3 Allocate workload within team to support the acquisition strategy 5.4 Prepare Acquisition Planning Documents 5.5 Consider use of Draft RFP 2. Review Current Strategy 3. Market Research 4. Requirements Definition 5. Acquisition Strategy 6. Execute Strategy 7. Performance Management Mission Requirement 1. Form the Team Results SB Users Tech Legal PEOs PCO Buyers QA Reps CORs Resource Mgt Proj. Mgr Stakeholders Acquisition Team

Roadmap is the Foundation for Action
The foundation of your source selection comes from the Technical Evaluation Plan which links to your Roadmap’s Performance Objectives The foundation of your source selection comes from the Technical Evaluation Plan which links to your Roadmap’s Performance Objectives Acquisition Vision Desired Results - A….. - B….. - C…. Contract Line Item structure for RFP Requirements Roadmap Worksheet Objective Standards AQL Inspection Incentive Evaluation Factors & Weightings for Sections L&M of RFP Performance Work Statement or SOO Quality Assurance Surveillance Plan

Relationship between PWS, Section L, and Section M
The PWS, Section L, and Section M are all tied together. The PWS describes the requirement, Section L describes how the contractor will format and submit their proposal (for evaluation purposes), and Section M describes how the proposal will be evaluated for source selection purposes. PWS Section L Section M Provide taxi service so that pick-up time is within 5 minutes of request time, 95% of the time. The offeror shall submit two volumes, each in a separate binder. Volume one contains technical proposal, Volume two contains cost or price proposal. Volume one has a 50 page limit…. The offeror shall describe how taxi service will be provided in accordance with the stated requirement. The agency will evaluate the offeror’s approach for the taxi service. The offer will be evaluated for best value, in terms of technical merit and cost, with additional consideration for the offeror’s relevant past performance. Has to match or the proposal process doesn’t work. If we want to evaluate whether a potential contractor can do work on a PWS, then we must ask to evaluate the objectives in the SOO or PWS. Otherwise we are missing the point of the source selection.

Why Use or Not Use Incentives?
PRO’s of Incentives CON’s of Incentives Incentives Promote excellent results and outcomes Promote internal quality control and remedies Encourage expertise, teamwork, partnering Encourage contractor satisfaction/pride in workmanship Monetary incentives Promote upper management participation Promote cost savings Non-monetary incentives Promote workforce satisfaction & stability Providers with market power can resist them They are difficult to use in contracts for experts Outside factors can influence performance More work to administer Conflicting incentives can drive sub optimization Wrong incentives drive wrong behaviors Incentives are obviously a good thing. Even if an incentive does not change the results, it can positively change the relationship of the contract partners. We must however, strive to have a better understanding of what incentives do and why. Market research is the key to this. Incentives can be researched at any time, not just during a solicitation. During the solicitation we tend to get overwhelmed by other issues such as finding sources and commercial standards. We too often forget to ask questions about motivators or incentives. Perhaps we should spend more time doing or experimenting with this during contract performance. Once we decide to use incentives, we must strive to measure their impact. Their use is not without effort and sometimes cost. Doing them for no impact takes resources away from other efforts.

Step Five Conclusion At the conclusion of step 5 you should have determined: Your complete acquisition strategy The type of contract Performance incentive approach Source selection approach Evaluation Factors if tradeoff method is used

Step 6: Execute the Strategy
Service Acquisition Workshop Step 6: Execute the Strategy

Step Six – Execute Strategy
Sub-elements 2. Review Current Strategy 3. Market Research 4. Requirements Definition 5. Acquisition Strategy 6. Execute Strategy 7. Performance Management Mission Requirement 1. Form the Team Results SB Users Tech Legal PEOs PCO Buyers QA Reps CORs Resource Mgt Proj. Mgr Stakeholders Acquisition Team Service Acquisition Process 6.1 Issue request for proposal (RFP) or MIPR 6.2 Conduct source selection 6.3 Pre-Award approval documents 6.6 Finalize Quality Assurance Surveillance Plan 6.4 Contract award 6.5 Debrief unsuccessful offerors 6.7 Post Award implementation / transition

Conduct Due Diligence Method to ensure “meeting of minds” between government and industry on the requirement and business arrangement Open to all prospective offerors Held after release of RFP and prior to receipt of proposals KO leads team during exchanges between industry and government

Contract Failure Reasons
23% said because we didn’t know what to expect, either as clients or as providers 15% said because our interests diverged over time 13% said because we did not manage to the contract 11% said because we did not communicate well In total 62% of respondents cited factors related to SUPPLIER RELATIONSHIP MANAGEMENT as the primary cause of outsourcing failure IN CONTRAST – only 8% of respondents cited that outsourcing relationships failed because of supplier performance problems Percent * Source: Outsourcing Center 2004 Survey. Outsourcing Center, 2004.

Make the Award Award determined on best value to the government Based on the evaluation factors in Section M Conform the contract by incorporating successful contractor’s proposal Comply with Agency approval and notification requirements Debrief unsuccessful offerors Conduct post award conference Finalize QASP based on awarded contract

Step 6 Conclusion At the conclusion of step 6 you should be able to:
Update comm plan to include awardee Use due diligence if appropriate Issue RFP and receive Proposals Conduct evaluations and discussions if needed Make the Award Finalize QASP based on awarded contract

Step 7: Manage Performance
Service Acquisition Workshop Step 7: Manage Performance

Step Seven – Performance Management
Results 7.1 Transition to Performance Management Performance Management Sub-elements 2. Review Current Strategy 3. Market Research 4. Requirements Definition 5. Acquisition Strategy 6. Execute Strategy 7. Performance Management Mission Requirement 1. Form the Team SB Users Tech Legal PEOs PCO Buyers QA Reps CORs Resource Mgt Proj. Mgr Stakeholders Acquisition Team Service Acquisition Process 7.2 Manage and administer overall program 7.5 Evaluate effectiveness of strategy 7.3 Manage Performance Results 7.4 Conduct quarterly supplier and key stakeholders performance reviews 7.6 Develop plan for managing continuous improvement

After Contract Award shift to Performance Management
Contractor becomes part of our team Successful contract performance is the focus for both government and contractor Use remedies if necessary QASP describes How the team will treat data used to measure performance How the team identifies ways to improve efficiency and reduce risk How disputes will be resolved

Step 7 Conclusion At the Conclusion of Step 7 you should
Have your performance management team in place including the contractor Be using the QASP effectively to ensure that performance objectives are being met Tracking performance trends and results to determine of stakeholder needs are being met Communicate performance results to skateholders and customers 59

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