2 2 2 Breakout Session #1401 Lyle Eesley, Defense Acquisition University Phil Salmeri, M&M H Design,...

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Breakout Session #1401

Lyle Eesley, Defense Acquisition University

Phil Salmeri, M&M H Design, Inc

April 14, 2008

11:00 am – 12:00 pm

What’s New in Performance Based Acquisition

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DAU ACE for Services Site will Host SAM

https://acc.dau.mil/ace


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Enter SAM by going to the ACE for Services Site

SAMSAM

Enter Here


Click on the SAM


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Enter your PSC Code :_______ To look up PSC code click on PSC Group below(Until the SAM is built, you can go to Web site to find PSC codes) www.usabid.com/resources/tables/pscs

Service Acquisition Mall Directory

Help Desk

SuggestionBox

http://www.usabid.com/resources/tables/pscs

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R - PSC Universe of Services

R111 Bldgs & fac / admin & svc bldgs R112 Bldgs & fac / airfield & msl fac R113 Bldgs & fac / educational bldgs R114 Bldgs & fac / hospital buildings R115 Bldgs & fac / industrial bldgs R116 Bldgs & fac / residential bldgs R117 Bldgs & fac / warehouse bldgs R118 Bldgs & fac / R&D facilities R119 Bldgs & fac / other buildings R121 Non-bldg / conservation & dev R122 Non-bldg / hwys-roads-bridges R123 Non-bldg / electric power genr R124 Non-bldg / utilities R129 Non-bldg / other R211 A/E - non contruct - general R212 A/E - drafting engineering R213 A/E - inspect - non contruct R214 A/E - management engineering R215 A/E - production engineering R216 A/E - marine engineering R219 Other architects & engin gen R301 Adp facility management R302 Adp systems develop & programming R303 Adp svcs/data entry R304 Adp svcs/data transmission R305 Adp teleprocessing svcs R306 Adp system analysis R307 Automated information system svcs R399 Other adp svcs R404 Prof svcs/land surveys - cadastral R405 Prof svcs/operations research

R406 Prof svcs/policy review - develop R407 Prof svcs/program evaluation R408 Prof svcs/program management-suppor R409 Prof svcs/program review-develop R411 Prof svcs/real property appraisals R412 Prof svcs/simulations R413 Prof svcs/specifications develop R414 Prof svcs/systems engineering R415 Prof svcs/tech sharing-util R416 Prof svcs/vet/animal care R418 Prof svcs/legal services R419 Prof svcs/educational services R420 Prof svcs/certifications & accredit R421 Prof svcs/technical assistance R422 Prof svcs/phone and field interview R423 Prof svcs/intelligence services R424 Prof svcs/expert witnesses R425 Prof svcs/engineering technical R426 Prof svcs/communications services R427 Prof svcs/weather rpt-observ R428 Prof svcs/industrial hygienics R497 Prof svcs/personal services R498 Other professional services R499 Othr professional svcs R502 Study/air quality R503 Study/archeological-paleontological R504 Study/chemical-biological R505 Study/cost benefit R506 Study/data - other than scientific R507 Study/economic/socio-eco and labor R509 Study/endangered species-plant/anim R510 Study/environmental assessments R511 Study/environmental baseline R512 Study/environmental impact

R513 Study/feasibility - non-contruct R516 Study/fisheries and animal R517 Study/geological R518 Study/geophysical R519 Study/geotechnical R520 Study/grazing-range use R521 Study/historical R522 Study/legal-litigation R524 Study/mathematical-statistical R525 Study/natural resource R526 Study/oceanological R527 Study/recreation R528 Study/regulatory R529 Study/scientific data R530 Study/seismological R532 Study/soils R533 Study/water quality R534 Study/wildlife R537 Study/medical and health R538 Study/intelligence R539 Study/aeronautic/space R540 Study/building technology R541 Study/defense R542 Study/educational R543 Study/energy R544 Study/technology R545 Study/housing and community develop R546 Study/security (physical & personal R547 Study/accounting/financial mgt R548 Study/trade issues R549 Study/foreign & nat'L security pol R550 Study/organization/admin/personnel R551 Study/mobilization/preparedness R552 Study/manpower

R553 Study/communications R554 Study/acquisition policy/procedures R599 Other special study & analyses R601 Admin svcs/material management R602 Admin svcs/courier and messenger R603 Admin svcs/transcription R604 Admin svcs/mailing and distribution R605 Admin svcs/library services R606 Admin svcs/court reporting R607 Admin svcs/word processing/typing R608 Admin svcs/translation-sign languag R609 Admin svcs/stenographic services R610 Personal property management servic R611 Credit reporting R612 Information retrieval R699 Other administrative support svcs R701 Mgt svcs/advertising R702 Mgt svcs/data collection R703 Mgt svcs/acct & financial services R704 Mgt svcs/auditing services R705 Mgt svcs/debt collection R706 Mgt svcs/logistics support R707 Mgt svcs/contract & procurement sup R708 Mgt svcs/public relations R709 Ongoing audit operations support R710 Relocation services R799 Other management support services

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J - PSC Universe of Services

J010 Maint-rep of weapons J011 Maint-rep of nuclear ordnance J012 Maint-rep of fire cont eqJ013 Maint-rep of ammo & explosives J014 Maint-rep of guided missilesJ015 Maint-rep of aircraftJ016 Maint-rep of aircraft componentsJ017 Maint-rep of aircraft ground eq J018 Maint-rep of space vehiclesJ019 Maint-rep of ships-sml craft-docksJ020 Maint-rep of ship & marine eqJ022 Maint-rep of railway eqJ023 Maint-rep of vehicles-trailers-cycJ024 Maint-rep of tractorsJ025 Maint-rep of vehicular eqJ026 Maint-rep of tires & tubesJ028 Maint-rep of engines & turbinesJ029 Maint-rep of engine accessoriesJ030 Maint-rep of mech power trans eqJ031 Maint-rep of bearingsJ032 Maint-rep of woodworking machineJ034 Maint-rep of metalwork machineJ035 Maint-rep of service & trade eqJ036 Maint-rep of sp industry machineryJ037 Maint-rep of agriculture machineJ038 Maint-rep of construct eqJ039 Maint-rep of materials handling eqJ040 Maint-rep of rope-cable-chain

J041 Maint-rep of refrigeration - ac eqJ042 Maint-rep of fire-rescue-safety eqJ043 Maint-rep of pumps & compressors J044 Maint-rep of furnace-nuclear reacJ045 Maint-rep of plumbing-heating eqJ046 Maint-rep of water purification eqJ047 Maint-rep of pipe-tubing-hoseJ048 Maint-rep of valvesJ049 Maint-rep of maint repair shop eqJ051 Maint-rep of hand toolsJ052 Maint-rep of measuring toolsJ053 Maint-rep of hardware & abrasivesJ054 Maint-rep of prefab structuresJ055 Maint-rep of lumber & millworkJ056 Maint-rep of construct materialJ058 Maint-rep of communication eqJ059 Maint-rep of elect-elct eqJ060 Maint-rep of fiber optics materJ061 Maint-rep of power distribution eqJ062 Maint-rep of lighting fixturesJ063 Maint-rep of alarm & signal systemJ065 Maint-rep of medical-dental-vet eqJ066 Maint-rep of instruments & lab eqJ067 Maint-rep of photographic eqJ068 Maint-rep of chemical productsJ069 Maint-rep of training aids-devicesJ070 Maint-rep of adp eq & suppliesJ071 Maint-rep of furniture 80 Separate PSC Codes80 Separate PSC Codes

J072 Maint-rep of household furnishingsJ073 Maint-rep of food prep-serving eqJ074 Maint-rep of office machinesJ075 Maint-rep of office suppliesJ076 Maint-rep of books-maps-pubsJ077 Maint-rep of musical inst-radio-tvJ078 Maint-rep of recreational eqJ079 Maint-rep of cleaning eqJ080 Maint-rep of brushes-paints-sealerJ081 Maint-rep of containers-packagingJ083 Maint-rep of textiles-leather-fursJ084 Maint-rep of clothing - individ eqJ085 Maint-rep of toiletriesJ087 Maint-rep of agricultural suppliesJ088 Maint-rep of live animalsJ089 Maint-rep of subsistenceJ091 Maint-rep of fuels-lubricants-oilsJ093 Maint-rep of nonmetalic fab matJ094 Maint-rep of nonmetalic crude matJ095 Maint-rep of metal bars & sheetsJ096 Maint-rep of ores & mineralsJ099 Maint-rep of misc eqJ998 Non-nuclear ship repair (east)J999 Non-nuclear ship repair (west)

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J - PSC Universe of Services

J010 Maint-rep of weapons J011 Maint-rep of nuclear ordnance J012 Maint-rep of fire cont eqJ013 Maint-rep of ammo & explosives J014 Maint-rep of guided missiles

J015 Maint-rep of aircraftJ016 Maint-rep of aircraft componentsJ017 Maint-rep of aircraft ground eq J018 Maint-rep of space vehiclesJ019 Maint-rep of ships-sml craft-docksJ020 Maint-rep of ship & marine eqJ022 Maint-rep of railway eqJ023 Maint-rep of vehicles-trailers-cycJ024 Maint-rep of tractorsJ025 Maint-rep of vehicular eqJ026 Maint-rep of tires & tubesJ028 Maint-rep of engines & turbinesJ029 Maint-rep of engine accessoriesJ030 Maint-rep of mech power trans eqJ031 Maint-rep of bearingsJ032 Maint-rep of woodworking machineJ034 Maint-rep of metalwork machineJ035 Maint-rep of service & trade eqJ036 Maint-rep of sp industry machineryJ037 Maint-rep of agriculture machineJ038 Maint-rep of construct eqJ039 Maint-rep of materials handling eqJ040 Maint-rep of rope-cable-chain

J041 Maint-rep of refrigeration - ac eqJ042 Maint-rep of fire-rescue-safety eqJ043 Maint-rep of pumps & compressors J044 Maint-rep of furnace-nuclear reacJ045 Maint-rep of plumbing-heating eqJ046 Maint-rep of water purification eqJ047 Maint-rep of pipe-tubing-hoseJ048 Maint-rep of valvesJ049 Maint-rep of maint repair shop eqJ051 Maint-rep of hand toolsJ052 Maint-rep of measuring toolsJ053 Maint-rep of hardware & abrasivesJ054 Maint-rep of prefab structuresJ055 Maint-rep of lumber & millworkJ056 Maint-rep of construct materialJ058 Maint-rep of communication eqJ059 Maint-rep of elect-elct eqJ060 Maint-rep of fiber optics materJ061 Maint-rep of power distribution eqJ062 Maint-rep of lighting fixturesJ063 Maint-rep of alarm & signal systemJ065 Maint-rep of medical-dental-vet eqJ066 Maint-rep of instruments & lab eqJ067 Maint-rep of photographic eqJ068 Maint-rep of chemical productsJ069 Maint-rep of training aids-devicesJ070 Maint-rep of adp eq & suppliesJ071 Maint-rep of furniture

J072 Maint-rep of household furnishingsJ073 Maint-rep of food prep-serving eqJ074 Maint-rep of office machinesJ075 Maint-rep of office suppliesJ076 Maint-rep of books-maps-pubsJ077 Maint-rep of musical inst-radio-tvJ078 Maint-rep of recreational eqJ079 Maint-rep of cleaning eqJ080 Maint-rep of brushes-paints-sealerJ081 Maint-rep of containers-packagingJ083 Maint-rep of textiles-leather-fursJ084 Maint-rep of clothing - individ eqJ085 Maint-rep of toiletriesJ087 Maint-rep of agricultural suppliesJ088 Maint-rep of live animalsJ089 Maint-rep of subsistenceJ091 Maint-rep of fuels-lubricants-oilsJ093 Maint-rep of nonmetalic fab matJ094 Maint-rep of nonmetalic crude matJ095 Maint-rep of metal bars & sheetsJ096 Maint-rep of ores & mineralsJ099 Maint-rep of misc eqJ998 Non-nuclear ship repair (east)J999 Non-nuclear ship repair (west)

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If you’re planning or researching an Aircraft Maintenance service requirement, the PSC code is J015. Entering J015 takes us to the J015 Store

“Stores” have “Managers” that ensure shelves are stocked with relevant, quality information, learning assets and best in class “QASP Boxes”

The Mall uses a modified seven step process to create a Performance Roadmap for acquisition teams to follow

JO 15JO 15

Aisles of Information

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SAM’s Performance Roadmap Flow

Step 4

Step 5

Step 6Step 7

Formthe

TeamUnderstand the Situation

MarketResearch

ManagePerformance

Select Right

Contractor

MissionResults

DevelopPWS or SOO

Decide how To Inspect

&Assess

Performance

Step 3Step 2

Step 1

MissionNeed

QASP BoxObjective Standards AQL* Inspection Incentive

This slide relates the 7 steps principles to our QASP Box PBA approach

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The QASP Box is the KEY to the requirements development process

• Tailoring and completing a Mall “QASP Box” focuses the acquisition team on the essential performance and assessment elements

• The QASP Box provides the foundation for the PWS development, best value strategy and contract admin approach.

QASP Box

Objective Standards AQL Inspection Incentive

• The “QASP Box” is the “Get er Done” tool teamsshould use while developing their performance requirement

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QASP Box Process Tool

Old SOWRequirements

Old SOWRequirements

Write FinalPWS

Write FinalPWSQASP Box


HOW ?

• Work the Why ?, What ?, and How ? in the QASP Box to get to the Now ! of writing the PWS

WHY ?

WHAT ? (level)

NOW !Alignment

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• Let’s walk through the QASP Box • Meaningful Performance Objectives must answer

the question WHY the performance is needed

QASP Box


“WHY ?”

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• Start with the existing Statement of Work

OldSOW

1.1.2.32.2.1.2.3.3.3.1

YadaYada

Brainstorm… with a “Why Analysis”Why do you need this ?

Focus on the header paragraphs or

the single digit paragraphs of the SOW

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• Now answer the question “WHY?” Brainstorm… “Why Analysis”Why do you need this ? The answer must begin with “BECAUSE”!

“BECAUSE …..Results!”







OldSOW

1.1.2.3

2.2.1.2

3.3.1

YadaYada

WHY?

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• Completing the WHY Analysis should yield results that can be consolidated into Performance Objectives

“BECAUSE …..Results!..........Performance Objectives”


“BECAUSE …..Results!.........Performance Objectives”




Look for similar results that support a common Performance Objective and group them into overarching Objectives


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“Performance Objectives……..Performance Standard”

After boiling down to 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?

QASP Box

Objectives Standards AQL Inspection Incentive

“What ?” Level

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Performance standards should have adjective and adverb descriptors• These are but a few of them that I’ve seen in completed QASP

Boxes

Scientifically supportable Code is maintainable Complete CompliantThorough SustainableSoftware is fully operational Timely User friendly InnovativeCredible Operational

Implements improvements to increase speed and accuracy;

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• An AQL is an acceptable deviation from the standard– However, the contractor is still expected to meet the standard

• What should you address to determine if an AQL is appropriate?– Easily understood– Clearly delineated

QASP Box


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• These are a few I’ve seen in completed QASP Boxes….95% output accuracyOnly 2 errors per 1000+ or – 1% rework allowedCustomer feedback is 4.5 or above on the 5 point scaleComplaint resolution is above 95% IAW the

customer feedback processXx% of comments/suggestions are accepted for

implementation

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• Inspection approaches verify if standards are being met • The verification responsibility rests with the buyer• Some typical Inspection methods

– Continuous, in instances where the service is ongoing and observation is almost constant

– 100%, of such things as reports, or logs– Customer feedback– Random sampling

QASP Box


• Answer this question: “HOW will I know if the standard is being met?

• Answer = Inspection

“How ?”

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• “What happens if a standard is not met?” – This question should guide your approach to inspection

• Do you have the resources to inspect?– Resources impact what you are capable of inspecting– Do you have the technology to inspect

• Is it inspectable?....You must ‘test the testing’

QASP Box


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• Once the inspection process has been determined, the incentives must be established. – What are the impacts of meeting or not meeting the standards of the

objectives?• Incentives can be negative or positive • Past Performance Assessments should always be included in the

incentive portion of the QASP Box• Incentives can take the form of deducts; reduced inspections; be

tied to award fee or performance incentive fee plans; or shared cost savings

QASP Box


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QASP Box


• Now step back and determine which performance objectives carry the most importance

• Objectives with greater importance should receive proportionate weighting in the incentive column. • This also applies to past performance assessment

• Use the weights assigned to the incentives and relate them back to the performance objectives

• This provides the starting point for weighting the Technical Evaluation Plan (TEP) factors which builds section M of the RFP

20%

20%

60%

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Start writing the PWS or SOO

QASP Box


“NOW !”

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QASP Box Process Tool Summary

Start with Old SOW

Start with Old SOW

PerformanceObjective

PerformanceObjective

PerformanceStandard

PerformanceStandard

InspectionApproach

InspectionApproach

Ask HOW….. Yields Inspection approach

FinalPWSFinalPWS

Ask WHY…. Yields Performance Objective

Ask WHAT ….. Yields Performance Standard (Level)

NOW write Final PWS

Make the jump

WHY ? ……… WHAT ?…..… HOW ?.…..… NOW !

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JO15 StoreManager:

Your Name Here

Feedback andSuggestions


Samples and Examples Aisle

Samples and Examples Aisle Training AisleTraining Aisle Coach AisleCoach Aisle Sam’s U Tube

Aisle

Sam’s U Tube Aisle

SAM version of the 7 steps’ Sub elements

If you click on any of the boxes that have the numbers 1 thru 7, this box will display the step sub elements of that step.

5 Min or less individual or team Video

MissionResults

Step 3Step 2

Step 1

MissionNeed

Step 4

Step 5

Step 6Step 7

Objective Standards AQL* Inspection Incentive

QASP Box

Tool AisleTool Aisle

Each topic box has a pull down

menu

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JO15 StoreManager:

Your Name Here



MissionResults

Step 3Step 2

MissionNeed

Step 4

Step 5

Step 6Step 7


QASP Box Step 1

Creating Effective TeamsProject ManagementEffective Communication

1.1 Ensure senior management involvement and support1.2 Tap multi-disciplinary expertise. 1.3 Define roles and responsibilities. 1.4 Develop rules of conduct and communications plan1.5 Empower team members 1.6 Identify stakeholders and nurture consensus1.7 Develop and maintain the knowledge base of the project life1.8 “Incent” the team: Establish link between program mission and team members’ performance1.9 Team participation in PBA workshop

Step 1 Form the Team Process sub elements



Samples and Examples Aisle Training AisleTraining Aisle Coaches AisleCoaches Aisle Sam’s U Tube

Aisle


Team Charter

MS Project milestone charts

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JO15 StoreManager:

Your Name Here



MissionResults

Step 3Step 2

MissionNeed

Step 4

Step 5

Step 6Step 7


QASP Box Step 1

Creating Effective TeamsProject ManagementEffective Communication

Step 1 Form the Team Process sub elements




Aisle


Team Charter

MS Project milestone charts

What step 1 says to SAM:

• Get the right People

• Organize the team

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JO15 StoreManager:

Your Name Here



MissionResults

Step 3

Step 1

MissionNeed

Step 4

Step 5

Step 6Step 7


QASP BoxStep 2

Problem SolvingSpend AnalysisStrategic Sourcing

Step 2 Understand the SituationProcess sub elements




Aisle


Problem Statements

2.1 Link acquisition to mission and performance objectives

2.2 Define (at a high level) desired results

2.3 Benchmark existing strategies 2.4 Conduct spend analysis2.4 Document current processes

and metrics and level of performance

2.5 Review current and statutory requirements

2.6 Hold review sessions with major users and suppliers

2.7 Identify leverage opportunities2.8 Consolidate and analyze future

demands

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Problem SolvingSpend AnalysisStrategic Sourcing

Step 2 Understand the SituationProcess sub elements




Aisle


Problem Statements

JO15 StoreManager:

Your Name Here



MissionResults

Step 3

Step 1

MissionNeed

Step 4

Step 5

Step 6Step 7


QASP Box

What step 2 says to SAM..

• Conduct historical analysis

• Initiate strategic planning

Step 2

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3.1 Team approach to market research

3.2 Learn from public sector3.3 Learn from Private Sector3.4 Consider one on one meetings

with industry3.5 Look for existing contracts3.6 Analyze and Document Market Research

No SAM interpretation needed

Market Research

Existing Contracts DOD, Non DODStrategic Sourcing Options

Step 3 Market ResearchProcess sub elements




Aisle


Commercial Practices & Metrics from Airlines, Freight, Charter companiesGovernment Samples & Metrics DOD, NASA, USCG, OtherMarket Research Reports

Sourcing Options Aisle

Sourcing Options Aisle

New Topic Aisles may

appear based on your step

in the process

JO15 StoreManager:

Your Name Here



MissionResults

Step 2Step 1

MissionNeed

Step 4

Step 5

Step 6Step 7


QASP Box

Step 3

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Step 5 Determine how to InspectAnd Assess Performance

What step 5 says to SAM..• Determine how you are going

to know when a standard has been met?

• What and how often is it to be inspected?

• What happens if the standard is not met?

• Are you capable of inspecting at that level and frequency? (do you have the resources to accomplish it)

• Is it ‘inspectable’?• Bottom line – ‘test the testing’

approach.




Aisle


Sample QASP Elements

Performance ObjectivesPerformance StandardsAQLsInspectionsIncentives

JO15 StoreManager:

Your Name Here



MissionResults

Step 3Step 2

Step 1

MissionNeed

Step 4

Step 5

Step 6Step 7


QASP Box

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Step 4 Develop the PWS or SOOProcess sub elements


PWS• Complete QASP Box • Now begin writing the PWS• Let the contractor propose the solution•SOO• Describe the elevator message, or challenge• Write “elevator” Performance Objectives• Let the contractor propose a solution Tool AisleTool Aisle



Aisle


Q Box element SamplesSample PWS for JO15DOD, NASA, Coast GuardNon DODSample SOO for JO15 DOD, Non DOD

JO15 StoreManager:

Your Name Here



MissionResults

Step 3Step 2

Step 1

MissionNeed

Step 4

Step 5

Step 6Step 7


QASP Box

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What step 6 says to SAM..• Develop an effective business strategy• Use the most appropriate contract type• Build a technical evaluation plan that focuses on the performance objectives in the QASP• Utilize innovative approaches such as oral presentations and fast track source selection procedures.• Rely heavily on contractor past performance to assess performance risk.

Step 6 Select the Right ContractorProcess sub elements




Aisle


Sample JO15 Evaluation FactorsSample J015

Evaluation StandardsTech Team BriefingPast Performance

Questionnair

Source SelectionBest Value Acquisition processConducting effective

Tech Evaluations

JO15 StoreManager:

Your Name Here



MissionResults

Step 3Step 2

Step 1

MissionNeed

Step 4

Step 5

Step 6Step 7


QASP Box

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Step 7 Manage PerformanceProcess sub elements

COR Training


• After award, use the team to monitor performance

• Add contractor to the team

• Use the QASP Box to monitor performance

• Report contractors “past performance” using the QASP Box incentive approach




Aisle


COR Community of Practice

Partnering AgreementCOR ChecklistPost Award Conference C/L

JO15 StoreManager:

Your Name Here



MissionResults

Step 3Step 2

Step 1

MissionNeed

Step 4

Step 5

Step 6Step 7


QASP Box

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SAM’s QASP Box

Performance Objectives

Performance Standards AQL Inspection, type and frequent

Incentive

Build a knowledge based tool for performance based service acquisition

Build a common approach for converting SOW to PWS

Provide training and coaching

SAMPhase I open doorsPhase II ..?Phase III ..?

Phase I:Stand up (mall doors open) by 4 August

If no additional resources are brought forth, then 5 November is the stand up dateIf no resources are made available prepare for Mall demolition….

Phase IIFinal destination for knowledge resources are only three clicks awayStock 10 QASP Boxes in the PSC for Professional, admin and management supportConcise, complete, effective, makes sense.. coherent, compliant with PBA principlesBecome an effective tool for training of PBAEasy to use, easy to shopEffective QASP Box tools in each service code storeSam is easily accessed by the contracting and technical partners, (requirements generating) workforce, to participate in designing the mall and stocking shelves

No more than 10% of final destinations require more than three clicks

An AQL may not be applicable for an single event

Phase I: It’s ready to open on 4 August, on site in LA

Phase II: Random testing to see if the final destination is only three clicks away

Continuous review and assessment

Customer feedback on the effectiveness of the Mall

Feedback and participation in the three NCMA conferences

Phase II: failure to deliver will result in a public whipping with a thousand wet noodles

Successful delivery: we get to eat the noodles with a nice marinara sauce with a bottle of 1990 Alexander Valley Silver Oak Cab

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SAM’s QASP Box Cont

Performance Objectives

Performance Standards AQL Inspection, type and frequent

Incentive

Provide training/coaching

Make PBA easier to implementTraining when you need itCoaching when you need it

Constant review and customer feedback

see above

Phase II:Maintain the SAMProvide a resource, such as a store manager or coach, who can help the shopper tailor the QASP Box to fit their need.

Phase II: Continuous improvement and fine tuningAdd additional QASP BoxesBring on more service codesProvide effective customer guidance and supportCoaching is effectiveCustomer feedback is addressed and improvements implemented

Customer feedbackCouncil and management team reviewsStore manager meetingsSuggestion box results

see above

All Phases: Establish a PBA SAM council to guide the development of the Mal and police the hallways and stores, and stock the shelves

Guidance is meaningful and helpful

Guidance and suggestions are timely

Customer feedbackCouncil and management team reviewsStore manager meetingsSuggestion box results

see above

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Help Desk Function

• The Mall will provide a user Help Desk function with the following services provided free of charge:– Identify the right PSC code– One hour review of proposed QASP Box for

performance based assessment

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Mall Governance Process Draft

• Mall Management Responsibilities– The DAU team will function as the Mall Manager– Set standards for currency of information and standard store

appearance– Host the Mall on DAU ACE for Services site– Review and approve Store Managers and QASP Boxes

• Store Managers Responsibilities– Solicit, review and propose best in class QASP Box information

and other best in class practices

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Your opportunity to build the foundation

• Why?– Stock the shelves with Good QASP Box examples

for PSC’s for all to use

• What we Need– Your ideas– Your experience– Your commitment

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Next Steps

• Schedule – August NCMA Conference update– Progress is funding dependent

• Expansion Plans– Source selection evaluation factors– Instructions to offerors– Expand sharing of PSC common elements– Private Work Space for acquisition teams

2 2 2 Breakout Session #1401 Lyle Eesley, Defense Acquisition University Phil Salmeri, M&M H Design,...

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Transcript of 2 2 2 Breakout Session #1401 Lyle Eesley, Defense Acquisition University Phil Salmeri, M&M H Design,...