Courses Description

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Introduction to Contracting	Federal Contract Negotiation Techniques
Acquisition Planning I	Government Contract Law (10 days)
Acquisition Planning II	Intermediate Contract Pricing
Construction Contracting	Performance-Based Service Contracting
Contract Administration I	Price Analysis
Contract Administration II	Simplified Acquisition, Basic
Contract Formation I	Simplified Acquisition, Advanced
Contract Formation II	Writing Statements of Work, R&D
Cost Analysis

DHHS PROJECT OFFICER TRAINING COURSES

Performance-Based Service Contracting

PROJEX for Project Managers (1 day)

Early Warning Project Management System Workshop (1 day)

Earned Value Project Management Overview for Managers ( 3.5 hours)

LMI Workshop on Performance-Based Contracting  (1 day)

Stryker Associates Workshop on Performance-Based Contracting  (2 days)

Writing Statements of Work, R&D

* All courses are 5 days unless otherwise noted.

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DHHS ACQUISITION TRAINING COURSES

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The DHHS Acquisition Training Program provides competency-based classroom training in  simplified acquisitions and contracts, as well as courses designed to meet the specific needs of program personnel who have responsibilities in the acquisition process.  Employees who require training to achieve certification are given priority over employees who are taking courses for other reasons.  An alphabetical list of available courses is provided below.  In addition to the content description, length, and learning objectives listed for each course, information is also provided on the DHHS-developed course replaced, the number of college credits recommended by the American Council on Education (ACE) (if applicable), and whether a course equates to a Defense Acquisition University (DAU) course.

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INTRODUCTION TO CONTRACTING

(Acquisition Planning I, originally offered as a 10-day course, is now being offered as two separate 5-day courses, Introduction to Contracting and Acquisition Planning I. Both courses combined are equivalent to DAU’s Acquisition Planning I). This course is for Federal entry-level personnel in acquisition-related fields.For contracting (GS-1102) professionals, it is the first course of skill-based curricula. The course is written from the perspective of Federal contracting officers because they oversee the entire system - from the moment that a requirement for supplies or services is generated to the final termination or closeout of the contract. The target audience for this course consists of personnel involved in the contract specialist (GS-1102) career path, and other personnel involved in the planning of requirements and monitoring contract performance. ACE Credit Recommendation: In the baccalaureate degree category, the completion of this course and Acquisition Planning I (CON 101-week 2), results in a recommendation of 3 semester hours in Business Administration, Federal Acquisition, Public Administration, Procurement Management, or Purchasing. Prerequisites: None Learning Objectives: Federal Framework for Contracting - Describe the Federal framework for contracting. - State the roles and responsibilities of the branches of government within the procurement process. - Identify the statutes, regulations, court and administrative rulings, and other guidance that define the procurement system. - Describe the relationship between the Federal budgetary and acquisition systems. Using the Federal Acquisition Regulation (FAR) - Practice use of the FAR and supplementary regulations as acquisition tools. - Recognize the constitutional and statutory authority for contracting. - Explain how the FAR and agency supplemental regulations are organized, administered, and updated. - Recognize the methods of procurement authorized for government contracting. Legal and Regulatory Principles of Contracting Describe and apply: - The elements of a contract. - Law of agency. - Goals and guiding principles of the Federal acquisition system. - Standards of conduct and ethical principles. Purchase Requests and Requirements Documents Given a purchase request and requirements documents: - Determine if the documents are adequate for procurement. - Identify the procedures for correcting deficiencies in a purchase request. - Determine the type of funding, the date by which funds must be obligated, and whether the amount of funding is realistic. - Determine if a requirement is commercial or non-commercial. - Describe the process for reviewing and correcting deficiencies in requirements documents. - Identify conditions for providing government property to a contractor or permitting use of government sources of supply. Market Research and Sources Given a purchase request, acquisition history, and other requirements documents: - Screen required sources.- Conduct market research. - Select sources for solicitation mailing lists. Lease vs. Purchase Given a purchase request, acquisition plans, results of market research and acquisition histories: - Recommend whether to solicit for lease, purchase, or both. Services Given purchase requests for services: - Determine whether the services may be acquired and any special requirements for the acquisition (e.g., wage determinations). Methods of Procurement Given a purchase request and information from market research: - Determine the method of purchasing or procurement. Small Business Considerations Given a contracting situation: - Determine whether to set aside the procurement and the type of set aside to establish (e.g., 8(a), partial, total, HUBzone, very small   business). Competition Requirements Given purchase requests, requirements documents, and market data: - Determine competition requirements for simplified acquisitions and contract actions over the simplified acquisition threshold. Contract Types Given a variety of contracting situations: - Determine the compensation arrangement that would best apportion expected risk (e.g., Firm Fixed Price, Fixed Price with   Economic Price Adjustment, Cost Reimbursement, etc.). - Recognize the alternative contractual instruments for recurring requirements   (e.g., Indefinite Delivery contracts, Options, Multi-Year contracts). - Identify when letter contracts are used. Selecting Evaluation Factors Given a purchase request, acquisition history, market research data, and requirements documents: - Select and incorporate price, price-related, and non-price evaluation factors for solicitations. Presolicitation Considerations Given a purchase request, acquisition history, and market research information:- Identify the appropriate types of contract financing and the requirement for a bond to protect the government. Publicizing Proposed Procurements Given a purchase request and market research information: - Identify the various techniques of publicizing proposed procurements and produce a synopsis. Solicitation Preparation Given a purchase request, acquisition histories, market data, and presolicitation decisions: - Explain oral solicitation procedures. - Summarize the procedures for soliciting quotations to provide commercial items under FAR Part 13. - Describe the procedures for soliciting offers to provide non-commercial items. - Select the appropriate solicitation method for a procurement. - Construct a commercial solicitation. Inquiries/Amendments Given a solicitation scenario: - Explain the procedures for resolving inquiries pertaining to the solicitation. - Summarize the process for conducting a pre-proposal conference. - Prepare an amendment.

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ACQUISITION PLANNING I

(Acquisition Planning I, originally offered as a 10-day course, is now being offered as two separate 5-day courses, Introduction to Contracting, which is followed by Acquisition Planning I. Both courses combined are equivalent to DAU’s Acquisition Planning I). Acquisition Planning I is week 2 of DAU’s CON 101. Acquisition Planning I is designed to provide contracting professionals and other interested personnel with the skills, knowledge, and abilities to perform all actions required of the journeyman contract specialist in the procurement process. Acquisition Planning I deals with many of the presolicitation activities necessary to properly plan and document an agency requirement. In addition to the acquisition plan itself, students will learn about requirements forecasting, market research, purchase request preparation, and other presolicitation activities. The course is designed around a comprehensive set of learning objectives that are achieved through lecture-discussion, practical exercises, and case study techniques that expose the student to every aspect of the procurement planning process relevant to the journeyman contract specialist. The target audience for this course consists of personnel involved in the contract specialist (GS-1102) career path, and other personnel involved in the planning of requirements and monitoring contract performance. ACE Credit Recommendation: In the baccalaureate degree category, the completion of both Introduction to Contracting and Acquisition Planning I results in a recommendation of 3 semester hours in Business Administration, Federal Acquisition, Public Administration, Procurement Management, or Purchasing. Prerequisites: - Introduction to Contracting (Week 1 of CON 101) Learning Objectives: Federal Framework for Contracting - Describe the Federal framework for contracting; state the roles and responsibilities of the branches of government within the procurement process; identify the statutes, regulations, court and administrative rulings, and other guidance that define the procurement system; describe the relationship between the Federal budgetary and acquisition systems. Purchase Requests and Requirements Documents Given a purchase request and requirements documents: - Determine if the documents are adequate for procurement. - Identify the procedures for correcting deficiencies in a purchase request. - Determine the type of funding, the date by which funds must be obligated, and whether the amount of funding is realistic. - Determine if a requirement is commercial or non-commercial. - Describe the process for reviewing and correcting deficiencies in requirements documents. - Identify conditions for providing government property to a contractor or permitting use of government sources of supply. Market Research and Sources Given a purchase request, acquisition history, and other requirements documents: - Screen required sources. - Conduct market research. - Select sources for solicitation mailing lists. Lease vs. Purchase Given a purchase request, acquisition plans, results of market research and acquisition histories: - Recommend whether to solicit for lease, purchase, or both.  Services Given purchase requests for services: - Determine whether the services may be acquired and any special requirements for the acquisition (e.g., wage determinations). Methods of Procurement Given a purchase request and information from market research: - Determine the appropriate method of purchasing or procurement. Small Business Considerations Given a contracting situation: - Determine whether to set aside the procurement and the type of set aside to establish (e.g., 8(a), partial, total, HUBzone, very small   business). Competition Requirements Given purchase requests, requirements documents, and market data:- Determine competition requirements for simplified acquisitions and contract actions over the simplified acquisition threshold. Contract Types Given a variety of contracting situations: - Determine the compensation arrangement that would best apportion expected risk (e.g., Firm Fixed Price, Fixed Price with   Economic Price Adjustment, Cost Reimbursement, etc.). - Recognize the alternative contractual instruments for recurring requirements (e.g., Indefinite Delivery contracts, Options, Multi-Year   contracts). - Identify when letter contracts are used. Selecting Evaluation Factors Given a purchase request, acquisition history, market research data, and requirements documents: - Select and incorporate price, price-related, and non-price evaluation factors for solicitations. Presolicitation Considerations Given a purchase request, acquisition history, and market research information: - Identify the appropriate types of contract financing and the requirement for a bond to protect the government. Solicitation Preparation Given a purchase request, acquisition histories, market data, and presolicitation decisions: - Explain oral solicitation procedures. - Summarize the procedures for soliciting quotations to provide commercial items under FAR Part 13. - Describe the procedures for soliciting offers to provide non-commercial items. - Select the appropriate solicitation method for a procurement. - Construct a commercial solicitation. Acquisition Planning I replaces the HHS Basic Acquisition course under the previous HHS curricula. Acquisition Planning I and Introduction to Contracting COMBINED with Contract Formation I and Contract Administration I, is equivalent to DAU Course CON 101, Basics of Contracting.

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ACQUISITION PLANNING II (5 DAYS)

Acquisition Planning II covers presolicitation activities in more depth than Acquisition Planning I. Additionally, the course addresses a number of special topics that are not discussed in Acquisition Planning I. The course is designed around a comprehensive set of learning objectives that are achieved through lecture-discussion, practical exercises, and case study techniques. The target audience for this course consists of personnel involved in the contract specialist (GS-1102) career path. Others involved in the planning of complex requirements could benefit from the text and classroom discussion as well. A minimum of one year of experience in the contracting field is recommended as preparation for this course. ACE Credit Recommendation: In the baccalaureate degree category, 2 semester hours in Business Administration, Federal Acquisition, Public Administration, Procurement Management, or Purchasing. Prerequisites: - Introduction to Contracting - Acquisition Planning I - Contract Formation I - Contract Administration I - Price Analysis - Cost Analysis - Federal Contract Negotiation Techniques Learning Objectives: Initiating the Acquisition -Distinguish the roles and responsibilities of acquisition personnel in forecasting requirements. -Determine an effective acquisition strategy. Market Research Given a purchase request for a complex requirement: -Determine the extent of, and techniques for, acquiring additional market research needed for an acquisition. -Assess the impact of market research on an acquisition. Requirements Documents Given market research and draft requirements documents: -Determine adequacy of the requirements' documents. -Determine whether to authorize acceptance of a variation in quantity and/or the use of reconditioned materials, former government surplus property or residual inventory. Advisory and Assistance Services Given various sample requirements for specialized services: -Determine if advisory and assistance services are appropriate and if there are potential conflicts of interest. Government Property Given a purchase request and information on the availability of government property: -Determine whether to furnish the property. Type of Contract Given a variety of acquisitions: -Determine the type of contract agreement, as well as associated pricing arrangements, that will best mitigate and apportion expected risk and select a method to provide for recurring requirements. Contract Financing Given a purchase request and market research data: - Select government financing methods (or none), including related provisions and clauses, for a noncommercial requirement. - Complete the appropriate finance provisions and clauses for inclusion in the solicitation. Bonds - Identify the need for bonds in contracts other than construction. - Recognize situations that require bonding terms and conditions due to high-risk markets. Non-Price Factors Given acquisition histories, market data, purchase requests, requirements documents, the statement of work and/or recommended non-price factors for award: - Analyze non-price factors used in prior or comparable acquisitions. - Recognize how to develop evaluation factors for a new or complex requirement. Acquisition Planning Given acquisition forecasts, histories, and market research: - Develop an acquisition plan. Source Selection Plans Given purchase requests, acquisition histories, market data, and decisions made in all previous steps of the procurement planning phase: - Determine the roles and responsibilities of each source selection participant, including non-government evaluators. - Assess procedures for safeguarding source selection information. - Identify key elements of a source selection plan including those to be incorporated into the RFP. - Develop a source selection plan so that sound business judgments can be made. Acquisition Planning II replaces the HHS Advanced Simplified Acquisition course under the previous HHS curricula. Acquisition Planning II COMBINED with Contract Formation II and Contract Administration II, is equivalent to DAU’s course CON 202, Intermediate Contracting.

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CONSTRUCTION CONTRACTING (5 DAYS)

This course provides contracting (GS-1102 and equivalent) personnel with skill at awarding and administering contracts for construction. This course is also of value to other Federal personnel who are involved in the development, management, or administration of construction projects. The focus of the course is on where and how the construction contracting environment differs from contracting in general.The target audience for this course consists of personnel involved in the GS-1102 career path who are or may become involved with construction requirements. Others involved in the development, management, or administration of construction contracts will find the course helpful in executing their responsibilities. A minimum of one year of experience in the contracting field is recommended as preparation for this course. ACE Credit Recommendation: In the baccalaureate degree category, 2 semester hours in Business Administration, Federal Acquisition, Public Administration, Procurement Management, or Purchasing. Prerequisites: - Introduction to Contracting - Acquisition Planning I - Contract Formation I - Contract Administration I - Price Analysis - Cost Analysis - Federal Contract Negotiation Techniques - Acquisition Planning II - Contract Formation II - Contract Administration II Learning Objectives: Devise a construction acquisition plan. Recognize the differences between situations in which IFB or RFP would be the appropriate solicitation type for a construction requirement. In both sealed bid and negotiated situations, analyze bid/proposal documents and select appropriate awardees. Identify the critical elements of a quality control plan for construction. Diagnose, troubleshoot, and determine the appropriate compliance approach in various contract administration situations. Appropriately execute modifications to construction contracts. Ensure costs of construction contract invoices are allowable and allocable, be able to process invoices for progress payments, and conduct contract closeout. This course replaces the HHS Construction Contracting course under the previous HHS curricula.

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CONTRACT ADMINISTRATION I (5 DAYS)

This course instructs the student in all of the knowledge, skills and abilities required of the journeyman contract specialist. This course takes the student through the various facets of post award contract administration, covering everything from the post award orientation conference to contract closeout. Lecture-discussion is heavily supported by practical exercises and case studies to cover a comprehensive group of learning objectives required by FAI. Students are taught the concepts by the instructor, and are then expected to demonstrate their knowledge by completing individual and group exercises. The target audience for this course consists of members of the contract specialist (GS-1102) career path. Others involved in contract administration activities could also benefit. ACE Credit Recommendation: In the baccalaureate degree category, 2 semester hours in Business Administration, Federal Acquisition, Public Administration, Procurement Management, or Purchasing. Prerequisites: - Introduction to Contracting - Acquisition Planning I - Contract Formation I Learning Objectives: Initiation of Contract Administration Given the awarded contract and contract administration requirements: - Identify and describe applicable processes and procedures for post award orientations, subcontracting, government furnished property, labor issues, and environmental issues. Modifications and Claims Given a contract and a request to modify: - Differentiate between unilateral and bilateral modifications. - Recognize the process for modifying a commercial contract. - Determine the process for exercising an option. - Describe the claims process. - Prepare a contract modification. Quality Assurance Given a contract with a quality assurance plan: - Determine the appropriate quality assurance procedures. - Determine surveillance required by contractor and government personnel to ensure monitoring, inspection, and acceptance criteria are met. - Determine when a stop work order should be used and its potential impact. - Conclude whether delays are excusable and if consideration is appropriate. - Recognize remedies available for commercial and noncommercial contracts. - Describe procedures for developing and reporting contractor past performance. Payment Given regulatory guidance: - Recognize contractual payment or accounting terms and conditions. - Identify invoice and payment procedures. - Identify contract financing and request for assignment of claims. - Recognize the types of commercial financing and their implications for contract administration. - Recognize the terms "accounting system," "estimating system," "cost accounting standards," and "defective pricing." Terminations Given a contract situation: - Recognize the similarities and differences between terminations for commercial and noncommercial contracts. - Determine whether to terminate for convenience for a commercial or noncommercial contract. - Identify the reasons for a termination for default on a noncommercial contract. - Determine the adequacy and appropriate remedies for a termination for cause on a commercial contract. - Prepare a termination notice. Contract Closeout Given a contract scenario: - Describe the process for properly closing out a contract. - Recognize when a contract is complete. - Recognize indications of fraud and exclusion or other civil or criminal offense. - Perform a contract closeout. Contract Administration I, together with Contract Administration II, replaces the HHS Basic Contract Administration course, the HHS Advanced Contract Administration I course, and the Advanced Contract Administration II course under the previous HHS curricula.This course, COMBINED with Introduction to Contracting, Acquisition Planning I, and Contract Formation I, is equivalent to DAU Course CON 101, Basics of Contracting.

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CONTRACT ADMINISTRATION II (5 DAYS)

Contract Administration II covers the post-award activities required to manage a contract in more extensive detail than Contract Administration I. Additionally, the course addresses a number of special topics that are not discussed in Contract Administration I. The course is designed around a comprehensive set of learning objectives that are achieved through lecture-discussion, practical exercises, and case study techniques. The target audience for this course consists of personnel involved in the contract specialist (GS-1102) career path. Others involved in the administration of complex contracts could also benefit. A minimum of one year of experience in the contracting field is recommended as preparation for this course. ACE Credit Recommendation: In the baccalaureate degree category, 2 semester hours in Business Administration, Federal Acquisition, Public Administration, Procurement Management, or Purchasing. Prerequisites: - Introduction to Contracting - Acquisition Planning I - Contract Formation I- Contract Administration I - Price Analysis - Cost Analysis - Federal Contract Negotiation Techniques - Acquisition Planning II - Contract Formation II Learning Objectives: Initiating Contract Administration Given a contract file: - Prepare to administer the contract. - Identify contract requirements. - Recognize the appropriate topics for a post award orientation. Modifications and Claims Given a contract file and a request to modify the contract: - Recognize the procedures for processing modifications. - Identify the circumstances prohibiting modification. - Determine the impact of the proposed modification and consideration required, if any, and apply procedures for completing a modification. - Determine whether to recommend granting extraordinary relief and the nature and extent of such relief. Payment and Accounting Given various financial management contract scenarios, applicable references, and input from the contractor: - Describe the invoice payment process. - Describe the procedures for determining whether to permit an assignment of claims. - Determine the procedures for making payments based on cost. - Determine the procedures for administering progress payments based on cost including computation of payment amount and liquidation amount. - Determine the procedures for administering performance-based payments. - Identify the procedures for administering advance payments. - Assess the situation and appraise the procedures for debt collection. - Identify the steps necessary to approve, disapprove, or request changes to a contractor's accounting or estimating system. Payment Given regulatory guidance: - Recognize contractual payment or accounting terms and conditions. - Identify invoice and payment procedures. - Identify contract financing and request for assignment of claims. - Recognize the types of commercial financing and their implications for contract administration. - Recognize the terms accounting system, estimating system, cost accounting standards, and defective pricing. Terminations Given a contract situation: - Recognize the similarities and differences between terminations for commercial and noncommercial contracts. - Determine whether to terminate for convenience for a commercial or noncommercial contract. - Identify the reasons for a termination for default on a noncommercial contract. - Determine the adequacy and appropriate remedies for a termination for cause on a commercial contract. - Prepare a termination notice. Contract Closeout Given a contract scenario: - Describe the process for properly closing out a contract. - Recognize when a contract is complete. - Recognize indications of fraud and exclusion or other civil or criminal offense. - Perform a contract closeout. Contract Administration I and Contract Administration II replaces the HHS Basic Contract Administration course, the HHS Advanced Contract Administration I course, and the Advanced Contract Administration II course under the previous HHS curricula. Contract Administration II, COMBINED with Acquisition Planning II and Contract Formation II, is equivalent to DAU Course CON 202, Intermediate Contracting.

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CONTRACT FORMATION I  (5 DAYS)

This course provides a comprehensive study of the fundamentals of the solicitation and award process in Government acquisition.Students will be introduced to both commercial and non-commercial purchasing procedures and will explore both oral and written solicitation techniques. The lecture-discussion sessions of the course are heavily supplemented by group exercises and case studies to provide the student with practical experience in the application of the learning objectives. The target audience for this course consists of members of the contract specialist (GS-1102) career path. Program managers, technical managers, and others who are involved with the acquisition process will also find this course helpful. ACE Credit Recommendation: In the baccalaureate degree category, 2 semester hours in Business Administration, Federal Acquisition, Public Administration, Procurement Management, or Purchasing. Prerequisites: - Introduction to Contracting - Acquisition Planning I Learning Objectives: Handling Quotes and Offers Given the FAR: - Identify the steps in safeguarding quotes, proposals, and bids; describe the procedures for processing quotes, proposals, and bids; recognize when to accept late quotes, proposals, and bids. Inquiries/Amendments Given a solicitation scenario: - Explain the procedures for resolving inquiries pertaining to the solicitation. - Summarize the process for conducting a pre-proposal conference. - Prepare an amendment. Evaluation Given the solicitation, responses received, price, price-related and non-price-related information: - Apply technical and other non-price-related factors; describe the role of price and cost analysis in evaluating offers and quotations; recognize techniques to evaluate other terms and conditions. Publicizing Proposed Procurements Given a purchase request and market research information: - Identify the various techniques of publicizing proposed procurements and produce a synopsis. Selection Given a scenario: - Describe the decision process for awarding with or without discussions; recognize when fact-finding is appropriate; determine whether to establish a competitive range; select contractors to include within the competitive range; identify the steps in conducting negotiations. Responsibility Given a solicitation response, market research findings, and an excerpt of the list of excluded parties: - Describe the procedures for determining responsibility; determine if a contractor is debarred, suspended, proposed for debarment, or otherwise ineligible; describe the process for referring a nonresponsibility determination to the small business administration; determine the responsibility or non-responsibility of a prospective contractor Awards and Debriefings Given an evaluated quote and a responsible contractor: - Describe the procedures for preparing and documenting an award using FAR Part 14 and 15 procedures; explain the process for completing a purchase order; recognize regulatory requirements for notification of award; describe the process of conducting a debriefing; determine the method for processing post award mistakes; prepare award documents. Protests Given a scenario and related facts pertaining to a protest: - Identify those actions that may be protested; explain the process for handling protests; explain the procedures for the alternative dispute resolution process; determine an appropriate response to the protest. This course replaces the HHS Basic Simplified Acquisition course and the HHS Basic Contracting by Negotiation course under the previous HHS curricula. Contract Formation I, COMBINED with Acquisition Planning I and Contract Administration I, is equivalent to DAU course CON 101, Basics of Contracting.

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CONTRACT FORMATION II (5 DAYS)

This course discusses the solicitation and award activities required to form a government contract in more detail than Contract Formation I. Additionally, the course addresses a number of special topics that are not discussed in Contract Formation I. The course is designed around a comprehensive set of learning objectives that are achieved through lecture-discussion, practical exercises, and case study techniques. The target audience for this course consists of personnel involved in the contract specialist (GS-1102) career path. Others involved in the formation of contracts could also benefit. A minimum of one year of experience in the contracting field is recommended as preparation for this course. ACE Credit Recommendation: In the baccalaureate/associate degree category, 2 semester hours in Business Administration, Federal Acquisition, Public Administration, Procurement Management, or Purchasing. Prerequisites: - Introduction to Contracting - Acquisition Planning I - Contract Formation I - Contract Administration I - Price Analysis - Cost Analysis - Federal Contract Negotiation Techniques - Acquisition Planning II Learning Objectives: Requests For Proposal Given a purchase request, acquisition history, market research data, and pre-solicitation business decisions: - Determine funding availability considering obligation period and whether fund amount is realistic. - Select provisions and clauses. - Prepare instructions for proposal preparation and an oral presentation. Non-Price Evaluation Given a purchase request, acquisition history, market research data, proposals, and information from the offeror: - Critique instructions to technical evaluation teams for adequacy. - Assess the technical evaluation report(s). - Recognize appropriate procedures for evaluating past performance. Discussions Given a purchase request, acquisition history, market research data, proposals/quotes, technical reports and cost/price analysis reports: - Determine the competitive range. - Discuss the components of a prenegotiation plan. - Analyze documented discussion records and final proposal revisions. - Discuss the procedure for excluding offerors outside the competitive range. Subcontracting Requirements Given a solicitation and proposal information: - Identify the effects of the make or buy program. - Recognize the required elements of a subcontracting plan. - Critique the proposed subcontracting plan. Responsibility Given a solicitation, several offers, and a preaward survey: - Make a responsibility determination. - Given a solicitation and the proposal in line for award: - Determine applicability of the cost accounting standards via the exemptions. - Identify the compliance requirements for full or modified coverage. - Identify the requirements for a disclosure statement. Source Selection Given an evaluated proposal and supporting documentation: - Develop the award recommendation and the debriefing agenda for the source selection authority. Protests Given a protest, a recommended resolution of the protest, offers, solicitation, and supporting documents: - Determine the reasonableness of the protest resolution and whether sound business judgments were made Contract Formation II replaces the HHS Advanced Contracting by Negotiation course and the HHS Research and Development course under the previous HHS curricula.This course, COMBINED with Acquisition Planning II and Contract Administration II, is equivalent to DAU Course CON 202, Intermediate Contracting.

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COST ANALYSIS (5 DAYS)

This course employs a combination of lecture-discussion, case study, and practical exercise techniques to provide training to cover the comprehensive set of learning objectives established by FAI. Students learn which of many approaches to cost analysis should be applied to different pricing situations. In addition, students will have the opportunity to use such approaches to answer particular pricing questions. Target audience for the course consists of members of the contract specialist career path. Other personnel involved in contract pricing decisions will find the course helpful. ACE Credit Recommendation: In the baccalaureate degree category, 2 semester hours in Business Administration, Federal Acquisition, Public Administration, Procurement Management, or Purchasing. Prerequisites: - Introduction to Contracting - Acquisition Planning I - Contract Formation I - Contract Administration I - Price Analysis Learning Objectives: Cost and Cost Analysis Defined - Define contract cost as used in contract pricing. - Identify considerations necessary for cost analysis. - Compare cost estimating systems to cost accounting systems. - Describe cost estimating methods. Obtaining Offeror Information for Cost Analysis Given market research: - Determine whether cost or pricing data are required. - Describe the process for obtaining required cost or pricing data. - Identify the elements necessary for the proper execution of the certificate of current cost or pricing data. - Recognize the need for pricing information other than cost or pricing data. - Solicit information from offerors required or otherwise necessary to analyze proposed costs. Allowability Given cost proposals, market research, and the FAR: - Identify the five factors to consider in determining cost allowability. - Research the specific cost principles in FAR 31.205. - Classify proposed costs as allowable, unallowable, or allowable with restrictions. Data Collection Given market research (including acquisition histories), cost proposals, and input from the acquisition team: - Extract relevant data from the market research. - Develop requests for technical, audit and field pricing support. - Critique the findings of technical, audit and field pricing reports. Evaluating the Proposed Work Design Given market research (including acquisition histories), cost proposals, and the findings of technical, audit and field pricing reports: - Identify the offeror's planning assumptions, including contingencies. - Develop positions on the proposed work design. - Identify the level of risk inherent in the offeror's cost estimate and methods for mitigating risks. Direct Material Costs Given market research (including acquisition histories), cost proposals, the findings of technical, audit and field pricing reports, and the government's position on the proposed work design: - Develop prenegotiation positions on the material mix, summary level cost estimates, detailed quantity estimates, unit price estimates, and subcontracts. Direct Labor Costs Given market research (including acquisition histories), cost proposals, the findings of technical, audit and field pricing reports, and the government's position on the proposed work design: - Develop prenegotiation positions on the direct labor mix, direct labor hours, and labor rates. Other Direct Costs Given market research (including acquisition histories), cost proposals, the findings of technical, audit and field pricing reports, and the government's position on the proposed work design: - Develop prenegotiation positions on other direct costs. Indirect Costs Given market research (including acquisition histories), cost proposals, the findings of technical, audit and field pricing reports, and the government's position on the proposed work design: - Identify the elements of an indirect cost rate. - Define "indirect cost pool". - Relate the allocation base(s) to indirect cost pools. - Define the "cost allocation cycle". - Examine proposed indirect costs to assure compliance with FAR 31.2. - Calculate a forward pricing rate. - Apply the forward pricing rate to develop prenegotiation positions on indirect costs. Facilities Capital Cost of Money Given prenegotiation positions on elements of cost: - Recognize elements affecting facilities capital cost of money. - Identify the steps to calculate the facilities capital cost of money. - Calculate facilities capital cost of money. Profit or Fee Given market research (including acquisition histories), cost proposals, the findings of technical, audit and field pricing reports, the government's position on the proposed work design, and prenegotiation positions on elements of cost: - Identify the factors affecting profit/fee analysis and develop a prenegotiation position on profit or fee using the appropriate structured approach. Preparing for Negotiation Given market research (including acquisition histories), cost proposals, the findings of technical, audit and field pricing reports, the government's position on the proposed work design, prenegotiation positions on elements of cost and profit, and an independent assessment of the proposed price based on price analysis techniques: - Identify any differences between the results of cost analysis and price analysis. - Recognize how cost drivers, cost risk, and available tradeoffs with contract requirements affect the prenegotiation objective. - Identify key pricing elements in prenegotiation objectives. - Describe the documentation required to support the government's prenegotiation position. - Develop an overall position on the proposed price. Cost Analysis replaces the HHS Basic Cost and Price Analysis course under the previous HHS curricula. Cost Analysis COMBINED with Price Analysis and Federal Contract Negotiation Techniques, is equivalent to DAU Course CON 104, Principles of Contract Pricing.

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GOVERNMENT CONTRACT LAW (10 DAYS)

This course discusses the impact of the legal system on the process of Government contracting. A variety of topics are covered, including the legal framework in which the contracting process is conducted, various federal statutes that affect the contracting process, the variety of regulations that govern the process, and the impact of judicial and administrative review on Government contracting. Text material and instructor lecture are heavily augmented by case studies and practical problems. This allows students to understand the numerous legal concepts and ideas presented in the course, as well as see them applied to actual situations. The target audience consists of personnel involved in the GS-1102 career path. Others interested in Government contracting will also find the course helpful in executing their responsibilities. ACE Credit Recommendation: In the baccalaureate degree category, 3 semester hours in Business Administration, Federal Acquisition, Public Administration, Procurement Management, or Purchasing. Prerequisites: - Introduction to Contracting - Acquisition Planning I - Contract Formation I - Contract Administration I - Price Analysis - Cost Analysis - Federal Contract Negotiation Techniques - Acquisition Planning II - Contract Formation II - Contract Administration II - Intermediate Contract Pricing Learning Objectives: Introduction to Government Contract Law and Business Ethics - Describe the constitutional, statutory, and common law framework for government contracting. - Describe business ethics and standards of conduct that apply to the practice of government contracting. General Contract Elements, Principles, and Authority - Review the elements of contract formation. - Describe provisions of the Uniform Commercial Code (UCC) that apply to contract formation in the commercial marketplace as they relate to the intentions of the parties that seek to enter the contractual relationship. - Examine how the unique status of the government affects the authority of its representatives to form contracts. Government Contract Formation - Describe methods of forming contracts (e.g., sealed bidding; negotiation; commercial vs. non-commercial variations on contract award). - Explain the principles of law and policy related to each method. Protests - Discuss the forums for deciding protests. - Describe the policies and procedures of each forum for such matters as eligibility to file a protest, the standard of review of the agency's action, and the effect of the forum's decision. Property - Describe the concept of property: Its types, its characteristics, and methods of transfer and use. - Describe title to property, bailment, and various types of intellectual property. - Explain how certain contract clauses operate to refine and shape the legal positions of the parities in relation to the ownership, use and transfer of property. Funding Contracts and Fiscal Matters - Describe the various legal facets of fiscal management and funding. - Identify problems involved and some of the means of resolving those problems. Labor, Social, Economic, and Environmental Concerns - Describe the legal obligations of contracting officers for implementing labor, social, economic, and environmental policies that directly or indirectly apply to Federal contracting and the limitations on their role in administering those policies. Fraud - Define and describe acts of fraud. - Identify the Federal statutes, and methods to implement those statutes, that the government can use in affirmative litigation to prosecute firms that may be engaged in illegal practices related to government contracting. Inspection, Delivery, Acceptance, and Warranties - Examine inspection, delivery, acceptance, and warranties with a view toward interpreting and defining contract compliance with respect to quality. Changes - Describe the modification or alteration of government contracts. - Describe the various approaches to measuring the "equitable adjustment " Contract Disputes - Describe the process for resolving disputes that arise in connection with the performance of government contracts. - Discuss the evolution of that process. Terminations - Describe the authority, reasons, procedure, and applications of terminations Government Contract Law replaces the HHS Basic Contract Law course and the HHS Advanced Contract Law course under the previous HHS curricula. This course is equivalent to DAU Course CON 210, Government Contract Law.

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FEDERAL CONTRACT NEGOTIATION TECHNIQUES (5 DAYS)

This course guides students through the various aspects of the negotiation process. This includes the reasons for negotiation, human characteristics that influence the negotiation process, presentation skills, and negotiation strategies. Through a combination of lecture-discussion sessions, case studies, and practical exercises, students will learn to formulate negotiation objectives, plan and execute negotiation strategies, and get real-time feedback on the effectiveness of their approach. ACE Credit Recommendation: In the baccalaureate degree category, 2 semester hours in Business Administration, Federal Acquisition, Public Administration, Procurement Management, or Purchasing. Prerequisites: - Introduction to Contracting - Acquisition Planning I - Contract Formation I - Contract Administration I - Price Analysis - Cost Analysis& Learning Objectives: Introduction to Negotiations - Describe negotiations as defined in FAR. - Identify the factors necessary for a successful negotiation. - Recognize the three possible negotiation outcomes and perceived negotiation styles. - Describe negotiator attitudes that lead to successful negotiations. Exchanges Prior to Negotiations Given a proposal, the government's analysis(es) of the proposal(s), and a competitive range determination (in competitive negotiations): - Participate in exchanges (i.e. fact-finding sessions) between the government and one or more offerors to obtain the information necessary to finalize prenegotiation positions. Negotiation Preparation Given a proposal, background materials for government teams, background materials for offeror teams, and the results of exchanges: - Organize the negotiation team in the negotiation process. - Inventory the negotiation issues and objectives. - Identify the other party's negotiation history and probable approach. - Describe potential bargaining strengths and weaknesses of both parties. - Identify negotiation priorities and potential tradeoffs or concessions. - Determine an overall strategy for attaining the prenegotiation objectives. - Prepare a negotiation plan. Non-Competitive Negotiations Given a proposal, background materials for government teams, background materials for offeror teams, the results of exchanges, and negotiation plans: - Identify the steps in conducting and documenting both pre-award and post-award non-competitive negotiations. - Conduct a non-competitive negotiation. Non-Verbal Communications Given negotiation scenarios: - Recognize different forms of nonverbal communications that may be present during a negotiation. - Describe different forms of body language and the effects they can have on negotiations. - Describe different elements of the physical environment and the effects they can have on negotiations.- Recognize the importance of personal attributes in negotiations. - Employ non-verbal communication techniques. - Interpret non-verbal cues from other participants in the negotiations. Bargaining Techniques Given negotiation scenarios: - Identify and apply bargaining techniques. Bargaining Tactics Given negotiation scenarios: - Recognize Win/Win and Win/Lose tactics. - Identify ways to apply Win/Win tactics in negotiating a fair and reasonable price. - Recognize tactics used by the other party. - Apply counter-measures to Win/Lose tactics. Competitive Discussions Given two or more proposals, background materials for government teams, background materials for offeror teams, the results of exchanges, the negotiation plan, and the agenda: - Recognize the steps for a competitive discussion. - Conduct competitive discussions. - Conduct a comparative assessment of final proposals. - Develop a presentation that communicates the findings. - Identify the use of the Price Negotiation Memorandum (PNM) in documenting a fair and reasonable price. Federal Contract Negotiation Techniques replaces the HHS Arts and Techniques of Negotiation course under the previous HHS curricula. Federal Contract Negotiation Techniques, COMBINED with Cost Analysis and Price Analysis, is equivalent to DAU Course CON 104, Principles of Contract Pricing.

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INTERMEDIATE CONTRACT PRICING (10 DAYS)

Intermediate Contract Pricing progresses to greater depth than the Price Analysis and Cost Analysis courses. This advanced curriculum is directed to the student with a basic understanding of cost and price analysis. The course materials and discussions illustrate how mathematical techniques and analytical methods may be used to solve problems related to contract pricing. The student is required to demonstrate an understanding of the material by applying appropriate techniques to course problems. This course relies heavily on case studies and practical exercises to ensure that students understand the learning objectives and can apply them. There is, of course, some lecture required to present various mathematical and analytical concepts, but students will work daily in small groups to cement the learning. This is an advanced course, and as such should not be taken by the casual student who only requires an introduction to contract pricing. Students in this course should be contract specialists and others who are actively involved in complex contract pricing activities. A minimum of one year of experience in the contracting field is recommended as preparation for this course. ACE Credit Recommendation: In the baccalaureate degree category, 3 semester hours in Business Administration, Federal Acquisition, Public Administration, Procurement Management, or Purchasing. Prerequisites: - Introduction to Contracting - Acquisition Planning I - Contract Formation I - Contract Administration I - Price Analysis - Cost Analysis - Federal Contract Negotiation Techniques - Acquisition Planning II - Contract Formation II - Contract Administration II Learning Objectives: Math Techniques Given data and analytical references and resources: - Differentiate among statistical methods in pricing. - Select the appropriate statistical technique. - Describe the linear regression process and use regression analysis to predict the dependent variable. - Use Net Present Value analysis to determine the best procurement alternative. - Apply price indexing to project a new Fixed Price Economic Price Adjustment (FPEPA) rate. - Paraphrase the Unit Improvement Curve Theory and estimate work differences using Improvement Curve Analysis. Production Given a production contract scenario, references, mathematical techniques, and analytical resources: - Identify costs to include in the indirect cost pool. - Calculate the indirect cost rate. - Identify Fixed Price Incentive Firm (FPIF) elements. - Calculate FPIF elements. Supplies Given a commercial supply contract scenario, references, mathematical techniques, and analytical resources:- Determine commerciality. - Determine the cost data required. - Recognize issues and factors to consider in a lease vs. purchase decision. - Use Net Present Value analysis to make a lease vs. purchase decision. - Uses price indexing to calculate contract cost changes. - Execute a Termination for Commercial Item modification. Services Given a services contract scenario, references, mathematical techniques, and analytical resources: - Identify Cost Plus Incentive Fee (CPIF) elements. - Calculate CPIF elements. - Recognize issues and factors to consider in making equitable adjustments. - Determine the equitable price adjustment for a contract modification. - Determine the contract price adjustment for defective pricing data. Construction Given a construction contract scenario, references, mathematical techniques, and analytical resources: - Use Improvement Curve Analysis to determine labor hour changes. - Determine the adjusted labor cost for changing labor conditions. - Determine a proposed equitable price adjustment for work stoppages. - Calculate the adjusted settlement for a partial Termination for Convenience. Intermediate Contract Pricing replaces the HHS Advanced Cost and Price Analysis course and the HHS Cost Analysis Workshop under the previous HHS curricula. This course is equivalent to DAU Course CON 204, Intermediate Contract Pricing.

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PERFORMANCE-BASED SERVICE CONTRACTING (5 DAYS)

Current Administration and Departmental policies require agencies to use performance-based contracting methods to the maximum extent practicable, for forming and administering contracts for services. This intensive 5-day BMRA course is intended to give participants extensive “hands on” practice in applying PBC techniques to contracts, using computer-aided tools and supplementary read­ings. The course is designed for program and contracting personnel, and all others who are involved in soliciting and administering contracts for services. Members of the same project team are welcome to participate. Students should feel free to provide the Office of Acquisition Management and Policy with PBC examples for class discussion at least four weeks before each session. In this course, you will have an opportunity to practice: writing Performance Work Statements (PWSs)/Statement of Objectives (SOOs); developing performance indicators, standards and acceptable quality levels; writing Qual­ity Assurance Surveillance Plans; developing and administering positive and negative incentives; and determining the extent to which a specific acquisition should follow PBC precepts. Introduction to Contracting and Acquisition Planning I, or the “Basic Project Officer” course, is a prerequisite. ACE Credit Recommendation: In the baccalaureate degree category, 2 semester hours in Business Administration, Federal Acquisition, Public Administration, Procurement Management, or Purchasing. Prerequisites: None Learning Objectives: Describe the history, purpose and benefits of PBSC contracting. Explain Performance Work Statements (PWSs). Develop performance indicators, standards and acceptable quality levels. Define the roles of various participants in the PBSC process. Write Quality Assurance Surveillance Plans. Discuss positive and negative incentives used in performance based contracting. Determine whether your specific agency requirements are appropriate for the PBSC method. The Performance-Based Service Contracting course replaces ALL of the HHS Writing Statements of Work courses under the previous HHS curricula. To be eligible to attend this course, program personnel should be engaged in developing requirements. Simplified acquisition personnel at the GS-7 level and above may attend this course. RESEARCH AND DEVELOPMENT (5 DAYS) Addresses statements of work for basic research, applied research or exploratory development, and development requirements. NON-RESEARCH AND DEVELOPMENT (5 DAYS) Covers studies, analyses, evaluations, management and professional support, and IT requirements. SUPPLIES/SERVICES AND CONSTRUCTION  (5 DAYS) Emphasizes simplified acquisition requirements. NOTE: These courses differ from the one- and two-day Performance-Based Contracting courses listed on page 13 of this Handbook. The Performance-Based Service Contracting course replaces all of the DHHS Writing Statements of Work courses.  ACE recommends 2 semester hours of college credit.

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PRICE ANALYSIS (5 DAYS)

This course addresses all facets of price analysis and provides a student with the knowledge, skills, and abilities needed to conduct price analysis. The course employs a combination of lecture-discussion, case study, and practical exercise techniques to provide training to cover the comprehensive set of learning objectives established by FAI. The target audience for this course consists of members of the contract specialist career path.Other personnel involved in contract pricing decisions would find the course helpful. ACE Credit Recommendation: In the baccalaureate degree category, 2 semester hours in Business Administration, Federal Acquisition, Public Administration, Procurement Management, or Purchasing.> Prerequisites: Introduction to Contracting Acquisition Planning I Contract Formation I Contract Administration I Learning Objectives: Introduction to Contract Pricing Describe the sellers' pricing goals in a market. Describe the key elements of the government's pricing objective.- Learn the three basic approaches to contract pricing (price analysis, cost analysis and cost realism analysis). Understand the role of each acquisition team member in analyzing prices. Market Research for Price Analysis Given a purchase request containing the Independent Government Cost Estimate (IGCE), excerpts from relevant acquisition histories, and sample market data: - Determine whether the IGCE is reasonable. - Identify internal and external sources of market data for estimating and analyzing prices. - Develop an estimate of the proper price level. Maximizing Price Competition Given sample requirements documents, excerpts from relevant acquisition histories, and sample market data: - Identify actions that would increase price competition, including potential changes to the solicitation terms and conditions. Price-Related Information from Offerors Given sample requirements documents, excerpts from relevant acquisition histories, and sample market data: - Determine the need to obtain additional price-related information from offerors - Identify requirements for cost or pricing data. - Recognize the applicability of one or more exceptions to the requirement for such data. - Determine the need for information from offerors other than cost or pricing data. 4 & 5. Price-Related Factors Given the solicitation: - Develop price-related factors for award. - Given offers: - Calculate the evaluated price of each offer. Price Comparisons Given evaluated prices, information from offerors and market research, and quantitative techniques: - Select prices for comparison (i.e., commercial, historical, ICE). - Identify factors that affect price comparisons. - Determine the effect of the factors on the price comparisons. - Apply quantitative techniques to compare prices. - Develop an estimate of the "should pay" price. Accounting For Differences Given evaluated prices, information from offerors and market research and the should pay price: - Investigate the reasons and consequences of differences (if significant) between offered prices and the "should pay" price. Price-Related Decisions in Sealed Bidding Given bids, the evaluated prices bid, information from bidders and market research, the should pay price, and analyses of significant differences between the should pay price and evaluated prices bid: - Identify possible mistakes in bids. - Determine whether to reject a bid that is unreasonably low or materially unbalanced. - Determine the applicability of price-related reasons for canceling the IFB. Price-Related Decisions in Negotiations Given proposals, evaluated prices, information from offerors and market research, the should pay price, and the findings of the analysis of significant differences between the should pay price and evaluated prices: - Identify the need to request additional pricing information from offerors. - Recognize the role of price-related information in establishing the competitive range. - Plan fact-finding related to proposed prices. - Establish prenegotiation positions on price. - Consider potential trade-offs between price and other terms and conditions of the contract. - Identify the conditions that may require cancellation of the solicitation and/or resolicitation. Documentation - Identify documentation requirements for sealed bidding and negotiated procurements. Price Analysis replaces the HHS Basic Cost and Price Analysis course under the previous HHS curricula.Price Analysis, COMBINED with Cost Analysis and Federal Contract Negotiation Techniques, is equivalent to DAU Course CON 104, Principles of Contract Pricing

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SIMPLIFIED ACQUISITION - BASIC (5 DAYS)

This entry-level course provides participants with a working knowledge of purchase cards and other procedures for acquiring supplies and services under the micropurchase threshold; of simplified acquisition procedures for acquiring non-commercial supplies and services up to $100,000; and the procedures and policies of both FAR Parts 12 and 13 when acquiring commercial supplies and services up to $5,000,000. Prerequisites: - None Learning Objectives: Make micro-purchases. Evaluate purchase requests. Conduct oral or written solicitations for commercial and non-commercial items. Issue purchase orders. Apply acquisition-related sections of the Small Business Act. Manage purchase and delivery orders.

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SIMPLIFIED ACQUISITION - ADVANCED (5 DAYS)

This special course is a must for government professionals who have purchasing requirements exceeding $25,000 for equipment and services. The course focuses on the importance of market research in planning and preparing for the buy. It explores the dimensions of best value methodology as it applies to simplified acquisition and builds confidence in making successful purchasing decisions on every requisition. Prerequisites: - Basic Simplified Acquisition Procedures Learning Objectives: Determine when you have adequate competition. Describe strategies and techniques for improving accomplishment of socio-economic requirements. Implement effective planning techniques. Use evaluation factors and negotiation techniques to achieve best value. Discuss how the evaluation process is a key component in the best value decision. Recognize and deal with fraud. Identify relevant quality assurance issues. Describe the steps involved in payment and closeout. Use appropriate monitoring techniques. Prerequisites: - Basic Simplified Acquisition Procedures Learning Objectives: Determine when you have adequate competition. Describe strategies and techniques for improving accomplishment of socio-economic requirements. Implement effective planning techniques. Use evaluation factors and negotiation techniques to achieve best value. Discuss how the evaluation process is a key component in the best value decision. Recognize and deal with fraud. Identify relevant quality assurance issues. Describe the steps involved in payment and closeout. Use appropriate monitoring techniques.

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DHHS PROJECT OFFICER TRAINING COURSES

These courses are specifically designed for program personnel having assigned responsibilities in the DHHS acquisition process.  Personnel designated to serve as project officers or alternate project officers are required to successfully complete the appropriate Basic Project Officer course before assuming the duties of their designated role.  See Health and Human Services Acquisition Regulations (HHSAR) 307.170.  Individuals selected to perform as technical review panel members shall possess Basic Project Officer training as specified in HHSAR 307.170.  Contracting personnel may also attend these courses.  Enrollment is restricted to individuals at grade GS-7 (or equivalent) and above. Project Officers are strongly encouraged to take additional project management training, particularly if it has been more than five years since they took the Basic Project Officer's course.

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PERFORMANCE-BASED SERVICE CONTRACTING

Current Administration and Departmental policies require agencies to use performance-based contracting methods to the maximum extent practicable, for forming and administering contracts for services.This intensive 5-day BMRA course is intended to give participants extensive “hands on” practice in applying PBC techniques to contracts, using computer-aided tools and supplementary reading. The course is designed for program and contracting personnel, and all others who are involved in soliciting and administering contracts for services. Members of the same project team are welcome to participate. Students should feel free to provide the Office of Acquisition Management and Policy with PBC examples for class discussion at least four weeks before each session. In this course, you will have an opportunity to practice: writing Performance Work Statements (PWSs)/Statement of Objectives (SOOs); developing performance indicators, standards and acceptable quality levels; writing Quality Assurance Surveillance Plans; developing and administering positive and negative incentives; and determining the extent to which a specific acquisition should follow PBC precepts. Introduction to Contracting and Acquisition Planning I, or the “Basic Project Officer” course is a prerequisite. ACE Credit Recommendation: In the baccalaureate degree category, 2 semester hours in Business Administration, Federal Acquisition, Public Administration, Procurement Management, or Purchasing. Prerequisites: None Learning Objectives: Describe the history, purpose and benefits of PBSC contracting. Explain Performance Work Statements (PWSs). Develop performance indicators, standards and acceptable quality levels.- Define the roles of various participants in the PBSC process. Write Quality Assurance Surveillance Plans. Discuss positive and negative incentives used in performance based contracting. Determine whether your specific agency requirements are appropriate for the PBSC method.

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WRITING STATEMENTS OF WORK, R&D (5 DAYS)

This 5-day course teaches contracting and project personnel how to write, review, and improve Statements of Work for research and development programs. This includes basic and applied research, development, and R&D support service requirements. It also covers instruction on developing evaluation factors and significant sub-factors, as well as determing the extent to which PBC precepts should apply to the acquisition. Members of the same project team are welcome to participate. Intended for people who will be writing statements of work for R&D projects, both project and contracting staff. Introduction to Contracting and Acquisition Planning I, or the "Basic Project Officer" course is a prerequisite.

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PROJEX FOR PROJECT MANAGERS (3 DAYS)

Taught by CIBER, Inc., this course provides a thorough examination of the PROJEXJ process, which addresses proven project management principles that will help DHHS project officers, project managers, and project team members to better plan, manage, and monitor their projects.  Also, participants learn to develop work breakdown structures, and learn techniques for team-building, resource management, and risk management.  Attendees apply the concepts discussed to individual and team exercises. This course is designed to serve as a bridge between the DHHS Basic Project Officer course and the LMI Early Warning Project Management System Workshop.

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EARLY WARNING PROJECT MANAGEMENT SYSTEM WORKSHOP (1 DAY)

Taught by the Logistics Management Institute (LMI), this course is designed to help students use an Aearned value@ methodology to derive projects from agency goals; enter cost and schedule data to track projects; identify significant project deviations that require corrective action; take corrective action early in the project, as needed; and meet OMB Circular A-11 (Part 3) (and related) requirements.  Attendees apply the concepts discussed to individual and team exercises.  This workshop is intended for all members of a project team - including staff from acquisition, budget, finance, program/project management, logistics, information technology, and the contractor.  Hands-on computer instruction (using a Microsoft Excel-based AEarly Warning@ computer template) is provided to each student. As a prerequisite, students must be familiar with Windows and Excel (or similar spreadsheet software).

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EARNED VALUE PROJECT MANAGEMENT OVERVIEW FOR MANAGERS (3.5 hours)

Also taught by LMI, this workshop is intended for senior managers or staff who do not participate in day-to-day project management, but who play a significant leadership, oversight, or supporting role (e.g., Chief Financial Officers, Chief Information Officers, Heads of Contracting Activity, Budget, Finance, or Information Technology analysts).  The course includes discussion on the benefits of project management; OMB Circular A-11 (Part 3) and its requirements; related legislation; earned value concepts; and common project cases faced by mid-to-senior-level managers.

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LMI WORKSHOP ON PERFORMANCE-BASED CONTRACTING (1 DAY)

This course is designed to optimize DHHS's web-based Performance-Based Contracting (PBC) Desk Reference (DR).  LMI delivers a half-day tailored presentation on PBC concepts, and shows how to use the PBC DR to support PBC implementation throughout the entire acquisition process.  The second half of the day-long session is devoted to a case study using a DHHS example. NOTE: This course and the Stryker course described below differ from the five (5)-day Performance-Based Services Contracting courses described on pages 8 and 12 of this Handbook.

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STRYKER ASSOCIATES WORKSHOP ON PERFORMANCE-BASED CONTRACTING (2 DAYS)

Stryker Associates provides a brief orientation to DHHS's web-based PBC DR and continues to refer to the DR throughout the course to introduce each major PBC training element.  The balance of the workshop is comprised of hands-on, just-in-time, customized training and discussion, with focus on actual, PBC-related, DHHS-oriented case studies, examples, lessons learned, and successful practices.  Post-course feedback is made available to students on PBC documents under development. Students attending the LMI and Stryker courses should familiarize themselves with the PBC DR before attending the workshops. The PBC DR may be found at: www.chunker.com/performDR/. Also, students should come prepared to contribute examples for discussion, refinement, and conversion.  These workshops are suitable for all members of a project team B such as staff from acquisition, program/project management, information technology, budget and finance, and Office of General Counsel.