OPPE Work Assignment Manager Training Tboi Box ------- PLAN FOR RESULTS TASK INITIATION WORKSHEET 1.1 What is the nature of the task? HDW does it break down into phases? What products are most appropriate? When must the task be completed and why? What resources are required? Professional Level Technical Hours P4 P3 P2 P1 Phase 1 Phase 2 Phase 3 Phase 4 Subtotal Total hours x rate, each professional (P) level = Other Direct Costs i"P#" = Professional Level (4 = Sr. Level) {Professional Levels and Other Direct Costs are likely to vary with the contract.) Who should review your interim deliverables and final products? Travel Printing Repro Phone Postage Other Phase 1 Phase 2 Phase 3 Phase 4 Total Other Direct Costs What are possible future uses for the products? Is any work planned or under way that could support or be supported by Mis effort? ------- DOES YOUR TASK HAVE A GOOD WORK PLAN? TASK INITIATION CHECKLIST 2.1 It does if you can check each of these boxes? Q Shows the major phases of the entire task and the steps to be pursued under each Q Indicates how many weeks after task kickoff each step will be complete (or specifies actual dates) LJ Shows schedule for interim and final deliverables O Outlines a schedule that is reasonable for getting the work done and builds in enough slack for contingencies Q Details responsibilities for each side (e.g.. "EPA reviews within 2 weeks, contractor arranges logistics for meetings," etc.) (jj Identifies key staff and their roles LJ Includes a staffing plan that is reasonable for the work Q Identifies Other Direct Costs Q Identifies travel funds needed LI Specifies hours (level of effort by professbnal level) and total task dollars LJ Includes any assumptions that may affect execution of the work t-J Identifies some protocols as to how the contractor and Task Manager will communicate for the duration of the task ------- CONTRACT WORKSHEET TASK INITIATION SAMPLE 2.1 CDNTRACT NO: CDNTRACTOR: VSORK ASSIGNMENT NO: OFFICE ACCOUNT: APPROPRIATION: DON. OF POLICY ANALYSIS WORK ASSIGNMENT ACTION REQUEST ORIGINAL ASSIGNMENT _ ASSIGNMENT AMENDMENT WORK PLAN APPROVAL WORK PLAN APPROVAL (CONDITIONAL) AMENDMENT WORK PLAN APPROVAL OTHER ACTION WORK ASSIGNMENT TITLE: INSERT BRIEF DESCRIPTION AND PURPOSE: DELIV6RABLES. SCOPE OF WORK REFERENCE (page and paragraph): ESTIMATED LEVEL OF EFFORT (WA): APPROVED COSTS (WP): PERIOD OF PERFORMANCE Date ol Contracting Officer signature through APPROVED HOURS (WP): CONTRACTING OFFICER: MAIL CODE: PF10JECT OFFICER: MAIL CODE: WORK ASSIGNMENT MANAGER: MAIL CODE: PHONE: PHONE: PHONE: APPROVALS I have thoroughly reviewed the attached and find that (initial where appropriate): 1 the work assionmant (a) gives the contractor clear direction (b) is essential to achieve our technical objectives (c) describes needed and usable deliverables (d) is within the scope ol the contract 2 the workptan (a) is sufficient to achieve the objectives of the work assignment (b) has proposed costs and labor hours which are reasonable and commensurate with the work assignment (c) is within the statement of work SIGNATURE DATE WORK ASSIGNMENT MANAGER: PFIOJECT OFFICER: BFIANCH CHIEF: Di/ISION DIRECTOR: CONTRACT MANAGEMENT OVERSIGHT GROUP: CONTRACTING OFFICER: ------- DESIGNATION & APPOINTMENT FORM TASK INITIATION SAMPLE 2.2 Designation and Appointment of Project Officer/ Work Assignment Manager/Delivery Order Officer (lor Other Than Small Purchases) Note: This form is not a Contracting Officer warrant. Delivery Order Officers and Administrative Delivery Order Officers require a warrant of Contracting Officer authority. Any request for a Delivery Order Officer warrant must be accompanied by the additional information required in Chapter 8 of the Contracts Management Manual. 1a. Name of Nominee b. Title c. Organization d. Mail Code e. Telephone f. Years of Contract Experience 2. The nomination is for: [3J Project Officer Qj Work Assignment Manager Q3 Delivery Order Officer Q Administrative Delivery Order Officer [3 Delivery Order Project Officer w Yes 3. The Nominee Has: a. Completed the basic Project Officer Course b. Completed the Contract Administration Course c. Incorporated appropriate contract management criteria in position description and performance standard. (K criteria have not been incorporated, they must be incorporated within 30 days of appointment.) d. If the nominee has not completed the basic Project Officer Course or the Contract Administra- tion Course, has a waiver or interim certification been provided. // the answer to items a, b. or c is "No, " or the answer to item d is 'No, " attach an explanation. No \~\ 4. Estimated Dollar Amount of Contract, Work Assignment, or Delivery Order 5. Nomination is for (Check one) a new contract, work assignment, or delivery order entitled a change in the Project Officer, Work Assignment Manager, or Delivery Order Officer on Contract No. . (If applicable, the work assignment nondelivery order no. is - Certification The undersigned nominee and requesting official certify that the designation of this nominee complies with the workload limitations and other requirements set forth in Chapter 7 of the Contracts Management Manual. 6a. Signature of Nominee b. Date 7a. Signature of Requisition Official (Division Director or Higher) b. Name and Title c. Date 8a. Signature of Approval, Official (Contracts Organization) b. Name and Title c. Date CDfi Cnrrr, 1 Q/V\ C K IK OK\ ------- START WORK REMINDER TASK INITIATION SAMPLE 2.3 Work assignment under contract no. is for policy work and funded by Superfund. Under the terms of your contract you may not commence work other than for work plan development until the work plan is approved by the EPA. ------- REVIEW REQUEST MEMO TASK INITIATION SAMPLE 2.4 MEMORANDUM SUBJECT: Work Plan # Approval For Contract # 68-W1-0009, IEC FROM: Mike Kosakowski, Project Officer TO: (Work Assignment Manager) Attached is the above referenced work plan which by contract must be approved by the EPA within 21 days of the submission of the workplan, or the work on this project will cease. Please review the plan and give me your comments by . ------- FFECT1VE REVIEW OF WRITTEN PRODUCTS First Reading ves No Q Are major ideas expressed with clarity and power? Q D068 the structure lead the reader sensibly through the arguments? Q Q ls tne deliverable in line with the original specifications? PRODUCT DEVELOPMENT CHECKLIST 3.1 Second Reading Yes No Q Q Is analysis sufficiently deep and clear? O Q Is the material written accurately and clearly? Q Q Is the tone and level of information appropriate for the target audience? Q Q ls tne product technically accurate and vaiid? (I] Q Are the data substantiated to your satisfaction (Quality Assurance/Quality Control)? (D Q Is the design harmonious and pleasing? Q Q Where style and creativity are called for (e.g., for videotapes, trainings, updates, brochures), are they evident? ------- EFFECTIVE REVIEW OF ADP PRODUCTS PRODUCT DEVELOPMENT CHECKLISTS Yes No Q Q Is the product documented satisfactorily? Q Q Has ft met Office of Information Resources Management (OlRM) standards? Q Q Does it do what it was intended to do? Q Q Has it been tested on your system and does it run? Q Q Is a programming review necessary? Has it been done? Q Q Is access by users (e.g., Regions)effective? Q Q Is it adequately user-friendly? Q CD Has it been assessed for its ability to interface with other systems (flexibility, maximum effectiveness)? ------- EFFECTIVE REVIEW OF AUDIOVISUAL PRODUCTS Technical Review Yes No 3 Q D°es product answer the initial questions or education objectives? Q Q Are the facts accurate? Attributed, if necessary? Q Q Is the tone right lor the audience? Q Q Is the level of delivery right for the audience? Q O Has adequate background information been collected? Q Q Is the text written so that it will not be dated shortly after it is produced? PRODUCT DEVELOPMENT CHECKLIST 3.3 Creative Reading Yes No Q Q Does each scene flow smoothly into the next? Q Q Does the integration of pans and zooms create a pleasing rhythm? Q Q Are the scenes shown at a proper visual scale? Q Q Is there an effective mix of still and moving scenes? Q Q Are shots of people, objects, landscapes appropriately represented? Q CD Are people represented in an animated, natural manner (more than "talking heads")? Q Q Has the soundtrack been appropriately conceptualized? LI Q Are women and minorities professionally represented? ------- EFFECTIVE REVIEW OF EVENTS PLANNING PRODUCT DEVELOPMENT CHECKLISTS^ Does the agenda meet the event's objectives? Is the format of the meeting well conceived (plenty of variety, breakout sessions, etc.)? Are the speakers appropriate and of suitable quality? Has the contractor prepared a detailed enough logistics plan? Is publicity adequate and correctly timed? Is a record of the meeting needed? Have arrangements been made for taping, note taking or collecting manuscripts from presenters? Have you arranged for publication of meeting summaries and proceedings? Q Have you planned an evaluation of the meeting? Have procedures and forms been prepared? Have senior managers' talking notes been prepared? ------- TELEPHONE LOG TASK MONITORING WORKSHEET 4.1 l<4ame of person answering: Company: 'hone Number: Address: Date: Subject of Call: Name of person calling: Follow-up Needed Summary of Conversation Work Assignment Title: WA# ------- MEETING RECORD TASK MONITORING WORKSHEET 4.2 Attendees: Date: Subject: Name of person recording: Discussion: Decisions Reached: Action Items: Work Assignment Title: WA# Project Title: Contract # ------- SAMPLE PROGRESS REPORT FORMAT TASK MONITORING WORKSHEET 4.3 Summary of Activities and Products Completed this Month: V/ork Projected for Next Month: Total Hours Expended by Professional Level: Potential Problem Areas: Proposed Corrective Actions: FoIIowupon Actions Taken to Address Previous Problems: Contractor's Task Manager/Report Writer: Pione Number: E 3A Work Assignment Manager: Phone Number: Work Assignment Title: , WA# Project Title: ., Contract # ------- SAMPLE FILE STRUCTURE TASK MONITORING WORKSHEET 4.4 1.0 Management Documents 1.1 Task Work Scope 1.2 Work Plan 2.0 Financial Records 2.1 Budget and Level of Effort Tracking 2.2 Invoices 3.0 Correspondence 3.1 Internal EPA 3.2 Incoming 3.3 Outgoing 3.4 Phone Records 3.5 Meeting Records 4.0 Deliverables 4.1 Interim Deliverables 4.2 Draft Final Deliverable 4.3 Final Deliverable ------- IDENTIFYING PROBLEMS TASK MONITORING CHECKLIST 4.1 If the problem is with the schedule or budget: Yes No Q Q Was the original schedule and budget really reasonable? Q Q Did the scope of work expand to meet changing project demands without offsetting changes in the schedule or budget? Q Q Were the contractor's key staff moved onto other assignments and not available to complete the work on time? Q Q Did EPA hold to agreed schedules for provision of background data, required reviews, or staff support? Q Q Was a third party-state agency, regional office-late in providing information or reviews? Q Q Was the schedule just too tight to accommodate the extensive travel thai was required? Q Q Was the budget exceeded because the proper mix of personnel levels was not available? If the problem is with the technical quality of the work: Yes No Q Q Was the task assigned to the proper contractor? Q Q Can this contractor provide the expertise needed to complete the work? Q CD Are the problems with the technical approach a result of flaws in the Work Plan? Q Q Are the problems the result of sloppy or inaccurate analysis? ------- INVOICE RECOMMENDATION MEMORANDUM TASK MONITORING SAMPLE 4.1 OPA INVOICE RECOMMENDATION MEMORANDUM "O: F:ROM: PATE: Work Assignment Manager Project Officer Enclosed is a copy of an invoice for services performed under your Work Assignment. I need your recommendation within five calendar days of the above date in order to approve the invoice for payment. Please indicate your recommendation for approval or disapproval by signing below. Without your recommendation I cannot authorize payment to the contractor. Payment must be made to the contractor within thirty days of the invoice date to avoid interest charges. WORK ASSIGNMENT MANAGER'S RECOMMENDATIONS Charges reflected in this invoice are considered reasonable, appropriate for payment and are mathematically correct. Approved D sapproved Signed: Date: iOJ A CONTRACT FORM *4 ------- DEVELOPING A NEGOTIATION STRATEGY COMMUNICATION, NEGOTIATION, ETHICS CHECKLIST 5.1 Strategy for negotiation with: Contractor's Firm Name Date of Session 1. What are the issues that you think will be raised at the negotiation session? Hours: Costs: Schedule lor Completing Task: Revision of Deliverables: Technical Approach Used: Other: 2, What are your absolute bottom-line needs regarding this task (a particular type of deliverable, a product that must be completed in time to present at a key meeting, etc.)? 3. What items are not negotiable (due to contract limitations, office directions, orders from your supervisor, etc.)? 4. What areas are negotiable? Any suggestions on possible solutions to offer during the negotiations? Costs: Hours: ^____ Schedule: Technical Approach: Deliverables: Other: 5. What items might be negotiable but will have to be checked with OPPE management? Try to keep these items to a minimum by anticipating the negotiating agenda. 6. What additional information do you need from the contractor before beginning any negotiations? ------- A GUIDE TO TASK CLOSEOUT TASK CLOSEOUT CHECKLIST 6.1 Have you: Communicated to your Project Officer that your task is complete and submitted the required paperwork? Sought to communicate the utility of your work? Assessed task for possible followup work? Decided whether followup work should be an amendment or a new task? Completed contractor's performance evaluation? Discussed the performance evaluation with the contractor? ------- DISTRIBUTION NETWORKS ENHANCE PRODUCT UTILITY TASK CLOSEOUT CHECKLIST 6.2 Brief: Q Division Director Q Other Offices Q State, trade, and professional organizations Send Summarles/Memos to: Q EPA Public Information Office Q EPA Library Q Regions Q Contractors Q Colleagues Send complete copies to: Q EPA Library Q Public Information Office Q Division Library Other Promotions: Q Newsletter-type stories Q Conference presentations Q Posted abstracts Q Journal articles, both inside and outside EPA Q Promotion by professional associations, when approved by EPA ------- CONTRACTOR EVALUATION TASK CLOSEOUT CHECKLIST 6.3 Contractor: Contract Number: Work Assignment Manager: Ptoject Officer: Period Covered: Ratings: 4 3 2 1 0 Excellent Very Good Average Poor Unsatisfactory I. Technical Performance Criteria: Level of creative contribution Effective application of relevant statutes/regulations/guidelines Resourcefulness Adherence to scope of work Effectiveness of project planning Overall Rating for Technical Performance: Ratings: (Circle one per criterion) 4 4 4 4 4 3 3 3 3 3 2 2 2 2 2 1 1 1 1 1 0 0 0 0 0 Narrative£valuation: II. Personnel Assigned Criteria: Ratings: (Circle one per criterion) Technical competence appropriate to project Commitment to the project Effective interaction, responsiveness Appropriate mix of professional levels 4 4 4 4 3 3 3 3 2 1 2 1 2 1 2 1 0 0 0 0 Overall Rating for Technical Performance: Narrative Evaluation: ------- CONTRACTOR EVALUATION TASK CLOSEOUT CHECKLIST 6.3 III. Deliverables/Reporting Criteria: Quality of product, thoroughness, adequate technical detail Minimal corrections/revisions required Quality assurance by Contractor Adherence to schedule Overall Rating for Deliverables/Reporting: Ratings: (Circle one per criterion) 4321 4 4 4 3 3 3 2 2 2 0 0 0 Narrative Evaluation: IV. Budget Criteria: Cost effectiveness Efforts to keep within budget Early notification of potential overruns Overall Rating for Budget: Narratiye Evaluation: Ratings: (Circle one 4 3 4 3 4 3 4 3 per criterion) 2 2 2 2 1 1 1 1 0 0 0 0 V. Overall Rating for Work Assignment 1 - 0 Although this evaluation involves numerical ratings, the overall rating for the work assignment need not be a strictly mathematical average. In considering the work assignment as a whole, more weight should be given to areas I and III, Technical Performance and Quality of Deliverables. VI. Comments/Recommendations ------- ------- |