OPPE
Work Assignment
Manager
Training
Tboi
Box
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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?
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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
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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:
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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\
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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.
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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 .
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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?
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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)?
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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?
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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?
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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#
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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 #
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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 #
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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
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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?
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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
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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?
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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?
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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
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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:
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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
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