&EPA
Un«»d SWIM
Environmental Protection
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Solid
and
DIRECTIVE NUMBER: 9242.5-02
TITLE: MODEL PERFORMANCE*'STANDARDS FOR SUPERFUND
PROJECT, OFFICERSv DEPUTY PROJECT OFFICERS, AND
WORK ASSIGNMENT MANAGERS/DELIVERY ORDER OFFICERS
APPROVAL DATE: 9/26/88
EFFECTIVE DATE: 9/26/88
ORIGINATING OFFICE: OERR
£3 FINAL
D DRAFT
STATUS:
[ ] A- Pending OMB approval
[ ] B- Pending AA-OSWER approval
[ j C- For review &/or comment
[ ] D- In development or circulating
REFERENCE (Other document*). headquarters
DIRECTIVE DIRECTIVE L
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** CDA Washington. DC 204fiO ' u K
ocrM OSWER Directive Initiation Request 92
2. Ortalnator information
Name of Contact Person .MaiiCoae jCffice Telepno
John Comstock ! OS240 | CORAS
trve Numoef
42.5-02
re Code
3. Title --
"Model Performance Standards for Superfund Project Officers/ Deputy
Project Officers, and Work Assignment Managers/Delivery Order Officers"
Provides backaground, and transmits model performance standards for
selecting and managing the hiring and supervision of staff engaged in
the above contract responsibilities at Superfund sites.
S.Keyworos Superfund, CERCLA, SARA
X No.
b. Does It Supplement Previous Oirectrve(s)? ' „
No x
7. Draft Level
A - Signed by AA/OAA 8 - Signed by Office Director
Yes What directive (number, title)
Yea What directive (number, title)
C - For Review & Comment
0 - In Development
8. Document to be distributed to States by Headquarters? Yn
9. Signature of Lead Office Directives Coordinator / '
7[ /2JL-/V // &
Be tit i C. VanEpps /JfJfouL- V fcr^^
Jc i h rr'co m stroc k~~^= — —^fe^^^^s \
Date
^" 9/2(
Date
9
No
5/88
/26/8S
EPA Form\i3iS-i7 (Rev. 5-87) Previous editions are opsoiete.
ormv:
OSWER OSWER OSWER O
VE DIRECTIVE DIRECTIVE DIRECTIVE
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UNITED STATES ENVIRONMENTAL PROTECTION AGENCY
WASHINGTON, D.C. 20460
™roe
SEP 26
OSWER DIRECTIVE 9242.5-02
OFFICEOF
SOLID WASTE AND EMERGENCY RESPONSE
MEMORANDUM;
SUBJECTi
FROM:
TO:
Model Performance Standards for Superfund Project
Officers, Deputy Project Officers, §pd Work Assignment
Managers/Delivery Order Officers;
Henry L. Longest II, Director
Office of Emergency and Remedi
Addressees
Purpose
The purpose of this memorandum is to provide you with some
background concerning a recently completed contractor study, and
to transmit the attached model performance standards and
suggested weightings to assist you in developing individual
standards for personnel serving in the above Superfund contract
management positions.
Background
In implementing the Superfund program, we must ensure that
response actions are technologically and fiscally sound. Contract
management oversight is an integral tool for accomplishing this
purpose. As Superfund's reliance on contractor support has
continued to increase, it is essential that performance standards
accurately reflect the major fiscal and management
responsibilities of those involved in contract management
activities, as well as the relative importance of those
activities.
In the fall of 1987, the firm of Booz Allen & Hamilton was
tasked to undertake a study of performance standards as well as
overall technical contract management roles, responsibilities, and
resource requirements. The study was based on extensive
interviews conducted with personnel in Headquarters and four EPA
regions, and included a detailed review of over 40 major guidance
documents.
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A principal finding of the study, which was completed in late
March, was that effective management of large and complex
Superfund contracts requires an integrated team approach to
management. The "Technical Contract Management Team" must include
the Project Officer, Deputy Project Officers, and Work Assignment
Managers/Delivery Order Officers. The study primarily dealt with
the roles and responsibilities of these individuals and found that
there was a general lack of focus on the differing responsibil-
ities within these three levels, which was reflected in the
existing performance standards. Therefore, the attached model
performance standards recognizing these roles and responsibili-
ties, in relation to other professional duties, were developed to
measure performance more accurately.
Recent reviews of Regional contract operations suggested a
wide variation in the percentage of time actually devoted by
Deputy Project Officers to carrying out their duties. Thus, in
addition to the attached model performance standards, we are
attempting to offer some guidance to the weighting that should be
given to this group of standards.
Implementation
The model performance standards provide generic criteria for
determining performance of the above personnel in their roles as
managers of Superfund technical contracts. These specific
standards are not mandatory, nor are they by any means all-
inclusive. Should you decide to incorporate them into your
performance appraisal process, you should adapt them to your own
programmatic needs. However, please remember that all staff with
contract responsibilities are required to have performance
standards to reflect those responsibilities.
The level of effort required to perform the role of Project
Officer (PO) or Deputy Project Officer (DPO) will vary from
Region to Region, depending on support to the DPO for administra-
tive functions, and the size and scope of the contract work. In
general, we believe that the standards for a PO or DPO should
reflect a weight of 50% to 75% of the total performance standards
in smaller Regions (with smaller contract efforts) and 75% to
100% in larger Regions. In the larger Regions, where the PO's
tasks are weighted more heavily, you may wish to expand on the
number of individual objectives.
We believe that the standards for Work Assignment Mana-
ger/Delivery Order Officer should be weighted at 25% to 40% of
their total performance requirement. This recognizes that a
major part of the work of an RPM or OSC is done through
contractors, and that they should be rated, in part, on their
successful management of those contractors.
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Questions or comments regarding the model performance
standards should be directed to John Comstock at FTS 475-9349
Attachments
Addressees:
Director, WMD - Regions I, IV, V, VII, VIII
Director, ERRD - Region II
Director, HWMD - Region III, VI
Director, TWMD - Region IX
Director, HWD - Region X
Director, ESD - Regions I - X
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MODEL PROJECT OFFICER
PERFORMANCE STANDARD
CRITICAL JOB
Provides oversight of Superfund technical contracts from
procurement through completion.
OBJECTIVE tl;
To prepare all technical planning documents and budget
information for the initial procurement process.
Outstanding
The employee initiates precise procurement requests;
prepares or reviews precise Statements of Work and detailed
contract budget estimates; develops precise technical evaluation
criteria and performs accurate, fair, and comprehensive technical
evaluations of proposals in accordance with the Agency's source
evaluation and selection procedures, often exceeding necessary
procurement lead times. Consistently anticipates need for
procurements well in advance and ensures .that all paperwork is
submitted well in advance of need. Consistently anticipates
project problems or requirements and accommodates them in the
planning process. Activities are performed prior to established
deadlines with little need for revision, and work products are
well organized and well written.
Fully Successful
With some direction, produces required procurement requests;
prepares or reviews Statements of work and contract budget
estimates; develops technical evaluation criteria and performs
comprehensive technical evaluations of proposals in accordance
with Agency source evaluation and selection procedures, within
necessary procurement lead times. Provides creative solutions to
project problems or requirements as they arise. Activities are
completed within established deadlines, and work products are
organized and written so that they only occasionally need minor
revisions.
Unsatisfactory
Even with some direction, the employee produces procurement
requests, Statements of Work, or budget estimates that are late,
poorly planned, or disorganized. Technical evaluation criteria
may be incomplete, poorly written, or inappropriate to the tasks;
technical evaluations of proposals may disregard elements of
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Agency source evaluation and selection procedures, often with
insufficient lead time to accommodate established procurement
milestones. Project problems are solved slowly, passed to other
staff for solution, or not resolved. Activities often are
completed after established deadlines, and work products require
major revisions.
OBJECTIVE *2:
To provide overall technical and fiscal oversight, planning,
and prioritization for contracted projects, including
technical and fiscal direction, coordination, and evalua-
tion.
Outstanding
The employee provides appropriate planning for budget and
schedule deadlines and consistently ensures that the labor mix
meets the knowledge, skills, and abilities required for the
project; that all planned tasks are within the scope of the
contract; and that provisions of the conflict of interest and key
personnel clauses are enforced. Consistently reviews and
evaluates contractor financial reports, including monthly
invoices, contractor status reports, and other supporting
documentation, to identify discrepancies. Carefully reviews
reasonableness of vouchers and establishes procedures to ensure
that DPOs or WAMs/DOOs closest to the work review vouchers in a
timely manner. Voucher review procedures are timely and
consistent with the Prompt Payment Act. Coordinates with
Contracting Officer (CO) to resolve fiscal problems as soon as
they are identified. Establishes and reliably maintains precise,
timely, and appropriate project management records that document
contractor performance, and promptly provides information to the
CO as needed to assist in award fee processing, appeal actions,
protests, default actions, or contract closeouts prior to estab-
lished schedules. Sets priorities for work assignments, tasks,
and resources to achieve the optimal effectiveness of Regional
staff and fiscal resources, often in advance of appropriate
deadlines.
Fully Successful
With some direction, the employee plans budget and schedule
deadlines and ensures that labor mix meets the knowledge, skills,
and abilities required for the project; that planned tasks are
within the scope of the contract; and that provisions of the
conflict of interest and key personnel clauses are enforced.
With some assistance, reviews and evaluates contractor financial
reports, including monthly invoices, status reports, and other
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supporting documentation, to identify major discrepancies.
Coordinates with the CO to resolve fiscal problems with minimal
delay. Maintains, with minor revisions, project management
records that document contractor performance, and provides
information to the CO as needed to assist in award fee proces-
sing, appeal actions, protests, default actions, or contract
closeouts within established schedules. With some guidance, sets
priorities for work assignments, tasks, and resources to achieve
an appropriate level of effectiveness of Regional staff and
fiscal resources, within appropriate deadlines.
Unsatisfactory
Even with some direction, the employee periodically fails to
adequately plan budget and schedule deadlines and to ensure that
the labor mix meets the knowledge, skills, and abilities required
for the project; that planned tasks are within the scope of the
contract; and that the provisions of the conflict of interest and
key personnel clauses are enforced. Often fails to review and
evaluate contractor financial reports, and does not coordinate
with the CO to resolve fiscal problems when they are identified.
Maintains unreliable or inaccessible project management records
that document contractor performance, and often does not provide
information to the CO as needed to assist in award fee proces-
sing, appeal actions, protests, default actions, or contract
closeouts within established schedules. Often fails to set
adequate priorities for work assignments, tasks, and resources,
resulting in an inadequate level of effectiveness of Regional
staff and fiscal resources, and beyond appropriate deadlines.
OBJECTIVE *3;
To provide functional oversight of Deputy Project Officers
(DPOs) and Work Assignment Managers/Delivery Order Officers
(WAMs/DOOs).
Outstanding
The employee consistently and effectively monitors work of
DPOs or WAMs/DOOs, including contractor evaluation, through
regularly scheduled meetings and telephone contacts. Assists
DPOs and WAMs/DOOs with planning or problemsolving to achieve
optimal project performance. Consistently reviews and evaluates
contractor deliverables and monthly contractor progress reports,
providing clear, direct comments. Consistently ensures that DPOs
and WAMs/DOOs monitor contractor performance against work plan
budgets and schedules. Necessary corrective action is taken
promptly. Performance is characterized by anticipation of manage-
ment problems and DPO and WAM/DOO needs; allows DPO or WAMs/DOOs
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to anticipate and solve problems creatively, yet is prepared to
provide guidance promptly if the need arises.
Fullv Successful
With some direction, the employee monitors work of DPOs or
WAMs/DOOs through periodic meetings and telephone contacts. On
request, assists DPOs and WAMs/DOOs with planning or problem-
solving to maintain project performance. Regularly reviews and
evaluates contractor monthly progress reports and deliverables,
providing comments that require little revision. Ensures that
DPOs and WAMs/DOOs monitor contractor performance against work
plan budgets and schedules. Performance is characterized by
prompt response to management problems and a willingness and
ability to provide guidance or information on request; allows
DPOs or WAMs/DOOs to solve problems and, as necessary or on
request, provides guidance with minimal delay.
Unsatisfactory
Even with some direction, the employee meets infrequently
with DPOs or WAMs/DOOs and often fails to monitor their activities
and needs. Provides late and vague comments on contractor monthly
progress reports and deliverables. Fails to ensure that DPOs and
WAMs/DOOs monitor contractor performance against work plan budgets
and schedules. Performance is characterized by delayed response
to management problems, lack of or delayed problem-solving
assistance to DPOs and WAMs/DOOs when it is needed, and
inattention to detail.
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MODEL DEPUTY PROJECT OFFICER
PERFORMANCE STANDARD
CRITICAL JOB FT.FMETMT;
Provides Regional or contract area oversight of Superfund
technical contracts.
OBJECTIVE
To prepare all technical planning documents and budget
information at the Regional or contract area level for the
initial procurement process.
Outstanding
The employee is proactive in providing guidance to Work
Assignment Managers/Delivery Order Officers on how to rewrite an
acceptable work assignment. Ensures that Statements of Work and
work assignments are precise and within the scope of the
contract. Consistently reviews budget estimates and confirms
budgetary allotment for them; performs accurate, fair, and
comprehensive technical evaluations of proposals in accordance
with the Agency's source evaluation and selection procedures,
often exceeding necessary procurement lead times. Consistently
anticipates project problems or requirements and accommodates
them in the Regional or contract area planning process.
Activities are performed prior to established deadlines with
little need for revision, and work products are well organized
and well written.
Fully Successful
With some direction, reviews required procurement requests;
ensures that Statements of Work, work assignments, and budget
estimates are within the scope of the contract and budget; and
performs comprehensive technical evaluations of proposals in
accordance with Agency source evaluation and selection procedures
as requested. Provides creative solutions to project problems or
requirements as they arise in the Regional or contract area
planning process. Activities are completed within established
deadlines, and work products are organized and written so that
they only occasionally need minor revisions.
Unsatisfactory
Even with some direction, the employee produces procurement
requests, Statements of Work, work assignments, and budget
estimates that are late, poorly planned, or disorganized. Often
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fails to establish budgetary allotment for project. Requested
technical evaluations of proposals may disregard elements of
Agency source evaluation and selection procedures, often with
insufficient lead time to accommodate established procurement
milestones. Project problems are solved slowly, passed on to the
Project Officer (PO) for solution, or not resolved. Activities
often are completed after established deadlines, and work
products require major revisions.
OBJECTIVE *2:
To provide overall Regional or contract area oversight,
planning, and prioritization for contracted projects,
including technical and fiscal direction, coordination, and
evaluation.
Outstanding
The employee proactively establishes procedures and
initiates appropriate plans at the Regional or contract area
level to meet budget and schedule deadlines and consistently
ensures that the labor mix meets the knowledge, skills, and
abilities required for the project; that all planned tasks are
within the scope of the contract; and that provisions of the key
personnel and conflict of interest clauses are enforced.
Establishes and implements timely procedures to evaluate contrac-
tor financial reports, including monthly invoices, status
reports, and other supporting documentation, to identify discrep-
ancies. Voucher review procedures are thorough, timely, and
consistent with the Prompt Payment Act. Promptly notifies PO of
any financial problems and works closely to resolve them as soon
as they are identified. Establishes and reliably maintains
precise, timely, and appropriate project management records that
document contractor performance, and promptly provides informa-
tion to the PO as needed to assist in appeal actions, protests,
default actions, or contract closeouts. Sets priorities for
tasks and resources to achieve the optimal effectiveness of
Regional staff and fiscal resources, often in advance of
appropriate deadlines.
Fullv Successful
With some direction, the employee plans at the Regional or
contract area level to meet budget and schedule deadlines and
ensures that the labor mix meets the knowledge, skills, and
abilities required for the project; that planned tasks are within
the scope of the contract; and that provisions of the conflict of
interest and key personnel clauses are enforced. When requested
by the PO, reviews and evaluates contractor financial reports,
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including monthly invoices, status reports, and other supporting
documentation, to identify major discrepancies. Notifies PO of
any financial problems and, when requested, works closely to
resolve them with minimal delay. Maintains, with minor revi-
sions, project management records that document contractor
performance, and provides information to PO on request to assist
in appeal actions, protests, default actions, or contract
closeouts. With some guidance, sets priorities for tasks and
resources to achieve an appropriate level of effectiveness of
Regional staff and fiscal resources, within appropriate dead-
lines.
Unsatisfactory
Even with some direction, the employee periodically fails at
the Regional or contract area level to adequately plan for budget
and schedule deadlines and to ensure that the labor mix meets the
knowledge, skills, and abilities required for the project; that
planned tasks are within the scope of the contract; and that the
provisions of the conflict of interest and key personnel clauses
are enforced. Often fails to review and evaluate contractor
financial reports to identify major discrepancies as requested by
PO, and does not coordinate with the PO to resolve fiscal prob-
lems when they are identified. Maintains unreliable or inacces-
sible project management records that document contractor per-
formance, and often does not provide information to the PO as
needed to assist in appeal actions, protests, default actions, or
contract closeouts within established schedules. Often fails to
set adequate priorities for tasks and resources, resulting in an
inadequate level of effectiveness of Regional staff and fiscal
resources, and beyond appropriate deadlines.
OBJECTIVE »3;
To provide functional oversight of Work Assignment Mana-
gers/Delivery Order Officers (WAMs/DOOs).
Outstanding
The employee consistently and effectively monitors and
reviews work of WAMs/DOOs through regularly scheduled meetings
and telephone contacts. Assists WAMs/DOOs with planning or
problem-solving to achieve optimal performance. Proactively
identifies training needs and ensures that WAMs/DOOs have the
tools and information necessary to manage their contractors.
Consistently reviews and evaluates work assignments/delivery
orders, Statements of Work, and work assignment amendments
prepared by WAMs/DOOs; contractor deliverables; and monthly
contractor progress reports, providing clear, direct comments.
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Consistently ensures that WAMs/DOOs monitor contractor perform-
ance against work plan budgets and schedules. Performance is
characterized by anticipation of management problems and WAM/DOO
needs; allows WAMs/DOOs to anticipate and solve problems
creatively, yet is prepared to promptly provide guidance if the
need arises.
Fullv Successful
With some direction, the employee monitors work of WAMs/DOOs
through periodic meetings and telephone contacts. On request,
assists WAMs/DOOs with planning or problem-solving to maintain
project performance. Regularly reviews and evaluates work
assignments/delivery orders, Statements of Work, and work
assignment amendments prepared by WAMs/DOOs; contractor delivera-
bles; and monthly contractor progress reports, providing comments
that require little revision. Ensures that WAMs/DOOs monitor
contractor performance against work plan budgets and schedules.
Performance is characterized by a willingness and ability to
provide guidance or information on request; allows WAMs/DOOs to
solve problems and, as necessary or on request, provides guidance
with minimal delay.
Unsatisfactory
Even with some direction, the employee meets infrequently
with WAMs/DOOs and often fails to monitor their activities and
needs. Provides late and vague comments on work assignments/de-
livery orders, statements of Work, and work assignment amendments
prepared by WAMs/DOOs; contractor deliverables; and monthly
contractor progress reports. Fails to ensure that WAMs/DOOs
monitor contractor performance against work plan budgets and
schedules. Performance is characterized by delayed response to
management problems, lack of or delayed problem-solving assis-
tance to WAMs/DOOs when it is needed, and inattention to detail.
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MODEL WORK ASSIGNMENT MANAGER/DELIVERY ORDER OFFICER
PERFORMANCE STANDARD
CRITICAT. JOB KT.KMKMT;
Develops and manages work assignments/delivery orders to
ensure effective compliance with the overall contract and
completion of the contracted activities or tasks effective-
ly, in a timely manner, and at the most cost-effective
price.
OBJECTIVE
To initiate work assignments/delivery orders by preparing a
Statement of Work and, if necessary, work assignment
amendments that clearly define essential task components and
deliverables and are within the scope of the overall
contract Statement of Work.
Outstanding
The employee consistently prepares Statements of Work and
work assignment amendments that are carefully planned and clearly
define the project's objectives, task schedules, milestones to be
met for each task, the deliverables to be produced, and the date
of delivery. Statements of Work reflect the scope of the
contract and rarely need revision. Furthermore, each statement
of Work contains site-specific requirements and guidance on the
scope of the work with sufficient technical information to allow
the contractor to respond with a cost-effective work plan. Work
indicates excellent attention to detail and creative problem-
solving. Actively and consistently processes work assignment
documents in a timely way so that project activities proceed
smoothly.
Fullv Successful
With some direction, the employee prepares Statements of
Work and work assignment amendments that demonstrate efficient
planning and are well-defined in terms of the project's objec-
tives, task schedules, milestones to be met for each task, the
deliverables to be produced, and the date of delivery. Generally
provides work assignment documents so that project activities can
proceed within a reasonable schedule.
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Unsatisfactory
Even with some direction, the employee prepares Statements
of Work and work assignment amendments that are inefficiently
planned and poorly defined in that they may not include major
tasks and milestones, the period of performance or deliverables.
Shows little initiative to ensure that project activities proceed
smoothly; DPO or PO must request necessary work assignment
documents.
OBJECTIVE »2;
To manage and monitor technical performance of assigned work
assignments/delivery orders.
Outstanding
The employee consistently manages work assignments effi-
ciently with few adjustments in methodology or tasks. Actively
examines contractor-submitted work plan to ensure that it
reflects technical scope, schedule, and budget estimates. Meets
regularly with PO, DPO, and contractors to discuss work assign-
ment/delivery order progress and provides creative and useful
solutions to problems. Consistently reviews incurred costs of
assigned tasks for reasonableness and provides routine feedback
to PO or DPO concerning problems identified. Establishes routine
procedures to ensure that informal agreements with contractors
are we11-documented and that contractor work rarely proceeds
under a misunderstanding following a meeting. Reliably maintains
precise management records to assess information on the work
status of a work assignment/delivery order; reviews and evaluates
contractor deliverables, and accepts or rejects them promptly
with well-documented, action-oriented comments; and submits a
final report to the PO or DPO promptly at project completion that
includes a summary of tasks completed and ensures the timely
processing of all documentation necessary for contractor perfor-
mance evaluation award fee processing and work assign-
ment/delivery order closeout.
Fully Successful
With some direction, the employee manages work assignments
with few adjustments in methodology or tasks. Meets periodically
with PO, DPO, and contractors to discuss work assignment/delivery
order progress, and solves problems with some assistance from the
PO and DPO. Maintains, with minor revisions, management records
to assess information on the work status of a work
assignment/delivery order; reviews and evaluates contractor
deliverables, and accepts or rejects them with documented
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comments; and submits a final report to the PO or DPO within a
reasonable time following project completion that includes a
summary of tasks completed and ensures the timely processing of
all documentation necessary for contractor performance evaluation
award fee processing and work assignment/delivery order closeout.
Unsatisfactory
Even with some direction, the employee manages work
assignments with frequent adjustments in methodology or tasks,
and relies on PO or DPO to solve problems. Meets infrequently
with PO, DPO, and contractors and discusses, but often does not
solve, problems. Maintains unreliable or inaccessible management
records to assess information on the work status of a work
assignment/delivery order; inadequately reviews and evaluates
contractor deliverables, and accepts or rejects them with vague
and poorly documented comments; and submits final report to the
DO or DPO after substantial delay following project completion
that may not include an accurate summary of project tasks, thus
delaying contractor performance evaluation award fee processing
and work assignment/delivery order closeout.
OBJECTIVE *3;
To manage and monitor budget and schedule performance on
assigned work assignments.
Outstanding
The employee consistently manages work assignments/delivery
orders efficiently and within budgetary and time constraints.
Establishes and maintains precise, timely, and appropriate
project management records that document contractor budget and
schedule status of a work assignment/delivery order. When
requested by the PO or DPO, consistently analyzes financial
reports and anticipates problems that may affect schedules or
deliverables; initiates proper actions to control budgets and
meet changing project conditions; and obtains timely clearance
for subcontractors and consultants. Regularly communicates with
contractors to ensure that budgets and schedules are being met.
Consistently and promptly reviews and evaluates contractor deliv-
erables, and accepts or rejects them promptly with we11-document-
ed, action-oriented comments. Submits final report, including a
budget summary, to PO or DPO promptly at project completion.
Fullv Successful
With some direction, the employee manages work assign-
ments/delivery orders within budgetary and time constraints.
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Maintains, with minor revisions, project management records that
document contractor budget and schedule status of a work
assignment/delivery order. When requested by the PO or DPO, may
identify financial and other problems that may affect schedules
or deliverables; with some assistance, takes proper action to
control budgets and meet changing project conditions. Obtains
clearance for subcontractors and consultants. Periodically
communicates with contractors to ensure that budgets and
schedules are being met. Reviews and evaluates contractor
deliverables, and accepts or rejects them with documented
comments. Submits final report, including a budget summary, to
PO or DPO at project completion.
Unsatisfactory
Even with some direction, the employee manages work assign-
ments/delivery orders with frequent adjustments to budget and
schedule. Maintains unreliable or inaccessible project manage-
ment records that document contractor budget and schedule status
of a work assignment/delivery order. When requested by the PO or
DPO, often fails to identify financial and other problems that
may affect schedules or deliverables. Often takes inadequate
action to control budgets and meet changing project conditions.
Often fails to obtain clearance for subcontractors and consult-
ants. Meets infrequently with contractors, making it difficult
to ensure that budgets and schedules are being met. Provides
late and vague comments on contractor deliverables. Submits
final report to PO or DPO, after substantial delay, following
project completion; it often does not include accurate budget
summaries.
OBJECTIVE »4;
To ensure the integration of contractor efforts to achieve
program goals for contract projects.
Outstanding
The employee consistently manages work assignments/delivery
orders with a recognition of other contractor efforts in the
program, ensuring that tasks are well-coordinated to provide
optimal efficiencies. Promotes and enthusiastically supports
coordination among projects.
Fullv Successful
With some direction, the employee manages work assign-
ments/delivery orders so that they do not inhibit progress of
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other contractor efforts in the program, seeking to coordinate
tasks when possible. Supports coordination among projects.
Unsatisfactory
Even with some direction, the employee manages work
assignments/delivery orders without regard for progress or
activities of other contractor efforts in the program. Does not
attempt or discourages coordination among projects.
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