United States
Environmental Protection
Agency
Ottce of
Solid Waste and
Emergency Response
EPA
DIRECTIVE NUMBER:
9242.5-02A
Model Performance Standards for Superfund~Project Officers,
Deputy Project Officers, and Work Assignment Managers/Delivery
Officers
/3
12/MT/90
TITLE:
APPROVAL DATE:
EFFECTIVE DATE:
ORIGINATING OFFICE:
S FINAL
D DRAFT
LEVEL OF DRAFT
rj A — Signed by AA or DAA
Q B — Signed by Office Director
d C — Review & Comment
REFERENCE (other documents):
OSWER OSWER OSWER
DIRECTIVE DIRECTIVE
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B.CDA Washington. DC 20460
*=TM QSWER Directive Initiation R<
2. Oriolnator Information
Name of Contact Parson Mail Code Offica
Superfund Document Coordinator OS-245 OERR
1. Directive Numoer
»QUGSt 9242.5-02A
Telephone Code
(202) 260-9760
3. Title
Model Performance Standards for Superfund Project Officers, Deputy Project Officers, and Work Assignment
Managers/Delivery Officers
4. Summary of Directive (include bnef statement of purpose)
IThe purpose of this memorandum is to provide you with revised model performance standards and suggested weights.
These should assist you and your staff in developing individual performance standards for personnel serving in
Superfund contract management positions.
/
5. Keywords
Model performance standards and suggested weights
6a. Does This Directive Supersede Previous Directive(s)? i \
! v 1 No Yes
Ji — i 1 1
b Does it Supplement Previous Oirectrve(s)? ' ! I
1 No Yes
7 Draft level ^__^
i I A - Signed by AA'OAA 1 1 8 •- Signed by Office Director C -
What directive (number, title)
What directive (number, title)
For Review & Comment \ 0 - 'n Development
f—I
8. Document to be distributed to States by Headquarters? [ |Yw
This Request Me«u OSWER Olrectlvea System Format Standards.
9. Signature of Lead Office Directives Coordinator
'
iDate
%hh^
10. Name andTitle ot Approving Orficiay / /
Henry L. Longest II, Director /Office of Emergency and Remedial Response
FEB 2 4 I9S2
Date
12/15/90
EPA Form 1315-17 (Rev. S-«7) Previous editions are obsolete.
OSWER OSWER OSWER O
VE DIRECTIVE DIRECTIVE DIRECTIVE
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UNITED STATES ENVIRONMENTAL PROTECTION AGENCY
WASHINGTON, D.C. 20460
DEC I 3 1990
OFFICE OF
SOLID WASTE AND EMERGENCY RESPONSE
OSWER DIRECTIVE 9242.5-02A
MEMORANDUM
SUBJECT: Model Performance Standards for Superfund Project
Officers, Deputy Project Officers,/and VJork Assignment
Managers/Delivery Order Officers
FROM: Henry L. Longest II, Director
Office of Emergency and Remedial Response
if
TO: Director, Waste Management Division
Regions I, IV, V, and VII
Director, Emergency and Remedial Response Division
Region II
Director, Hazardous Waste Management Division
Regions III, VI, VIII and IX
Director, Hazardous Waste Division
Region X
Director, Environmental Services Division
Regions I, II, IV, VI, VII, VIII, and X
Director, Environmental Sciences Division
Region V
PURPOSE: The purpose of this memorandum is to provide you with
revised model performance standards and suggested weights. These
should assist you and your staff in developing individual
performance standards for personnel serving in Superfund contract
management positions.
BACKGROUND: Many key Superfund activities are supported by
contractors who provide such services as technical assistance,
engineering design, and emergency response assistance. We must
ensure that the contractor support we receive is reliable, cost-
effective, and meets program needs. Contract management
oversight is an integral tool for accomplishing this purpose.
Significant management and fiscal oversight responsibilities are
placed on our Superfund contract managers, and their performance
standards should reflect these important responsibilities.
The model performance standards, which were first issued in
September 1988 (OSWER DIRECTIVE 9242.5-02), have been revised to
reflect recommendations made regarding completion of contractor
performance evaluations. The March 28, 1990 Report of Audit on
Superfund Cost-Plus-Award-Fee Contracts, by the EPA Office of
Printed on Recycled Paper
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the Inspector General, recommended that performance agreements
for EPA employees participating in the award fee evaluation
process include the requirement to complete award fee evaluations
in a timely manner.
To maximize the effectiveness of the award fee process, all
involved parties must provide detailed and timely input to the
evaluation panel. Language requiring timely completion of
contractor performance evaluations should be incorporated into
the performance agreements of Superfund contract managers. The
attached model performance standards provide suggested language
and emphasize the importance of completing thorough and timely
contractor performance evaluations.
OBJECTIVE: To provide consistent performance standards for
Superfund contract managers that reflect their important
responsibilities, especially regarding completion of thorough and
timely contractor performance evaluations.
IMPLEMENTATION: All staff with contract responsibilities are
required to have performance standards that reflect those
responsibilities. The model performance standards provide
generic criteria for determining performance of Project Officers
(POs), Deputy Project Officers (DPOs), and Work Assignment
Managers/Delivery Order Officers (WAMs/DOOs). The attached model
performance standards are neither mandatory, nor are they all
inclusive. They have been developed to assist you in preparing
performance standards that meet your programmatic needs.
The level of effort required to perform the role of PO or
DPO will vary among Regions, depending on administrative support
available and the size and scope of contract work. In smaller
Regions, we believe the PO and DPO standards should reflect a
weight of 50% to 75% of the total performance standard. In
larger Regions, contract responsibilities should reflect 75% to
100% of the total performance standard.
We believe that the standards for WAMs/DOOs should be
weighted at 25% to 40% of their total performance standard. This
recognizes that a major part of the work of an OSC or RPM is done
through contractors, and that they should be rated on their
successful management of those contractors.
Questions or comments regarding the model performance
standard should be directed to John Comstock at FTS 245-4026.
Attachments
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MODEL PROJECT OFFICER
PERFORMANCE STANDARD
CRITICAL JOB ELEMENT;
Provides oversight of Superfund technical contracts from procurement
through completion.
OBJECTIVE 91:
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 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 organizechand well
written.
Fullv 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 Agency source evaluation and selection procedures, often
with insufficient lead time to accommodate established procurement milestones.
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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 oversight, planning and prioritization for contracted
projects, including technical and fiscal direction, coordination, and
evaluation.
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. Ensures 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
to assist in award fee processing, appeal actions, protests, default actions,
or contract closeouts prior to established schedules. Establishes procedures
to ensure that WAMs/DOOs consistently complete contractor performance
evaluations in a thorough and timely manner. Sets priorities for work
assignments, tasks and resources to achieve the optimal effectiveness of
Regional staff and fiscal resources.
Fully Successful
With some direction, the employee plans 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. With some assistance, reviews and evaluates contractor
financial reports, including monthly invoices, status reports, and other
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
processing, appeal actions, protests, default actions, or contract closeouts
within established schedules. Establishes procedures to ensure WAMs/DOOs
complete contractor performance evaluations on-schedule. 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.
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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 enforces. 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 processing, 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
meeting and telephone contacts. Assists regularly scheduled meetings and
telephone contacts. Assists DPOs and WAMs/DOOs with planning or problem-
solving 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 management problems and DPO and WAM/DOO
needs; allows DPO or WAMs/DOOs to anticipate and solve problems creatively,
yet is prepared to provide guidance promptly if the need arises.
Fully 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.
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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 in
attention to detail.
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MODEL DEPUTY PROJECT OFFICER
PERFORMANCE STANDARD
CRITICAL JOB ELEMENT:
Provides Regional or contract area oversight of Superfund technical
contracts.
OBJECTIVE #1;
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.
Fullv 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 fails to establish budgetary allotment
for project. Requested technical evaluations of proposals may disregard
elements of Agency source evaluation and selection procedures, often with
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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. 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 contractor financial reports,
including monthly invoices, status reports and other supporting documentation,
to identify discrepancies. 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 information 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.
Fully 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, 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 revisions, 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 deadlines.
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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 are requested by PO, and
does not coordinate with the PO 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 PO as needed to assist in appeal actions, protests, default actions, or
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 Managers/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. Consistently ensures that WAMs/DOOs monitor
contractor performance against work plan budgets and schedules. Consistently
ensures that WAMs/DOOs complete contractor performance evaluations in a
thorough and timely manner. 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 deliverables;
and monthly contractor progress reports. Ensures that WAMs/DOOs monitor
contractor performance against work plan budgets and schedules. Ensures that
WAMs/DOOs complete contractor performance evaluations on-schedule.
Performance is characterized by a willingness and ability to provide guidance
fO
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or information on request DPO allows WAMs/DOOs to solve problems and, as
necessary, provides guidance with minimal delay.
Unsatisfactory
Even with some direction, the employee meets infrequently with WAMs/DOOs
and often fail: to monitor their activities and needs. Provides late and
vague comments on work assignments/delivery 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 assistance to WAMs/DOOs when it is needed, and
inattention to detail.
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MODEL WORK ASSIGNMENT MANAGER/DELIVERY ORDER OFFICER
PERFORMANCE STANDARD
CRITICAL JOB ELEMENT;
Develops and manages work assignments/delivery orders to ensure they
comply with the overall contract, and ensures contracted activities or
tasks are completed in a thorough and timely manner, and at the most
cost-effective price.
OBJECTIVE #1;
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.
Fully Successful
With some direction, the employee prepares Statements of Work and work
assignment amendments that are well-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. Generally provides
work assignment documents so that project activities can proceed within a
reasonable schedule.
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 teh
performance or deliverables. Shows little Initiative to ensure that project
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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 efficiently 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
assignment/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 well-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 timely
processing of all documentation necessary for contractor performance
evaluation award fee processing and work assignment/delivery order closeout.
Consistently completes contractor performance evaluations in a timely and
thorough manner.
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 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. Completes contractor
performance evaluations on-schedule.
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
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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.
Outstanding
The employee consistently manages work assignments/delivery orders
efficiently and within budget and time constraints. Establishes and maintains
precise, timely, and appropriate project management records that document
contractor budget and 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 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
deliverables, and accepts or rejects them promptly with well-documented,
action-oriented comments. Submits final report, including a budget summary,
to PO or DPO promptly at project completion.
Fully Successful
With some direction, the employee manages work assignments/delivery
orders within budgetary and time constraints. 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. Review 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 assignments/delivery
orders with frequent adjustments to budget and schedule. Maintains unreliable
or inaccessible project management records that document contractor budget and
schedule status of a work assignment/delivery order. When request 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
A
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subcontractors and consultants. 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.
Fully Successful
With some direction, the employee manages work assignments/delivery
orders so that they do not inhibit progress of 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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