Acquisition Leadership: The SEWP Way. 2 2 SEWP Program Overview SEWP: Solutions for Enterprise-Wide...
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Transcript of Acquisition Leadership: The SEWP Way. 2 2 SEWP Program Overview SEWP: Solutions for Enterprise-Wide...
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SEWP Program OverviewSEWP Program Overview
SEWP: Solutions for Enterprise-Wide Procurement•NASA-Wide IDIQ Contract Vehicle for purchase of IT Product solutions•Authorized by OMB as a Government-Wide Acquisition Contract
Program is 19 years old•Version IV started in May 2007•FY11 Government-Wide: 24,000 Delivery Orders worth over $2.3 Billion•70 Agencies / Over 10,000 customers in past year
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SEWP By The NumbersSEWP By The Numbers
38 Competed Prime Contractors
3800+ Manufacturers• Including Cisco, Sun, NetApp, EMC, APC, Microsoft, Oracle, etc.
1.9+ Million Products•Hardware, Software, Network Communications, Audio-Visual, Supporting
Technology•Maintenance / Warranty / Product Training•Firm Fixed Price Product Based Services; e.g. Installation
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SEWP Program ServicesSEWP Program Services
Help Desk• Pre-order support• Order processing and support• Post-order support
On-Line Information / Tools •RFQ, Search, FAQs, etc
Training•Free on-site and web-based training on proper use of Contracts
Outreach•Meetings / Retreats / Conferences
Order Processing/ Reports / TrackingQuality Assurance / Surveys
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SEWP Program OfficeSEWP Program Office
Post Contract Award Management •4 civil servants
- Program Manager- Deputy Program Manager- Financial Manager- Contracting Officer
•Contractor staff of over 35 personnel•Focus on customer support
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Program Structure - FinancialProgram Structure - Financial
Program budget is self contained• NASA provides no direct SEWP funding• No SEWP funding is provided to NASA except overhead
Working Capital Fund•Not tied to Fiscal Year•Budget closely monitored to ensure “non-profit” status
Program staffing and existence directly tied to usage and customer satisfaction•Operates essentially as a small business
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Program Structure - OversightProgram Structure - Oversight
NASA •Direct oversight: Part of the GSFC CIO Directorate•HQ oversight:
- CIO- Financial Office
Other Government Entities•Office of Management and Budget (OMB)•Congress / General Accounting Office (GAO)• Inspector Generals Everywhere
Others•Press / Public• Industry
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SEWP SuccessSEWP Success
Large non-GSA Government-Wide Contract Vehicle•Utilized by every Federal Agency
Clean “Bill of Health” from DoD IG and GAOLowest Service Fee in Government
•0.45% of order total (Typical fee is 0.75 to 1%)
Customer Service Survey by Outside Consultant•93% satisfaction rating for customer service
Can be leveraged by single customers; consolidated groups; up through CIO-level agency requirements•Tracking, support, training, oversight, insight along with up to date IT
product solutions
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Basis For SuccessBasis For Success
Customer Service
Work Environment•Diversity
Management
Leadership
Innovation and Change
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Customer ServiceCustomer Service
Entire staff is part of Customer Service• Involve non-Help desk staff in Program-wide activities•Form cross-functional teams•Share Program Vision•Support training and meeting activities
Customer Outreach•Reach out to the Customer•Provide easy access to training•Ensure Website and other materials are for the Customer and not the
Program
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Dealing With CustomersDealing With Customers
Always Smile•Keep a positive attitude•Let off steam at the right time
Customer is not always Right …But the Customer is never Wrong
The Customer may:•Be misinformed•Lack information•Lack understanding, etc.
Program must monitor Customer issues and increase information, outreach, etc.
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Work environmentWork environment
Door almost always open•Encourage staff to ask questions
Know the Staff•Strengths and weaknesses
Work Hard / Play Hard•Encourage appropriate “free time”•Staff-wide activities / celebrations
Foster team building
Encourage “taking the extra step”
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Staff DiversityStaff Diversity
Every staff has diversity
Not just the obvious (Race / Gender)
Many forms•Family status•Upbringing / background•Age•Education•Personality•Personal Goals•…
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Effects of Staff DiversityEffects of Staff Diversity
Diversity can cause issues with:•Communications•Expectations•Motivations
Diversity can (should) be leveraged for positive results•Diverse program requirements •Growth for staff and program •Understanding Customer Base – also diverse
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Handling Staff DiversityHandling Staff Diversity
Treat Program and staff as a “Whole”•While recognizing individual differences and contributions
Separate management expectation from management characterization•Recognize own position in diversity schema•Management must go beyond its own comfort zone
Avoid favoritism – real or perceived
Utilize Teams Carefully
Employee Code of Conduct
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Management Expectations - OHNSManagement Expectations - OHNS
The OHNS Management Philosophy
“Often Happy … …Never Satisfied”
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Often HappyOften Happy
Congratulate good work•Both directly to staff and to their management
Emphasize to outside world Program’s positive aspects
Show pride in staff accomplishments
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Never SatisfiedNever Satisfied
Program should not be seen as a finished product•Avoid stagnancy and self-satisfaction•Recently initiated shift from culture of speed to culture of quality
Technology, customer expectations, internal requirements always changing
Continuous improvement•Short-term Tweaking•Long-term Vision
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“Leadership is the capacity to translate vision into reality.” - Warren G. Bennis
“Leadership is the capacity to translate vision into reality.” - Warren G. Bennis
NASA SEWP Program has always been more than a set of contracts – it is viewed as an innovative experiment in IT acquisition
One of the 4 Acquisition objectives (all 4 are intact 20 years later):
embrace innovative procurement transactions and processes
3 Godfathers of SEWP•Set the objectives, goals and frameworks the Program continues to strive to meet
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Creativity and InnovationCreativity and Innovation
“The essential part of creativity is not being afraid to fail.”— Edwin H. Land “The innovation point is the pivotal moment when talented and motivated people seek the opportunity to act on their ideas and dreams.”— W. Arthur Porter
“Absolute identity with one's cause is the first and great condition of successful leadership.”— Woodrow Wilson
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Keys to SEWP’s InnovationKeys to SEWP’s Innovation
Understanding the difference between administering a contract and managing an acquisition program
Bringing together disparate parts•Technical, procurement, policy•Government and Private Industry
Willingness to experiment
Hands-off upper management•Started as a non-entity / under the radar•Self-contained financially
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Keys to SEWP’s Innovation Part IIKeys to SEWP’s Innovation Part II
Accept responsibility for failures and move on
Staff: dedication to mission; willingness to listen, observe and recommend•Mission is to provide the best customer service and the best contract program
possible
No mandatory customers
Managed as if the Program is a Small Business not a Government Program
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A Personal PerspectiveA Personal Perspective
Technical Background•Creative mentor •Had to design from scratch•Forward thinking while remaining a Skeptic•Thinker not a doer
- Staff of doers is very important to success when leader has visions
Philosophy: Often Happy, Never Satisfied
Always something to learn and try
“The achievement of excellence can only occur if the organization promotes a culture of creative dissatisfaction.” — Lawrence Miller
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SEWP Leadership TimelineSEWP Leadership Timeline
First Government-Wide Acquisition Contract
Implicit goal – be the best program possible while keeping as low a profile as possible
Past 3-5 years have been a paradigm shift• Increased size• Increased visibility of GWACs and SEWP•Outreach is working
No longer under the radar •Viewed as a leader and need to fill that role•Leadership not confined to SEWP Contracts – Acquisition issues in general•We could run and hide or push forward
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SEWP Leadership HistorySEWP Leadership History
One of the first to use EDI over the Internet
Attempted to require RFID type functionality in mid-1990’s
First to post draft RFPs on Internet with interactive Q and A
Strong emphasis on customer service, outreach and training
Early adopters of blackberry technology
Contract Holder Relationship Manager concept
Many special contract clauses; warranty as a product for example
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“Management is doing things right; leadership is doing
the right things.” - Peter Drucker
“Management is doing things right; leadership is doing
the right things.” - Peter Drucker
Annual conference built around customers
Semi-Annual Industry forums
Federal IT Acquisition Summit•Goal was to provide a neutral forum for a variety of acquisition related activities to
provide information to Federal procurement personnel•Attendance: Over 300 Government attendees from 72 distinct Government offices
Innovative tools for customer, industry and internal use
General association leadership•NCMA Executive Advisory Council and NCMA Sponsor•ACT/IAC Acquisition Government Advisory Panel•OpenGroup Trusted Technology Forum (O-TTF)
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OpenGroup: O-TTFOpenGroup: O-TTF
Industry-led effort to standardize / accredit supply chains
Co-chair of the Acquisition and Global Outreach Workstream
Global in nature
SEWP’s goal:•Ensure final product is inclusive•Assist in formulating acquisition policy recommendations
Leadership and learning are indispensable to each other. — John F.
Kennedy
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SEWP Vision Statement
SEWP will solidify its reputation as an innovative, customer focused program as it
seamlessly transitions to SEWP V and will be a visible, leading contributor to NASA and the
Federal IT Acquisition Community.
SEWP Mission Statement
As an established and agile leader in the Federal Acquisition Community, the SEWP
Program Office manages a suite of government-wide IT product solution contracts that
provide NASA and all Federal Agencies with timely access to mission critical technologies.
The Program provides best value and cost savings for the Federal Government and
American taxpayer through innovative procurement tools and processes; premiere
customer service and outreach; and advocation of competition and cooperation with
industry.
“The price of greatness is responsibility.” — Winston Churchill
“The price of greatness is responsibility.” — Winston Churchill
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SEWP Customer Service ContactsSEWP Customer Service Contacts
Web www.sewp.nasa.gov 24x7x365
E-mail [email protected] Get answers within 24 hours
Helpline 301-286-1478 Mon–Fri, 7:30 AM–6:00 PM ET
Fax 301-286-0317 Fax orders
E-mail Orders
[email protected] E-mail orders
Mail Mailstop 703.S, NASA GSFC, Greenbelt, MD 20771
Find UsNASA SEWP
Follow SEWP@nasasewp
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The SEWP Management TeamThe SEWP Management Team
Program Mgr. / CoTR Joanne Woytek 301-614-7128 [email protected]
Deputy Program Mgr. Darlene Coen 301-614-7127 [email protected]
Financial Manager Theresa Kinney 301-614-7138 [email protected]
Operations Manager Terita Easton 301-614-7111 [email protected]
Contract Holder Relationship Manager Al Marshall 301-614-7141 Alexander.Marshall-
Business Manager Marcus Fedeli 301-614-7125 [email protected]
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