guidelines for successful its procurement t3 session, march 15, 2006 hosted by mac lister fhwa...
TRANSCRIPT
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Guidelines for SuccessfulITS Procurement
T3 Session, March 15, 2006
Hosted by Mac Lister
FHWA
Presented by
Phil TarnoffUniversity of Maryland
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The Problem
• Success rate for intelligent transportation systems life cycle is very low
• Problems can be traced to:– Incorrect contracting approach– Inexperience of the agency– Failure to follow appropriate procedures– Inadequate commitment of project
management and systems engineering resources
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Systems Acquisitions
53%
16%
31%
Late
Okay
Cancelled
Source: Patterns of Software Systems Failure and Successes, Jones, Capers, 1996
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Success is Influenced by the Purchaser
• Purchaser’s experience has greater impact on project success than any other factor
• Success rate has increases by more than 25% for purchasers with prior experience
• ITS implementation must be led by experienced staffSource; Patterns of Software Systems Failure and Successes, Jones, Capers, 1996
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The Contracting Model
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The Contracting Model
• Defines the entire contracting form and process
• Includes four dimensions:– Work Allocation – Responsibilities– Method of Award – Contractor selection– Contract Form – How is work organized– Contract Type – Methods of reimbursement
• Terms and conditions apply to all dimensions
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The Contracting Model
Terms and Conditions (payment, cancellation, disputes, etc.)
Procurement
Work Allocation
Method ofAward
ContractForm
ContractType
Low Bid ContractorSystems ManagerSystems IntegratorDB(OM)Commodity (COTS)Consultant ServicesOutsource ContractorOther Services
Low BidNegotiatedSole Source
PhasedTask OrderPurchase Order
Fixed PriceCost ReimbursableIncentiveTime and Materials
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Use of the Contracting Model
• Identifies dimensions to be included in selection process
• Procurement guidelines define the process for choosing appropriate option for each dimension
• Process is simplified by assembling combinations of options – procurement packages
• Project may include multiple contracts and procurement packages
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System Procurement Packages (1 of 2)
1) Commodity Supplier– Low-bid selection of prequalified packages– Fixed price contract– Applicable only for unmodified off-the-shelf
software and hardware
2) Low-Bid Contractor with Design Consultant (for 100% design)– Low-bid selection– Fixed price contract– Can use incentives– Can use phased contracts– Useful if the predominant software is off-
the-shelf
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System Procurement Packages (2 of 2)
3) Systems Manager– Negotiated procurement– Fixed price, cost plus or time & material contracts– Can use incentives– Can use either phased or task-order contracts– Separate low-bid procurements required for
construction and equipment
4) Design-Build Contractor with Design Consultant (for 30% design)
– Best value selection– Fixed price. Cost plus or T&M may be acceptable– Can use incentives– Can use phased contracts
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Other Procurement Packages
5) Consultant– Negotiated– Fixed price, cost plus or time & material contracts– Can use incentives– Can use either phased or task-order contracts
6) Outsourcing either an activity (such as maintenance) or an entire function (such as traveler information)– Low-bid selection may be based on rates– Fixed price or time & material contracts– Can use incentives
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Contracting Considerations
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Selecting the Best Procurement Approach
Organizational Level•Experience•Resources•Personnel
Project Category•New or replace.•Size & complex.•Uniqueness
Characteristics Contracting Solutions
System Development Process
System Development Process
Procurement Package
Terms and Conditions
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Defining Organizational Level
CharacteristicImmature
OrganizationMature Organization
Personnel ExperiencePart time, personnel have no prior experience
Full time responsibility of experienced personnel
Organizational Experience
Never done it before Experienced with 1 or more complex projects
Organizational Structure
ITS responsibilities undefined
Single organizational unit responsible for all ITS
Resources No defined ITS budgetITS budget for systems and personnel
Management SupportModest mid-level support
Considered a priority by senior management
Expectations Not definedIncluded in agency’s planning process
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Defining Project Complexity
Characteristic Simple ProjectVery Complex
Project
Newness Off-the-shelf solutions Invention(s) needed
Scope Single function Multi-function system
Interfaces NoneBoth internal & external
Maturity Many similar systems Never been done
StabilityRequirements well defined
Not sure what is needed
InstitutionalBeing developed for single agency
Many agencies involved
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The Outputs
• Systems development process– Waterfall– Evolutionary– Spiral
• The procurement package• Lists of terms and conditions
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Time
Conceptof Operations
High LevelRequirements
DetailedRequirements
High LevelDesign
DetailedDesign
Implementation
Operations &Maintenance
SystemVerification
SubsystemVerification
Integration &Test
The Development Processes are Based on the Systems Engineering Life Cycle
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Systems Development Processes
• Waterfall – A linear process for well-defined programs including all the activities of the “V” diagram
• Evolutionary – Development of a project in a series of well defined phases in which the “V” diagram is repeated for each phase
• Spiral – Not certain of what is needed, so project development accompanied by much prototype development and many planning steps
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The Decision Process
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Initial Decisions – Step 1
Does the agency intend
to outsource?
Other services being procured.
Not covered by Decision Model.
Use consulting process
(procurement package #5)*
Start
No
Yes
Yes
Are traditional
consulting services being procured?
Yes No
No
Does the project
include a system development?
Use outsourcing process
(procurement package #6 or #7)*
Go To Step 2
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Decision Model
Step 2
Work Allocation
Step 4
Determine Agency
Step 3
Define Project
Categories
NO
YES
Send Individual Projects through
the Model
Step 5 Select
applicable systems
engineering process(es) &
candidate procurement package(s)
Step 6
Apply Differenti-
ators
Step 7
Package Assessment
and Final Selections
Step 8 Define
Contract Scope and Terms and Conditions
Schedule ConstraintsStart
End
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The Fundamental Activities of the Following Process
• Separate the project into individual contracts
• Determine project and agency characteristics
• Select procurement package• Apply discriminators to multiple
solutions• Confer with Contracts• Add terms and conditions
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Decision Model – Step 2
Step 2
Work Allocation
Step 4
Determine Agency
Step 3
Define Project
Categories
NO
YES
Send Individual Projects through
the Model
Step 5 Select
applicable systems
engineering process(es) &
candidate procurement package(s)
Step 6
Apply Differenti-
ators
Step 7
Package Assessment
and Final Selections
Step 8 Define
Contract Scope and Terms and Conditions
Schedule ConstraintsStart
End
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Initial Work Allocation (Step 2)• General rules:
– In general, it is best for all work to be contained in a single prime contract (exceptions noted below)
– Minimize interdependency of contractors (i.e. where one contractor depends on another contractor’s completion)
– Multiple contracts require increased project management resources
• Reasons to consider multiple prime contracts:– Significant software and systems development, but
largest dollar amount is in construction (i.e. systems contractor would not be prime under a single contract)
– Unlikely that a satisfactory prime contractor can be identified
– Significant outside expertise required
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Decision Model Step 3
Step 2
Work Allocation
Step 4
Determine Agency
Step 3
Define Project
Categories
NO
YES
Send Individual Projects through
the Model
Step 5 Select
applicable systems
engineering process(es) &
candidate procurement package(s)
Step 6
Apply Differenti-
ators
Step 7
Package Assessment
and Final Selections
Step 8 Define
Contract Scope and Terms and Conditions
Schedule ConstraintsStart
End
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Identify Project Category (Step 3)
Category 1
Category 2
Category 3
Category 4
Complexity
Cells of table contain description of the characteristic appropriate to each category
Development
Technologies
Interfaces
Evolution
Requirements
Risk
Examples
Example of Cell Content:“Primarily application of proven well-known technology. May include non-traditional use of existing technolog(ies)”
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Decision Model – Step 4
Step 2
Work Allocation
Step 4
Determine Agency
Step 3
Define Project
Categories
NO
YES
Send Individual Projects through
the Model
Step 5 Select
applicable systems
engineering process(es) &
candidate procurement package(s)
Step 6
Apply Differenti-
ators
Step 7
Package Assessment
and Final Selections
Step 8 Define
Contract Scope and Terms and Conditions
Schedule ConstraintsStart
End
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Select Organizational Levels (Step 4)
Level 1 Level 2 Level 3
Personnel
Cells of table contain description of the
characteristic appropriate to each category
Organizational Experience
Resources
Organization
Management Support
Expectations
Example of cell content:“Experience with at least one category 2 project or greater.”
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Decision Model – Step 5
Step 2
Work Allocation
Step 4
Determine Agency
Step 3
Define Project
Categories
NO
YES
Send Individual Projects through
the Model
Step 5 Select
applicable systems
engineering process(es) &
candidate procurement package(s)
Step 6
Apply Differenti-
ators
Step 7
Package Assessment
and Final Selections
Step 8 Define
Contract Scope and Terms and Conditions
Schedule ConstraintsStart
End
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The Decision Matrix (Step 5)Project Category Organizational Level
Level 1 Level 2 Level 3
1 – Low •Waterfall•SM or DB*
•Waterfall•Low Bid*, commodity, SM or DB
•Waterfall•Lob Bid, Commodity, SM or DB
2 – Moderately Complex
•Evolutionary•SM or DB*
•Waterfall or evolutionary•Low Bid*, SM or DB
•Waterfall or evolutionary•Low Bid, SM or DB
3 – Complex Not recommended •Evolutionary•SM or DB
•Evolutionary or spiral•SM or DB
4 – Extremely Complex
Not recommended •Evolutionary or spiral•SM or DB
•Evolutionary or spiral•SM or DB
Notes:First line is the systems engineering technique, second line is the procurement packageDB = Design-BuildSM = Systems Manager* - Consulting services should be used while project is underway
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Decision Model – Step 6
Step 2
Work Allocation
Step 4
Determine Agency
Step 3
Define Project
Categories
NO
YES
Send Individual Projects through
the Model
Step 5 Select
applicable systems
engineering process(es) &
candidate procurement package(s)
Step 6
Apply Differenti-
ators
Step 7
Package Assessment
and Final Selections
Step 8 Define
Contract Scope and Terms and Conditions
Schedule ConstraintsStart
End
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Procurement Differentiators (Step 6)
• Systems manager is preferred to design-build for significant new software development
• Design-build preferred over systems manager, only for major projects and when significant amounts of field construction are involved
• If project includes both new software and field construction, consider using multiple contracts
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Procurement Differentiators continued (Step 6)
• Low-bid contracting should only be used if:– Required by agency policy (rarely true)– Projects consist of field construction and off-
the-shelf equipment
• Commodity procurement applicable if an available packages do not require modification except for:– New software drivers for interface with
communications and field equipment– New database reflecting system configuration– New graphics (maps, etc.) for local
environment
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Impacts of Step 6 Decisions (Step 6 continued)
• Low-bid contract will require design consultant & low-bid contractor
• Systems manager contract will require low-bid contractors for field construction and field equipment supply
• Design-build contract will require design consultant and design-build contractor
• Commodity procurement may require systems integrator for system implementation and test
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Decision Model – Step 7
Step 2
Work Allocation
Step 4
Determine Agency
Step 3
Define Project
Categories
NO
YES
Send Individual Projects through
the Model
Step 5 Select
applicable systems
engineering process(es) &
candidate procurement package(s)
Step 6
Apply Differenti-
ators
Step 7
Package Assessment
and Final Selections
Step 8 Define
Contract Scope and Terms and Conditions
Schedule ConstraintsStart
End
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Considerations When Making the Final Decision – Step 7
• Involve the agency’s contracts personnel (They should have been involved from the beginning)
• Compatibility with the systems engineering and project management principles
• Agency’s relative familiarity with the recommended alternatives
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Decision Model – Step 8
Step 2
Work Allocation
Step 4
Determine Agency
Step 3
Define Project
Categories
NO
YES
Send Individual Projects through
the Model
Step 5 Select
applicable systems
engineering process(es) &
candidate procurement package(s)
Step 6
Apply Differenti-
ators
Step 7
Package Assessment
and Final Selections
Step 8 Define
Contract Scope and Terms and Conditions
Schedule ConstraintsStart
End
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It is Then Necessary to Define Terms and Conditions
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Contract Terms and Conditions (Step 8)
• Some are common to all procurement packages, others are unique for each package
• Requires contracting expertise• To a certain extent, by state law,
agency policies, and federal law• Defined by the NCHRP documentation
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Sample Terms and Conditions (Step 8)
Commodity Supplier Terms and Conditions
Low-Bid Contractor with Design Consultant
Systems ManagerDesign-Build
Contractor with Design Consultant
Consultant Outsourcing Agency Activity
Outsourcing Agency Function
Contractor Inspection Requirements
Design within Funding Limitation
Negotiation Negotiation Negotiation Negotiation Negotiation
Inspection of Supplies Redesign Responsibility for Design Errors or Deficiencies
Commercial Computer Software Restricted
Design within Funding Limitations
Notice of Cost Comparison
Fixed Fee Fixed Fee
Option for Increased Quantity
Deficiencies Rights Redesign Responsibility for Design Errors
Allowable Costs and Payment
Incentive Fee Incentive Fee
Ordering Fixed Price Fixed Fee Work Oversight Fixed Fee Work Oversight Work Oversight
Definite Quantity Incentive Fee Incentive Fee Suspension of Work Incentive Fee Execution and Commencement of Work
Execution and Commencement of Work
Indefinite Quantity Performance/Payment Bond
Rights in Data Fixed Fee Performance Based Payments
Performance/Payment Bond
Performance/Payment Bond
Brand Name of Equal Allowable Costs and Payment
Incentive Fee Delivery Orders (Task Orders)
Allowable Costs and Payment
Allowable Costs
Performance/Payment Bond
Performance Based Payments
Execution and Commencement of Work
Specifications Performance Based Payments
Modifications
Delivery Orders (task orders)
Performance/Payment Bond
Delays and Extensions of Time
Modifications Rights in Data
Specifications Specifications and Drawings
Modifications Rights in Data
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Summary of the Seven Steps to Implementing the Process
Step (1) Initial Decisions
Step (2) Allocate the work
Step (3) Select project category
Step (4) Determine agency level
Step (5) Using organizational levels and categories, select Procurement Package(s) for each project
Step (6) Apply procurement differentiators to make final selection
Step (7) Make final selection
Step (8) Define contract terms and conditions
Contract process is complete
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Key to a Successful Procurement
• Procurement approach is dependent on project type and agency capabilities
• We’ve always done it that way is not a good excuse
• The right procurement approach may not guarantee success, but the wrong approach will guarantee failure
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For More Information
• http://www.citeconsortium.org on home page under highlights, select “Guide to Contracting ITS Projects” to access web-based step-by-step selection process
• http://www.pcb.its.dot.gov/Catalogs/ITSCurriculum.htm for courses on ITS procurement, systems engineering and project management