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Contract Performance Assessment Report Project Manager Training Course.

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Presentation on theme: "Contract Performance Assessment Report Project Manager Training Course."— Presentation transcript:

1 Contract Performance Assessment Report Project Manager Training Course

2 What you will need… Contract Performance Assessment Report Contract Performance Assessment Report CPAR Evaluation Areas CPAR Evaluation Areas Notepad and pencil Notepad and pencil Please allow 1 hour for this training. Please allow 1 hour for this training.

3 What is a CPAR? Designed by the Department of Defense as a method of collecting meaningful information on contract performance, the CPAR is an annual assessment tool used to evaluate the effectiveness and improvement capacity of contractors. Designed by the Department of Defense as a method of collecting meaningful information on contract performance, the CPAR is an annual assessment tool used to evaluate the effectiveness and improvement capacity of contractors. Official CPAR information is cataloged for research by potential customers. Official CPAR information is cataloged for research by potential customers.

4 Why use the CPAR? Establishing clear communication lines and bringing both the client and LAI to the same place of understanding on performance only serves to improve the relationship and quality of product provided. Establishing clear communication lines and bringing both the client and LAI to the same place of understanding on performance only serves to improve the relationship and quality of product provided. Creating annual reviews assists in the creation of Past Performance documents for future contract proposal bid packages. Creating annual reviews assists in the creation of Past Performance documents for future contract proposal bid packages.

5 Why use the CPAR? There are a number of formats for contract evaluation in use by various government agencies; however, the CPAR takes the most holistic approach to assessment, allows for both narrative and numerical ratings, and is suggested to be one of the industry standards in coming years. There are a number of formats for contract evaluation in use by various government agencies; however, the CPAR takes the most holistic approach to assessment, allows for both narrative and numerical ratings, and is suggested to be one of the industry standards in coming years.

6 Uses for the CPAR Internally, CPARs will be included in the rating process of PMs on the Project Manager scorecard, used to evaluate overall contract performance in general, and used to compile past performance information. Internally, CPARs will be included in the rating process of PMs on the Project Manager scorecard, used to evaluate overall contract performance in general, and used to compile past performance information. Externally, the CPAR will be used as a communication tool and differentiator, demonstrating LAIs commitment to quality. Externally, the CPAR will be used as a communication tool and differentiator, demonstrating LAIs commitment to quality.

7 Completing CPARs CPARs will be completed for signature by the CO/COR at the conclusion of each contract year; however, PMs are asked to keep a running CPAR for review quarterly along with the PM Scorecard. CPARs will be completed for signature by the CO/COR at the conclusion of each contract year; however, PMs are asked to keep a running CPAR for review quarterly along with the PM Scorecard. At the conclusion of a contract, a CPAR will be completed summing the contract in its entirety. At the conclusion of a contract, a CPAR will be completed summing the contract in its entirety.

8 Completing CPARs The PM will complete the narrative portion of the CPAR. Narratives should be written to demonstrate the work completed and aspire to the highest rating possible. The PM will complete the narrative portion of the CPAR. Narratives should be written to demonstrate the work completed and aspire to the highest rating possible. The written narrative will be reviewed by headquarters and then presented, by the PM, to headquarters and then presented to the CO/COR. The written narrative will be reviewed by headquarters and then presented, by the PM, to headquarters and then presented to the CO/COR. The CO/COR will provide rating for each section using the numerical rating system and will be allowed to make any revisions desired on the narratives. The CO/COR will provide rating for each section using the numerical rating system and will be allowed to make any revisions desired on the narratives.

9 Completing CPARs Once both the CO/COR and the PM agree on the narratives (which should reflect why a numerical rating was selected), both sign the document. Once both the CO/COR and the PM agree on the narratives (which should reflect why a numerical rating was selected), both sign the document. One copy of the CPAR is given to the client, one copy filed with the contract, and one copy included in the PMs personnel file for annual evaluation purposes. One copy of the CPAR is given to the client, one copy filed with the contract, and one copy included in the PMs personnel file for annual evaluation purposes.

10 How To Begin by filling out the identification information on the CPAR. Begin by filling out the identification information on the CPAR. The Contract Effort Description section is important for two reasons. The Contract Effort Description section is important for two reasons. First, it is a succinct understanding of the scope of the contract without restating the SOW. First, it is a succinct understanding of the scope of the contract without restating the SOW. Second, by signing this document, the PM and the CO/COR affirm that this is their understanding of the scope on which expectations are based for the contract. Second, by signing this document, the PM and the CO/COR affirm that this is their understanding of the scope on which expectations are based for the contract.

11 Areas of Assessment The CPAR is broken into 6 sections based directly on the DoD version. The CPAR is broken into 6 sections based directly on the DoD version. Quality of Product or Service Quality of Product or Service Schedule Schedule Cost Control Cost Control Business Relations Business Relations Management of Key Personnel Management of Key Personnel Utilization of Small Business Utilization of Small Business

12 Rating System Each assessment area includes a narrative description of the work completed during the assessment period and a quality rating of that work on a five point scale. Each assessment area includes a narrative description of the work completed during the assessment period and a quality rating of that work on a five point scale. 1Inadequate Performance 1Inadequate Performance 2Needs Improvement 2Needs Improvement 3Fulfills Requirements 3Fulfills Requirements 4Exceeds Requirements 4Exceeds Requirements 5Superior Performance 5Superior Performance

13 Quality of Product or Service Each contract has specific deliverables; their qualities are rated in this section. Each contract has specific deliverables; their qualities are rated in this section. Only the quality of the deliverables should be assessedperipheral items like timeliness and staff are included in other sections. Only the quality of the deliverables should be assessedperipheral items like timeliness and staff are included in other sections. The narrative should describe efforts made to provide and the quality of deliverables. The narrative should describe efforts made to provide and the quality of deliverables.

14 Quality of Product or Service 5Superior Performance: deliverables exceed expectations and have been provided in a manner that created greater efficiency. 5Superior Performance: deliverables exceed expectations and have been provided in a manner that created greater efficiency. 4Exceeds Requirements: deliverables are provided at a quality higher than stipulated by the contract and the expectations of the CO/COR. 4Exceeds Requirements: deliverables are provided at a quality higher than stipulated by the contract and the expectations of the CO/COR.

15 Quality of Product or Service 3Fulfills Requirements: deliverables meet the guidelines/standards set forth in the contract. 3Fulfills Requirements: deliverables meet the guidelines/standards set forth in the contract. 2Need Improvement: deliverables are not meeting the quality standard dictated by the contract, but are being delivered. 2Need Improvement: deliverables are not meeting the quality standard dictated by the contract, but are being delivered. 1Inadequate Performance: deliverables are unacceptable and have to be reworked. 1Inadequate Performance: deliverables are unacceptable and have to be reworked.

16 Schedule This section assesses the timeliness deliverables and the overall adherence to milestones established in the project management plan. This section assesses the timeliness deliverables and the overall adherence to milestones established in the project management plan. Deviations from timelines occur regularly, but they should be documented and approved by the client. Deviations from timelines occur regularly, but they should be documented and approved by the client. The narrative for this assessment should note achieved and missed milestones and whether they were completed before, on, or after deadlines. The narrative for this assessment should note achieved and missed milestones and whether they were completed before, on, or after deadlines.

17 Schedule 5Superior Performance: Deliverables and milestones are completed well ahead of deadlines established by the CO/COR or project management plan. 5Superior Performance: Deliverables and milestones are completed well ahead of deadlines established by the CO/COR or project management plan. 4Exceeds Requirements: Deliverables and milestones are completed in a timely manner, often before deadlines. 4Exceeds Requirements: Deliverables and milestones are completed in a timely manner, often before deadlines.

18 Schedule 3Fulfills Requirements: Deliverables and milestones are completed on time as outlined by the CO/COR and the project management plan. 3Fulfills Requirements: Deliverables and milestones are completed on time as outlined by the CO/COR and the project management plan. 2Needs Improvement: Many deadlines are met, but often work is late or incomplete. 2Needs Improvement: Many deadlines are met, but often work is late or incomplete. 1Inadequate: LAI is unable to meet deadlines and milestones as established. 1Inadequate: LAI is unable to meet deadlines and milestones as established.

19 Cost Control Both the contract and project management plan outline spending in various capacities, this section assesses the PMs/LAIs ability to maintain low costs or to provide ample documentation justifying overages. Both the contract and project management plan outline spending in various capacities, this section assesses the PMs/LAIs ability to maintain low costs or to provide ample documentation justifying overages. The ability to save money through thrifty spending differentiates LAI from other contractors and is vitally important to clients. The ability to save money through thrifty spending differentiates LAI from other contractors and is vitally important to clients. The narrative should describe special costs saving efforts implemented in the assessment period. The narrative should describe special costs saving efforts implemented in the assessment period.

20 Cost Control 5Superior Performance: Contract work is accomplished frequently under budget. 5Superior Performance: Contract work is accomplished frequently under budget. 4Exceeds Requirements: Contract work is completed to established budget parameters, occasionally at costs less than those budgeted. 4Exceeds Requirements: Contract work is completed to established budget parameters, occasionally at costs less than those budgeted. 3Fulfills Requirements: Contract work is completed at established cost parameters. 3Fulfills Requirements: Contract work is completed at established cost parameters.

21 Cost Control 2Needs Improvement: Contract work is completed, but occasionally exceeds budget. 2Needs Improvement: Contract work is completed, but occasionally exceeds budget. 1Inadequate Performance: Contract work is completed, frequently exceeding budgeted amounts. 1Inadequate Performance: Contract work is completed, frequently exceeding budgeted amounts.

22 Business Relations This section assesses LAIs professional attitude in all of its dealings, whether with the client/client staff, other contracts, or prime/subcontractors. This section assesses LAIs professional attitude in all of its dealings, whether with the client/client staff, other contracts, or prime/subcontractors. In addition, the PMs ability to render adequate, accurate, and timely reports (progress, financial, etc.) is assessed. In addition, the PMs ability to render adequate, accurate, and timely reports (progress, financial, etc.) is assessed. The narrative for the section should include any accolades/issues that have come from the performance of LAI staff. The narrative for the section should include any accolades/issues that have come from the performance of LAI staff.

23 Business Relations 5Superior Performance: LAI exudes professionalism, collegiality, and collaboration in all of its interchanges. All reported information is accurate and thorough. 5Superior Performance: LAI exudes professionalism, collegiality, and collaboration in all of its interchanges. All reported information is accurate and thorough. 4Exceeds Requirements: LAI exudes professionalism and submits accurate and thorough reports in a very timely manner. 4Exceeds Requirements: LAI exudes professionalism and submits accurate and thorough reports in a very timely manner.

24 Business Relations 3Fulfills Requirements: LAI interacts well with those it encounters and meets the requirements established for reporting. 3Fulfills Requirements: LAI interacts well with those it encounters and meets the requirements established for reporting. 2Needs Improvement: LAI presents a nonchalant attitude and sometimes has to correct reported information. 2Needs Improvement: LAI presents a nonchalant attitude and sometimes has to correct reported information. 1Inadequate Performance: LAIs demeanor is unapproachable and reports are frequently inaccurate. 1Inadequate Performance: LAIs demeanor is unapproachable and reports are frequently inaccurate.

25 Management of Key Personnel The PMs role as manager of staff is evaluated by HQ, but the CO/COR has a greater day-to- day interaction to evaluate performance. This section allows the CO/COR to rate the PMs skills. The PMs role as manager of staff is evaluated by HQ, but the CO/COR has a greater day-to- day interaction to evaluate performance. This section allows the CO/COR to rate the PMs skills. The narrative section allows the PM to complete a brief self-assessmentcaution this is one area where folks are less objective and either are too hard or too soft on themselves! The narrative section allows the PM to complete a brief self-assessmentcaution this is one area where folks are less objective and either are too hard or too soft on themselves!

26 Management of Key Personnel 5Superior Performance: Exceeds expectations for the role of PM, accomplishing all work in a timely manner, well directing staff. 5Superior Performance: Exceeds expectations for the role of PM, accomplishing all work in a timely manner, well directing staff. 4Exceeds Requirements: Directs staff well and occasionally goes above and beyond to assist the client. 4Exceeds Requirements: Directs staff well and occasionally goes above and beyond to assist the client.

27 Management of Key Personnel 3Fulfills Requirements: Adequately meets the expectations of the client and manages staff well. 3Fulfills Requirements: Adequately meets the expectations of the client and manages staff well. 2Needs Improvement: Does not always meet client expectations and has managerial issues with staff. 2Needs Improvement: Does not always meet client expectations and has managerial issues with staff. 1Inadequate Performance: Is unable to complete tasks to the clients satisfaction and has little control over assigned staff. 1Inadequate Performance: Is unable to complete tasks to the clients satisfaction and has little control over assigned staff.

28 Utilization of Small Business LAI is a small business. So, when accomplishing a contract without the assistance of subcontractors of other teaming partners, fulfills the requirements of this assessment. LAI is a small business. So, when accomplishing a contract without the assistance of subcontractors of other teaming partners, fulfills the requirements of this assessment. This section allows the CO/COR to assess how LAI leverages its teaming partners and subcontractors, as well as its ability to identify small businesses for these positions. This section allows the CO/COR to assess how LAI leverages its teaming partners and subcontractors, as well as its ability to identify small businesses for these positions.

29 Utilization of Small Business 5Superior Performance: LAI uses it contracts to seek and develop other small businesses in a manner beneficial to the client. LAI works well with the teaming partners and subcontracts with whom it currently has agreements. 5Superior Performance: LAI uses it contracts to seek and develop other small businesses in a manner beneficial to the client. LAI works well with the teaming partners and subcontracts with whom it currently has agreements. 4Exceeds Requirements: LAI contracts, when possible, with small businesses and works well with current partners. 4Exceeds Requirements: LAI contracts, when possible, with small businesses and works well with current partners.

30 Utilization of Small Business 3Fulfills Requirements: LAI works well with its current teaming partners and subcontractors. 3Fulfills Requirements: LAI works well with its current teaming partners and subcontractors. 2Needs Improvement: LAI demonstrates difficulty in producing deliverables through its teaming partners and subcontracts. 2Needs Improvement: LAI demonstrates difficulty in producing deliverables through its teaming partners and subcontracts. 1Inadequate Performance: LAIs partnerships are dysfunctional. 1Inadequate Performance: LAIs partnerships are dysfunctional.

31 Other? Specific contracts may denote the need for an additional section or sections of assessment in the CPAR. Specific contracts may denote the need for an additional section or sections of assessment in the CPAR. If other sections are used, when the contract commences the PM and CO/COR should establish rating parameters. If other sections are used, when the contract commences the PM and CO/COR should establish rating parameters. Generally, to provide a universal application, it is advised to avoid additional assessment sections. Generally, to provide a universal application, it is advised to avoid additional assessment sections.

32 Signatures The PM is required to sign the CPAR as an affirmation of the information included therein. The assessment is a reflection on both LAI and the PM and will be used in annual evaluations. The PM is required to sign the CPAR as an affirmation of the information included therein. The assessment is a reflection on both LAI and the PM and will be used in annual evaluations. The CO/CORs signature on the CPAR confirms that clients understanding of LAIs performance and establishes both a historical record and thermometer for client satisfaction. The CO/CORs signature on the CPAR confirms that clients understanding of LAIs performance and establishes both a historical record and thermometer for client satisfaction.

33 CPAR Strategy To make sure that all significant events within an assessment period are included in the CPAR, PMs should update the document regularly (quarterly at a minimum). To make sure that all significant events within an assessment period are included in the CPAR, PMs should update the document regularly (quarterly at a minimum). The running CPAR does not need to be written like the final product but simply include bullets for accomplishments and shortcomings. The running CPAR does not need to be written like the final product but simply include bullets for accomplishments and shortcomings.

34 CPAR Strategy Demonstrating improvement over time is appealing to both LAI and the client. While no PM should receive ratings less than Fulfills Requirements, it is unrealistic to receive Superiors in all assessment areas when completing the narrative. Demonstrating improvement over time is appealing to both LAI and the client. While no PM should receive ratings less than Fulfills Requirements, it is unrealistic to receive Superiors in all assessment areas when completing the narrative. Over the period of the contract, CPARs with continual improvements reflect LAIs dedication to quality improvement and demonstrate a greater understanding of the clients directives. Over the period of the contract, CPARs with continual improvements reflect LAIs dedication to quality improvement and demonstrate a greater understanding of the clients directives.

35 CPAR Strategy No PM should deliberately under value the accomplishments made on a contract, but should be very critical of performance to realistically portray the state of the contract in the CPAR. No PM should deliberately under value the accomplishments made on a contract, but should be very critical of performance to realistically portray the state of the contract in the CPAR. Establishing a willingness to be critical of ones self builds rapport and trust with the client while increasing contract quality. Establishing a willingness to be critical of ones self builds rapport and trust with the client while increasing contract quality.

36 CPAR Strategy Having historical information from each contract year that demonstrates performance as agreed upon by the CO/COR and LAI provides negotiating tools for contract disputes, extensions, and renewals. Having historical information from each contract year that demonstrates performance as agreed upon by the CO/COR and LAI provides negotiating tools for contract disputes, extensions, and renewals. Creating an aggressive quality assurance program differentiates LAI from its competitors. Creating an aggressive quality assurance program differentiates LAI from its competitors.

37 CPAR Strategy A PM who can critically evaluate the progress of his/her contract in an objective manner is capable of identifying areas for improvement, which creates cost savings and greater efficiency. A PM who can critically evaluate the progress of his/her contract in an objective manner is capable of identifying areas for improvement, which creates cost savings and greater efficiency.

38 Conclusion A running CPAR should be updated at a minimum on a quarterly basis. A running CPAR should be updated at a minimum on a quarterly basis. CPARs should be completed at the conclusion of the contract year and signed by both the CO/COR and the PM. CPARs should be completed at the conclusion of the contract year and signed by both the CO/COR and the PM. CPARs will be used as evaluation tools for PM performance, as well as indicators of contract status. CPARs will be used as evaluation tools for PM performance, as well as indicators of contract status.


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