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Performance Based Studies Research Group www.pbsrg.com State of Oklahoma Risk Management Training.

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Presentation on theme: "Performance Based Studies Research Group www.pbsrg.com State of Oklahoma Risk Management Training."— Presentation transcript:

1 Performance Based Studies Research Group State of Oklahoma Risk Management Training

2 State of Oklahoma Strategic Plan Compete based on value (proven performance and expertise) Transfer risk and control to vendor Minimize client decision making, directives, and control Vendor writes majority of the contract Vendor manages contract Measurement, measurement, measurement

3 State Vendor Expectations Proactive and Accountable –Vendor has control –Focus on risk in the seams –Risk – Plans to minimize risk – impact – customer satisfaction –Performance measurement – uses dominate information –Performance information/risk identification disengages the bureaucracy Win-Win –Vendors success is just as important as States success –Goal alignment No contract – Vendor writes their own –Vendor has control –Contract is a guide –If we have to go to the contract then everyone has already lost –Should never have to go the contract

4 Filter 1 Registration: Past Perf. Info. Filter 2 Scope RAVA plan Filter 4 Best Value Prioritization Filter 5 Pre-planning Phase: WR and Scope Filter 6 Weekly Report & Post-Rating Time Filter 3 Interviews High Low 2009 State of Oklahoma Consultant/CM Selection and Risk Management Process Award Shortlist Criteria: RAVA Tech. PPI Qual. Criteria: Interview RAVA PPI Qual. Identify BV

5 Solicitation Response Requirements Requirements for Consultants –Turn in DCS/CAP Form 254BV and 255 –Past Performance Information (Found in 254BV) –RAVA Plan (M100BV) –Technical Scope (M100BV) –Statement from Firm to commence work immediately upon selection. Requirements for Construction Managers –DCS/CAP Form A305CMBV –Past Performance Information (Found in A305CMBV) –RAVA plan (M200BV) –Technical Scope (M200BV) –Statement from Firm to commence work immediately upon selection.

6 Requirements on Competing Firms More or less time invested on a project? More or less detail? Risk they control or do not control? Dominant differential or technical qualifications? Risk minimization done when? More risky approach or conservative control?

7 Industry Structure High I. Price Based II. Value Based IV. Unstable Market III. Negotiated-Bid Specifications, standards and qualification based Management & Inspection Best Value (Performance and price measurements) Quality control Competition Performance Low High Owner selects vendor Negotiates with vendor Vendor performs Best Value is best predictable performance Award is based on subjective minimum which has to be enforced

8 High Low Performance Owners The lowest possible quality that I want Contractors The highest possible value that you will get Minimum Problem with Priced Based Systems: proliferates decision making High Low Performance Maximum

9 Performance High Low Risk High Low Impact of Minimum Standards Blind vs Visionary Contractor 1 Contractor 2 Contractor 3 Contractor 4 Contractor 1 Contractor 2 Contractor 3 Contractor 4 Performance High Low Risk High Low Decision making: what is the minimum standard, and do all contractors meet the minimum standards

10 What is Dominant Information It is simple It is accurate There is minimized information It stands out It minimizes everyones decision making It is easy to get, print out, someone has it very handy It predicts the future outcome It makes it clear among many parties

11 Not Dominant

12 Dominant Information is Not Technical And that's what verbose and hyper technical writing does - it wastes our time… As the legal jargon spreads across investor communications like weeds in a garden, increasingly the investors just stop reading it - Christopher Cox (Former California Republican Congressman)

13 Dominant vs Non-Dominant Roof material is high performing: –Tensile strength is 800 PSI –Elongation is 300% –Tear strength is 400 lbs –Xenon testing: 10,000 hrs Roof material has been installed and is performing: –65 Customer Responses –Average Roof Age: 25 years –Percent Not Leaking: 99% –Customer Satisfaction: 9.8 Non Dominant Dominant

14 Traditional PM vs. New PM Model Risks Control Dont Control Me & Them Us Risks Control Dont Control

15 What is the difference? Do designers spend more time in reacting to bureaucracy or doing a good technical job?

16 Initial conditions Final conditions Traditional Management Time Laws Risk is deviation from expected measurements D D M&C

17 Initial conditions Final conditions When do we determine the expectation so we can measure performance? Time Laws Risk is deviation from expected measurements M MM M

18 Design Intent Scope Cost Est. Baseline $ Re-Scope w/Modifications Final Design CMAR Best Practices Contractor Designer 0%30%60%100% Bonding capacity

19 Past Performance Surveys/ Past Performance Sheet Design Firm Past Client State of Oklahoma Mail survey back to Design Firm Compiles Information /Fax Survey Call To Verify Design Firm compiles and sends surveys and past performance sheet back to State

20 Risk Assessment and Value Added Plan (RAVA) The Risk Assessment and Value Added (RAVA) Plan consists of two piecesThe Risk Assessment and Value Added (RAVA) Plan consists of two pieces –The Risk Assessment –The Value Added The Risk Assessment section is used to identify high performing vendors that can:The Risk Assessment section is used to identify high performing vendors that can: –Identify and minimize risk before the service has started –Deliver plan to minimize risk during the life of the service. The RA Plan should clearly address the following items:The RA Plan should clearly address the following items: –List and prioritize major risk items (areas that may cause the service not to meet the expectations of the Government). –Each vendor should focus on risks it does not control and –Explain how the vendor will minimize the risk.

21 RAVA Plan Rated Blind The RAVA Plan must NOT exceed 2 pages.The RAVA Plan must NOT exceed 2 pages. The RAVA Plan must not have ANY NAMES (such as vendor or manufacturer names, personnel names, project names, product names, or company letterhead)The RAVA Plan must not have ANY NAMES (such as vendor or manufacturer names, personnel names, project names, product names, or company letterhead) Do NOT include brochures, marketing information, or product names!Do NOT include brochures, marketing information, or product names! The RAVA Plans will be evaluated blind in order to minimize any bias.The RAVA Plans will be evaluated blind in order to minimize any bias.

22 Value Added Differentiation Answer the questions: What value do I bring that differentiates me from my competitors?Answer the questions: What value do I bring that differentiates me from my competitors? The Value Added Differentiation section of the RAVA Plan is to allow a vendor to:The Value Added Differentiation section of the RAVA Plan is to allow a vendor to: –Show how it will add value (that its competitors cannot) –The impact of that value in simple, provable terms –How the value added will be measured – must have an impact on dollars, time, and/or satisfaction of the Government Marketing material is worthless and will negatively impact scoresMarketing material is worthless and will negatively impact scores Value Added is where vendors provide great ideasValue Added is where vendors provide great ideas

23 Scope Will be rated in relative fashion Conservative plan on how the work will be done If other options are available, they will be considered along with the risk 30,000 foot level description Final design description Milestone schedule

24 Consultants should separate the requirement from the risk Propose the vision that they can do with minimial risk Propose to immediately analyze any potentially risky options in the beginning of the design contract Only pursue risky options if there is dominant information that justifies the perceived risk Cost should be based on vision and requirements Makes all other parties accountable and gives control of the design back to the design professional

25 How The Submittal Process Works Submittal Evaluation Members Proposal Form (1 page) Proposal Form & Other Documentation Proposal Form (1 page) RAVA and Tech. Prop. (2 Pages Each) Average Score Contracting Officer Contracting Officer

26 Interviews The following individual will be interviewed for ConsultantsThe following individual will be interviewed for Consultants –Project Manager –Lead Designer The following individuals will be interviewed for CMsThe following individuals will be interviewed for CMs –Project Manager –One other person performing work on the project All interviews will be individual (20mins. Per individual)All interviews will be individual (20mins. Per individual) No bait and switchNo bait and switch

27 Differences in new system Provide past performance information (PPI) from references PPI on organization and critical components Submittals (scope and RAVA plan) will be two pages each –One additional page for milestone schedule Interview will be with the project manager –How do you know you can do it –How are you doing it –How are you taking control of the project and minimizing risk and decision making of client –How did you pick your engineering subvendors

28 28 50% Modification

29 29 Final Rating After the project is complete, the client will evaluate the project. The Final Rating will be heavily impacted by: –Change orders –Project delays –Poor quality –Owner surprises –Complaints –Ability to submit accurate and timely weekly reports In Best-Value Procurement, the vendors goal is to get a high rating in order to stay competitive.

30 For Information and Questions Please Contact: Bill Harrell at and cc: Jacob Kashiwagi at


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