Presentation on theme: "Welcome to Advanced Statement of Work Writing"— Presentation transcript:
1 Welcome to Advanced Statement of Work Writing Please…Sign the class roster, fill out a tent card, pick up a handout, and help yourself to snacks on the back tableFind an available computer station and adjust the chair and computer monitor to your comfort levelSilence your cell phone, blackberry, pager, etc.
2 Advanced Statement of Work Writing Developed and presented byTara Anderson and Mary WandellODOT Procurement OfficeJune 21, 2011Welcome everyone. Thank them for coming.Introductions:Introduce myself and Tara.Participants introduce themselves:Who you arewhere you workcurrent procurement functionsBe sure to sign the training roster.
3 Training Outline Training Overview Review of Basics Getting Started Project Description and OverviewIdentifying Tasks and DeliverablesDeveloping Tasks and DeliverablesScheduleAssessing and Managing RiskToday will be a very hands-on experience of developing a Statement of WorkWe’ll cover different components of Statement of Work writingStarting with defining purpose and parameters for the contractWorking down to the details of writing tasks and deliverables andConsider various approaches to the scheduleFinishing with assessing risk and considering ways to manage it
4 Training Approach Cover concepts Writing exercise – draft from scratch Share examples of draftsIdentify strengths and weaknessesDiscuss improvements for draftTara and I will cover conceptsComputer set up so what’s on our computer is on one of your screensWriting exerciseother screen has Word doc for doing the writing activitiesPlease do not work on the writing activities during the information sharing sections of the trainingTara and I will bring up some of your draftsreview drafts to identify strengths and weaknessesdiscuss suggestions for improvement
5 Activity Expectations Let’s all learn from each otherWe do not expect you to draft perfect examples in classWe're counting on problems with the draftsprovides opportunities to practice review skills to reinforce strengths, identify weaknesses, discuss risks, and propose suggestions for improving the draftTara and I are as much facilitators during this training as instructors; this is an opportunity for all of us to learn from each other.We do not expect you to draft perfect examples.Even under the best of conditions, there is no perfect document!We’ll have a time limit – it’s possible you may not be finished. We’ll review what you have.Draft as good a document as you can under the circumstances.When we review the drafts, it may feel like we’re picking it apart. Please don’t take it personally. We know it’s not your best work.Reviewing the draft as a group helps everyone fine tune their ability to see problems or potential problems and be able to respond with modifications or a different approach that is more likely to result in you getting the outcome you need.
6 Discussion Expectations Focus on the draft, not the drafterKeep your comments objectiveAsk questionsShare suggestionsLet’s have fun!!So… as we go through the group review of your drafts, PLEASE…Be kind and considerate to yourself and othersBe courageous and speak up if something is unclear or you have an idea to shareThis has potential of becoming a very intense experience, so let’s all keep a positive attitude and have fun.
7 Review of BasicsMost, if not all of you attended the Statement of Work for Personal Services Contracts in which we discussed basics about SOW.
8 Covered in the Basics Class Scope of Work vs. Statement of Work (SOW)When SOW is usedAudience for SOWLegal sufficiency requirementsWhat is a well-written SOWSOW review and approval processWe covered a lot of different topic areas.
9 Covered in the Basics Class SOW Writing StyleClear LanguageClear AuthorityWell OrganizedIt’s ODOT’s contract!Components of SOWTasksDeliverablesScheduleToday we’re going to apply this information that was covered in the basic’s classHopefully you brought your handout binders from the basics class.Feel free to refer back to it, especially the Writing Style section.If you don’t have a binder, we have some extra copies of some of the handouts.
10 Covered in the Basics Class SOW TemplatesRiskAssessing RiskLegal Requirement vs. Business DecisionIndependent ContractorWe will not be using a SOW template. Instead, we will be using the Activity documents.We will be assessing risk as we review the drafts, including risk of employee-employer instead of independent contractor relationship.
11 Back to the BasicsHow much do you remember from the basics Statement of Work class?Pop Quiz!So, let’s get our minds prepped to spend today thinking in procurement terms.
12 Getting Started SOW That Way This Way Good job on the quiz. Now let’s get started.SOW
13 What is “Done”? Begin with the end in mind What need is being addressed?What’s the desired final outcome?Who will it serve?Public?Legislation?ODOT “__________” section?ODOT Director?Most likely we’re contracting for services because we have a need and…we doesn’t have the expertiseor we don’t have the resources to meet the need ourselvesSometimes we know exactly what needs to be done to meet our needSometimes we know there’s a problem, and we have an idea of what outcome we’d want, but we don’t know the solutionRegardless… when developing the concepts for your Statement of Work start with the end in mind – What is “Done”Who will it serve…Stakeholders can help define “done” by how it meets their needs
14 “Done” continued“Done” is the final tangible product ODOT will have at the end of the contractWhat ODOT is ultimately paying forDescribe what “Done” must:look likeperform likecontainInclude standards that “Done” must meetDone is the end result or outcome – it’s why we have a contract.It’s not the details of how we get there.We need to be a clear as possible about what end tangible product ODOT wants at the end of the contract.Though ODOT is paying for the work being performed or the expertise of the consultant, in the end it is the tangible product that shows the work was completed.Example of Done:Landscape design – you don’t know what the landscape will look like when finished, but you know you want design plans that are detailed enough to buy the materials and put it all together.QA analysis report for ABC project – performed quarterly.Phased SOW – don’t know the work beyond the first phase. First phase of the SOW is tell us what we need. Done is – we need a resolution to a problem so that we can do X.
15 SOW Options What SOW options best meets your project needs? Performance-based; focuses on outcomeDeliverables-basedRecurring ServicesService Level Agreement (SLA)Phased approachHybridHere’s a review of options (or approaches) to a SOWWe’re going to go into more detail about when to use each one.
16 Deliverables-based SOW Used for:Projects with easy to define “Done”Can identify majority of steps to get to “Done”Advantages:Good for developing and maintaining independent contractor business relationshipDisadvantages:Requires fair amount of expertise about services and deliverables to be completedDeliverables-based SOWCommonly used when contractor is:Analyzing something and providing recommendations (Done could be the recommendation)Developing something (Done could be the completed thing that was developed)Implementing something (Done could be successful implementation)Done could be the final solution meets ODOT’s need! (It took the recommendation, development and implementation to get there.)ADVANTAGES:The focus during contract administration is… do the deliverables meet the requirements?Most important is to identify appropriate deliverables and requirementsFew or no requirements on HOW contractor will do the work.DISADVANTAGES:When we don’t have the expertise to determine what needs to be done, we have to rely heavily on contractor’s expertise to write a Statement of Work.
17 Recurring Services SOW Used for:Services that are repeated each month. Examples are Program Manager and system maintenanceAdvantages:Easy to structure and administerDisadvantages:This method is harder to mitigate the independent contractor vs. employee concernsRecurring ServicesUsed when tasks are repetitiveADVANTAGES:SOW defines tasks, activities and deliverables that are repeated for various situations.DISADVANTAGES:Harder to mitigate for independent contractor vs. employee concernsExamples:Project Manager –responsible for managing a project to successful completionDeliverables are monthly reports, forms or plans as necessary, performance of management servicesExample from Highway project delivery - Traffic study on intersectionsSame activities and deliverablesRepeated for difference intersections
18 Service Level Agreement (SLA) Used for:Services required to maintain a level of functionalityAdvantages:Not required to define specific tasks or deliverablesEmphasis is on functionality requirementsDisadvantages:Only appropriate for maintaining existing systemsService Level Agreements (SLA)USED FOR:Examples: SLA for maintenance of software or printers. Software must meet standards. We report problems; they must respond and fix the problem within required limits or potential to suffer reduction in payment for not meeting minimum functionality requirements.ADVANTAGES:Also good for establishing and maintaining independent contractor status. We don’t tell them how to do their work.Emphasis is on does the software or do the printers meet the standards and requirements for functionality. Are fixes completed within the required response limits?DISADVANTAGES:Limit applicability.
19 Phased Approach Used for: Advantages: Disadvantages: Deliverables-based SOW, especially for projects of long duration and complex projects with unknown steps or undefined approachAdvantages:Develop SOW for known phase of work – add SOW for new phases as project progressesDisadvantages:Requires time and effort for SOW development and approval for each new phasePhased Approach:USED FOR:Projects when the initial work is known and it’s expected that future work will be more clear to define as the project progresses.Project could be broken down into the following phases:Analysis of the problem; (GO – NO GO)Study of alternatives and recommendation for solution; (GO – NO GO)Development of solution; (GO – NO GO)Implementation of solution; (GO – NO GO)Analysis of final outcome to make sure it solved the initial problem without creating new problems
20 Things to ConsiderWhat major steps or services are needed to get to “Done”?Major milestones or phasesHow will progress be gauged and regulated?Deliverables or service level requirementsAre there unknown steps or outcomes to be managed?Go/No Go points, project phases, anticipated amendmentsWhat’s the standard approach to this type of project?This are things to consider to help you decide which SOW approach to use…Do I have enough information to be able to outline the steps to get to Done?Simple project – tasksComplex projects - Major milestones or phasesCan you identify deliverables or service level requirements that will contribute to successfully meeting our need?ORAre there unknown steps or outcomes ?DO we need the contractor to propose a solution that will get us to “Done”?Go/No Go points, project phases, anticipated amendments
21 Writing Activity #1Draft a one sentence description of what “Done” will look like for your contractList 2-4 major steps to be completed to get to “Done”What SOW options would best meet the project needs?SOW option –What style are you going to use for your SOW? deliverables based, phased approach, recurring services, service level agreementScroll down on activity screen to get to task 1 – Type below the activity directions box.10 minutes to do this activity.2 minute warning – get as much done as you can. If it’s not complete, don’t worry. We’ll work with what you have.Time’s up – be sure to save your document15 minute review – Ask audience for feedback first.Strengths – Do you get a good sense of what ODOT will have at the end?Does the list of major steps give a sense of how we’ll get there?Any thoughts on the SOW options?Ideas for improvement?How will definition of “Done” impact scope of work? Define broader scope of work for flexibility?
23 Project Description and Overview Info to include:Scope of work for contractBackground informationContract purpose and objectivesAnticipated amendments to contract
24 Things to Consider Scope of Work Type of services or work Duration of project or contractPotential cost (pros and cons of listing in RFP)Flexibility for additional work or projectsWho’s the customer? Include potential for other users?Scope of WorkIdentify the box – not too narrow or too widetoo narrow: Perform services by date for stated amounttoo wide: Perform project management services on ODOT projectsWhat are the if’s, and’s, or but’s that need to be considered for the SOW
25 Things to Consider Background Information Broad information which could include the State of Oregon and ODOTBackground on the unit or who the contract is going to serveBackground on the project; how did we get to the point of needing a contract?What does a potential proposer need to know to understand the context of the project?Background InformationStart broad – work down to narrow focusState of OregonODOTRegion or SectionProject background and need for the servicesOther info about project that would help proposer understand ODOT’s need
26 Things to Consider Objectives for the Contract How does the contract fit into the overall project?Is this work tied to other projects? If so, how?Incorporate definition of “done”Do you want to include a structure for unknown future work?Objectives for the ContractStructure for unknown –include consultant billing rate to apply to additional work outside current Statement of Work.
27 Things to Consider Anticipated Amendments What possibly could change in the contract?Add or reduce work; current project and other projectsAdd or reduce time and moneyAdd skill-sets (key people)Add phasesChange in project approachReassessmentAnticipated AmendmentsAdditional work is not “like work” – does not cover increase in level of effort
28 Things to Consider for IT Contracts Anticipated Amendments for Mixed ContractsAdditional modules/software?Incorporate entire catalog of products?Additional licenses?SaaS vs. Owned, or both?Additional modules/software – future enhancementsEntire catalog –When company has specialized software, incorporate catalog to give ourselves flexible to purchase new versions, additional enhancements, etc. outside the regular maintenance and support services for initial purchase.SaaS – Software as a service –Instead of buying and housing on our servers, we buy software and they house software and information on their server.
29 Writing Activity #2Draft a “Project Description and Overview of Services” for your SOWInclude:Background informationContract purpose and overall objectives, including scope of workList of anticipated amendmentsGo back to your working document and scroll down to Writing Activity #220 minutes to do this activityDraft as much as you can.Initial draft to include all the components; background, purpose, objectives, anticipates amendmentIf time, go back through and flesh it out more2 minute warning – get as much done as you can. If it’s not complete, don’t worry. We’ll work with what you have.Time’s up – be sure to save your document25 minutes for reviewDuring review – please do not continue working on your draftAsk audience for feedback first.Strengths – Do you get a good sense of why ODOT is contracting for these services?might increase your understanding about the context of the contract – anything that might impact the work the consultant will be doing?Any thoughts about contract scope of work – Too limiting? Too flexible?Any thoughts about anticipated amendments?
30 Identifying Tasks and Deliverables TaraWe’ve defined our project in high levelODOT’s needWhat “Done” looks like…Some high level milestones or phases that must be completedThis section – we’ll take a closer look at steps that needs to occur to get to “Done”
31 Methods to Identify Tasks Have we contracted for a similar project?Modify existing Statement of WorkTo address lessons learned (problems and successes)To fit your projectIt’s often easier to start with something and modify it than to draft from scratchcheck with the project manager –were there problems with the project?were there problems with how the contract was written?what would they do differently to get to a more successful outcome?edit and modify to fit your project
32 Methods to Identify Tasks Brainstorming session with key peopleCapture the informationMind map to identify tasks and deliverablesAn outline of tasks and deliverablesWhen drafting from scratchWork with othersBrainstorm and mind mapPut all ideas down on paperThen start organizing the informationQuick exercise – planning a family vacation2 adults and 2.5 kids, a cat and a dog and a gardenHave everyone brain dump – develop a mind map on the white board
33 Things to ConsiderOutline of tasks and deliverables should mirror size and complexity of projectLarger and more complex projects;SOW with initial tasks, then add tasks or phases of work later by amendmentLarger dollar value, higher risk to ODOT, multiple locationsMultiple agency participationSmaller and less complex projects;one SOW with all tasks and deliverablesHandout: Draft Outlines
34 Things to Consider What must be accomplished to get to “Done”? Tasks, activities, deliverablesHow will progress be gauged?Review and acceptance of deliverablesHow will progress be regulated?Organization of tasks, deliverable due datesHow will unknown outcomes be managed?Decision points at milestones or phasesStart high level and work down to details
35 Things to ConsiderWhat’s the standard approach to this type of project?If IT, what methodology will ODOT require or recommend?WaterfallRapid / SpiralAgileother standardized processWhat’s the standard approach to this type of work?
36 Things to Consider Organization of tasks Flow of the tasks in the SOWLinear and simultaneous tasksTasks and subtasksTask number and naming conventionHow important is flexibility for tasks or schedule?Task names that are meaningful to all readersKeep task name short – easier to refer to it
37 Things to ConsiderBreak up work into meaningful chunks for ODOT and consultantMonthly income for consultantManagement and scheduling of resourcesFit timeframes needed by ODOT or stakeholdersReview and approval is manageableMeaningful chunkshave draft deliverables to tie monthly payments to a deliverableManagement of scheduling of resourcesContractor’s resourcesODOT’s resources - that ODOT employees available to work on project when needed
38 Things to Consider Identify deliverables as outcomes for tasks What are the objectives of the task?What deliverables would best indicate the objectives were met?Define deliverables that are tangible and measurableWhich deliverables do you want in draft form prior to final?Cover the benefits of requiring draft deliverables.
39 Things to Consider For IT mixed contracts Stakeholder requirements How will purchase of goods be integrated? (software, hardware, maintenance & support)Stakeholder requirementsTiming of purchase and servicesStakeholder buy-in prior to contract execution
40 Writing Activity #3Develop and organize an outline of tasks and deliverables for your SOWInclude:Names of phases, if anyNames of tasksPotential deliverables for each taskEstablish a task numbering convention for the SOW outlineGo back to your working document and scroll down to Writing Activity #330 minutes to do this activityDraft as much as you can.Initial draft to include all tasks and deliverablesDecide how they will be organized; linear, tasks and subtasks, etc.If time, go back through and flesh it out more2 minute warning – get as much done as you can. If it’s not complete, don’t worry. We’ll work with what you have.Time’s up – be sure to save your document30 minutes for reviewDuring review – please do not continue working on your draftAsk audience for feedback first.Strengths – Do you get a good sense of how the project is intended to progress?Any thoughts on the deliverables?Do they valid the objectives of the tasks were met?Any deliverables that need interim drafts to gauge progress?
42 Apply Writing Style Conventions Clear languageAvoid ambiguous languageConsistent use of defined termsDefine abbreviations and acronymsReview of writing conventions.From Contract Writing Style section of Basics classA few extra copies available to borrow.
43 Apply Writing Style Conventions Clear authorityWrite in active voiceAssign responsibilityIt’s ODOT’s contractReview of writing conventions.From Contract Writing Style section of Basics class
44 Apply Writing Style Conventions Well organizedShorten overlong sentencesUse numbered or bulleted listsArrange in logical orderUse headingsProper grammar and punctuationReview of writing conventions.From Contract Writing Style section of Basics class
45 Development of Tasks Task name (and number) Purpose, objective and scope for taskTask activities and requirementsOn-site requirementsModified acceptance criteria other than standard in contract T&CHandout: Sample TasksT&C includes standard acceptance timeline and remedy changes
46 Development of TasksClearly assign responsibility for tasks and activitiesODOT or ConsultantOptional: Identify key person classificationEstimated level of effort to complete taskLevel of expertise needed; job classificationEstimated number of hours to completeHandout #6 from Basics classExamples of task plus breakdown of Consultant responsibilities, ODOT responsibilities – Consultant deliverables, ODOT deliverables
47 Development of Deliverables Deliverable name (and number)Deliverable requirementsProvide clear description of requirements and expectationsReference specific written industry or ODOT standards for deliverable requirementsProvide examples of what we expect
48 Development of Deliverables What format for deliverables?Publication ready vs. internal use documentsSize expectations; document & font sizeHard copy; number of copiesElectronic; software compatibility requirements
49 Writing Activity #4 Choose one or two tasks from your SOW outline. Draft task and deliverable language for your SOW using writing style conventions.Include:Description of activities that must occur for each taskDescription of deliverablesRequirements for acceptance of deliverablesSample Tasks (handout)Go back to your working document and scroll down to Writing Activity #430 minutes to do this activityDraft as much as you can.Initial draft to include all tasks and deliverablesDecide how they will be organized; linear, tasks and subtasks, etc.If time, go back through and flesh it out more2 minute warning – get as much done as you can. If it’s not complete, don’t worry. We’ll work with what you have.Time’s up – be sure to save your document30 minutes for reviewDuring review – please do not continue working on your draftAsk audience for feedback first.Strengths – Is the task well organized?Is the purpose and objectives for the task well defined?Are the requirements and expectations clear?Any thoughts on the deliverables? Are the requirements and expectations clear?How about organization of the information? Is it easy to follow? Is it logical?Any suggestions for improvement?After this activity, print everyone’s task to distribute for Activity #6 Risk Assessment.
51 Review of Basics Types of deliverable due dates Target/Estimated DatesMandatory Due DatesLocation of schedule within SOWInclude with each task and deliverableTable at the end of SOWEmbedded Gantt Chart for IT contractsTarget / Estimated Dates –Helps pace progress on the project; not very enforceableUse to contract administration to schedule resources for deliverable reviewDoes not require an amendment to changeMandatory Due Dates –Drop dead datesRequires an amendment to changeIncluded with each task and deliverableDirectly tied to task and deliverable in the SOWTable at end of SOWEasier to amend when requiredDuring contract administration, helpful as checklist for deliverablesInitial Gantt Chart schedule and provisions allowing changes included in SOWChanges must be agreed to by both parties in writing ( acceptable)Revised versions of Gantt Chart are incorporated into the contract by reference (keep copies in Contract Administration file)
52 Things to Consider Impacts of the following on schedule: Funding Legislative mandatesBusiness customer needIf fits into bigger project, what are the requirementsWeather constraintsStaff and stakeholder resourcesFundingSpend funds by end of bienniumLegislative mandatesBusiness customer needs (end user)Bigger project:How to milestones or completion fit into needs of the bigger project?Weather constraintsITS installing dynamic message signs in La Grande in middle of winterStaff and stakeholder resourcesAvailability of staff to provide input, review deliverables, etc.
53 Methods to Building the Schedule Start with end date and work backwardsRestricted by date all work must be doneAll tasks and deliverables are knownStart at the beginning and work forwardsNo end date constraintsPhased work with unknown next stepsNo end date constraints –If no external factors driving the end date, establish an end date to set duration of contract (independent contractor)
54 How Schedule Impacts Contract More aggressive the schedule…Higher the cost of servicesAmendments are more likelyHigher the demand for availability of key resourcesRealistic schedule positively impacts business relationshipsIT to business customerODOT to contractorOther agencies to ODOTGenerally speaking, when we expect the work to be done very quickly – we pay for it.Higher cost (higher risk and higher demand of key resources)Amendments to revise schedule and fill gaps not included in original SOWHigher demand – ODOT resources also for deliverable reviewSchedule with realistic expectations improves business relationships
55 Writing Activity #5Review your outline of tasks and deliverables (Activity #3) and answer the following:What types of due dates would best fit your contracting needs?Where will deliverable due dates be located within your SOW?What schedule constraints does the project have?What method would you use to build the schedule?Sample Tasks (handout)Go back to your working document and scroll up to Writing Activity #315 minutes to do this activityReview your outline of tasks and deliverables (Activity #3)Respond to the Activity #5 questions.Which deliverables will have target/estimated dates?Which deliverables will have mandatory dates?Include due dates with the task and deliverables in the SOWTable at end of SOWGantt ChartWhat schedule constraints do you know about? Funding, legislative mandates, customer’s needs, weather, requirements of bigger projectBuild schedule starting with end date – work backwardsStart with beginning – work forwards2 minute warning – get as much done as you can. If it’s not complete, don’t worry. We’ll work with what you have.Time’s up – be sure to save your document10 minutes for reviewPlease raise your handUsing estimated due dates?Mandatory due dates?Due dates with task and deliverables in SOW?Table with due dates?Gantt Chart?Any schedule constraints? What are they?Starting with end date and work backwards?Starting with start date and work forwards?
56 Assessing and Managing Risk Risk – The danger or probability of loss… funding, time, safety, integrity or credibilityIs there any risk to what this person is doing? What is the danger or probably of loss?For the rock climber, having good equipment, using the equipment properly, getting lots of practice, building strength and improving technique,May not eliminate all the risk, but will significantly reduce it.ODOT has been Risk Adverse – there are consequences.More risk to contractor – higher the cost to ODOTHigher insurance and bonding requirements – more difficult for small contractor to do business with usAs ODOT staff become better informed, we can make different decisions about how to manage risk to ODOT.
57 Assessing Risk Complete risk assessment of initial draft Identify risks to AgencyIs SOW clear enough to be understood by all audiencesIdentify risks to ContractorAssess risk of subsequent changes made to SOWAs you develop the SOW, keep in mind:How might the SOW be misinterpreted or misunderstood?How might the SOW be written differently to reduce that risk?
58 Do this as a groupGo through each item and discuss whether or not risk to ODOT and/or consultant.Answers
59 Managing Risk Avoid – Transfer – Modify – Accept – Discussion Here’s a scenario…ODOT issued notice of intent to award a contract with a consultant to complete project X.During negotiations of the SOW, it becomes apparent there are some issues with the consultant that could have a very negative impact on the success of the project.How might ODOT avoid this risk?
60 Managing Risk Avoid – don’t have consultant do the work Transfer – Modify –Accept –DiscussionAvoid – don’t have the consultant do the work.If too much risk, ODOT may decide to delay or cancel the project, do the work ourselves, or try to meet the need in some other way.How might we transfer risk?
61 Managing Risk Avoid – don’t have consultant do the work Transfer – assign responsibility to consultantModify –Accept –DiscussionTransfer – assign responsibility to consultantBe very clear and specific about the requirements and expectations – if consultant doesn’t meet them, they must redo deliverable at their own expense.How would we modify risk, or reduce it?
62 Managing Risk Avoid – don’t have consultant do the work Transfer – assign responsibility to consultantModify – change approach or modify SOW to reduce riskAccept –DiscussionModify – change our approach to meeting our needs or modify the SOW to reduce riskChange the approach to the project to increase successMake modifications to the SOW to reduce risk of misunderstandings or misinterpretationsSome of these modifications could be as simple as:not using ambiguous termsbeing consistent with the terms we useproperly assigning responsibilities to ODOT or consultantincluding requirements and expectations for deliverablesHow would we accept risk?
63 Managing Risk Avoid – don’t have consultant do the work Transfer – assign responsibility to consultantModify – change approach or modify SOW to reduce riskAccept – no change, take the riskDiscussionAccept Risk – no change, take a chance that loss will not occurMove forward with the SOW as written and hope things go well.Ideally, we make a conscious decision about whether or not to accept risk.Unfortunately, there are times when we have not done a thorough risk assessment and we’ve accepted risk without making a conscious decision to do soThis exposes ODOT to potential lost when maybe we could have modified the SOW to reduce the risk, transferred the risk to the consultant or avoided the risk.
64 Activity #6 Identify any risks in the task. Suggest how risks might be managed:What risks should be avoided?What risks should ODOT transfer to consultant?What risks can be reduced by modifying SOW?What risks should ODOT accept?Who has the authority to accept risk?Be prepared to share your findings with the group[For this activity, randomly distribute the Activity #4 print outs.]Review the task you’ve been given –If you received your own, please trade with someone elseIdentify Risk in the taskread it from various perspectivesplay Devils Advocatetry to misunderstand itWhat could go wrong?What’s the likelihood it will go wrongHow much harm could result? Loss of funding, time, safety, integrity or credibilitySuggestions for how risks might be managedBe prepared to share your findings with the groupScroll down to Activity #6 - Record your findings and suggestions in the grid.20 minutes for this activity30 minutes for reviews[Start distributing the training certificates]
65 Questions?Does anyone have any questions that we haven’t addressed yet?[Distribute training certificates]
66 Words of encouragement… The more you draft, the better you’ll getEven well-written drafts invoke questions or edits from procurement or DOJNo document is perfectWell-written drafts result in faster review and approvalAs the Contract Administrator or Project Manager – you are likely ODOT’s best informed expert for the project –You have the technical information and resources to be able to decide and describe what is needed and required.Success of your project is heavily impacted by the efforts you make to develop a well-written SOW.Procurement staff assist you through the process, providing guidance, suggestions, and recommendations.The more SOW you draft, the better you’ll get.No document is perfect – it’s a issue of complying with legal requirements and effectively managing risk.Well-written drafts result in faster review and approval!!Hours or days vs. weeks or months
67 ~ Have a great afternoon ~ Thank you for your participation!!!!Please pick up your training certificate.Training evaluations will be ed to you.~ Have a great afternoon ~Certificate of Completion should have been distributed.A link to a training evaluation survey will be ed to you. It will only take 3-5 minutes to complete. Your feedback is greatly appreciated.Thank you for your participation!! Have a great afternoon!!
Your consent to our cookies if you continue to use this website.