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Welcome to Advanced Statement of Work Writing

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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 table Find an available computer station and adjust the chair and computer monitor to your comfort level Silence your cell phone, blackberry, pager, etc.

2 Advanced Statement of Work Writing
Developed and presented by Tara Anderson and Mary Wandell ODOT Procurement Office June 21, 2011 Welcome everyone. Thank them for coming. Introductions: Introduce myself and Tara. Participants introduce themselves: Who you are where you work current procurement functions Be sure to sign the training roster.

3 Training Outline Training Overview Review of Basics Getting Started
Project Description and Overview Identifying Tasks and Deliverables Developing Tasks and Deliverables Schedule Assessing and Managing Risk Today will be a very hands-on experience of developing a Statement of Work We’ll cover different components of Statement of Work writing Starting with defining purpose and parameters for the contract Working down to the details of writing tasks and deliverables and Consider various approaches to the schedule Finishing with assessing risk and considering ways to manage it

4 Training Approach Cover concepts Writing exercise – draft from scratch
Share examples of drafts Identify strengths and weaknesses Discuss improvements for draft Tara and I will cover concepts Computer set up so what’s on our computer is on one of your screens Writing exercise other screen has Word doc for doing the writing activities Please do not work on the writing activities during the information sharing sections of the training Tara and I will bring up some of your drafts review drafts to identify strengths and weaknesses discuss suggestions for improvement

5 Activity Expectations
Let’s all learn from each other We do not expect you to draft perfect examples in class We're counting on problems with the drafts provides opportunities to practice review skills to reinforce strengths, identify weaknesses, discuss risks, and propose suggestions for improving the draft Tara 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 drafter Keep your comments objective Ask questions Share suggestions Let’s have fun!! So… as we go through the group review of your drafts, PLEASE… Be kind and considerate to yourself and others Be courageous and speak up if something is unclear or you have an idea to share This has potential of becoming a very intense experience, so let’s all keep a positive attitude and have fun.

7 Review of Basics Most, 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 used Audience for SOW Legal sufficiency requirements What is a well-written SOW SOW review and approval process We covered a lot of different topic areas.

9 Covered in the Basics Class
SOW Writing Style Clear Language Clear Authority Well Organized It’s ODOT’s contract! Components of SOW Tasks Deliverables Schedule Today we’re going to apply this information that was covered in the basic’s class Hopefully 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 Templates Risk Assessing Risk Legal Requirement vs. Business Decision Independent Contractor We 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 Basics How 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 expertise or we don’t have the resources to meet the need ourselves Sometimes we know exactly what needs to be done to meet our need Sometimes we know there’s a problem, and we have an idea of what outcome we’d want, but we don’t know the solution Regardless… 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 contract What ODOT is ultimately paying for Describe what “Done” must: look like perform like contain Include standards that “Done” must meet Done 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 outcome Deliverables-based Recurring Services Service Level Agreement (SLA) Phased approach Hybrid Here’s a review of options (or approaches) to a SOW We’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 relationship Disadvantages: Requires fair amount of expertise about services and deliverables to be completed Deliverables-based SOW Commonly 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 requirements Few 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 maintenance Advantages: Easy to structure and administer Disadvantages: This method is harder to mitigate the independent contractor vs. employee concerns Recurring Services Used when tasks are repetitive ADVANTAGES: SOW defines tasks, activities and deliverables that are repeated for various situations. DISADVANTAGES: Harder to mitigate for independent contractor vs. employee concerns Examples: Project Manager – responsible for managing a project to successful completion Deliverables are monthly reports, forms or plans as necessary, performance of management services Example from Highway project delivery - Traffic study on intersections Same activities and deliverables Repeated for difference intersections

18 Service Level Agreement (SLA)
Used for: Services required to maintain a level of functionality Advantages: Not required to define specific tasks or deliverables Emphasis is on functionality requirements Disadvantages: Only appropriate for maintaining existing systems Service 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 approach Advantages: Develop SOW for known phase of work – add SOW for new phases as project progresses Disadvantages: Requires time and effort for SOW development and approval for each new phase Phased 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 Consider What major steps or services are needed to get to “Done”? Major milestones or phases How will progress be gauged and regulated? Deliverables or service level requirements Are there unknown steps or outcomes to be managed? Go/No Go points, project phases, anticipated amendments What’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 – tasks Complex projects - Major milestones or phases Can you identify deliverables or service level requirements that will contribute to successfully meeting our need? OR Are 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 #1 Draft a one sentence description of what “Done” will look like for your contract List 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 agreement Scroll 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 document 15 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?

22 Project Description and Overview

23 Project Description and Overview
Info to include: Scope of work for contract Background information Contract purpose and objectives Anticipated amendments to contract

24 Things to Consider Scope of Work Type of services or work
Duration of project or contract Potential cost (pros and cons of listing in RFP) Flexibility for additional work or projects Who’s the customer? Include potential for other users? Scope of Work Identify the box – not too narrow or too wide too narrow: Perform services by date for stated amount too wide: Perform project management services on ODOT projects What 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 ODOT Background on the unit or who the contract is going to serve Background 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 Information Start broad – work down to narrow focus State of Oregon ODOT Region or Section Project background and need for the services Other 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 Contract Structure 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 projects Add or reduce time and money Add skill-sets (key people) Add phases Change in project approach Reassessment Anticipated Amendments Additional work is not “like work” – does not cover increase in level of effort

28 Things to Consider for IT Contracts
Anticipated Amendments for Mixed Contracts Additional modules/software? Incorporate entire catalog of products? Additional licenses? SaaS vs. Owned, or both? Additional modules/software – future enhancements Entire 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 #2 Draft a “Project Description and Overview of Services” for your SOW Include: Background information Contract purpose and overall objectives, including scope of work List of anticipated amendments Go back to your working document and scroll down to Writing Activity #2 20 minutes to do this activity Draft as much as you can. Initial draft to include all the components; background, purpose, objectives, anticipates amendment If time, go back through and flesh it out more 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 document 25 minutes for review During review – please do not continue working on your draft Ask 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
Tara We’ve defined our project in high level ODOT’s need What “Done” looks like… Some high level milestones or phases that must be completed This 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 Work To address lessons learned (problems and successes) To fit your project It’s often easier to start with something and modify it than to draft from scratch check 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 people Capture the information Mind map to identify tasks and deliverables An outline of tasks and deliverables When drafting from scratch Work with others Brainstorm and mind map Put all ideas down on paper Then start organizing the information Quick exercise – planning a family vacation 2 adults and 2.5 kids, a cat and a dog and a garden Have everyone brain dump – develop a mind map on the white board

33 Things to Consider Outline of tasks and deliverables should mirror size and complexity of project Larger and more complex projects; SOW with initial tasks, then add tasks or phases of work later by amendment Larger dollar value, higher risk to ODOT, multiple locations Multiple agency participation Smaller and less complex projects; one SOW with all tasks and deliverables Handout: Draft Outlines

34 Things to Consider What must be accomplished to get to “Done”?
Tasks, activities, deliverables How will progress be gauged? Review and acceptance of deliverables How will progress be regulated? Organization of tasks, deliverable due dates How will unknown outcomes be managed? Decision points at milestones or phases Start high level and work down to details

35 Things to Consider What’s the standard approach to this type of project? If IT, what methodology will ODOT require or recommend? Waterfall Rapid / Spiral Agile other standardized process What’s the standard approach to this type of work?

36 Things to Consider Organization of tasks
Flow of the tasks in the SOW Linear and simultaneous tasks Tasks and subtasks Task number and naming convention How important is flexibility for tasks or schedule? Task names that are meaningful to all readers Keep task name short – easier to refer to it

37 Things to Consider Break up work into meaningful chunks for ODOT and consultant Monthly income for consultant Management and scheduling of resources Fit timeframes needed by ODOT or stakeholders Review and approval is manageable Meaningful chunks have draft deliverables to tie monthly payments to a deliverable Management of scheduling of resources Contractor’s resources ODOT’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 measurable Which 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 requirements Timing of purchase and services Stakeholder buy-in prior to contract execution

40 Writing Activity #3 Develop and organize an outline of tasks and deliverables for your SOW Include: Names of phases, if any Names of tasks Potential deliverables for each task Establish a task numbering convention for the SOW outline Go back to your working document and scroll down to Writing Activity #3 30 minutes to do this activity Draft as much as you can. Initial draft to include all tasks and deliverables Decide how they will be organized; linear, tasks and subtasks, etc. If time, go back through and flesh it out more 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 document 30 minutes for review During review – please do not continue working on your draft Ask 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?

41 Developing Tasks and Deliverables

42 Apply Writing Style Conventions
Clear language Avoid ambiguous language Consistent use of defined terms Define abbreviations and acronyms Review of writing conventions. From Contract Writing Style section of Basics class A few extra copies available to borrow.

43 Apply Writing Style Conventions
Clear authority Write in active voice Assign responsibility It’s ODOT’s contract Review of writing conventions. From Contract Writing Style section of Basics class

44 Apply Writing Style Conventions
Well organized Shorten overlong sentences Use numbered or bulleted lists Arrange in logical order Use headings Proper grammar and punctuation Review of writing conventions. From Contract Writing Style section of Basics class

45 Development of Tasks Task name (and number)
Purpose, objective and scope for task Task activities and requirements On-site requirements Modified acceptance criteria other than standard in contract T&C Handout: Sample Tasks T&C includes standard acceptance timeline and remedy changes

46 Development of Tasks Clearly assign responsibility for tasks and activities ODOT or Consultant Optional: Identify key person classification Estimated level of effort to complete task Level of expertise needed; job classification Estimated number of hours to complete Handout #6 from Basics class Examples of task plus breakdown of Consultant responsibilities, ODOT responsibilities – Consultant deliverables, ODOT deliverables

47 Development of Deliverables
Deliverable name (and number) Deliverable requirements Provide clear description of requirements and expectations Reference specific written industry or ODOT standards for deliverable requirements Provide examples of what we expect

48 Development of Deliverables
What format for deliverables? Publication ready vs. internal use documents Size expectations; document & font size Hard copy; number of copies Electronic; 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 task Description of deliverables Requirements for acceptance of deliverables Sample Tasks (handout) Go back to your working document and scroll down to Writing Activity #4 30 minutes to do this activity Draft as much as you can. Initial draft to include all tasks and deliverables Decide how they will be organized; linear, tasks and subtasks, etc. If time, go back through and flesh it out more 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 document 30 minutes for review During review – please do not continue working on your draft Ask 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.

50 Schedule

51 Review of Basics Types of deliverable due dates
Target/Estimated Dates Mandatory Due Dates Location of schedule within SOW Include with each task and deliverable Table at the end of SOW Embedded Gantt Chart for IT contracts Target / Estimated Dates – Helps pace progress on the project; not very enforceable Use to contract administration to schedule resources for deliverable review Does not require an amendment to change Mandatory Due Dates – Drop dead dates Requires an amendment to change Included with each task and deliverable Directly tied to task and deliverable in the SOW Table at end of SOW Easier to amend when required During contract administration, helpful as checklist for deliverables Initial Gantt Chart schedule and provisions allowing changes included in SOW Changes 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 mandates Business customer need If fits into bigger project, what are the requirements Weather constraints Staff and stakeholder resources Funding Spend funds by end of biennium Legislative mandates Business customer needs (end user) Bigger project: How to milestones or completion fit into needs of the bigger project? Weather constraints ITS installing dynamic message signs in La Grande in middle of winter Staff and stakeholder resources Availability of staff to provide input, review deliverables, etc.

53 Methods to Building the Schedule
Start with end date and work backwards Restricted by date all work must be done All tasks and deliverables are known Start at the beginning and work forwards No end date constraints Phased work with unknown next steps No 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 services Amendments are more likely Higher the demand for availability of key resources Realistic schedule positively impacts business relationships IT to business customer ODOT to contractor Other agencies to ODOT Generally 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 SOW Higher demand – ODOT resources also for deliverable review Schedule with realistic expectations improves business relationships

55 Writing Activity #5 Review 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 #3 15 minutes to do this activity Review 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 SOW Table at end of SOW Gantt Chart What schedule constraints do you know about? Funding, legislative mandates, customer’s needs, weather, requirements of bigger project Build schedule starting with end date – work backwards Start with beginning – work forwards 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 document 10 minutes for review Please raise your hand Using 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 credibility Is 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 ODOT Higher insurance and bonding requirements – more difficult for small contractor to do business with us As 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 Agency Is SOW clear enough to be understood by all audiences Identify risks to Contractor Assess risk of subsequent changes made to SOW As 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 group Go 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 – Discussion Avoid – 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 consultant Modify – Accept – Discussion Transfer – assign responsibility to consultant Be 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 consultant Modify – change approach or modify SOW to reduce risk Accept – Discussion Modify – change our approach to meeting our needs or modify the SOW to reduce risk Change the approach to the project to increase success Make modifications to the SOW to reduce risk of misunderstandings or misinterpretations Some of these modifications could be as simple as: not using ambiguous terms being consistent with the terms we use properly assigning responsibilities to ODOT or consultant including requirements and expectations for deliverables How would we accept risk?

63 Managing Risk Avoid – don’t have consultant do the work
Transfer – assign responsibility to consultant Modify – change approach or modify SOW to reduce risk Accept – no change, take the risk Discussion Accept Risk – no change, take a chance that loss will not occur Move 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 so This 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 else Identify Risk in the task read it from various perspectives play Devils Advocate try to misunderstand it What could go wrong? What’s the likelihood it will go wrong How much harm could result? Loss of funding, time, safety, integrity or credibility Suggestions for how risks might be managed Be prepared to share your findings with the group Scroll down to Activity #6 - Record your findings and suggestions in the grid. 20 minutes for this activity 30 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 get Even well-written drafts invoke questions or edits from procurement or DOJ No document is perfect Well-written drafts result in faster review and approval As 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!!

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