When I worked at the FSS inside the VA, I was tasked with estimating, financial analysis, legal interpretation, logistical forecasting, price dissection, requirement development, project management, quality control and customer relations. A one man gang! That’s what it takes to write a federal contract from cradle-to-grave. It’s a lot of work and my vendors loved me.
Communication
You must be able to minimize personal biases. You have to think objectively instead of subjectively. Company or personal name matters not. Nepotism is illegal. That’s why a CO can recuse themselves from a project. Contract value cannot have aim. The process has to be the same below the SAT as it is for nine figures and two commas. Let the FAR do its job. Politics and geography should not directly induce or reduce communication. That’s why there’s a Part 3 in the FAR.
Your communication must maximize the likelihood of accurate results. This begins with market research and if need be a request for information or RFI to obtain product information. Such will begin a rock solid solicitation. The other half of that is pricing and you may need a request for quote or RFQ to understand the competitive range of the buy. However, what you put out on the street is only the beginning and will tell you how good your business writing truely is. You’ll get humbled. Trust me. Accurate results also include follow-ups, check-ins and joint forecasting. Your email portfolio of the project will also display your prowess or lack there of. Again, you’ll get humbled. Trust me.
Effective communication is unambiguous leaving no stone unturned. My rule for me was the same as my advice to vendors. It’s better to give too much than not enough. I always gave step-by-step instructions and FAR language when appropriate. I never communicated with the intent to get said communication off my desk. My intent was to always maximize the likelyhood of accurate results with my vendors.
Documentation
Such is prepared and retained in contract files to support determinations made and actions taken.
Examples include:
-Project Planning & Contracts
-Gestures, Conduct & Verbal Exchanges
-Rationale & Judgement
-Mutual Expectations
Planned/Unplanned Events
-Performance Issues & Accountability
-Conflict & Resolution
-Changes & Solutions
-Risk Management & Mitigation
-Contract Compliance & Performance Issues
-Knowledge Gained & Lessons Learned
Together, communication and documentation make a CO. They also show how good they are.
I can help you decode or respond to such.
If you think I can help you then email nicholas.s.robertson@outlook.com for your introductory email and free consultation.
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