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Letter of Intent for Acquisition Template

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Letter of Intent for Acquisition Template document sample

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									Department of Transportation
        Project Name
Acquisition Management Plan
          Project ID:




         Division, Program Name
              Prepared by:
                 Date:
Template Revision History
                                    REVISION HISTORY
      REVISION #      DATE OF RELEASE     OWNER                SUMMARY OF CHANGES
1.0                       8/2009        ETID -      Initial Release of Caltrans Acquisition
                                        PMO         Management Plan template
Remove template revision history and insert Acquisition Management Plan revision
history.
Template Revision Approvals
                   NAME                                ROLE                         DATE


Insert Project Approvals here.
Template Instructions:
This template is color coded to differentiate between boilerplate language,
instructions, sample language, and hyperlinks. In consideration of those reviewing
a black and white hard copy of this document, we have also differentiated these
sections of the document using various fonts and styles. The details are described
below. Please remove the template instructions when the document is
finalized.
Standard boilerplate language has been developed for this management plan. This
language is identified in black Arial font and will not be modified without the prior
approval of the Enterprise Technology Investment Division (ETID) Project
Management Office (PMO). If the project has identified a business need to modify
the standard boilerplate language, the request must be communicated to the PMO
for review.
Instructions for using this template are provided in blue Times New Roman font and
describe general information for completing this management plan. All blue text should be
removed from the final version of this plan.
Sample language is identified in red italic Arial font. This language provides
suggestions for completing specific sections. All red text should be replaced with
project-specific information and the font color replaced with black text.
Hyperlinks are annotated in purple underlined Arial text and can be accessed by
following the on-screen instructions. To return to the original document after
accessing a hyperlink, click on the back arrow in your browser’s toolbar. The “File
Download” dialog box will open. Click on “Open” to return to this document.




                                                                                              i
                                                       Table of Contents
1. INTRODUCTION.............................................................................................................................. 1
   1.1   PURPOSE ................................................................................................................................ 1
   1.2   ACQUISITION SCOPE FOR <PROJECT NAME> ............................................................................ 1
   1.3   ACQUISITION M ANAGEMENT PLANNING..................................................................................... 2
   1.4   REFERENCES ........................................................................................................................... 2
    1.4.1 External References ......................................................................................................... 2
       1.4.2       Project Centralized Repository Document ........................................................................ 2
     1.5       GLOSSARY AND ACRONYMS ..................................................................................................... 2
     1.6       DOCUMENT M AINTENANCE ....................................................................................................... 3
2. PARTICIPANTS ROLES AND RESPONSIBILITIES ...................................................................... 3
   2.1  DIRECTOR’S OFFICE ................................................................................................................ 3
   2.2  PROCUREMENT AND CONTRACTING OFFICER ............................................................................ 4
   2.3  PROCUREMENT M ANAGER ....................................................................................................... 4
   2.4  ACQUISITIONS SPECIALIST, DIVISION OF PROCUREMENT AND CONTRACTS (DPAC) ................... 4
   2.5  PROJECT CONTRACT M ANAGER ............................................................................................... 4
   2.6  DEPARTMENT OF GENERAL SERVICES-PROCUREMENT DIVISION (DGS/PD) .............................. 4
   2.7  PROGRAM RESOURCE M ANAGERS ........................................................................................... 4
   2.8  DIVISION OF INFORMATION TECHNOLOGY .................................................................................. 4
3. INFORMATION TECHNOLOGY PROCUREMENT PLAN ............................................................. 5
4. ACQUISITION METHODOLOGY AND APPROACH ..................................................................... 5
   4.1 SCOPE OF WORK (SOW) DEVELOPMENT.................................................................................. 6
   4.2 INFORMATION TECHNOLOGY ACQUISITIONS .............................................................................. 7
   4.3 PRE-SOLICITATION AND SOLICITATION KEY ACTION DATES ....................................................... 7
   4.4 EVALUATION F ACTORS AND VALUES ........................................................................................ 9
5. PROCUREMENT RISK MANAGEMENT ...................................................................................... 10
6. CONTRACT MANAGEMENT APPROACH .................................................................................. 10
7. CONTRACT CLOSURE ................................................................................................................ 11
   7.1 CONTRACTOR EVALUATIONS (FORM STANDARD 4) ................................................................. 12




                                                                                                                                          ii
Project Name: (Project Name)                                  Acquisition Management Plan
Project Number: (FSR Number)
                                                                                  <Date>
Criticality Rating: (Low, Medium, High)


  1. INTRODUCTION

 1.1 Purpose
The purpose of the Acquisition Management Plan is to document and facilitate the
procurement planning phase for an information technology project. Acquisition planning
begins when all State and Federal approvals to proceed with the project have been
obtained and the project must procure hardware, software and contractor services to
accomplish its objectives. Key steps in this phase include:
      Planning and obtaining approval of the overall acquisition strategy.
      Information Technology Acquisition planning and approval.
      Information Technology Procurement Plan (ITPP) development and approval.
      Determining the appropriate procurement vehicle such as a Request for Proposal
       (RFP), Request for Bid (IFB) or Request for Offer (RFO).
      Deciding what evaluation criteria will be used and how contractors will be
       selected.
      Administering and managing each procured contract once contractors become
       part of the project team.

 1.2 Acquisition Scope for <Project Name>
Replace with a high-level overview of the scope of your project’s <Project scope and objectives>
and include what procurements will satisfy those objectives. For example from ITPP:
Indicate types of IT goods/services, procurement vehicle/quantity, and contract dollar values
using a matrix such as the one shown below. For instance, there are a number of acquisition
components embedded in an IT project (e.g., Feasibility Study Report, in some instances a

           Types of IT Goods/Services       RFP/    CMAS/              Qty    Contract
           (Breakout onetime and continuing
                                            RFO/IFB MSA/                      $ Value
           hardware, software and services)         IAA


           IV&V/IPOC                        RFO      MSA               1      $100,000
           Develop FSR                      RFO      CMAS              1      $80,000
           Design,       Dev,             & RFP                        1      $600,000
           Implementation
           Total                            $                                 $780,000
Special Project Report, Independent Verification and Validation, Independent Project Oversight,
procurement services, as well as Design, Development and Implementation (D, D, and I). The
ITPP for large prime vendor IT projects should plan all the acquisitions related to the project.


                                                                                                1
Project Name: (Project Name)                                    Acquisition Management Plan
Project Number: (FSR Number)
                                                                                    <Date>
Criticality Rating: (Low, Medium, High)




 1.3 Acquisition Management Planning

Acquisition Management planning typically begins during the project initiation phase
when the overall scope, budget and schedule are being identified and evaluated for
what will be required to meet project objectives. The project manager and project
technical lead should ensure that a Division of Procurement and Contracts Acquisition
Specialist has been assigned to the project. During the project initiation phase, the
Acquisition Specialist provides guidance and direction on development and execution of
all project procurement processes and documents. Once project contracts have been
secured; the assigned contract manager develops the processes and tools needed to
administer contracts, track and monitor contractor performance, evaluate project
products and deliverables, ensure open items and issues are resolved, contractor
invoices are paid, and contracts are properly closed.

 1.4 References
1.4.1 External References
PMBOK Guide, 3rd Edition, Chapter 12 – Project Procurement Management
IEEE Standard 1062, 1998 Edition
OCIO CA-PMM, Section 3.1.10 Procurement Management Plan and 3.1.11 Contract
Management Plan


1.4.2 Project Centralized Repository Document

If applicable, indicate the name of the document management tool the project is using. If
the project is not using a specific tool, list any relevant documents that can be used as
references for this document and its corresponding location. A copy of all project
management plans, control agency approval documents, and project status reports must
be saved into the IT Project Management Office (PMO) centralized document repository.
 These files are located on the network in the directory N:\PMO_New.

 1.5 Glossary and Acronyms
List only glossary and acronyms that are applicable to this document.
         BCP                Budget Change Proposal
         DGS                Department of General Services
         DOF                Department of Finance
         DPAC               Division of Procurement and Contracts
         FSR                Feasibility Study Report
         IEEE               Institute of Electrical and Electronics Engineers

                                                                                              2
Project Name: (Project Name)                                 Acquisition Management Plan
Project Number: (FSR Number)
                                                                                 <Date>
Criticality Rating: (Low, Medium, High)

         IFB                Invitation For Bid
         IPOC               Independent Project Oversight Consultant
         ITAP               Information Technology Acquisition Plan
         ITPL               Information Technology Policy Letter
         ITPP               Information Technology Procurement Plan
         IV&V               Independent Validation and Verification
         MSA                Master Services Agreement
         NCB                Non-Competitive Bid
         OCIO               Office of the Chief Information Officer
         OSI                Office of Systems Integration
         PMBOK              Project Management Body of Knowledge
         PMO                Project Management Office
         QM                 Quality Management
         RFO                Request for Offer
         RFP                Request for Proposal
         SOW                Scope of Work
 1.6    Document Maintenance
This document will be reviewed quarterly and updated as needed, as the project
proceeds through each phase of the system development life cycle. If the document is
written in an older format, the document should be revised into the latest PMO template format
at the next quarterly review.
This document contains a revision history log. When changes occur, the document’s
revision history log will reflect an updated version number as well as the date, the owner
making the change, and change description will be recorded in the revision history log
of the document.

  2. PARTICIPANTS ROLES AND RESPONSIBILITIES
This section describes the roles and responsibilities of the <Project Name> staff in
developing an Acquisition Management Plan.
Do not delete or modify the existing Roles and Responsibilities text. Projects may add additional
roles as appropriate for the specific acquisition plan being developed.
Note that these are roles, not positions or titles. One person may fulfill more than one role.
There are various staff resources and stakeholders involved in managing project risks. In some
cases, one individual may perform multiple roles in the process.


2.1      Director’s Office
The Director or his/her designee has approval authority for all prime vendor contracts
and ITPPs for those contracts before they can be sent to the Department of General
Services (DGS) Procurement Division for final approval.


                                                                                            3
Project Name: (Project Name)                            Acquisition Management Plan
Project Number: (FSR Number)
                                                                            <Date>
Criticality Rating: (Low, Medium, High)
2.2      Procurement and Contracting Officer
The Division of Procurement and Contracts Procurement and Contracting Officer is
responsible for ensuring that procurement packages are complete and executing
agreements with vendor/consultants that the Project Procurement Manager has secured
through the procurement process.
2.3      Procurement Manager
The Procurement Manager for the project is responsible for drafting the content of the
ITPP and ensuring that all project level approvals are secured prior to submitting the
ITPP to IT Certification for internal approvals. After project and IT organization
approvals have been received, the ITPP must be submitted to DPAC as part of the
Information Technology Procurement Package. The Procurement Manager should
contact the Acquisitions Specialist with any questions that arise during the development
of the ITPP.
2.4      Acquisitions Specialist, Division of Procurement and Contracts (DPAC)
The Acquisitions Specialist acts as the subject matter expert on the State acquisition
process and as the liaison between the Caltrans project and DGS. The Acquisitions
Specialist is responsible for reviewing the ITPP, RFP, RFO and other procurement
documents and working with the Procurement Manager to prepare the ITPP for Caltrans
management and DGS approvals. The Acquisition Specialist will route the ITPP to
DGS once all internal Caltrans approvals are obtained.
2.5      Project Contract Manager

The Project Contract Manager is responsible for monitoring contractor performance,
bringing forward deficiencies and disputes, directing contractor status/progress
reporting, and monitoring contractor staffing. In addition, the Project Contract Manager
ensures that project deliverables, as a result of a vendor contract, are reviewed for
completeness and acceptability by assigned project staff. The Project Contract
Manager can be the project manager or his or her designee. After deliverables have
been accepted, the Project Contract Manager recommends that invoice(s) be approved
for payment, records invoice amounts and tracks contract balances. He or she
administers the closure of the contract(s).

2.6    Department of General Services-Procurement Division (DGS/PD)
The DGS/PD must review and approve all RFP ITPPs and all other ITPPs for
acquisitions over $100,000 that exceeds the Department’s delegated authority. DGS
must also approve ITPPs for acquisitions that the Office of Chief Information Officer
rates as “High” risk.

2.7   Program Resource Managers
The Program Resource Manager is responsible for tracking approved project funding
and providing funding information for ITPP, RFP, and RFO development.

2.8      Division of Information Technology


                                                                                      4
Project Name: (Project Name)                                Acquisition Management Plan
Project Number: (FSR Number)
                                                                                <Date>
Criticality Rating: (Low, Medium, High)
Effective July 1, 2009, state agencies are required to submit an Information Technology
(IT) Acquisition Plan to the Office of the State Chief Information Officer (OCIO) for
approval per IT Policy Letter (ITPL) 09-06. This is a new annual process with quarterly
plan updates. IT is responsible for coordinating and implementing provisions of IT
Policy Letter (ITPL) 09-06, as well as ensuring that Caltrans stays in compliance with
this policy. To view ITPL 09-06 or additional information on the OCIO policy and
procedures, visit:


http://www.cio.ca.gov/Government/IT_Policy/ITPL.html



  3. INFORMATION TECHNOLOGY PROCUREMENT PLAN
An ITTP is required for:
     –    All procurements that the Department of Finance has assessed as “high risk”
          regardless of the dollar value.
     –    All competitive acquisitions that will use an Request for Proposal (RFP)
     –    All other acquisitions that exceed $100,000.00.
ITPP Content can be scaled based upon the type of acquisition, project urgency,
estimated dollar value, complexity, mission critical priority, and project history.
Acquisitions with lower dollar amounts and less complexity will not normally require the
level of detail a major project will entail. There are a number of templates that can be
used for different types of IT procurements. These templates address procurements for
harware/software maintenance contracts, CalNet II equipment purchases, CSSI
equipment purchases and RFP/RFO procurements.
The RFP/RFO Information Technology Procurement Plan template and instructions for
completing it can be found at:
         http://it.dot.ca.gov/procurement/ITPP(RFP-RFO)1.doc
Questions about the ITPP and required approvals can be directed to:
         http://it.dot.ca.gov/procurement/certification.htm
Attach copies of each ITPP completed for this project to the Acquisition Management Plan.

4. ACQUISITION METHODOLOGY AND APPROACH
Acquisition of goods and services for an information technology project must be
included in the Caltrans Information Technology (IT) Acquisition Plan and be approved
by the Office of the State Chief Information Officer (OCIO.)
During the analysis and development of the ITPP, the project must determine the
strategy and procurement vehicles to be used to achieve the project’s objectives. This
will typically include a RFP, an IFB or RFO, for main vendor contract services and the


                                                                                            5
Project Name: (Project Name)                                     Acquisition Management Plan
Project Number: (FSR Number)
                                                                                     <Date>
Criticality Rating: (Low, Medium, High)
use of other leveraged procurement vehicles for ancillary project services such as
Independent verification and validation (IV&V) and Independent Project Oversight
Contractors (IPOC.) The ITPP should also include an analysis of the type and extent of
Information Technology solutions that are available to meet project objectives. Project
requirements should be reviewed against the project’s ITPP market analysis to ensure
requirements are not overstated or unrealistic, which could lead to an exclusion of
commercial items and offerings. Prospective sources that can meet the business and
technical objectives of the project should be researched and cost estimates developed.
This section for addresses:
      –    Show the acquisition strategy and methodology here and indicated why the chosen
           acquisition methodology benefits the state. Describe the procurement steps and what
           other project’s acquisition concerns need to be discussed upfront. Describe how
           vendors/contractors can meet business and technical objectives and at what cost.
      –    Indicate how contractor sources will be solicited, what vendor lists, (e.g. CMAS) will
           be used. If competition is not attainable or achievable explain why a Non-Competitive
           Bid (NCB) is necessary. Explain the rationale for using an NCB.
      –    Include a timeframe for all main and ancillary project acquisitions.




4.1       Scope of Work (SOW) Development
The Statement of Work essentially specifies all the work required to fulfill a contract. It
is the most critical component of the contract. A well written scope of work
accomplishes a number of objectives by:
                 Defining exactly what it is that must be done, how it will be done, where
                  the work will be performed, who will do what, and when must it be
                  completed.
                 Providing the contractor with enough information to accurately price the
                  work.
                 Providing a basis for evaluating the contracted work.
                 Minimizes the probability of bidders protests
                 Reducing the possibility of disputes over contract interpretation.
                 Reducing or eliminating the need for future contract amendments to
                  modify contract specifications to include essential requirements or to
                  augment the quantity needed.
The SOW should not contain vague requirements or deliverables that are open for
interpretation. Requirements and deliverables must be delineated in enough detail as to
minimize vendor sourced questions and inaccurate contractor cost estimates submitted
in their responses.



                                                                                               6
Project Name: (Project Name)                                    Acquisition Management Plan
Project Number: (FSR Number)
                                                                                    <Date>
Criticality Rating: (Low, Medium, High)
More information can be found regarding developing SOWs, published checklists and samples
and SOW writing tips at:
      http://admin.dot.ca.gov/pc/sow_development.shtml


4.2       Information Technology Acquisitions
As of November 24, 2008 acquisitions of IT goods and services from all Leveraged
Purchase Agreements (CMAS, MSA, MRA, SLP, WSCA, etc.) that require solicitations
using Request for Offers, Request for Information or Interest, Request for Proposal or
Invitation for Bid will be the sole responsibility of the DPAC IT Acquisition Office. The IT
Acquisition Package Programs will have to provide the following content:
         The estimated dollar value of the product or service procurement
         A list of potential vendors qualified under the leveraged purchase agreement
          type, e.g. CMAS, MSA, etc.
         The Purchase Request, Form 1415.
         A Personal Services Justification.
         An IT Justification
         An Information Technology Purchase Plan (ITPP.)
         A Scope of Work that completely describes the product or services to be
          provided and the responsibilities of the State and the Contractor.
More information regarding IT Acquisitions can be found at:
      http://it.dot.ca.gov/procurement/purchasing.htm
                                                    OR
      http://admin.dot.ca.gov/pc/acq_res_cntr.shtml
A checklist for the items needed for a CMAS or MSA Consulting Services Purchase
Request package can be found at:
      http:// (web location needs to be determined)




4.3       Pre-solicitation and Solicitation Key Action Dates
          Indicate estimated pre-solicitation key action dates for each procurement vehicle. For
          example, include such things as completion dates for Statements of Work, technical
          requirements and evaluation factors and values.

                                    Pre-solicitation Key Action Dates
                          Project Name/Project Number



                                                                                               7
Project Name: (Project Name)                                          Acquisition Management Plan
Project Number: (FSR Number)
                                                                                          <Date>
Criticality Rating: (Low, Medium, High)
                            Pre-Solicitation Key Action                    Date       Time
            Develop ITPP                                                   Date
            Obtain Caltrans approval of ITPP                               Date
            Send ITPP to DGS for approval                                  Date
            DGS approves ITPP                                              Date
            Develop SOW                                                    Date
            Develop Administrative and Technical Requirements              Date
            Develop Evaluation Criteria                                    Date
            Collate into RFP                                               Date
            Obtain Caltrans approval of RFP                                Date
            Send RFP to DGS for approval                                   Date
            DGS approves RFP                                               Date
            Send RFP to Federal for approval (if applicable)               Date
            Federal approves RFP (if applicable)                           Date



        Indicate estimated solicitation key action dates for each procurement vehicle. For
        example, include such things as the solicitation release date, contract award date).
        Additionally identify any schedule for obtaining adequate funds (i.e., BCP, Finance
        Letter).

                                          Solicitation Key Action Dates
                          Project Name/Project Number
                              Solicitation Key Action                      Date       Time
            Release RFP                                                    Date
            Last day for Vendors to submit questions prior to
                                                                           Date       Time
            published response to questions
            Publish response to questions                                  Date
            Last day for Vendors to submit Notice of Intent to Bid,
            Financial Statement and signed Confidentiality                 Date       Time
            Agreement
            Optional: Draft Proposals due                                  Date       Time
            Optional: Conduct Confidential Discussions                     Date
            Optional: Last day for Vendors to submit questions prior
                                                                           Date       Time
            to Final Proposals due
            Optional: Publish response to questions                        Date
            Final Proposals due                                            Date       Time
            Evaluate Final Proposals                                       Date



                                                                                                    8
Project Name: (Project Name)                                       Acquisition Management Plan
Project Number: (FSR Number)
                                                                                       <Date>
Criticality Rating: (Low, Medium, High)
            Conduct Public Cost Opening                                 Date       Time
            Complete Proposal Evaluation                                Date
            Write Evaluation and Selection Report (ESR)                 Date
            Send ESR to DGS through DPAC                                Date
            DGS approves ESR                                            Date
            Publish Notice of Intent to Award                           Date
            Obtain Federal approvals (if applicable)                    Date
            Award contract                                              Date



4.4      Evaluation Factors and Values
      For each acquisition, describe the evaluation approach, i.e. value effective (“best value”) or
      low cost (“low bid”). Best value evaluations are typically used for RFPs and RFOs and
      low bid evaluations are typically used for Invitation for Bids (IFBs.) Consult the DPAC
      Acquisition Specialist for questions. For best value solicitations, describe the evaluation
      factors and values (percent or points) assigned for the functional/ technical requirements.
      The evaluation factors must be based on functional requirements identified in the project
      approval document, i.e., FSR, SPR, etc. DGS recommends that cost be weighted a
      minimum of 50%. If weighting other than 50/50 is desired, it must be approved in advance
      by DGS/DPAC.


         Project Name/Project Number


              Evaluation Factor                        Value Assigned (e.g., % or points)
 Administrative Requirements                                       Pass/Fall


 Development and Conversion                                          30%

 Tasks and Deliverables


 Training Tasks and deliverables                                     20%


 Costs                                                               50%




                                                                                                 9
Project Name: (Project Name)                                     Acquisition Management Plan
Project Number: (FSR Number)
                                                                                     <Date>
Criticality Rating: (Low, Medium, High)

5. PROCUREMENT RISK MANAGEMENT
Describe methods to protect the state’s investment and ensure adequate contractor performance.
For instance:
     –    Payment holdbacks and performance bond requirements to ensure system development,
          implementation and integration are successful (refer to Public Contract Code Section
          12112).
     –    Well defined and specific contract requirements, deliverables, and provisions and a
          mutual understanding of them.
     –    Warranty provisions, liquidated damage provisions, or other insurance requirements.
     –    Other aspects of the contractual relationship that create or mitigate risk.



6. CONTRACT MANAGEMENT APPROACH
Describe how the project will administer and manage the acquisition once a contract is awarded.
Address the following:
     –    Describe the project’s specific approach, tools and processes, for contract management.
          For instance, how will the contract be approved and who will approve it. Also, who
          will review and recommend approval for contractor deliverables and what will be the
          process for contractor invoice approvals and who will approve them.
     – Describe where project-specific contract documentation will reside, for example in the
           project folder entitled, “Procurement or Contract Management.” In the Acquisition
           Management Plan include sample file structure for your project: (See Example)




                                                                                           10
Project Name: (Project Name)                                             Acquisition Management Plan
Project Number: (FSR Number)
                                                                                             <Date>
Criticality Rating: (Low, Medium, High)


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     –        Describe the tools used to manage the contract, contractual requirements and
              deliverables including Microsoft Excel, Project, Lotus Notes, etc.
     –        Describe contractor sourced status reporting, the approach used including written
              reports and meetings. Discuss how contractor expectations will be communicated.
              Discuss specific approaches to monitoring and managing contractor performance and
              how performance problems and issues will be resolved; including the dispute process
              and payment withholds/liquidated damages. Describe how contractor performance
              issues will be elevated to internal management and how they will be apprised of the
              status of problems, issues, and any condition requiring contract amendment(s).
     –        Provide name, title, and phone number of the assigned representative(s) responsible for
              implementing the department’s contract management approach; for example, contract
              approval, review and recommendations regarding deliverables, deliverable approval and
              invoice approvals and contract amendments.

7. CONTRACT CLOSURE
The process needed for completing and reconciling executed agreements with
contractors for the benefit of the project. It includes all necessary activities and
interactions to resolve any open/incomplete contract provisions or items. Generally, this
procedure involves the contract manager, contractor and project team members and


                                                                                                   11
Project Name: (Project Name)                                   Acquisition Management Plan
Project Number: (FSR Number)
                                                                                   <Date>
Criticality Rating: (Low, Medium, High)
encompasses both project product verification, meaning delivered products are
complete and satisfactory, and some administrative closure activities such as updating
contract records for archiving. Contract closure activities are pre-requisite to project
closure activities. Sometimes, special provisions within the contract itself can prescribe
how a contract must be closed. Structured Procurement Audits can be a component of
the contract closure process. These audits are often performed to examine successes
and failures (lessons learned in the procurement process) to improve preparation,
administration, and execution of future contracts.
Describe the formal process that will be used to close the contract. Prepare a list of the final
accepted work products/deliverables. Document how the contractor’s performance will be
evaluated and by whom. Explain how open contract items will be resolved and any final invoices
paid. Describe how contract records or documentation will be updated to reflect the history of
the contract such as amendments for additional tasks/costs. Define and install a process for how
the project will document any conditions which can be leveraged as “lessons learned” for future
contracts.
7.1      Contractor Evaluations (Form Standard 4)
      Contractor performance evaluations identify performance successes and failures,
      as well as whether work was performed with respect to the contract scope of work
      and according to quality standards. The Contract/Contractor Evaluation (Standard
      Form 4) must be completed for all consulting contracts of $5,000 or over within 60
      days of completion of the contract. If the contractor’s performance was
      unsatisfactory a copy of the evaluation must be sent to the Department of General
      Services, Office of Legal Services within 5 days from the completion of the
      evaluation. The contractor must be notified of an unsatisfactory evaluation within
      15 days after its completion. The Standard 4 form can be found at:

         Include a completed signed copy of the Standard 4 form in the repository of this project’s
         procurement documentation.


         http://admin.dot.ca.gov/pc/doc/std4.pdf




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