training & development catalog federal … cor workshop 25 2 ... key professional skills; ......

888.545.8575 | www.ManagementConcepts.com

Federal Acquisition & ContractingTRAINING & DEVELOPMENT CATALOG

Courses Scheduled October 2013 to September 2014

DAU-Equivalent Courses Details inside

Earn College CreditSee page 3 for details

Federal Contracting and Purchasing Personnel — Meet Your FAC-C and DAWIA Contracting Certification Training Requirements

CORs – Comply with FAC-COR and DoD COR Certification Training Requirements

Federal Leasing Specialists — Satisfy Training Requirements for Leasing Warrants

Personal Property Managers — Learn to Manage and Administer Federal Personal Property

Choose from a Variety of Courses to Meet Your Continuous Learning Training Needs

www.ManagementConcepts.com/acquisition

REGISTER TODAY!Call 888.545.8575

Current, Comprehensive, and Convenient Acquisition and Contracting Training

Management Concepts offers:

4 The most up-to-date, comprehensive materials in the marketplace

4 Engaging, experienced instructors

4 A wide selection of introductory through advanced courses

4 Training to satisfy professional certification, continuous learning, and continuing professional education needs

4 Convenient open enrollment and group onsite training options

Experience the gold standard for quality training with Management Concepts

What’s NEW at Management Concepts for Acquisition and Contracting Professionals

NEW CoursesStrategic Sourcing WorkshopThis three-day workshop provides intensive hands-on, active learning where students analyze actual government spending data in order to make strategic sourcing decisions. Just as government agencies are doing today, students will form collaborative teams to work through a realistic case study that guides them through the strategic sourcing process. As in real life, students will be faced with unexpected “facts” about their commodities, suppliers, leadership, and environment. These “facts” will reinforce learning by causing students to reconsider their previous work, reevaluate their assumptions, and adapt to new circumstances. Students do not need to be contracting experts to take this course. Rather, students should bring their critical thinking and problem solving skills to class.

For course details, see page 31.

CON 200: Business Decisions for Contracting This initial FAC-C and DAWIA Level II certification training course builds on the Level I preaward business and contracting knowledge necessary to process complex procurements. This course will help students successfully plan and execute acquisition strategies that optimize mission performance. Students will learn the importance of building successful business relationships, the benefits of strategic sourcing, and the intricacies of contract financing. Additionally, it will help increase their knowledge of subcontracting, source selection, and contractor responsibility.

For course details, see page 15.

NEW from Management Concepts Press The Government Manager’s Essential Library

Volume 1: The Government Manager’s Guide to Appropriations Law By William G. Arnold, CDFM-A

Volume 2: The Government Manager’s Guide to Source Selection By Charles Solloway, Jr., CPCM

Volume 3: The Government Manager’s Guide to Contract Negotiation By Legette McIntyre

For publication details, see page 61.

Printed content subject to change. For most up-to-date content, tuition & schedule, visit: www.ManagementConcepts.com | Call 888.545.8575 | © 2013 Management Concepts 1

Table of Contents

GENERAL INFORMATION

What’s New at Management Concepts for Acquisition and Contracting Professionals ........ 1Earn College Credit .............................................................................................................. 3About Management Concepts .............................................................................................. 4About Acquisition & Contracting .......................................................................................... 5Group Onsite Training .......................................................................................................... 6Training to Support Contracting Certification Programs ....................................................... 7Additional Courses for the Acquisition and Contracting Professional ............................57-60Publications from Management Concepts Press ............................................................61-62Credits and Professional Certification Training ................................................................... 63Registration Information for Open Enrollment Classes ....................................................... 64Alphabetical Listing of Courses........................................................................................... 65

Delivery Method Index

Instructor-Led Live Classroom Group Onsite

CONTRACTING Page CON 090: FAR Fundamentals ONSITE ONLY 8 •CON 170: Introduction to Cost and Price Analysis ONSITE ONLY 8 •CON 270: Intermediate Cost and Price Analysis ONSITE ONLY 9 •CON 280: Source Selection and the Adminstration of Service Contracts ONSITE ONLY 9 •CON 290: Contract Administration and Negotiation Techniques in a Supply Environment ONSITE ONLY 9 •Level I Contracting Certification Courses CON 100: Shaping Smart Business Arrangements 10 • •CON 110: Mission Support Planning 11 • •CON 111: Mission Strategy Execution 12 • •CON 112: Mission Performance Assessment 13 • •CON 120: Mission Focused Contracting 14 • •Level II Contracting Certification Courses CON 200: Business Decisions for Contracting NEW! 15 • •CON 214: Business Decisions for Contracting 15 • •CON 215: Intermediate Contracting for Mission Support 16 • •CON 216: Legal Considerations in Contracting 17 • •CON 217: Cost Analysis and Negotiation Techniques 18 • •CON 218: Advanced Contracting for Mission Support 19 • •

CONTRACTING (continued) Page Level III Contracting Certification Course CON 360: Contracting for Decision Makers 20 • •Assignment-Specific Courses CON 243: Architect-Engineer Services Contracting 21 • •CON 244: Construction Contracting 22 • •

CONTRACTING OFFICER’S REPRESENTATIVE TRAINING COURSES Page

Basic (Level 1) Contracting Officer’s Representative 23 • •Contracting Officer’s Representative Course 24 • •Advanced COR Workshop 25 • •COR Refresher 26 • •

SPECIALIZED, ELECTIVE, AND CONTINUOUS LEARNING Page Federal Acquisition Regulation (FAR) Overview 28 • •Market Research 28 • •Introduction to Federal Contracting 29 • •Ethics in Federal Contracting 30 • •Governmentwide Commercial Purchase Card 30 • •Strategic Sourcing Work Shop NEW! 31 • •Simplified Acquisition Procedures 32 • •Micro-Purchase Procedures 33 • •Simplified Acquisition Refresher 33 • •Advanced Simplified Acquisition Procedures 34 • •Source Selection 35 • •Performance-Based Service Acquisition 36 • •Statement of Work (SOW) Workshop 37 • •Writing Performance Work Statements (PWS) 37 • •Federal Contract Law 38 • •Advanced Federal Contract Law 39 • •Cost and Price Analysis 40 • •Contract Administration 41 • •Developing the Independent Government Cost Estimate (formerly Cost Estimating for Technical Personnel) 42 • •

2 Printed content subject to change. For most up-to-date content, tuition & schedule, visit: www.ManagementConcepts.com | Call 888.545.8575 | © 2013 Management Concepts

SPECIALIZED, ELECTIVE, AND CONTINUOUS LEARNING (cont.) Page Evaluating a Contractor’s Performance 42 • •Types of Contracts 43 • •Service Contract Act Overview 43 • •Terminating Contracts 44 • •Contract Closeout 44 • •Changes Under Government Contracts 45 • •Fundamentals of Overhead and Other Indirect Cost Rates 45 • •Incentive Contracts 46 • •Acquisition of Commercial Items 46 • •Best Value Source Selection Using Tradeoffs 47 • •Task and Delivery Order Contracting 47 • •Administration of Cost-Reimbursement Contracts 48 • •Information Technology (IT) Acquisition 48 • •Contracting With Small Business Concerns 49 • •Construction Claims 50 • •Contract Claims 50 • •

FEDERAL REAL PROPERTY LEASING Page Federal Real Property Leasing 51 • •Federal Real Property Lease Law 52 • •Lease Administration 52 • •Cost and Price Analysis of Lease Proposals 53 • •Techniques of Negotiating Federal Real Property Leases 54 • •

FEDERAL PERSONAL PROPERTY MANAGEMENT Page Basics of Personal Property Management 55 • •Administration of Contractor-Held Property 56 • •

ACE PAGE RECOMMENDED COURSE NAME NUMBER HOURS*

Advanced COR Workshop 25 2

Advanced Simplified Acquisition Procedures 34 2

CON 100: Shaping Smart Business Solutions 10 2

CON 110: Mission Support Planning 11 2

CON 111: Mission Strategy Execution 12 2

CON 112: Mission Performance Assessment 13 2

CON 120: Mission Focused Contracting 14 4

CON 215: Intermediate Contracting for Mission Support 16 3

CON 216: Legal Considerations in Contracting 17 2

CON 217: Cost Analysis and Negotiation Techniques 18 2

CON 218: Advanced Contracting for Mission Support 19 3

CON 243: Architect-Engineer Services Contracting 21 2

CON 244: Construction Contracting 22 2

Contract Administration 41 2

Contracting O�cer’s Representative Course 24 2

Federal Contract Law 38 2

Introduction to Federal Contracting 29 2

Performance-Based Service Acquisition 36 2

Simplified Acquisition Procedures 32 2

Source Selection 35 2

Ace review is pending for CON 090, CON 170, CON 200, CON 270, CON 280, CON 290, and CON 360. Please visit www.ManagementConcepts.com/earncollegecredit for the most up to date information.

Earn College Credit

The American Council on Education’s College Credit Recommendation Service (ACE CREDIT) has evaluated and recommended college credit for the following Management Concepts courses. ACE, the major coordinating body for all the nation’s higher education

institutions, seeks to provide leadership and a unifying voice on key higher education issues and influence public policy through advocacy, research, and program initiatives. For more informa-tion, visit the ACE CREDIT website at http://www.acenet.edu/acecredit.

Course descriptions in this catalog for courses that have been reviewed are marked with the following symbol:


About Management Concepts

Management Concepts is the nation’s premier provider of training and professional development solutions serving the public and private sectors. Founded in

1973, we’ve collaborated with federal government agencies; state, local, and tribal government offices; non-profit organizations; universities; and corporations, helping more than one million professionals unleash their potential. Our experienced, knowledgeable instructors and facilitators educate clients on critical topics including: Federal Acquisition & Contracting; Federal Grants & Assistance; Federal Financial Management; Leadership & Management; Federal Project & Program Management; Federal Human Resources & Retirement Planning; Key Professional Skills; and Business Analysis & Analytics. Our course development designers utilize industry-leading adult learning principles and focus on providing timely, relevant knowledge and practical, applicable skills in all of our courses. Whether you require one training course, a custom certificate program to strengthen your team’s competencies, or need expert consulting to solve your organization’s professional development issues, we can deliver a solution to suit your organization’s unique needs. Any of our 250+ courses can be tailored or completely customized, combined with consulting services, or used in conjunction with on-going coaching and hands-on workshops.

At Management Concepts, we are committed to empowering professionals to advance their careers and enabling organizations to achieve their missions with our high-impact training courses, professional development solutions, customized consulting services, and award- winning publications. For more information visit www.ManagementConcepts.com.

Management Concepts is certified to operate by the State Council of Higher Education for Virginia.

The Management Concepts DifferenceTop 10 Reasons to Work with Us

1 Management Concepts is the leading management and technical skills training company to the federal government* For 40 years, we have built a solid reputation as the leading provider of training and professional development services for the federal government and its grantee and contractor communities.

2 Broad selection of courses Management Concepts is your single source training provider with more than 250 Commercial Off-The-Shelf (COTS) courses and 10 industry-respected certificate programs.

3 Timely, relevant, immediately applicable course content High-impact courses covering the latest trends and developments in the federal environment enable you to implement new techniques immediately while staying compliant with the latest rules and requirements.

4 World-class instructors who share their vast knowledge and proven methods for success Our 450 experienced instructors deliver timely and relevant course content using real world scenarios to ensure our clients’ ability to successfully implement the material when they leave the classroom.

5 Nationally recognized continuing education options Many of our courses are designed to meet the standards and requirements of leading industry organizations, such as the National Association of State Boards of Accountancy (NASBA), American Council on Education (ACE), International Institute of Business Analysis (IIBA®), and Project Management Institute (PMI®).

6 Assessments that create a roadmap for professional development We offer a range of customizable, actionable assessment services to help you and your organization clearly identify areas for professional development and improved performance.

7 Customizable training Our courses can be customized to meet the specific needs of your organization and can be delivered onsite at your location.

8 Flexible and affordable delivery options We offer a wide range of learning formats to suit your busy schedule and budget. Choose from instructor-led group classes in convenient locations; take classes online to enjoy the benefits of working from your home or office; or talk to our training advisors about a custom-developed, blended learning solution to best meet your organization’s needs.

9 Superior value With Management Concepts, you don’t have to choose between cost, convenience, or quality — you get all three. We deliver superior value by providing the highest quality content, in a variety of learning formats, in dozens of convenient locations — all at a competitive price that will meet your budget.

10 100% Satisfaction guarantee Our commitment to your satisfaction is backed by a 100% satisfaction guarantee.

*Based on GSA 2011 Schedule Sales Query: Schedule 874-4.


About Federal Acquisition & ContractingWhat You Can ExpectManagement Concepts offers current and compelling federal acquisition and contracting training. Our courses provide relevant and practical content on governmentwide acquisition and contracting regulations, case law, and best practices to help you remain current and to improve performance. Our open enrollment courses are available when and where you need them, with a robust schedule of sessions offered in convenient locations nationwide. Alternatively, we can bring our courses to your location and tailor the presentation or content to meet your specific needs, timeframe, and budget.

How We WorkIn addition to helping you meet mandatory training requirements and improve your job performance, we can help you further your formal education and professional advancement with courses that offer Continuing Education Units, Continuous Professional Education credits, and Continuous Learning Points. Several of our courses have also received college credit recommendations from the American Council on Education.

Acquisition and Contracting Training: Our DAU-equivalent courses support Contracting Officers and Contract Specialists seeking to meet mandatory FAC-C and DAWIA training requirements. Additionally, the broad range of courses we offer can be used as electives or to fulfill continuous learning requirements for maintaining certification, improving skills and abilities, and helping you serve as a business advisor on the acquisition team.

Contracting Officer’s Representative Training: Technical or functional personnel who need to satisfy either FAC-COR or DoD’s COR certification training requirements to perform their critical COR duties, or who need to maintain certification by earning CLPs, will find our offerings of value.

Federal Real Property Leasing Training: Leasing specialists seeking a warrant to acquire real property leased space and those who administer federal leases should consider our suite of federal real property leasing courses. These courses reflect current GSA leasing guidance.

Personal Property Management Training: If you are involved in managing federal personal property held either by the agency or contractors, our courses will provide you with a working knowledge of personal property management policies, procedures, and regulations, with emphasis on management and control, accountability, and accounting for personal property.

Performance-Based Service Acquisition Training: Contracting and technical personnel will gain the knowledge and skills necessary to plan, award, and administer performance-based service contracts using a Performance Work Statement or a Statement of Objectives.

Why Work with UsOur course materials are rigorously researched and updated on a continuous basis to reflect the current state of governmentwide regulations and policy. This commitment to accuracy helps to make our course materials the most current in the marketplace, and they also serve as invaluable references back on the job. Our instructors are carefully selected for their comprehensive subject matter knowledge and their extensive, hands-on experience in the acquisition field.

We offer introductory, advanced, and specialized courses in acquisition and contracting as well as helpful related programs in real property leasing and personal property management. Although our courses are designed specifically for federal and DoD agencies, they also can help government contractors understand the regulations that underpin the federal acquisition system.

Other Areas of Expertise:

Federal Grants & AssistanceWe offer a unique and comprehensive grants and assistance training curriculum. Our Grants Management Certificate Program™ sets the industry standard for grants professional education, with tracks for federal personnel, pass-through entities, and recipients of federal awards.

Federal Financial ManagementManagement Concepts federal financial management training and services help you and your agency respond to increasing demands for accountability, transparency and performance. Our instructor-led and online training supports core competencies for accountants, auditors, budget analysts, and financial managers. We provide the knowledge and tools to help you and your organization meet today’s challenges.

Leadership, Management & Professional SkillsWe help individuals and organizations realize their potential in three key areas: Leadership, Management, and Professional Skills. Our services employ innovative training and collaborative consulting, ICF-certified coaches and experienced instructors, 360-degree assessments, and timely publications to provide you with a truly remarkable customer experience.

Federal Project & Program ManagementWe deliver flexible, integrated federal project and program management offerings. Whether you are an aspiring or experienced federal project manager, a technical specialist serving in a project management capacity, or a contractor working closely with the federal government, we can help you stay ahead of the curve.


Group Onsite TrainingDelivered how you want it…where you want it…when you want it!

Group onsite training is perfect for organizations that have specific training and development challenges affecting the entire team or department. Management Concepts offers your organization the convenience of administering training

sessions at a location of your choice.

If you have a group of employees — large or small — that requires training, group onsite delivery is the most effective way to ensure all your employees gain knowledge and learn vital concepts, techniques, and material at the same time. Choose the training you want, where you want it, and on a schedule that fits your business cycle. We’ll work with you to provide the course material, length, and format to meet your specific needs.

In the last twelve months, we have delivered over 1,600 successful onsite training sessions at client locations throughout the United States and abroad.

Our expert client engagement coordinators will ensure you receive the industry’s best customer service and learning experience for your group. And, if your organization does not have facilities available for learning, we can make special arrangements through our extensive network of hotels and training centers.

Save on Tuition, Travel Costs, and TimeThe costs associated with group onsite training are often significantly less per student than for individuals attending publicly-available, open enrollment classes. Onsite training can reduce or even eliminate travel costs, as well as time away from the office, because we bring the class and the instructors to you.

Minimize the Learning CurveSpeed the change process within your organization by providing employees with consistent content and training delivery. Participants will retain essential knowledge by discussing and immediately applying what they learn with coworkers.

Create a Customized ProgramFurther maximize the impact of a group onsite training program through customization. We will help you develop course material that addresses the unique challenges facing your organization.

Management Concepts understands that your organization’s training requirements change as you face new goals and objectives. Our instructional designers and subject matter experts work with you to modify exercises and tailor case studies to incorporate organization-specific information into your training program. This provides your team with the most relevant information and supports the skills it needs to function more effectively.

Flexible Delivery OptionsWe provide the best mix of traditional classroom training and technology-based learning. Our flexible onsite training delivery options include:

• Instructor-led live classroom • Instructor-led online (synchronous)• Instructor-facilitated online (asynchronous) • Self-study online (asynchronous) • Video teleconferencing

Inquire about Onsite Training Today!

Call 888.545.8575 to speak with an onsite training specialist

or email us at: [email protected]


Instructor-Led Live Classroom Group Onsite

Training to Support FAC-C and DAWIA Certification Programs

Management Concepts o�ers courses for both federal civilian agencies and Department of Defense personnel seeking to fulfill the core, elective, and continuous learning training requirements of their contracting certification programs and improve their knowledge and skills.

Federal Acquisition Certification in Contracting (FAC-C) TrainingIf you are a federal civilian agency contracting professional seeking to meet the mandatory training requirements of FAC-C, Management Concepts provides all the core courses you must take. In addition, we o�er a broad range of courses you can pick from to help you meet the elective or 80-hour continuous learning requirement while furthering your understanding of this complex career field. Please note that the FAI website authorizes CON 200 or CON 214 but will only recognize CON 200 after September 30, 2014. Similarly, CON 360 or CON 353 are currently accepted but only CON 360 will be accepted after September 30, 2014. Both CON 200 and CON 360 are o�ered on an open enrollment and onsite basis. CON 214 and CON 353 will only be o�ered on an onsite basis. For a full description of CON 353, please visit our website.

DAWIA Certification in Contracting TrainingIf you are a Defense Department contracting professional seeking to meet the mandatory training requirements of DAWIA Certification in Contracting program, Management Concepts can help. We o�er equivalent courses for all classroom courses that are a part of the program plus a classroom alternative to three online courses.

The following table provides the certification level, whether the course is for FAC-C or DAWIA certification or both, and if the class is available in the instructor-led live classroom and/or group onsite formats. The courses are listed in the preferred order in which they should be taken.

Level I

CON 090: FAR Fundamentals (p. 8) l l

CON 100: Shaping Smart Business Arrangements (p. 10) l l l l

CON 110: Mission Support Planning (p. 11) l l l

CON 111: Mission Strategy Execution (p. 12) l l l

CON 112: Mission Performance Assessment (p. 13) l l l

CON 120: Mission Focused Contracting (p. 14) l l l

CON 170: Fundamentals of Cost and Price Analysis (p. 8) l l

Level II

CON 200: Business Decisions for Contracting (p. 15) l l l l

CON 214: Business Decisions for Contracting l l

CON 215: Intermediate Contracting for Mission Support (p. 16) l l l

CON 216: Legal Considerations in Contracting (p. 17) l l l l

CON 217: Cost Analysis and Negotiation Techniques (p. 18) l l l

CON 218: Advanced Contracting for Mission Support (p. 19) l l l

CON 270: Intermediate Cost and Price Analysis (p. 8) l l

CON 280: Source Selection and the Administration of Service Contracts (p. 9) l l

CON 290: Contract Administration and Negotiation Techniques in a Supply Environment (p. 9) l l

Level III

CON 353: Advanced Business Solutions for Mission Support (see web) l l

CON 360: Advanced Contracting for Decision Makers (p. 20) l l l l

CON 243: Architect-Engineer Services Contracting (p. 21) l l l l

CON 244: Construction Contracting (p. 22) l l l l

FAC

-C

DA

WIACourses


Courses to Support DAWIA Certification in Contracting

Management Concepts has earned equivalency for all the classroom courses required by the DAWIA Certification in Contracting Program. We also have equivalency for three of the online-only classes, however, we offer them as instructor-led live classroom courses, for those who prefer the classroom setting.

All of these courses are available for onsite-only delivery at a location of your choice, with the exception of CON 100, CON 200, CON 216, and CON 360, which are also offered for open enrollment delivery.

For more information on these courses, call 888.545.8575.

NEW! D A U - E Q U I V A L E N T C O U R S E S T O S U P P O R T D A W I A C E R T I F I C A T I O N I N C O N T R A C T I N G

CON 090: FAR Fundamentals

This course is designed for those new to federal contracting. Students will be immersed in the FAR, DFARS, and PGI throughout this course and emerge knowledgeable of the government contracting process; the FAR and FAR supplement structure; FAR Parts 1 – 53; and will be able to locate and understand FAR and DFARS regulations, guidance, provisions and clauses. Students will navigate the online FAR, DFARS, and PGI as they wrestle with realistic scenario-based contracting problems.

LEARNING OBJECTIVES:

• Identify the basic framework of the federal acquisition environment and locate, cite, and interpret information in the FAR and DFARS

• Identify the policies and procedures related to acquisition planning, preferred and required sources, competition requirements, types of contracts, special contracting methods, describing agency needs, publicizing contract actions, and socioeconomic programs

• Identify policies and procedures for soliciting offers, evaluating bids and offers, conducting exchanges with offerors, awarding contracts, managing protests, and conducting simplified acquisitions

• Identify the fundamental concepts of administration, the rights of parties when contract performance is unacceptable, applicable payment clauses, contract modifications, contract disputes, terminations, and closeout

COURSE TOPICS INCLUDE:

Please see website.

CON 170: Fundamentals of Cost and Price Analysis

This training course is a DAWIA Level I contracting course for newly hired GS-1102 contracting personnel. Students will learn foundational knowledge of cost and price analysis and apply quantitative tools to accomplish cost and price analysis in accordance with the FAR, DFARS, PGI, and the Contract Pricing Reference Guides.


• Describe key components of the contracting environment, including seller pricing strategies, Truth in Negotiation Act, Cost Accounting Standards, cost principles, and market research

• Demonstrate the ability to execute fundamental quantitative pricing skills

• Given a contracting scenario, determine the appropriate contracting strategy and financing arrangement

• Differentiate between price and cost analysis and apply each form of analysis to various contracting scenarios


Please see website.

Group Onsite Course 1190 19 days Call for info 888.545.8575.

Course 1190 is available for group onsite delivery only. Contact us at 888.545.8575 for more information.

NASBA CPE CREDITS: 152• Field of Study: Finance• Course Level: Basic

COURSE FORMAT:Lecture, independent readings, guided discussions, individual online research, case studies, quizzes, and exams

PREREQUISITES: None




COURSE FORMAT:Pre-class assignments, lecture, guided discussions, research and application exercises, independent readings, and two exams

PREREQUISITES:• CON 115• CLC 058

ONSITE ONLY ONSITE ONLY


CON 270: Intermediate Cost and Price Analysis

CON 270: Intermediate Cost and Price Analysis builds on the fundamental contract pricing principles covered in the Level I Contracting curriculum, Contract Pricing Reference Guide, and DOD Policy. The course is divided into three segments addressing contract pricing issues from a Pre-Award, Negotiation Preparation-Award, and Post-Award perspective. In the course, students will be introduced to quantitative techniques and tools used to quantify and facilitate decision making in determining a fair and reasonable price.


• Model a contractor’s cost proposal• Select appropriate statistical and historical data to use in

facilitating the decision-making process• Summarize the development, assumptions, application,

and risk of cost estimating relationships• Use historical data and improvement curve analysis to

determine the impact of variation in quantity on cost/price• Identify issues and factors to consider when developing

the government’s negotiation objective for an equitable adjustment

• Identify issues and factors to consider when pricing a termination settlement

• Analyze cost risks after development of a point estimate• Identify the appropriate incentive contract type

arrangement• Conduct cost realism analysis to determine contractor’s

most probable actual cost to perform successfully


Please see website.

CON 280: Source Selection and the Administration of Service Contracts

This course is designed for contracting professionals who work, or are expecting to work, in positions requiring contracting officer warrants and DAWIA Level II certification in contracting. Through a realistic scenario-based case study that continues throughout the course, students will experience first-hand the seven steps of the services acquisition process and learn the fundamentals of a performance based services acquisition. Students will prepare acquisition documents, develop and deliver source selection briefings, and negotiate contractual issues.


• Identify team roles, responsibilities, and communication• Using market research, determine availability of sources• Determine strategies to maximize small businesses • Determine a performance-based approach and metrics• Construct an acquisition plan and source selection plan• Assess various contract and incentive arrangements• Apply funding, incentive, cost and payment provisions• Examine a solicitation for compliance • Construct the competitive range, evaluate proposals• Plan for negotiations/discussions • Discuss the contractor responsibility process • Determine the best value proposal • Determine debriefing content and protest processes• Administer contracts and determine the need for mods• Determine contract close-out procedures


Please see website.



NASBA CPE CREDITS: 80• Field of Study: Finance• Course Level: Intermediate

COURSE FORMAT: Guided discussions and exercises,

individual exercises and assignments, exams and quiz, and independent readings

PREREQUISITES:• CON 170: Fundamentals

of Cost and Price Analysis• CLC 056: Analyzing

Contract Costs




COURSE FORMAT:Pre-class assignments; guided discussions; graded individual written project involving presentations; integrated case study

PREREQUISITES:• CON 270: Intermediate

Cost and Price Analysis

Group Onsite Course 1290 9.5 days Call for info 888.545.8575.



COURSE FORMAT: Pre-class assignment, guided discussions, research and application exercises, independent readings

PREREQUISITES:• CON 270: Intermediate


ONSITE ONLY

NEW! D A U - E Q U I V A L E N T C O U R S E S T O S U P P O R T D A W I A C E R T I F I C A T I O N I N C O N T R A C T I N G

ONSITE ONLY

CON 290: Contract Administration and Negotiation Techniques in a

Supply Environment

This case-based training course is designed for contracting professionals who work, or are expecting to work, in positions requiring DAWIA Level II certification in contracting. Through two simulated contract negotiations, students will experience the full spectrum of contracting processes and issues by following a supply requirement through all phases of the acquisition life cycle.


• Develop an acquisition strategy to satisfy customer requirements

• Identify major solicitation elements and components• Apply cost analysis techniques to develop a

prenegotiation objective • Develop a strategy for a noncompetitive negotiation• Conduct a noncompetitive negotiation• Manage contract performance in accordance with the

contract


Please see website.

ONSITE ONLY

•


L E V E L I C O N T R A C T I N G C E R T I F I C A T I O N C O U R S E S

Instructor-Led Live Classroom Group Onsite Course 1101 4 days $899 Call for info 888.545.8575.

Seattle, WAJul 21-24, 2014 ........................... 14110101Tysons Corner, VAFeb 3-6, 2014 .............................. 14110102

Washington, DCOct 21-24, 2013 ........................... 13110115Dec 16-19, 2013 .......................... 13110116May 12-15, 2014 ......................... 14110103Jul 28-31, 2014 ........................... 14110104Sep 8-11, 2014 ............................ 14110105


COURSE FORMAT:Lecture; discussion; facilitated group work on exercises, elements of which are graded; videos; and independent readings

SUGGESTED PREREQUISITES: None

ACE RECOMMENDATION:August 2012 to present: In the upper division baccalaureate/associate degree category, 2 semester hours in Business Administration, Public Administration, Procurement, Purchasing, or Contract Management

CON 100: Shaping Smart Business Arrangements

Personnel newly assigned as GS-1102 Contract Specialists and others needing this course for FAC-C or DAWIA certification will obtain a comprehensive understanding of the environment in which they will serve. Students will develop professional skills for making business decisions and advising other acquisition team members to successfully meet customers’ needs. Participation in small group simulation exercises will prepare students to provide contracting support within the overarching business relationships of government and industry. Note: Management Concepts has tailored this course to make it relevant for civilian agencies as well as DoD contracting personnel. This course is also available in a 5-day format, delivered onsite only.


• Understand the vision and focus of the acquisition environment

• Identify the customer’s mission • Conduct business as a member of the

acquisition team • Develop professional skills for making smart

business decisions• Effectively work with the financial and

contractor communities • Identify various types of procurement

alternatives • Recommend smart business decisions that

best support the customer and comply with laws and regulations

• Set goals for personal career growth


Acquisition EnvironmentWhat is acquisition? Similarities and differences between private and public sectors. The acquisition mission. Influences and historical perspectives on the acquisition environment.

The Contracting CustomerContracting mission. Customer mission areas.

Building Blocks for Effective Acquisition Teaming

The acquisition team. Contracting professional’s added value. Teamwork.Key success factors for effective team building. Interactive teaming styles. Effective communication.

Decision Making and Problem SolvingRelationship between decision making and problem solving. Problem solving steps and tools.

Procurement Ethics and Acquisition OversightStandards of conduct and ethical principles. Ethical values and decision-making plans. Actions to fight fraud, waste, and abuse. Acquisition oversight and impact of oversight organizations on the acquisition process.

Commercial Marketplace – The Preferred Approach

Preference for buying commercial items. Commercial off-the-shelf items, modified commercial items, nondevelopmental items, and government-unique items. Market research.

Financial Fundamentals for Contracting Professionals

Types of appropriations. Anti-Deficiency Act, Misappropriations Act, and bona-fide need rule. Financial management.

Introduction to the FARConstitutional and statutory authority for procurement. The FAR system. Agency FAR supplements. FAR conventions.

Win-Win-Win ContractingWin-win-win outcomes. Buyer and seller motivations. Contractor considerations in doing business with government. Competing factors in the acquisition environment. Business strategies to manage risk.

Business Alternatives Other Than a New Contract

Providing mission area support. Required sources. Interagency acquisitions. Ordering instruments and agreements. Undefinitized contract actions. Governmentwide commercial purchase card.

Business Alternatives: Initiating a New Contract

Factors influencing a new contract. Methods of procurement. Contract types. The acquisition process.

Law BasicsFundamental concepts of the legal process. Role of contract law in federal government. Sources of procurement law. Contracting authority. Elements of a contract. Protests. Problems during contract performance.

LeadershipPrinciples of leadership. Leading change – the keys to success.

E-Business in the Acquisition ProcessDefinitions, roles, and functions. Integrated acquisition environment. E-business benefits and challenges. Impact of using inaccurate data.

Your Professional and Career DevelopmentFederal Acquisition Certification in Contracting (FAC-C) requirements. Defense Acquisition Workforce Improvement Act (DAWIA). Technical and business competencies. Contracting career opportunities. Individual development plans (IDP).


Instructor-Led Live Classroom Group Onsite Course 1310 5 days $1,069 Call for info 888.545.8575.

Tysons Corner, VANov 18-22, 2013 .......................... 13131017Washington, DCOct 21-25, 2013 ........................... 13131015Dec 9-13, 2013 ............................ 13131016Feb 10-14, 2014 .......................... 14131002Apr 28-May 2, 2014 ..................... 14131003Aug 4-8, 2014 .............................. 14131004


COURSE FORMAT:Lecture, discussion, exercises, independent readings, and final exam

SUGGESTED PREREQUISITE: • CON 100: Shaping Smart Business

Arrangements (p. 10)

ACE RECOMMENDATION:November 2005 to present: In the lower division baccalaureate/associate or upper division baccalaureate degree category, 2 semester hours in Business Administration, Public Administration, Procurement, Purchasing, or Contract Management

REQUIRED MATERIALS: Students must bring a calculator to class


CON 110: Mission Support Planning

This training course is designed for personnel new to the contracting workforce who are seeking FAC-C Level I training and noncontracting personnel who play a role in the acquisition process and require this course for certification in their career field. Students will gain the knowledge and skills necessary to perform planning and presolicitation activities during the acquisition planning phase of the acquisition process from forecasting requirements through receipt of procurement requests.


• Establish successful customer relationships • Develop a mission support strategy • Apply acquisition regulations • Conduct market research • Analyze requirements documents • Implement socioeconomic programs in

accordance with regulations • Understand methods of acquisition and types

of contracts • Provide for competition • Plan for source selection


Mission Support StrategyDeveloping a mission support strategy. Customer relationships. Ethical decision making.

The Federal Acquisition SystemAuthority. Organization of the FAR. Locating information in the FAR. FAR maintenance. Deviations and approvals. Agency FAR supplements.

Market ResearchPurpose, characteristics, and benefits. Sources of market information. Effective market research.

Sources of SupplyDetermining if required sources can satisfy the need. Interagency acquisitions under the Economy Act. Qualified bidders, manufacturers, and products lists.

Requirements DocumentsDefinitions. Responsibilities of the business advisor. Types of requirements documents. Steps for reviewing requirements documents.

Services Definitions. Performance-based service acquisition. Service Contract Act. Nondisplacement of qualified workers under service contracts. Construction. Architect-engineer services.

Socioeconomic, Labor, and Environmental Concerns

Small Business Act. Definitions. Market research. NAICS codes and size standards. Small business programs, including set-asides and sole source awards. Foreign acquisition. Labor and environmental policies affecting acquisition.

Acquisition MethodsSimplified acquisition methods. Sealed bidding. Negotiation. Determining how to solicit.

Contract TypesGeneral classifications. Risks associated with an acquisition. Factors in selecting contract type. Fixed-price contract types. Cost-reimbursement contract types. Time-and-materials and labor-hour contracts. Alternatives for recurring requirements. Unpriced actions.

CompetitionCompetition when using simplified acquisition procedures. Other than full and open competition. Full and open competition after exclusion of sources.

Acquisition Plan DevelopmentIdentifying the customer base. Understanding the business environment. Considering best value and mission goals to make the acquisition business case. Teaming. Acquisition planning. Preparing a written plan.



Tysons Corner, VAFeb 3-7, 2014 .............................. 14131101Washington, DCNov 4-8, 2013.............................. 13131112Dec 16-20, 2013 .......................... 13131113Mar 10-14, 2014 .......................... 14131102May 19-23, 2014 ......................... 14131103Jul 14-18, 2014 ........................... 14131104Sep 8-12, 2014 ............................ 14131105



SUGGESTED PREREQUISITES: • CON 100: Shaping Smart Business

Arrangements (p. 10)• CON 110: Mission Support Planning

(p. 11)

ACE RECOMMENDATION:January 2006 to present: In the lower division baccalaureate/associate or upper division baccalaureate degree category, 2 semester hours in Business Administration, Public Administration, Procurement, Purchasing, or Contract Management


CON 111: Mission Strategy Execution

This training course is designed for personnel new to the contracting workforce who are seeking FAC-C Level I certification training, and for noncontracting personnel who play a role in the acquisition process and require this course for certification in their career field. Students will gain the knowledge and skills necessary to execute an acquisition that optimizes customer mission performance. Students will learn basic procedures for acquisition of both commercial and noncommercial requirements, effectively conduct price analysis and cost analysis to determine when a price is fair and reasonable, conduct basic competitive acquisitions, process awards, and handle protests before and after contract award.


• Analyze procurement requests for sufficiency • Effectively exchange information with

industry • Prepare a solicitation and process bids and

proposals • Develop price and non-price factors for

evaluation • Understand contract financing available to

potential offerors • Determine a fair and reasonable price using

price analysis and cost analysis• Award contracts • Resolve protests


Procurement Requests (PR)Elements of the PR package. Funding. Independent government estimate. Adequacy of supporting documents.

Exchanging Information, Publicizing, and Preaward Inquiries

Exchanges prior to receiving proposals. Publicizing proposed contract actions. Prequote, prebid, and preproposal conferences. Public inquiries prior to award.

Preparing the Solicitation Types of solicitations. Differences between solicitations for commercial items and noncommercial items. Contract type. Price and non-price evaluation factors. Methods of evaluation. Contract financing. Amending or canceling the solicitation.

Preaward Preparations Safeguarding quotes and proposals. Timely and late offers. Oral presentations.

Price AnalysisPurpose and requirements. Selecting price analysis techniques. Identifying factors that affect comparability. Determining the effect of identified factors. Adjusting selected prices for comparison. Comparing adjusted prices.

Cost Analysis Purpose of cost analysis and cost realism analysis. Situations for use. Factors that affect cost analysis and cost realism analysis. Identifying the need for certified cost or pricing data or data other than certified cost or pricing data. Subcontract pricing considerations.

Negotiation PreparationNon-competitive negotiations: prenegotiation exchanges, negotiation objectives and strategy, negotiation agenda, and documentation. Competitive negotiations: types of exchanges, competitive range determination, discussions, and documentation.

Awarding the ContractCanceling and rejecting or resoliciting requirements. Contractor responsibility. Consideration of veteran or socioeconomic status. Award documents when using simplified acquisition procedures and other methods. Debriefings. Protests.



Tysons Corner, VAOct 21-25, 2013 ........................... 13131213

Washington, DCNov 18-22, 2013 .......................... 13131212Jan 6-10, 2014 ............................ 14131202Feb 24-28, 2014 .......................... 14131203Apr 7-11, 2014 ............................. 14131204Jun 23-27, 2014 .......................... 14131205Jul 28-Aug 1, 2014 ...................... 14131206Sep 15-19, 2014 .......................... 14131207



SUGGESTED PREREQUISITES:• CON 100: Shaping Smart Business

Arrangements (p. 10)• CON 110: Mission Support Planning

(p. 11)• CON 111: Mission Strategy

Execution (p. 12)

ACE RECOMMENDATION: February 2006 to present: In the lower division baccalaureate/associate or upper division baccalaureate degree category, 2 semester hours in Business Administration, Public Administration, Procurement, Purchasing, or Contract Management


CON 112: Mission Performance Assessment

This training course is designed for personnel new to the contracting workforce who are seeking FAC-C Level I certification training and for noncontracting personnel who play a role in contract administration and require this course for certification in their career field. This training course builds on the knowledge and skills acquired in CON 110 and CON 111. Students will gain the knowledge and skills necessary to use appropriate performance metrics when evaluating contractor performance and work with their customers to ensure contract performance is satisfying mission needs. Students will also explore assessment strategies and performance remedies, make and price contract modifications, deal with disputes, and close out completed contracts.


• Plan for contract administration • Conduct a postaward orientation• Make decisions regarding a contractor’s use

of subcontracts• Monitor a contractor’s performance and

resolve problems • Identify and address delays in performance • Modify contracts after award and exercise

options• Select and pursue a formal contract remedy

and recognize fraud • Identify and resolve contract disputes • Describe contract claims procedures • Terminate contracts for convenience, cause,

or default • Identify the methods to finance commercial

and noncommercial item contracts • Close out completed contracts


Contract Administration PlanningReviewing the contract file. Determining the level of contract surveillance. Delegating contract administration functions. Developing a contract administration plan. Identifying personnel to represent the contracting officer.

Postaward OrientationNeed for and types of postaward orientations. Planning and conducting the orientation. Preparing and distributing the postaward orientation conference report. Participating in subcontractor postaward conferences. Documentation.

Subcontract AdministrationConsent to subcontract and advance notification. Contractor purchasing system reviews. Make-or-buy programs. Small business subcontracting plans. Privity of contract.

Performance Monitoring/Quality Assurance Responsibilities of the parties. Monitoring actions of CORs and other support personnel. Responding to contractor requests. Quality requirements. First article testing. Obtaining feedback and other data on contractor’s performance or deliverables. Acceptance. Verifying, documenting, and determining the impact of performance problems. Resolving problems with required sources. Documentation.

Delays in PerformanceDetermining whether to stop work. Investigating delays. Types of delays. Resolving contractor performance problems informally.

Contract Modifications, Adjustments, Options, and Orders

Types of contract modifications. Processing unilateral and bilateral modifications. Modifications for administrative changes, novation agreements, or name changes. Extraordinary contract adjustments. Options. Task and delivery orders and basic ordering agreements.

Formal RemediesGovernment policies. Evidence of noncompliance. Cure and show cause notices. Liquidated damages. Nonconforming supplies or services. Warranties. Fraud and other civil or criminal offenses.

Disputes, Claims, and TerminationsContract Disputes Act. Sources of and resolving disputes. Alternative dispute resolution. Responding to and resolving claims. Elements of a valid claim. Determining whether to terminate a contract for default, cause, or convenience.

Administering Miscellaneous Terms and Conditions

Labor laws. Government property. Intellectual property. Environmental laws. Drug-free workplace. Insurance. Security requirements.

Financial MattersInvoices. Assignment of claims. Securities. Financing terms. Allowability of costs. Indirect costs. Limitation of costs, funds, or total payment amount. Price and fee adjustments. Contractor debts. Cost accounting standards disclosure statements.

Contract CloseoutPhysical completion. Continuity of Services clause. Ensuring contract actions are complete. Fixed-price and cost-reimbursement contract closeout procedures. Final payment. Deobligation of excess funds. Quick closeout. Evaluating and documenting contractor performance. Contract completion statements. Disposing of files.


Instructor-Led Live Classroom Group Onsite Course 1320 9.5 days $2,099 Call for info 888.545.8575.

Denver, COApr 28-May 9, 2014 ..................... 14132001Seattle, WAJun 2-13, 2014 ............................ 14132002Tysons Corner, VAApr 28-May 9, 2014 ..................... 14132003Sep 8-19, 2014 ............................ 14132004

Washington, DCOct 21-Nov 1, 2013...................... 13132019Dec 2-13, 2013 ............................ 13132020Jan 27-Feb 7, 2014 ...................... 14132006Mar 17-28, 2014 .......................... 14132007Jun 2-13, 2014 ............................ 14132008Jul 21-Aug 1, 2014 ...................... 14132009


COURSE FORMAT:Pre-class assignment; lecture; guided discussions; facilitated individual and group work on exercises and integrated case studies, elements of which are graded; and independent readings

PREREQUISITES:• CON 110: Mission Support

Planning (p. 11)• CON 111: Mission Strategy

Execution (p. 12)• CON 112: Mission Performance

Assessment (p. 13)

SUGGESTED PREREQUISITE:• CON 100: Shaping Smart Business

Arrangements (p. 10)

ACE RECOMMENDATION:December 2005 to present: In the upper division baccalaureate degree category, 4 semester hours in Business Administration, Public Administration, Procurement, Purchasing, or Contract Management



CON 120: Mission Focused Contracting

This capstone training course completes the mandatory FAC-C Level I certification courses. The course spans the entire acquisition process from mission support planning through contract closeout. Use of integrated case studies provides students the opportunity to apply leadership, problem solving, and negotiation skills, plus the knowledge and skills they have gained in this and the prerequisite courses.

PRE-CLASS ASSIGNMENT:

Students must complete a market research assignment before class to prepare them for a graded exercise during class. The assignment will be available online to students who have enrolled and made tuition payment arrangements.


• Apply decision making and problem solving skills in arriving at good business decisions

• Provide sound business advice while helping to develop an effective purchase request package

• Solicit for and evaluate offers• Award contracts• Monitor contractor performance• Apply remedies• Make proper contract payments• Modify contracts• Close out contracts in supporting the

customer’s mission needs•


Overview and LeadershipLeadership vs. followership. Senior leadership vision for contracting.

Mission Support PlanningIdentifying the mission. Strategic and tactical market research. Relevance of market research.

Solicitation PreparationReviewing purchase request documents for adequacy. Determining the appropriate contract type. Determining the need to publicize the requirement. Completing a solicitation. Responding to inquiries.

Proposal Evaluation and Award Safeguarding solicitation responses. Following the solicitation’s evaluation criteria. Competitive range determinations. Price index numbers. Cost-volume-profit analysis. Conducting discussions. Determining price reasonableness.

Performance AssessmentPostaward orientations. Factors for assessing performance. Selecting appropriate remedies. Terminations for convenience, default, or cause. Acceptance. Contract payments. Collecting past performance information.

Modifications and NegotiationsContract changes: types of modifications, managing contract changes, changes clauses, contract scope, modification impact, novation and change of name agreements, and extraordinary relief. Negotiation styles, bargaining techniques, and negotiation tactics.

Contract CloseoutConditions for closeout. Closeout prohibitions and resolutions. Closeout process. Quick closeout.

Information Technology Services Case Students will act as acquisition team members in a “real-life” acquisition involving data gathering, developing an acquisition strategy, building the solicitation, issuing the solicitation, evaluating proposals, awarding a contract, and resolving issues during contract administration.


L E V E L I I C O N T R A C T I N G C E R T I F I C A T I O N C O U R S E S

NEW!


Tysons Corner, VANov 18-22, 2013 ................. 13120114Washington, DCSep 30-Oct 4, 2013 ............. 13120113

NASBA CPE CREDITS: 40Field of Study: FinanceCourse Level: Intermediate


PREREQUISITE: • CON 120: Mission Focused

Contracting (p. 14) for individuals in the contracting career field or

• CON 112: Mission Performance Assessment (p. 13) for individuals in the industrial/contract property management career field

ACE RECOMMENDATION:October 2008 to present: In the lower division baccalaureate/associate degree category, 2 semester hours in Business Administration, Federal Acquisition, Procurement Management, Public Administration, or Purchasing

CON 200: Business Decisions for Contracting

This initial FAC-C Level II certification training course builds on the Level I preaward business and contracting knowledge necessary to process complex procurements. This course will help students learn how to plan successful acquisition strategies that support the mission and execute those strategies to optimize mission performance. Students will learn the importance of building successful business relationships, the benefits of strategic sourcing, and the intricacies of contract financing. Additionally, it will help increase their knowledge of subcontracting, source selection, and contractor responsibility. Note: DoD students seeking to fulfill core training requirements for DAWIA Certification in Contracting should first seek guidance from their DACM before enrolling in this course.


• Identify the importance of a good business relationship in achieving the customer’s performance expectations.

• Identify how strategic sourcing can improve the quality and cost related to the purchase of goods and services.

• Identify the principles of performance-based acquisition (PBA) that will apply to a complex services acquisition.

• Identify the techniques that can be used to manage risk on an acquisition project.

• Identify the impact of a contract financing decision on the acquisition process.

• Determine the appropriate contractual arrangement to support customer needs.

• Identify the implications on the acquisition process of a decision to include GFP.

• Determine the impact of small business socio-economic programs on contracting decisions and how small businesses can support an acquisition.

• Determine the subcontracting requirements that apply to an acquisition.

• Determine the appropriate source selection methodology.

• Determine if a prospective contractor is responsible.


Government-Contractor Business Relationships

Strategic Sourcing

Services Contracting

Risk Management

Contract Financing

Advanced Contract Types

Government Property

Small Business

Subcontracting Plans

Source Selection

Contractor Responsibility

CON 214: Business Decisions for Contracting

This initial FAC-C Level II certification training course builds on the Level I preaward business and contracting knowledge necessary to process complex procurements. This course emphasizes planning for successful mission support strategies and executing an acquisition that optimizes customer mission performance. Students will learn the techniques for building successful business relationships, the benefits of strategic sourcing, and the intricacies of contract financing. Students will also develop an in-depth knowledge of subcontracting, source selection, and contractor responsibility.


• Discuss how business relationships affect customer support

• Explain the process for developing a strategic sourcing recommendation based on the results of a spend analysis

• Discuss ethical considerations unique to the government contracting environment

• Identify contract risks and appropriate management strategies

• Select appropriate contract financing terms and conditions for a given contract

• Determine subcontract requirements • Identify source selection processes and

procedures • Determine if a contractor is responsible


Government-Contractor Business Relationships

Ethics in Government Contracting

Strategic Sourcing

Risk Management

Commercial Item Financing

Non-commercial Item Financing

Advanced Contract Types

Subcontracting

Source Selection

Contractor Responsibility


Denver, COMar 31-Apr 2, 2014 ............ 14120001Seattle, WAMar 24-26, 2014 ................. 14120002Tysons Corner, VAFeb 10-12, 2014 ................. 14120003Apr 14-16, 2014 ................. 14120004Nov 17-19, 2014 ................. 14120005

Washington, DCJan 13-15, 2014 ................. 14120006Mar 10-12, 2014 ................. 14120007May 5-7, 2014 .................... 14120008Jun 23-25, 2014 ................. 14120009Jul 28-30, 2014 .................. 14120010Aug 25-27, 2014 ................. 14120011Sep 29-Oct 1, 2014 ............. 14120012


COURSE FORMAT: Lecture, discussion, facilitated individual and group work on exercises, independent readings, and final exam

SUGGESTED REREQUISITES:•LevelICertified

(FAI has identified CON 200 as a replacement for CON 214)



Tysons Corner, VANov 12-21, 2013 .......................... 13121516Feb 18-27, 2014 .......................... 14121501Jun 17-26, 2014 .......................... 14121502Washington, DCOct 15-24, 2013 ........................... 13121514Jan 21-30, 2014 .......................... 14121504Mar 11-20, 2014 .......................... 14121505May 6-15, 2014 ........................... 14121506Jul 15-24, 2014 ........................... 14121507Sep 9-18, 2014 ............................ 14121508


COURSE FORMAT:Pre-class assignments; guided discussions; graded individual written projects involving presentations; group work on exercises and an integrated case study, elements of which are graded; video; and independent readings

PREREQUISITES: • Level I certification courses and

CON 200: Business Decisions for Contracting (p. 15)

ACE RECOMMENDATION:September 2008 to present: In the lower division baccalaureate/associate degree category or upper division baccalaureate degree category, 3 semester hours in Business Management, Federal Acquisition, Public Administration, Procurement Management, or Purchasing



CON 215: Intermediate Contracting for Mission Support

This FAC-C Level II certification training course is for contracting personnel with FAC-C Level I contracting certification and two years of contracting experience. Students will put into practice the knowledge and skills gained in CON 214 or CON 200 and the Level I contracting courses by working in teams on an in-depth contract case study. This hands-on case study helps students develop critical thinking, customer needs analysis, procurement strategies, and source selection skills necessary for successful contract performance. Working in teams, students will conduct a spend analysis to identify opportunities for streamlining and consolidating requirements from multiple customers. Teams then will identify the commodity with the greatest potential for consolidation and work with their customers to refine a draft requirements package; develop acquisition, procurement, and source selection plans; create a solicitation; and respond to industry questions. Teams will also perform a variety of activities related to source selection and postaward issues.


Students must complete reading assignments before the first day of class. These assignments will be available online to students who have enrolled and made tuition payment arrangements.


• Develop a variety of options/alternative strategies to meet mission needs and promote customer satisfaction

• Apply appropriate laws, regulations, and policies to a complex procurement

• Apply formal source selection procedures• Conduct a competitive discussion• Execute the appropriate contract

arrangement to support customer needs

• Use available technology to develop and implement effective business strategies

• Utilize a decision making and problem solving model/process to resolve a complex issue

• Apply applicable laws, regulations, and policies that impact a complex requirement


CommunicationsImportance of effective communications in contracting. Effectively communicate orally and in writing. Participate as an effective team member.

TeamingWhole brain model. Importance of good teaming skills for acquisition team success.

Mission Support PlanningCustomer analysis. Spend analysis. Requirements analysis. Market research. Risk analysis. Business strategy development. Cost Accounting Standards applicability. Documentation.

Source Selection PlanningSource selection plan development with associated documents and evaluation criteria. Purchase request review.

Solicitation PreparationSolicitation development. Types of solicitation formats. Sections L and M. Selecting the appropriate solicitation structure, clauses, and provisions. Determining the need for special clauses in Section H. Obtaining required reviews and approvals.

Source SelectionResponding to industry questions. Evaluation of offers. Critiquing technical evaluation reports. Analyzing past performance. Cost and price evaluation. Limits on exchanges and clarifications. Establishing the competitive range. Preparing notification letters. Conducting preaward debriefings.

Discussions and AwardPlanning and conducting discussions. Evaluating final proposal revisions. Determining award. Briefing the source selection authority.

Postaward ActionsPostaward orientation. Contract administration planning. Task order handbook planning.



Chicago, ILJul 21-25, 2014 ........................... 14121601Seattle, WAJul 7-11, 2014 ............................. 14121602Tysons Corner, VAJan 27-31, 2014 .......................... 14121603Aug 4-8, 2014 .............................. 14121604

Washington, DCNov 4-8, 2013 .............................. 13121610Jan 6-10, 2014 ............................ 14121605Mar 17-21, 2014 .......................... 14121606May 19-23, 2014 ......................... 14121607Sep 22-26, 2014 .......................... 14121608

NASBA CPE CREDITS: 40• Field of Study: Business Law• Course Level: Intermediate

COURSE FORMAT:Lecture, discussion, interpretation and application of case study materials, preparation and presentation of a case study, independent readings, and final exam

PREREQUISITE: • CON 120: Mission Focused

Contracting (p. 14) for individuals in the contracting career field or

• CON 112: Mission Performance Assessment (p.13) for individuals in the industrial/contract property management career field

ACE RECOMMENDATION:November 2008 to present: In the lower division baccalaureate/associate degree category, 2 semester hours in Administrative Law, Business Administration, Business Law, Procurement, or Public Administration


CON 216: Legal Considerations in Contracting

This FAC-C and DAWIA Level II certification training course focuses on legal considerations in the procurement process. This course introduces the basic principles and sources of law relevant to procurement, including fiscal law. It also addresses other legal issues that may arise during the course of a contract such as protests, assignment of claims, disputes, fraud, contractor debt, performance issues, and contract termination. For those students not seeking Level II certification, consider Federal Contract Law (p. 38) and Advanced Federal Contract Law (p. 39) as alternatives.


• Discuss the legal and ethical principles that apply to government contracts

• Identify essential fiscal laws that apply to contracts

• Identify legal considerations related to intellectual property

• Identify different processes by which challenges may be filed against a federal acquisition

• Define the legal obligations of both parties when a contract performance issue arises

• Discuss formal dispute resolution procedures under the Contract Disputes Act

• Identify criminal, civil, and administrative remedies for contract fraud

• Select the processes and procedures for terminating a contract

• Choose the appropriate tool for recovering monies owed the government


Introduction to Government Contract Law Constitutional principles. Sources of contract law. Underlying legal system. Elements of a contract. Classification of contracts. Authority and power of the United States to contract. Commercial vs. government authority and contracts.

Fiscal Law Basics of fiscal law. The appropriations process. The proper use of funds. Anti-Deficiency Act. Obligating funds.

Intellectual PropertyPatents. Trade secrets. Copyrights. Trademarks. Government works. Technical data rights.

ProtestsWhat is a protest? Protests to the agency, Government Accountability Office, and Court of Federal Claims.

Assignment of ClaimsDefinitions. The assignment of claims process.

Legal Issues in Contract PerformanceRules of contract interpretation. Inspection, delivery, and acceptance. Modification of government contracts: changes and change orders, analysis of the Changes clause, alternate Changes clause provisions, and modifications under other clauses.

Claims and DisputesEquitable adjustment: approaches to measuring adjustment, types of includable costs, and profit. Contract disputes process. Direct actions in the Court of Federal Claims. Judicial review by the Court of Appeals for the Federal Circuit. Alternative dispute resolution.

Contract FraudProcurement fraud laws. Agency responsibility. Debarment, suspension, and ineligibility.

Contract TerminationsTerminations for convenience. Settlement of terminations. Terminations due to inadequate contractor performance: anticipatory breach, cause, defaults, actions in lieu of default, duty to terminate, and bankruptcy.

Contractor DebtReasons for contractor debt. Debt Collection Act. Debt recovery: debt recovery steps, contractor payment, and demand letter. Routine setoff: offsetting a debt, deferment package, debt compromise, bankruptcy, negotiation of contract debt, and nontransferable debt.




Denver, COMar 24-28, 2014 .......................... 14121701Tysons Corner, VAOct 21-25, 2013 ........................... 13121715Apr 21-25, 2014 .......................... 14121702

Washington, DCNov 4-8, 2013 .............................. 13121713Jan 13-17, 2014 .......................... 14121704Feb 10-14, 2014 .......................... 14121705Jun 9-13, 2014 ............................ 14121706Jul 28-Aug 1, 2014 ...................... 14121707


COURSE FORMAT:Graded pre-class assignment, lecture, discussion, exercises, graded team case study, independent readings, and final exam

PREREQUISITES: • CON 120: Mission Focused

Contracting (p. 14) for individuals in the contracting career field

• CON 112: Mission Performance Assessment (p. 13) for individuals in the industrial/contract property management career field

ACE RECOMMENDATION:November 2008 to present: In the lower division baccalaureate/associate degree category or upper division baccalaureate degree category, 2 semester hours in Statistics, Business Management, Procurement, Public Administration, or Purchasing


CON 217: Cost Analysis and Negotiation TechniquesThis course builds on the basic pricing skills covered in the FAC-C Level I contracting curriculum. Students will learn and apply more advanced pricing methods and techniques in order to analyze a contractor’s proposal and develop government negotiation objectives. This course also introduces the concepts necessary for successful negotiations. Students will use computers to aid in analysis and will receive a copy of all software tools used in class.


Students must complete reading assignments and a graded quiz before the first day of class. The reading assignments and quiz will be available online to students who have enrolled and made tuition payment arrangements.


• Determine when cost analysis should be used • Identify how to use and apply contract audit

results • Determine the adequacy of a contractor’s

estimating and accounting systems • Calculate a cost objective for direct material,

direct labor, other direct costs, indirect costs, facilities capital cost of money, and profit/fee

• Calculate a price/cost objective using simple regression analysis, improvement curve analysis, and statistics

• Identify the key elements of successful contract negotiations


Defining Costs and Cost AnalysisDefinitions. Analysis used to determine cost and price reasonableness. Cost allowability.

Obtaining Offeror Data for Cost AnalysisRecognizing the need for certified cost or pricing data or data other than certified cost or pricing data. Ensuring proper cost or pricing data certification. Subcontract pricing responsibilities.

Collecting Material to Support Cost AnalysisRecognizing relevant material for cost analysis: related contract files, audit/technical reports, contractor system reviews, and industry cost estimating guides. Requesting and evaluating acquisition team assistance for technical and audit analyses.

Reviewing the Contractor’s Accounting and Estimating Practices

Overview of internal control systems. Reviewing cost estimating systems: cost estimating methods, characteristics of an acceptable system, audit review, and indicators of system deficiencies and how to resolve them. Reviewing cost accounting systems: common cost accounting systems, characteristics of an acceptable system, audit review, preparing a position on adequacy, impact of inadequate cost accounting systems, discussing review with others, and resolving deficiencies.

Statistics Situations for use. Measuring central tendency and dispersion. Normal probability distribution and t-distribution. Measuring reliability. Using stratified sampling. Issues and concerns.

Regression AnalysisSituations for use. Developing and using a simple regression equation. Analyzing variation in the regression model. Measuring how well a regression equation fits data. Calculating and using a prediction interval. Identifying the need for other types of analysis. Issues and concerns.

Improvement Curve AnalysisImprovement curve theories. Situations for use. Analyzing improvement using unit curve theory and cumulative average theory. Fitting unit curves. Issues and concerns.

Analyzing Direct Material CostsIdentifying direct material costs. Analyzing summary material cost estimates, detailed quantity estimates, and unit cost estimates.

Analyzing Direct Labor CostsIdentifying direct labor costs. Analyzing labor-hour and labor-rate estimates.

Analyzing Other Direct CostsIdentifying other direct costs. Concerns affecting other direct costs. Analyzing other direct cost estimates.

Analyzing Indirect CostsImportance and composition of indirect costs. Identifying pools and bases for rate development. Analyzing estimated rates. Indirect cost rates in contract forward pricing and contract billing. Determining final indirect costs.

Production Case StudyGiven a production scenario, students will formulate pricing positions for a prenegotiation memorandum that supports a fair and reasonable price decision.

Analyzing Facilities Capital Cost of MoneyIdentifying and applying facilities capital cost of money factors.

Analyzing Profit or FeeFactors affecting profit/fee analysis. Using DoD weighted guidelines or the Department of Transportation structured approach to develop an objective.

Contract Negotiation TechniquesFactors of a successful negotiation. Five phases of negotiation. Interest-based negotiation. Different approaches to negotiation.




Denver, COJul 7-18, 2014 ............................. 14121801Tysons Corner, VAOct 28-Nov 8, 2013 ...................... 13121815May 12-23, 2014 ......................... 14121802Sep 8-19, 2014 ............................ 14121803

Washington, DCDec 2-13, 2013 ............................ 13121814Jan 6-17, 2014 ............................ 14121804Feb 24-Mar 7, 2014 ..................... 14121805Apr 7-18, 2014 ............................. 14121806Jun 16-27, 2014 .......................... 14121807Aug 4-15, 2014 ............................ 14121808


COURSE FORMAT:Pre-class assignments; guided discussions; graded individual written projects involving presentations; facilitated group work on exercises and an integrated case study, elements of which are graded; video; and independent readings

PREREQUISITES: • CON 217: Cost Analysis and

Negotiation Techniques (p. 18) and its prerequisites

ACE RECOMMENDATION: December 2008 to present: In the lower division baccalaureate/associate degree category or upper division baccalaureate degree category, 3 semester hours in Business

Administration, Federal Acquisition, Procurement Management, Public Administration, or Purchasing


CON 218: Advanced Contracting for Mission Support

This capstone course completes the mandatory training for FAC-C Level II certification. Through a realistic case study based on a government acquisition, students will demonstrate their ability to negotiate fair and reasonable prices, resolve legal issues, and respond to changing customer requirements during contract performance. This highly interactive course gives students the opportunity to tackle complex contracting issues in a team environment that encourages open discussion and an exchange of ideas.




• Develop a proactive strategic approach to satisfy the customer’s evolving requirements

• Take appropriate action to resolve various situations with legal implications

• Use audit reports to prepare a negotiation objective

• Apply contract pricing techniques to develop a pre-negotiation objective

• Develop a negotiation strategy for a noncompetitive negotiation

• Conduct a noncompetitive negotiation • Manage contract performance in accordance

with the contract


Requirements and Market Research AnalysisRelationship between mission, customers, and stakeholders. Analyzing customer requirements documents. Developing a plan to support the customer’s need.

Acquisition/Procurement StrategyResponsibilities for acquisition planning. Decisions that must be made during acquisition planning.

CompetitionJustifications for other than full and open competition (JOFOC). How to write a JOFOC.

SolicitationsEvaluating a solicitation. Ensuring consistency and clarity.

Cost Analysis OverviewUsing the appropriate techniques to develop a cost objective. Requesting contract pricing support. Using audit recommendations. Evaluating the contractor’s cost to determine allowability, allocability, and reasonableness.

NegotiationWriting a pre-negotiation memorandum. Preparing for negotiation. Briefing management. Conducting negotiations.

Performance ManagementContract administration functions and responsibilities. Developing a contract management plan.

Post-Award OrientationsPurposes and methods. Conducting a post-award orientation. Documenting the results.

ProtestsTaking appropriate action in response to a protest.

Contract FinancingAdministering contract financing terms and conditions. Monitoring contract financing payments.

Remedies for NoncompliancePotential performance problems. Evaluating and resolving performance issues.

FraudAssessing a fraud situation. Resolving fraud issues.

Contract ChangesTypes of changes and modifications. Authority to change the contract. General scope of the contract. Pricing modifications. Issuing a contract modification.

Equitable AdjustmentsWhen a contractor is entitled to an equitable adjustment. Determining the appropriate

amount. Processing a request for equitable adjustment. Negotiating the adjustment.

Claims and DisputesMethods for settling claims and disputes. Impact on contract performance. Responsibilities.

Defective PricingTruth in Negotiations Act (TINA). Identifying actions that violate TINA. Legal consequences. How to respond in potential defective pricing situations.

Contract TerminationsGovernment rights and limitations. Termination for convenience or default. Partial terminations. Processing a termination action.

Price and Fee AdjustmentsIncentive arrangements. Establishing the final price or fee adjustment.

Assessing Contractor PerformanceDocumenting contractor performance. Sources of input. Contractor rights.

Contract CloseoutCloseout process. Issues that prevent closeout.



Denver, COFeb 24-Mar 7, 2014 ..................... 14136001Tysons Corner, VAJan 27-Feb 7, 2014 ...................... 14136002

Washington, DCOct 28-Nov 8, 2013 ...................... 13136003Dec 9-20, 2013 ............................ 13136004Mar 17-28, 2014 .......................... 14136004Apr 28-May 9, 2014 ..................... 14136005Jun 2-13, 2014 ............................ 14136006Jul 14-25, 2014 ........................... 14136007Aug 18-29, 2014 .......................... 14136008

NASBA CPE CREDITS: 76 • Field of Study: Finance• Course Level: Advanced

COURSE FORMAT: Graded pre-class assignments; lecture; guided discussions and group work; videos; scenario-based exercises; analysis, preparation, and presentation of two graded business decision point papers; quizzes; and independent readings

PREREQUISITES: FAC-C or DAWIA Level II certification in contracting or industrial/contract property management

L E V E L I I I C O N T R A C T I N G C E R T I F I C A T I O N C O U R S E S

CON 360: Contracting for Decision Makers

This training course is designed for contracting professionals who work, or are expecting to work, in positions requiring FAC-C Level III or DAWIA Level III certification in contracting. Through realistic scenario-based and research-based learning, students will work individually and collaboratively to practice developing sound business solutions as valued strategic and expert business advisors. Student course work is designed to contribute real solutions to real acquisition problems.

Pre-Class Assignment: Students must complete reading assignments and graded written assignments before the first day of class. The assignments will be available online to students who have enrolled and made tuition payment arrangements.


• Contribute in a collaborative environment by providing timely feedback to team members and class

• Apply critical thinking skills, problem solving methods, leadership skills, and risk mitigation techniques to contracting-related problems

• Compile information and knowledge for currency in acquisition and contracting

• Identify various methods to manage employee stress and constant change in the contracting working environment

• Make a decision on a contracting dilemma that complies with the rules of ethics in contracting

• Apply an industry and senior government contracting leader perspective to an assigned contracting policy issue


Building TeamsCharacteristics of effective teams. Develop and apply team building techniques. Guidelines to give and receive feedback. Students are expected to apply effective team building skills during classroom activities. Students will give and receive feedback on team and personal strengths and improvement areas.

Critical Thinking

Importance of critical thinking. Core critical thinking skills. Explaining and applying critical thinking tools. Students will discuss critical thinking skills and apply these skills during classroom activities and assignments.

Problem Solving

Methods and tools for solving problems of varying levels of difficulty. Rational problem solving model. Students will develop clear and concise problem statements, increase their ability to generate possible solutions, assess these solutions, and consider ways to implement a chosen solution.

Local Challenge ProjectStudents will apply critical thinking skills and the rational problem solving model to a student-identified contracting problem. They will present problems, alternatives, and solutions to the class.

Leadership

Leadership, mission support, and the contracting officer. Fundamentals of effective leadership. Accountability.

Managing Risk

Types of risk. Techniques to mitigate risk. Applying a risk management process. Industry’s perception of risk. Students will apply risk management concepts in a scenario-based exercise.

Changes Case Study

Students will apply the rational problem solving model and tools to address a contracting scenario and gain an appreciation for using a variety of perspectives to resolve tough problems.

Conflict Management

Causes and effects of conflict. Strategies for managing and resolving conflict. Effectively dealing with difficult people.

Hot Topics in ContractingStudents will research acquisition and contracting hot topics, answer focused questions, and present results to class.

Managing Change and Transition

Impact of change on individuals. Applying change management strategies that help employees and selves during periods of transition.

Ethics and Decision Making

Mitigating obstacles to ethical decision making in contracting. Core ethical principles. Ethical decision making model. Students will consider the significance of ethics in the field of contracting.

Senior Leadership Project

Preparing an implementation plan for senior contracting leadership to address a current contracting problem. Students will complete this culminating activity by developing problem statements for contracting strategic issues, using critical thinking skills to develop and analyze alternatives, describe their work in a business decision point paper, and present the project to the class.

NEW!



Denver, COJun 9-13, 2014 ............................ 14103201San Francisco, CAMar 24-28, 2014 .......................... 14103202Tysons Corner, VAAug 25-29, 2014 .......................... 14103203

Washington, DCDec 9-13, 2013 ............................ 13103209Feb 10-14, 2014 .......................... 14103204Apr 7-11, 2014 ............................. 14103205May 19-23, 2014 ......................... 14103206Jul 7-11, 2014 ............................. 14103207


COURSE FORMAT: Lecture, discussion, exercises, case studies, independent readings, and final exam

SUGGESTED PREREQUISITES: • FAC-C or DAWIA Level I

certification training courses

ACE RECOMMENDATION:November 1999 to present: In the lower division baccalaureate/associate or upper division baccalaureate degree category, 2 semester hours in Business Administration, Federal Acquisition, Public Administration, Procurement Management, or Purchasing

A S S I G N M E N T – S P E C I F I C C O U R S E S

CON 243: Architect-Engineer Services Contracting

This assignment-specific training course is designed to provide experienced contracting personnel with the knowledge and skills to apply the unique aspects of contracting for architect-engineer services pursuant to Public Law 92-582, the Brooks Architect-Engineer (A-E) Act.


• Determine when the Brooks Act procedures apply

• Select an A-E firm and negotiate, award, manage, and administer a contract to satisfy the needs of the government in accordance with federal acquisition laws, regulations, and where applicable, best business practices.


OverviewLaws and regulations. Introduction to A-E contracting. Defining A-E services. Steps in awarding an A-E contract. Competition in A-E contracting.

Planning an A-E Services AcquisitionDetermination of need. Project management plan. Site selection. Methods of accomplishing design. Design program. Small business programs. Government estimate.

Statement of Work/Scope of A-E ServicesStatement of work vs. scope of work. When to write the statement of work. Data sources. Elements of the statement of work. Contract types.

Publicizing RequirementsCongressional notification. Purposes and methods of publicizing. Response times. Format of the synopsis.

Selection ProceduresQualification statements. Evaluation boards and their functions. Selection authority. Short selection process. Request for proposal (RFP). Special clauses for A-E contracts. Releasing the RFP and handling questions. Releasing other information.

Evaluation and NegotiationEvaluation. Subcontracting plans. Negotiations. Debriefing of offerors.

Contract Management and AdministrationContract clauses. Key elements of successful management and administration. Inspection and acceptance of A-E submittals and services. Appointment of the COR. Performance evaluations. Modifications. Partnering. Service Contract Act. Contract closeout.

Quality ManagementDefinitions. Responsibilities. Purpose of quality management. Quality assurance actions. Contractor quality control.



Dallas, TXMar 17-21, 2014.......................... 14102101Denver, COFeb 24-28, 2014 .......................... 14102102Jun 23-27, 2014 .......................... 14102103Portland, ORJan 13-17, 2014 .......................... 14102104San Francisco, CAAug 18-22, 2014 .......................... 14102105

Seattle, WAJul 14-18, 2014 ........................... 14102106Tysons Corner, VAMar 10-14, 2014.......................... 14102107Jul 21-25, 2014 ........................... 14102108Washington, DCNov 18-22, 2013 .......................... 13102113Jan 27-31, 2014 .......................... 14102109Apr 28-May 2, 2014 ..................... 14102110Sep 8-12, 2014 ............................ 14102111


COURSE FORMAT:Lecture, discussion, exercises, case studies, independent readings, and final exam

PREREQUISITES:• FAC-C or DAWIA Level I

certification training courses

ACE RECOMMENDATION:March 1999 to present: In the lower division baccalaureate/associate or upper division baccalaureate degree category, 2 semester hours in Business Administration, Federal Acquisition, Public Administration, Procurement Management, or Purchasing


A S S I G N M E N T – S P E C I F I C C O U R S E S

CON 244: Construction Contracting

This assignment-specific training course is designed to provide the student with the knowledge and skills necessary to contract for federal government construction from acquisition planning through closeout.


• Explain the environment and rules for contracting for construction

• Perform the critical preaward and postaward construction contracting functions

• Administer clauses unique to construction contracting


IntroductionChanges throughout history. Legislation affecting construction law, regulations, and procedures.

Construction Acquisition PlanningAcquisition plans. Plan components. Project scope. Market research. Contract vehicles and processes. Other planning considerations: ISO 9000, funding, government-furnished property, the environment, project labor agreements, and partnering. Plan dates and milestones.

Construction Solicitation Reviewing plans and specifications. Solicitation preparation. Construction market research. Construction solicitation issuance.

Construction Evaluation and AwardPhysical and analytical requirements. Options. Negotiated requirements: oral presentations, tradeoffs, cost realism, past performance, clarifications, communications, competitive range, discussions, limitations on exchanges, revisions, award decision, debriefings, and subcontracting. Responsibility. Bid guarantees and bonds. Award actions.

Construction Contract Administration, Compliance

Policy. Government and contractor responsibilities. Preconstruction conference (precon). Contractual requirements for quality work. Contractor quality control plan. Quality assurance. Labor law issues. Partnering.

Administration of Construction Contract Modifications

Changes clause. Differing Site Conditions clause. Site Investigation and Conditions Affecting Work clause. Suspension of Work clause. Variation in Estimated Quantity clause. Default (Fixed-Price Construction) clause. Inspection of Construction clause. Value Engineering — Construction clause. Constructive changes. Construction schedule, time, and delay analysis. Construction schedules. Delays. Schedule analysis. Acceleration. Methods for determining quantum. Computing overhead. Termination for default. Claims.

Invoices, Payments, and Contract CloseoutPayments and progress meetings. Receipt of invoice. Invoice processing. Reviewing schedule of prices. Retainage, withholding, and liquidated damages. Notice of nonpayment or overpayment. Payment of invoice. Punch lists, occupancy, and warranties. Contract closeout.


Instructor-led Live Classroom Group Onsite Course 1073 1 day $559 Call for info 888.545.8575.

Washington, DCNov 12, 2013 ...................... 13107305Feb 27, 2014 ...................... 14107301Jun 5, 2014 ........................ 14107302Aug 22, 2014 ...................... 14107303


COURSE FORMAT:Lecture and discussion, final exam

SUGGESTEDPREREQUISITES: None

Basic (Level I) Contracting Officer’s Representative

Basic (Level I) Contracting Officer’s Representative is designed to provide students with the basic skill set needed for FAC-COR Level I certification. This course provides an overview of the COR’s role and responsibilities and an introduction to the acquisition process, and emphasizes proper communication and documentation, contract monitoring, payment, and ethics.


• Describe the COR’s duties, responsibilities, and authority

• Identify issues affecting the COR through the acquisition process

• Maintain appropriate documentation and communications

• Use appropriate techniques to monitor contract performance

• Describe the process for processing contractor invoices for payment


COR Roles and ResponsibilitiesThe role of the contracting officer’s representative. Responsibilities including the limits of authority. Delegation of authority.

Introduction to the Acquisition ProcessPhases of the acquisition process. COR responsibilities throughout the acquisition process.

Communication and DocumentationThe COR work plan. Communicating with contractors.

Monitoring Contractor PerformancePurpose of contract monitoring. Sources of monitoring requirements. Steps for monitoring performance. Monitoring contract costs. Constructive changes.

PaymentMethods of payment. Processing invoices/vouchers. Prompt Payment Act.

Ethics in Government ContractingPrinciples of ethical conduct. Gifts and gratuities. Conflicting financial interests. Procurement integrity. Identifying fraud in government contracts.

C O N T R A C T I N G O F F I C E R ’ S R E P R E S E N T A T I V E T R A I N I N G C O U R S E S

Contracting Officer’s Representative Training Courses

Management Concepts offers a variety of courses to assist technical and program personnel in fulfilling their mandatory certification and continuous learning training requirements, including those identified in OFPP’s FAC-COR and DoD’s COR

Certification programs. These courses will help CORs develop an understanding of their roles and responsibilities and become effective participants in the contracting process.

COURSES FOR TECHNICAL AND PROGRAM PERSONNEL

Basic (Level 1) Contracting O�cer’s Representative (p. 23)

Contracting O�cer’s Representative Course (p. 24)

Advanced COR Workshop (p. 25)

COR Refresher (p. 26)

SUGGESTED CONTINUOUS LEARNING COURSES

Contract Administration (p. 41)

Developing the Independent Government Cost Estimate (formerly Cost Estimating for Technical Personnel) (p. 42)

Evaluating a Contractor’s Performance (p. 42)

Federal Contract Law (p. 38)

Cost and Price Analysis (p. 40)

Types of Contracts (p. 43)

Writing Performance Work Statements (p. 37)

Changes Under Government Contracts (p. 45)

Performance-Based Service Acquisition (p. 36)

Task and Delivery Order Contracting (p. 47)

Project Management Principles (p. 58)

Making Decisions Using Earned Value (p. 58)

Building and Sustaining Teams (p. 60)

Critical Thinking for Problem Solving (p. 59)

Market Research (p. 28)



Albuquerque, NMMar 3-7, 2014 ...................................................14107001

Atlanta, GANov 4-8, 2013...................................................13107091Apr 21-25, 2014 ...............................................14107002

Boston, MAMay 12-16, 2014 ..............................................14107004

Chicago, ILSep 15-19, 2014 ...............................................14107005

Denver, COOct 21-25, 2013................................................13107092Feb 3-7, 2014 ...................................................14107006May 12-16, 2014 ..............................................14107007Jun 16-20, 2014 ...............................................14107008Aug 25-29, 2014 ...............................................14107009

Fort Worth, TXFeb 24-28, 2014 ...............................................14107011

Kansas City, KSAug 25-29, 2014 ...............................................14107012

Orlando, FLDec 9-13, 2013 .................................................13107093

Philadelphia, PAMar 10-14, 2014 ...............................................14107014

Phoenix, AZNov 18-22, 2013...............................................13107094

Portland, ORAug 11-15, 2014 ...............................................14107016

San Antonio, TXMar 10-14, 2014 ...............................................14107017Sep 8-12, 2014 .................................................14107018

San Diego, CANov 4-8, 2013...................................................13107095Apr 14-18, 2014 ...............................................14107019Aug 4-8, 2014 ...................................................14107020

San Francisco, CASep 8-12, 2014 .................................................14107022

Seattle, WADec 2-6, 2013 ...................................................13107096Feb 3-7, 2014 ...................................................14107023Apr 7-11, 2014 ..................................................14107024Jun 23-27, 2014 ...............................................14107025

Tysons Corner, VAOct 7-11, 2013 ..................................................13107097Oct 28-Nov 1, 2013 ...........................................13107098Dec 2-6, 2013 ...................................................13107099Jan 13-17, 2014 ...............................................14107027Feb 10-14, 2014 ...............................................14107028Mar 3-7, 2014 ...................................................14107029Mar 17-21, 2014 ...............................................14107030Apr 7-11, 2014 ..................................................14107031May 12-16, 2014 ..............................................14107032Jun 9-13, 2014 .................................................14107033Jul 14-18, 2014 ................................................14107034Aug 11-15, 2014 ...............................................14107035Sep 8-12, 2014 .................................................14107036

Washington, DCOct 21-25, 2013................................................13107088Nov 4-8, 2013 ...................................................13107089Nov 18-22, 2013 ...............................................13107090Jan 6-10, 2014 .................................................14107039Jan 27-31, 2014 ...............................................14107040Feb 3-7, 2014 ...................................................14107041Feb 24-28, 2014 ...............................................14107042Mar 10-14, 2014 ...............................................14107043Mar 24-28, 2014 ...............................................14107044Mar 31-Apr 4, 2014 ..........................................14107045

Apr 14-18, 2014 ...............................................14107046Apr 21-25, 2014 ...............................................14107047Apr 28-May 2, 2014 ..........................................14107048May 5-9, 2014 ..................................................14107049May 19-23, 2014 ..............................................14107050Jun 2-6, 2014 ...................................................14107051Jun 16-20, 2014 ...............................................14107052Jun 23-27, 2014 ...............................................14107053Jul 7-11, 2014 ..................................................14107054Jul 21-25, 2014 ................................................14107055Jul 28-Aug 1, 2014 ...........................................14107056Aug 4-8, 2014 ...................................................14107057Aug 18-22, 2014 ...............................................14107058Aug 25-29, 2014 ...............................................14107059Sep 15-19, 2014 ...............................................14107060Sep 22-26, 2014 ...............................................14107061Sep 29-Oct 3, 2014 ...........................................14107062


PDU CREDITS: 35

COURSE FORMAT: Lecture, discussion, exercises, independent readings, review quizzes, and final exam


ACE RECOMMENDATION: October 2001 to present: In the lower division baccalaureate/ associate or upper division baccalaureate degree category, 2 semester hours and January 1988 to September 2001: In the lower division baccalaureate/associate degree category, 2 semester hours in Business Administration, Procurement, Purchasing, or Public Administration


Contracting Officer’s Representative Course

This comprehensive training course is designed to provide non-contracting personnel with knowledge of the federal acquisition process as well as the knowledge and skills to execute their responsibilities as a representative of the contracting officer, including Contracting Officer’s Representatives (CORs), Contracting Officer’s Technical Representatives (COTRs), Technical Officers (TOs), and Project Officers (POs). This course meets the FAC-COR Program training requirements for Level II certification. It is also equivalent to DAU’s COR 222: Contracting Officer’s Representative Course, which is required for DoD COR certification Types B and C. Some agencies recognize this course as satisfying their procurement ethics training requirement. Students can earn 40 CLPs by successfully completing this course. Individuals seeking to satisfy their FAC-COR continuing education requirement (40 CLPs every two years) should consider taking Advanced COR Workshop (p. 25).


• Describe the COR’s role and authority in the acquisition process

• Participate in acquisition planning, contract formation, and contract administration

• Develop a contract administration plan • Maintain appropriate documentation and

communications• Monitor contract performance • Assist the contracting officer with processing

changes, equitable adjustments, claims, disputes, and appeals


COR Delegation and ResponsibilitiesThe role of the COR. Actual vs. apparent authority. Responsibilities. Limits on authority. Delegation of authority. COR/contracting officer relationship.

Ethics in Government ContractingStandards of ethical conduct. Procurement integrity. Organizational conflicts of interest. Identifying fraud.

The COR’s Role in Acquisition PlanningIdentifying and defining the requirement. The acquisition planning process. Market research. Funding. Types of requirements documents. Independent government cost estimates. Government-furnished property. Evaluation factors. Purchase requests.

Contract AwardElements of a contract. Methods of contracting. Competition requirements. Contract types. Options. Small business programs. Amending a solicitation. Evaluation and source selection. Impact of protests.

What’s in a Contract?Contract numbering. Uniform contract format. Dealing with contract ambiguities.

Communication and DocumentationLimits on communications. Postaward orientations. Formal vs. informal communication. Communicating with subcontractors. COR files. The COR work plan.

Monitoring Contract PerformanceMonitoring technical, schedule and cost performance. Security monitoring. Safety and compliance monitoring. Property administration.

Inspection, Acceptance, and PaymentPerforming inspection and acceptance. Non-conforming items. Reviewing and processing contractor invoices.

Contract ModificationsReasons for modifying a contract. Evaluating changes. What is in “scope”? Types of modifications. Mutual consideration. Options.

Improper Contract ChangesConstructive changes. Unauthorized commitments. How to avoid improper changes.

Dealing with Unsatisfactory PerformanceCOR actions in response to contractor performance problems. Remedies. Disputes.

Closeout ActionsDocumenting performance for future source selections. Other closeout actions.

Special Considerations for Service ContractsLabor statutes. Personal vs. nonpersonal services. Advisory and assistance service contracts. Inherently governmental functions. Performance-based service acquisition.

Special Considerations for Construction Contracts

Labor statutes. Performance and payments bonds. Differing site conditions. Suspension of work clauses.

Special Considerations for R&D and Major Systems Contracts

Earned value management systems. Data rights.



Chicago, ILMar 31-Apr 4, 2014 ..................... 14107202Denver, COMar 17-21, 2014.......................... 14107203San Antonio, TXNov 18-22, 2013.......................... 13107218Seattle, WAOct 21-25, 2013........................... 13107216

Tysons Corner, VAOct 28-Nov 1, 2013...................... 13107217Jan 6-10, 2014 ............................ 14107205Mar 10-14, 2014 .......................... 14107206May 19-23, 2014 ......................... 14107207Aug 25-29, 2014 .......................... 14107208Washington, DCDec 2-6, 2013 .............................. 13107219Feb 10-14, 2014 .......................... 14107210Apr 21-25, 2014 .......................... 14107211

Jun 9-13, 2014 ............................ 14107212Jul 14-18, 2014 ........................... 14107213Sep 8-12, 2014 ............................ 14107214


COURSE FORMAT: Pre-class assignments, lecture, guided discussions, individual and group work on an integrated case study elements of which are graded, and independent readings

SUGGESTED PREREQUISITE:• Contracting Officer’s Representative

Course (p. 24)

ACE RECOMMENDATION:November 2009 to present: In the lower division baccalaureate/associate degree category or in the upper division baccalaureate degree category, 2 semester hours in Business Administration, Public Administration, Procurement, Purchasing, or Contract Management


Advanced COR Workshop

This course is specifically designed to fulfill the FAC-COR requirement for continuous learning (i.e., 40 CLPs every two years). FAC-COR certified professionals will increase their mastery of the FAC-COR competencies by applying them in an in-depth case study for a performance-based service acquisition. Students will navigate complex acquisition situations ranging from acquisition planning to contract management. This course will help students develop critical thinking, procurement strategy, requirements definition, and contract management skills necessary for successful contract performance. Through individual and team activities, students will make acquisition strategy recommendations, conduct market research, draft requirements and quality assurance surveillance plan documents, create meaningful evaluation factors, and develop a detailed plan for managing the contract. Students will confront situations involving contract modifications, faulty contractor reports, performance problems, delays, and invoice payments. Essential COR/COTR documentation is emphasized.




• Explain the benefits of performance-based service acquisition

• Collect and analyze relevant market information and identify possible sources

• Recommend acquisition strategies to the acquisition team to ensure supplies or services are available when needed

• Define the necessary requirements to fill the mission needs

• Develop technical evaluation factors and subfactors that discriminate between offerors and tie back to technical requirements

• Identify contract performance risk areas and develop a plan for contract management

• Monitor contract performance and recommend necessary actions to the contracting officer

• Recognize situations that require a contract modification and communicate the requirement to the contracting officer

• Document the contractor’s actual performance under the contract


Performance-Based Service Acquisition (PBSA)Elements of PBSA. Differences between PBSA and non-performance-based contracts. Benefits of PBSA.

Acquisition Planning and Market ResearchPlan and implement the acquisition strategy. Write the market research report.

Defining the RequirementUsing job analysis to structure performance requirements. Contractor surveillance methods. Write a PWS that captures performance requirements. Create a QASP that ensures performance goals are met.

Developing Technical Evaluation FactorsMandatory evaluation factors. Characteristics of good evaluation factors. What agencies have to tell offerors about evaluation factors. Suggested approach for developing technical evaluation factors.

Postaward PlanningMajor goals of postaward planning. The most important areas of the contract for the COR/COTR to review. Prepare the COR/COTR workplan. Prepare for the postaward orientation conference.

Inspection and AcceptancePurpose of inspection. Conducting and documenting inspections. Acceptance of supplies and services. Notifying the contracting officer of noncompliance.

Performance ManagementMonitor and document contractor performance. Identify and resolve performance issues. Resolve interruptions in contract performance. Review and process contractor invoices. Adjust contractor payment for non-performance.

Contract ModificationsTypes of changes and modifications. Circumstances that can prompt a contract change. Handling contractor requests. Contract scope. Constructive changes. Equitable adjustment.

Recording and Maintaining Contractor Performance Information

Prepare a contractor performance evaluation report. Sources of information. Contractor rebuttal rights.


Instructor-Led Live Classroom Group Onsite Course 1071 1 day $559 Call for info 888.545.8575.

Denver, COAug 11, 2014............................... 14107101Tysons Corner, VAOct 17, 2013 ................................ 13107113Feb 20, 2014 ............................... 14107102Mar 27, 2014 ............................... 14107103Apr 14, 2014 ................................ 14107104Sep 2, 2014 ................................. 14107105

Washington, DCDec 18, 2013 ............................... 13107112May 22, 2014 .............................. 14107107Jul 24, 2014 ................................ 14107108Sep 9, 2014 ................................. 14107109

NASBA CPE CREDITS: 8• Field of Study: Finance• Course Level: Update

COURSE FORMAT:Lecture and discussion

SUGGESTED PREREQUISITE:• Contracting Officer’s Representative

Course (p. 24)


COR Refresher

This training course will help experienced Contracting Officer’s Representatives/Contracting Officer’s Technical Representatives (COR/COTR) keep pace with the rapidly changing acquisition world, while contributing to the FAC-COR Program’s continuous learning requirements. Students should come prepared to discuss troublesome issues they have encountered while performing their COR/COTR duties.


• Describe duties, responsibilities, and limits to the authority of a COR/COTR

• Identify complex issues affecting CORs/COTRs • Apply work management techniques to

measure contractor performance


The Acquisition Process and Responsibilities of CORs

The acquisition process. The COR’s authority. COR responsibilities throughout the acquisition process.

Government PropertyGovernment policy. Examples of government property. Providing and administering government property. Intellectual property: patents, technical data rights, and copyrights.

Monitoring Contractor PerformancePurpose of contract monitoring. Sources of monitoring requirements: surveillance plans and contract inspection clauses. Steps for monitoring performance: determine contractor obligations, find out and keep track of what the contractor is doing, and take appropriate action to enforce contract requirements that are not being met. Monitoring contract costs. Constructive changes.

Work Planning, Scheduling, and Measurement Techniques

COR workplan. Use of Gantt, milestone, network, and PERT charts. Work measurements of contracts for services, products, research and development, and construction. Measuring progress.

SubcontractsSubcontracting and government consent. Disputes involving subcontractors. Labor compliance. Enforcing the subcontracting plan. Handling defaults by the subcontractor. Considerations in monitoring contracts awarded under section 8(a) of the Small Business Act.

PaymentMethods of payment. Processing invoices/vouchers. Prompt Payment Act.

Ethics in Government ContractingPrinciples of ethical conduct. Gifts and gratuities. Conflicting financial interests. Procurement integrity. Organizational conflicts of interest. Identifying fraud in government contracts.


Specialized, Elective, and Continuous Learning Courses

In addition to the completion of mandatory core training, FAC-C also requires your completion of electives at each certification level, plus students must earn at least 80 continuous learning points (CLPs) every two years. DAWIA also requires 80 CLPs every

two years. While the mandatory core training must be DAU-equivalent, please note that the elective and continuous learning courses do not have to be DAU-equivalent. FAC-COR also has a continuous learning component that requires CORs to earn at least 40 CLPs every two years. The following section includes a wide selection of courses that can be used to meet these elective and continuous learning requirements. Additionally, program or technical personnel, or others in the acquisition field, including managers of acquisition personnel, may find these courses of interest in furthering their knowledge of acquisition and contracting.

NOTE: If you are in doubt about whether or not a course will meet the elective or continuous learning requirements, we recommend you consult with your supervisor or your agency’s Acquisition Career Manager or DACM to ensure you are taking the appropriate courses.

For information on how to bring any of our courses to your location for group training, please call 888.545.8575.


Market Research

This course provides contracting and requirements personnel with basic information for understanding the purpose for conducting and documenting market research. It covers the cycle of market research from requirements definition through documentation of results. The course is designed to provide participants with the basic principles, tools, and methods for performing market research to understand the relevant industry, customary industry practices, availability of a commercial solution, and potential sources of products and services that will meet organizational requirements. Special areas of consideration are given to commercial versus developmental products and locating small business sources. Participants will analyze market data and provide recommendations for the acquisition plan.


• Explain the purpose, characteristics, and benefits of market research

• Discuss the Federal Acquisition Regulation (FAR) requirements related to market research

• Identify the sources of market information• Describe the various methods of conducting

market research• Interpret and analyze the results of market

research• Document the results of market research


• Introduction to Market Research • FAR Part 10 Requirements• Sources for Information• Market Research Methods• Analysis of Results• Documentation of Market Research

Results


Washington, DCNov 13, 2013 ................13108904Feb 21, 2014 ................14108901May 22, 2014 ...............14108902Jul 31, 2014 .................14108903Sep 4, 2014 ..................14108904

NASBA CPE CREDITS: 8 • Field of Study: Finance• Course Level: Basic

COURSE FORMAT: Lecture, discussion, exercises

SUGGESTED PREREQUISITE:None


Tysons Corner, VANov 25-26, 2013................. 13105815Mar 20-21, 2014 ................. 14105801Apr 15-16, 2014 ................. 14105802Sep 22-23, 2014 ................. 14105808

Washington, DCOct 15-16, 2013.................. 13105812Nov 14-15, 2013 ................. 13105813Dec 16-17, 2013 ................. 13105814Jan 21-22, 2014 ................. 14105804Feb 18-19, 2014 ................. 14105805May 28-29, 2014 ................ 14105806Jul 8-9, 2014 ...................... 14105807

NASBA CPE CREDITS: 16• Field of Study: Finance• Course Level: Overview

COURSE FORMAT:Lecture, discussion, exercises, and independent readings


Federal Acquisition Regulation (FAR) Overview

This training course provides federal contracting and technical personnel, as well as government contractors and subcontractors, with an orientation to the document that governs the federal acquisition process, the Federal Acquisition Regulation (FAR). Students will learn how to access and use the online FAR during the conduct of the class. For students interested in a basic contracting course, see CON 100: Shaping Smart Business Arrangements (p. 10) or Introduction to Federal Contracting (p. 29).


• Explain the origins of the FAR and its layout • Describe its application to federal

procurements • Locate pertinent information • Maintain a loose-leaf FAR


• The FAR System• Administration and Organization of the

FAR• How Agencies Supplement and

Implement the FAR• The Numbering System and

Cross-Referencing• Impact of the FAR on Federal Acquisition

Policies and Procedures• Part-by-Part Tour of the FAR• Clauses, Provisions, and Forms

S P E C I A L I Z E D , E L E C T I V E , A N D C O N T I N U O U S L E A R N I N G C O U R S E S



Denver, COOct 7-11, 2013............................. 13104816Jun 16-20, 2014 .......................... 14104801San Francisco, CAAug 4-8, 2014 .............................. 14104802Tysons Corner, VAMay 19-23, 2014 ......................... 14104803Jul 21-25, 2014 ........................... 14104804Aug 18-22, 2014 .......................... 14104805Sep 22-26, 2014 .......................... 14104806

Washington, DCOct 28-Nov 1, 2013...................... 13104814Dec 9-13, 2013 ............................ 13104815Jan 27-31, 2014 .......................... 14104807Mar 24-28, 2014 .......................... 14104808Jun 16-20, 2014 .......................... 14104809




ACE RECOMMENDATION:September 1993 to present: In the lower division baccalaureate/associate degree category, 2 semester hours in Business Administration, Procurement, Purchasing, or Public Administration


Introduction to Federal Contracting

This entry-level training course provides a solid orientation to the federal contracting environment for those new to federal contracting. Individuals who are not in the contracting community but participate in the federal acquisition process either as members of a government acquisition team or as sellers to the government will also benefit. Students will receive an overview of the federal acquisition process, an understanding of the roles of key players and participants, and an introduction to the basic statutes and regulations that govern this process. Applicable standards of conduct and ethics are discussed.


• Define the vision, goals, and objectives of the federal acquisition process

• Describe the Federal Acquisition Regulation (FAR) System and the underlying sources of federal contract law

• Explain typical approaches to organizing the acquisition function

• Discuss the roles and responsibilities of major players in the acquisition process

• Identify the principal contracting functions • Explain the standards of conduct that apply

to the acquisition process


Vision, Goals, and Objectives for the Federal Acquisition System

Why have a federal acquisition system? Vision and goals of the federal acquisition system. The acquisition team. Tradeoffs. Environmental factors.

Basic Statutes and RegulationsSources of federal contract law. Basic statutes. Overview of the federal acquisition regulation system. Using the federal acquisition regulation system.

Acquisition Roles and Responsibilities within an Agency

Typical organization within agencies. The acquisition team. Acquisition function in operation.

Introduction to the Acquisition ProcessAcquisition phases and related business issues. Performing acquisition functions to fulfill federal acquisition goals. Specialized contracting areas: simplified acquisition procedures, services, construction, architect-engineer contracts, major systems acquisition, and real property leasing.

Acquisition/Procurement Planning PhaseDetermination of need. Market research. Analyzing the requirement. Extent of competition. Source selection planning. Solicitation terms and conditions.

Contract Formation PhaseThe solicitation. Evaluation: simplified acquisition procedures, sealed bidding, and negotiated procurements. Contract award.

Contract Administration PhaseInitiation of work. Quality assurance. Payment. Accounting. Special terms. Contract termination and closeout. Claims.

Ethics in Government ContractingStandards of conduct. Gratuities. Conflicting financial interests. Impartiality in performing official duties. Seeking other employment. Misuse of position. Outside activity. Procurement integrity. Organizational and personal conflicts of interest. Personal conflicts of interest of contractor employees performing acquisition functions. Government remedies for false claims.



Tysons Corner, VAMar 28, 2014...................... 14101301Sep 2, 2014 ........................ 14101302Washington, DCJan 23, 2014 ...................... 14101303May 27, 2014 ..................... 14101304





Tysons Corner, VAJul 14, 2014 ....................... 14103401Washington, DCNov 12, 2013 ...................... 13103406Feb 21, 2014 ...................... 14103402May 23, 2014 ..................... 14103403Sep 2, 2014 ........................ 14103404

NASBA CPE CREDITS: 8• Field of Study: • Behavioral Ethics• Course Level: Basic



Governmentwide Commercial Purchase Card

This training course is designed to provide purchase cardholders with knowledge of the federal acquisition rules that apply to buys made with the governmentwide commercial purchase card. It does not address the specific agreements made with various financial institutions that issue the cards.


• Articulate the cardholder’s authority and responsibility

• Understand GSA’s SmartPay® 2 program • Discuss the applicability of the Procurement

Integrity Act to purchase card buys • Define the statutory and regulatory priorities

in the use of required sources • Explain how the card may be used to make

purchases through the GSA Advantage!® online shopping service

• Make open market purchases using the governmentwide commercial purchase card


• The SmartPay® 2 Program• Procurement Integrity• Established and Required Sources• GSA Advantage!®

• Open Market Purchases• Cardholder Authority and Responsibility


Ethics in Federal Contracting

Appropriate for both federal government and contractor personnel, this training course examines the pertinent federal ethics laws, regulations, and standards that govern the acquisition process.


• Explain the meaning and purpose of ethics, particularly as related to federal government employees engaged in acquisition

• Identify and avoid problem areas through awareness of and adherence to ethics laws and regulations


• Meaning and Purpose of Ethics• Government-Unique Ethical

Requirements• Governmentwide Ethics Statutes• Standards of Ethical Conduct for

Employees of Executive Branch• Fraud• Restrictions on Obtaining and Disclosing

Certain Information• Other Ethical Considerations in

Government ContractingGratuities. Conflicts of Interest. Antitrust Violations. Buying In. Subcontractor Kickbacks.

• Remedies for Contractor Misconduct



Atlanta, GAOct 28-30, 2013........................... 13109002Seattle, WAJun 16-18, 2014 .......................... 14109002

Washington, DCOct 15-17, 2013........................... 13109003Dec 3-5, 2013 .............................. 13109004Feb 18-20, 2014 .......................... 14109003May 19-21, 2014 ......................... 14109004Jul 28-30, 2014 ........................... 14109005


COURSE FORMAT: Guided discussion. Group work on an integrated case study with exercises running throughout the course.

SUGGESTED PREREQUISITES:• FAC-C or DAWIA Level I• FAC-PPM or DAWIA Level II• FAC-COR Level II


Strategic Sourcing Workshop

Engage. Try. Learn! This 3-day workshop experience provides intensive hands-on, active learning where students analyze actual government spending data in order to make strategic sourcing decisions. Just as government agencies are doing today, students will form collaborative teams to work through a realistic case study that guides them through the strategic sourcing process. As in real life, students will be faced with unexpected “facts” about their commodities, suppliers, leadership, and environment. These “facts” will reinforce learning by causing students to reconsider their previous work, reevaluate their assumptions, and adapt to new circumstances. Students do not need to be contracting experts to take this course. Rather, students should bring their critical thinking and problem solving skills to class.


• Explain the key objectives, benefits, and challenges of strategic sourcing

• Analyze an organization’s current spend strategy

• Assess and prioritize opportunities for savings

• Develop a strategic sourcing strategy based on agency data that achieves agency goals

• Implement the strategic sourcing strategy to maximize total cost savings, value, vendor access, and socioeconomic participation

• Establish processes to track and manage performance of the strategic sourcing contract

• Apply best practices and lessons learned in strategic sourcing efforts


What is Strategic Sourcing?Debunk common myths about strategic sourcing and discover its awesome benefits. Learn what OMB and GAO have to say about it. Explore the spectrum from quick wins to agency-wide solutions. Learn about agency and industry successes.

Opportunity AssessmentBased on a fictional agency scenario conduct a high-level spend analysis to figure out what you’re buying—what are the spend patterns and commodity characteristics? Create a sourcing “short list” and develop your plan!

Strategy DevelopmentWith plan in-hand, profile your selected commodity, conduct a supply market analysis, and create a commodity sourcing strategy.

Strategy ImplementationDevelop an acquisition strategy and a transition plan to make it happen.

Commodity ManagementNot done yet! Still need to determine how to measure and report on performance. And finally, re-evaluate the strategy and adjust over time.

Lessons Learned and Best PracticesEvaluate the lessons agencies have learned from strategic sourcing initiatives and take-away their best practices.

NEW!



Atlanta, GAApr 7-11, 2014 ............................. 14107701Denver, CONov 4-8, 2013 .............................. 13107728Mar 3-7, 2014 .............................. 14107702Jul 7-11, 2014 ............................. 14107703Fort Worth, TXJan 6-10, 2014 ............................ 14107705Kansas City, KSJul 7-11, 2014 ............................. 14107706

Phoenix, AZApr 14-18, 2014 .......................... 14107707San Francisco, CAOct 7-11, 2013 ............................. 13107729Seattle, WAMay 5-9, 2014 ............................. 14107709Tysons Corner, VANov 4-8, 2013 .............................. 13107730Jun 23-27, 2014 .......................... 14107710

Washington, DCOct 21-25, 2013 ........................... 13107726Dec 2-6, 2013 .............................. 13107727Jan 6-10, 2014 ............................ 14107713Feb 3-7, 2014 .............................. 14107714Mar 24-28, 2014 .......................... 14107715Apr 14-18, 2014 .......................... 14107716May 12-16, 2014 ......................... 14107717Jul 7-11, 2014 ............................. 14107718Aug 11-15, 2014 .......................... 14107719Sep 8-12, 2014 ............................ 14107720


COURSE FORMAT:Lecture, discussion, exercises, review quizzes, independent readings, and final exam


ACE RECOMMENDATION: October 2001 to present: In the lower division baccalaureate/ associate degree category, 2 semester hours and October 1995 to September 2001: In the lower division baccalaureate/associate degree category, 1 semester hour in Business Administration, Procurement, Purchasing, or Public Administration


Simplified Acquisition Procedures

This training course is ideal for purchasing agents, contract specialists, or contracting officers who require an understanding of the simplified methods of procurement, as detailed in the Federal Acquisition Regulation (FAR) Part 13 and other related parts. The training course also provides a knowledge base that may support the increase of single purchase limits based on the criteria established by individual government agencies.

Note: Students who have completed this training course but require warrant maintenance training should consider attending Simplified Acquisition Refresher (p. 33) or Advanced Simplified Acquisition Procedures (p. 34). Students with purchasing authority limited to the micro-purchase threshold should consider taking Micro-Purchase Procedures (p. 33). Students who will make purchases of supplies that do not exceed $3,000 exclusively with a governmentwide commercial purchase card should consider taking Governmentwide Commercial Purchase Card (p. 30).


• Discuss laws governing the use of required sources and simplified acquisitions

• Describe the responsibilities of participants in the process

• Evaluate purchase requests • Make source of supply decisions • Acquire supplies and services from

established sources or the open market • Apply socioeconomic policies and

procedures • Administer purchase, task, and delivery

orders


Overview Definitions. Applicable laws and regulations. Responsibility and authority of participants in the acquisition process. Elements essential to a contract.

Ethical ConsiderationsStandards of ethical conduct. Conflicting financial interests. Gifts and gratuities. Procurement integrity. Organizational conflicts of interest. Other improper business practices.

Planning for Simplified AcquisitionsMarket research. Key elements addressed in preparation and review of purchase requests: requirements document, government cost estimates, validation of available funds, required justifications and approvals, and format.

Required SourcesPriorities for use. Agency inventory. Excess personal property. UNICOR. Committee for Purchase from People Who are Blind or Severely Disabled (AbilityOne Program).

Buying through the General Services Administration

GSA Global Supply. GSA schedules. GSA Advantage!® and e-Buy.

Other Established SourcesOther wholesale sources. Government sources for printing and printed items. Other existing contracts.

Using Open Market Sources Formal contracting vs. simplified acquisition procedures. Publicizing. Competition. Soliciting sources. Handling quotations. Evaluating submissions. Negotiation and other communications with vendors. Documenting transactions.

Implementing Small Business Preference Programs

Small business procurement goals. Considerations when using small business programs. Small business set-asides for simplified acquisitions. Contracting with SBA (the 8(a) program). HUBZone, service-disabled veteran-owned small business, and woman-owned small business programs.

Simplified Acquisition Ordering MethodsGovernmentwide commercial purchase card. Blanket purchase agreement. Standard Form 1449. Purchase order. Standard Form 44. Indefinite-delivery contracts. Imprest funds/third party drafts. Fast payment procedure.

Additional Considerations Based on What is Being Bought

Service contracting. Acquiring supplies. Sustainable acquisition. Electronic and information technology acquisitions. Electronic Products Environmental Assessment Tool. Acquiring construction.

Administration and Follow-UpEnsuring timely and adequate delivery or performance. Modification, cancellation, and termination. Payment and closeout. Delivery and task orders placed under GSA schedule contracts.


Instructor-led Live Classroom Group Onsite Course 1035 2 days $729 Call for info 888.545.8575.

Atlanta, GAJan 22-23, 2014 ................. 14103501Denver, COApr 17-18, 2014 ................. 14103502Phoenix, AZMay 19-20, 2014 ................ 14103503San Francisco, CADec 12-13, 2013 ................. 13103513

Tysons Corner, VAMar 18-19, 2014 ................. 14103505Sep 4-5, 2014 ..................... 14103506Washington, DCNov 12-13, 2013 ................. 13103512Jun 12-13, 2014 ................. 14103507Sep 24-25, 2014 ................. 14103508




Micro-Purchase Procedures

This training course is designed for students who are authorized to make open-market purchases of $3,000 or less ($2,500 or less for services and $2,000 or less for construction). It provides “A-to-Z” coverage of what individuals who have been granted micro-purchase authority need to know in order to make purchases in accordance with current law and regulations. This training course is ideal for students in technical or program fields who are authorized to make purchases under these thresholds, or contracting officers/purchasing agents who need warrant maintenance training. Students who need to know the rules related to the use of the purchase card should consider Governmentwide Commercial Purchase Card (p. 30).


• Make purchases using micro-purchase procedures

• Explain the rules that apply to such purchases


Introduction to Micro-PurchasesDefinitions: acquisition, contract, Federal Acquisition Regulation (FAR), micro-purchase, and simplified acquisition threshold.

Micro-Purchase AuthorityThe concept of agency. Actual versus apparent authority. Authority of contracting officers versus technical or program personnel. Ratification of unauthorized commitments. Standards of conduct. Procurement integrity.

Initiating the PurchaseTraditional requisition/purchase request process. Alternate requisition/purchase request processes.

Source of Supply DecisionPriorities for the use of required sources for supplies and services. Required sources. Open market micro-purchase requirements.

Micro-Purchase MethodsGovernmentwide commercial purchase card. Blanket purchase agreement (BPA). Purchase order (Optional Form 347, Order for Supplies or Services, or similar form). Standard Form 1449, Solicitation/Contract/Order for Commercial Items. Standard Form 44, Purchase Order-Invoice-Voucher. Imprest fund/third party draft.

Administration/Follow-Up of Micro-Purchases

FAR clauses. Implied warranties. Government’s right to follow-up, inspect, and accept or reject. Remedies for poor or non-performance short of termination. Termination for convenience. Termination for default or cause. Special procedures for orders placed with GSA schedule contractors.

Instructor-led Live Classroom Group Onsite Course 1153 3 days $779 Call for info 888.545.8575.

Fort Worth, TXJan 21-23, 2014 ................. 14115301Tysons Corner, VAMar 24-26, 2014 ................. 14115302Sep 3-5, 2014 ..................... 14115303Washington, DCOct 16-18, 2013 .................. 13115307Feb 19-21, 2014 ................. 14115304Jun 9-11, 2014 ................... 14115305

NASBA CPE CREDITS: 24• Field of Study: Finance• Course Level: Update

COURSE FORMAT:Lecture, discussion, exercises, case studies, and independent readings

SUGGESTED PREREQUISITE: • Simplified Acquisition

Procedures (p. 32)

Simplified Acquisition Refresher

Students desiring to “brush up” on simplified acquisition procedures will benefit from attending this training course, as will those requiring warrant maintenance training. This training course explores complex issues through extensive use of practical exercises (most based on actual legal decisions) and class participation. Students who need 40 hours for warrant maintenance or upgrading, or who want to further their knowledge of more complex simplified acquisitions, should consider attending Advanced Simplified Acquisition Procedures (p. 34).


• Discuss recent changes impacting simplified acquisitions

• Explain complex issues in the area of simplified acquisitions


Basis for Simplified Acquisition ProceduresDefinitions. Laws and rules that govern simplified acquisition procedures. Roles and responsibilities of personnel involved in simplified acquisitions. Ethical considerations.

Planning for Simplified AcquisitionsMarket research. Purchase request. Planning considerations for service contracts. Small business preference programs. Labor and other considerations.

Priorities for Determining SourcesThe decision process. Factors that determine if a required source must be used. GSA Advantage!® Other government e-commerce alternatives.

Open Market AcquisitionsPolicy on using simplified acquisition procedures. Determining the extent of competition required. Drafting the solicitation. Gathering offers/quotations. Evaluating quotations. Negotiation and selection of awardee. Protests.

Methods of Buying and OrderingGovernmentwide commercial purchase card. Blanket purchase agreement. Purchase order. Standard Form 44.

Contract AdministrationPostaward orientation. Appropriate level of follow-up. Receiving, inspection, and acceptance or rejection. End user feedback system. Payment. Modification and cancellation of a purchase order. Termination for convenience or for cause. Disputes and appeals. Closeout. Special procedures for orders placed under GSA schedule contracts.




Albuquerque, NMMar 24-28, 2014.......................... 14117701Denver, COJan 27-31, 2014 .......................... 14117702Fort Worth, TXApr 14-18, 2014 .......................... 14117703Kansas City, KSSep 8-12, 2014 ............................ 14117704Seattle, WANov 18-22, 2013.......................... 13117713

Tysons Corner, VADec 9-13, 2013 ............................ 13117714Jun 2-6, 2014 .............................. 14117706Washington, DCFeb 10-14, 2014 .......................... 14117708Apr 21-25, 2014 .......................... 14117709Jul 21-25, 2014 ........................... 14117710Sep 29-Oct 3, 2014 ...................... 14117711



SUGGESTED PREREQUISITE:• Simplified Acquisition Procedures

(p. 32)

ACE RECOMMENDATION:January 2001 to present: In the lower division baccalaureate/associate or upper division baccalaureate degree category, 2 semester hours in Business Administration, Public Administration, Procurement Management, or Purchasing


Advanced Simplified Acquisition Procedures

This training course is designed specifically for students who are experienced in simplified acquisitions and seek training to enable them to increase their warrant level above $25,000 or update and further their knowledge of Federal Acquisition Regulation (FAR) Part 13 procedures. While this training course provides an update on the ever-changing electronic commerce methods of acquiring supplies and services using required sources, it also focuses on complex acquisitions that exceed $25,000. Use of practical exercises (many based on actual legal decisions) will give students valuable experience. Students looking for an update on simplified acquisition procedures should consider attending the Simplified Acquisition Refresher course (p. 33).


• Identify and use required sources to satisfy requirements where applicable

• Determine if commercial items can satisfy the requirement

• Obtain adequate competition through market research and publicizing contract actions

• Use FAR Part 13 procedures in conjunction with other appropriate FAR parts

• Determine priority of and appropriately apply small business preference programs

• Use simplified acquisition procedures to acquire commercial items under the test program


Overview and ReviewDefinitions. Basic rules. Roles and authority of contracting and program personnel.

Planning for Simplified AcquisitionsNeeds determination: preparing the purchase request and market research. Analyzing the requirement: preparing requirements documents and acquiring services. Additional considerations: competition, sourcing issues, type of contract, commercial item financing, and construction contracting.

Using Existing SourcesAcquiring from required sources via e-commerce. Other government e-commerce alternatives: GSA Advantage!® and e-Buy. Limitations on the use of GSA schedules. Other existing sources: governmentwide acquisition contracts, multi-agency contracts, and agency-mandated contracts.

Socioeconomic, Labor, and Environmental Considerations

Socioeconomic considerations: small business set-asides, 8(a) Business Development Program, HUBZone program, service-disabled veteran-owned small business program, woman-owned small business program, and disaster or emergency assistance activities. Labor considerations: Service Contract Act, Davis-Bacon Act, Walsh-Healey Act, Fair Labor Standards Act, equal employment opportunity, and child labor prohibitions. Environmental considerations.

Soliciting and Receiving Quotations and Offers

Method of solicitation: electronic, oral, or written. Publicizing contract actions. Receipt of offers or quotations. Oral presentations.

Evaluation and AwardEvaluating quotes and offers: use of non-price evaluation factors, lowest price technically acceptable vs. tradeoff, price evaluation adjustments for Buy American Act and HUBZone small business concerns, conduct of negotiations, and use of reverse auctions. Contract award. Protests.

Contract AdministrationEvaluating contractor performance. Modifying an order. Exercising options. Reviewing claims. Terminating or cancelling an order or contract.

Ethical ConsiderationsStandards of ethical conduct. Conflicting financial interests. Procurement integrity. Organizational conflicts of interest and other improper business practices.



Denver, COJul 14-18, 2014 ........................... 14107801San Diego, CADec 2-6, 2013 .............................. 13107810Seattle, WAApr 28-May 2, 2014 ..................... 14107803Tysons Corner, VASep 15-19, 2014 .......................... 14107804

Washington, DCNov 18-22, 2013.......................... 13107809Feb 3-7, 2014 .............................. 14107805Apr 21-25, 2014 .......................... 14107806Aug 11-15, 2014 .......................... 14107807



SUGGESTED PREREQUISITES:• Introduction to Federal Contracting

(p. 29), or • CON 110: Mission Support Planning

(p. 11) and CON 111: Mission Strategy Execution (p. 12)

ACE RECOMMENDATION:October 2001 to present: In the lower division baccalaureate/associate or upper division baccalaureate degree category, 2 semester hours and October 1994 to September 2001: In the upper division baccalaureate degree category, 1 semester hour in Business Administration, Procurement, Purchasing, or Public Administration


Source Selection

Students will obtain the knowledge and skills necessary to make sound source selection decisions using negotiated contracting procedures as prescribed in Federal Acquisition Regulation Part 15. This training course addresses high dollar value, complex, or critical acquisitions necessitating a more structured source selection approach.


• Discuss the source selection process• Plan a source selection• Develop evaluation factors and scoring plans• Discuss the process for preparing and issuing

a solicitation• Explain the process for evaluating proposals • Establish an appropriate competitive range

and conduct discussions• Describe the source selection decision and

contract award process


Source Selection OverviewSource selection terminology. Basics of source selection. Key events. Roles and responsibilities. Procurement integrity.

Source Selection PlanningPlanning the source selection. Selecting the source selection methodology. Organizing and staffing the source selection team. Selecting the Source Selection Methodology. Using oral presentations. Drafting the source selection strategy.

Developing Evaluation FactorsGeneral guidelines. Developing non-cost/price evaluation factors. Determining the relative importance of evaluation factors. Selecting scoring plans and rating systems. Critique evaluation factors.

Preparing and Issuing the SolicitationFormat. Incorporating source selection strategy and evaluation factors. Proposal instructions. Publicizing. Presolicitation exchanges. Amendments.

EvaluationBriefing the source selection team. Receiving and screening proposals. Evaluating technical/management proposals. Evaluating past performance. Evaluating cost/price. Documenting the evaluation. Analyzing and critiquing evaluation documentation.

Competitive Range and DiscussionsAward without discussions. Exchanging information after receipt of proposals. Establishing the competitive range. Notifying offerors outside the competitive range. Preaward debriefings. Conducting and documenting discussions.

Selection and AwardEvaluating final proposal revisions. Final evaluation report and presenting proposal evaluations to the SSA. Making and documenting the source selection decision. Determining contractor responsibility. Notifying successful and unsuccessful offerors. Postaward debriefings. Protests.



Atlanta, GAJul 21-25, 2014 ........................... 14107601Chicago, ILApr 7-11, 2014 ............................. 14107602Denver, COFeb 10-14, 2014 .......................... 14107603Jul 28-Aug 1, 2014 ...................... 14107604Phoenix, AZDec 2-6, 2013 .............................. 13107616

San Diego, CAMay 19-23, 2014 ......................... 14107606Seattle, WAAug 18-22, 2014 .......................... 14107607Tysons Corner, VADec 9-13, 2013 ............................ 13107617Mar 10-14, 2014 .......................... 14107608

Washington, DCOct 28-Nov 1, 2013 ...................... 13107615Jan 27-31, 2014 .......................... 14107610Apr 28-May 2, 2014 ..................... 14107611Jul 14-18, 2014 ........................... 14107612Sep 15-19, 2014 .......................... 14107613



SUGGESTED PREREQUISITE: • Introduction to Federal Contracting

(p. 29) or Contract Administration (p. 41) or CON 112: Mission Performance Assessment (p. 13)

ACE RECOMMENDATION:April 2003 to present: In the lower division baccalaureate/associate or upper division baccalaureate degree category, 2 semester hours in Business Administration, Public Administration, Procurement Management, or Purchasing


Performance-Based Service Acquisition

Contracting personnel who work with program officials to plan, award, and administer performance-based service contracts will benefit from this training course. The training course addresses the unique aspects of acquiring services and embodies the Seven Steps to Performance-Based Services Acquisition.

Note: Students seeking a training course on how to write a performance-based requirements document should consider taking Writing Performance Work Statements (p. 37).


• Discuss the unique aspects of service acquisition

• Analyze requirements with respect to the ability to contract based on performance

• Determine if the requirements document is performance-based

• Select the method of contracting and source selection process in a performance-based environment

• Prepare a quality assurance surveillance plan (QASP)

• Administer a performance-based service contract

•


Introduction to Performance-Based Service Acquisition

Service contracting: personal vs. nonpersonal services, private sector temporaries, advisory and assistance services, inherently governmental and critical functions, acquisition from established sources, Service Contract Act, and professional services. What is performance-based service acquisition? Key terms.

Planning for Performance-Based Service Acquisition

Objectives of acquisition planning. Establish an acquisition team: FAR guidance, roles and responsibilities of the team, role of senior management and additional stakeholders, relationship between the team and senior management, and maintaining the knowledge base. Market research. Relationship of the acquisition to mission and performance objectives. Importance of acquisition planning. Develop the acquisition plan.

Defining the NeedWays a need may arise. Job analysis: conduct a needs analysis, analyze the work, conduct an activity analysis, gather workload and resource data, identify government directives, conduct performance analysis, conduct incentive analysis, and conduct deduct analysis. Benchmarking.

Prepare a Performance Work Statement (PWS)

Prepare a requirements document. PWS considerations. Format and language of performance work statements. Reviewing the PWS.

Another Approach—Statement of Objectives (SOO)

When to use a SOO. Format of a SOO. Due diligence.

Quality Assurance Surveillance PlanSelect the method(s) of surveillance. Identify sources of surveillance information. Establish schedules, checklists, and reports. QASP content and development considerations.

Finalizing the Source Selection StrategyDetermine best value. Select evaluation factors. State the evaluation factors in the solicitation. Establish a scoring plan.

Contract FormationPrepare the solicitation. Evaluate offers. Conduct oral presentations. Organizational conflicts of interest. Contract documentation.

Contract Administration Determine contract administration personnel. Review the QASP: determine administrative duties, identify contractor and government obligations, review payment and deduct provisions, and develop a contract administration checklist. Conduct a postaward orientation. Monitor the contract. Measure and report contractor performance. Ensure compliance with the Service Contract Act requirements.



Denver, COAug 12-14, 2014 ................. 14107901Las Vegas, NVFeb 24-26, 2014 ................. 14107902San Diego, CAMay 6-8, 2014 .................... 14107903Tysons Corner, VAJan 21-23, 2014 ................. 14107904Jun 25-27, 2014 ................. 14107905

Washington, DCNov 25-27, 2013 ................. 13107910May 19-21, 2014 ................ 14107906Jul 21-23, 2014 .................. 14107907Sep 10-12, 2014 ................. 14107908





Tysons Corner, VAMar 3-5, 2014 ..................... 14109101Jun 2-4, 2014 ..................... 14109102Sep 3-5, 2014 ..................... 14109103


COURSE FORMAT:Pre-work assignment, lecture, discussion, exercises, and independent readings



Statement of Work (SOW) Workshop

The Statement of Work (SOW) can make or break an acquisition, so let’s learn to do it right! Participants of this intensive, hands-on three day workshop will practice writing each part of the SOW. But, their learning won’t stop with the writing. Participants will also examine SOW’s from a contractor’s perspective: What questions will a contractor have upon reading the SOW? What inconsistencies cause confusion? What makes a requirement unclear? Through their analysis, participants will learn best practices for ensuring their SOWs communicate to their intended audience in order to achieve the best value for their acquisitions. Finally, participants will learn how a SOW lives on for the length of the contract. By analyzing legal cases that hinge on the wording of the SOW, participants will grasp the importance of their upfront work and the impact in terms of cost, schedule, and quality. Use of the top selling book, How to Write a Statement of Work by acquisition experts Peter S. Cole and Michael G. Martin, will leave participants well-armed to write a SOW that reflects actual requirements, elicits competitive proposals, and guides contractor performance—that is a winning SOW!


• Analyze a mission need to determine the actual requirements.

• Select an appropriate SOW type that satisfies the government requirements.

• Describe all aspects of the work to be done in a way that will be understood by offerors.

• Write a SOW that is free from ambiguities and will result in responsive, competitive proposals.

• Evaluate the impact of a SOW on achieving best value throughout the acquisition process.


Overview of SOW’sImportance. Relationship to the solicitation and contract. Types.

Writing Each Part of a SOWFormat and techniques. Refining requirements. Describing the work.

Impacts of a Poorly Constructed SOWContractor perspective. Legal cases. Changes during contract management.

Writing Performance Work Statements (PWS)

FAR Part 37 requires agencies to use performance-based methods to the maximum extent practicable when contracting for services, which means telling the contractor what to do, not how to do it. This training course is designed for program personnel or others who develop performance work statements to describe their service contract requirements. Contracting personnel who must review or critique performance work statements will also benefit. Additionally, this course will benefit companies faced with writing a PWS in response to a statement of objectives (SOO). This is a hands-on training course — be prepared to think and write!

Note: Contracting or other personnel interested in learning about other aspects of acquiring and monitoring performance-based services should consider taking Performance-Based Service Acquisition(p. 36).


• Discuss the policies and procedures governing the use of performance work statements

• Describe the statement of objectives approach to describing the requirement

• Use a systems approach called job analysis to develop the PWS

• Write the PWS and quality assurance surveillance plan (QASP)

• Discuss performance-based considerations for evaluation of offers and award and administration of the contract


Contracting for Services — An OverviewReview of unique service contracting policies. Key performance-based terms.

Basic Policies and PrinciplesRequirements documents. Types of descriptions. Compliance criteria. PWS implications.

Defining the NeedHow a need may arise. Job analysis process to define work to be included in the performance work statement.

Preparing the PWSPreparing the requirements document. Format, performance-based language, review.

Writing the QASPMethods of surveillance. Surveillance information. Schedules, checklists, and reports. QASP content.

Another Approach — Statement of ObjectivesWhen to use a SOO. Format of a SOO.

Pre-Solicitation ConsiderationsPurchase request requirements. Proposal evaluation plan.



Fort Worth, TXSep 15-19, 2014 .......................... 14104701San Diego, CAMay 12-16, 2014 ......................... 14104702

Washington, DCOct 28-Nov 1, 2013...................... 13104707Dec 9-13, 2013 ............................ 13104708Mar 24-28, 2014 .......................... 14104703Jul 14-18, 2014 ........................... 14104704


COURSE FORMAT:Lecture, discussion, case studies, independent readings, and final exam

SUGGESTED PREREQUISITES:• Introduction to Federal Contracting

(p. 29) or Contracting Officer’s Representative Course (p. 24)

• Contract Administration (p. 41) or CON 112: Mission Performance Assessment (p. 13)

ACE RECOMMENDATION:October 2001 to present: In the lower division baccalaureate/associate or upper division baccalaureate degree category, 2 semester hours and January 1988 to September 2001: In the upper division baccalaureate degree category, 2 semester hours in Business Administration, Procurement, Purchasing, or Public Administration


Federal Contract Law

This comprehensive training course covers a full range of legal issues that frequently arise in federal contracting. It sets out the principles that must be understood to ensure that all contracting actions are in accordance with the law, regulations, and legal precedents. Emphasis is placed on actual cases from the Comptroller General, the boards of contract appeals, and the courts. This training course is appropriate for contracting, program, and financial personnel who are involved in federal contracting, as well as federal contractors.

Note: If you are a federal contract specialist in the GS-1102 occupational series, you may be required to take CON 216: Legal Considerations in Contracting (p. 17) instead of this training course.


• Discuss the general principles of federal contract law

• Describe the statutory and administrative control of funds

• Discuss ethical standards and impermissible business practices

• Explain socioeconomic policies associated with small businesses and labor standards

• Discuss contract formation issues and bid protests

• Describe legal considerations associated with postaward contract administration, claims, and terminations


Legal FrameworkElements essential to a contract. Sovereign immunity. Authority: ratification and implied-in-fact and implied-in-law contracts. Estoppel. Waiver. Accord and satisfaction. Choice of law.

Funding of Federal ContractsThe budget process. Proper use of funds. Bona fide need rule. Adequacy of funds. Obligations. Anti-Deficiency Act.

Ethics, Business Practices, and Conflicts of Interest

Procurement Integrity Act: nonfederal employment contacts, post-employment compensation, prohibitions on disclosing or obtaining procurement information, and ethics advisory opinions. Other laws and regulations regarding ethical conduct. Business practices: contingent fees, buying-in, and subcontracts. Organizational conflicts of interest.

Socioeconomic PoliciesSmall business and the role of the Small Business Administration. Small business preference programs. Certificates of Competency. Buy American Act. Labor standards. Environmental policies.

Contract Formation MethodsSealed bidding. Contracting by negotiation. Exceptions to full and open competition.

Challenges by Unsuccessful OfferorsAgency protests. Protests to the Government Accountability Office. Protests to the courts.

Postaward Contract PerformanceContract modifications: change orders and the Changes clause. Authority to issue or make changes. Inspection and acceptance. Warranties.

Termination Due to Inadequate Contractor Performance

Default in commercial and fixed-price contracts for other than commercial items. Cost-reimbursement contracts. Excusable delay. Authority to terminate. Anticipatory repudiation. Repurchase. Bankruptcy. Other rights and remedies of the government.

Termination for the Convenience of the Government

Termination for convenience clauses. Procedures. Improper termination due to inadequate contractor performance. Improper termination for convenience. Settlement.

Contract Claims and Litigation Procedures under the Contract Disputes Act and the Disputes clause. Judicial review by the Court of Appeals for the Federal Circuit. Nonjudicial remedies of the government. Alternative dispute resolution. Attorney fees.

Fraud and ExclusionFalse statements. False claims. Fraud related to contract pricing or payment. Product substitution. Program Fraud Civil Remedies Act of 1986. Debarment, suspension, and ineligibility.



Tysons Corner, VAApr 14-18, 2014 .......................... 14101101Aug 18-22, 2014 .......................... 14101102Washington, DCFeb 3-7, 2014 .............................. 14101103Jun 2-6, 2014 .............................. 14101104

NASBA CPE CREDITS: 40• Field of Study: Business Law• Course Level: Advanced

COURSE FORMAT:Lecture, discussion, interpretation and application of case materials, independent readings, and final exam

SUGGESTED PREREQUISITES:• Federal Contract Law (p. 38) and its

prerequisites


Advanced Federal Contract Law

This training course concentrates on more specialized or emerging legal issues that are critical to experienced contracting personnel. It is also appropriate for government program and financial personnel, as well as government contractors. Through the case study method using actual court decisions, students will gain valuable hands-on experience about how to analyze and resolve legal issues.

Note: If you are a federal contract specialist in the GS-1102 occupational series, you may be required to take CON 216: Legal Considerations in Contracting (p. 17) instead of this training course.


• Explain the rules of contract interpretation• Describe selected legal issues in specialized

contracting • Discuss government patent, data, and

copyright policy • Describe legal issues associated with

application of selected labor laws and government-furnished property

• Explain e-commerce and environmental legal considerations in contracting

• Discuss selected legal concerns during contract administration

• Describe the legal issues associated with payment and contractor debt


Contract InterpretationRules of contract interpretation: right to require compliance, plain meaning, contract ambiguity, patent ambiguity, contractor reliance, reasonableness of contractor’s interpretation, and evidence outside of contract documents.

Specialized Contracting Construction: obtaining construction services, unique provisions and clauses, and the Eichleay formula. Research and development: Broad Agency Announcements and Federally Funded Research and Development Centers. Services: performance-based acquisitions, bundling, “bait and switch,” nondisplacement of qualified workers, uncompensated overtime, and personal services.

Patents, Data, and CopyrightsGovernment patent policy: patent rights, mandatory use by contractors, and patent royalties. Patent infringement. Data rights. Copyrights.

Selected Labor StandardsService Contract Act. Davis-Bacon Act. Contract Work Hours and Safety Standards Act. Walsh-Healey Public Contracts Act. National Labor Relations Act.

Government PropertyPolicy: title, risk, suitability, and timeliness. Title to property under progress payments.

Other Contract IssuesElectronic commerce. The environment: applicable laws, the five principles of environmentally preferable purchasing; procurement rules regarding sustainable acquisition, recovered materials and biobased products, ozone depleting substances, and environmentally preferable products and services; determining requirements. Superior knowledge. Liquidated damages. Substantial completion. Options. Taxes.

PaymentAssignment of claims process. Limitation of costs. Prompt payment. Final payment.

Contractor DebtReasons for contractor debt. Debt Collection Act. Debt recovery.



Atlanta, GASep 15-19, 2014 .......................... 14103001Denver, COApr 28-May 2, 2014 ..................... 14103002Tysons Corner, VADec 2-6, 2013 .............................. 13103007

Washington, DCJan 13-17, 2014 .......................... 14103004Mar 31-Apr 4, 2014 ..................... 14103005Jul 21-25, 2014 ........................... 14103006


COURSE FORMAT:Lecture, discussion, directed readings, and final exam

SUGGESTED PREREQUISITE:• CON 112: Mission Performance

Assessment (p. 13)




In this training course, personnel involved in establishing or modifying the price or cost of a government contract will learn to perform price analysis and cost analysis to determine price reasonableness in accordance with the Federal Acquisition Regulation (FAR). Students should have a good understanding of the federal contracting process prior to taking this course.

Note: We recommend this course as an elective under the FAC-C Level I training requirements.


• Determine if pricing is fair and reasonable • Suggest modifications to price or cost to

assure reasonableness


Contract Pricing — An OverviewIdentifying the government’s pricing objective and approaches to contract pricing. Identifying potential participants in the price analysis process.

Conducting Market Research for Price Analysis

Reviewing the independent government estimate. Reviewing acquisition histories. Researching market data. Using market research to estimate probable price.

Obtaining Offeror Information for AnalysisRequiring data other than certified cost or pricing data. Requiring certified cost or pricing data.

Applying Price-Related FactorsApplying assumed administrative cost factors, Buy American Act criteria, government-furnished property factors, and transportation cost factors. Lease vs. purchase. Price evaluation preference for HUBZone small business concerns. Determining offered price(s). Evaluating possible award combinations.

Comparing PricesMaking comparisons. Types of comparisons.

Calculating the Should-Pay PriceUsing price index numbers, trend analysis, price-volume analysis, cost estimating relationships, and ratio of price to estimated direct cost to determine should-pay price.

Introduction to Cost AnalysisThe meaning of contract cost as used in contract pricing. The elements of cost analysis.

Contract Cost PrinciplesGeneral cost principles on allowability. Allowability of specific cost principles.

Preparing for Cost AnalysisCollecting and reviewing available data. Requesting and analyzing technical support. Requesting and analyzing audit support.

Direct Labor CostsAnalyzing direct labor mix. Analyzing labor hour estimates using round-table estimates, comparison estimates, improvement curves, and labor standards. Analyzing wage rates based on geographic location, variations in skill, time period of the labor requirement, and conditions in the work force.

Direct Material CostsAnalyzing proposed direct material mix by identifying direct material elements, collateral costs, and related costs. Summary cost elements. Detailed cost estimates. Major subcontract requirements.

Indirect CostsImportance and composition of indirect costs. Calculating indirect cost rates. The indirect cost allocation cycle: forward pricing, contract billing, and final allocation phase. Analysis of proposed indirect cost forward pricing rates. Indirect cost certifications.

Profit or FeeIdentifying factors affecting profit/fee analysis. Developing profit objectives using Department of Defense weighted guidelines and Department of Transportation structured approach.

Preparing for NegotiationUsing price analysis to develop a total contract price position. Analyzing trade-offs. Determining prenegotiation objectives based on contract type. Documentation requirements.



Denver, COJan 13-17, 2014 .......................... 14102201Las Vegas, NVMar 31-Apr 4, 2014 ..................... 14102202San Diego, CAJul 14-18, 2014 ........................... 14102203Tysons Corner, VAOct 7-11, 2013............................. 13102210Mar 10-14, 2014 .......................... 14102204

Washington, DCDec 9-13, 2013 ............................ 13102209Jun 16-20, 2014 .......................... 14102206Aug 4-8, 2014 .............................. 14102207


COURSE FORMAT:Lecture, discussion, exercises, independent readings, and final exam.

SUGGESTED PREREQUISITE:• Introduction to Federal Contracting

(p. 29) or Contracting Officer’s Representative Course (p. 24)

ACE RECOMMENDATION:October 2001 to present: In the lower division baccalaureate/associate or upper division baccalaureate degree category, 2 semester hours and September 1993 to September 2001: In the upper division baccalaureate degree category, 2 semester hours in Business Administration, Procurement, Purchasing, or Public Administration


Contract Administration

This training course covers critical duties performed by contracting personnel during the contract administration phase of the acquisition process, including contracts for commercial items and those using simplified acquisition procedures.


• Plan for contract administration• Conduct a postaward orientation• Make decisions regarding a contractor’s use

of subcontracts• Monitor contractor performance and resolve

problems• Identify and address delays in performance• Modify contracts and exercise options• Select and pursue a formal contract remedy

and recognize fraud • Identify and resolve contract disputes• Describe contract claims procedures• Terminate contracts for convenience, cause,

or default• Identify the methods to finance commercial

and noncommercial item contracts• Close out contracts


Contract Administration PlanningReview the contract file. Determine the level of contract surveillance. Delegate contract administration functions. Develop a contract administration plan. Identify personnel to represent the contracting officer. Notify the contractor of COR delegation.

Postaward OrientationDetermine if postaward orientation is necessary. Select the type of orientation. Plan and conduct the orientation. Prepare and distribute a postaward orientation conference report. Participate in subcontractor conferences, when appropriate. Document the contract file.

Subcontract AdministrationConsent to subcontract and advance notification. Making the consent decision. Contractor purchasing system reviews. Make-or-buy programs. Small business subcontracting plans and problems with compliance.

Performance Monitoring/Quality AssuranceResponsibilities of parties. Monitor actions of CORs and other support personnel. Respond to requests from contractors. Categories of quality requirements. First article testing. Obtain feedback and other data on the contractor’s performance or deliverables. Acceptance. Verify and document performance problems. Determine impact of the problem. Resolving problems with required sources. Document the contract file.

Delays in PerformanceDetermine whether to stop work. Investigate potential or actual delays. Identify the type of delay. Prepare finding of fact and develop government positions. Resolve contractor performance problems informally.

Contract Modifications, Adjustments, Options, and Orders

Bilateral and unilateral modifications. Processing a modification. Extraordinary contract adjustments. Options. Task and delivery orders and basic ordering agreements.

Formal RemediesDetermine when formal remedies may be appropriate. Cure or show cause notices. Liquidated damages. Nonconforming supplies or services. Warranties. Fraud and other civil or criminal offenses. Actions to take.

Disputes, Claims, and TerminationsThe Contract Disputes Act and resolving disputes. ADR. Handling claims. Termination: determine whether to terminate a contract, termination due to inadequate contractor performance, and termination for convenience.

Administering Miscellaneous Terms and Conditions

Labor laws. Government property. Intellectual property. Protection of the environment. Drug-free workplace. Insurance. Security. Duty-free entry of contract-related shipments.

Financial MattersInvoices. Assignment of claims. Administering securities and financial terms. Allowability of costs. Payment of indirect costs. Limitation of costs, funds, or total payment amount. Price and fee adjustments. Collecting contractor debts. Reviewing cost accounting standards disclosure statements.

Contract CloseoutVerify that the contract is physically complete. Ensure required contract actions are complete. Initiate final payment or collect overpayment from the contractor. Identify and recommend deobligation of excess funds. Evaluate and document contractor performance. Prepare contract completion statement and dispose of files.



Tysons Corner, VANov 4-6, 2013 ..................... 13112606May 28-30, 2014 ................ 14112601Washington, DCFeb 24-26, 2014 ................. 14112603Apr 21-23, 2014 ................. 14112604Sep 3-5, 2014 ..................... 14112605


COURSE FORMAT: Lecture, discussion, exercises, and independent readings

SUGGESTED PREREQUISITE:• Introduction to Federal

Contracting (p. 29) or Contracting Officer’s Representative Course (p. 24)


Washington, DCFeb 10-12, 2014 ................. 14112501May 27-29, 2014 ................ 14112502Aug 6-8, 2014 ..................... 14112503


COURSE FORMAT: Lecture, discussion, exercises, and independent readings

SUGGESTED PREREQUISITE:• Contracting Officer’s

Representative Course (p. 24)



Evaluating a Contractor’s Performance

Program managers, project officers, contracting officer’s representatives, contract administrators, and others will benefit by attending this training course. Coverage includes relationships among the requirements document, risk, contract type, and the need to evaluate contractor performance.


• Explain when it is necessary to evaluate a contractor’s performance

• Plan the evaluation • Evaluate a contractor’s performance • Take corrective action • Document the results


IntroductionPlanning for contract administration. Interrelationship between contract administration and evaluating a contractor’s performance. Inspection clauses. Steps for selecting evaluation techniques.

Initial Steps in Monitoring ContractsReviewing the contract and determining contractor obligations. Learning and monitoring what the contractor is doing: postaward orientation conference, subcontractor orientation, and establishing a contract file.

Work Planning, Scheduling, and Monitoring Techniques

Approaches. Work measurement. Monitoring and surveillance of progress. Level of monitoring and surveillance.

Earned Value Management SystemDefinition. Metrics. Planning. Organization. Measuring progress and overcoming schedule problems. Integrated baseline reviews. Agency requirements.

Monitoring and Evaluating the Contractor’s Performance

Contract types. Contract payment structure. Using Gantt, milestone, network, and swan charts. Types of technical systems.

RemediesContractor-caused delays. Withholding progress payments. Contract modifications. Terminations due to inadequate contractor performance.

Performance Evaluation ReportingReporting requirements, procedures, and content.

Developing the Independent Government Cost Estimate formerly known as Cost Estimating for Technical Personnel

This course is for technical personnel and others who are responsible for developing the independent government cost estimate (IGCE), whether for a new procurement of supplies or services or for a contract modification. Students will learn step-by-step procedures for accomplishing this challenging and often frustrating task.

Note: This training course does not cover construction cost estimating.


• Explain the purpose of the IGCE • Describe the major elements of the cost

estimate • Discuss the steps in the cost estimating

process • Select appropriate estimating methods • Develop an IGCE


Independent Government Cost EstimateImportance. Factors affecting the cost estimate. Regulatory requirements that affect IGCEs.

The Importance of the Requirements Document

Purpose. Effect on estimating process. Relationship of contract type to estimating. Impact of what is being purchased, product or service.

Looking at Cost as an Element of the Estimate

Price-volume analysis. Linear price-volume relationships. Recurring and nonrecurring costs. Allowability.

Typical Elements of an EstimateAdjustments to material quantities. Labor costs. Other direct costs. Burden or indirect expenses. Facilities capital cost of money. Profit/fee. Major steps.

Using the Requirements Document as the Estimate Starting Point

Evaluating the requirements document. Choosing the appropriate estimating method. Breaking the requirements document into cost elements. Breaking work into a hierarchical structure.

Making the EstimateDefining the scope. Established resources and restrictions. Assessing the requirements document. Making assumptions. Collecting and projecting cost data. Documenting the estimate.

Evaluating the EstimateReviewing background information, earlier studies, prior contracts, and assumptions. Assessing the scope of the estimate. Evaluating the estimate method. Documenting the review.



Denver, COJan 22-23, 2014 ................. 14116201Seattle, WAFeb 19-20, 2014 ................. 14116202Tysons Corner, VAJun 23-24, 2014 ................. 14116203Washington, DCNov 14-15, 2013................. 13116207Feb 27-28, 2014 ................. 14116204Aug 4-5, 2014 ..................... 14116205

NASBA CPE CREDITS: 16• Field of Study: Finance• Course Level: Overview



Contracting (p. 29) or Simplified Acquisition Procedures (p. 32)


Denver, COApr 14-16, 2014 ................. 14108401San Francisco, CADec 9-11, 2013 ................... 13108408Tysons Corner, VANov 12-14, 2013................. 13108407May 28-30, 2014 ................ 14108403

Washington, DCFeb 18-20, 2014 ................. 14108405Sep 3-5, 2014 ..................... 14108406


COURSE FORMAT: Lecture, discussion, exercises, quiz, and independent readings




Service Contract Act Overview

This training course is designed to help federal personnel administer the requirements of the McNamara-O’Hara Service Contract Act of 1965 (SCA). The course focuses on the Act, the Department of Labor (DOL) regulations that implement it, and how it applies to the acquisition process. A detailed, comprehensive text is provided that contains copies of the law, DOL implementing regulations, Administrative Review Board decisions, and wage determinations.


• Determine if the SCA applies • Understand basic wage and fringe benefit

rules • Apply the SCA provisions to applicable

contracts • Enforce the SCA


OverviewTerms and conditions. Why regulations are needed. Provisions of the SCA: scope, purpose, and coverage. Exemptions. Responsibilities.

Basic Wage and Fringe Benefits RulesCompensation provisions. Multiple year contracts. Overtime. Health and safety standards.

How to Apply SCA to ContractsDetermine whether the SCA applies. Determine whether the successor contract rule applies. Requesting wage determinations. Dealing with wage determinations.

Enforcing the SCAViolations in general. Violations of wage and fringe benefit provisions. Violations of other provisions. Penalties, disputes, and enforcement. DOL hearings and appeals to the Administrative Review Board.

Related Laws and RegulationsFair Labor Standards Act. Walsh-Healey Public Contracts Act. Davis-Bacon Act. Interstate Commerce Act. Communications Act of 1934. Contract Work Hours and Safety Standards Act. Vietnam Era Veterans Readjustment Assistance Act. Rehabilitation Act of 1973.

Types of Contracts

Students will receive an overview of the contract types most frequently used in federal contracting, as well as the basic principles and limitations governing their use.


• Describe the contract types authorized by the Federal Acquisition Regulation (FAR)

• Define conditions for their use • Select the appropriate type of contract for a

particular acquisition


Introduction to Types of ContractsBasic elements of a contract. General classification of contract types. Factors in selecting contract type. Effect of the requirements document on selecting a contract type.

Fixed-Price ContractsCost risk of performance under fixed-price contracts. Firm-fixed-price, fixed-price with economic price adjustment, fixed-price with prospective or retroactive price redetermination, and fixed-price level-of-effort term contracts.

Cost-Reimbursement ContractsUse of cost-reimbursement contracts. Cost risk of performance under cost-reimbursement contracts. Cost, cost-plus-fixed-fee, and cost-sharing contracts. Clauses.

Incentive ContractsTypes of incentives. Fixed-price incentive, fixed-price with award fee, cost-plus-incentive-fee, and cost-plus-award-fee contracts. Clauses. Award term contracts.

Indefinite-Delivery ContractsDefinite-quantity contracts. Requirements contracts. Indefinite-quantity contracts. Orders under indefinite-delivery contracts. Clauses. Governmentwide indefinite-delivery, indefinite-quantity (IDIQ) contracts.

Time and Materials, Labor Hour, and Letter Contracts

Multi-Year and Option Contracts

Other Purchasing ArrangementsBasic agreements. Basic ordering agreements. Blanket purchase agreements. Other transactions.



Denver, COApr 1-2, 2014...................... 14102401Tysons Corner, VANov 7-8, 2013..................... 13102407May 8-9, 2014 .................... 14102402Jul 31-Aug 1, 2014 ............. 14102403Washington, DCJan 16-17, 2014 ................. 14102405Mar 6-7, 2014 ..................... 14102406





Tysons Corner, VAMay 5-7, 2014 .................... 14108201Jul 28-30, 2014 .................. 14108202Washington, DCJan 13-15, 2014 ................. 14108203Mar 3-5, 2014 ..................... 14108204



SUGGESTEDPREREQUISITES:• Introduction to Federal


• Contract Administration (p. 41) or CON 112: Mission Performance Assessment (p. 13) and its prerequisites


Contract Closeout

Designed for the practitioner, this hands-on training course delves into the issues involved with successfully closing out a contract. It begins with a description of what constitutes a contract file and ends with its disposal.


• Discuss organizational structures and players required for closeout

• Execute the steps required to close out different types of contracts

• Handle items of special concern


Introduction to Contract CloseoutContract closeout procedures. Contract completion statement. Physical completion. Time standards for closing contract files. Organizational structure. Personnel involved.

Contract FilesPurpose of contract documentation. Types of contract files. Contents of contract files.

Closeout ProceduresBasic closeout principles. Closeout steps. Accelerated closeout. Areas of special concern.

Effects of Contract Termination on Closeout Procedures

Termination for convenience. Termination based on inadequate contractor performance. No-cost settlement.

Time Requirements for Record RetentionRecord retention by federal agencies. Record retention by contractors.

Problem Contract CloseoutsContractor no longer in business. Contractor in bankruptcy. Contractor unable to submit supporting indirect cost data for submission of final vouchers. Contractor fails to submit final invoice or voucher. Unreconcilable contracts.

Terminating Contracts

This training course focuses on the practical considerations in making a termination decision, as well as on the specifics of the entire termination process. Topics to be discussed include the need for contract termination, the government’s statutory and contractual rights, the contractor’s rights and obligations, and the procedural steps in termination and settlement.


• Explain when a contract should be terminated

• Describe the government’s statutory and contractual rights with respect to terminations

• Discuss the contractor’s rights and obligations

• List the procedural steps in terminating a contract


General Principles of TerminationsLegal history. Reasons for termination. Differences in termination types. Contracting officer responsibility.

Termination for the Convenience of the Government

Meaning and purpose. Termination for Convenience clauses by contract type. General procedures: notice of termination, duties of the prime contractor after receiving a notice of termination, and duties of the termination contracting officer after issuing a notice of termination. Constructive termination for convenience.

Termination Due to Inadequate Contractor Performance

Differences between terminations for default and cause. Principles: application of default provisions and clauses in varying contract types, and effects of termination. Factors to consider when making the decision to terminate: actual vs. anticipatory breach, cure and show cause notices, forbearance, excusable delay, actions in lieu of termination, and substantial completion or compliance. General procedures: termination notice, sureties, documentation and reporting, completion, and repurchase.

Termination SettlementsSettlement proposals. Termination settlement methods and principles. Subcontract settlement. Preparing the settlement agreement. Partial and final payments. Termination inventory.



Denver, COSep 15-17, 2014 ................. 14105201Tysons Corner, VANov 12-14, 2013................. 13105207Jun 16-18, 2014 ................. 14105202Washington, DCDec 16-18, 2013 ................. 13105206Sep 2-4, 2014 ..................... 14105203


COURSE FORMAT:Lecture, discussion, case studies, and independent readings


Contracting (p. 29)

REQUIRED MATERIALS:Students must bring a calculator to class


Tysons Corner, VADec 16-18, 2013 ................. 13101904May 28-30, 2014 ................ 14101901Washington, DCSep 2-4, 2014 ..................... 14101903


COURSE FORMAT:Lecture, discussion, case studies, and independent readings

SUGGESTED PREREQUISITE:• Contract Administration

(p. 41) or CON 120: Mission Focused Contracting (p. 14)


Fundamentals of Overhead & Other Indirect Cost Rates

Designed with contracting and pricing personnel in mind, this training course provides a solid understanding of how indirect cost rates are established, how they are applied, and how they behave.


• Analyze indirect costs • Perform an overhead rate analysis


Categories of Indirect CostsOverhead. General and administrative expenses.

Allocation of CostsDefinition. Allocation to the final cost objective. Components and methods of allocating overhead cost. Pools and bases for rate development.

Effect of Different Allocation BasesBasic data. Allocation based on direct costs or production quantity. Significance of different allocation methods.

Examples of Typical Overhead AllocationOverhead cost, base of allocation, and overhead rates as estimates. Normal practice for overhead rates.

Rate Inconsistencies Over the Allocation Cycle

Absorption of Overhead CostsUnderabsorption, overabsorption, and exact absorption.

Eichleay Formula for Extended OverheadNecessary elements for Eichleay application. Calculating unabsorbed overhead.

Impact of Faulty Forecasts and Other Business Changes

Faulty forecasts. Plant reorganization. Automation. Cost accumulation. Sales changes.

Significance of Overhead Rates

Cost Analysis of the Overhead RatesFAR requirements for indirect cost submissions. Analysis of overhead costs and basis of allocation. General and administrative costs. Fringe benefits. Off-site overhead. Allowability of costs. Forward pricing, billing, and final indirect rates.

Burden Rate ProjectionBasic steps in determining rates. Example of projecting rates. Rate changes. Steps in performing overhead rate analyses.

Changes Under Government Contracts

This training course addresses complex issues relative to executing a contract change. It deals with the unusual aspects of the changes clauses and other clauses that result in a change or an equitable adjustment, such as differing site conditions or government property.


• Determine if a change can be made to a contract

• Determine what relief, if any, is due the contractor


Introduction to ChangesOverview and purpose of the Changes clause.

How the Typical Changes Clause WorksDefinitions. “Within general scope.” Methods of modification: unilateral vs. bilateral modifications and changes to commercial item contracts. Standard Form 30. Requirements for a change order. Typical change.

Contracting Officer’s AuthorityAuthority to issue changes. General scope. Changes outside the scope of the contract.

Formal Changes Issuance of change orders. Contractor’s duty to proceed in the face of change.

Constructive ChangesPurpose of the constructive change doctrine. Constructive change orders.

Pricing the Equitable AdjustmentPricing changes – the rules. Supplemental agreements and equitable adjustments. Steps to take when pricing equitable adjustments. A pricing approach. Alteration of profit or fee pursuant to a change. Other modifications.

Other Clauses that Invoke ChangeDiffering site conditions. Suspension of work/stop-work order. Delays and time extensions. Inspection and acceptance. Warranties.

Notification of Changes and Preserving Evidence in Complex Cases

Notification of changes. The claim and the contracting officer: procedures under the Contract Disputes Act and Disputes clause, finality of the contracting officer’s decision, appeals to a board of contract appeals, direct actions in the U.S. Court of Federal Claims, alternative dispute resolution, and judicial review by the Court of Appeals for the Federal Circuit. Equal Access to Justice Act.



Denver, COApr 3-4, 2014...................... 14101801Tysons Corner, VAAug 18-19, 2014................. 14101802Washington, DCNov 18-19, 2013................. 13101806Apr 28-29, 2014 ................. 14101803Jun 9-10, 2014 ................... 14101804




Contracting (p. 29)


Tysons Corner, VANov 12-14, 2013................. 13112705Feb 24-26, 2014 ................. 14112701Washington, DCMay 28-30, 2014 ................ 14112702Sep 3-5, 2014 ..................... 14112703




Contracting (p. 29)

REQUIRED MATERIALS:Students must bring a calculator to class


Acquisition of Commercial Items

This training course is designed for both government and private sector individuals involved in contracting or subcontracting for commercial items in accordance with the Federal Acquisition Regulation (FAR) Part 12. In this course, successful students will learn what constitutes a commercial item and what procedures and methods are available to take advantage of this streamlined approach.


• Determine if the item or service to be acquired is a commercial item

• Solicit, evaluate, and award in accordance with FAR Part 12

• Administer a commercial item contract


Introduction to Commercial Item PracticeDefinitions. FAR implementation. Legislation not applicable to acquisition of commercial items.

Defining the RequirementMarket research. Concept of commercial marketplace acceptance. Requirement for brand name items. Preparing the purchase request.

Using Required SourcesPriorities for use of established sources. Agency inventories and excess from other agencies. UNICOR. AbilityOne. Wholesale supply sources. GSA schedules. GSA Advantage! Government printing and supply sources.

Preparing the SolicitationUsing the results of market research. Contract financing. Standard Form 1449. Tailoring clauses and provisions. Contract type.

PublicizingPublicizing under FAR Part 5. Streamlined solicitation for commercial items.

Evaluation and AwardSubmission and evaluation of offers. Contract award.

Contract AdministrationInspection and acceptance/rejection. Changes. Terminations. Payment terms and invoices. Disputes. Closeout considerations.

Incentive Contracts

Students will learn when and how the various incentive contracts may be used to influence contractor behavior and achieve better performance. Course highlights include conditions for use of incentive contracts, limitations on their use, and problems with negotiating and making changes to incentive contracts. This training course will benefit those involved in structuring incentive contracts, including those for performance-based services.


• Determine if the use of an incentive contract is appropriate

• Select the best suited incentive contracting arrangement

• Solicit, evaluate, negotiate, and award incentive contracts

• Administer an incentive contract


Introduction to Incentive ContractingBasic principles of incentive contracting. Selection of contract type. Elements of basic incentive contract types. Relationships of incentive contracting and pricing policies.

Incentive Contract NegotiationAdvance planning. Request for proposals. Estimates and objectives. Proposal analysis. Contract type selection for research and development. Prenegotiation objectives. Preaward profit objectives. Special clauses. Tradeoffs in negotiation. Documentation.

Cost IncentivesFixed-price incentive — cost only. Cost-plus-incentive-fee — cost only. Range of incentive effectiveness. Graphic representations. Broken share lines for single and multiple incentives.

Multiple Incentive ContractsTarget cost. Multiple incentive structuring. Performance structuring. Cost-plus-incentive fee — multiple incentives. Cost-performance structuring. Fixed-price multiple incentives. Incentive measures and payment. Effect of fixed overhead on incentive sharing arrangements.

Schedule IncentivesCost-plus-incentive-fee. Fixed-price-incentive.

Contract ChangesCost incentive changes. Multiple incentive changes.

Award-Fee and Award-Term ContractsCost-plus-award-fee contracts. Fixed-price-with-award fee. Award-term contracting.




Tysons Corner, VANov 12-13, 2013................. 13112005Washington, DCFeb 13-14, 2014 ................. 14112002Jul 10-11, 2014 .................. 14112003Sep 2-3, 2014 ..................... 14112004





Tysons Corner, VASep 4-5, 2014 ..................... 14107401Washington, DCNov 20-21, 2013................. 13107405Apr 30-May 1, 2014 ............ 14107402Jun 11-12, 2014 ................. 14107403




Contracting (p. 29) or CON 111: Mission Strategy Execution (p. 12)

Task and Delivery Order Contracting

This training course addresses the planning, use, and administration of task and delivery orders. Students will learn about the variety of existing contract vehicles available to them, as well as the process of developing new task and delivery order contracts.


• Explain when and how to use task and delivery order contracts and the rules that guide them

• Select an appropriate contract vehicle to fulfill requirements for a specific acquisition

• Use GSA Schedules correctly and innovatively

• Place task and delivery orders using existing non-schedule contract vehicles

• Describe the process to create task and delivery order contracts

• Administer task and delivery orders


OverviewDefinitions. Indefinite-delivery contracts. Contract vs. order. Circumstances for use. Choices when ordering: agency- and department-specific contracts and interagency contract vehicles (GSA Schedules, GWACs, and MACs).

Selecting an Appropriate Contract Vehicle Using Market Research

Conducting market research. Alternatives analysis. Identifying appropriate contract vehicles. Interagency acquisition considerations: direct and assisted ordering procedures and funding.

GSA SchedulesRules that govern GSA Schedules. Using GSA Schedules. Online resources. Ordering procedures. Blanket purchase agreements. Contractor team arrangements.

Placing Non-Schedule Task and Delivery Orders Using Existing Contracts

Importance of scope. Placing orders: single vs. multiple-award contracts. Using interagency contract vehicles: considerations and procedures for using GWACs and MACs. Managers’ compact.

Developing Intra-agency Task and Delivery Order Contracts

Contract formation considerations: full and open competition, JOFOCs, small businesses, business case analysis, and multiple award preference. Required elements of the solicitation and contract: SOWs, evaluation factors, and ordering procedures. Administration challenges.

Administration of Task and Delivery OrdersOrder administration for various contracting vehicles. Inspection and acceptance. Modification, cancellation, termination, and disputes. Reporting contractor performance.

Best Value Source Selection Using Tradeoffs

This training course explores the procedural choices available to the government in achieving best value in negotiated procurements using the tradeoff process in accordance with Federal Acquisition Regulation (FAR) Part 15, and how these choices impact competing contractors.

LEARNING OBJECTIVE:

• Use the tradeoff method to select the best value offer for award


Introduction to Best Value Source Selection Using Tradeoffs

Basic buying processes. A comparison of federal government processes. Policy background and rules for obtaining best value.

Acquisition PlanningAcquisition planning process. Deciding when the tradeoff process is appropriate. Organization for source selection.

Selecting Evaluation FactorsResponsibility for proposed evaluation plan. Latitude in selecting evaluation factors and significant subfactors. Ground rules. Scoring methods for the tradeoff process. Preparing the RFP for the tradeoff process. Ground rules. Evaluating proposals pursuant to the RFP.

Evaluating Technical and Cost ProposalsProposal parts. Complex requirements. Organizing for proposal evaluation. Nominations for and instructions to the proposal evaluation board. Standard

formats. Proposal evaluation board process. Cost proposals. Cost realism analysis and probable cost.

Exchanges Other than Discussions Notification of intent in RFP. Exchanges involving award without discussions. Exchanges prior to competitive range.

Establishing the Competitive Range and Holding Discussions

Establishing the competitive range. Holding discussions: the FAR guidance, written or oral, preparation, content, cost issues, specificity of discussions, and limits on exchanges. Proposal revisions.

Selecting a Contractor for AwardDiscretionary power. Rationality and consistency. Treating cost in tradeoffs. Cost-reimbursement contracting. Documentation. Independence of source selection authority. Source selection decision.

Notifications and DebriefingsPreaward, postaward, and successful contractor notifications. Preaward and postaward debriefings.

ProtestsDefinition. Forums for protest. Impact. Eligibility and timeliness. Remedies.



Tysons Corner, VANov 4-6, 2013..................... 13100105Aug 4-6, 2014 ..................... 14100101Washington, DCFeb 24-26, 2014 ................. 14100103Jun 2-4, 2014 ..................... 14100104



SUGGESTED PREREQUISITE:• CON 112: Mission

Performance Assessment (p. 13), Contracting Officer’s Representative Course (p. 24) or Contract Administration (p. 41)


Tysons Corner, VAMar 3-7, 2014..................... 14100501Washington, DCNov 18-22, 2013................. 13100504Aug 25-29, 2014 ................. 14100502


COURSE FORMAT:Lecture, discussion, exercises, case studies, review quizzes, independent readings, and final exam

SUGGESTED PREREQUISITES:• Introduction to Federal

Contracting (p. 29) or Contracting Officer’s Representative Course (p. 24) and

• CON 112: Mission Performance Assessment (p. 13) or Contract Administration (p. 41)


Information Technology (IT) Acquisition

This training course focuses on areas and considerations unique to the acquisition of information technology (IT). It is designed for program and contracting personnel who are involved in the acquisition of IT supplies and services.


• Explain the basis for IT acquisitions • Conduct mission and business planning, as

well as acquisition planning • Review established sources and determine

which can satisfy the agency’s need • Determine compliance with accessibility

requirements • Resolve intellectual property issues


• Basis for IT Acquisitions• Planning for IT Acquisitions• Security, Accessibility, and Other IT

Planning Considerations• Developing Requirements Documents and

Evaluation Factors• Satisfying the IT Need• Contract Administration

Administration of Cost-Reimbursement Contracts

This specialized training course focuses on the unique demands of administering cost-reimbursement contracts for services, supplies, and research and development. Prior to enrolling in this training course, students should understand basic federal contracting principles and procedures.


• Describe the nature of a cost-reimbursement contract

• Explain policies and procedures unique to cost-reimbursement contracts

• Administer cost-reimbursement contracts


• Introduction to Cost-Reimbursement Contracts

• Funding and Financial Administration• Fundamental Duties of the Parties• Contract Modifications and Changes• Government-Furnished Property• Review of Contractor’s Purchasing

System• Subcontracts• Terminations and Remedies for

Unsatisfactory Performance• Disputes • Contract Closeout



Atlanta, GAAug 4-6, 2014.............................. 14102701Denver, COJan 21-23, 2014 .......................... 14102702Tysons Corner, VAAug 11-13, 2014.......................... 14102703

Washington, DCOct 21-23, 2013........................... 13102707Feb 10-12, 2014 .......................... 14102704Mar 31-Apr 2, 2014 ..................... 14102705Jul 7-9, 2014 ............................... 14102706





Contracting With Small Business Concerns

This training course defines and describes federal socioeconomic programs. Students will gain a good understanding of program policies, procedures, and problem areas associated with various socioeconomic programs benefiting small businesses.


• Describe the different socioeconomic programs required by the Federal Acquisition Regulation (FAR)

• Determine which program or programs to use in a particular acquisition


Introduction to Federal Socioeconomic Programs

Establishment of socioeconomic programs. Definitions of relevant terms. Implementation of socioeconomic policy: small business procurement goals, order of consideration for small business programs, other groups given consideration under socioeconomic programs, and agency-level involvement.

People and Agencies Involved in Small Business Contracting

Small Business Administration (SBA). Other agencies. Office of Small and Disadvantaged Business Utilization. SBA procurement center representatives. SBA breakout procurement center representatives. Agency technical and contracting personnel. Competition advocate.

Planning to Contract with Small Business Concerns

Market research and locating potential small business sources. Size standards. Set-asides. Rule of two. Relationship among small business programs. Bundling. Limitations on subcontracting.

The 8(a) ProgramThe 8(a) program and acquisition process. Selecting acquisitions for 8(a) fulfillment. Types of 8(a) directed procurements. SBA appeals. Award of the contract: sole-source and competitive award documents. Contract clauses. Contract administration. Limitation on subcontracting by 8(a) firms.

Set-Aside Programs for Specific Groups of Small Businesses

HUBZone contracting program. Service-disabled veteran-owned small business program. Women-owned small business program.

Small Business Set-AsidesCriteria. Eligibility requirements. Types of small business set-asides. Setting aside a class of acquisitions. Handling set-asides throughout the contracting process.

SubcontractingRequirements. Locating eligible small business subcontractors. Types of subcontracting plans. Role of agency and SBA in small business subcontracting. Following subcontracting procedures through the contracting process.

Other Programs Small disadvantaged business participation program. Small business innovation research program. Mentor-protégé programs. Other special treatment given to small businesses in the acquisition process. Historically black colleges and universities. Disaster and emergency assistance activities. Indian incentive program.



San Francisco, CAJan 27-31, 2014 ................. 14102301Tysons Corner, VAMar 17-21, 2014 ................. 14102302Washington, DCAug 18-22, 2014 ................. 14102303


COURSE FORMAT: Lecture, discussion, case studies, independent readings, and final exam

SUGGESTED PREREQUISITE:• Contract Administration

(p. 41) or • CON 112: Mission

Performance Assessment (p. 13)


Denver, COOct 15-17, 2013 .................. 13102004Apr 7-9, 2014 ...................... 14102001Washington, DCJan 21-23, 2014 ................. 14102002Sep 3-5, 2014 ..................... 14102003


COURSE FORMAT: Lecture, discussion, exercises, case studies, and independent readings

SUGGESTED PREREQUISITE:• CON 244: Construction

Contracting (p. 22)


Contract Claims

This training course provides both contracting and program personnel with the knowledge and skills necessary to recognize the legal and practical implications of government contract claims.


• Explain what constitutes a claim • Discuss the rules for preparing a claim • Respond to the filing of a claim


The Claims FrameworkClaims definition. Sovereign immunity. Judicial and administrative forums. Performance claims today. Other complaint forums.

The Contract Disputes Act of 1978

Sources of ClaimsRecognizing a claim in the making. Allegation. Breach claims. Remedy clauses. Damages. Informal resolution. Changes. Other clauses. Duty to disclose superior knowledge. Duty to cooperate/not hinder. Impossibility of performance. Labor laws. Termination for default or cause. Government remedies. Reprocurement. Termination for convenience. Basis for settlement.

Equitable AdjustmentsSample claim outline. Remedies and scope of relief. Allowable costs. Equitable adjustments. Burden of proof.

Cost Elements of a Claim

Preparation of ClaimsContract and requirements review. Procurement history. Other analyses. Access to information before litigation. Freedom of Information Act. Choice of forum.

Alternative Dispute Resolution

Proceedings Before a Board of Contract Appeals

Presentation of the claim. Appeals. Accelerated and expedited appeals. Pretrial procedures. Prehearing motions and conferences. Hearings. Posthearing briefs. The decision.

The United States Court of Federal ClaimsInitiation of a case. Pretrial procedures. Trials. Alternative dispute resolution.

Other ConsiderationsThe Equal Access to Justice Act. Extraordinary contractual actions. Government remedies for false claims.

Suggestions on Claims Avoidance

Construction Claims

This comprehensive training course covers the full spectrum of claims arising under construction contracts. It addresses issues related to recognizing a potential claim, pricing considerations, terminations, and the roles of the boards of contract appeals and the courts.


• Describe the claims process • Recognize a potential claim • Provide options for resolving disputes


Fundamental Issues and the Claims Process

Claims definition. Sovereign immunity. Evolution of jurisdictional authority of courts. Other complaint forums. Contract Disputes Act.

Changes in the Work/Contract Modifications

General contract principles for contract modifications and changes. Supplemental agreements. Impossibility or impracticability of performance. Constructive changes.

Principles of Equitable AdjustmentsSample claim format. Remedies and scope of relief. Allowability. Equitable adjustments. Burden of proof.

Claims Under Other than the Changes Clause

Differing site conditions. Suspension of work. Time-related claims.

DelaysAnalyze delays. Effects of delays on time. Process claims.

Cost Elements of a ClaimMaterials. Labor: labor rates, classes, and inefficiencies. Other direct costs. Indirect costs. Profit or fee. Unabsorbed overhead.

Resolution of the Claim Accord and satisfaction (settlement). Proceedings before a board of contract appeals. Procedures before the U.S. Court of Federal Claims. Equal Access to Justice Act.



Atlanta, GAFeb 24-28, 2014 .......................... 14104901Denver, COSep 8-12, 2014 ............................ 14104902San Diego, CAJul 21-25, 2014 ........................... 14104903

San Francisco, CAJan 13-17, 2014 .......................... 14104904Tysons Corner, VADec 2-6, 2013 .............................. 13104912Apr 28-May 2, 2014 ..................... 14104905

Washington, DCMar 10-14, 2014 ................. 14104906Jun 9-13, 2014 ................... 14104907Jul 28-Aug 1, 2014 ............. 14104908Sep 29-Oct 3, 2014 ............. 14104909


COURSE FORMAT:Lecture, discussion, exercises, mock negotiations, independent readings, and final exam



F E D E R A L R E A L P R O P E R T Y L E A S I N G C O U R S E S

Federal Real Property Leasing

This course is designed to cover the Federal real property leasing process from space planning to termination. It provides new students with a detailed overview of the various lease models, when they are appropriate to use and the various considerations that must be addressed during the leasing process. It is designed for space managers, leasing specialists, and contracting personnel and serves as a good refresher course for those needing continuing education to maintain their leasing warrants.


• Explain the basis for leasing authority and the foundation and beginning of the leasing process

• Describe the GSA lease models• Describe the leasing procedures• Discuss the various methods of determining

fair and reasonable rents• Evaluate offers and negotiate, award, and

administer leases• Obtain alterations and repairs• Discuss socioeconomic considerations and

standards of conduct


Introduction to LeasingProcess overview. Leasing authority. Regulatory environment of federal leasing. Roles and responsibilities. GSA lease models: standard, simplified, streamlined, succeeding/superseding, and on-airport.

Requirements Development Development of space requirements. Delineated area. Notification to local officials. Tenant improvement allowance. Review and approval.

Acquisition PlanningAcquisition plan development: acquisition method, competition, prospectus

requirements, source selection plan, evaluation and other factors. Seismic safety. Sustainability, environmental, security and socioeconomic considerations.

Market Survey ProcessSources of market information. Advertising for available space. Evaluating and recording potential sources. Conducting the physical market survey. Completion of the market survey form. Discussions with offerors. Client agency concurrence. Market survey report. Post-survey responses to those who may not meet the requirements. Differences between private sector and government tenants.

Solicitation ProcessPreparing the solicitation: general requirements, completing the RLP and lease form, procurement summary, the RLP package, solicitation provisions, general clauses, lease cancellation clause, review and approval. Issuing the RLP package.

Negotiation ProcessReceipt of initial offers. Determination of competitive range. Conducting negotiations. Drafting the lease agreement. Implementing the agreement.

Fair and Reasonable RentsDetermining fair annual rent and fair market value. Appraisal methods. Government use of appraisal methods.

Final Evaluation and AwardFinal proposal revisions: final evaluation, Energy Star label, responsibility determination, preaward requirements, rejection and debriefing, price negotiation memorandum, and preparing the final lease. Award. Postaward actions.

Tenant ImprovementsSetting up postaward. Design intent drawings. Construction documents. Negotiations. Notice to proceed. Green lease submittals. Kickoff meeting. Construction. Progress inspections. Change orders. Acceptance inspection.

Simplified Lease AcquisitionRequirements development. Acquisition planning. Market survey process. Soliciting offers. Receiving proposals. Evaluation. Negotiation. Lease scoring. Award. Tenant improvements. Inspection. Acceptance. Early termination. Renewal.

Streamlined Lease AcquisitionTenant improvement options: turnkey pricing based on ASR package and design schematic with post-award DID workshop, TI allowance option, and turnkey approach with TI pricing based on pre-award DIDs. Requirement development. Solicitation process. Negotiation and award.

Lease Administration and ManagementObjectives of administration. Statement of requirement. General rules of lease interpretation. Solving administrative problems. Teamwork. Preparation for administration. Administration during occupancy. Lease management. Assignments and novations. Recordation. Disputes. Terminations. Lease amendments.

Alterations and RepairsMethods of obtaining alternations and effects of alterations. Specifications for alterations. Acquisition plan. Independent government cost estimate. Negotiation and award. Administration of alteration projects. Monitoring contract/lease requirements. Labor standards. Inspection and acceptance. Government-furnished property. Building codes and local requirements. Documentation.

Contracting for Continuing Space Requirements

Succeeding lease. Superseding lease. Renewal options. Expansions. Lease extensions.

Documentation, Closeout, and SettlementRecordkeeping and lease files. Closeout and settlement.

Standards of Conduct



Atlanta, GAMar 17-21, 2014................. 14102801Chicago, ILJun 2-6, 2014 ..................... 14102802San Francisco, CASep 15-19, 2014 ................. 14102803Tysons Corner, VAAug 4-8, 2014..................... 14102804

Washington, DCNov 18-22, 2013................. 13102808Apr 14-18, 2014 ................. 14102805



SUGGESTED PREREQUISITE:• Federal Real Property

Leasing (p. 51)


Denver, COMay 19-23, 2014 ................ 14105001Fort Worth, TXJul 7-11, 2014 .................... 14105002San Francisco, CAMar 31-Apr 4, 2014 ............ 14105003Tysons Corner, VAAug 25-29, 2014................. 14105004

Washington, DCJan 6-10, 2014 ................... 14105005Jun 16-20, 2014 ................. 14105006


COURSE FORMAT:Lecture, discussion, interpretation and application of case study materials, independent readings, and final exam

SUGGESTED PREREQUISITE:• Federal Real Property

Leasing (p. 51)


Lease Administration

Designed for the practitioner, this training course provides useful information on the technical direction and enforcement of real property leases. Appropriate for leasing specialists, real property managers, or contracting officer’s representatives, this course covers a wide range of contract management issues from initial build out of the space through ongoing performance management to termination procedures.


• Explain the elements of a real estate contract and the forms of ownership

• Discuss the purpose and application of lease clauses

• Manage the postaward activities leading up to occupancy, during move in, and after occupancy


• Introduction to Real Estate Lease Administration and Management

• Elements of a Real Estate Contract and Forms of Ownership

• Purpose and Application of General Clauses in Lease Administration

• Postaward Activities Leading up to Occupancy

• Determination of Substantial Completion and Activities at the Time of Occupancy

• Lease Administration Actions after Occupancy within the Scope of the Contract

• Rent Adjustment Clauses• Alterations and Repairs in Leased Space• Miscellaneous Lease Administration

Actions after Occupancy• Formal Legal Issues in Lease

Administration• Documentation, Closeout, and Settlement

Federal Real Property Lease Law

This training course concentrates on ways to identify and avoid legal problems that arise while soliciting for and administering leases. Through the case study method using actual court decisions, students will learn to apply proper legal principles to the work they do every day. Students also will work extensively with the clauses typically found in federal leases, including GSA Form 3517B. This is one of the courses required to qualify for a leasing warrant.


• Explain the genesis of lease law • Discuss the legal implications of the

solicitation process • Describe the dispute resolution process • Explain legal principles involved in contract

interpretation • Recognize legal implications of leasing

clauses • Explain the concept of damages and

remedies


Genesis of Lease LawGeneral common law of landlord and tenant. Elements of a valid lease. Implied duty of good faith and fair dealing. Current federal real property lease law. Forums for federal lease law issues.

Solicitation ProcessGSA lease models. Receipt of proposals. Evaluation criteria. Competitive range. Need for discussions. Ending discussions. Evaluation and selection. Debriefing. Responsibility determination.

Dispute ResolutionProtests. Claims. Equal Access to Justice Act.

Lease InterpretationIntent of parties. Contract interprets itself. Merger. Language conflicts. Ambiguity: parol evidence rule and contra proferentem.

Lease Administration ProblemsLegal implication of GSA Form 3517B clauses.

Damages and Other RemediesActual, special, and consequential damages. Duty to mitigate. Actions for waste. Constructive eviction. Termination.



Chicago, ILFeb 10-14, 2014 .......................... 14103101Denver, COApr 21-25, 2014 .......................... 14103102San Francisco, CAJul 14-18, 2014 ........................... 14103103Tysons Corner, VAMay 5-9, 2014 ............................. 14103104

Washington, DCOct 28-Nov 1, 2013...................... 13103108Mar 3-7, 2014 .............................. 14103105Aug 18-22, 2014 .......................... 14103106



SUGGESTED PREREQUISITE:• Federal Real Property Leasing

(p. 51)



Cost and Price Analysis of Lease Proposals

This specialized training course is essential for those involved in evaluating lease proposals. Through the use of exercises, students will learn the analysis techniques needed to establish realistic negotiation objectives. This is one of the courses required to qualify for a leasing warrant.


• Apply appropriate analysis techniques to evaluate offers and establish a prenegotiation position

• Use analysis results to achieve a fair and reasonable price during lease negotiations


Lease PricingMeaning and purpose. Phases of contract pricing. Legislative and regulatory requirements. Types of pricing, analysis, and leases.

Analysis During Acquisition PlanningPurpose of analysis. Sufficiency of requirements. Preliminary market price analysis. Market survey price analysis. Results of market survey.

Analysis of the SolicitationGeneral requirements. Reconcile pricing provisions with market survey results. Market practices vs. solicitation requirements. Socioeconomic policies and impact on price. Structure of the solicitation.

Price Evaluation of Initial OffersInitial checks and verifications. Abstract of offers. Nature and extent of competition. Negotiation objectives. Fair annual rent. Present value analysis.

Technical Evaluation of OffersEvaluating against requirements, not desirables. Technical evaluation. Relationship of price and technical evaluation factors. Competitive range.

Cost AnalysisApplications and limitations. Cost elements of rent. Accounting principles and practices. Allowability of costs. Cost or pricing data. Data collection. Preparing “should cost” position for negotiation. Profit as an element.

Using Analysis in NegotiationsPreparation for negotiations. Prenegotiation plan. Review of cost analysis: major cost centers, excessive costs, and relationship of cost reduction to price reduction. Review of technical and price analysis. Identify strategy: competitive vs. noncompetitive situations, and restrictions on negotiating.

Final Evaluation and Negotiation Memorandum

Final evaluation: go/no-go criteria, final price evaluation, and technical evaluation. Preaward actions: contract clearances, responsibility determination, and price negotiation memorandum. Contract award: lease drafting and postaward actions.

Additional Situations for AnalysisAnalysis in simplified lease acquisition procedures. Superseding leases. Real estate tax evaluation. Terminations and restoration. Succeeding leases.



Fort Worth, TXMay 12-16, 2014 ......................... 14108101San Francisco, CAAug 11-15, 2014.......................... 14108102Tysons Corner, VASep 22-26, 2014 .......................... 14108103Washington, DCFeb 3-7, 2014 .............................. 14108104


COURSE FORMAT:Lecture, discussion, exercises, mock negotiations, independent readings, and final exam

SUGGESTED PREREQUISITES:• Federal Real Property Leasing

(p. 51)• Cost and Price Analysis of Lease

Proposals (p. 53)



Techniques of Negotiating Federal Real Property Leases

Through preparation and role-playing, students will develop the knowledge and skills needed to negotiate lease contracts in accordance with applicable regulations. This is one of the courses required to qualify for a leasing warrant.


• Conduct exchanges with lessors prior to negotiations

• Determine the competitive range and extent of discussions

• Prepare a negotiation plan • Conduct discussions with lessors in the

competitive range • Conduct negotiations in noncompetitive

situations


IntroductionDescribing negotiation. Recognizing possible negotiation outcomes and styles. Describing attitudes that lead to successful negotiations.

Exchanges Prior to NegotiationsIdentifying offeror information needed for offer analysis. Selecting methods for conducting an exchange. Selecting and preparing participants for face-to-face exchanges. Conducting face-to-face exchanges. Using exchange results. Establishing the competitive range.

Negotiation PreparationNeed for preparation. Tailoring the negotiation team to the situation. Identifying negotiation issues and objectives. Identifying the offeror’s probable approach to negotiation. Assessing bargaining strengths and weaknesses. Identifying negotiation priorities and potential tradeoffs. Determining an overall negotiation approach. Preparing a negotiation plan. Presenting the negotiation plan to management. Preparing a negotiation agenda.

Noncompetitive NegotiationsRecognizing the principal negotiator’s responsibilities. Types of negotiations after award. Identifying documentation requirements.

Nonverbal CommunicationRecognizing different forms of nonverbal communication. Describing how body language affects negotiations. Describing how the physical environment affects negotiations. Recognizing how personal attributes affect negotiations.

Bargaining TechniquesBe prepared. Aim high. Give yourself room to compromise. Put pressure on the offeror. Do not volunteer weaknesses. Use concessions wisely. Say it right. Satisfy non-price issues. Use the power of patience. Be willing to walk away from or back to negotiations.

Bargaining TacticsUsing win/win tactics. Identifying win/lose tactics and appropriate countermeasures.

Conducting DiscussionsRecognizing the steps for competitive discussions. Conducting a comparative assessment of final offers. Communicating assessment results. Identifying documentation requirements.

Postaward Negotiation and AdministrationBuildout period. Daily administration. Alterations, lease modifications, and changes. Disputes. Terminations and repair.



Atlanta, GAOct 28-Nov 1, 2013...................... 13101706Denver, COJul 21-25, 2014 ........................... 14101701Phoenix, AZMar 10-14, 2014.......................... 14101702Washington, DCSep 22-26, 2014 .......................... 14101703

NASBA CPE CREDITS: 40• Field of Study: Specialized

Knowledge and Applications• Course Level: Basic



F E D E R A L P E R S O N A L P R O P E R T Y M A N A G E M E N T C O U R S E S

Basics of Personal Property Management

This training course provides comprehensive coverage of the management of federal personal property from determination of the requirement through utilization and disposal. Students will obtain a working knowledge of personal property management policies, procedures, and regulations. Emphasis is placed on management and control, accountability, and accounting for personal property.


• Explain the scope of property management and its basis in law and regulation

• Discuss the requirements determination process

• Describe the elements of the property cycle including acquisition, management, accountability, utilization, and disposal

• Account for contractor or grantee property


Introduction to Property ManagementDefinitions. Scope of property management and basis in law. Sources of information and guidance. Authorities and responsibilities. Management accountability and control. The property management cycle. The Federal Supply System.

Determining and Satisfying RequirementsEstablishing a requirement. Use and replacement standards. Equipment replacement programs. Describing the requirement. Priority of sources. Policies, procedures, and criteria for determining method of supply. GSA Global Supply. GSA Advantage!™

Personal Property ManagementProperty management standards and practices. Receipt of property. Recording receipts. Storage of property. Stores inventory management. Inventory levels for replenishment of stock. Physical inventories. Special property management techniques. Maintenance. Motor equipment management. Transfer of title for government-owned motor vehicles. Official use of government passenger carriers. Aircraft management and reporting.

AccountabilityImportance of property accounting: congressional interest and statements of federal financial management standards. Accounting classifications. System concerns. Personnel involved. The property accounting system: system description and reflecting changes to the records.

Utilization and Disposal of Personal Property

Definitions. Agency utilization reviews. Ordinary disposal pursuant to exchange/sale authority. Abandonment or destruction of property. Excess personal property. Donation of personal property. Public sale of personal property. Extraordinary disposal. Seized, forfeited, voluntarily abandoned, and unclaimed personal property.

Contractor and Grantee PropertyDefinitions. Basis for providing property. Contracts and government property clauses. General policy for management of government-owned/contractor-held property. The contractor’s property management system. Contracting officer’s representative, property administrator, and contractor responsibilities for property administration. Contractor’s liability. Title to personal property under research contracts with nonprofit institutions, cooperatives, and grantees. Property management standards for grants.

Property ReportsNeed for and classification of reports. Recurring reports. “As required” reports. Agency reports. One-time reports. Report principles.



Pittsburgh, PASep 8-12, 2014 ............................ 14100404Tysons Corner, VAApr 7-11, 2014............................. 14100402Washington, DCJul 7-11, 2014 ............................. 14100403


COURSE FORMAT:Lecture, discussion, exercises, discussion questions, independent readings, and final exam


F E D E R A L P E R S O N A L P R O P E R T Y M A N A G E M E N T C O U R S E S

Administration of Contractor-Held Property

This training course is designed to teach the fundamentals of administering government-owned personal property to be used by or placed in the custody of contractors. Property administration responsibilities of the government and property management responsibilities and functions of the contractor are covered from award of the contract to disposal and contract closeout.


• Explain the legal and regulatory aspects of property administration

• Describe the basis for providing government property via contract

• Plan for and accomplish administration of contractor-held property


Property AdministrationDefinitions. Legal aspects of property administration. Sources of information and guidance. Authorities and responsibilities: responsibilities of the property administrator, delegation of property administration, and responsibilities of the contractor.

Contracts, Property Clauses, and Property Systems

Basis for providing government property. Government property contract clauses. Contractor’s responsibility and liability for government property. Government’s responsibilities when furnishing property. Equitable adjustments. Records of government property. Contractor’s property management system. Property management cycle.

Preparation for Property AdministrationEstablishment of the property administration file. Initial review and evaluation. Establishing a property administration plan.

AcquisitionIdentification and validation of requirements. Acquisition: government sources, contractor-acquired property, make or buy, and lease. Title to property.

Management of Property in the Hands of Contractors

Agency guidance. Receiving and storing of property. Stores inventory management. Property consumption.

Proper Utilization of Government PropertySpecial controls. Utilization: rental charges, measuring utilization, review and analysis, utilization of equipment, equipment pools, and loaned and borrowed property. Maintenance. Motor equipment management.

Accountability and Physical InventoryAccounting classification of government property. Personnel involved. The property accounting system. Property records. Reports. Physical inventories.

Disposal of Contractor-Held PropertyDisposal authorities. Phases in the disposal process. Plant clearance: organization, synopsis, exercise of government’s rights to possession, and inventory schedules. Inventory verifications. Reutilization priorities for government property. Standard and special screening. Removal and storage of property. Contract closeout. Disposal of property upon contract termination.

Subcontract AdministrationResponsibilities of contractor, subcontractor, and government property administrator. Prime contractor procedures. Subcontractor surveys and surveillance. Designation of management and control requirements. Supporting administration and occasional assistance. Subcontract management records and reports. Specific basics applied to subcontracting. Subcontract termination or completion and property disposal.

GrantsGrants to any state or local government. Grants to institutions of higher education, hospitals, and other private organizations. Summary of 2 CFR Part 215 property standards.


A D D I T I O N A L C O U R S E S F O R T H E A C Q U I S I T I O N A N D C O N T R A C T I N G P R O F E S S I O N A L

Appropriations Law SeminarThis course is designed for everyone who deals with “money” in the federal government, including budget analysts, accountants, auditors, contracting officers, purchase card holders and approving managers, certifying officers, program managers, and attorneys.

FREE! Participants receive GAO’s Principles of Federal Appropriations Law (Red Book) in two formats:• Printed copies of Volume 1 and most chapters in Volume 2• CD-ROM of Volumes 1-3 (all volumes), including the GAO Annual Update and the complete Index and Table of Authorities


• Determine the legal availability of appropria-tions (including food, gifts, awards, taxes, and clothing) as to purpose, time, and amount

• Promote the legal obligation of funds• Ensure that obligations are charged to the

correct fund sources• Avoid violations of the Antideficiency Act (ADA)• Avoid negative audit and congressional reports• Avoid spending personal money to correct

errors as a certifying officer or purchase card holder

• Identify the sources and other basics of appropriations law

• Describe the correct course of action when funds need to be reprogrammed or transferred, or when laws are in conflict or unclear


Appropriations Law BasicsSources of appropriations law. How an office gets “money”. Flexibilities and limitations in the use of appropriations. Appropriation acts compared with authorization acts. Does the budget matter? Reprogramming. What to do when more than one appropriation or fund is available. How long legal provisions are in effect. How to clarify unclear laws.

Appropriations Available as to PurposeThe Purpose Law and necessary expense doctrine. Attendance at meetings and conventions. Entertainment, food, and recreation. Gifts, awards, and mementos distributed by the agency. Insurance. Membership fees. Job qualification expenses.

Wearing apparel. Medical expenses. Business cards. Office decorations. State and local taxes. Telephone services.

Appropriations Available as to TimeHow to decide which fiscal year to charge. The bona fide needs rule. Contract modifications and amendments. Prohibition on payments in advance. End of year spending rules.

Appropriations Available as to AmountThe Antideficiency Act. Penalties for over-obligating or over-expending. Gifts and donations to the government and employees. Miscellaneous Receipts Statute and related augmentation issues.

Other Appropriations Law IssuesWhat constitutes a legal obligation. Criteria for recording obligations, including contracts, salaries, and grants. Continuing resolutions. Liability and relief of accountable officials. Applying appropriations law principles to interagency transactions (reimbursables).

MEETS SELECTED CORE COMPETENCIES FOR:• Accountants• Auditors• Budget analysts• Financial managers• Program managers and analysts

CP-11 MANDATORY COURSE

Today’s contracting professionals are challenged to develop additional skills so they can be effective business advisors to the acquisition team. To be successful, they must have problem solving, decision making, communications, team building, and project management skills. The following sample of courses available from Management Concepts Leadership, Management & Professional Skills; Federal Project & Program Management; and Federal Financial Management offerings are ideal for members of the acquisition workforce. We invite you to review all of our offerings by

visiting: www.ManagementConcepts.com


Atlanta, GAFeb 24-27, 2014 .......................... 14511107Baltimore, MDFeb 11-14, 2014 .......................... 14511106Boston, MAApr 28-May 1, 2014 ..................... 14511121Chicago, ILAug 11-14, 2014 .......................... 14511139Dallas, TXMar 17-20, 2014 .......................... 14511111Denver, COMar 3-6, 2014 .............................. 14511109Apr 29-May 2, 2014 ..................... 14511122Heidelberg, GermanyJun 3-6, 2014 .............................. 14511129

Honolulu, HIApr 8-11, 2014 ............................. 14511117Kansas City, KSMay 19-22, 2014 ......................... 14511126Las Vegas, NVApr 22-25, 2014 .......................... 14511120Orlando, FLAug 5-8, 2014 .............................. 14511138Philadelphia, PAJul 21-24, 2014 ........................... 14511135San Antonio, TXMar 24-27, 2014 .......................... 14511114San Diego, CAJan 27-30, 2014 .......................... 14511104

San Francisco, CAApr 14-17, 2014 .......................... 14511118Seattle, WAJul 14-17, 2014 ........................... 14511133Tysons Corner, VADec 3-6, 2013 .............................. 13511163Jan 27-30, 2014 .......................... 14511103Mar 24-27, 2014 .......................... 14511113May 19-22, 2014 ......................... 14511125Jul 15-18, 2014 ........................... 14511134Aug 18-21, 2014 .......................... 14511141Sep 8-11, 2014 ............................ 14511144Sep 29-Oct 2, 2014 ...................... 14511147Washington, DCOct 7-10, 2013 ............................. 13511157Oct 15-18, 2013 ........................... 13511158

Oct 22-25, 2013 ........................... 13511159Oct 29-Nov 1, 2013 ...................... 13511160Nov 12-15, 2013 .......................... 13511161Dec 3-6, 2013 .............................. 13511162Dec 9-12, 2013 ............................ 13511164Jan 6-9, 2014 .............................. 14511101Jan 13-16, 2014 .......................... 14511102Feb 3-6, 2014 .............................. 14511105Feb 24-27, 2014 .......................... 14511108Mar 10-13, 2014 .......................... 14511110Mar 18-21, 2014 .......................... 14511112Apr 1-4, 2014 ............................... 14511115Apr 7-10, 2014 ............................. 14511116Apr 14-17, 2014 .......................... 14511119May 6-9, 2014 ............................. 14511123May 13-16, 2014 ......................... 14511124May 19-22, 2014 ......................... 14511127Jun 2-5, 2014 .............................. 14511128

Jun 9-12, 2014 ............................ 14511130Jun 23-26, 2014 .......................... 14511131Jul 7-10, 2014 ............................. 14511132Jul 22-25, 2014 ........................... 14511136Jul 29-Aug 1, 2014 ...................... 14511137Aug 11-14, 2014 .......................... 14511140Aug 25-28, 2014 .......................... 14511142Sep 2-5, 2014 .............................. 14511143Sep 15-18, 2014 .......................... 14511145Sep 22-25, 2014 .......................... 14511146

NASBA CPE CREDITS: 32• Field of Study: Business Law• Course Level: Basic

COURSE FORMAT: Lecture, group discussion, and case studies




Visit our website at www.ManagementConcepts.comto view current course schedules.

NASBA CPE CREDITS: 16• Field of Study: Business

Management and Organization

• Course Level: Intermediate

PDU CREDITS: 14

COURSE FORMAT:Presentation, class exercises, case studies, and final exam

SUGGESTED PREREQUISITE:Project Management Principles



NASBA CPE CREDITS: 24• Field of Study: Business

Management and Organization

• Course Level: Basic

PDU CREDITS: 21

COURSE FORMAT:Presentation, class exercises, case studies, and final exam

ACE CREDIT RECOMMENDATION: In the upper division baccalaureate degree category, two semester hours in Project Management, Management, or Business Administration

Making Decisions Using Earned Value

Show them the numbers: learn to not only capture data on your project status, but more importantly to interpret the meaning behind those numbers. Discover keys to identify potential cost and schedule overruns. Grasp the tools and techniques required to compare actual work accomplished against baseline schedules and cost. Identify early warning indicators to gain greater insight into potential risk areas and prepare more accurate completion time and cost forecasts. Recognize what must be done to successfully implement and use earned value management in your organization to evaluate internal and contractor performance.


• Define key concepts of earned value management (EVM)

• Measure project performance using EVM metrics

• Compare planned project performance with actual performance results

• Calculate cost and schedule variances and indices and use them to monitor project performance

• Use EVM data to forecast budget and schedule completion

• Create a status report based on objective EVM metrics

• Analyze EVM data to make project decisions and determine corrective measures

•


• Earned Value Management Overview• Baselining the Project• Measuring Progress• Comparing and Analyzing• Making Corrections

Project Management Principles

This comprehensive foundation course focuses on the project management principles and best practices aligned with A Guide to the Project Management Body of Knowledge (PMBOK® Guide), helping you obtain knowledge, tools, techniques, and best practices to successfully manage a project from initiation to final closeout. You will learn techniques designed to help you meet the goals of your projects, organization, and customers while balancing the competing demands of time, cost, scope, and risk. This course will provide a solid foundation in project management concepts and will lay the groundwork for future, more advanced studies.

This course satisfies the project management coursework area necessary for FAC-P/PM certification at the entry level. It also provides a basis for further study for those students seeking PMI’s Project Management Professional (PMP®) credential.

LEARNING OBJECTIVES

• Explain fundamental project management concepts

• Develop a project charter• Develop components of a project

management plan• Create a communications management plan• Develop a work breakdown structure• Create a realistic schedule• Complete project activities given a project

budget• Prepare for change to a project baseline• Develop a risk plan• Develop a performance measurement

baseline• Monitor and report project status• Close out a project and capture lessons

learned• Create an on-the-job action plan•


• Defining the Project• Planning the Project• Developing the Communications

Management Plan• Organizing the Scope• Scheduling the Project• Planning for Budget Constraints• Planning for Change• Planning for Risk• Approving the Project Management Plan• Managing the Project• Closing the Project

FREE! Participants will receive access to the Project Manager’s Toolkit.

Also available in instructor-led online and instructor-facilitated online formats! Visit our website for details.





NASBA CPE CREDITS: 24• Field of Study: Personal

Development• Course Level: Intermediate

PDU CREDITS: 21

COURSE FORMAT:Self-assessments; individual, small and large group practical exercises; discussions; facilitator presentations; and application planning

RECOMMENDED FOLLOW-ON COURSES:• Breakthrough Problem

Solving• Creativity and Innovation• From Tactical to Strategic

Thinking• Negotiation Skills• Resolving Conflict



NASBA CPE CREDITS: 24• Field of Study:

Communications• Course Level: Intermediate

PDU CREDITS: 21

COURSE FORMAT:Individual, small and large group practical exercises; practice presentation sessions; videotaping; discussions; individual coaching and feedback sessions; and application planning

RECOMMENDED FOLLOW-ON COURSES:• Business Writing• Communicating Strategically• Grammar Refresher • Influencing Skills

Critical Thinking for Problem Solving

In order to be successful in today’s complex work environment, you must be able to think critically and solve problems effectively. But what is critical thinking, why is it important, and how does it affect your ability to solve problems effectively? Learn the answers to these questions in this course designed for professionals who want to learn methodologies for changing their ways of thinking in order to more effectively solve problems they face in the workplace.


• Identify your style and patterns of thinking• Clearly define the problem• Use questioning techniques to obtain the

information you need from others• Critically examine and evaluate issues and

opportunities • Solve problems faster with flexible thinking• Adapt your thinking to navigate through

unexpected events• Use creative thinking techniques to break

through thinking patterns• Solve problems in groups


• Critical Thinking for Problem Solving• Framing the Problem• Recognizing Breakdowns in Thinking• Communication and Impact• Dimensions of Critical Thinking• Creative Thinking• Presenting Your Perspective• Perspective and Thinking

Briefing and Presentation Skills

Many people report their number one fear to be public speaking. This is unfortunate as we are often required to give presentations in the workplace, both planned and on-the-spot. Either way, giving an effective presentation can be managed with a few tips, tools, and techniques that can be applied both in the moment and in front of the podium. This course is designed for individuals who want to improve the quality and impact of their briefings and presentations.


• Identify features of effective briefings and presentations

• Address the key factors to consider when making a briefing or presentation

• Organize presentation and briefing content using proven techniques

• Create appropriate attention-getting openings

• Close your briefings and presentations with impact and style

• Enhance your briefings and presentations using audio-visual aids

• Manage nervousness • Engage your audience with effective body

language• Respond to questions from the audience • Evaluate your briefings and presentations •


• Evaluating Briefings and Presentations• Steps to Prepare and Deliver a Briefing or

Presentation• Identify Your Purpose and Audience• Develop a Logical Structure• Using Visual Aids• Prepare for Audience Questions• Use Your Natural Delivery Style






COURSE FORMAT:Self-assessments; individual, small and large group practical exercises; discussions; facilitator presentations; and application planning

RECOMMENDED FOLLOW-ON COURSES:• Influencing Skills• Resolving Conflict

SUGGESTED PREREQUISITE:Influencing Skills





PDU CREDITS: 21

COURSE FORMAT:Individual, small and large group exercises and discussions; facilitator presentations; skills practice; self-assessments; case scenarios; and application planning

RECOMMENDED FOLLOW-ON COURSES:• Advanced Leadership Skills

and Techniques• Breakthrough Problem

Solving• Leading the Human Side of

Change• Mastering Employee

Performance Conversations

Interpersonal Skills: Developing Effective Relationships

Creating an atmosphere of openness with clear lines of communication is a key factor in organizational success. People with good interpersonal skills deal with difficult issues straightforwardly, listen well, share information fully, and stay receptive to bad news as well as good. This course is designed for individuals who want to increase productivity and become more successful on the job by improving the quality of working relationships with peers, employees, supervisors, customers, and others.


• Create an action plan for developing your interpersonal skills

• Apply and practice strategies for communicating styles with self, others, and maximizing relationships

• Apply and practice effective listening strategies and techniques

• Show the correlation between emotional intelligence competency and successful workplace relationships

• Describe the connection between ECQs and EI competencies

• Demonstrate emotionally intelligence during a workplace scenario

• Identify at least four elements of an environment that supports effective conflict resolution

• Identify the differences between productive and unproductive conversations

• Demonstrate appropriate responding techniques during a conversation

• Demonstrate the steps of the conflict resolution approach

• Create an action plan for developing your skills for building and maintaining relationships


• Overview of Interpersonal Skills• Awareness of Self and Others• Effective Communication• Foundations of Emotional Intelligence• Tools to Build and Maximize Relationships

Building and Sustaining Teams

Effective teaming fosters collaboration, encourages information-sharing, and yields dynamic results. This course provides specific strategies for building and sustaining high-performing teams. It is designed for managers, supervisors, facilitators, team leaders, and individual team members.


• Describe approaches to building teams• Define the criteria that will make your team

the most successful• Establish more trusting relationships with

and among team members• Create effective communication norms from

the onset of a team• Utilize new approaches for systematically

involving others in team communication, team visioning, and decision making

• Promote team collaboration through unifying activities and participatory management techniques

• Leverage specific team learning techniques to advance team member development

• Promote effective individual and team behaviors that foster team success

•


• Why and How Teams Form• Building a Strong Foundation for a Team• Establishing Trust Within the Team• Communicating Effectively as a Team• Encouraging Participation in Team

Visioning and Decision Making• Managing Performance through Feedback

and Facilitative Leadership• Managing Conflict and Difficult Team

Behaviors• Ways to Sustain High Performance on a

Team• Supporting Team Learning



Publications from Management Concepts Press

NEW! The Government Manager’s Essential LibraryGovernment managers, unlike those in the commercial world, must have a working knowledge of a wide variety of areas in addition to their mission-specific duties and tasks. From team building and communication skills to understanding basic government contracting and appropriations law, the government manager must be familiar with a range of topics to succeed in the federal arena.

NEW! The Government Manager’s Guide to Appropriations LawBy William G. Arnold

©2013, 7”x10” softcover, 144 pages, ISBN 978-1-56726-402-9 Product Code B029, $36

NEW! The Government Manager’s Guide to Source SelectionBy Charles Solloway


NEW! The Government Manager’s Guide to Contract NegotiationBy LeGette McIntyre


NEW! Managing Federal Government Contracts: The Answer BookCharles Solloway

©2013, 6”x9” softcover, 398 pagesISBN 978-1-56726-394-7Product Code B947, $47

Cost-Based Pricing: A Guide for Government ContractorsDarrell J. Oyer, CPA

©2012 8.5”x11” hardcover, approx. 350 pagesISBN: 978-1-56726-369-5Product Code: B695, $85

The Inside Guide to the Federal IT MarketDavid Perera and Steve Charles

©2012 7”x10” softcover, approx. 300 pagesISBN: 978-1-56726-375-6Product Code: B756, $45

The COR/COTR Answer Book, Third EditionBob Boyd, CFCM

©2012 6" x 9" hardcover, 370 pages ISBN 978-1-56726-373-2 Product Code B732, $105

How to Write a Statement of Work, Sixth EditionPeter S. Cole, CPCM and Michael G. Martin, PMP

©2012, 6" x 9" softcover, 322 pages ISBN 978-1-56726-364-0 Product Code B640, $49

Federal Construction Contracting Made EasyStan Uhlig

©2012, 6"x 9" softcover, 366 pages ISBN 978-1-56726-361-9 Product code: B619, $45

Federal Contracting Made Easy, Fourth EditionScott A. Stanberry

©2012, 6” x 9” softcover, approx. 350 pages ISBN 978-1-56726-388-6 Product Code B886, $29

Source Selection Step by Step: A Working Guide for Every Member of the Acquisition TeamCharles D. Solloway, Jr., CPCM

© 2011, 6" x 9" softcover, 407 pages ISBN 978-156726-300-8 Product Code B008, $59

Winning Government Business: Gaining the Competitive Advantage with Effective Proposals, Second EditionSteve R. Osborne, Ph.D.

© 2011, 7" x 10" hardcover, 366 pages ISBN 978-1-56726-322-0 Product Code B220, $69

Pricing and Cost Accounting: A Handbook for Government Contractors, Third EditionDarrell J. Oyer, CPA

© 2011, 8 ½" x 11" hardcover, 282 pages ISBN 978-1-56276-325-1 Product Code B251, $85

Past Performance Handbook: Applying Commercial Practices to Federal Procurement, Second EditionJoseph W. Beausoleil

©2010, 7" x 10" hardcover, 248 pages ISBN: 978-1-56726-280-3 Product code: B803, $95

Understanding Government Contract Source SelectionMargaret G. Rumbaugh

©2010, 7" x 10" hardcover, 509 pages ISBN: 978-1-56726-273-5 Product Code B735, $105

Order by phone at 1.800.506.4450 or online at www.ManagementConceptsPress.com. Please refer to promotion code AC0913 when ordering.

Look for this symbol on publications now available through your ebook retailer!

Prices are subject to change without notice. Please visit our website for the most current information.


Federal Acquisition: Key Issues and GuidancePaula B. Compton


Federal Procurement Ethics: The Complete Legal Guide, Revised EditionTerrence M. O’Connor


Guide to Contract Pricing: Cost and Price Analysis for Contractors, Subcontractors, and Government Agencies, Fifth EditionJohn Edward Murphy, CPA, CPCM

©2009, 8½" x 11" hardcover with CD-ROM, 256 pages ISBN 978-1-56726-241-4 Product Code B414, $105

Federal Contracting Answer Book, Second EditionTerrence M. O’Connor and Mary Ann P. Wangemann

©2009, 6" x 9" hardcover, 558 pages ISBN 978-1-56726-245-2 Product Code B452, $105

The Government Subcontractor’s Guide to Terms and ConditionsKenneth R. Segel


Federal Statements of Work: A Practical GuideMichael G. Martin, PMP

©2008, 7" x 10" hardcover with CD-ROM, 635 pages ISBN 978-1-56726-225-4 Product Code B254, $89

Understanding Government Contract LawTerrence M. O’Connor©2007, 6" x 9" hardcover, 264 pages ISBN 978-1-56726-187-5 Product Code B875, $54

Essentials for Government Contract NegotiatorsLeGette McIntyre


Federal Acquisition ReportPrint: Product Code NLFA, $349 per year (12 issues); Online: Product Code ONLFA, $322 per year (with email alerts, 24 hour online access, and ability to simultaneously search current and archived issues by keyword); Print and Online Combination: Product Code ONLFAC, $515 per year.

Federal Acquisition Regulation Update ServiceLooseleaf edition: Product Code R10500, $490 (includes FAR Alert and looseleaf updates); Online: Product Code OQ104, $478 (includes FAR Alert online, quarterly updates, email alerts, keyword search, and more).

Defense Federal Acquisition Regulation SupplementThree binders with tabs Product code: R10198 Price: $550/year

ADDITIONAL RESOURCES

Acquisition & Contracting Core Electronic Library (ACCEL)

The Acquisition & Contracting Core Electronic Library (ACCEL) is a searchable, comprehensive, and essential collection of acquisition and contracting nineteen publications, plus the monthly Federal Acquisition Report. The complete library listing is available online: http://accel.books24x7.com.

Price: $360 for 12 months of access. Order online or call 877.545.5763.

Defense Acquisition Management: An Overview

Gain a clear understanding of DoD’s acquisition process with Defense Acquisition Management: An Overview. It’s an essential self-study online training program for everyone who must be conversant with DoD acquisition matters.

©2012, Online (Annual License) Product Code: ONDAQ Price: $399 (individual access) To inquire about multiple access licenses, call 888.545.8575.

Order by phone at 1.800.506.4450 or online at www.ManagementConceptsPress.com. Please refer to promotion code AC0913 when ordering.

Look for this symbol on publications now available through your ebook retailer!

Federal Statements of Work: A Practical GuideMichael G. Martin, PMP

©2008, 7" x 10" hardcover with CD-ROM, 635 pagesISBN 978-1-56726-225-4Product Code B254, $89

INCLUDES CD-ROM!

Prices are subject to change without notice. Please visit our website for the most current information.


Credits and Professional Certification Training

Many of the courses presented in this catalog are designed to meet the standards and requirements of the leading industry organizations detailed below.

Students seeking to earn credentials or recognition from these organizations, such as college and continuing education credit and professional certification, can select from a broad array of offerings to further their professional development.

College CreditTHE AMERICAN COUNCIL ON EDUCATION’S COLLEGE RECOMMENDATION SERVICE (ACE CREDIT)

The American Council on Education’s College Credit Recommendation Service (ACE CREDIT) has evaluated and recommended college credit for many of

Management Concepts courses. The American Council on Education, the major coordinating body for all the nation’s higher education institutions, seeks to provide leadership and a unifying voice on key higher education issues and to influence public policy through advocacy, research, and program initiatives.

ACE CREDIT connects workplace learning with colleges and universities by helping adults gain access to academic credit at colleges and universities for formal courses and examinations taken in the workplace or other settings outside traditional higher education.

For more than 30 years, colleges and universities have trusted ACE CREDIT to provide reliable course equivalency information to facilitate their decisions to award academic credit. For more information, visit the ACE CREDIT website http://www.acenet.edu/acecredit.

Continuing EducationNATIONAL ASSOCIATION OF STATE BOARDS OF ACCOUNTANCY (NASBA) CPE CREDITMany of Management Concepts courses meet the professional certification and continuing education requirements for students seeking Continuing Professional Education (CPE) credits. NASBA CPE credit information will be detailed on the individual pages of courses meeting these requirements.

Management Concepts is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State

boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be addressed to the National Registry of CPE Sponsors through its website www.learningmarket.org.

Prerequisites and/or advanced preparation, if applicable, will be identified in the individual course descriptions.

Student complaints will be handled in accordance with our Satisfaction Guarantee (see page 64).

Professional Certification TrainingFEDERAL ACQUISITION INSTITUTE’S (FAI) FEDERAL ACQUISITION CERTIFICATIONS

The Federal Acquisition Institute (FAI) is responsible for federal civilian agency workforce development. OFPP Policy Letter 05-01 charged FAI with responsibility for development and oversight of the implementation of civilian agency certification

programs, including one for contracting personnel referred to as the Federal Acquisition Certification in Contracting, or FAC-C, and one for technical personnel called FAC-COR. Successful completion of designated Management Concepts courses enable federal civilian agency contracting and technical personnel to satisfy the mandatory, elective, and continuous learning training requirements of the FAC-C and FAC-COTR programs.

DEFENSE ACQUISITION UNIVERSITY (DAU) EQUIVALENCYOFPP Policy Letter 05-01 requires federal civilian agency contracting personnel to take Defense Acquisition University (DAU) courses or their equivalent courses as

determined by DAU. With the divergence of the mandatory certification courses specified in FAC-C and those specified for DAWIA Contracting Certification that occurred on October 1, 2011, this is no longer true. DAU has end dated equivalency for all providers of equivalent courses that are no longer offered by DAU on June 30, 2013. We continue to provide those courses in accordance with FAC-C and have obtained equivalency for the classroom courses now mandated for DAWIA certification. When OFPP issued revised FAC-C program guidance, we will address any changes that will require. The Federal Acquisition Institute, in coordination with OFPP, have already substituted CON 360 for CON 353, and CON 200 for CON 214, with and end date of September 30, 2013 for the supplanted courses. We offer CON 360 in the classroom. Check our website for availability of CON 200. Student must fully attend and achieve at least a minimum grade of 80% to successfully complete these courses. With the exception of CON 100 and CON 216, we recommend civilian agency students enrolling in these classes after June 30 check with their ACMs for up-to-date guidance before registering.

NATIONAL CONTRACT MANAGEMENT ASSOCIATION (NCMA) CERTIFICATION

The National Contract Management Association (NCMA) recognizes that professionals in the contract management, acquisition, and procurement fields are

continually challenged to improve their skills and increase their occupational performance, so they have entered into educational partnerships with organizations like Management Concepts. If you are an NCMA member, you can apply course completion hours from training successfully completed with Management Concepts towards NCMA Certification.


Registration Information for Open Enrollment ClassesEnrolling in a ClassTo enroll in a class, you must sign up for the class and either pay the class tuition or submit fully executed payment paperwork prior to the class start date. See the Payment section below for more details.

If you do not have tuition payment or payment information at the time you desire to enroll, we will place you in a reservation status until payment or fully executed payment paperwork is received. Reserved seats are not guaranteed and may be forfeited at any time prior to receipt of payment or payment paperwork. Class sizes are limited, so we recommend enrolling early to guarantee a place in the class.

How to EnrollONLINE: www.ManagementConcepts.com/Training/

RegisterforaClass

PHONE: 888.545.8577

FAX: 703.790.1371

MAIL: Management Concepts Attn: Open Enrollment Registration 8230 Leesburg Pike, Suite 800 Tysons Corner, VA 22182Download the enrollment application at www.ManagementConcepts.com/application

PaymentTuition payment or fully executed payment paperwork is preferred at the time you sign up for a class, but due no later than fourteen (14) calendar days prior to the start of the class. You will not be enrolled in a class until payment or executed payment paperwork is received. Instead, you will be placed in a reservation status for the class.

To enroll in a class less than fourteen (14) calendar days prior to its start date, you must submit payment or fully executed payment paperwork upon signing up for the class.

For online classes, tuition payment or fully executed and signed payment is required prior to access to the online class.

Methods of payment include:• Creditcards(VISA,MasterCard,andAmericanExpress)• Checks,MoneyOrders,orCashiersChecks• Fullyexecuted,authorizedandsignedPurchaseOrder

(P.O.s)

• Fullyexecuted,authorizedandsignedGovernmentTraining Form (e.g., SF 182, DD Form 1556)

To avoid confirmation delays, please ensure that your registration number or invoice number accompanies your payment.

Enrollment and Class ConfirmationYou will receive an enrollment acknowledgment via email within three days of enrolling in a class. This does not mean the class will occur. You will receive a class confirmation via email up to 3 weeks prior to the class start date confirming that the class will be held. Nonrefundable travel reservations should not be made before receiving class confirmation. Accommodations and meals are not included in the tuition fee.

If the class is full, or has been rescheduled, notification of the change in class status will be sent.

Student substitutions are permitted at any time up to the start of the class.

Student CancellationsFourteen (14) calendar days, or more, prior to the class start date. There is no penalty for cancelling an enrollment fourteen (14) calendar days, or more, prior to the class start date.

Thirteen (13) calendar days, or less, prior to the class start date. For employer-sponsored training, full payment is due if an enrollment is canceled thirteen (13) calendar days, or less, prior to the class start date. No credits, transfers, or refunds will be made.

Complete Open Enrollment Terms & ConditionsVisit www.ManagementConcepts.com/ContactUs/TermsandConditions for the most up-to-date terms and conditions.

Open Enrollment Group DiscountsOrganizations save money when sending a group of students to the same open enrollment class o�ered in this catalog. When five to nine students from your organization attend the same class, you can take a 5% discount o� the course price. Send ten or more and receive a 10% discount.

AccommodationsAccommodations and meals are not included in the tuition fee. Visit www.ManagementConcepts.com for travel recommendations.

Satisfaction GuaranteeManagement Concepts offers a money-back guarantee on every open enrollment course. We simply ask that you explain why you are dissatisfied in writing so we can improve. We will refund 100% of your tuition or apply the amount to another class. Concerns should be sent to:

Management Concepts, Attention: Customer Care, 8230 Leesburg Pike, Tysons Corner, VA 22182, Phone: 888.545.8571, Email: [email protected]

For students attending open enrollment classes at Management Concepts Tysons Corner, VA training facility, concerns or dissatisfaction regarding a Management Concepts class may also be sent to the State Council of Higher Education for Virginia (SCHEV) at the address below in the event you believe Management Concepts has not fully resolved your concern or dissatisfaction. SCHEV, 101 N. 14th Street, James Monroe Building, Richmond, VA 23219, Phone: 804.225.2600, Fax: 804.225.2604, Email: [email protected]

GSA ContractsEligible buyers may purchase certain Management Concepts products and services under the company’s

GSA Multiple Award Schedule (MAS) 874 Contract #GS-02F-0010J. Buyers should indicate that their purchase is being made under the company’s MAS contract at the time they place their order. In addition, their order should include the company’s MAS contract number. Please contact us with any questions about the ordering procedure at 888.545.8575.

Washington, DC LocationOur Washington, DC classes are conveniently accessible by Metro.

Tuition fees, course titles, course schedules, and terms and conditions are subject to change without notice. Visit our website for the most current information: www.ManagementConcepts.com.


Alphabetical Listing of Courses

A

Acquisition of Commercial Items......................................................46Administration of Contractor-Held Property ....................................56Administration of Cost-Reimbursement Contracts ............................48Advanced Contracting for Business Support: CON 218 ....................19Advanced Contracting for Decision Makers: CON 360 .....................20Advanced COR Workshop ...............................................................25Advanced Federal Contract Law .......................................................39Advanced Simplified Acquisition Procedures ....................................34Architect-Engineer Services Contracting: CON 243 ..........................21

B

Basic (Level 1) Contracting Officer’s Representative..........................23Basics of Personal Property Management ..........................................55Best Value Source Selection Using Tradeoffs .....................................47Business Decisions for Contracting: CON 214 ..................................15

C

Changes Under Government Contracts ............................................45CON 090: FAR Fundamentals ............................................................8CON 100: Shaping Smart Business Arrangements ............................10CON 110: Mission Support Planning ...............................................11CON 111: Mission Strategy Execution .............................................12CON 112: Mission Performance Assessment ....................................13CON 120: Mission Focused Contracting ..........................................14CON 170: Fundamentals of Cost and Price Analysis ..........................8CON 200: Business Decisions for Contracting ..................................15CON 214: Business Decisions for Contracting ..................................15CON 215: Intermediate Contracting for Mission Support.................16CON 216: Legal Considerations in Contracting ................................17CON 217: Cost Analysis and Negotiation Techniques ......................18CON 218: Advanced Contracting for Mission Support .....................19CON 243: Architect-Engineer Services Contracting ..........................21CON 244: Construction Contracting ................................................22 CON 270: Intermediate Cost and Price Analysis .................................9CON 280: Source Selection and the Adminstration

of Service Contracts .......................................................................9CON 290: Contract Administration and Negotiation

Techniques in a Supply Environment.............................................9CON 360: Contracting for Decision Makers .....................................20Construction Claims .........................................................................50Construction Contracting: CON 244 ................................................22Contract Administration ...................................................................41Contract Administration and Negotiation Techniques

in a Supply Environment: CON 290 ..............................................9Contract Claims ...............................................................................50Contract Closeout ............................................................................44Contracting Officer’s Representative .................................................24Contracting With Small Business Concerns ......................................49COR Refresher..................................................................................26Cost and Price Analysis ....................................................................40Cost Analysis and Negotiation Techniques: CON 217 ......................18Cost and Price Analysis of Lease Proposals .......................................53Cost Estimating for Technical Personnel ...........................................42

D

Developing the Independent Government Cost Estimate (formerly Cost Estimating for Technical Personnel) .....................42

E

Ethics in Federal Contracting ...........................................................30Evaluating a Contractor’s Performance .............................................42

F

FAR Fundamentals: CON 090 ............................................................8Federal Acquisition Regulation (FAR) Overview ...............................28Federal Contract Law .......................................................................38Federal Real Property Lease Law .......................................................52Federal Real Property Leasing ...........................................................51Fundamentals of Cost and Price Analysis: CON 170 ..........................8Fundamentals of Overhead and Other Indirect Cost Rates ...............45

G

Governmentwide Commercial Purchase Card ..................................30

I

Incentive Contracts ..........................................................................46Information Technology (IT) Acquisition .........................................48Intermediate Contracting for Mission Support: CON 215.................16Intermediate Cost and Price Analysis: CON 270. ................................8Introduction to Federal Contracting .................................................29

L

Lease Administration........................................................................52Legal Considerations in Contracting: CON 216 ................................17

M

Market Research...............................................................................28Micro-Purchase Procedures ..............................................................33Mission Focused Contracting: CON 120 ..........................................14Mission Performance Assessment: CON 112 ....................................13Mission Strategy Execution: CON 111 .............................................12Mission Support Planning: CON 110 ...............................................11

P

Performance-Based Service Acquisition ............................................36

S

Service Contract Act Overview .........................................................43Shaping Smart Business Arrangements: CON 100 ............................10Simplified Acquisition Procedures ....................................................32Simplified Acquisition Refresher .......................................................33Source Selection ...............................................................................35Source Selection and the Administration of Service Contracts:

CON 280 .......................................................................................9Statement of Work (SOW) Workshop ..............................................37Strategic Sourcing Workshop ...........................................................31

T

Task and Delivery Order Contracting ...............................................47Techniques of Negotiating Federal Real Property Leases ...................54Terminating Contracts ......................................................................44Types of Contracts............................................................................43

W

Writing Performance Work Statements (PWS) .................................37

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Publications from Management Concepts Press ......... 61-62

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