A Program Manager Talks: What Contractors Should Know

Abstract

In July 1997, U.S. Special Operations Command (USSOCOM) awarded three systems engineering and technical assistance (SETA) support contracts. Each contract has a $150 million ceiling over the 5-year contract life. The contractors were selected under a formal acquisition process. Some new strategies available under acquisition reform/streamlining were used in the solicitation and evaluation. The author's recent experience as the program manager for USSOCOM's SETA acquisition has shown her that, despite the drive for open government communication and despite the years of contractors competing under substantially the same rules (with some adjustments at the margin because of acquisition reform and streamlining), too many contractors continue to hold misapprehensions about the government competitive acquisition process, penalize themselves through lack of understanding of the process, and make tactical as well as factual mistakes in the proposal preparation and discussion processes.

Open PDF

Document Details

Document Type
Technical Report
Publication Date
Jan 01, 1997
Accession Number
ADA487476

Entities

People

  • Deanna J. Bennett

Organizations

  • United States Special Operations Command

Tags

Communities of Interest

  • Materials and Manufacturing Processes

DTIC Thesaurus Topics

  • Acquisition
  • Competition
  • Contractors
  • Contracts
  • Databases
  • Department Of Defense
  • Engineering
  • Errors
  • Governments
  • Instructions
  • Lessons Learned
  • Political Science
  • Program Management
  • Public Administration
  • Systems Engineering
  • Systems Management
  • United States Special Operations Command

Readers

  • Educational Psychology
  • Government Contracting/Procurement.
  • Irregular Warfare and Special Operations Cyberspace Operations against Adversarial Threats.

Technology Areas

  • Fully Networked C3
  • Fully Networked C3 - Command and Control