REG NASA-LLIS-1509--2003 Lessons Learned - Orbital Space Plane - Engineers as Smart Buyers.pdf

1、Lessons Learned Entry: 1509Lesson Info:a71 Lesson Number: 1509a71 Lesson Date: 2003-07-01a71 Submitting Organization: MSFCa71 Submitted by: Lisa CarrSubject: Orbital Space Plane - Engineers as Smart Buyers Abstract: The Orbital Space Plane (OSP) Program started up the learning curve early by creatin

2、g the Acquisition Management Office (AMO) specifically for developing the acquisition strategy, Request For Proposal (RFP) development, and Source Evaluation Board (SEB) support. AMO brought our procurement specialists in at the beginning, trained in advanced procurement methods, benchmarked other s

3、uccesses, and included the contractors in the RFP development. Plan how you buy as carefully as what you want to buy Description of Driving Event: AMO brought our procurement specialists in at the beginning, trained in advanced procurement methods, benchmarked other successes, and included the contr

4、actors in the RFP development.Lesson(s) Learned: NASA generally procures major developments years apart rather than months apart. OSP started up the learning curve early by creating the Acquisition Management Office (AMO) specifically for developing the acquisition strategy, Request For Proposal (RF

5、P) development, and Source Evaluation Board (SEB) support. AMO brought our procurement specialists in at the beginning, trained in advanced procurement methods, benchmarked other successes, and included the contractors in the RFP development.Additionally:a. Contract Modification Burdens. It can take

6、 considerable time and resources to modify contracts or create extensions in response to program schedule and budget changes.Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-b. Transition from Development to Operations. During development of the Desig

7、n and Development RFP, there was much discussion concerning when and how to transition to an operational system to ensure appropriate attention to the transition and to ensure flexibility for the government.c. Acquisition Management Office. OSP started up the acquisition learning curve early by crea

8、ting the Acquisition Management Office (AMO) specifically for developing the acquisition strategy, building the RFP, and organizing and supporting the SEB. It would have been beneficial for other personnel from the OSP Program to have been part of the training so as to understand how to effectively

9、implement the strategy into the transition to the development phase of the program.d. Acquisition Training. A training regimen was instituted very early in a programs life for acquisition, procurement, and Source Evaluation Boards. This effort should begin with research and benchmarking of NASA and

10、DoD best practices.e. Competitive Contractor Feedback. Government/contractor meetings that involved all bidders were of almost no value, because the contractors would not communicate openly. Conversely, the prospective bidders communicated freely in one-on-one government/contractor sessions, and the

11、se sessions were very effective.f. Coalition for Acquisition. RFP development was a successful collaboration of engineers, managers, and procurement specialists from across the country. Co-location was the most efficient setting for efficient document development, but, early involvement through dist

12、ance collaboration enhanced the co-location meetings. Distance collaboration was implemented using a secure, web-based IT tool Projectlink. Contractor participation in RFP development resulted in a quality product where quality is defined as a clear articulation of the work to be contracted by the g

13、overnment and a clear understanding of government intent by the bidders.g. Ongoing Work Leading to Proposal. The OSP program and the SEB worked very hard at creating a linear relationship between the architecture work being conducted and the proposal to be delivered in response to the full scale dev

14、elopment RFP. This work was incomplete. The contractors had been reporting at least one design iteration behind in their deliverables as late as SDR. The OSP RFP emphasized contractor performance at SDR. This emphasis may have been in error.Recommendation(s): Plan how you buy as carefully as what yo

15、u want to buy. It is beneficial for other personnel from the programs to be part of Acquisition Management training so as to understand how to effectively implement the strategy into the transition to the development phase of programs. Acquisition training should begin with research and benchmarking

16、 of NASA and DoD best practices. Release RFP on schedule, the proposals and set agreed-to requirements and design concept baselines. Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-Evidence of Recurrence Control Effectiveness: N/ADocuments Related to

17、 Lesson: N/AMission Directorate(s): a71 Exploration Systemsa71 Space Operationsa71 Aeronautics ResearchAdditional Key Phrase(s): a71 Procurement Small Business & Industrial RelationsAdditional Info: Approval Info: a71 Approval Date: 2005-04-12a71 Approval Name: Lisa Carra71 Approval Organization: MSFCa71 Approval Phone Number: 256-544-2544Provided by IHSNot for ResaleNo reproduction or networking permitted without license from IHS-,-,-