Mission-Focused Organizational Alignment: Guiding Principles and Insights

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2 Mission-Focused Organizational Alignment: Guiding Principles and Insights Breakout Session # C05 James N. Phillips Jr., DBA, CFCM, Fellow: Acquisition Chief, VA National Center for Patient Safety Allie Stanzione, MBA, CPCM, Fellow: Sr. Contracts Manager, Cyber Division, General Dynamics Mission Systems John W. Wilkinson, EdD, CPCM, Fellow: President, thinc, LLC December 14, :45pm 4:50pm 1 1

3 Agenda 1. Mission-Focused Acquisition Management: Getting to Yes (Phillips, CM Magazine, March 2015) 2. An Organizational Alignment Study: Tips on Creating and Sustaining a Successful Contracting Organization (Stanzione & Garcia, CM Magazine, March 2015) 3. So You re Climbing the Ladder: Now What? (Wilkinson, CM Magazine, September 2015) 2 2

4 Mission-Focused Acquisition Management: Getting to Yes Jim 3 3

5 The Power of No Is often uncomfortable to deliver, but is the easiest response to defend! Is often delivered under the cover of some rule, regulation, policy, or procedure that is easily citable. Is a word that stops processes. Is delivered without the aid of alternatives. Has no risk of commitment or responsibility to the emission. Is often a loner, not linked with the organization s mission. Does not reflect on its impact on the mission. Responses are delivered contrary to the admonition of working together to meet the customer s needs 4 4

6 Path to Yes Never say, No Do your Homework Allow the Decision-Maker to Reflect Brainstorm Alternatives 5 5

7 An Organizational Alignment Study: Tips on Creating and Sustaining a Successful Contracting Organization Allie 6 6

8 Contract Management as a Discipline The discipline of Contract Management encompasses a large audience, and typically the field is divided into four major functions: Prime Contract Management Subcontract Management Purchasing Pricing & Cost Estimating 7 7

9 GAO Study Org Alignment is the #1 cornerstone to effective acquisition process per GAO report Assessing the Acquisition Function at Federal Agencies Report s critical success factors: Aligning acquisition with agency s missions and needs through assuring appropriate placement of the acquisition function Organizing the acquisition function to operate strategically Clearly defining and integrating roles and responsibilities No optimal way to organize the Agency s acquisition function Each agency must assess whether the current placement of its acquisition 8 function is meeting its organizational needs 8

10 NCMA Focus Group Survey Results NCMA surveyed several commercial firms, non-profits, academia and governmental agencies Results showed that an organizational construct could be a leading indicator of a successful contracting organization How company organizes and manages its acquisition function affects its ability to operate strategically 9 9

11 Org Alignment Effectiveness Baseline [1/2] Organizational Structure Hierarchical Structure Matrix Structure Business Type Commercial Sector emphasis on profit Government Sector emphasis on compliance Function Prime Contractor emphasis on a larger market share Subcontractor emphasis on minimum risk Small business emphasis on name 10 promotion 10

12 Org Alignment Effectiveness Baseline [2/2] Contract types Managing risks based on the contract type Organizational roles and responsibilities Clear ethical leadership Effective communication with employees Clear vision, mission, values and expectations, meaningful metrics Human Factor Valuing and investing in the acquisition workforce Acquiring, developing, and retaining talent Support staff/clerical vs a business partner attitude 11 11

13 Attributes of a Successful Contracting Organization Effectiveness depends on: Lines of communications Employee satisfaction Strong relationship with other internal and external functions: Program Office, Finance, Pricing, Supply Chain Supplier management Clear lines of functional and signature authority 12 12

14 Continuous Improvement & Problem Solving Ethos Recognizing that everything can be improved. Not letting perfect be the enemy of good. Requires a disciplined approach. Embracing lessons learned as a necessary component to an organization s knowledge management

15 So You re Climbing the Ladder: Now What? Guiding Principles and Insights for the Professional Development of Contract Managers John 14 14

16 Getting Started FAR Guiding Principle The foundation of integrity within the System is a competent, experienced, and well-trained, professional workforce. - FAR Part (c)(1) 15 15

17 competent...workforce What comes first mission or people? Setting priorities Workload management Money and people 16 16

18 experienced workforce Problem solving Knowledge management 17 17

19 well-trained workforce Education and certification Not substitutes for results, performance, experience, or teamwork The higher the education and certification, the higher the expectations 18 18

20 professional workforce Modeling Relationship building Laws of attraction 19 19

21 Summary The foundation of integrity within the System is a competent, experienced, and well-trained, professional workforce. - FAR Part (c)(1) 20 20

22 Conclusion People will forget what you said, people will forget what you did, but people will never forget how you made them feel. 21 Maya Angelou American Author ( ) 21

23 Contact Information James N. Phillips Jr., DBA, CFCM, Fellow Allie Stanzione, MBA, CPCM, Fellow John W. Wilkinson, EdD, CPCM, Fellow 22 22