FPM 232 Training: Applications in Contracting

Formulating a comprehensive strategy for contracting that addresses mission needs, requirements, and technology development is integral to acquisition management. In this FAC-P/PM FPM 232 training course, you learn to develop a plan for managing complex government projects and contracts that addresses solicitation, selection, and administration processes, including performance-based service agreements. Plus, this FPM 232 course will help you achieve FAC-P/PM Mid-Level certification.

Learning Tree’s FAC-P/PM training has been fully verified by the Federal Acquisition Institute (FAI).

FPM 232 Training: Applications in Contracting Benefits

• In this FPM 232 training, you will:

  • Develop key processes to determine and resolve capability gaps in complex government programs.
  • Apply FAR Parts 10 and 12 as needed to meet customer needs.
  • Prepare a comprehensive business plan with the contracting officer that aligns the efforts of key staff.
  • Write system requirements pertinent to a complex government IT project.

• Prerequisites

  Two years of program or project management experience within the last five years.

• Certification Information

  FAC-P/PM certification is awarded at the agency level, and requirements vary by agency.

Applications in Contracting Training Outline

Introducing the FAC-P/PM Program

• Clarifying the FAC-P/PM initiative
• Describing acquisition reforms
• Establishing a culture of accountability
• Identifying government and contractor equities

Module 1: Applying Contract Principles to Government Acquisitions

• Choosing between contract types
• Following basic contract principles
• Progressing through the acquisition process
• Deciphering a simple contract

Module 2: Developing a Requirements Process

Formulating an effective needs statement

• Eliciting needs from user communities
• Reviewing the needs statement

Conducting market research

• Meeting customer needs with commercial items
• Examining commercial business alternatives
• Ensuring government funds are efficiently applied
• Evaluating dual-use technologies for customer needs

Module 3: Managing the Requirements Process

Selecting a concept

• Conducting financial cost/benefit analysis
• Creating an OMB Exhibit 300 using OMB A-94 guidelines

Planning a technology development strategy

• Gauging technology readiness
• Constructing the acquisition plan

Gathering user requirements

• Identifying well-formed requirements
• Interfacing with engineering and change control processes

Developing the acquisition strategy

• Forming a business partnership
• Aligning programs with agency culture and structure

Module 4: Building a Technology Development Plan

Establishing the acquisition project baseline

• Presenting technology demonstrations
• Creating interoperability

Formalizing the acquisition strategy

• Coordinating project elements
• Planning for the OMB Program Assessment Rating Tool (PART)

Module 5: Solicitation and Selection Processes for Complex Projects

Accomplishing pre-award activities

• Generating the Responsibilities, Approval, Comment, Inform (RACI) Matrix
• Creating a Statement of Objectives or Statement of Work (SOO/SOW)

Establishing the contract elements

• Contract vehicle, incentive structure, and risk implications
• Identifying appropriate terms and conditions

Formulating a competitive source selection plan

• Weighing best value acquisitions
• Addressing sole source issues

Following the source selection process

• Conducting a technical evaluation
• Making the contract decision

Module 6: Applying the Administration Process for Complex Contracts

Supporting contract administrative actions

• Validating technical, cost, and schedule performance
• Addressing security issues

Fulfilling Contracting Officer Representative (COR) duties

• Distinguishing between authorized and unauthorized actions
• Assisting in the contract modification process

Module 7: Negotiating Performance-Based Service Agreements

• The seven steps to performance-based service acquisition
• Ensuring proper oversight of contract efforts
• Evaluating performance-based service agreements
• Negotiating the required level of support