Management A supporting narrative must be provided if this factor is used.
Assess the integration and coordination of all activity needed to execute the contract or order, specifically the timeliness, completeness and quality of problem identification, corrective action plans, proposal submittals, the Contractor's history of reasonable and cooperative behavior (to include timely identification of issues in controversy), customer satisfaction, timely award and management of subcontracts. Include, as applicable, information on the following:
- Is the Contractor oriented toward the customer?
- Is interaction between the Contractor and the Government satisfactory, or does it need improvement?
- Include the adequacy of the Contractor's accounting, billing, and estimating systems and the Contractor's management of Government Furnished Property (GFP) if a substantial amount of GFP has been provided to the Contractor under the contract or order.
- Address the timeliness of awards to subcontractors and management of subcontractors, including subcontract costs. Consider efforts taken to ensure early identification of subcontract problems, and the timely application of corporate resources to preclude subcontract problems from impacting overall prime contractor performance.
- Assess the Prime Contractor's effort devoted to managing subcontracts and whether subcontractors were an integral part of the Contractor's team. Are the Contractor's management, on-site, and home office personnel exhibiting the capacity to adequately plan, schedule, resource, organize, and otherwise manage the work? If not, describe and relate to other rated elements.
Consider the following aspects of performance:
Management Responsiveness. Assess the timeliness, completeness, and quality of problem identification, corrective action plans, proposal submittals (especially responses to change orders, Engineering Change Proposals (ECPs), or other UCAs), the Contractor's history of reasonable and cooperative behavior, effective business relations, and customer satisfaction. Consider the Contractor's responsiveness to the program as it relates to meeting contract or order requirements during the period covered by the report.
Subcontract Management. Assess the Contractor's success with timely award and management of subcontracts.
- Assess the Prime Contractor's effort devoted to managing subcontracts and whether subcontractors were an integral part of the Contractor's team. - Consider efforts taken to ensure early identification of subcontract problems, and the timely application of corporate resources to preclude subcontract problems from impacting overall Prime Contractor performance.
- Consider efforts taken to ensure prompt subcontractor payment.
- Assess the Prime Contractor's managing of subcontractors to ensure compliance with labor and safety standards at the subcontract level.
- If the contract is set-aside for small business, assess the Contractor's compliance with any limitations on subcontracting.
Program Management and Other Management. Assess the extent to which the Contractor: discharges its responsibility for integration and coordination of all activity needed to execute the contract or order; identifies and applies resources required to meet schedule requirements; assigns responsibility for tasks and actions required by contract or order; communicates appropriate information to affected program elements in a timely manner. Assess the Contractor's risk management practices, especially the ability to identify risks, and to formulate and implement risk mitigation plans. If applicable, identify any other areas that are unique to the contract or order, or that cannot be captured elsewhere under the Management element.
Integration and coordination of activities should reflect those required by the Integrated Master Plan or Schedule. Also consider the adequacy of the Contractor's mechanisms for tracking contract or order compliance, recording changes to planning documentation and management of cost and schedule control system, and internal controls, as well as the Contractor's performance relative to management of data collection, recording, and distribution as required by the contract or order.
Management of Key Personnel (Applicable when the contract/order contains a Key Personnel clause). Assess the contractor's performance in selecting, retaining, supporting, and replacing, when necessary, key personnel. For example:
- How well did the contractor match the qualifications of the key position, as described in the contract/order, with the person who filled the key position?
- Did the contractor support key personnel so they were able to work effectively?
- If a key person did not perform well, what action was taken by the contractor to correct this?
- If a replacement of a key person was necessary, did the replacement meet or exceed the qualifications of the position as described in the contract or order schedule?