Contracting
Questions.pdf
Officer Warrant Board Questions – Study Guide _ Practice
Contracting
Questions
Officer Warrant Board Questions – Study Guide _ Practice Questions.pdf
Contracting Officer Warrant
Board Questions – Study
Guide / Practice Questions
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Officer Warrant Board Questions – Study Guide _ Practice
Contracting
Questions.pdf
Officer Warrant Board Questions – Study Guide _ Practice
Contracting
Questions.pdf
Officer Warrant Board Questions – Study Guide _ Practice Questions.pdf
,Contracting Officer warrant board questions.pdf Contracting Officer warrant board questions Contracting Officer warrant board questions.pdf
Terms in this set (112)
You are the PCO for a major competitive You can accept the offeror's proposal under certain circumstances.
negotiated source selection. The RFP, which Firstly, what did the RFP say about alternate proposals? Is this a situation
reflects the user's requirements and is based on the where requirements are changed and the other offerors should be
user's budget, has a requirement for 220 widgets to allowed to propose on the basis of the changed requirements? You
be delivered at 55 per year over the next four need to ask the user if he wants all 220 in the first year and are the
years. One offeror proposes to deliver all 220 operating locations physically able to accommodate their widgets in the
widgets in the first year at a dramatically reduced first year. Finally, the offeror could be taken into discussions and asked to
price. Can you accept the offeror's proposal? What conform to the RFP with there being the possibility of not being selected
factors should you consider in your decision? for award or elimination from the competitive range if the proposal is not
made compliant with the RFP.
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You are the PCO on a new $2B aircraft There are a number of considerations for the colonel:
development program. The program is in contract The desired additional speed should provide benefit to the Government
negotiations for a Fixed Price Incentive (Firm in order to justify the expenditure of funds to achieve it. The colonel
Target) System Development and Demonstration should be able to articulate the justification.
contract award to a sole source contractor. The The situation is very amenable to a classic performance incentive that
program director, a fast-burning young colonel, e- would allow the contractor to earn profit for achieving the desired speed
mails you that she is very concerned with the above and beyond what the final FPIF profit would be for achieving
aircraft's ultimate speed at the full specification threshold speed. If the contractor perceives this can't happen, he will
payload. She would like the contractor to achieve either not sign up to the incentive or will ignore it from Day One.
the faster, desired objective speed rather than the The incentive and resulting payment have to be structured so as to be
mandatory threshold speed, and thinks that an based on observable, measurable results that would determine how
objective performance incentive would be the way much is earned by the contractor. Subjectivity is not allowable under
to go to achieve her goal. You are asked to go to current AF policy without HCA approval.
her office and discuss the matter and the issues We have to be very careful to understand what possible unintended
involved in using such an incentive. What do you consequences could be caused by the existence of this feature in the
tell the colonel? contract. For example, will the contractor reduce aircraft weight beyond
safe limits in order to help achieve the payment? Also, will the contractor
consume excessive schedule to get the extra speed?
There has to be a cost incentive in place so that the contractor doesn't
spend an unconstrained amount of money to win the payment, such as
under a CPFF contract. The FPIF share line serves this purpose when
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balanced against the incentive.
The incentive has to be balanced with the FPIF share line so that the
contractor doesn't spend more money to achieve the desired speed than
he has potential to earn by receiving the payment. Similarly, the
contractor can't be allowed to spend an excessive amount of money
with little cost penalty to achieve success.
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