Management Approach a. Organization - Show the organization for implementing and managing the TO project through the use of an organizational chart. The proposed organization shall contain the responsibilities of each element shown on the organization chart. Identify personnel integral to the performance of the ESPC project, by name within each element. Show the lines of authority within the organization. If portions of the project are to be subcontracted (e.g., design of an energy conservation system), identify the subcontracted function, and which element of the contractor’s organization will manage the subcontract(s).
Management Approach. (a) Understanding of the Requirement
Management Approach. The Government will evaluate the quality and comprehensiveness of each listed subfactor (which are all of equal importance):
Management Approach. Offerors shall submit a comprehensive Management Plan including identification of risks, risk mitigation strategies, contingencies, and Key Personnel Qualifications. The Management Plan shall include a qualified field and management team, including key personnel with demonstrated relevant experience to efficiently and effectively achieve the POs within the PPs and ensure quality services and deliverables. The offeror’s Management Plan shall demonstrate the requirements in the following order: • Efficient and effective management of team members and subcontractors including clear identification of roles, responsibilities, and communication strategies for key personnel, subcontractors, and other relevant team members ▪ Provide an organizational chart depicting above elements. ▪ Key personnel demonstrating applicable qualifications (as required in Section L, Attachment L-1) shall include: Program Manager, Senior Project Manager, Contracts Manager, Program QA/QC, Program Health and Safety Manager Program Chemist, and Public Affairs Officer. • Effective and efficient management of the work in order to meet the requirements of the PWS including management of multiple and concurrent events. • Relevant management experience with the remediation technologies proposed. • Procedures/processes to ensure services that result in submission of high-quality technical documents and deliverables. At a minimum, the contractor shall include procedures/processes that address the following: ▪ Change management ▪ Prime and subcontractor staffing management plans including which tasks will be performed by the prime contractor and which will be performed by each subcontractor ▪ Sampling and analysis ▪ Health and safety ▪ An effective communication strategy between stakeholders (Air Force, Contractor, Regulators, and Community). ▪ Procedures/processes to identify, monitor, mitigate, and/or address management risks.
Management Approach. At a minimum, Offerors shall identify and describe:
Management Approach. EKI has developed a reputation for effective technical project management by carefully assessing client needs, providing appropriate services led by experienced staff, and delivering products that fulfill client expectations. Our project managers form one-on-one relationships with clients and work hard to understand each project’s technical, financial, and regulatory constraints. Communication within EKI is facilitated by the proximity of all project team members and by frequent team meetings in each office, and effective remote working tools during shelter-in-place requirements. Each project manager is supported by an officer of the firm and a team of top- notch technical staff. It's in the Mix EKI’s staff comprises an effective mix of disciplines, including environmental engineers, civil engineers, chemical engineers, chemists, geologists, hydrogeologists, and environmental scientists. This complementary mix is an asset to understanding and effectively resolving a wide variety of complex technical challenges. EKI’s planning, engineering, and hydrogeology services for water resources projects include: • Water resource planning, including Urban Water Management Plans (UWMPs), Water Shortage Contingency Plans (WSCPs), Water Supply Assessments (WSAs), water conservation strategic planning, and water and wastewater master plans; • Assessment and development of groundwater supplies, including basin safe yield assessments, aquifer testing, groundwater quality assessments, and groundwater modeling;
Management Approach. Subfactor 3 The Offeror shall describe its management approach to accomplish the work required for this requirement by addressing the following areas. The offeror’s response to each item listed below shall include any relevant discussion of utilizing, tasking and communicating with subcontractors, if applicable; to the extent such discussion is not otherwise captured in the offeror’s response to item (d).
Management Approach. The Government will evaluate the Offerors proposed capability in management, staffing, and its organizational structure that ensures the required knowledge, skills, experience, and qualifications are demonstrated to fulfill the requirements. Major emphasis will be placed on the following: Organizational Structure. The Government will focus on the quality, completeness, and feasibility of the Offerors proposed organizational structure outlined in an organizational chart to ensure successful performance as a prime contractor on this requirement to develop, integrate, operate, and sustain Test Technologies. The Offerors organizational chart will be evaluated on its understanding effectiveness, efficiency of its staffing approach in regards to skill categories, hours, and levels. The organizational chart should include the Offeror’s demonstration of an organizational design that promotes the efficient and flexible utilization of the contractor’s personnel, adequate first line supervisors and subordinates, team members, partners, mentors, etc. to support the requirements outlined in the PWS with significance to Sections C.5.1. and C.5.3. The chart will also be evaluated for its effectiveness and efficiencies to respond to priority and geographical changes and fluctuations with minimum cost and disruption to ongoing activities. The Offerors use of teaming agreements, partnering agreements, and joint ventures will be evaluated on its importance, the type of risks, and how it benefits the Government. Also, the Government will assess the Offerors proposal on cohesiveness of these agreements/joint ventures that includes identifying which members of the team will fill the key management positions within its proposed management structure. The Government will assess the Offerors ability to demonstrate management controls and oversite for base operations to both locations and operations when deployed to various test sites required by the PWS with significance to property, and quality controls. Also, the Government will assess the degree of autonomy given to the Program Manager for planning, assigning, and executing work and how it relates to supporting the USAOTC mission throughout the contract period of performance PWS Sections C.5.1. and C.5.3. The Government will evaluate the Offerors adequacy and ability to manage the TAR process.
Management Approach. Early on in the program, structures were put in place to address overall management of the grant and the individual activities. As the activities were new and have evolved over the life of the program (LOP) in alignment with TNS’ focus and expected impact, management resources were appropriately allocated. The country programs and the organization have adopted the activities as their own and managed them accordingly.
Management Approach. The offeror shall submit a comprehensive management approach to provide for maximum flexibility to innovatively and cost-effectively manage the program schedule, performance, risks, subcontracts, and data to support the program objectives as set forth in the SOO and the Initial Task Order PWS. The Offerors shall describe the processes and techniques to: Transition. The Offeror shall provide a Transition Plan for the Initial Task Order that details all aspects of ramp-up including transition risks with mitigation strategies, clearances, training, certification, staffing schedules, and critical recurring schedule items for all prime and subcontracted efforts as necessary. The Offeror should describe plans to certify the proposed facility to store classified information (up to SECRET), accept GFE, complete staff DTRA badging etc. The Offeror will show how the transition will reduce impact to current schedules, and detail how and when the Offeror will have processes and procedures in place. The Government anticipates a transition period of 90 days between contract award and beginning of full contract performance.
