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Some interesting reading. Page 8 list tested techniques over the past few years. It’s good to see this organization testing and proving different processes work. https://www.dhs.gov/sites/default/files/2022-08/PIL Yearbook FY 2021_2.pdf
IT modernization still more important than ever to federal agencies According to the Government Accountability Office (GAO) and the Office of Management Budget’s (OMB) 2019 budget document, over 80 percent of all information technology (IT) spending is on the Operations and Maintenance of "aging legacy systems, which pose efficiency, cybersecurity, and mission risk issues, such as ever-rising costs to maintain them and an inability to meet current or expected mission requirements." That’s because the current push for modernization is not just about updating or replacing old technology. It’s about “creating the platform for change,” as the President’s Management Agenda describes it—that is, finding more cost-effective, innovative approaches to delivering IT services and improving services delivered to the citizen. As the pace of modernization accelerates, many agencies might find themselves struggling to keep up. Here at NITAAC, we get it. That’s why our contracting officers are so essential to our offerings. We have a team of FAC-C-DS Level-III certified contracting professionals who can guide customers through every step of the acquisition lifecycle. They understand how to leverage different contract vehicles, how to define IT requirements accurately and clearly, and how to translate those requirements into solutions that work. Using proven methods, they can get from requirements definition to award in as few as 30 days. It’s acquisition at the speed of innovation. But innovation doesn’t happen in a vacuum. It happens in the context of individual procurements, each reflecting the unique mission and goals of an agency. Whatever your modernization requirements, our GWACs can help. CIO-SP3 is a good choice for agencies looking to develop innovative solutions based on cutting-edge technology. The program includes 137 different labor categories (and more can be added at the task order level), and supports every contract type in the FAR. CIO-SP3 also has a small business companion contract, which helps agencies meet their small business goals for HUBZone, 8(a), Woman-Owned, Service-Disabled Veteran-Owned Small Business, and Small Business. CIO-CS, on the other hand, provides easy access to a wide range of commodity and commodity-based solutions that can be deployed either on premise or in the cloud. The offerings are always current, with a technology refresh process that enables product updates to be added as soon as they become available. Not in days or weeks—but hours. The contract includes both original equipment manufacturers and value-added resellers. CIO-SP3, CIO-SP3 Small Business and CIO-CS are all designed to simplify the acquisition process. You don’t need a special “Delegation of Procurement Authority” to issue task or delivery orders, nor do you need to synopsize or post requirements, since these programs fall under FAR 16.5. The streamlined process doesn’t require you to compromise on price. As part of the original contract awards, we negotiated competitive prices for products and services—and as part of task and delivery orders, you can negotiate even better rates and prices. The pricing for commodity products is lower than open market and less than or equal to what you can get through federal supply schedules. We can’t promise that modernization will be easy. But what we can promise is that the acquisition process can support your efforts, rather than frustrate them. We’re here to make that happen. For more information, visit https://nitaac.nih.gov or call us at 1.888.773.6542. You can also email NITAACsupport@nih.gov.
The traditional approach to IT service acquisitions is to put a solicitation on the street and evaluate written proposals of how a contractor would design, build, and implement a new IT system. Does anyone have experience or can point me to IT service acquisitions where rather than direct potential contractors to "Tell" us how they'll do something, we direct them to "Show & Tell" us how they do it? In other words, a group I'm working with is exploring the notion of providing a concept paper and 4 databases (web, access, excel, sharepoint, etc...) along with fake data from each and providing potential contractors the time (60-90 days) to provide a live system for us to actually test. In theory, this will minimize the failure rate (typically high) of contractors to deliver on time and within budget, not to mention a viable product. This approach would enable us to see which company can actually do the work and do it the best, and supposing it works, we could provide them with the contract to finalize the system, maintain it, and perform ad hoc upgrades. What I'm looking for are examples across contracting where this has happened or something similar so we can mitigate failure and achieve success. Thanks, Mark