A five day comprehensive course for Government Contract executives and managers on the principles, practices, and techniques of managing program and project managers, technical professionals, teams, and contracts.
This course covers how to manage managers, technical professionals, teams, and contracts in a Government Contract business environment. Designed for both Government and contractor professionals, its emphasis is on management skills, techniques, and practices in a constantly changing business climate.
The first day is an overview and update of the business of Government Contracting. It lays out a foundation of the business climate we're in and identifies the challenges we face as managers.
The second day is devoted to finance and accounting principles and how managers analyze and use financial reports.
The third day explains marketing and customer service from both Government and contractor perspectives.
The fourth day outlines a formula for decision-making in the new acquisition environment. Through a simple set of diagnostic questions, managers can improve their decision-making skills.
The fifth day examines the subject of leadership and how leadership skills impact productivity and results.
The course will include practical exercises, group discussion and problem-solving, questions, and case studies. The uniqueness of the course is in the resources it provides for managers. You will learn how to find information you need and how to keep up to date in the dynamic business of Government Contracts.
Monday
THE BUSINESS OF GOVERNMENT CONTRACTING
Discussion: What managers must know about the changed and changing landscape in the business of Government Contracting today. Acquisition streamlining from FASA and FARA to SARA. FAR changes. Federal Supply Schedule structure and rules. Commercial Item acquisition and practices. Competition and competitive practices. Service contracting. Strategic planning and managing changes in how offers are developed and proposals prepared and supported. Managing changes in how solicitations are issued and contracts are written. New and proposed statutes and regulations and their implications for managers. How to stay on the top of changes in the dynamic field of Government Contracting.
Tuesday
FINANCE & ACCOUNTING FOR EXECUTIVES & MANAGERS
Discussion: What executives and managers must know about financial controls as management tools. Reports that managers find most useful. Reports and controls generated through accounting systems. How executives and managers analyze and respond to operating reports and financial statements. How to improve efficiency, effectiveness, and profit through careful attention to reports. Clear, non-technical explanations of contract funding; pre-award cost issues; cost accounting systems; direct and indirect costs; cost pools; progress payments; incurred costs; scope changes; audits & closeouts.
.Wednesday
MARKETING & MANAGEMENT
Discussion: Marketing is a customer-oriented way of doing business whether your customers are internal or external to your organization. The four Ps and their impact on marketing and customer service: Product/Service; Price/Terms; Place/Delivery; Promotion/Advertising. Sales and marketing in Government contracting. The power of persuasion and the persuasion formula. Demonstrating the quality of your products and services and their best value to your customer. The six primary differences between Government and commercial contracting.
Thursday
PROBLEM-SOLVING & DECISION-MAKING
Discussion: Contract professionals must make smart business decisions based on the unique requirements of the acquisition and the marketplace potential to meet those requirements. Both Government and contractor professionals will benefit from this diagnostic approach to problem-solving and decision-making. Coverage includes a logical, step-by-step process for developing sound solutions to key issues in the acquisition cycle from needs identification and acquisition planning through contract changes and dispute avoidance.
Friday
LEADERSHIP & MANAGEMENT
Discussion: The importance of peer influence in working with project teams. Leadership and performance, how managers demonstrate accomplishment. Communicating purpose and vision. Leadership styles and their impact on productivity and efficiency. Leadership skills in managing creative and technical professionals. Leadership skills in the management of multidisciplinary teams. Leadership skills in managing internal and external customers. Conflict resolution in a blended workforce climate. Leadership and interpersonal skills in planning, organizing, directing, coordinating, and controlling — the classic management tasks. Leadership skills in workforce development and in creating a climate of approval, encouragement, and entrepreneurship.
