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Service Acquisition Workshop SAW

A Services Acquisition Workshop or SAW, is a facilitated workshop built around a specific acquisition and its multi-functional team (MFT).DAU Image: Services Acquisition Mall (SAW)

  • Guides MFT through 7-Step service acquisition process

  • Mandatory for acquisitions of $500M or more total acquisition value, or $250M or more in any one year

  • For multiple award, indefinite delivery, indefinite quantity (IDIQ) contracts, a SAW is not required for the base contract, but is required for any task order valued at $100 million or more.

  • Strongly recommended for services acquisitions of $10M or more

  • Step 0 Assessment used for initial coordination with DoD requesting activity

  • Generally a multi-phase workshop for larger acquisitions (> $250M)

  • Teams may use the Acquisition Requirements Roadmap Tool (ARRT) Suite for requirements definition (Step 4), developing evaluation factors (Step 5), developing an independent government cost estimate (IGCE) (Step 5) and for performance evaluation to help build the contractor performance assessment report (CPAR)  (Step 7)

  • Available as a virtual instructor led workshop or instructor led (in-person) workshop

  • To request a SAW, send an email to SAW@DAU.edu
  
  
  
Summary Description
AF Category Management.mp4
  
Video introduces Category Management
Agile 101 An Agile Primer OUSD(A and S).aspx
  
Provides an overview of Agile values, principles, concepts, vocabulary, terms and roles to provide an understanding of the breadth of Agile and how it differs from traditional project management practices.
Agile Release Team(s) and Stories FFP PWS.aspx
  
Example PWS from Contracting Stragies for Agile, OUSD(A&S) v1.0 guide and the DAU IT Community of Practice.  Example Firm fixed price (FFP) Performance Work Statement (PWS)
Air Force Award Fee Guide.aspx
  
2008 Guide
Army SAW Memo 20190117.pdf
  
Changes the Army's threshold for mandating a SAW from $250M to the OSD policy mandating a SAW at $500M or more total acquisition value, or $250M or more in any one year.  Memo also cancels the Army Train the Trainer program.
Contract Closeout for Firm Fixed Price contract.aspx
  
Currently this takes you to a video on how to conduct contract closeout for a FFP contract
Contracting Considerations for Agile Solutions.aspx
  
OUSD(A&S) v1.0 guide:
● Explains key differences between waterfall and Agile projects to increase understanding and context
● Presents frequently asked questions and responses
● Suggests considerations for selecting contract strategies
● Discusses the contractual impacts of an Agile software development approach on the following areas, and provides considerations, guidance, and sample language for each area: Requirements; Minimum viable product (MVP); Roadmap; Agile framework and methodology; Acquisition lifecycle considerations; Metrics; Roles and responsibilities; Training; DevSecOps; Tools and Technology
DepSecDef_Memo_Engaging_w_Industry_20180302.pdf
  
Attached is a recent DepSecDef memo emphasizing that "early, frequent, and clear" communication with industry is essential to making informed procurement decisions.  The memo has an extremely useful attachment that addresses ethics issues guidelines that sometimes arise when interacting with industry.  It also dispels some myths about what can and cannot be done or said during such interactions.
DESMF and SLAs.docx
  
Defense Enterprise Service Management Framework (DESMF) and Service Level Agreements (SLAs)
DoD and NASA Incentive Contracting Guide.aspx
  
This 1969 guide is still an excellent resource today!  Helps you improve incentive contract structuring and administration.
DoD Enterprise Services Management Framework DESMF Edition III.aspx
  
DoD Enterprise Services Management Framework (DESMF) Edition III dtd 04 Mar 16, 4 March 2016
EXECUTIVE SUMMARYDriving toward service excellence is a virtuous goal for organizations today; this is due in part because it is proven that a proactive service environment is less expensive to run than a reactive service environment. This document provides guidance to standardize the management of Information Technology (IT) services across the Department of Defense (DoD) organizations and is the embodiment of the integration of various best practices, frameworks and standards that define a Department-wide service management approach. It is a ‘service oriented’ framework that focuses on creating and managing services throughout the service lifecycle. It aligns and integrates processes for service management and defines processes at a high level, describing the what, not the how. This approach enables cross-functional teams the ability to create and improve processes in the common pursuit of service excellence. More in-depth process specific guidance will be provided in supplemental companion documents located on the DoD CIO Information Technology Service Management (ITSM) Community of Practice (CoP) portal. see also http://dodcio.defense.gov/Library/ for Edition II.
DoD_Handbook_for_Contract_Function_Checklists.pdf
  
This Handbook provides recommendations for contract function checklist questions that may be used in conjunction with Military Departments (MILDEPs) and 4th Estate contract services documents, training materials, data, and inventories. The checklist questions and instructions are modeled on those found in the Department of the Army’s Request for Service Contract Approval form.
DoDI 4245.14, DoD Value Engineering (VE) Program.aspx
  
A Value Engineering Change Proposal (VECP) is a proposal submitted by a contractor under the Value Engineering (VE) provisions of the Federal Acquisition Regulation that, through a change in the contract, would lower the project's life-cycle cost to DoD. This contract change requirement can be the addition of the VECP to the contract, with attendant savings. VECPs are applicable to all contract types, including performance based contracts.  See FAR Part 48, Value Engineering
DoDI 5010.44 Intellectual Property Acquisition and Licensing.aspx
  
Weapon and information systems acquired by DoD in support of the warfighter are, and will be, increasingly dependent on technology for its operation, maintenance, modernization, and sustainment. Acquiring and licensing the appropriate IP is vital for ensuring the systems will remain functional, sustainable, upgradable and affordable.
DPC MEMO SEP 12 2019 DELEGATION OF APPROVAL OF WAIVERS FOR SAW.pdf
  
Defense Pricing and Contracting (DPC) MEMO of SEP 12 2019, Subject:  Delegation of Approval of Waivers for Services Acquisition Workshops (SAW)
GAO Cost Estimating and Assessment Guide (GAO-09-3SP).aspx
  
GAO Cost Estimating Assessment Guide:  Best Practices for Deveolping and Managing Program Costs released March 12, 2020.  Replaces the 2009 guide with the same title.  This is the first update and provides improved descriptions of cost estimating steps, additional technical infomation and an updated format.
GAO-19-248SP GAO Bid Protest Annual Report to Congress for FY18.aspx
  
GAO's FY18 bid protest statistics and the most prevalent reasons for sustaining protests during the 2018 fiscal year.  Reasons were: (1) unreasonable technical evaluation; (2) unreasonable cost or price evaluation; (3) flawed selection decision.
GAO-20-220SP GAO Bid Protest Annual Report to Congress for FY19.aspx
  
GAO's FY19 bid protest statistics and the most prevalent reasons for sustaining protests during the 2019 fiscal year.  The most prevalent reasons were: (1) unreasonable technical evaluation; (2) inadequate documentation of the record; (3) flawed selection decision; (4) unequal treatment; and (5) unreasonable cost or price evaluation.
Guidance on Using Incentive and Other Contract Types (DoD, 2016).aspx
  
Contract type is just one element of the overall contractor compensation arrangement, which includes contract financing, profit or fee, incentives, and contract terms and conditions. Selection of the appropriate contract type depends on a multitude of factors, including the acquisition situation, and is a matter for negotiation.
Independent Government Cost Estimate (IGCE)--Handbook for Services Acquisition.aspx
  
This handbook was developed in response to the GAO report GAO-17-398 and recommendations therein.  The Government develops the IGE without bias and typically without contractor input, and when done correctly, it is directly tied to comprehensive market research. The IGE supports efforts to ensure that the cost of meeting the Government’s requirements for the service being acquired are known. Format and contents of the IGE will vary in accordance with the complexity and value of the requirement.
IT Services References.docx
  
Links to documents and training to support an IT services.acquisition.
Market_Research_Report_Guide_201703.pdf
  
The embedded market research template, when completed, documents your market research as part of your acquisition planning process which will support requirements definition and subsequent steps leading to acquisition strategy approval.
Metrics or measures.docx
  
A list of metrics organized by Demand Management, Supplier Management, and Process Management useful for managing service acquisitions.
PWS Writing Guidelines.pdf
  
See also Work Statement Writing Guidelines - Summary  for a two page quick reference AND the Official DoD Plain Language Website: https://www.esd.whs.mil/DD/plainlanguage/
Research and Pricing Tool.aspx
  
Research & Pricing Tool is now live on GSA's Acquisition Gateway! It has Market Research,  Pricing Data, an IGCE Tool, etc.
SAM_Communication Plan Template.xlsx
  
MS Excel Version - SAM Communication Plan Template
SAM_Project Plan (POAM) Template.xlsm
  
The Project Plan, or Plan of Actions and Milestones (POAM), uses a method of planning call RACI that designates who is Responsible, Accountable, Consulted, and Informed about each task by assigning people (by name) for each of these categories.  See also MS Project version.
SAM_Project Plan Template.MPP
  
MS Project Version - Project Plan Template
SAM_Team Charter Template.docx
  
SAM Team Charter Template - Word Version
This template has FSM added.
Sample Risk Register.xlsx
  
Spreadsheet to record and manage risks
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