Performance Boosters
Managers and executives have plenty to gain--and a few things to fear--from the tidal wave of acquisition changes.
nder acquisition reform, program people are expected to team with contracting employees to plan better buys, do market research, rate past performance and develop performance-based statements of work describing what is to be done rather than how to do it. Here are some pointers for crafting performance-based work statements.
Do:
- Describe objectives and results including the agency's minimum requirements.
- Include background information to clarify requirements and a detailed description of technical tasks.
- Set performance measurement criteria.
- Define all terms.
- Write in short sentences, use simple language, consistent terms, write in the active voice, define abbreviations and acronyms. Avoid pronouns.
- Failing to identify the objectives to be achieved or technical problem to be solved.
- Lack of specificity in describing tasks.
- Abstract phrases, inconsistent terms, errors in cross-references, arcane words, slang.
Remember:
- Output, not work performed, is the essence of the work statement.
- Performance criteria should say which feature of service will be measured, set the limits of successful performance, and provide a maximum error rate. They should be realistic and objective, therefore measurable.
- Describe the property and services the agency will provide and those the contractor must furnish.
- Describe tasks in a logical sequence.
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