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2017 | Book

The Fundamentals Read chapter Read first chapter

The Project Managers Guide to IDIQ Task Order Service Contracts

How to Win and Perform on Task Order Contracts

Author: Mark E. Salesky

Publisher: Springer International Publishing

Part of: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft"

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About this book

Every year the US federal government will spend roughly 100 billion dollars through competitive IDIQ (Indefinite Duration Indefinite Quantity) contracts. When you add in contracts awarded by State governments and commercial organizations using very similar processes you’re looking at 700 billion dollars’ worth of business.

Getting a slice of that pie depends on how well you manage the contracting project.

This is because IDIQs are essentially empty contract structures which then require a second round of winning task orders. For contracts with the government, this two-step structure which is specified in law and regulation, has specific pitfalls and opportunities which are rarely the subject of contract and project management training.

Salesky’s coaching style talks you through the specific challenges in the startup, management, and closing of the IDIQ. This book gives a pragmatic and best-practice description of the entire life cycle of this type of contract offering you the “inside advisor” you need to help you through the pragmatics issues of clients’, performers’, and bosses’ expectations.

Table of Contents

Frontmatter

Understanding the IDIQ Contract

Frontmatter
1. The Fundamentals
Abstract
This chapter describes the structure, legal basis, general practices, and overall challenges of the IDIQ Task Order contract.
Mark E. Salesky
2. The Lifecycle of the IDIQ Contract
Abstract
This chapter contains original work describing the Six Stages of the IDIQ Contract Lifecycle, which builds on the well-known work of Dr Bruce Tuckman’s theory of group dynamics. It discusses in detail how subcontracting the work—a necessary element of these contracts—brings additional challenges the PM needs to navigate.
Mark E. Salesky
3. Roles, Responsibilities, and Motivations of the Principals
Abstract
This chapter discusses each of the 18 individuals that the PM depends upon in managing the IDIQ contract. I describe their specific contribution and their motivations for helping (or neglecting) the PM’s needs.
Mark E. Salesky

Managing the IDIQ Contract

Frontmatter
4. Contract Start-Up Activities
Abstract
This chapter covers often overlooked steps and activities that will make for either a smooth or a turbulent journey on the contract. It includes specific tasks the PM should give for the contract initiation, contracts, finance, information security, and communications. It doesn’t rehash old and proven management processes but, rather, goes right to the pragmatic actions that help the PM bias the project for success.
Mark E. Salesky
5. Communicating the Project Essentials
Abstract
This chapter is about keeping the PM out of trouble. Project communications is not an all-or-nothing situation. The PM needs to decide how to measure and control the amount of project information, and I provide clear best practices to follow.
Mark E. Salesky
6. Task Order Proposals
Abstract
This is a key chapter for understanding the IDIQ, because Task Orders are the engines of revenue. Understanding the nature of Task Orders will make the difference between a steady stream of contract revenue, or a hit-and-miss approach to winning new work.
Mark E. Salesky
7. Task Order and Work Package Management
Abstract
Services type contracts present the need for ongoing maintenance—when you have 50 to 100 people working on a task, change is constant. The PM needs to pilot the contract and Task Orders like a ship’s captain—tending to the crew with care and discipline.
Mark E. Salesky
8. Ongoing Management of the IDIQ
Abstract
This chapter discusses two primary concerns for the ongoing management of the IDIQ: managing risk, and finances. These two areas will make the difference between success and failure on the contract, regardless of how well the people are performing.
Mark E. Salesky
9. Conclusion of the Contract
Abstract
Closing the contact is the hardest phase of the work—in large part because everybody wants to move on, but the work is not done until the paperwork and various other very important activities are finished.
Mark E. Salesky
Backmatter
Metadata
Title
The Project Managers Guide to IDIQ Task Order Service Contracts
Author
Mark E. Salesky
Copyright Year
2017
Electronic ISBN
978-3-319-41156-9
Print ISBN
978-3-319-41155-2
DOI
https://doi.org/10.1007/978-3-319-41156-9