The Solution

Designing an innovative and effective learning solution

The process of procuring digital service is not simple. It requires a complex and thorough learning solution that leverages existing curricula and delivery mechanisms provided by the Defense Acquisition University (DAU) and Federal Acquisition Institute (FAI). The Digital Academy for contracting professionals (i.e., the Program) must have a foundation of industry best practices and skills while including a variety of delivery methods to encourage continuous learning. Creating a support network of mentors and industry leaders will expand the capabilities of acquisition professionals for digital service throughout the Federal Government. New concepts in learning program design:

Designed for Busy People

Programs need to build skills through a variety of learning activities designed to effectively meet the learning goals through the most efficient means; estimated commitment for the pilot is 80 hours over four to six months

Learn by Doing

Adults learn best by doing; interactive case studies and similar solutions allow application of new skills and practices in a safe learning environment

Guidance and Support

With social media and easy access to knowledge, participants can easily learn from a peers, experts, and mentors

Demonstrable Skills

Rewards, recognition, and certification all increase motivation and a sense achievement in demonstrating skills and using knowledge

Rewards, recognition, and certification all increase motivation and a sense achievement in demonstrating skills and using knowledge

How we designed the Program

Our design of the learning program for Digital Service Acquisitions Professionals uses the processes in the Digital Service Playbook as a baseline; human-centered design and iterative program development will ensure that the program meets the student needs and adds a digital service core-plus specialization for contracting professionals under the Federal Acquisition Certification in Contracting (FAC-C) Program issued by OFPP (Office of Federal Procurement Policy).

Types of students who will access this training

Key components of the Program

Through virtual sessions, interactive case studies, and shadowing activities, contracting professionals can increase their understanding and expertise in digital service acquisition. Throughout this program, students will be empowered to engage in the learning community forum for questions, content, and advice related to best practices from fellow participants and industry experts. The program will provide case studies and libraries of reusable templates, language, and clauses to apply to future projects well after the course is complete. (Program duration is estimated at 160 hours spread across 6 months, akin to level II certification provided by DAU and FAI.)

The participant experience

Program expectations

This program will provide the awareness, knowledge, and skills to improve digital service procurement. Beyond the pilot, the core experience should gradually be integrated or offered in lieu of portions of current level II and III certification (or equivalent offerings across the Federal Government). In addition, it will create a culture of learning throughout the digital service community across agencies. By developing a cadre of digital service contracting experts, Contracting Officers (CO), Contracting Officers Representatives (COR), and Contracting Specialists will have access to the resources to “get it right the first time.”

The foundation for the Program

Digital Services Playbook

Provides a checklist of business, IT, and acquisition questions to successfully deliver services in the 21st century

Reinforces best practices for designing end-to-end solutions and a prominent seat for acquisitions at the table

Program managers and the vendor community require open communications and acquisition advisory services to understand options, expectations, vehicles, and measures

https://playbook.cio.gov

TechFAR Playbook

Explains how agencies can execute key plays in the Digital Service Playbook consistent with the Federal Acquisition Regulation (FAR), which governs how the government must buy goods and services from the private sector

Develops a working knowledge of the concepts and processes associated with an Agile Integrated Product Team

Permits potential bidders to obtain the type and quantity of data necessary to establish a fair and reasonable price per sprint (iteration) cycle, the team size, and if applicable, the labor category rates used to build the team

Teaches how to modify sprint line items based upon the remaining budget

Uses discrepancy reports or other measures to put a contractor on notice and enforce consequences for poor performance

Champions the use of performance metrics relevant to the Agile development process

https://playbook.cio.gov/techfar/

FITARA

Codifies many existing IT reform efforts undertaken by the current Administration

CIOs approve their agency's IT budget requests, certify that IT investments – in coordination with procurement officials – adequately implement incremental development, ensure that all requested IT positions meet ongoing requirements

Enhances transparency and improved risk management in IT investments

Risk is a relative thing: If you deliver smaller and faster, you can always pull the plug without the traditional waste associated with sun setting failed programs

Directs the GSA Administrator to identify and develop a strategic sourcing initiative to enhance Government-wide acquisition, shared use, and dissemination of software, as well as compliance with end user license agreements

Revives the shared-service agenda at the enterprise-level to drive reuse and efficiency of modern IT services and investments

https://goo.gl/3KEC3F

The 13 Digital Service plays tailored for acquisitions

1. Understand the needs and enable programs and vendors to test solutions with real users

2. Counsel program managers to deliver an end-to-end solution

3. Consider the simplicity required for your procurement, but realize that simplicity has a cost

4. Design flexible contracts with a broad scope definition and performance measures based on outcomes

5. Build in financial flexibility to support a quality digital service project for today’s needs and tomorrow’s

6. Become a trusted source and advisor to program leaders for all IT platforms, products, and professional services

7. Pull from your network of digital service experts

8 – 11. Keep pace with an evolving IT industry through open dialogue with vendors and building awareness for program leaders

12. Let the data open doors to new alternatives and solutions

13. Open Source alternatives are proven…it’s not about when to go Open Source but when to remain in a licensing agreement

HELP REFINE THESE

What participants will learn

Participants will learn both core and advanced skills to understand and apply new processes for successfully procuring digital service. Throughout the entire acquisitions lifecycle, they will apply strategic thinking and best practices to improve their Agency’s acquisition of digital supplies and services.

Recommended content includes:

I. Flexibility In Budgetary Planning, Investment Management, And Governance For A Digital Age

II. Changes In Proposal Evaluation, Measures, And Negotiating In Terms Of Outcomes

III. Requirements Development And Acquisition Planning

IV. Building Contract Acceptance Criteria For Loosely Defined Requirements And Rapid Delivery

V. Human-Centered Customer Experience Design

VI. The Nexus Between Digital Product Management And Agile Delivery

VII. Defining And Buying Continuous Delivery (Dev Ops): Integrated Development, Synthetic Data Use, Testing Automation, And Operations

VIII. Time-Boxed Release Or Sprint Planning In The 21st Century And Structuring Agile Delivery In A Fixed-Price Or Hybrid Environment

IX. Contract Vehicles And Use Of Existing It Contracts

X. Myth-Buster: Migrating And Staying In The Cloud

XI. Licensing Vs. Open Source And How To Buy-It

XII. Opening Up Lines Of Communications To Learn And Adapt To A Fast-Paced Industry

XIII. Playing Hardball When Vendors Don’t Deliver The Goods

XIV. Reframing Risk As A Relative Thing…Less Cycle Time Leads To An Ability To Course Correct Often And With Purpose

XV. Understanding And Applying Standard Language And Clauses For New Security Requirements

WHAT TOPICS WOULD YOU INCLUDE?

What this Program could look like

Although the actual program components can’t be determined without input and analysis the pilot for the Program might look something like:

Benefits of the Program

Ultimately, this program will result in more effective procurements of digital service. Federal agencies will be able to create cost efficiencies in sourcing IT platforms, products, and services. By investing and encouraging participation in this program, agencies will also see intangible benefits of cross-agency collaboration, supporting innovation in government, and positive impact on spending for organizations and ultimately, the public.

Click here to help frame the pilot...

Meet Our Team of Experts

Ron Sanders

Booz Allen Industry Leader in Human Capital and Organizational Development

Bryce Pippert

Booz Allen Leader in Digital, Open Data, and Analytics Solutions

Brian Love

Booz Allen Leader in Digital Citizen Services and Design Thinking

Juli Dixon

Booz Allen Leader in Acquisitions and Procurement Mastery

Dan Tucker

Booz Allen Leader in Modern Systems Delivery

Kendra Herlig

Booz Allen Leader in Learning Strategy and Instructional Design