Acquisition of Services

Each page in this pathway presents a wealth of curated knowledge from acquisition policies, guides, templates, training, reports, websites, case studies, and other resources. It also provides a framework for functional experts and practitioners across DoD to contribute to the collective knowledge base. This site aggregates official DoD policies, guides, references, and more.

DoD and Service policy is indicated by a BLUE vertical line.

Directly quoted material is preceeded with a link to the Reference Source.

Reference Source: Guidance from OUSD(A&S)
Based on DAU Service Acquisition Mall, Step 2, Jan 2020

Identify current contracts that support this requirement or are closely related to it.

Are these a part of your agencies strategic sourcing initiatives?

Does your activity have new initiatives in the planning stages that might affect this requirement?

All this helps develop a baseline for planning and minimize surprises.

Reference Source: Guidance from OUSD(A&S)
Based on DAU Service Acquisition Mall, Step 2, Jan 2020

To develop your baseline, identify any current performance issues; does the current requirement still meet the mission? Interview key stakeholders and understand how they define mission success, what their concerns are, and what mission changes do they see in the future that will affect this requirement. Effective planning requires that we can understand the objectives and focus on the desired outcomes. The first consideration is answering these three questions:

• What is the problem the agency needs to solve?
• What results are required to meet mission requirements?
• Will it meet the organizational and mission needs?

Reference Source: Guidance from OUSD(A&S)
Based on DAU Service Acquisition Mall, Step 2, Jan 2020

Risk assessment is a process that continues through the whole service acquisition cycle.

As part of your discussion with stakeholders, begin collecting concerns and risks that might have a mission impact.

Risk assessment is a team responsibility, but the program manager must take the lead in identifying and organizing risk areas.

This knowledge will help you as you develop the requirement and your acquisition strategy. Risk analysis is discussed in more depth in Step Four.

Reference Source: Guidance from OUSD(A&S)
Based on DAU Service Acquisition Mall, Step 2, Jan 2020

This involves understanding how things are actually being done today.

How do you capture performance, what metrics are you tracking and reporting, what are the challenges with current performance, and what are the issues associated with resolving problems?

What is the current small business strategy for the prime contracts and subcontracts?

What you are seeking to develop is a good understanding of the “as is state.”

Based on this, you can more effectively develop plans and actions that will improve performance on your new requirement and implementation strategy.

Reference Source: Guidance from OUSD(A&S)
Based on DAU Service Acquisition Mall, Step 2, Jan 2020

In service contracts the government may furnish property or facilities for the contractor’s use.

Determine if this is still in the best interest of the government.

Also determine the condition of the material or facilities and if it is still suitable for use.

Reference Source: Guidance from OUSD(A&S)
Based on DAU Service Acquisition Mall, Step 2, Jan 2020

Interview stakeholders to identify their current requirements, and what mission changes they see coming that may affect the requirements you’re planning.

What areas hold the most concern for your stakeholders?

How will contingency operations affect this requirement?

This knowledge will help you develop the scope for your requirement and plan for the flexibility you may need in your contract vehicle to adjust for future requirements.

These stakeholder engagements will help ensure alignment of your efforts with your stakeholder’s expectations.

Reference Source: Guidance from OUSD(A&S)
Based on DAU Service Acquisition Mall, Step 2, Jan 2020

As part of the baseline planning process, review current regulations and legislation that could impact your requirement and acquisition strategy.

Service contracts normally cover several years, so be sure the plan you develop complies with current regulations and not the ones that were in place at the beginning of the last contract.

Reference Source: Guidance from OUSD(A&S)
Based on DAU Service Acquisition Mall, Step 2, Jan 2020

Based on your stakeholder interviews, knowledge issues, and pending changes, start refining the requirements desired results (outcomes).

Is it providing a certain level of help desk support to an organization?

Is it a reduction of computer down time?

Is it providing a level of information assurance among its customers?

Is it providing a level of systems and software engineering and support?

What is the ultimate intended result of the contract and how does it relate to the agency’s strategic plan?

What are the critical results your stakeholders have identified?

Reference Source: Guidance from OUSD(A&S)
Based on DAU Service Acquisition Mall, Step 2, Jan 2020

Review your high level results with your stakeholders and customers to validate that your team has defined the right results.

Describe the gaps between current performance and your understanding of what stakeholders are asking.

Discuss the funding impact if desired results are significantly beyond current budget levels.

This feedback is vital to ensure the actions you take in subsequent steps are aligned with your stakeholder outcomes and results.

Failure to do this now can result in a lot of rework later.

Reference Source: Guidance from OUSD(A&S)
Based on DAU Service Acquisition Mall, Step 2, Jan 2020

Take the feedback you generated in Section 2.9 and refine the desired results your team has developed.

Validate these refined results one more time with your stakeholders to ensure you are moving in the right direction.

Time invested here will pay large dividends later in the process.