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Management Analyst III

Location: Arlington, VA
Date Posted: 09-14-2018
Management Analyst II:
Location: Arlington, VA
Secret Clearance is Required
 
Serves as management analyst responsible for pre-award and post-award functions involving highly specialized procurements of significant importance to the agency. Requirements typically involve systems or programs such as:
 
  • Research, development, and production of extensive, specialized equipment or systems. Examples include complex system, R&D efforts involving state-of-the-art technology, technical support services, ADP, telecommunication systems, and support for special security and communications projects.
  • Performs procurement planning. Identifies within assigned major programs(s) those large-scale subsystems, components, equipment, and services to be acquired by contract. Develops procurement objectives for the program in terms of competition and price range, and constructs the contractual vehicle including use of pricing arrangements, subcontracting policy, bet-aside policies, and similar consideration. Prepares and maintains current acquisition plans, appropriate milestone charts, and related schedules.
  • Serves as advisor to program officials in procurement planning meetings. Advises program officials of the procurement objectives to be used, and assists in the preparation of statements of work. Prepares determinations and finding and solicitation documents. Performs detailed analyses of all elements of cost in contractor proposals, and makes competitive range determinations. Conducts proposal conference(s) with prospective contractor(s) to arrive at a clear understanding of what is required under the proposed modifications to clarify questions concerning such topics as specification changes, language ambiguities, or clarification of contract clauses. As required by the lack of meaningful cost and price information, explores new or innovative contracting approaches to arrive at an equitable contract arrangement.
  • Serves as lead negotiator. Plans the negotiation strategy, coordinates strategy with negotiation team, and leads the negotiations which are conducted with contractors to develop the contract prices and terms. Awards the contract.
  • Performs contract administration. Responsibilities typically include incremental funding, preparation of rare and cost adjustments, redirection of effort, coordination of time extension, incorporation of change orders, issuance of stop work orders, issuance of cure notices or show cause letters, monitoring of Government property reporting, approval of progress payments, final payment, and contract closeout. Terminates contracts for the convenience of the Government or default by the contractor.
 
Factor 1, Knowledge Required by the Position
  • Knowledge of the principles of acquisition planning sufficient to develop and implement a plan to procure a multiyear program or system involving successive program stages.
  • Knowledge of contract administration and termination techniques sufficient to administer and close out contracts.
  • Knowledge of price/cost analysis techniques, such as learning curve analysis and cost estimating relationships, sufficient to evaluate contractor proposals and prepare a pre negotiation positon.
  • Knowledge of contract types, methods, and techniques including cost and incentive contracting, award fee, cost sharing arrangements, processing of unsolicited proposals, multiple awards, special provisions relating to proprietary rights, and rights in data. Contracts are normally negotiated.
  • Knowledge of the regulations and techniques of source selection sufficient to conduct a selection.
  • Skill in negotiation techniques to conduct contract negotiations and to meet and deal with high level business, industry, scientific, and/or Government officials.
 
Factor 2, Supervisory Controls
  • Supervisor assigns work in terms of overall procurement programs to be accomplished. The employee, in consultation with the supervisor, establishes and executes a work schedule, insuring that the necessary planning, coordination, approvals, negotiation, and other requirements are completed in a timely manner so as not to delay award of any assigned contracts. Establishes clear objectives and necessary priorities to achieve these objectives. Submits negotiation plans to supervisor or higher levels for review prior to negotiation Conducts negotiations independently. Advises supervisors of potential problems or slippages in the program. Work review is made through status reports prepared by that employee and used primarily by management to keep informed.
 
Factor 3, Guidelines
  • Guidelines consist of Federal and agency contract laws, regulations, and policies. Guidelines provide general contracting methods and requirements, but do not have specific applicability to the particular procurement and the wide variety of situations encountered. For example, extensive judgement and originality are required in planning the procurement strategy for scale acquisition programs or systems, in structuring the contract to provide economic incentives and flexibility for future contract changes, and in resolving administrative problems which arise during the life of the contract. The employee frequently develops new approaches and writes new conditions or clauses to resolve specific situations.
 
Factor 4, Complexity
The work consists of managing acquisition programs for highly complex or state-of-the-art systems, programs, and equipment that are not well defined and span successive program stages. Typical complexities include:
  • Design instability in the early phases of the acquisition resulting in frequent design and performance changes;
  • Difficulty in developing time schedules;
  • Lack of precedent and cost date;
  • Use of wide variety of cost and fixed-price contracts an broad range of complex terms and conditions including cost sharing arrangements, incentive formulas, progress payments, and escalation clauses;
  • Multiple year, long-term contracts;
  • Sole source negotiating environments;
  • Use of extensive cost analysis to determine reasonableness;
  • Programs involving several contracts with the same or different contractors, and changes to one contract frequently affecting other contracts;
  • Extensive use of subcontracts.
  • Decisions involve uncertainties or problems, such as questionable financial responsibility, production scheduling, deficient performance, economic instability, and complicated segments of complex programs. The employee interprets technical, legal, and audit decisions, and analyzes their impact on the procurement. The employee identifies trade-offs and alternate courses of action.
 
Factor 5, Scope and Effect
  • The purpose of the work is to negotiate and administer contracts to procure a program or system. This involves developing new approaches or innovative acquisition plans, source selection plans, negotiation strategies, and contract terms, conditions, or financial arrangements which may serve as models for future major systems acquisitions. The employee’s recommendations are accepted as authoritative and serve as the basis for committing the agency or activity to courses of action on projects which are of multiyear duration, set precedents, and directly affect the economies of various areas and segments of the private industry complex.
 
Factor 6, Personal Contacts
  • Personal contacts are with officials and working level personnel of the Depart, other Federal agencies and Department, Congressional offices, and officials and representatives of industry, educational institutions, commercial service industries, consultants and experts and with business representatives in general. Such formal and informal business contacts occur in a variety of places outside the Department and may involve contacts with foreign business representatives.
 
Factor 7, Purpose of Contacts
  • Contacts are to negotiate contracts with industry officials and to resolve problems which arise during the performance of the contract. Contacts within the agency are to analyze complex procurement issues, advise program officials of procurement procedures, and insure a proper and supportable course of action. Contacts with higher level organizations are to clarify issues surrounding procurements or to respond to requests for information.
 
Factor 8, Physical Demands
  • Work is mostly sedentary, but there is some walking required during visits to contractor facilities.
 
Factor 9, Work Environment
  • Wok is usually performed in an office setting although there are occasional visits to contractor plants to conduct fact-finding, pre-award surveys, reviews, and negotiations.
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