The questions pertain to IT acquisition problems that are encountered by many organizations. They present serious challenges that IT professionals and business managers must overcome to achieve superior business performance.
Do not repeat the questions. Use your own words–do not quote others. This is not a research paper, so you are not required to cite references. Be sure each answer you prepare the response to the question asked, and you will likely do very well.
Question 1. (1 point). The title of this course is IT Acquisition Management. In your own words, please explain what does that means? Why is it important?
Question 2. (1 point). When you perform an internet search on “acquisition strategy,” you will access some sites addressing corporate mergers and acquisitions (M&A), in which one corporation is acquiring and merging with another. Why is M&A beyond the scope of this course?
Question 3. (4 points). In Template 1, by IT Economics Corporation, you selected a business performance problem. What criteria did you use to choose your problem? Explain why the following types of problems should NOT be selected:
Question 4. (2 points).What is/are the difference(s) between a Gantt chart and a work breakdown structure (WBS). As you know, one of the most popular tools for creating Gantt charts is Microsoft Project. Microsoft Project can generate a WBS from the data entered from the Gantt chart. Please explain why it is considered poor management practice to generate the WBS from the Gantt chart.
Question 5. (6 points). For your project, you have used twelve (12) of the IT Economic Corporation Templates. If you have used the first six templates to down-select to one alternative, why is it important to perform the subsequent activities (7-12). In other words, what are the purposes of Activities 7-12?
Question 6. (2 points)Template 13, by IT Economics Corporation, is an example of a matrix used for summarizing the results of evaluating proposals received from IT services contractors. The template uses “adjectival” rating codes and brief statements to summarize the evaluation results of each proposal from IT services contractors.
Your Question: What are the principal risks associated with using such a matrix, and what do you recommend to avoid, mitigate, or transfer each principal risk that you identify?
Question 7. (3 points)A large hospital is preparing a request for proposal to acquire IT services to improve its electronic health records management system. It plans to implement an iPhone software application (“app”) for convenient mobile access to view and update patient records, prescribes medications, view lab results, communicates with patients, and view personal work schedules. It plans to prepare a performance work statement (PWS) for the development of the app to include in the RFP.
Your Question/Task: Prepare the required outcomes and their performance standards, monitoring methods, and incentives/disincentives that the hospital might use in its PWS for the request for proposal. Your required outcomes and associated information should apply to only the first and second desired app functions, view and update patient records, and prescribe medications. Your required outcomes and related information should reflect the best practices for performance work statements, and each should include performance standards, monitoring methods, and incentives/disincentives, as required by IT Economics Corporation Template 12.
Note: This is not a test of your knowledge of hospital activities but of your ability to prepare a performance work statement. You can make reasonable assumptions regarding hospital activities if necessary. The app functions in the question are comparable to those used by many organizations outside of the medical field.
Question 8. (3 points)Federal Acquisition Regulations (FAR) require that federal agencies use performance-based contracting to the maximum extent possible for service contracts, including contracts for the acquisition of IT services. Performance-based contracts rely on performance work statements (PWS). However, a prominent organization of former federal government acquisition officials argues that the PWS works well with short-term, relatively simple service contracts, but “it is unrealistic to ask agencies to specify services at the time of contract award in a clear, specific, objective, and measurable terms when future needs are not fully known or understood, requirements and priorities are expected to change during performance, and the circumstances and conditions of performance are not reliably foreseeable.”
Your Question/Task: If you agree with this group’s position, explain why you believe the group is correct in contending that the PWS is not suitable for long-term, complex IT service contracts. If you disagree with this group’s position, explain why you believe the group is not correct and why a PWS is suitable for long-term, complex IT service contracts.
Question 9. (3 points) An organization is planning an IT acquisition strategy for a large and complex project. It plans to outsource part of the solution implementation to an IT services contractor. Prior to preparing a request for proposals, it must decide which solution implementation activities should be performed by in-house staff and which should be performed by the IT service contractor.
Your Question/Task: What guidelines would you recommend for making the decisions regarding which solution implementation activities should be performed by in-house staff and which should be performed by the IT service contractor?
Please provide only answers. i have attached templates mentioned and previous assignements which correlate.
Activity 12
Performance Requirements
Summary
Stacy-Winifred B Taylor
IMAT 637 9040
7/16/22
Required Outcomes
Increase the company’s
earnings and revenues
Performance
Standards
The earnings of the
company should
increase by 5% semiannually.
The company should
have a minimum of 2
endorsing brands that
partner with them in
advertisements.
Reduce the number of
instances of theft and
other security problems
The reported cases of
robbery should
reduce by 76% in the
first six months
Break-ins should
reduce by the second
month after the
installation of the
new security system
Enhance its services and
activities while
enhancing its safety level
New visitors should
increase by a
minimum of 2%
monthly.
Returning visitors’
ratios should always
be above 4:1
Reviews from
customers should be
seen at an average of
4.7 out of 5
Monitoring
Methods
The ratio between the
previous and current
earnings should be
high. This is where
the current earning is
higher than the
previous earning
The number of
endorsing companies
should be growing
annually, showing the
hotel is gaining its
lost glory
Tracking the number
of theft cases that
have been reported.
Higher cases will
show that the project
is a failure and
inverse.
This can also be
achieved by tracking
the number of breakins in the hotels
The number of new
visitors, returning
visitors, and reviews
should demonstrate
this project’s success
in this section.
Incentives and
Disincentives
5% increase in the
semi-annual financial
reports; a minimum
of +2 endorsement
agencies per year; 2% drop in financial
outcomes; 0
endorsement agencies
76% drop in theft
cases; 20% reduction
in break-in cases;
10% increase in theft
cases; 40% increase
in break-in cases.
A 5% increase in
visiting customers; a
4:1 returning visitors
ratio; a 4.8 rating
ratio; a 5% decrease
in visiting and
returning customers;
2.4 stars rating
Cut expenses, improve
data storage operations,
and strengthen data
security
Data leaks should be
close to 0% after four
months of installation
The amount of
information backed
up and stored in other
devices should be
Expenditure should
observed. This,
reduce by a minimum coupled with the
of 30% in the first 20 ability to review past
months
data, should highlight
how the project is
Accessibility of past
performing.
data should be easy
since it is backed in
the system.
No data leaks
reported; accessing
previous data is easy
and smooth;
retrieving
information is
challenging, and the
system is easily
hackable; increased
data leaks reported;
increase in expenses
by more than 4%
1
Activity 7-10 Project Management Software
Stacy-Winifred B Taylor
IMAT 637 9040
7/1/22
2
Activity 7
Alternative 1
Alternative 2
Value Assessment
Criteria
ROI and NVP
Strategic Match
Competitive
Response
Definition Certainty
Executive Support
Quality of Work Life
Enterprise
Architecture
Total Weighted
Value Score
IT INVESTMENT ASSESSMENT Matrix
Property Management System
use Software as a Service (SAAS)
Alt 1
Alt 2
Criterion
Alt 1
Weighted
Alt 2
Weighted
Weight
Ratings
Scores
Ratings
Scores
8
5
40
5
40
4
5
20
5
20
5
4
Alt 3
Weighted
Scores
40
16
Alt 3
Ratings
2
2
2
1
5
5
4
4
10
10
8
4
4
4
3
4
8
8
6
4
4
4
3
4
8
8
6
4
1
5
5
4
4
4
4
97
90
86
Activity 8
Risk
Assessment
Criteria
Organizational
Risk
Infrastructure
Risk
Information
Security
Complexity
Risk
External Risk
Total
Weighted Risk
Score
Criterion
Weight
Alt 1
Alt 2
Alt 1
Weighted Alt 2 Weighted Alt 3
Ratings
Scores
Ratings
Scores
Ratings
Alt 3 Weighted
Scores
6
1
6
2
12
3
18
4
1
4
2
8
3
12
4
2
8
2
8
4
16
3
3
3
3
9
9
3
5
9
15
4
5
12
15
36
52
73
The most cost-effective option from the list above, when weighing the advantages, costs, and dangers,
is:
Invest in a centralized Property management system.
3
Activity 9 Value Proposition
The switch from manual processes to computerized ones and the installation of closedcircuit television cameras (CCTV) in every area of the Hotel will, in addition to improving the
record-keeping system and raising the level of safety throughout the establishment, result in an
annual cost savings of $10,000 for the business.
Activity 10 Acquisition Strategy Statement
Name of IT Services Acquisition Project: Computerized System and CCTV Cameras Submitted
by: Stacy Taylor Date Submitted: 7/4/22
Proposal Summary
The Royal Suites Hotel intends to purchase cutting-edge computerized technology and
CCTV cameras shortly. These upgrades will help the Hotel enhance its services and activities
while enhancing its safety level. However, This will be necessary to cut expenses, improve data
storage operations, and strengthen data security. Because the upgraded information will be freely
available and in good condition, the management can make quick decisions thanks to upgrading
computerized systems. The systems will work with various operating software, including
Windows 10, 11, and Linux. Eight thousand dollars’ worth of expenses will be incurred due to
the procurement and its subsequent installation. The cost takes into account the purchase, its
subsequent installation, and the installation of an internet connection, cloud computing
connections, and employee training following the findings (Jayanth et al.,2020). Implementing
the new system will signal the end of the use of antiquated technology, reduce the number of
instances of theft and other security problems, and boost earnings by making it more
4
straightforward for customers to make purchases. When making investments, choosing the
appropriate tools for everyone is essential, as the company’s performance can only be improved
by making suitable investments in the proper people and devices.
This purchase endeavor is fraught with a variety of hazards, including organizational
risks, risks about information security and privacy, risks about complexity, risks about structures,
and external risks. It is hypothesized that the likelihood of these hazards materializing into actual
consequences is. Eliminating the vendor’s control over the system will be good in terms of risk
reduction.
2. System Life Cycle
Implementation of
Control and
computerized systems
Cost: 8,700
Design Stage
Testing Stage
Internal
Test
Databas
e
Integration
Test
Softwar
e
Cost: 3,500
Cost: 2,500
3. Basic
Acquisition Approach
Development
Phase
cost: 2,000
5
Cloud computing is becoming increasingly popular among organizations since it enables
administrators and staff members to access and work with an organization’s information from
any location. A new computerized system will be purchased from a vendor who will also be
responsible for the processes of staff training and installation, according to the strategy that
management has decided to implement throughout the process of making the acquisition. This
strategy will be put into effect.
The research on the product was carried out by surveying other Hotels and businesses
that had already implemented the system to investigate the positive effects that the system had on
the Hotels. In addition to the survey, various methods of data collecting and analysis were
utilized, including interviewing and ethnographic research. To obtain precise and comprehensive
information, one-on-one interviews with actual system users. With the help of this strategy,
information about the system’s operation was successfully acquired. Because retrieving
information became simple and quick, the recovered data was very dependable, which
contributed to the general functionality of the system in terms of serving clients and paying them
for their purchases.
During the interview, the management of the Hotel emphasized how the decision-making
process has been made more straightforward as a result of the availability of adequate data at the
appropriate moment. The poll findings suggested that employees felt less weary when working
with the system and liked the new system over the old, outdated one since it made work more
accessible. The survey also indicated that employees preferred the new system over the outdated
one. By doing ethnographic research on both the staff and the consumers, researchers understood
better how both parties felt when utilizing the system to serve others and how satisfied they were
with the experience overall. Establishing a reliable internet connection network at the highest
6
possible speed is, in my opinion, the single most crucial consideration to make when shopping
for a new computer system. Because of this research, we finally understand how important the
system is for efficiency.
3.1 Use Case Competition
To achieve our primary goal with this acquisition, which is to increase the company’s earnings
and revenues, our primary objective is to locate a system that provides security services and
makes sales easier. Most hotels that catered to the same market had already purchased the
system, which made its installation procedure go quickly. In addition, the system needed a low
overall cost while increasing in value over time. The selection process was designed to be open
so that each potential vendor could present their wares to our company. The choices that made it
onto the final list were based on the remunerations offered, the dangers involved, the return on
investment, the cost, and the timetable.
3.2 Potential Sources
The process of installing our computerized system and CCTV cameras will be handled by
several vendors who have been determined to be in a solid position to do so. However, there is a
requirement that the proposals be presented to the management so that they can be evaluated and
reviewed (Chamoso et al.,2018). Modis, bridge technical talent, and TEKsystems were the three
major qualified suppliers featured in the competition. Even though TEKsystems could have been
the most suitable choice, the Modis company was chosen as the supplier. TEKsystems has an
excellent reputation in the IT business and a good market share in the major cities of Asia,
Europe, and the United States. They also have staff that is highly knowledgeable and skilled;
nonetheless, our concern with their price caused the management to decide to go with Modis.
3.3 Contract Type
7
To complete the acquisition process, the management has settled on using a contract with
the vendor with a Firm-Fixed-Price (FFP) clause. Because our company is not so large, the entire
price of the fixed-price contract is first agreed between the two parties before the contract is
signed. The price quotation in the agreement is not open to any adjustments; this is an essential
provision that helps keep costs under control while placing the risks on the vendor. After the
money is placed into the vendor’s account, all the burdens are on the vendor. Cost rises won’t
hurt the company. The contract provides the vendor with the benefit of giving him the right to
have complete control over the expenses by giving him the option to manage the costs while still
providing quality services. However, This is an advantage for the vendor.
3.4 Contract Incentives and penalties
Contract language specifies that the vendor will be compensated if certain milestones are
met within a certain period of time, which protects both the vendor and the other party to the
agreement. It was necessary to add this clause in the contract to secure the interests of both
parties. The award fee incentive in the contract is designed to encourage the vendor to deliver on
time to save time and money. If the vendor fails to meet the needed criteria, a punishment
provision will be introduced to guarantee that they don’t put in an unsatisfactory amount of
effort. If this happens, the vendor will be held liable for the costs of purchasing and installing a
new CCTV system and cameras, which the customer will cover. An award fee was included in
this contract as a sort of incentive. The government can use an award fee as an incentive to
motivate a contractor if and when it so desires. It could not use any other incentives because the
performance could not be reliably measured. We have a back-up incentive ready to be integrated
into a provision in case things don’t go as planned. Within a defined time frame, the condition is
8
a duty that must be fulfilled in line with the terms of the contract. The ultimate purpose is to
protect one or both people involved in the initiative.
3.5 Risk Assessment
There is no such thing as a project that does not involve some risk. Because of this, while
we were purchasing this system, we eliminated a significant number of risks by considering
other solutions. The answers were found by considering the likelihood that anything undesirable
would occur. Our primary concerns were organizational risks, concerns regarding privacy and
information security, risks associated with dealing with outsiders, risks related to dealing with
complexity, and risks related to dealing with infrastructure. We have concluded that all of the
participating stakeholders in the business as well as the business structure should engage the
team that is in charge of the project. This will ensure that the risks are well minimized. Because
management always operates with the assumption that employees would agree with whatever
they say, the organization’s risks will likely be evaluated. They were creating an internal risk
management program, training employees on how to use the new system, and performing system
maintenance as part of developing a comprehensive risk management program. Additionally,
they were using appropriate risk controls to execute the database, training employees on how to
use the new system.
The arrangement that we went with was not without its share of potential downsides. The
seller-provided price was far higher than what was anticipated to be paid. Because the risks
connected with this type of contract are more likely to be borne by the vendor than by the
customer, it was up to us to choose a fixed-price arrangement. Though, the seller wants to err on
the side of caution, so they set the price higher; however, because the contract has a fixed price,
there is no space for bargaining. Another unknown risk or disadvantage is included with changes
9
in market patterns. If the cost of the system suddenly goes up, then we will be in a better
position, but a decline in the price of the system implies that we will incur a loss. However, This
is because if we could have waited even one minute longer, the loss would have been on our
side.
10
References
Chamoso, P., González-Briones, A., Rodríguez, S., & Corchado, J. M. (2018). Tendencies of
technologies and platforms in smart cities: a state-of-the-art review. Wireless
Communications and Mobile Computing, 2018.
Jayanth, B. V., Prathap, P., Sivaraman, P., Yogesh, S., & Madhu, S. (2020). Implementation of
lean manufacturing in the electronics industry. Materials Today: Proceedings, 33, 23-28.
Activity 12
Performance Requirements
Summary
Stacy-Winifred B Taylor
IMAT 637 9040
7/16/22
Required Outcomes
Increase the company’s
earnings and revenues
Performance
Standards
The earnings of the
company should
increase by 5% semiannually.
The company should
have a minimum of 2
endorsing brands that
partner with them in
advertisements.
Reduce the number of
instances of theft and
other security problems
The reported cases of
robbery should
reduce by 76% in the
first six months
Break-ins should
reduce by the second
month after the
installation of the
new security system
Enhance its services and
activities while
enhancing its safety level
New visitors should
increase by a
minimum of 2%
monthly.
Returning visitors’
ratios should always
be above 4:1
Reviews from
customers should be
seen at an average of
4.7 out of 5
Monitoring
Methods
The ratio between the
previous and current
earnings should be
high. This is where
the current earning is
higher than the
previous earning
The number of
endorsing companies
should be growing
annually, showing the
hotel is gaining its
lost glory
Tracking the number
of theft cases that
have been reported.
Higher cases will
show that the project
is a failure and
inverse.
This can also be
achieved by tracking
the number of breakins in the hotels
The number of new
visitors, returning
visitors, and reviews
should demonstrate
this project’s success
in this section.
Incentives and
Disincentives
5% increase in the
semi-annual financial
reports; a minimum
of +2 endorsement
agencies per year; 2% drop in financial
outcomes; 0
endorsement agencies
76% drop in theft
cases; 20% reduction
in break-in cases;
10% increase in theft
cases; 40% increase
in break-in cases.
A 5% increase in
visiting customers; a
4:1 returning visitors
ratio; a 4.8 rating
ratio; a 5% decrease
in visiting and
returning customers;
2.4 stars rating
Cut expenses, improve
data storage operations,
and strengthen data
security
Data leaks should be
close to 0% after four
months of installation
The amount of
information backed
up and stored in other
devices should be
Expenditure should
observed. This,
reduce by a minimum coupled with the
of 30% in the first 20 ability to review past
months
data, should highlight
how the project is
Accessibility of past
performing.
data should be easy
since it is backed in
the system.
No data leaks
reported; accessing
previous data is easy
and smooth;
retrieving
information is
challenging, and the
system is easily
hackable; increased
data leaks reported;
increase in expenses
by more than 4%
Jul ’22
1518
Royal Suites Hotel camera p…
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Aug ’22
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1
8
15
Sep ’22
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29
0h
0%
Product research
Surveying other hotels
Carying out interviews
Ethnographic research
0h
0%
0
0%
0
0%
0
0%
Risk Assessment
Organizational risk
infrastructure risk
Information risk
Complexity risk
External risk
0h
0%
0
0%
0
0%
infra
0
0%
In
0
0%
0
0%
Buying of equipments
Cameras
Computers
Softwares
0h
0%
0
0%
Camer
0
0%
Compu
0
0%
Installation
Camera
Operating Systems
Intenet and cloud
0h
0%
0
0%
0
0%
0
0%
Employee training
operating the system
Security features
Handling errors
0h
0%
0
0%
0
0%
Security features Secu
0
0%
Handling errors Han
Implementation
Go live
Transition to operations
0h
0%
0
0%
0
0%
5
12
19
26
Product research
Surveyin
Surveying other hotels
Caryin
Carying out interviews
Ethn
Ethnographic research
Risk Assessment
Orga
Organizational risk
infrastructure risk
Information risk
C
Complexity risk
Ex
External risk
Buying of equipments
Cameras
Computers
So
Softwares
Installation
Camera
Camera
Oper
Operating Systems
Intenet
Intenet and cloud
Employee training
operating the system operating
Implementation
Go live Go live
Transition to operations Transition to operations
Performance-Based Work Statements
IT Acquisition Template 12
Role of the Performance-Based Work Statement
At this point, you should have prepared a work breakdown structure and a Gantt chart for your selected
alternative solution to the performance problem. You should have made a clear determination of your
objectives, the quality standards required, and the desired schedule for implementing the solution. You
are ready to make sure you have identified all of the required outcomes for the solution.
At this point, you should not be too concerned with the methods that the contractor will use, but should
be very concerned with obtaining the desired results, the desired quality, an acceptable schedule, and a
way of monitoring the achievement of these objectives. Also, you want to provide incentives for the
contractor to do a good job and to provide penalties if the contractor does not performance as required
by the contract. You may be willing to pay more for a solution that exceeds the stated performance
requirements if the value justifies the price.
These are elements that you want to build into your PBWS. Template 12 will help you summarize all of
these performance requirements. You want to be sure that none is missed, because it would mean that
the contract would need to be modified to make up for the oversight. Template 12 is a tool to help you
make sure that you have covered all of the basis, so to speak.
Template 12 is important because the performance-based work statement is the foundation of the
contract you will negotiate with the selected contractor. This is the basis for “performance-based
contracting,” which federal regulations define as:
“Performance-based contracting” means structuring all aspects of an
acquisition around the purpose of the work to be performed with the
contract requirements set forth in clear, specific, and objective terms with
measurable outcomes as opposed to either the manner by which the work is
to be performed or broad and imprecise statements of work. (Definition of
performance based contracting taken from FAR Subpart 2.101.)
There are certain basic categories of information that you will need to include in your performancebased work statement. They are:
•
Required outcomes or results – These are the demonstrable results, or outcomes, from
conducting the project. These outcomes need to be complete, accurate, and clearly stated
because they will be provided to the contractor in the written PBWS. If an outcome is not
stated, the contractor is not obligated to produce it. Required outcomes need to be stated in the
present tense, such as :”Product unit cost is reduced by 20%.” If you’ve prepared traditional
statements of work (SOWs) in the past, keep in mind how a PBWS differs from a SOW. The
PBWS replaces the SOW.
•
Performance standards – These are the performance standards for completeness, reliability,
accuracy, timeliness, etc.
•
Acceptable quality levels (AQL) – These generally refer to the degree of accuracy, completeness,
reliability, timeliness, and so forth applicable to each outcome. They take into account possible
exceptions or allowable deviations from the performance standards. For example, the
performance standard may be a 3-second response time for a certain type of online query. The
acceptable quality level might be “98% of the time.” A “Priority 1” deliverable may need to be
on time and accurate 99.5% of the time, while a “Priority 2” deliverable may need to be on time
and accurate 95% of the time. The AQLs may be stated as part of the performance standards (as
in Template 12).
•
How contractor performance will be monitored – Monitoring methods can include, for
example, physical observation, weekly project status reports, results on performance
dashboards, financial reports, user surveys, sampling, and statistical analysis.
•
Incentives and disincentives (penalties) – These are intended to motivate the selected
contractor to do good work or to exceed the requirements (e.g., for meeting objectives earlier
than scheduled), yet penalize the contractor if performance requirements are not met.
The following is a template that can be used to document the core elements of the Performance-Based
Work Statement (PBWS).
Required Outcomes
Performance Standards
Monitoring Methods
Incentives and Disincentives
(What must be demonstrated or
accomplished as the end results of
this contract?)
(What performance standards and
acceptable quality levels/metrics
will be used for the outcomes?)
(What monitoring methods will our
organization use to determine that
success has been achieved?)
(For Meeting or Not Meeting the
Desired Outcomes and/or
Performance Standards)
[Describe first required
outcome.]
[Describe second required
outcome.]
[Describe third required
outcome.]
[Describe fourth required
outcome.]
[And so on, as needed]
[Describe the performance
[Describe the monitoring or
standards and acceptable
surveillance method.]
quality levels.]
[Describe the performance
[Describe the monitoring or
standards and acceptable
surveillance method.]
quality levels.]
[Describe the performance
[Describe the monitoring or
standards and acceptable
surveillance method.]
quality levels.]
[Describe the performance
[Describe the monitoring or
standards and acceptable
surveillance method.]
quality levels.]
[And so on, as needed]
[And so on, as needed]
Template 12. Performance-Based Work Statement
[Describe the incentives and
disincentives.]
[Describe the incentives and
disincentives.]
[Describe the incentives and
disincentives.]
[Describe the incentives and
disincentives.]
[And so on, as needed]
Example of Entries (This is not the complete filled-in template):
Required Outcomes
Performance Standards
Existing digital graphic
images are converted to the
Group IV TIFF format suitable
for the new graphics
management system, with
Optika’s proprietary header
removed from each image.
99% of existing digital graphic
images are converted
without error to the Group IV
TIFF format, with the Optika
header removed, and are
suitable for the new graphics
management system.
99% of the converted images
can be accessed and
manipulated by users of the
new graphics management
system with no error due to
image conversion,
compatibility of a converted
image, or entry of the image
into the system’s database.
The new graphics
management system
database is populated with
the converted graphic images
and the images can be
accessed and manipulated by
users of the new system.
Monitoring Methods
Incentives and Disincentives
Random samples of
converted images.
+2.5% of contract price for
exceeding the performance
standard; -0.5% of contract
price for each negative
variance of 0.5% from the
performance standard.
Use of graphics management
system to access and
manipulate random samples
of the converted images in
the system’s database.
+2.5% of contract price for
exceeding the performance
standard; -0.5% of contract
price for each negative
variance of 0.5% from the
performance standard.
Your Performance-Based Work Statement (PBWS) should use Template 12, above, which is a summary
of the performance information that will be included in the PBWS in the request for proposal. The
template facilitates reviews to ensure that the focus is on outcomes and related information and not on
“how” the work is done. The information in the template is the heart of the written PBWS provided to
potential contractors.
Relation to the Work Breakdown Structure
The work breakdown structure (WBS) identifies the deliverables that the project is to provide. Your
PBWS describes those deliverables as measurable outcomes. The PBWS and the WBS should be crossreferenced. This will help to confirm that all of the intended deliverables are listed in the PBWS. The
content of the PBWS will give project team members working with the WBS a clear understanding of
what must be delivered and how it will be measured. Having each deliverable in the WBS described in a
measurable way in the PBWS is not only advantageous to the individuals and teams preparing each
deliverable, it also facilitates project management, especially deliverable tracking and quality control.
[Students are not required to cross-reference their WBS and PBWS unless it is a course assignment.]
NOTES:
1. This template should be used with a Microsoft Word (or other word processor) document. It should
not be used in an Excel worksheet because this is not an appropriate medium for transmitting the
document to others or for printing it for distribution.
2. The template is adjustable. After the template is copied to a Word document, replace the preexisting entries in the data cells with your own information. You can change the length and width of
the template and its cells after you copy the template to your document. If you put your cursor on a
line in the template, the line can be moved horizontally or vertically, depending on the line, to best
fit your information. There is no need to color any of the cells in your Word version, though color is
used in the example above.