Several years ago, the Detroit chapter saw a sharp decline in member participation, like many professional, fraternal, and social associations these days. Our busy lives and less disposable time had created decision points on where to spend volunteer time and what organizations to join. Within these parameters, people look for the greatest good or best value based on their condition. We ask ourselves, if I have only a finite amount of extra time, where will I spend it, or most importantly, why spend it with NCMA? This question has been asked and answered by NCMA members throughout the years.
Category: Journal Articles
A New Career Path: The Dawn of the Acquisition Consultant
Many acquisition professionals have lamented that while they are educated in the profession or had received comparable training. they are not competitive for federal contractim jobs. So how does one engage in the federal acquisition community without being a contract specialist? Perhaps.as an acquisition consultant?
By James N. Phillips, Jr.
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Originally published in the June 2014 issue of Contract Management Magazine. Copyright 2014, National Contract Management Association
Starting Out Right: Rediscovering the Post-award Orientation
The pre-performance conference, post-award meeting, or post-award orientation not only serves to support the instant contract, but it prepares the contractor for future encounters with the government. The effect of such a simple act creates openness in the procurement process and integrity amongst the process owners.
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Originally published in the June 2007 issue of Contract Management Magazine. Copyright 2007, National Contract Management Association
The Empowered Customer: Getting What You Need, When You Need It
The relationship between the contracting office and the customer can sometimes be a source of tension that, if left unaddressed, may unnecessarily create bottlenecks in the flow of information and contribute to schedule delays. Like any healthy union, the relationship between the contracting office and customer requires trust, a firm commitment, and mutual effort toward the achievement of a shared goal. In the absence of a healthy relationship and team effort, the customer and the contracting office continually point fingers at each other, assuring the continued degradation of the relationship. Rather than pointing fingers, they should grasp hands in a partnership to get the job done.
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Originally published in the February 2012 issue of Contract Management Magazine. Copyright 2012, National Contract Management Association
The Kano Model: Applying a Quality Tool to Assess Employee Performance
This model may help reduce the anxiety related to performance evaluations by assisting
supervisors in identifying strengths and weaknesses in employee performance.
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Originally published in the February 2007 issue of Contract Management Magazine. Copyright 2007, National Contract Management Association
The Winning Response: Improving the Likelihood of Being Selected
Let’s face it; people in our profession generally have a high opinion of themselves. And for good reason – we are trusted with the responsibility of being good stewards of our respective organizations or companies. Yet, we collectively are also poor at letting other people know how good we are! Maybe it is our humility that keeps us from being shameless self-promoters; however, in developing the “winning response,” we need to be.
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Originally published in the February 2006 issue of Contract Management Magazine. Copyright 2006, National Contract Management Association
