by clicking on the page. A slider will appear, allowing you to adjust your zoom level. Return to the original size by clicking on the page again.
the page around when zoomed in by dragging it.
the zoom using the slider on the top right.
by clicking on the zoomed-in page.
by entering text in the search field and click on "In This Issue" or "All Issues" to search the current issue or the archive of back issues respectively.
by clicking on thumbnails to select pages, and then press the print button.
this publication and page.
displays a table of sections with thumbnails and descriptions.
displays thumbnails of every page in the issue. Click on a page to jump.
allows you to browse through every available issue.
FCW : November 15, 2012
12 November 15, 2012 FCW.COM STEVE KELMAN is professor of public management at Harvard University s Kennedy School of Government and former administrator of the Of ce of Federal Procurement Policy. Commentary | STEVE KELMAN I was reading the September 2012 issue of Contract Management --- the monthly magazine of the National Contract Management Association, which represents contracting professionals in government and industry --- and something struck me that I had vaguely noticed before but never conceptualized. What I suddenly realized was how little of the magazine was about the Federal Acquisition Regulation. It hit me because the lead article in the issue was titled "Motivating the Unmotivated? Really?" It was written by David Frick, a Defense Depart- ment contracting professional. But the article could have appeared in any magazine that seeks to give man- agers advice on how to do a good job. Citing various organizational behavior scholars, Frick argued that contracting professionals are knowl- edge professionals, and such people are generally self-motivated or not motivated at all. The second article featured in the September issue was subtitled "The True Detrimental Nature of Multi- tasking." Written by Kimberly Himes, a contracting professional at the FBI, it was also something that could have appeared in a general manage- ment magazine. It cited research on the negative effects of excessive multitasking on one s ability to per- form tasks and even on one s overall intelligence level. In all, there were eight articles in this issue of Contract Management. Four were about management in general, not contracting in particu- lar. One --- by Robert Graham of the Air Force, formerly a contract- ing professional and now a program manager --- was the third in a three- part series with advice on success- fully implementing business process changes in organizations. Another article was titled "Con- tract Management --- The Next Generation: A New Professional s View of Contract Management," by Wesley Dewalt, a contract specialist at the General Services Administra- tion. It was framed in the context of contract management, but the advice was really about managing young professionals in the federal workplace in general. It included the very practical advice (from a book on managing young employees in business) that you should never have a new employee start on a Monday because urgent work that arose over the weekend will likely make it dif cult to focus on welcom- ing the employee. The article also recommends that young workers be given chal- lenges rather than just tasks, and that opportunities be found to give them a "victory" every day --- a mes- sage very much in line with Harvard Business School Professor Teresa Amabile s ndings in the book "The Progress Principle," though Dewalt didn t quote it. Three of the eight articles in the issue cited the FAR in footnotes. Those articles focused on managing contract changes, advising compa- nies on how they should participate in question-and-answer sessions for draft requests for proposals, and negotiating data rights in govern- ment contracts. But even in those articles the concentration was gen- erally on management rather than the FAR. For example, the article on contract changes devoted only one of the 15 columns of space in the article to a section called "What are the FAR Requirements for Con- tract Changes?" The proportion of three out of eight articles mentioning the FAR seems about right for those who aspire to excellence in contract- ing. You need to know the FAR. It contains statutory requirements that re ect policy determinations, con- trols that help keep you and the gov- ernment out of trouble, and (some- times) useful advice and lessons about how to do contracting well. But if that s all you know, you will be unlikely to get very far in your career or, more important, effectively serve your agency customers and taxpayers by using contracting to get best-value products and services for achieving agency missions. ■ Contracting professionals need far more than FAR The Federal Acquisition Regulation is important, but feds shouldn't forget the management part of 'contract management' You need to know the FAR . But if that's all you know, you will be unlikely to get very far in your career.
October 30, 2012
November 30, 2012