WARRANT BOARD EXAM|COMPLETE QUESTIONS WITH A+ GRADED ANSWERS
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WARRANT BOARD
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WARRANT BOARD
WARRANT BOARD EXAM|COMPLETE QUESTIONS WITH A+ GRADED ANSWERS
In your opinion, what are the keys to ensuring that the integrity of the competitive source selection process is maintained and that the overall acquisition is conducted in a fair and impartial manner?
* Follow the source selection plan...
WARRANT BOARD EXAM|COMPLETE
QUESTIONS WITH A+ GRADED ANSWERS
In your opinion, what are the keys to ensuring that the integrity of the competitive source selection
process is maintained and that the overall acquisition is conducted in a fair and impartial manner?
* Follow the source selection plan
* Make sure evaluators have signed a non-disclosure agreement and do not have an actual or
potential conflict of interest
* Provide Source Selection training to all SSEB team members
*Emphasize to the SSEB team the importance of protecting source selection information
*Ensure that all proposals and source selection information materials are properly marked and
secured
*Remind members not to discuss the source selection with non-SSEB members and not to discuss
source selection issues outside the source selection facility
*Make sure the evaluators have current and complete copies of the RFP and SOW/PWS
*Verify that the evaluators are following Sections L and M during the evaluation
*Have legal counsel and policy review evaluation documents and reports for errors, inconsistencies,
bias etc.
*Conduct red team reviews prior to milestone events (e.g. competitive range decision, discussions,
award recommendation) and adjudicate comments
The Source Selection Decision Document for a construction Request for Proposal has just been signed
and you now notice that the Davis-Bacon wage rate has just been modified. The award has not yet
been signed by the contracting officer. What do you do?
You need to issue an amendment to all the offerors in the competitive range and provide them an
opportunity to revise their pricing. Wage rates need to be up-to-date as of Day of Contract award for
construction RFPs (FAR 22.404-6(c)).
You are the KO in a Source Selection and your higher leadership is now giving you direction which you
believe is contrary to your legal guidance. How do you handle and what would you do?
* Confirm that Leadership understands the legal issues involved. If necessary, ask legal counsel to
assist in explaining legal ramifications and risks involved in implementing Leadership's direction.
* If Leadership's direction is contrary to FAR or policy, seek a deviation or waiver if possible or take
other appropriate actions to implement Leadership's decision that do not violate law and is not
unethical.
* Document Leadership's direction and legal counsel's guidance and the final decision to comply or
not comply with Leadership direction, include all pertinent facts and place in the contract file.
* Just because Leadership's guidance is contrary to legal counsel, does not necessarily mean that it is
wrong. Legal's guidance may not always be correct; particularly when such guidance is provided by an
attorney who is relatively new to Federal Government contracts (give example). Also, legal counsel
tends to be risk adverse, especially when making award decisions due to fear of protests. While KO's
should give careful consideration to legal counsel, the probaility of risk associated with such counsel
should also be considered.
* Finally, the KO is under no obligation to comply with leadership direction if it violates law or is
unethical; in such cases, the KO should voice objections and consider notifying the Agency IG, an
ethics attorney or CID according to the circumstances.
Why is inspection and acceptance important to the Government?
1. ensure they meet the required quality level
2. met specifications of the contract
3. Acceptance acknowledges the supplies or services conform with contract quality and quantity
requirements
4. Facilitates timely payments
,Explain the difference between an offeror's experience and an offeror's past performance.
Experience reflects WHAT an offeror has done (similar to a resume) and
past performance reflects HOW WELL the offeror performed the work (similar to a performance
appraisal).
A legally binding contract must contain what elements?
Must involve two or more parties that have the capacity to contract.
Must show agreement, including offer, acceptance, and mutual assent.
Must show something of value changing hands between the parties to a contract, or other
inducement that leads a person to make a promise.
Must be for a legal purpose.
Must be in the correct form.
Explain the "Bona Fide Needs" rule.
The Bona Fide Need rule (law) requires appropriated funds be used only for goods and services for
which a need arises during the period of that appropriation's availability for obligation.
The bona fide needs rule is a rule of appropriations law.
It mandates that a fiscal year's appropriations be obligated only to meet a legitimate-or bona fide-
need arising in (for sometimes before) the fiscal year for which the appropriation was made.
It restricts this year's appropriated funds from being used to fund next fiscal year's requirements.
For example, annual funds (such as operations and maintenance funding) appropriated for fiscal year
(FY) 2014 are to be used to fund legitimate or genuine FY2014 needs and are not to be used to fund a
need the agency won't actually have until FY2015.
What is the order of precedence for a solicitation or contract in accordance with FAR 52.215-8? For
example, the specifications require a different item than is stated in the Schedule (Section B). What
does the contractor use?
1. The Schedule (excluding the specifications)
2. Representations and other instructions
3. Contract clauses
4. Other documents, exhibits, and attachments
5. The specifications
- The KTR would use the item stated in the Schedule (Section B)
Once all receivables have been delivered/completed and verified by the customer/COR, the ACO or
KO reviews the contract files for remaining closeout actions. Why is contract closeout so important?
What actions need to be taken in closeout?
1. Contract closeout frees up unused funds in which agencies can use for other requirements.
2. It also completes the contracting process and reduces the likelihood of a claim against the contract.
3. DD Form 1597 - Contract Closeout Check-List
- Disposition of classified material
- Patents, Royalties
- Property
- Subcontracts settled by the Prime
- Price revisions
- Final Invoice submitted
Contract close-out is so important because it's a means to acheive Gen Perna's $1B challenge by
identifying and deobligating excess funds. Historically, the Army's true O&M obligation rate averages
~ 95% annually; this equates to ~ $3B-$5B returned to the Treasury each year. Thus, deobligating
excess funds is MG Pardew's #1 initiative and contract closeout the #6 priorty under the "Pivot to
Contract Administration."
,On a full and open competitive negotiated acquisition, you have received five proposals and
determined that discussions are needed, what is the process of determining which offerors are in the
competitive range for these discussions?
The Government evaluated proposals and determined which were the most highly rated and eligible
for inclusion in the competitive range relying on the merits of each offer.
The merits of each offer were determined on the basis of:
(1) The quality of the technical proposal based on the ratings of each proposal against all evaluation
criteria.
(2) The proposed cost/prices.
Those proposals not included in the competitive range will receive no further consideration and will
be notified of this in accordance with FAR Part 15.503.
If you have a competitive requirement, how will you determine the Best Value Approach to use in
regards to choosing LPTA or Tradeoff? Also, give at least one example when each is appropriate.
1. LPTA is appropriate where
- requirements are well defined
- risk of unsuccessful contract performance is minimal
- there is no value, need, or willingness to pay for higher
performance.
2. Tradeoff process is subjective and permits tradeoffs
- among cost or price and non-cost or price evaluation factors
- to obtain objective (versus threshold)
- performance,
- lower risk,
- or innovative and technologically superior solutions
3. LPTA could be used for a well defined service purchase like cleaning a small building.
4. Tradeoff Process would be used for major weapons systems
How would you mentor a new Contract Specialist (recent intern graduate) that has been assigned to
your team?
What tools would you provide to your specialist in accomplishing their duties?
What tools do you use in accomplishing your duties?
1. Establish Rapport
2. Assess the intern's education, experience, capabilities and motivation
2. Expectations and desire for Advancement
3. Go over IDP/Determine training plan
4. Duties, Responsibilities, Priorities
5. Set clear goals, standards and expectations
1. FAR, DFARS, PGI, AFARs, local policies (AI), and Policy Letters
2. Access to ATAAPS, DCPDS, BI, CAPPMIS, PCF, beta.SAM, PADDS, PIEE, SharePoints, etc.
1. ATAAPS, DCPDS, CAPPMIS, PCF, beta.SAM, PADDS, BI, CPARS, PIEE, SharePoints
DAU's Acquisition Tool
What is an unauthorized commitment? What steps do you take in evaluating, processing and
approving an unauthorized commitment?
1. FAR 1.602-3(a) an agreement that is not binding solely because the Government representative
who made it lacked the authority to enter into that agreement on behalf of the Government
EVALUATING:
2. (1) Supplies or services have been provided and accepted or the Government has or will obtain a
benefit of UC
(2) The ratifying official has the authority to enter into a contractual commitment
(3) The resulting contract would otherwise have been proper if made by an appropriate KO
, (4) The KO reviewing the unauthorized commitment determines the price to be fair and reasonable
(5) The KO recommends payment and legal counsel concurs
(6) Funds are available and were available at the time the unauthorized commitment was made
PROCESSING:
3. - If the commander concurs UC should be ratified, the documentation
sent to the CoCO
- The CoCO will assign the action to a KO who reviews case and makes
recommendation to ratify or not
- The HCA or CoCO may approve the ratification if it is in the best interest
of the Government
APPROVAL:
4. HCA - delegatable no lower than the Chief of Contracting Office (CoCO)
What do you envision is the role of your CORs? When are you required to appoint one? What
authorities are you allowed to delegate to your COR? What authorities are not delegable to the COR?
1. To act as the eyes and ears of the KO - Assist in the technical monitoring and administration of a
contract (receive reports, track invoicing)
2. At the very beginning of an acquisition as they play a crucial role in ALL phases of the contracting
process, i.e., pre-award planning, source selection, execution, post-award administration, and close-
out. In my experience I have used CORs to assist me as a KO and later as a supervisor throughout the
ENTIRE acquisition process-cradle to grave...always value added."All service contracts, regardless of
dollar value or contract type. All cost-type supply contracts, unless the contracting officer or DCMA
will be performing surveillance. COR exemption allowed for simplified acquisition procedures (FAR
Part 13) for actions valued < $250,000." The surveillance activities performed should be tailored to
the dollar value/complexity of the contract.
3. Delegated Authorities: Provide the contractor technical direction and clarification; monitor and
document contractor's perfomance in CPARS; advise the KO of performance issues; review and
approve invoices; review and accept CDRLs/reports; coordinate GFP and DD 254 activities; conduct
inspections and acceptance of goods and services; facilitate contract closeout.
4. You cannot delegate any authority that makes commitments or changes that will affect price,
quality, quantity, delivery, or any other term or condition of the contract - Whatever was delegated to
DCMA.
Your contractor presents you with a request for equitable adjustment (claim). Describe your
process/steps that you will take in evaluating, processing and approving a claim?
1. Consult with legal counsel
2. Determine if the contractor's request has any merit. If you determine that the request has merit,
attempt to negotiate a settlement with the contractor, involving your attorney as you deem
necessary. If negotiating with the contractor is difficult, and the involvement of your program counsel
has not helped, you may refer the case to legal for formal Alternative Dispute Resolution (ADR).
Formal ADR can be accomplished either before or after the issuance of a final decision.
3. If you determine that the REA is without merit, you may attempt to discuss the issues with the
contractor prior to issuing the PCO's final decision.
4. If stalemate occurrs, the PCO may issues a final decision that the contractor may appeal.
Your customer has submitted a requirement and states that only one source can meet their
requirements. Describe your process/steps that you will take in evaluating, processing and approving
or rejecting a sole source acquisition? Discuss any differences in the process based on different
threshold levels.
* Determine that requirement is not unduly restrictive
* Determine if market research was conducted and if so, determine if the results support the sole
source acquisition?
* If market research was not conducted, conduct market research.
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