Frequently Asked Questions

How do my ground level employees transition to the new process and adopt the behavioral change required?

  • Issue: This is a change in the way your employees have done MSR from years or decades.
  • Resolution: There are incentives for employee adoption.
    • High performing staff can run reports to identify their individual impact and performance level on assignments in support of assessments, salary discussion, bonuses and promotions.
    • Employees can use the system to meet multiple reporting requirements in minutes, from weekly task tracker reports to annual reports and are no longer required to produce individual monthly MSR inputs.

How do different types of staff respond to the new process and system?

  • Your Contract Project Manager and project management staff preparing your reports today typically adopt the process rapidly, as this greatly simplifies their part of the process and they see some of the largest time savings
  • Your detailed oriented staff already keep lists and logs and typically rapidly adopt and embrace the system
  • Your average team member generally adopts quickly and responds well to the incentives to use the system and recognizes the process improvements and time savings
  • Your change resistant staff, “But this is how we have always done MSRs”, may take some coaching and encouragement
    • They generally adopt when they recognize the improved process and time savings the system creates
    • The acclimation process includes tools for measuring process adoption and allows another team member to “help” these individuals log their activities
    • These folks may not be currently fully and accurately reporting their activities in your current process (e.g., under reporting or resubmitting an old report every month)
    • Productivity Wave also has tools to assist your team in measuring activities reported by individuals prior and post implementation
  • Low performing staff may be resistant as they do not want their volume of work or performance level exposed
    • If these folks exist on your team, they are there today, you just may not see them
    • If these individuals do exist, being aware of them helps you effectively manage your team by identifying issues, and providing training, mentoring, other development actions or business decisions to attain the required and desired performance levels
    • Addressing identified or unidentified performance issues allows your team to address any issues before it becomes an issue with your customer

Will using the system produce the performance level your company currently asserts?

  • Issue: I am concerned that when my team’s performance is quantified and measured, it will not support the performance and quality levels asserted by my company or my contractor team
  • Resolution: Productivity Wave can easily be implemented in a “crawl, walk, run” approach
    • The different adoption levels allow your company to monitor your team’s or contract’s level of performance internally during the implementation process
    • This allows your team to verify the performance level before providing full performance metrics in customer reports
    • The contractor team will realize the majority of the process efficiencies even at the “Crawl” implementation level
    • See – How do I adopt the Productivity Wave solution and Process?

How do organizations and teams of varying performance levels adopt and acclimate to the system?

  • High performing organizations will rapidly be able to adopt and produce metrics that support Award Fee assessments and CPARS rating justifications
  • Organizations with some or pervasive performance issues have those issues today, and the issues may or may not be recognized or addressed
  • Productivity Wave allows your to identify your performance levels and, if issues are identified, manage and improve performance before it becomes an issue with your company or customer
  • If your organization used ISO, CMMI or other process framework, Productivity Wave aligns well with your defined and documented processes and artifacts

What if I have a Performance based PWS/SOW/SLA but the standards are vague, ill-defined or non existent, or I have a non-performance based contract?

  • Issue: There is a lot of variation in defined standards of performance with vague information in the contract, PWS/SOW/SLA, CDRLs or Quality Surveillance Support Plans.
  • Resolution: The set-up process identifies all contractual artifacts that define standards and expectations of performance and ensures the measures implemented in the system meets or exceeds the defined standards.
    • If there are vague or nonexistent standards of performance in the contract the set up process allows companies to establish and negotiate activity specific standards with their customer ensuring fair and reasonable expectations on both sides moving forward. This activity also helps eliminate future disagreements about performance due to ill defined standards.
    • Productivity Wave can easily be implemented in a “crawl, walk, run” approach. The Prime contractor can take advantage of the reporting efficiencies and internally established measure performance (meeting customer standards) before incorporating the full performance metrics reporting to the end customer.

What if I don’t have performance standards now and I define them, will I be late?

  • Issue: If delivery standards do not currently exist and I defined them with the Productivity Wave implementation, could I cause my team to be late when measured?
  • Resolution: Defining time standards allows you to establish a common expectation with your customer and provides your team the tools to ensure on-time delivery or negotiate with your customer to avoid a late delivery.
    • The delivery duration standards set in Productivity Wave for undefined or ill defined standards establishes a reasonable baseline and expectation between the contractor team and customer.
    • If an activity is approaching the standard duration deadline, the system allows the activity lead to discuss obtaining an extension for the required delivery with the customer.
    • The system also allows the customer to establish and accelerated or extended due date when an activity is initiated, or discuss a change in the required delivery date while the activity is ongoing.
    • If all deliverable dates are undefined in the contract and the deadline is always established or negotiated with the customer, simply use the “Customer Requested” date field in the system for every deliverable
  • The ability to execute to established timelines and quality standards is an illustration of effective project management and controls. The ability to identify when extensions are required is a positive management control, shows the customer you can effectively manage the work and may allow for negotiations to rebalancing resources or support requesting additional resources.
  • If the performance standard delivery duration or timeliness is undefined or defined by “as requested by customer”, your team is potentially at greater risk of encountering a “Late” delivery if an unreasonable or unachievable deadline is established by the customer.

What if I use the MSRs delivered to the government for other business purposes?

  • Issue: I currently use and value the MSRs as much, or more, for corporate activities than just meeting the formal contract reporting requirement (ex., business development, proposal research and content, appraisals, etc.)
  • Resolution: Productivity Wave was designed to directly meet contractual reporting requirements to the government and is tailored to directly support other internal corporate activities
    • The process and activity information in the system directly supports the customer’s MSR requirement, but also greatly improves the ability to use the data for multiple other purposes (see: “What is Productivity Wave?” Primary Functions Supported)
    • Providing accounts to your business development staff and leadership enables them to easily access and view data within a single contract or across multiple contracts and search or filter the data in multiple ways (see: “How the Productivity Wave report differs from the typical MSR and other reports?” – Productivity Wave’s Custom Report Examples).
    • Shift the way your business development team researches and develops proposal and marketing content. If your business development team currently searches through multiple months and years of individual MSR files from multiple contracts, stop. Productivity Wave allows for rapid searching within and across multiple contracts and highlights the important information, greatly improving the search and discovery process while reducing the time required.


What is truly driving your current MSR narrative process and content requirements?

  • Are the requirements that drive your current process and format in your contract, PWS/SOW, CDRL (A00x), DID (DI-MGMT-80227), CFR 1552.211-72 requirement, driven by specific COR/PCO/Customer definition, . . . . Or is it driven by your company to support other purposes outside of the government’s requirements?
  • Issue: I cannot change my MSR process because other corporate organizations like my Business Development teams and Leadership teams have requested and use the current content and format for other purposes (ex., I require my team to provide detailed and elaborate descriptions of their activities in their MSR submissions)
  • Resolution: Productivity Wave was designed to be adaptable and tailorable to support a variety of approaches. Easy business rules can be implemented to use specific fields to meet desired levels of content with no major change to “What” information you generate today
  • Productivity Wave includes a “Case Study” and “Narrative” feature that allows team members and project managers to propose or develop specific Case Studies and Narrative content for one or more activities that were highly impactful and should be highlighted in reports to the customer and for business development purposes
    • Not every activity your staff reports on requires an elaborate detailed description. Give them a break, keep simple activity reporting simple and spend quality time describing an activity or group of activities when merited.
    • Shift how your contract Project Manager and project management team should spend their time
    • Productivity Wave reduces the amount of “low value” time spent consolidating individual team member inputs and allows that time to be reallocated to “high value” by reviewing the teams overall performance level and developing impactful case study and narrative content for the big ticket items
  • In many cases, elaborate descriptive statements are required because hard data and metrics are not readily available. Productivity Wave provides hard performance metrics within and across contracts for any duration desired. Productivity Wave’s structure and content also allows your business development team to find, view and use multiple levels of performance descriptions for any contract