Redstone GCI-Government Contract Project Management and Control—A Team Sport.jpg

How does one ensure the financial success of one’s government contracts? If we were to poll twenty-five different government contractors, we would likely get 25 different responses, and most wouldn’t be wrong. Some would say it takes a great program manager, while some would say it takes executive management committed to providing the necessary resources. Others might say it depends on the type of contract being worked or the type of fee being earned. All of these would be correct.

Project Manager=Jack of all Trades?

Over the past several years, a program manager’s (PM) job has transitioned from being the technical authority and leading customer interface to also being a financial manager. The days of a PM meeting with a contract administrator once a month to find out how much money he or she is making or losing are in the past, for the most part. Today’s scenario commonly has PMs being responsible for the entire health of their programs, financially and contractually. That means understanding provisional and actual rates, different fee structures, different contract types, and accurate budgeting.

Project Control Analyst to the Rescue

To help with this added responsibility, many contractors use program control analysts to assist PMs. An experienced program controller is usually equal parts accountant, contract administrator and payroll analyst, while also having expertise in government budgeting and reporting requirements. An experienced project controller also needs to be comfortable interacting with his/her government customer counterparts on budgeting and reporting matters.

Many programs/contracts now have direct funding for these positions. In this case, these program controllers will report directly to the PM. It is easy to understand how program controllers should work well with government customers, but what about their back-office coworkers? The synergy and teamwork between these two groups is often overlooked and often the reason behind inaccurate or untimely customer reporting and budgeting.

Who’s Responsible for What?

What dates are customer reports due?? What date does the accounting month close?? Who is responsible for timesheet changes?? What do actual rates have to do with me and my customer?? Why does your customer need projections for the next FY?? What is a revenue adjustment?? Why doesn’t the invoice match my cost report?? Award fee accruals?? Who is DCAA??

Communication Issue: Lay it on the Line

Sometimes the Accounting/Payroll/Contracts personnel and Program Control don’t speak the same language even if the overall goal is the same. Often it is the customer who ends up paying the price for the lack of communication, and that can result in a direct impact on profit.

Practices that can help improve your process:

  • Set clear expectations for all parties involved
  • Get these groups together early and often, from contract set-up to monthly cost reporting
  • Cross-train between groups when possible
  • Have defined policies and procedures
  • Encourage open communication
  • Clearly define rolls in the organization

There are many methods to ensure financial and overall success in our programs. Just don’t leave teamwork out of the process.

Government Contract Assistance

At RGCI, we have walked in your shoes and know what it takes to streamline and improve your program financial and contractual management function.  Let us help you to enhance consistency, accuracy, profitability on your contracts, and achieve, for you, a greater level of customer satisfaction.


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Written by Jonas Clem

Jonas Clem Jonas is a Managing Consultant for Special Projects for Redstone Government Consulting, Inc. Jonas works with the Redstone GCI client base on a variety of issues pertaining to government cost and compliance. His specialty areas include development of compliant cost volumes and proposal pricing, as well as assisting contractors after contract award with program control, financial, cost accounting and audit issues. Jonas works on incurred cost proposals, indirect rate calculation and analysis, proposals and project control issues for Redstone. Professional Experience During his over 20‐year career in the GovCon industry Jonas has worked for both large and small contractors in a variety of roles within program finance, contracts and accounting. A substantial portion of his experience included working with a small business contractor that grew into a $100M+ large business prime contractor. In this role he served in various positions where his responsibility progressed to the Business Operations Manager for the NASA and Army Programs Division. During his career he has also worked as a Controller for a large NASA prime contractor. Jonas has twenty‐plus years’ experience in virtually every aspect of corporate business management. He has extensive proposal experience, specializing in pricing and cost volumes. He has audit experience dealing with DCAA and DCMA. He has extensive experience working with both NASA and DoD government customers in program management and program control, across all contract types. Education Jonas earned a Masters of Business Administration from Nova Southeastern University, and a BSBA in Finance from Athens State University.

About Redstone GCI

Redstone Government Consultants are a team of the most senior industry veterans and the brightest new talent in the industry. Many have held senior government positions including leadership roles in the DCAA. Our new talents bring significant accounting and software experience along with fresh perspectives, inspiration and energy to our team. Through our leadership and combined experience, we provide a unique perspective, bringing both government and contractor proficiencies to bear and ensuring rock-solid government compliance for our clients.

Topics: Contracts Administration, Defense Contractors, Human Resources