Over the past decade, I’ve been directly involved in the capture and delivery of 30 task orders on the DLA JETS IDIQ — one of the federal government’s largest IT services vehicles. Each task order brought its own challenges, but several lessons proved universal.
Here are five things I wish every program manager and business developer in government contracting understood.
1. Win the Transition, Win the Contract
The first 90 days of any new task order set the tone for the entire period of performance. Agencies remember how you showed up on Day 1 far more than what you promised in the proposal.
What this means in practice:
- Have your key personnel identified and cleared before award
- Build a detailed transition plan — not a template, a real plan specific to the requirement
- Over-communicate during transition. Weekly status reports aren’t enough; daily check-ins with the customer build trust quickly
- Deliver a quick win in the first 30 days to demonstrate momentum
2. Relationships Aren’t Built During Proposals
By the time a task order RFP hits the street, the competition is largely decided. The companies that win consistently are the ones building relationships, understanding pain points, and demonstrating value long before the solicitation drops.
This doesn’t mean “marketing.” It means genuine engagement: attending industry days, responding thoughtfully to RFIs, and finding opportunities to demonstrate your expertise through white papers and briefings.
3. Your People Are Your Differentiator
In government IT services, the quality of your personnel determines everything. The most elegant technical approach means nothing if the people executing it don’t have the skills, clearances, and cultural fit to succeed in a federal environment.
Invest in your workforce:
- Recruit for mission alignment, not just technical skills
- Provide continuous professional development
- Create career paths that retain your best people
- Maintain a bench of qualified candidates for rapid deployment
4. CPARS Ratings Are Everything
In the federal marketplace, past performance is often the most heavily weighted evaluation factor. A strong Contractor Performance Assessment Report (CPARS) rating isn’t just a nice-to-have — it’s the foundation of your competitive position.
Protect your CPARS:
- Track customer satisfaction proactively, not reactively
- Address issues before they become problems
- Document your successes and share them with the COR
- If you receive an unfavorable rating, use the narrative response period thoughtfully
5. Growth Comes from Delivery, Not Just Capture
The best business development strategy is exceptional program delivery. Agencies talk to each other. Program offices share their experiences. A reputation for quality delivery opens doors that no amount of marketing spend can.
Over 30 task orders, I’ve seen this pattern repeatedly: the companies that grow their portfolios sustainably are the ones where delivery excellence is a core value, not an afterthought.
These lessons were hard-earned over a decade of hands-on program management and executive leadership. At DZ GovTech, we bring this experience to every engagement — whether we’re helping a company capture its next task order or delivering IT services directly to the federal customer.
Have questions about task order management or IDIQ strategy? Let’s talk.