GUIDETO PREPARING A

STATEMENT OFWORK

State of Arizona

State ProcurementOffice

ABBREVIATED GUIDELINE FOR

PREPARING A STATEMENT OF WORK

A statement of work (SOW) is a narrativedescription of a contract’s goals/agenda. It is also

a valuable project management tool. The SOW is the key in the evaluation of proposals

received and contractor selection. After awardof a contract, the SOW becomes the standard

IV. Task Identification

V. Time Frames and Deliverables

The statement of work (SOW) describes the framework within which acontractor is

expected to operate — thatis, the work to be performed and/or the results tobe achieved).

The SOW normally consists of six sections:

I. Introduction/Background

II. Objectives

III. Scope

IV. Task Identification

V. Time Frames and Deliverables

mission of the work tobe accomplished.

considered successful.

SCOPE OF WORK

work paragraph should be limited to whatis necessary to convey the intent of the

contract.

project, a brief descriptionof the methodology to be used, and a description of the

subcontractors, as applicable

TIME FRAMESAND DELIVERABLES

PREPARING A STATEMENT OF WORK

The SOW describes thebasic framework withinwhich a contractor is expected to operate,

that is, the work to be performedand/or the results tobe achieved. It shouldinclude

information on the relationship to the programit supports anda summary of the statutory

and regulatory requirements that pertain to the work. The SOW is intended to act as a

baseline for resolvingquestions of interpretation about the scope of thework in the final,

negotiated contract. It is intended to supplement, rather than to duplicate a contract. An

SOW should clearlyreflect what the State expects the contractor to accomplish. Themore

specifically tasks are delineated; the more accurately the cost of a proposed contract can be

estimated. Poorly draftedSOWs can lead toconfusion aboutexpected performance,

4. Provide clear guidelines for both the State and the contractor

5. Provide criteria bywhich to inspect and accept deliverables

6. Develop performance standards for thecontracting parties

7. Provide for uniform technical requirements

8. Ensure consistent quality output

9. Provide for and promote safety

10. Assure that the contractor can be compensated on time and fully for acceptable

deliverables

11. Develop realistictime frames, tasks, and deliverables

The components of an SOW are described in the next section. In general,a well-prepared

The introduction explains how this contract fitsinto the State’smissionand goals and

describes the location of the work. The introductionprovides a brief historical description

of events leading to the current need(s) and setsthe stage for the subsequent explanation of

what the State requires in terms of performance. The background section defines why the

contract is being pursued and theparticular need of the State.

The introduction should be no more than three or fourparagraphs and shouldprovide the

following information:

— that is, why the contract is being pursued and the particular need ofthe State — and

a description of how the work relates to other on-going or future work at the State or in

conjunction with other governmental entities or non-profit organizations.

project/program goals.

the nature of the proposedcontract.

Objectives are well-defined statements of the results to be achievedin order for the overall

mission of the work tobe accomplished. In other words, work objectives are the

quantifiable criteria thatmust be met for the work to be considered successful. This section

must communicate a concise description of work objectives and how those objectives

interrelate.

The following acronymcan be used to remember the essentials that characterize a

statement of objectives. A work objective mustbeSMART:

Specific

Measurable

Attainable

Realistic

Time-limited

Following are examples of contract objectives:

1. The objective of this study is to obtain information defining the relationship between parameters

X, Y, and Z.

2. The objective is to develop and implement a cost-effective project control system that would track

and measure theperformanceof projects with respect to their schedule and budget, by December

31, 2001.

3. The objective of this work is to develop training materials in the areaof Managing Teams and to

6. The objective of this work is to undertake a feasibility study to determine thetechnical and

economical feasibility ofa 4-day workweek by December 31, 2001.

Since the amount of work involved is directly connected to the contract’s scope, scope

management is arguably the single most importantcontract management activityin terms

of achieving time and cost targets.

The scope of workis a small part of the overallSOW. The scope section brieflystates what

the SOW does and does not cover. The scope paragraphdefines the breadth and limitations

of the workto be performed — not how to do it. The informationcontained in the scope

should be limited to onlywhat is necessary to convey the intent of the contract. For

instance; the following elements should be inthe Task section andnot in the Scope section:

1. Directions to the contractor to perform work tasks

2. Contract specifications or data requirements

3. Detailed description of deliverable products

Consideration of the contract’s scope is an important step in developingthe contract

documents. The scopesection of the SOW will be used to determine whether additional

work is “in or out” of scope. Out-of-scope requirements require aseparate contract action.

The scope section should include the following:

cost effective? Was the result of the initial study successful? Does the State have the

appropriate authority, e.g. permits, easements?).

clarification. Examplesof this are:

1. Contractor providessample collection; State provideslab.

2. State provides pumps; contractor installs pumps.

3. Should contractor encounter hazardous waste on the project site, the State will be responsible

for removal and any remediation necessary.