An Alternative to the Prime / Sub-Prime Model


Joseph Reddix

The Reddix Group, LLC



As an alternative to the traditional, hierarchical prime-sub contracting model, the Reddix Group’s Networked Team approach is truly innovative and a re-usable strategy across the Federal government. In addition, our thought leadership on policy combined with a management philosophy that focuses on high performing, Integrated Program Teams (IPTs) brings together requisite subject matter expertise at the task level for delivering measurable, tangible results. While typical, status-quo contract teams are stifled by pre-determined qualifications, constrained resources and inability to adapt, our approach is designed to foster collaboration, deliver innovative solutions and improve operational effectiveness. Information technology should enable government to better serve the American people. But, despite spending more than $600 billion on information technology over the past decade, the Federal Government has achieved little of the productivity improvements that private industry has realized from IT. Vivek Kundra stated this fact in his 25 Point Implementation Plan to Reform Federal Information Technology Management – First U.S. CIO.

Keywords – Peer-to-Peer; Consortium; Integrated Program Team (IPT)

1.     Introduction

The purpose of our comments is to share with you an approach to teaming and sub-­contracting that we believe presents an attractive and viable alternative to the existing model, which most observers of small business contracting will agree is irreparably broken, particularly as it relates to teaming arrangements that are known to embody vast bargaining inequities between large prime contractors and small business subcontractors.


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Editor’s note:  Second Editions are previously published papers that have continued relevance in today’s project management world, or which were originally published in conference proceedings or in a language other than English.  Original publication acknowledged; authors retain copyright.  This paper was originally presented at the 1st Annual University of Maryland Project Management Symposium in College Park, Maryland, USA and included in the conference Proceedings in June 2014.  It is republished here with permission of the author and the Project Management Center for Excellence at the University of Maryland.

About the Author

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Joseph Reddix, PMP is president and CEO of The Reddix Group, LLC.  He has over 47 years of experience managing U.S. federal and private-sector IT projects and programs for companies such as General Dynamics IT, BAE Systems, Fannie Mae, and American Express. He is a PMI Certified Project Management Professional (PMP) and holds a BS in Business/Information Systems with honors.  Joseph can be contacted at [email protected].