BAS_Draft_Performance_Work_Statement.pdf

US Department of Commerce Performance Work Statement

BUSINESS APPLICATIONS SOLUTION (BAS)

June 2019

Version 1.0

File Name: Department of Commerce BAS Performance Work Statement

Department of Commerce (DOC) Office of the CFO/ASA

DOC Performance Work Statement Business Applications Solution (BAS)

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CONTENTS

Contents

1 Introduction

1.1 Purpose

1.2 Objectives and High Level Scope

1.2.1 Objectives

1.2.2 High Level Functional Scope

1.2.3 High Level Services Scope

2 Background

2.1 Background on DOC

2.2 Notional Implementation Timeline

2.3 DOC Current Environment

2.4 DOC Cross-servicing

2.5 BAS Solution Set

3 Scope of Work

3.1 Project Management

3.1.1 Deliverables

3.2 Business Process Analysis and Design

3.2.1 System Configuration Options Catalog/Matrix

3.2.2 Implementation Approach Assessment

3.2.3 Standard Operating Procedures Analysis and Definition

3.2.4 Solution Design

3.2.5 Functional Concept of Operations

3.2.6 Deliverables

3.3 Operational / Transactional Reporting

3.3.1 Deliverables

3.4 Data Model Management

3.4.1 Update and Maintain Data Models

3.4.2 Data Model Governance Strategy

3.4.3 Deliverables

3.5 Enterprise Data Warehouse and Reporting Capability Development

3.5.1 Background

3.5.2 Technologies

3.5.3 Assumptions

3.5.4 Functional Objectives of the EDW

3.5.5 Non-Functional objectives of the EDW

3.5.6 Activities

3.5.6.1 Architecture Design

3.5.6.2 EDW and BI Software Products Recommendation

3.5.6.3 EDW Implementation Approach (with phasing)

3.5.6.4 Build the EDW

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3.5.6.5 Build the EDW Reporting and Business intelligence (BI) Capabilities

3.5.7 Deliverables

3.6 Interfaces and Conversion

3.6.1 Interfaces

3.6.2 Conversion and System Decommissioning

3.6.3 Deliverables

3.7 Application Suite Setup and Configuration

3.7.1 Deliverables

3.8 Implementation

3.8.1 Implementation Plan

3.8.2 Requirements Management

3.8.3 Implementation Support

3.8.4 Financial Audit Strategy

3.8.5 Deliverables

3.9 Testing

3.9.1 Develop an overall test strategy and Plan

3.9.2 Build test scripts

3.9.3 Execute test plans and document test results

3.9.4 Deliverables

3.10 Organizational Change Management and Training

3.10.1 Organizational Change Management Plan

3.10.2 Impact analysis

3.10.3 Stakeholder Analysis and Management

3.10.4 Communications Management

3.10.5 Training Plan and Approach

3.10.6 Training Content and Delivery

3.10.7 Deliverables

3.11 IT Concept of Operations

3.11.1 IT Concept of Operations

3.11.2 Deliverables

3.12 BAS Hosting and O&M Services

3.12.1 BAS Hosting Services

3.12.2 BAS O&M Services

3.12.3 Deliverables

3.13 Archiving Data

3.13.1 Deliverables

Future Ordering CLIN Tasks

3.14 EAS Migration, Hosting, and O&M Services

3.14.1 EAS Migration

3.14.2 EAS Implementation Hosting Services

3.14.3 EAS O&M Services

3.14.4 Deliverables

3.15 Future Enhancement Support Services

3.16 Future Transition Support Services

3.16.1 Transition Plan

3.16.2 Transition Support

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3.16.3 Deliverables

4 Assumptions

5 Personnel

5.1 Personnel Requirements

Program Manager (Key) Project Manager (Key) Enterprise Data Warehouse (EDW) Lead (Key) EDW Architect (Key) Business Intelligence Architect Organizational Change Management (OCM) Lead (Key) Functional Core Financial Lead (Key) Functional Procurement Lead (Key) Functional Asset Management Lead (Key) Technical Lead (Key) Interface / Data Conversion Lead (Key) Testing Lead Data Archiving Specialist Acquisition Functional Lead Property Functional Lead Loan Functional Lead

5.2 Other Staffing Requirements

6 Period Of Performance

6.1 Place of Performance

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1 INTRODUCTION

1.1 PURPOSE

The Office of the Chief Financial Officer and Assistant Secretary for Administration (CFO/ASA) in collaboration with the Office of the Chief Information Officer (OCIO) is responsible for providing strategic direction, planning and oversight for the US Department of Commerce (DOC’s) financial and business systems. To continue the ongoing emphasis placed on achieving organizational excellence and outstanding customer service, the CFO/ASA recognizes the need to continuously focus on strategic alignment and management effectiveness. In addition, the CFO/ASA needs to continue to align its future financial management plans with evolving federal guidance and mandates from a wide range of sources, including the Office of Management and Budget (OMB), the US Department of Treasury (Treasury), and the US Government Accountability Office (GAO).

Identified by the Secretary of Commerce as one of the top Departmental priorities, the Business Applications Solution (BAS) project’s primary objective is to implement and integrate a suite of commercial off-the-shelf (COTS) business systems, enterprise data warehouse (EDW) and business intelligence (BI) reporting solution, and system interfaces in a hosted environment. DOC seeks to obtain a range of support for implementing and maintaining these business systems.

This initiative will be conducted in compliance with all applicable Federal financial, acquisition, and property system regulations and guidance, including:

• Federal Risk and Authorization Management Program (FedRAMP) as outlined in the Federal CIO Memorandum dated 12/8/2011

• 5 CFR 1315, Prompt Payment

• 21st Century Integrated Digital Experience Act (IDEA)

• 31 CFR Part 208, Management of Federal Agency Disbursements

• Budget and Accounting Act of 1921, as amended (P.L. 67-13)(31 U.S.C. Sec. 701, et seq.)

• Budget and Accounting Procedures Act of 1950, as amended (31 U.S.C. Sec. 3501, et seq.)

• Cash Management Improvement Act of 1990, as amended by the Cash Management

Improvement Act of 1992

• Chief Financial Officers Act of 1990

• Clinger-Cohen Act (also known as the Information Technology Management Reform Act)

• Debt Collection Act of 1982

• Debt Collection Improvement Act of 1996

• Digital Accountability and Transparency Act (DATA) of 2014

• Executive Order 13520 of November 20, 2009, Reducing Improper Payments

• Federal Acquisition Regulation (FAR)

• Federal Credit Reform Act of 1990

• Federal Financial Management Improvement Act of 1996 (FFMIA)

• Federal Funding Accountability and Transparency Act of 2006

• Federal Information Security Management Act of 2002

• Federal Managers’ Financial Integrity Act of 1982 (FMFIA)

• Financial Systems Integration Office (FSIO) core financial systems requirements

• Freedom of Information Act amendments 5 USC 552 and 5 USC 552a

• Federal Claims Collections Act of 1996

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• Federal Claims Collection Standards

• Financial Accounting Standards Board (FASB - private) Accounting Standards (ability to prepare statements based on these standards)

• Financial Accounting Standards Advisory Board (FASAB - public) Accounting Standards (ability to prepare statements based on these standards)

• Federal Property Management Regulations (FPMR)

• GAO-02-171G – Property Management Systems Requirements

• Generally Accepted Accounting Principles for federal entities, as set forth by the Federal

Accounting Standards Advisory Board

• Government Information Security Reform Act (Title X, Subtitle G of the Defense Authorization

Act)

• Government Management Reform Act of 1994

• Government Paperwork Elimination Act

• Government Performance and Results Act of 1993

• Improper Payments Information Act of 2002, as amended by the Improper Payments

Elimination and Recovery Act of 2010 and the Improper Payments Elimination and Recovery Improvement Act of 2012

• Integrated Award Environment (IAE)

• Internal Revenue Code 6103 security constraints

• Internal Revenue Service Publication 1075 security constraints

• MPM 2016-03 Additional Guidance for Data Act Implementation

• National Institute of Standards and technology (NIST) Special Publications (800 series) Federal

Information Processing Standards (FIPS) 199

• NIST Special Publication 800-53, Recommended Security Controls for Federal Information

Systems

• OMB Competition Framework for Financial Management Line of Business Migrations, Financial

Management Line of Business Migration Planning Guidance

• OMB Circulars A-11, A-25, A-50, A-123, A-129, A-130, A-134, and A-136.

• OMB Memorandums M-13-20, M-13-15, and M-13-07.

• OMB Memorandum M-10-26, Immediate Review of Financial Systems IT Projects

• OMB Memorandum, M-10-31, Immediate Review of Information Technology Projects

• OMB Memorandum 05-02, Financial Management Systems

• OMB Memorandum M-15-12 Increasing Transparence of Federal Spending by Making Federal

Spending Data Accessible, Searchable, and Reliable (DATA ACT)

• OMB Memorandum M-17-04 Data Act Implementation; Further Requirements for Reporting and

Assuring Data Reliability

• OMB Memorandum M-13-13, Open Data Policy—Managing Information as an Asset

• OMB and Treasury Quality Service Management Office (QSMO) process (financial processing regulations and contract writing standards)

• Paperwork Reduction Acts of 1980 and 1995

• Presidential Decision Directive PDD-63

• Prompt Payment Act of 1982

• Section 508 of the Rehabilitation Act of 1973 (demonstrated by certification)

• Tax Increase Prevention and Reconciliation Act of 2005

• Treasury Financial Manual, Volume I, Federal Agencies

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• Treasury Financial Management (OFIT) publicly available and published Use Cases (part of Federal Integrated Business Framework – FIBF)

• United States Chief Information Officer, 25 Point Implementation Plan to Reform Federal Information Technology Management

• United States Code, Title 31, Money and Finance

• United States Code, Title 5, Section 1522, Acceptance of Gifts and Bequests for Purposes of the

Department; Separate Fund; Disbursements

• United States Code, Title 5, Section 7342, Receipt and Disposition of Foreign Gifts and

Decorations

• United States Department of Commerce, Procurement Memorandum 2015-08

• United States Standard General Ledger (USSGL), as set forth by the US Department of Treasury, Bureau of Fiscal Service

1.2 OBJECTIVES AND HIGH LEVEL SCOPE

1.2.1 OBJECTIVES

Critical business needs that will be met by the BAS project include:

• Centralizing and standardizing administrative functions

• Improving analytical reporting quality through Department-wide application and data standardization

• Gaining IT operational efficiencies by taking full advantage of cloud-based solutions and reducing operational risks

• Providing timely access to accurate data for management decision making at the departmental reporting level

• Achieving consistent availability of information for management decisions

• Continuing DOC’s unqualified audit opinion on its production systems, especially during transition

• Reducing costly current system redundancies by consolidating interfaces and feeder systems and increasing emphasis on more efficient and effective administrative and business management

• Consolidating the current number of instances of each administrative system into a single instance for the Department of Commerce (for core finance, acquisition, and property respectively)

• Standardizing the configuration of administrative systems into single, Department of Commerce wide configurations for core finance, acquisitions, and property

• Reducing the total cost of operations (annual operations and maintenance costs) at the Department of Commerce for Administrative Systems, data warehousing, and interface management

• Improving user experience on all DOC business solutions

1.2.2 HIGH LEVEL FUNCTIONAL SCOPE

The BAS project includes business applications for:

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• Core Financials Management (including loans, financial statements (FASB and FASAB), and interfaces)

• Acquisition Management

• Property Management (personal property, real property, and fleet management)

• Enterprise Data Warehouse (EDW) and BI reporting solution (to include data from BAS systems, Grants, Travel, and HR/Payroll)

• Data Archiving Solution for all production applications and the EDW

• All related administrative system interfaces

Specific system functional requirements are detailed in Attachment 01 - BAS Core Financial, Acquisition, and Property Management Requirements. Note: The Contractor shall meet the functional requirements collectively through a combination of existing functionality in the proposed solution, standard configuration of the product, and new business process/business process reengineering. DOC does not intend to customize the COTS administrative system solutions to meet the requirements in this attachment.

1.2.3 HIGH LEVEL SERVICES SCOPE

DOC is seeking services in the following areas:

• Technology Hosting and Administration Services - involves providing the IT infrastructure (facilities and infrastructure software) that serve as the foundation for running business software applications and the services to maintain that infrastructure.

• Application Management Services - involves providing the software and services for running and managing access to business software applications (i.e., financial management, acquisition, and property) and the feeder systems that exchange data with those software applications. The Department of Commerce is seeking software as a service for this acquisition (SaaS).

• System Implementation Services - includes services to help an agency through a migration of its current administrative management operations to the provider’s proposed solution/environment.

DOC is requesting full system development life cycle (SDLC) services support in implementing and maintaining the target BAS solution. Support includes but is not limited to:

• Project Management

• Business Process Analysis, Reengineering, and Design

• Operational/Transaction Reporting

• Data Model Management

• Enterprise Data Warehouse and Reporting Capability Development

• Interface

• Data Conversion

• Implementation

• Testing

• Organizational Change Management and Training

• Software Licenses

• BAS Hosting and O&M Services

• Production Support and O&M Governance

• Disaster Recover/COOP

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• Archiving Data

• EAS Migration, Hosting, and O&M Services (Future Option)

• Enhancement Support Services (Future Option)

• Transition Support Services (Future Option)

DOC does not intend to customize the COTS administrative system solutions and instead will adopt and adapt business processes to realize (to the fullest extent possible) the benefits of the leading practices and efficiencies built into the COTS software. These efficiencies would include all accepted federal financial, acquisitions, and property processing standards inherent to the system functionality. ,. DOC unique requirements shall be addressed with configuration and not customization.

DOC plans to utilize all federal financial processing standards and contract writing standards published by the Treasury Department and the Office of Management and Budget (OMB) as the foundation of any system configuration decision and new business process creation. The Contractor must comply with these federal standards (and must comply with all future determined standards) and publicly available use cases when providing a data driven approach to the BAS Implementation at DOC. The Contractor shall propose methodology for ensuring compliance with these present and future standards.

Additionally, to the extent that they exist, DOC plans to utilize all federal acquisitions and property processing standards developed through the OMB/Treasury/GSA Quality Service Management Office (QSMO) process. The contractor shall comply with these standards (as well as the financial management QSMO standards) and any software provider must be equipped to efficiently address new federal standards as they are published in the BAS scope areas.

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2 BACKGROUND

2.1 BACKGROUND ON DOC

DOC seeks to consolidate its legacy business applications, including core finance, acquisition, real and personal property, and fleet, into a single business application suite of systems. DOC seeks to procure and implement the most advantageous, holistic solution comprised of the following: the best overall technical solution (core finance system, property system, acquisitions system, and enterprise data warehouse), the implementation and management methodology, and the contractor’s capability to integrate or interface these systems into a single, operable platform across the Department.

This modernization effort is intended to address several key issues with DOC’s legacy systems, including:

• Difficulty maintaining multiple redundant system environments (multiple instances, multiple configurations) replicated with variations across DOC with limited and decreasing budgets.

• Inability to provide access to timely and accurate data for management decision making at a Departmental reporting level.

• Difficulty managing and integrating a wide range of applications - must maintain duplicative feeder systems, interfaces, reports, and data warehouses across DOC.

• Operations and Maintenance (O&M) costs perceived as high by the Financial Systems Advisory Board (FSAB).

• Current Commerce Business Systems (CBS) application is based on an aging and highly customized application design unique to DOC that is difficult to update in a timely manner and has a limited resource pool to support.

• Current systems do not fully meet White House CIO directives on “Cloud First” solutions and data center consolidation efforts.

The following DOC bureaus are included within the scope of this modernization effort:

• Bureau of Economic Analysis (BEA)

• Bureau of Industry and Security (BIS)

• Bureau of the Census (Census)

• Economic Development Administration (EDA)

• International Trade Administration (ITA)

• Minority Business Development Agency (MBDA)

• National Institute of Standards and Technology (NIST)

• National Oceanic and Atmospheric Administration (NOAA)

• National Telecommunications and Information Administration (NTIA) Headquarters and NTIA

FirstNet

• National Technical Information Service (NTIS)

• Office of Inspector General (OIG)

• Office of the Secretary (OS)

The United States Patent and Trademark Office (USPTO) is not included in the scope of BAS.

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2.2 NOTIONAL IMPLEMENTATION TIMELINE

It is intended for there to be three (3) Implementation Phases to the BAS Project, with Contractor performance on each phase overlapping one another. It is intended that the first phase of the BAS implementation will be the longest, with ALL DOC bureaus participating in the up-front system decisions including (but not limited to): data standardization, system configuration and set up, enterprise data warehouse design and build, and business process reengineering.

The outcome of the collective work in Phase 1 will be a single configuration, single instance of each of the business systems (Core Finance system, Acquisitions System, and Property System) for the entire DOC end user population. It is anticipated that Phase 1 will take approximately 30 months (to include the collective decision making mentioned above and the deployment of the first bureau set). Then, each subsequent phase would require approximately 12 months (deployment onto the decided solutions).

It is intended that, following the determination of a single configuration and single instance, that the DOC bureaus will be phased onto the new, singular solution(s) in 3 increments.

The intended Implementation Phases (concise and expeditious) are summarized below (with deployment occurring on the opening date of a new fiscal year):

1. Implementation Phase 1- Implementation of BAS Solution Set (all scope areas) for NOAA and all serviced bureaus

a. Q3 FY20 – Q4 FY22 (30 months)

b. Go-live on October 1, 2022 (FY23)

2. Implementation Phase 2- Implementation of BAS Solution Set (all scope areas) for NIST and all serviced bureaus

a. Q2 FY23 – Q4 FY23 (12 months)

b. Go-live on October 1, 2023 (FY24)

3. Implementation Phase 3- Implementation of BAS Solution Set (all scope areas) for Census

a. Q1 FY24 – Q4 FY25 (12 months)

b. Go-live on October 1, 2024 (FY25)

Please see Attachment 02 – BAS Implementation Timeline for a timeline depiction of the intended implementation phases. Note: The implementation timeline (and the information above) is provided to the Contractor to illustrate the intent for phasing and scheduling. The Contractor should make recommendations for how to either work within the parameters of these suggestions or provide an adjusted strategy (based on the proposed solution set) for how to migrate DOC to the new environments.

Project Management services, described in Task 3.1 of this PWS, shall be provided throughout the entire period of performance.

Additionally, the BAS Hosting and O&M services described in Task 3.12 shall be provided beginning after the Go-live date for each Implementation Phase.

2.3 DOC CURRENT ENVIRONMENT

The legacy systems environment that shall be modified, replaced and/or integrated by the BAS project is summarized below.

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• Core Financials – CBS (Targeted for Replacement by the BAS Solution Set) o Core Financial System (CFS)

• Census implemented in October 1999

• NOAA implemented in September 2002

• NIST implemented in October 2003 o Interfaces (Approximately 170 CBS Feeder Systems non-CBS interfaces across the various environments) o Bureau Reporting, Data Warehouses, and Portal Applications

• Financial Statements – Hyperion Financial Management (Targeted for Replacement by the BAS Solution Set)

• Acquisition – Comprizon Suite (C.Suite) (Targeted for Replacement by the BAS Solution Set) o C.Award o C.Request o Obligation Requisition Standard Interface (ORSI)

• Property (Targeted for Replacement by the BAS Solution Set) o Federal Real and Personal Property Management (FRPM) – Real Property o Sunflower – Personal Property and Fleet Management

• Grants (Targeted for Integration with the BAS Solution Set) o Grants Management Information System (GMIS) - NIST o Grants On Line - NOAA o Operations, Planning and Control System (OPCS) – EDA o Successor system

• Travel (Targeted for Integration with the BAS Solution Set) o CWTSatoTravel E2 Solutions Systems – All DOC CBS Bureaus

• Human Resources (Targeted for Integration with the BAS Solution Set) o Time and Attendance – WebTA or a successor system o HR Connect

The following tables summarize the production instances and hosting locations for each respective system.

CORE FINANCIAL INSTANCES LOCATION

Census (CBS) Bowie, MD

NIST (CBS) Gaithersburg, MD

NOAA (CBS) Fairmount, WV

ACQUISITION INSTANCES LOCATION

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CORE FINANCIAL INSTANCES LOCATION

Census (CSUITE) Oklahoma City, OK

NIST (CSUITE) Gaithersburg, MD

NOAA (CSUITE) Oklahoma City, OK

OS (CSUITE) Oklahoma City, OK

PROPERTY INSTANCES LOCATION

NIST, NOAA, OS, Census (Sunflower) Oklahoma City, OK

Federal Real and Personal Property Management

(FRPM)

Oklahoma City, OK

The CBS technical environment projected as of January 2019 is summarized below:

CORE FINANCIALS (CBS - CUSTOMIZED COTS)

Application Software Oracle Forms/Reports R1

Oracle Portal 12.2.1.3

Database (DB) Oracle 12.1.0.2.0

Fusion Middleware (FMW) 11.1.1.9

Oracle Application Manager (OAM) 11.1.2.3

Operating System Sun/Solaris 11.3

JAVA - Runtime Environment (JRE) 1.8.0_192

JAVA - Development Kit (JDK) 1.7.0_201

FINANCIAL STATEMENTS

Application Software Hyperion v11.1.2.4

Database (DB) Oracle 12.1.0.2.0

Operating System Sun/Solaris 11 / Windows 2012

ACQUISITION - COMPRIZON - C.SUITE

Application Software 10.1

Database (DB) Oracle 12.1.0.2.0

Operating System Sun/Solaris 11 / Windows 2016

NOAA/DOC/NIST/CENSUS PERSONAL PROPERTY

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Application Software Sunflower v5.0.0.0

Database (DB) Oracle 12.1.0.2.0

Operating System Sun/Solaris 11 / Windows 2016

REAL PROPERTY

Application Software Federal Real Property Management System (FRPM) v8.1.0.0

Database (DB) Oracle 12.2.0.1.0

Operating System Sun/Solaris 11

2.4 DOC CROSS-SERVICING

The table below summarizes how DOC is currently organized to provide Financial, Acquisition and Grants Management services across the DOC enterprise. These relationships are expected to remain unchanged throughout the execution of the BAS project. The table also summarizes the solutions/software currently utilized by each agency to support Travel and Property management respectively.

BUREAU FINANCIAL

MANAGEMENT

PROVIDER

ACQUISITION

PROVIDER

GRANTS

PROVIDER

TRAVEL

SYSTEM

PERSONAL / FLEET

PROPERTY SYSTEM

NOAA NOAA NOAA NOAA E2 Solutions Travel System (Fully integrated with CBS) Relocation manager (Integrated to CBS)

Sunflower

BIS NOAA ES-A N/A E2 Solutions Travel System (Fully integrated with CBS)

Sunflower

EDA NOAA ES-A EDA

NOAA

E2 Solutions Travel System (Fully integrated with CBS)

Sunflower

CENSUS CENSUS CENSUS NOAA E2 Solutions Travel System (Fully integrated with CBS)

Sunflower

NIST NIST NIST NIST E2 Solutions Travel System (Fully integrated with CBS)

Sunflower

BEA NIST ES-A N/A E2 Solutions Travel System (Fully integrated with CBS)

Sunflower

ITA NIST ES-A (including high profile)

Dept. of Interior (DOI) - (IT Awards only Legacy Awards:

NIST,DOI,NOAA,OS

NOAA E2 Solutions Travel System (Fully integrated with CBS)

Sunflower

MBDA NIST ES-A

Legacy Awards:

NIST, NOAA

NOAA E2 Solutions Travel System (Fully integrated with CBS)

Sunflower

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BUREAU FINANCIAL

MANAGEMENT

PROVIDER

ACQUISITION

PROVIDER

GRANTS

PROVIDER

TRAVEL

SYSTEM

PERSONAL / FLEET

PROPERTY SYSTEM

NTIA NIST ES-A

Legacy Awards:

NIST, NOAA

FirstNet: FirstNet

NIST,

NOAA(BTOP)

E2 Solutions Travel System (Fully integrated with CBS)

Sunflower

NTIS NTIS (Currently do not use CBS but they will migrate to NIST in 2020 and then be in scope for BAS)

ES-A N/A E2 Solutions Travel System (Not integrated with CBS)

Sunflower

OIG NIST ES-A

Legacy Awards:

NIST, OS

N/A E2 Solutions Travel System (Fully integrated with CBS)

Sunflower

OS NIST ES-A N/A E2 Solutions Travel System (Fully integrated with CBS)

Sunflower

2.5 BAS SOLUTION SET

The BAS Solution Set (hereafter referred to as ‘BAS’ or ‘BAS Solution’ or ‘BAS Solution Set’) shall be comprised of:

• BAS suite of core systems (integrated or interfaced) o Core Financial management system o Acquisition management system o Property management solution

− Personal Property − Real Property − Fleet Management o Interfaces to legacy/external applications and various feeder systems o Operational / transactional reporting

• BAS data management services o Data model management o Data archiving and retention solution

• BAS EDW and BI reporting solution

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3 SCOPE OF WORK

3.1 PROJECT MANAGEMENT

The Contractor shall provide comprehensive and effective project management services and shall employ a management approach that is proven to be successful and that is consistent with project management best practices, including those specified by the Project Management Institute (PMI). The Contractor may be asked to contribute to internal DOC reporting requirements and integrate with DOC project management practices,, Scalable Acquisition Framework, Enterprise Risk Management Framework., Additionally, the Contractor shall work with the DOC Government staff to map project management activities back to the Modernization and Migration Management (M3) Playbook, a requirement of the Office of Management and Budget (OMB). The Contractor shall provide detailed information on the project management structure, resources, and support methodology, including support for agile methodologies, where appropriate. The Contractor’s project management support services, tools, and processes shall include, but are not limited to the activities listed below.

• Overall Implementation Methodology – The Contractor shall propose a detailed, proven methodology that it will utilize to configure, build, implement, deploy and support the Department of Commerce onto the BAS solution set. This should contain detailed processes and procedures for all aspects of the project life cycle and should integrate the project management of the BAS project with the technical, functional, and data activities throughout the implementation. This methodology should serve as the primary guide for the entire effort, governing each individual phase/activity as part of the comprehensive whole.

• Schedule and cost management – The Contractor shall develop and obtain government approval of an integrated master project schedule (implementation through operations & maintenance). Once the project schedule is baselined, the Contractor shall lead activities to monitor the status of Contractor project activities to update project progress, monitor actual costs compared to budget, and manage changes to the project schedule and cost baselines to achieve defined objectives. In addition, the Contractor shall support the development of the estimates of monetary resources needed to complete project activities for all phases and aggregating cost estimates for all project activities to obtain budget approval and establish an authorized cost baseline. Schedule and cost management requires the use of an earned value management system (EVMS) that is required for major systems development, in accordance with OMB Circular A-11.

• Scope and requirements management - The Contractor shall take the lead on activities to assist DOC with developing, reviewing, analyzing, and understanding of project and phase scope and requirements, criteria, assumptions, constraints, and other influences related to the project, and how each will be managed and addressed within the project. The Contractor shall develop and maintain a Scope Definition and Management Plan and a Requirements Management Plan (in conjunction with the DOC government program management team) that document how project and phase scope and requirements will be defined, validated, and controlled.

In addition, the Contractor shall take the lead on activities to assist DOC with the identification, documentation, and management of requirements to meet project objectives and provide end-to-end traceability of all requirements. This includes facilitating requirements sessions to refine the requirements, developing and maintaining requirements documentation (e.g., Deliverable

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#15- Requirements Traceability Matrix (RTM)), and activities in accordance with the BAS Scope and Requirements Management Plan.

The PWS was developed by functional area (i.e., work streams). The order of the PWS does not imply any phasing order or designated priority. Likewise, BAS requirements are segmented within the PWS by work stream and not by lifecycle phase. All BAS Solution Set requirements (implementation through operations & maintenance) shall be documented in the RTM and shall be supported by the Integrated Master Schedule as appropriate.

• Quality management – The Contractor shall define the quality management approach and lead activities to ensure quality control and assurance through the use of quality system standards including Capability Maturity Model Integration (CMMI) level 3 at a minimum.

• Resource management - The Contractor shall support the processes that organize, manage, and coordinate activities of the integrated, multi-organizational project team.

• Risk, issue, and task management - The Contractor shall support risk, issue, and task management planning, including identification, analysis, response planning, risk control, and status reporting activities. Risk management shall be performed consistent with Attachment 03 - BAS Risk Management Plan.

• Communications Management – The Contractor shall support communications management planning and general communications including development of communication materials, input into messaging where appropriate, input into status reporting and status briefing with DOC leadership, and participation in meetings, workshops, and seminars throughout the project.

• Project information/documentation management - The Contractor shall lead the project information and document management activities. Within or attached to the Project Information Management Plan, the Contractor shall provide templates for each deliverable listed in this PWS that define the deliverable’s proposed structure and outline of content.

• Project integration management - The Contractor shall identify, define, combine, unify, and coordinate various process and project management activities from initiation through transition to operations and project closure across all defined project phases. This shall include leading the definition, preparation, coordination, and maintenance of an integrated and comprehensive Project Management Plan with appropriate subsidiary plans (e.g., Scope Management Plan, Human Resources Management Plan, Requirements Management Plan, etc.) to effectively manage and control project activities.

• Integrated project change control - The Contractor shall define and lead an integrated project change control process that includes the review, approval facilitation, management, disposition, and communication of changes on any and all aspects of the project.

• Configuration and software change management - The Configuration Management Plan (CMP) shall provide guidelines for uniform configuration management practices for all BAS project team resources. The CMP shall describe change management processes for ensuring completeness and correctness of the BAS configured elements. The CMP shall describe how any changes to the BAS software will be handled. This shall include software change policies, procedures, and governance (e.g., software change authority, and software change control meetings). Software changes shall include, but are not limited to, software installation (including new versions, patches) and software configuration.

• Status Reporting – The Contractor shall provide regular status reports to report project progress, monitor actual costs compared to budget, and manage changes to schedule and cost baselines to achieve defined objectives.

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• Project Analysis and Presentation Development – The Contractor shall conduct analyses, and develop and be ready to present presentations in support of achieving the BAS objectives.

The Contractor shall develop and maintain a strong, working partnership with DOC’s project management staff, stakeholders, and leadership and shall work collaboratively throughout the duration of the BAS effort. This includes collaboration on all project management activities listed above as well as development and approval of all deliverables included in this performance work statement. DOC intends to be an involved partner, working cooperatively with the Contractor to ensure success in all stages of the project lifecycle.

3.1.1 DELIVERABLES

The following table identifies the deliverables for the Project Management activities. The identified Deliverables in this section (and all other sections in the Performance Work Statement) are requirements based on DOC operations and governance. The Contractor may suggest edits (post award) to the identified deliverables (changes, combinations, additions, deletions) for DOC consideration. All work related to the deliverables (development, updates, edits, and finalization) shall be integrated with the efforts of government personnel responsible for the BAS effort.

SECTION 3.1 DELIVERABLES

NO. TITLE DATE DUE

1. Draft Integrated Master Schedule (e.g., MS Project) 15 calendar days after award

2. Final Integrated Master Schedule Baseline (e.g., MS Project) 30 days after award

3. Updated Integrated Master Schedule (e.g., MS Project) As needed

4. Draft Schedule Management Plan Determined per approved Project Schedule

5. Final Schedule Management Plan Determined per approved Project Schedule

6. Draft Cost Management Plan Determined per approved Project Schedule

7. Final Cost Management Plan Determined per approved Project Schedule

8. Project Status Reports Determined per approved Project Schedule

9. Analyses and Presentations As needed

10. EVMS Analyses, Forecasts and Performance Reports Monthly

11. Draft Scope Definition and Management Plan Determined per approved Project Schedule

12. Final Scope Definition and Management Plan Determined per approved Project Schedule

13. Draft Requirements Management Plan Determined per approved Project Schedule

14. Final Requirements Management Plan Determined per approved Project Schedule

15. Requirements Traceability Matrix Determined per approved Project Schedule

16. Draft Quality Management Plan Determined per approved Project Schedule

17. Final Quality Management Plan Determined per approved Project Schedule

18. Draft Resources Management Plan Determined per approved Project Schedule

19. Final Resources Management Plan Determined per approved Project Schedule

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NO. TITLE DATE DUE

20. Draft Staffing Management Plan Determined per approved Project Schedule

21. Final Staffing Management Plan Determined per approved Project Schedule

22. Draft Issue Management Plan Determined per approved Project Schedule

23. Final Issue Management Plan Determined per approved Project Schedule

24. Draft Project Information Management Plan Determined per approved Project Schedule

25. Final Project Information Management Plan Determined per approved Project Schedule

26. Project Management Plan Draft Determined per approved Project Schedule

27. Project Management Plan Final Determined per approved Project Schedule

28. Draft Integrated Project Change Control Plan Determined per approved Project Schedule

29. Final Integrated Project Change Control Plan Determined per approved Project Schedule

30. Draft Configuration Management Plan Determined per approved Project Schedule

31. Final Configuration Management Plan Determined per approved Project Schedule

32. Draft Scope Management Plan Determined per approved Project Schedule

33. Final Scope Management Plan Determined per approved Project Schedule

Note: For each subsequent implementation phase after the initial go-live, relevant deliverables shall be updated based on the current implementation phase requirements and changes to ensure that they remain accurate and fully reflect any changes to the BAS Solution Set between implementation phases (including lessons learned from prior implementation phases). For instance, although Phase 1 may have already gone live, any changes to the BAS Solution Set realized and implemented in Phase 2 or 3 shall be updated as they occur.

3.2 BUSINESS PROCESS ANALYSIS AND DESIGN

DOC’s objective is to utilize a COTS proven solution set “as-is” to the fullest extent possible. To help realize this objective, DOC is committed to reengineering its existing business processes to best leverage the proven solution wherever practical, rather than making adjustments to the solution set to conform to legacy DOC business processes. DOC intends to fully leverage the most current and approved functionality available within the COTS software, use necessary configuration settings, and avoid customization where it is applicable. Additionally, DOC is required to comply with all federal financial processing standards, contract writing standards, and property management standards (QSMO) from OMB, GSA, and Treasury (both currently published use cases/standards and future standards that may be released, to the extent that they exist).

3.2.1 SYSTEM CONFIGURATION OPTIONS CATALOG/MATRIX

In support of the BAS objective to deploy the COTS solution with minimal customizations, the Contractor shall provide a full systems catalog of all configurable fields for the BAS solution set (core financials, acquisitions, property). This documentation will provide DOC with the full set of options for how to configure the future state systems to best meet federal financial processing standards and DOC specific requirements. Additionally, it will assist DOC with making business process change decisions (versus system customizations) in places where gaps exist between current functionality and configurable

Page 20 of 71 July 12, 2019 options. See section 3.7 for additional requirements related to Applications Suite Set Up and Configuration.

3.2.2 IMPLEMENTATION APPROACH ASSESSMENT

In support of BAS objectives, the Contractor (during Phase 1) shall first complete a Detailed Implementation Approach Assessment that describes how DOC will best leverage the pre-configured proven solution set for DOC. This analysis shall identify any areas of functionality and/or business processes in the proven solution set that will be problematic for DOC to fully leverage, a description of the potential gap, and a recommendation of an alternative approach to address the gap. For each gap remediation recommendation, the Contractor shall clearly define how the proposed approach to address the gap represents best value to DOC.

3.2.3 STANDARD OPERATING PROCEDURES ANALYSIS AND DEFINITION

DOC’s objective is to develop enterprise wide standard operating procedures (SOPs) to be utilized across all of the operational units at DOC. DOC is committed to comprehensive business process reengineering as a key component of the BAS effort and will require standard business processes be adopted across the agency upon full implementation of the solution set. DOC intends to implement a single configuration for the entire agency to accompany the new standard business processes for BAS and only pursue customizations to the COTS solution when necessary.

The Contractor (in conjunction with DOC project management teams and stakeholders) shall conduct a Fit Gap Analysis and evaluate how well the Contractor’s COTS proven solution set (with a single, agency-wide configuration) is aligned to DOC’s current standard operating procedures. This analysis shall include the identification of gaps and solutions to resolve those gaps with new standard business processes for core finance, acquisitions, and property management. Additionally, the Contractor shall evaluate how well the COTS proven solution set aligns with current federal standards and shall provide a proposed plan for leveraging federal requirements for acquisitions, property, and finance in the proposed solution for DOC.

The target BAS environment shall be utilized by the Contractor to conduct conference room pilot (CRP) sessions with DOC in an effort to validate that the updated SOPs are executable and complete, as well as to identify gaps in how DOC currently operates relative to the target BAS environment. The Contractor shall address, where applicable, the areas where the (COTS) proven solution set may not be designed to accommodate DOC’s current operational staffing model (e.g., automation for recurring invoices).

3.2.4 SOLUTION DESIGN

The Contractor (as a result of the Fit Gap analysis work defined in section 3.2.2) shall develop a Solution Design Document that defines the future state business model for the BAS Solution Set. The Contractor shall provide high-level descriptions of the overall change vision, future states, as well as gap analysis and key change interventions. The future state shall be defined in terms of people, process, technology, and organization dimensions, while the gap analysis shall give an initial view of the scale of change required. The Solution Design Document shall provide DOC benefits and tangible items that describe the soundness of the design. Design risks shall be presented to DOC before development. It shall document all assumptions, decisions, and risks associated with the project.

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3.2.5 FUNCTIONAL CONCEPT OF OPERATIONS

Based upon the final Solution Design Document, the Contractor shall develop a Functional Concept of Operations (FCO) Document. DOC will continue to perform administrative operations (e.g., transaction processing). The FCO document shall clearly define the roles and functions that will be performed by DOC operational personnel. In addition, the FCO Document shall summarize at a high-level how each DOC operational unit (e.g., NOAA Finance Office, Census Acquisition Office, NIST Finance Office, Census Property Management, etc.) will operate the BAS Solution Set.

3.2.6 DELIVERABLES

The following table identifies the deliverables for the Business Process Analysis and Design activities.

The identified deliverables in this section (and all other sections in the Performance Work Statement) are requirements based on DOC operations and governance. The Contractor may suggest edits (post award) to the identified deliverables (changes, combinations, additions, deletions) for DOC consideration. All work related to the deliverables (development, updates, edits, and finalization) shall be integrated with the efforts of government personnel responsible for the BAS effort.

SECTION 3.2 DELIVERABLES

NO. TITLE DATE DUE

34. System Configuration Options Catalog/Matrix 45 days after award

35. Draft Detailed Implementation Approach Assessment Determined per approved Project Schedule

36. Final Detailed Implementation Approach Assessment Determined per approved Project Schedule

37. Draft BAS SOPs Determined per approved Project Schedule

38. Final BAS SOPs Determined per approved Project Schedule

39. Updated BAS SOPs Determined per approved Project Schedule

40. Draft Fit/Gap Analysis Determined per approved Project Schedule

41. Final Fit/Gap Analysis Determined per approved Project Schedule

42. Updated Fit/Gap Analysis Determined per approved Project Schedule

43. Draft Solution Design Document Determined per approved Project Schedule

44. Final Solution Design Document Determined per approved Project Schedule

45. Updated Solution Design Document Determined per approved Project Schedule

46. Draft Functional Concept of Operations Determined per approved Project Schedule

47. Final Functional Concept of Operations Determined per approved Project Schedule

48. Updated Functional Concept of Operations Determined per approved Project Schedule

Note: For each subsequent implementation phase after the initial go-live, relevant deliverables shall be updated based on the current implementation phase requirements and changes to ensure that they remain accurate and fully reflect any changes to the BAS Solution Set between implementation phases (including lessons learned from prior implementation phases).

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3.3 OPERATIONAL / TRANSACTIONAL REPORTING

DOC’s goal is to leverage the COTS proven solution set operational reporting capabilities to the fullest extent possible to adequately support DOC’s standard enterprise-wide data models and operational/transactional reporting requirements.

The Contractor shall conduct a gap analysis between DOC’s operational reporting requirements and the standard reporting capabilities available within the applications that comprise the BAS Solution Set (excluding the to-be developed BAS Enterprise Data Warehouse) and develop a High Level Operational Reporting Strategy and Recommendations. The Contractor’s analysis shall refer to the DOC standard enterprise-wide data models currently in draft as a basis of its efforts and explain the strategy and methodology by which DOC would deploy a standard reporting capability.

As part of this assessment, the Contractor shall interview current users of the applications included within the scope of the BAS Solution Set to create a comprehensive fit-gap assessment of the BAS Solution Set’s ability to meet each functional area’s operational/transactional reporting requirements.

The High Level Operational Reporting Strategy document shall include available reporting options and provide a recommendation on the best approach to meet all of DOC’s operational/transactional reporting requirements (while maintaining flexibility for future changes). The analysis shall leverage the target Enterprise Data Warehouse (Section 3.5) to address any gaps identified. Finally, the overall reporting strategy shall address how reporting capabilities will be brought online and managed throughout the BAS project, including how the different phases of the implementation plan will need to be addressed.

Once the transactional/operational reporting approach is approved by DOC, the Contractor shall execute the full SDLC for the selected reporting solution (i.e., document requirements, design, build, test, train, and deploy). The Operational Report Detailed Designs should incorporate the strategy option selected and the analysis utilized to make its recommendation.

3.3.1 DELIVERABLES

The following table identifies the deliverables for the Operational / Transactional Reporting activities.

The identified deliverables in this section (and all other sections in the Performance Work Statement) are requirements based on DOC operations and governance. The Contractor may suggest edits (post award) to the identified deliverables (changes, combinations, additions, deletions) for DOC consideration. All work related to the deliverables (development, updates, edits, and finalization) shall be integrated with the efforts of government personnel responsible for the BAS effort.

SECTION 3.3 DELIVERABLES

NO. TITLE DATE DUE

49. Draft High Level Operational Reporting Strategy and Recommendation Determined per approved Project Schedule

50. Final High Level Operational Reporting Strategy and Recommendation Determined per approved Project Schedule

51. Updated High Level Operational Reporting Strategy and Recommendation Determined per approved Project Schedule

52. Draft Operational Reports Requirement Documents Determined per approved Project Schedule

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53. Final Operational Reports Requirement Documents Determined per approved Project Schedule

54. Updated Operational Reports Requirement Documents Determined per approved Project Schedule

55. Draft Operational Reports High-Level Designs Determined per approved Project Schedule

56. Final Operational Reports High-Level Designs Determined per approved Project Schedule

57. Updated/Additional Operational Reports High-Level Designs Determined per approved Project Schedule

58. Draft Operational Report Detailed Designs Determined per approved Project Schedule

59. Final Operational Report Detailed Designs Determined per approved Project Schedule

60. Updated/Additional Operational Report Detailed Designs Determined per approved Project Schedule

61. Initial Operational Reports Code Determined per approved Project Schedule

62. Final Operational Reports Code Determined per approved Project Schedule

63.…