BIO_TO_Support_Attachment_2_-_BIO_Task_Order_Support_Services_PWS.pdf

U.S. Department of the Interior Solicitation No. 140D0418R0001 – Attachment 2

Solicitation No. 140D0418R0001 Page 1 of 80

FBMS Support Services IDIQ Business Integration Office (BIO) Task Order (TO) Support Services

Performance Work Statement (PWS) October 30, 2017February 8, 2018

Table of Contents 1 Background and Objective

1.1 Task Order Objective

1.2 FBMS Governance Structure

2 BIO Overview

2.1 Current Organizational Structure and BIO Divisions

2.1.1 Administration Management Division

2.1.2 Applications Management Division

2.1.3 Business Process Management Division

2.1.4 Production Management Division

2.1.5 Project Management Division

2.2 Overview of FBMS Support Work

2.2.1 Optimization/Agile Work

2.2.2 Project Work

2.3 BIO Program Support Tools

3 Production Management Support

3.1 Remedy Incidents

3.2 FBMS User Count

3.3 Batch Processing Support

3.4 FBMS Release Management

4 Project Work

4.1 FBMS Optimization Items

4.2 Request for Changes (RfCs)

4.3 FBMS-Related Training

4.4 FBMS Documentation

5 Technical Environment Background

5.1 FBMS System Interfaces

5.2 Current Hosting Environment and Architecture

5.3 Current and Projected Processing Statistics

5.4 FBMS Software Upgrades

5.5 SAP Transports

Attachment 2 – FBMS Support Services IDIQ / BIO Task Order Support Services PWS

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5.6 FBMS Backups

5.7 FBMS Development Objects

5.8 FBMS Reporting Tools

5.9 Stress and Volume Testing

6 Requirements

6.1 Administrative Requirements

6.1.1 Professional Level Administrative Tasks

6.1.2 Agile/Scrum Process

6.2 Project Management

6.3 Scope Management

6.4 Release Management

6.5 Functional Requirements

6.5.1 User Requirements and Analysis

6.5.2 Functional Documentation

6.5.3 Software Testing

6.5.4 Report Development and Modification

6.5.5 Interface Development and Modification

6.5.6 Data Conversion Development and Modification

6.5.7 Enhancement Development and Modification

6.5.8 Workflow Development and Modification

6.5.9 Functional Analysis and Support

6.5.10 Change and Configuration Management

6.5.11 Procedure and Process Documentation

6.5.12 Level 2 Functional Support for Escalated Problems from Level 1 Help Desk

6.5.13 Support SAP R/3, Enterprise Management Information System (EMIS or BI), Business planning and consolidation (BPC), and Analytic reporting tools (SAP BOBJ and Tableau)

6.5.14 Develop and Deliver Training

6.5.15 uPerform Administration

6.5.16 Learning Management System (LMS) Administration

6.5.17 Master Data Governance Administration

6.6 Technical Requirements

6.6.1 System Administration (Sys Admin) Support

6.6.2 System Monitoring and Health Checks

6.6.3 Level 2 Technical Support

6.6.4 Application and Database Administration Support

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6.6.5 Application and Database Monitoring

6.6.6 Application and Database Technical Break/Fix Problem Resolution

6.6.7 PI/XI Support

6.6.8 Interface Support

6.6.9 Application Development

6.6.10 System Architecture Support

6.6.11 Application Security Support

6.6.12 Bureau IT Support

6.7 Technical and Functional Requirements

6.7.1 Governance, Risk and Compliance (GRC) Administration

6.7.2 Information Systems Auditing Support

6.7.3 Daily Production Support

6.7.4 Production Job Scheduling

6.7.5 Production Job Management (Release Planning and Support)

6.7.6 Production Support

7 Transition In and Out

7.1 Transition In

7.2 Transition Out

8 Performance Measures

8.1 Quality Assessment Survey

8.2 Transition In and Out

8.3 Staffing Requirements

8.4 Deliverables

8.5 Non-Monetary Incentives

9 Deliverables

9.1 Monthly Deliverable Report

9.2 Monthly Projection Report

9.3 Quarterly QASP Status Report

9.4 Monthly Activity Based Costing (ABC) Report

9.5 Final Transition Plan

9.6 Transition Summary Report

10 Staffing Requirements

10.1 Senior Level Support Requirements

10.2 Key Personnel Staffing Requirements

10.2.1 Contractor Retention and Staffing Levels

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10.2.2 Key Personnel Definition

10.2.3 Key Personnel Substitution

10.2.4 Key Personnel Designation

10.3 BIO Task Order Staffing Requirements

10.3.1 Functional Staffing Requirements

10.3.2 Technical Staffing Requirements

10.3.3 Administrative Staffing Requirements

11 General Information

11.1 Notice Regarding Late Delivery/Delayed Performance

11.2 Section 508

11.3 Contractor Interfaces

11.4 Warranty Against Dual Compensation

11.5 Authority to Obligate the Government

11.6 Data Use, Disclosure of Information and Handling of Sensitive Information

11.7 Place of Performance

11.8 Hours of Operation

11.9 Period of Performance

11.10 Other Direct Cost (ODCs)

11.11 Travel

11.12 Points of Contact

11.13 Non-Personal Services

11.14 Government Furnished Equipment

11.15 Contractor Personnel

11.15.1 Employee Termination

11.15.2 Additional Hours

11.15.3 Contractor Staff Training

11.16 Contractor Personnel Security and Suitability Requirements

11.17 Reference Documents

12 Acronyms and Abbreviations

13 Attachments

List of Figures Figure 1: Actual and Projected Incident Counts for Applications Management Less Concur Government Edition (CGE) – Summary

Figure 2: FBMS Technical Landscapes

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List of Tables Table 1: HANA Migration and Improvement Phases

Table 2: Actual and Projected Incident Count

Table 3: Actual and Projected Incident Counts for Applications Management – Summary

Table 4: Actual and Projected Incident Counts for Applications Management – Detail

Table 5: Actual and Projected Incident Counts for Applications Management – Detail for Core Finance . 22

Table 6: Actual and Projected Incident Counts for Applications Management – Detail for Property

Table 7: Actual and Projected Incident Counts for Operations – Summary

Table 8: Actual and Projected Incident Counts for Operations – Detailed

Table 9: Aged Open Incidents by Functional Category as of September 30, 2016

Table 10: FBMS Users by Bureau and Office

Table 11: RfCs – FY16 by Product Type (Functional Area)

Table 12: RfCs – FY16 by Affected Application

Table 13: FY16 WSIs by Functional Area

Table 14: Planned ILTs and Brown Bags for FY16

Table 15: FY16 Current Computer Based Trainings (CBTs)

Table 16: Estimated Updates per Year to System Documentation Work Products

Table 17: Cloud Services Virtual Machine Processing Capability

Table 18: Cloud Services Allocated Storage Projections by Environment (Non-HANA)

Table 19: Database Allocated Storage Projections by Environment

Table 20: Existing Cloud Services FBMS Virtual Machines and Appliances (October 2016)

Table 21: Projected Counts for Cloud Services Virtual Machine and HANA Appliances

Table 22: SAP Transports in FBMS Production: January – November, 2016

Table 23: Stress and Volume Test Scripts Executed

Table 24: Performance Standards for Transition In and Out

Table 25: Performance Standards for Staffing Requirements

Table 26: Performance Standards for Deliverables

Table 27: Performance Standards for Non-Monetary Incentives

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1 Background and Objective

This Performance Work Statement (PWS) specifies critical support services required by the U.S.

Department of the Interior (DOI), Business Integration Office (BIO), to accomplish its mission. The mission of the BIO is to manage the Financial and Business Management System (FBMS) in support of all of DOI. Tasks include: perform FBMS operations and maintenance (O&M) including Tier 2 Help Desk support, manage software upgrades; provide technical system support, manage overall system security;

perform Business Intelligence reporting development and support; manage and deliver training in support of process standardization; optimize the FBMS solution; manage system changes in support of legislative and regulatory compliance; lead application leverage efforts based on the direction of FBMS governance; and take a leadership position in the U.S. Federal workspace for FBMS software products such as SAP ERP Central Component (ECC), SAP BusinessObjects, PRISM and Tableau Server.

In addition to supporting FBMS, the BIO is tasked with supporting the full functional scope under the Deputy Assistant Secretary for Budget, Finance, Performance and Acquisition (DAS-BFPA). This may include managing or providing assistance to other systems closely aligned with FBMS such as Concur Government Edition (CGE) travel or supporting Roadmap efforts resulting in projects or new systems.

The BIO directs the work of a variety of Government and contracted resources in order to achieve program objectives. The BIO consists of several workstream teams, all of which contain an integrated mixture of Federal and contractor resources. These resources provide support for on-going Operations and Maintenance (O&M) support to the 9 bureaus and the Departmental offices deployed on FBMS while simultaneously providing ongoing development support. The BIO ensures FBMS is up to date and is meeting DOI needs. The BIO continues to optimize DOI’s investment in FBMS and leverage this investment as appropriate with expanded functionality.

1.1 Task Order Objective

In summary, the purpose of this task order is to provide support services to achieve the BIO’s mission of supporting FBMS and related work. The contractor shall perform duties related to FBMS production support and development, functional and technical support of the FBMS environments, project management, and managing or providing assistance to other systems closely aligned with FBMS.

FBMS support is far broader than the scope of work defined in this PWS and work is performed by multiple Government organizations and other contract sources. For example, in addition to the requirements outlined in this PWS, FBMS support includes infrastructure support, cloud hosting, network administration, IT security, and Level 1 Help Desk support which are supported by other organizations or other contract sources. For the purpose of clarity in the PWS, all FBMS support that is out-of-scope has been excluded from the requirements. Out-of-scope roles that may be mentioned in this PWS for purposes of O&M descriptions also include:

Administration of Tableau Server and related support;

Administration of SAP Solution Manager software and related support;

Administration of Worksoft Certify software and related support;

Technical Writer support and expertise; and

System Stress and Volume Testing and expertise.

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1.2 FBMS Governance Structure

As noted in the FBMS Support IDIQ PWS, there are several entities involved in the governance of FBMS.

The BIO is primarily responsible for sustaining, optimizing and leveraging FBMS, under the governance of FBMS’s system sponsor, system owners and Executive Steering Committee (ESC). Additional end-user guidance is provided by the FBMS Software Advocacy Leadership Team (FSALT) and its collection of Special Interest Groups (SIGs). Daily FBMS production operations are coordinated through the Bureau Production Support Leads (BPSLs) and Bureau Incident Managers (IMs).

The BIO Divisions work closely with the FBMS system sponsor, system owners, ESC, FSALT, SIGs, BPSLs and IMs to manage FBMS. See Attachment 2D, FBMS Governance Structure, for further information about the FBMS governance structure.

2 BIO Overview

In order to support and manage FBMS, the BIO is structured to provide the primary three areas of work:

1. O&M Support

2. Optimization/Agile Work

3. Project Work

In order to support these areas of work for FBMS and the BIO, the BIO Task Order Support Services will primarily consist of three support categories within multiple BIO divisions. These three support categories include: FBMS Production Support and Development; Functional and Technical Support; and Project Management Support.

The following information is provided to explain the BIO’s organization and work environment, within which the work under this task order will be accomplished.

2.1 Current Organizational Structure and BIO Divisions

The BIO directs the work of a variety of Government and contracted resources in order to achieve program objectives. Each BIO division consists of teams that include an integrated mixture of Federal and contractor resources. As of March 21, 2017January 3, 2018, the BIO is comprised of approximately 103 97 Federal employees, including vacancies, 96 and 102 BIO support contractors that are within the scope of this procurement, and 7 BIO support contractors that are not within the scope of this procurement. It should be noted that contractor support requirements are closely tied to approved scope within a given year and the number of contractor staff may vary during the contract period.

Attachment 2C, BIO Organization Chart and Staff Breakdown Percentages, represents the BIO organizational structure as of March 21, 2017January 3, 2018.

The BIO is located primarily in two cities: Reston, VA and Lakewood, CO. Current DOI project staff is split between Reston and Lakewood, however all divisions/support areas have staff located in both offices. In Reston, the BIO is located at the U.S. Geological Survey (USGS) campus at 12201 Sunrise Valley Drive. In Lakewood, the BIO is located at the Denver Federal Center, Building 810.

The BIO currently consists of six five divisions:

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Administration Management

Applications Management

Architecture and Security Management

Business Process Management

Production Management

Project Management

All teams within the BIO include Federal and contract resources; dependent on each division’s needs, work is performed by a blend of Federal and contract resources. Each BIO team is led by a Federal employee. The Federal resources on each team provide the subject matter expertise on DOI policies and procedures. These same Federal resources also provide functional or technical support for FBMS, including incident management, user assistance, program documentation, system administration, report development, application development, security, training or any of the other responsibilities of the BIO.

For more information regarding the BIO organization and federal and contractor work breakdown percentages, see Attachment 2C, BIO Organization Chart and Staff Breakdown Percentages.

To achieve the work of the BIO, all divisions work closely together through a matrixed approach to complete organizational objectives. The BIO has integrated Agile methodologies to more efficiently manage O&M work and prioritize FBMS user needs and enhancement requests. In addition to utilizing Agile methodologies, the BIO continues to manage larger projects through a formal Project Management Waterfall Methodology. Federal and contractor resources typically work in both Agile teams and Project teams.

2.1.1 Administration Management Division

The BIO Chief of Staff leads the Administration Management Division, which primarily focuses on BIO business administration. The Administration Management Division is responsible for managing the BIO’s organizational budget and reporting, contract administration, human resource responsibilities, facilities management and general administration for the BIO. Currently, positions in this division are out of scope.

2.1.2 Applications Management Division

The Applications Management Division is comprised of mostly information technology (IT) professionals providing service in System Administration, Enterprise Application Integration (EAI), Applications Development and Business Warehouse (BW)/ SAP Enterprise Portal (Portal) support.

The System Administration team supports FBMS’s software and hardware within the FBMS landscapes.

The EAI team supports all of the interfaces within the FBMS framework. The Applications Development and BW/Portal teams are comprised primarily of ABAP programmers, BI/BW analysts/developers and Portal analyst/developers.

In addition to the above-noted teams, the Applications Management Division also includes

Architecture and Security Management Division The Architecture and Security Management Division is comprised of Information Assurance, Application Security, Technical Services, Architecture Management and Stress and Volume management. The Application Security team provides application security for FBMS. The Technical Services team provides onsite IT support for the BIO facilities and staff. The Stress and Volume team maintains automated test

Solicitation No. 140D0418R0001 Page 9 of 80 and conducts system testing. The Architecture Management team oversees FBMS’s architecture needs.

As noted in Section 1.1, Stress and Volume Testing support and expertise are not within scope of this

PWS.

2.1.3 Business Process Management Division

The Business Process Management Division is comprised of mostly individuals, both Federal and contractor staff, with expert functional knowledge in one or more of the business functions and related software products within FBMS. The Business Process Division includes the FBMS Training team and 3 functional support teams: Core Finance, Acquisition and Financial Assistance, and Property.

2.1.4 Production Management Division

The Production Management Division has oversight of the FBMS Production instance and is primarily focused on managing the operation of the FBMS Production environment and coordinating with the bureaus and other BIO teams on FBMS Production issues and processing. Within the Division, the Batch Processing team manages the batch job processing setup and schedule for all system and interface jobs.

2.1.5 Project Management Division

The Project Management Division is primarily focused on managing development and release activities for FBMS and non-FBMS projects, scope management, testing and change management. This Division works closely other BIO teams to complete O&M and project work.

As noted earlier, all BIO Divisions work closely together through a matrixed approach to complete the BIO’s organizational objectives.

2.2 Overview of FBMS Support Work

This section provides an overview of currently known or expected work to be accomplished through this BIO Task Order Support Services, dependent on fiscal year approved budget and to-be-determined final scope. The work detailed in this section is projected work; however, this work and fiscal year projects are not finalized until the fiscal year’s budget is approved.

Contractors supporting this task order will primarily provide support for the following areas:

● Production Management Support

● Optimization/Agile Work

● Project Work

As noted earlier, all BIO Divisions work closely together through a matrixed approach to complete organizational objectives. Through this matrixed approach, team members participate in both Agile Scrum teams to complete user optimization (enhancement) items and break/fixes, as well as Project teams to manage larger projects that impact FBMS support. O&M support, such as system upgrades and end-user support, is provided through this same matrixed approach.

2.2.1 Optimization/Agile Work

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The BIO uses a software called VersionOne to manage user optimization items and defects. Through multiple Agile teams, the BIO executes at least 1 FBMS release per month; some of which are smaller break/fix only releases, while others are larger optimization releases. Attachment 2E, FY Sprint-Release Schedule, depicts Agile teams’ release schedule for a fiscal year.

For each FBMS release, the BIO provides FBMS users with release notes. The release notes include a summary of changes made during releases. In addition to the release notes, the BIO also conducts optimization release review meetings, inviting FBMS users to participate in the review of release changes. Attachment 2F, FBMS BIO Release Notes, provides offerors with an example of 12-months of FBMS release notes that were provided to FBMS users following each release. BIO staff, Federal and Contractor, are required to support work related to the representative work contained in Attachment 2F.

2.2.2 Project Work

Attachment 2G, FY Scope Notional Dashboard, provides an example of projects that were managed by the Project Management Division during a fiscal year. Attachment 2H, FY Scope and Initiatives, provides a description of these projects. Annually, the BIO identifies a list of prioritized projects that are worked through each year, such as the examples in Attachments 7 2G and 82H.

Project team members working on this scope include BIO team members from all BIO Divisions. Project Managers within the BIO manage multiple projects, while working in a matrix environment across the BIO. BIO team members work on multiple projects and Agile teams at the same time. Project work may be included in the regularly scheduled optimization releases or may be grouped as part of a major release. Historically, there have been 1-2 major releases planned annually. These releases are in to the Sprint-Release Schedule represented in Attachment 2E.

Attachment 2I, FY Release Plan, provides an overview and example of an FBMS release schedule for projects. This release plan and the FY Sprint-Release Schedule, are managed closely by a Release Manager that resides in the Project Management Division. The Release Manager works closely with all BIO team members to coordinate the complex release schedules and ensure work and environment conflicts are resolved.

2.2.2.1 2018 – 2021 Expected BIO Work

To continue optimization of FBMS for its users, the following activities are planned to be executed by the BIO throughout the period of this task order. Scope items are identified on an annual basis taking into account mandated work and program budget considerations. The backlog is ranked by priority.

Scope is then further elaborated on via Rough Order of Magnitude (ROM) meetings and planned in accordance with available capacity of all BIO Federal and Contractor staffing levels. Upon stakeholder approval, the work is then executed via Agile Sprints or traditional Waterfall projects. The Government will work closely with the Contractor on any fluctuating, additional or fewer, Contractor staff needs based on approved scope.

Refer to the Attachment 2N, Architecture Roadmap, for FBMS’s detailed roadmap information, which based on approved scope.

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2.2.2.1.1 Security

For continued optimization of FBMS, security improvements will be executed throughout the period of this task order. System security activities are expected to include:

1. System-wide updates to FBMS-related software to reduce security and operational risks;

2. Enhancements to the GRC suite of tools to include new integration for access control features, new workflows, and updates to the GRC software suite;

3. Optimized and redesigned security roles as part of the migration to Suite on HANA and

S/4HANA;

4. Redesign of application security roles to keep pace with SAP and PRISM application changes such as SAP Fiori, SAP Personas, and other user interface and application security enhancements;

5. Continuing enhancements to authentication methods including Security Assertion Markup Language (SAML) and Single Sign-On (SSO);

6. Security tasks associated with integration with third party applications and internal interfacing systems;

7. Security tasks associated with enhanced analytics functionality like SAP BW on HANA, Tableau Server, and other reporting requirements;

8. Security tasks for implementing new systems like SAP Master Data Governance (MDG) and future acquired systems;

9. Security tasks for implementing new functionality in FBMS as it is deployed, for example revenue management; and

10. Continuing to respond to future assessments and audits to further improve and optimize the security of FBMS.

2.2.2.1.2 Reporting Improvements

The BIO will continue to improve the FBMS reporting environment through the implementation of an in-memory solution in two phases. The first phase consists of a migration of the business warehouse data from an Oracle database to a SAP HANA database that resides in-memory. The second phase of the in-memory migration effort will optimize the FBMS-wide data warehouse, greatly increasing the ability to better leverage the FBMS data across the core functional areas, as well as greatly increasing the reporting performance. The BIO is also leveraging FBMS to increase the data quality and reduce the burden on the bureaus by centralizing several Department-wide reporting requirements. This centralization will enable DOI to provide one, cohesive submission for real property, fleet and energy reporting, as an example. The BIO will also implement a data quality program that will analyze the data within FBMS to identify opportunities to increase the efficiency of DOI operations and business decision making.

2.2.2.1.3 System Performance and Usability Improvements

The BIO will continue to implement user community prioritized system enhancements through the Agile Methodology. Additionally, the BIO has implemented a new business process analysis program that will identify opportunities to improve DOI operations through improved business processes or system configurations. The BIO will continue to move forward with its plans to implement in-memory computing, including beginning the move of the FBMS data warehouse to this improved platform in Fiscal Year 2017. In-memory adoption is a multi-year effort that will improve business transaction processing and reporting, and also sets the stage for larger usability improvements.

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2.2.2.1.4 Expanded Business Support

It is expected that in future out-years, the BIO will continue to look for opportunities to provide expanded business support for its users. This may include expanding the FBMS functional footprint to cover new areas of business or may provide new functionality within existing areas of business.

Examples of areas of expanded business support may include:

1. Revenue Management

2. Point of Sale

3. Barcoding/Radio Frequency Identification (RFID)

4. Geospatial

5. Mobility

Any approved scope related to this work would be planned in accordance with available capacity of all BIO Federal and Contractor staffing levels. The Government will work closely with the Contractor on any fluctuating, additional or fewer, Contractor staff needs based on approved fiscal year scope.

2.2.2.1.5 Migration to In-Memory Database Management System

FBMS currently utilizes an Oracle database management system. Over the next several years, the SAP portion of FBMS will be migrating to an in-memory database management system to continue enhancing the usability and response time of FBMS for increased customer satisfaction. FBMS will migrate to SAP HANA through a phased implementation that will take several years. Through this phased approach, continued improvements for FBMS will also be implemented during these timeframes. The table below outlines the phases and projected timeframes.

Table 1: HANA Migration and Improvement Phases

Phase Focus and Benefit Projected Accomplishments Projected Timeframe

Accelerate Select Real-time Transactions, Reports and Period-end Close

1. Implement SAP HANA Accelerator

Complete Calendar Year 2016

Accelerate and Simplify Analytical Reporting

1. Perform a technical clean-up of current business warehouse in preparation for the migration

2. Complete a BW on HANA pilot

3. Migrate to BW on HANA

4. Enhance BW on HANA to support simpler, more integrated reporting

5. Implement tiered data storage to allow for fast access to key data while controlling overall costs

FY 2016 – FY 2018

Simplify and Speed Up Day-to-Day Operations & Improve User Experience

1. Invite opportunities to re-examine and simplify business processes

2. Migrate to Suite on HANA

FY 2019 – FY 2020

with an expected go-live of early FY 2021

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Phase Focus and Benefit Projected Accomplishments Projected Timeframe

3. Migrate to SAP S/4 HANA

4. Enhance user experience through implementation of SAP Fiori

5. Implement tiered data storage to allow for fast access to key data while controlling overall costs

2.3 BIO Program Support Tools

In support of FBMS, the BIO utilizes a number of different project tools. Below are a list of commonly used support tools used by the BIO to support FBMS.

Adobe Captivate: Supports the development of Computer Based Training (CBT) modules for FBMS End User Training. This software is limited to training team members and is being phased out as the team shifts to using Ancile uPerform software instead.

Ancile uPerform (SAP Productivity Pak): Supports the development of Work Step Instructions, development of CBT, simulation development, and end user training materials. This software is limited to training team members.

BMC Remedy: Remedy is a web-based incident tracking tool managed by the DOI Customer Support Center (CSC). Remedy supports the tracking and reporting of FBMS production and BIO support issues. FBMS users from all over DOI enter help desk tickets into Remedy to request support.

Google Software (Drive, Docs, Sheets, Slides, Mail). Google Drive is a file storage and synchronization service created by Google. It allows users to store files in the cloud, synchronize files across devices, and share files. Google Drive encompasses Google Docs, Sheets and Slides, an office suite that permits collaborative editing of documents, spreadsheets, presentations, drawings, forms, and more.

Hewlett Packard Enterprise (HPE) LoadRunner: LoadRunner supports FBMS’s network and server stress and volume testing in a production environment. This tool is limited to the BIO’s Stress and Volume team members that support FBMS. As noted in Section 1.1, Stress and Volume Testing support and expertise are not within scope of this PWS.

Microsoft SharePoint: SharePoint is a web based application that integrates with Microsoft Office. SharePoint may be used as a secure place to store, organize, share, and access information.

SAP Solution Manager tool suite: Solution Manager (SolMan) is an SAP platform that provides the integrated content and tools required to implement, support, operate, and monitor enterprise-wide SAP Projects in a multi-component environment (e.g., SAP ECC, Business Intelligence, and Enterprise Portal). Solution Manager provides a centralized platform for managing an SAP implementation, including end-to-end functionality for solution design tracking and ongoing continuous improvement.

o ChaRM: Change Request Management (ChaRM) is a tool in the Solution Manager suite used to manage changes and defects through the deployment and maintenance life cycle.

Solicitation No. 140D0418R0001 Page 14 of 80 o Solution Documentation: Solution Documentation is comprised of (1) the Business Process Repository which contains the mapping of the FBMS solution to transactions, configuration items, and development objects and (2) links to and version control for the solution documentation repository; for example, FDS, TDS, BPD.

o Business Process Change Analyzer (BPCA): BPCA assists in the execution of a change impact analysis and allows for risk based test planning and execution. With BPCA, it can be determined which transactions are impacted by a change so that testing can be targeted in the correct areas.

Tableau: BIO staff use Tableau to visualize release, resource and project data providing support for analysis and management decisions.

VersionOne: VersionOne is Enterprise Agile Platform’s agile lifecycle management (ALM), DevOps, and integration solutions that provide insight and traceability from strategy through development and delivery. VersionOne provides the ability for the BIO teams to manage and prioritize FBMS work through a single, centralized system. BIO teams use VersionOne to coordinate and collaborate on software plans, priorities, and track progress. It is a browser-based software the BIO uses to manage our work backlog. It is used for the following types of work:

o Manage Agile backlogs, Sprint tracking and reporting o Project level workload and task status o Other work: VersionOne is also used to track and monitor Data Quality item backlog, Situation Reports, White Papers and DOI policy work

Worksoft Certify and Worksoft Capture: Worksoft Certify is an automated software testing tool used by the BIO. Worksoft Certify allows users to validate the behavior, capacity and user response time for FBMS.

The BIO has invested time and resources to develop the Worksoft Certify automated testing solution. The BIO has committed to continued development and use of the solution in FY16 and beyond. Automation will be utilized where possible, however 100% automation will not be possible.

3 Production Management Support

This section provides information describing the BIO’s primary objective in supporting FBMS. FBMS’s support work is primarily accomplished by resources from the Business Process Division, with support from the Applications Management and Architecture and Security Management Divisions and is generally based on needs and support requirements from the Production Management and Project Management Divisions.

Although production support and development are distinctly separate processes driven by different factors, much of the work performed is similar and is performed by the same staff. Almost all of the analysis and testing work required to perform these functions are performed by teams within the Business Process Division. Each of the teams within this division are comprised of a combination of Federal and contractor employees. With few exceptions, every person works on both production support and new development. Some staff may work primarily on production issues and not as much on development, while others are the reverse. This varies from person to person within each team. All of

Solicitation No. 140D0418R0001 Page 15 of 80 the technical work required to support production and development is performed by the Applications Management and Architecture and Security Management Divisions.

This section will describe support that is provided by the BIO to manage FBMS’s production support for FBMS users.

3.1 Remedy Incidents

The primary driver of work in Production Management is responding to incidents. Incidents are logged by bureau users or other BIO team members in an incident management system called Remedy.

Remedy is managed by the Office of the Chief Information Officer (OCIO) Customer Support Center (CSC). The CSC serves as the Tier 1 Help Desk for FBMS and it provides first Tier support on all FBMS and Concur Government Edition (CGE) travel system tickets. The CSC resolves 26% of all tickets submitted to them.

The BIO also has a service agreement with the Interior Business Center Financial Management Division (IBC FMD) to provide Master Data Maintenance (MDM) services as a Tier 2 provider. This group provides master data maintenance support for all vendor and customer records in FBMS. The MDM Team resolves 19.4% of all tickets submitted to the help desk.

If a ticket cannot be resolved by either the CSC Tier 1 support desk or the MDM group, it is assigned to the Tier 2 support staff located within the Bureau offices. In the event the issue cannot be resolved at the bureau level, it is referred to Tier 2 BIO staff. The Bureaus are currently resolving 55.6% of tickets referred to them by the CSC Helpdesk. The BIO staff has been resolving the remaining 44.3% that cannot be addressed by the Tier 1, the MDM group or the Bureau Offices.

Tickets are classified with priority levels based on the impact of the issue across the system/user base and the customer urgency related to operations. See Attachment 2O, Table to Compute Incident Urgency, for further information. As a good customer service practice, the BIO continues to emphasize ticket responsiveness as an essential part of user support. As issues and resolutions vary in complexity, exact resolution times are not established but the higher the priority, the greater the need for timely resolution. Users and Bureaus have avenues available to escalate tickets to BIO management for high priority items when resolution time lags or immediate focus is required due to bureau-specific impacts.

The DOI Incident Manager produces a monthly aged ticket Remedy report, which is provided by functional and technical teams. The Contractor is expected to closely monitor and resolve the aged tickets that are assigned to the Contractor or document the reason for the delay in resolution within the Remedy ticket.

The following table provides our current ticket counts for the past three years and our projection for the next three (Fiscal Years 2017, 2018, and 2019). Incident activity is primarily driven by user count, frequency of use, and new software features. Because all bureaus have been deployed and user base has stabilized, the projections for FY 2017 are based on trending in place in FY 2016. The calculations for the projections for the remaining two out years are noted in the below tables. User count data will be presented in the section that follows this one. The incident data presented includes actual data for FY14 through FY16 along with projections for the three out-years (FY17 through FY19). Incidents submitted for Travel CGE and MDM have been excluded. 96% of the Travel CGE tickets are resolved by the CSC Tier

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1 support or the Bureau Tier 2 support. Incidents submitted for MDM are normally resolved at the IBC FMD Incident count data is presented in two broad groups: Application Management, which are more functionally related issues; and Operations, which are more technically related issues. The further breakdown provided by detailed topic areas in tables later in this section, can be directly related to teams provided in the organization chart as to who primarily works on these incidents.

Table 2: Actual and Projected Incident Count

Actual Projected

Fiscal Year 2014 2015 2016 2017 2018 2019

Application Management 31,848 34,380 30,489 30,123 29,1788 30,562

Operations 23,169 27,403 24,622 24,617 25,1087 27,6203

Grand Total 55,017 61,783 55,111 54,740 54,2865 58,182

Table 3: Actual and Projected Incident Counts for Applications Management – Summary

Application Management (Actual and Projected) Year Active Users Incident Count Per User (Incident Count / Active Users)

2014 10,317 31,848 3.0869

2015 12,759 34,380 2.6946

2016 11,849 30,489 2.5731

Projected 2017 11,849 30,123 Projection:

Steady State during 2017, plus an estimated 500 tickets for aviation functionality

Projected 2018 11,849 29,178 Projection:

EMIS tickets are expected to increase by 5% due to BW on HANA implementation;

all other incident ticket areas are expected to decrease 5%

Projected 2019 11,849 30,562 Projection:

EMIS tickets are expected to decrease by 2.5%, all other incident ticket areas are expected to increase 5% due to Suite on HANA implementation

Figure 1: Actual and Projected Incident Counts for Applications Management Less Concur Government

Edition (CGE) – Summary

Solicitation No. 140D0418R0001 Page 17 of 80

Table 4: Actual and Projected Incident Counts for Applications Management – Detail

Application Management 2014 2015 2016 Projected

Projected

Projected

Acquisition 12,983 14,989 12,656 12,297 11,879 12,473

Aviation 19 14 6 506 487 511

Core Finance 8,244 8,790 7,674 7,456 7,203 7,563

EMIS 1,472 1,399 982 954 1,002 977

Financial Assistance 1,772 2,043 2,179 2,117 2,045 2,147

Portal 915 399 555 539 521 547

Property 4,859 5,309 5,369 5,217 5,039 5,291

Workflow 1,584 1,437 1,068 1,038 1,002 1,053

Totals 31,848 34,380 30,489 30,124 29,178 30,562

Table 5: Actual and Projected Incident Counts for Applications Management – Detail for Core Finance

Core Finance 2014 2015 2016 Projected

Projected

Projected

Accounts Payable (AP) 3,373 3,277 2,904 2,822 2,726 2,862

Accounts Receivable (AR) 224 231 140 136 131 138

Business Planning and Consolidation (BPC)

60 106 132 128 124 130

Charge Card (CC) 477 367 397 386 373 391

Controlling/Project System

(CO/PS)

964 780 499 485 468 492

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Core Finance 2014 2015 2016 Projected

Projected

Projected

Cost Allocation 15 19 7 7 7 7

Funds Management (FM) 414 362 368 358 345 363

General Ledger (GL) 340 478 358 348 336 353

Labor 1,134 1,110 1,059 1,029 994 1,044

Permanent Change of Station (PCS) Travel

272 62 63 61 59 62

Payroll Operations Division

(POD)

4 2 0 0 0 0

Sales and Distribution (SD) 471 1,421 1,485 1,443 1,394 1,464

Travel 116 80 82 80 77 81

Waivers 379 495 180 175 169 177

Works 1 0 0 0 0 0

Total 8,244 8,790 7,674 7,456 7,203 7,563

Table 6: Actual and Projected Incident Counts for Applications Management – Detail for Property

Property 2014 2015 2016 Projected

Projected

Projected

Assets 1,409 1,760 1,800 1,749 1,689 1,774

Energy 396 468 289 281 271 285

Fleet 2,321 2,384 2,661 2,586 2,497 2,622

Inventory Management 28 13 24 23 23 24

Property Organization 63 34 33 32 31 33

Real Property 639 650 562 546 527 554

Total 4,856 5,309 5,309 5,217 5,038 5,291

Table 7: Actual and Projected Incident Counts for Operations – Summary

Year Active Users Incident

Count Per User (Incident Count /

Active Users)

2014 10,317 23,169 2.2457

2015 12,759 27,403 2.1477

2016 11,849 24,622 2.0780

Projected 2017 11,849 24,617 2.0000 Projected (Steady state)

Projected 2018 11,849 25,108 2% annual increase projected (Address scope changes)

Projected 2019 11,849 27,620 10% annual increase projected (Suite on HANA implementation)

Table 8: Actual and Projected Incident Counts for Operations – Detailed

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Operations 2014 2015 2016 Projected

Projected

Projected

Application Security 10,864 10,925 8,261 8,259 8,424 9,267

Batch Process 969 345 320 320 326 359

Help Desk Request 772 821 665 665 678 746

Remedy 513 306 396 396 404 444

System Access 126 112 50 50 51 56

Technical Infrastructure 9,925 14,894 14,930 14,927 15,225 16,748

Totals 23,169 27,403 24,622 24,617 25,108 27,620

The table below shows open incidents within aging category. Note that as of the date of this report, 643 (74%) of these incidents were assigned to BIO staff. The remaining incidents were assigned to the bureaus or the CSC.

Table 9: Aged Open Incidents by Functional Category as of September 30, 2016

Tickets by Area, Severity, and Aging

< 7 days 7-30 days 31-60 days

61-90 days

91-180 days

Over 6 months

Total

Acquisition 9 56 27 16 27 16 151

Critical 0 0 0 0 0 0 0

High 1 0 0 0 0 0 1

Medium 3 8 3 5 4 0 23

Low 5 48 24 11 23 16 127

6% 37% 18% 11% 18% 11% 100%

Application Security

11 19 16 2 4 0 52

Critical 0 0 0 0 0 0 0

High 0 0 0 0 0 0 0

Medium 1 4 5 0 0 0 10

Low 10 15 11 2 4 0 42

21% 37% 31% 4% 8% 0% 100%

Aviation 0 0 0 0 0 0 0

Critical 0 0 0 0 0 0 0

High 0 0 0 0 0 0 0

Medium 0 0 0 0 0 0 0

Low 0 0 0 0 0 0 0

0% 0% 0% 0% 0% 0% 0%

Batch Process 0 8 11 5 9 0 33

Critical 0 0 0 0 0 0 0

High 0 0 0 0 0 0 0

Medium 0 5 7 2 5 0 19

Low 0 3 4 3 4 0 14

0% 24% 33% 15% 27% 0% 100%

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Tickets by Area, Severity, and Aging

< 7 days 7-30 days 31-60 days

61-90 days

91-180 days

Over 6 months

Total

Core Finance 28 27 16 8 6 4 89

Critical 0 0 0 0 0 0 0

High 0 0 1 0 0 0 1

Medium 5 12 2 3 0 1 23

Low 23 15 13 5 6 3 65

31% 30% 18% 9% 7% 4% 100%

EMIS 8 19 6 4 5 2 44

Critical 0 0 0 0 0 0 0

High 0 0 0 0 0 0 0

Medium 0 4 3 0 1 0 8

Low 8 15 3 4 4 2 36

18% 43% 14% 9% 11% 5% 100%

Financial Assistance

4 2 3 1 0 0 10

Critical 0 0 0 0 0 0 0

High 0 0 0 0 0 0 0

Medium 1 0 1 0 0 0 2

Low 3 2 2 1 0 0 8

40% 20% 30% 10% 0% 0% 100%

Help Desk Request 0 2 0 1 1 0 4

Critical 0 0 0 0 0 0 0

High 0 0 0 0 0 0 0

Medium 0 1 0 0 1 0 2

Low 0 1 0 1 0 0 2

0% 50% 0% 25% 25% 0% 100%

MDM 1 1 0 0 0 0 2

Critical 0 0 0 0 0 0 0

High 0 0 0 0 0 0 0

Medium 1 0 0 0 0 0 1

Low 0 1 0 0 0 0 1

50% 50% 0% 0% 0% 0% 100%

Portal 1 5 0 1 0 0 7

Critical 0 0 0 0 0 0 0

High 0 0 0 0 0 0 0

Medium 0 0 0 0 0 0 0

Low 1 5 0 1 0 0 7

14% 71% 0% 14% 0% 0% 100%

Property 22 36 11 8 6 2 85

Critical 0 0 0 0 0 0 0

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Tickets by Area, Severity, and Aging

< 7 days 7-30 days 31-60 days

61-90 days

91-180 days

Over 6 months

Total

High 0 0 1 0 0 0 1

Medium 3 8 2 0 2 1 16

Low 19 28 8 8 4 1 68

26% 42% 13% 9% 7% 2% 100%

Remedy 1 1 1 1 1 0 5

Critical 0 0 0 0 0 0 0

High 0 0 0 0 0 0 0

Medium 1 1 0 0 0 0 2

Low 0 0 1 1 1 0 3

20% 20% 20% 20% 20% 0% 100%

System Access 0 0 1 0 0 0 1

Critical 0 0 0 0 0 0 0

High 0 0 0 0 0 0 0

Medium 0 0 1 0 0 0 1

Low 0 0 0 0 0 0 0

0% 0% 100% 0% 0% 0% 100%

Technical Infrastructure

121 88 43 13 9 4 278

Critical 0 0 0 0 0 0 0

High 0 3 0 0 0 0 3

Medium 11 26 7 6 3 0 53

Low 110 59 36 7 6 4 222

44% 32% 15% 5% 3% 1% 100%

Travel – CGE 38 20 24 11 6 1 100

Critical 0 0 0 0 0 0 0

High 13 6 5 5 1 0 30

Medium 6 5 3 1 3 0 18

Low 19 9 16 5 2 1 52

38% 20% 24% 11% 6% 1% 100%

Workflow 1 2 1 0 0 0 4

Critical 0 0 0 0 0 0 0

High 0 0 0 0 0 0 0

Medium 0 0 0 0 0 0 0

Low 1 2 1 0 0 0 4

25% 50% 25% 0% 0% 0% 100%

Grand Total 245 286 160 71 74 29 865

3.2 FBMS User Count

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The table below shows the individual bureaus and office user count as of May 1, 2017. The user base is expected to be similar in future years.

Table 10: FBMS Users by Bureau and Office

Bureau / Office User

Count % of Total

FBMS Users

BLM – Bureau of Land Management 1,881 16%

BOEM – Bureau of Ocean Energy Management 258 2%

BOR – Bureau of Reclamation 1,151 10%

BSEE – Bureau of Safety and Environmental Enforcement 244 2%

DO – Department of the Interior Offices 1,222 10%

FWS – U.S. Fish and Wildlife Service 1,627 14%

IA – Bureau of Indian Affairs 1,349 11%

NPS – National Park Service 3,051 26%

OSMRE – Office of Surface Mining Reclamation and Enforcement 145 1%

USGS – U.S. Geological Survey 912 8%

Total 11,840

3.3 Batch Processing Support

Within the Production Management Division, the Batch Processing team focuses on batch processing and interface support. The Batch Processing team supports production processing for over 6,000 jobs.

Support includes: documenting technical and scheduling specifications for all jobs, working with the BIO functional and technical staff on testing and implementing new jobs, working with the BIO functional and technical staff on testing jobs for updates and or changes, coordinating job failure resolution with the BIO functional and technical staff and providing after-hours on-call support for critical job failures or processing issues. The Batch Processing team provides support of the FBMS interfaces and modifies production processing for year end. This team also analyzes current batch scheduling setup to determine ways to streamline/automate processes. This team also creates and monitors plans to meet these batch goals, often working with other teams in that process.

The Batch Processing team supports the software that facilitates FBMS’s automated batch processing (Control-M) and supports the software that facilitates file transfers to and from Treasury branches (Connect Direct). For Control-M, the Batch Processing team is responsible for creating, updating, scheduling and maintaining all batch processes. For Connect Direct, the Batch Processing team is now responsible for creating, updating and maintaining all of the configuration files needed to support file transmissions. The Batch Processing team is also responsible for software upgrades to Connect Direct.

3.4 FBMS Release Management

The BIO is responsible for managing necessary work to efficiently operate FBMS and provide user support for FBMS, to continually improve FBMS, and to serve the Deputy Assistant Secretary for Budget, Finance, Performance and Acquisition (DAS-BFPA) needs. The BIO facilitates annual software upgrades to FBMS to maintain currency and relevancy. Planned work also includes administrative directives

Solicitation No. 140D0418R0001 Page 23 of 80 provided by outside third parties (e.g., OMB, Treasury, GSA) or the FBMS System Sponsor or System Owners. Administrative directives may also be formed through DOI strategic roadmap and planning efforts. The BIO may also directly or indirectly support the roadmapping efforts related to business areas under the purview of the DAS-BFPA as needed. As reflected in Attachment 2E, FY17 Sprint-Release Schedule, the BIO schedules multiple FBMS releases to correct system defects and incorporate changes to optimize the business processes supported by FBMS. These optimization improvements are managed and prioritized in conjunction with the FBMS user group, known as the FBMS Software Advocacy Leadership Team (FSALT), System Sponsor, and System Owners. All changes to FBMS are managed through the BIO’s governance process, which includes the above FSALT input, as well as the FBMS Executive Steering Committee.

4 Project Work

BIO project work that requires detailed collaboration and execution by multiple BIO Divisions is managed via Project Management Waterfall Methodology. A project schedule is developed by a BIO Project Manager within the Project Management Division.

Each of the project phases ends with a quality gate in which a checklist is reviewed and verified by all the BIO teams. Dependent on the project, bureaus and other FBMS stakeholders may participate in the quality gate. The quality gate process confirms that the project is ready to move into the next phase.

This means that either all of the checklist items are completed, or there is a plan in place to complete those incomplete items in a timely manner. Projects may be scheduled for deployment to production as part of the monthly release schedule or as a major release with multiple projects grouped together.

4.1 FBMS Optimization Items

FBMS optimization items are system improvements identified by the bureaus, system owners or BIO through the FSALT. The FSALT, FBMS Software Advocacy Leadership Team, is comprised of representatives from all DOI bureaus, as well as the BIO and the DOI Policy Offices that reside in DOI’s Departmental Offices. FSALT SIGs work with the BIO each fiscal year to prioritize optimization items. The BIO Agile teams participate throughout this process. Once prioritized by the SIGs, the work associated with the optimization changes is scheduled and executed by BIO Agile teams.

4.2 Request for Changes (RfCs)

Another leading indicator of the work performed by the BIO is the number of Request for Changes (RfCs). If a resolution to a Remedy incident requires transportable configuration changes or modifications to a development object, an RfC is required.