Amend_01_16PBGC19R0007.pdf

SOLICITATION, OFFER AND AWARD 1. THIS CONTRACT IS A RATED

ORDER UNDER DPAS (15 CFR 7900)

RATING

PAGE OF

PAGES

2. CONTRACT NUMBER 3. SOLICITATION NUMBER 4. TYPE OF SOLICITATION 5. DATE ISSUED 6. REQUISITION/PURCHASE NUMBER

16PBGC19R0007 SEALED BID (IFB)

NEGOTIATED (RFP)

RQ-51-18-000354

RQ-51-18-000354

7. ISSUED BY CODE PD 8. ADDRESS OFFER TO (If other than Item 7)

PENSION BENEFIT GUARANTY CORP

PROCUREMENT DEPARTMENT

1225 I STREET NW

WASHINGTON DC 20005-4026

NOTE: In sealed bid solicitations "offer" and "offeror" mean "bid" and "bidder".

SOLICITATION

9. Sealed offers in original and copies for furnishing the supplies or services in the Schedule will be received at the place specified in Item 8, or if handcarried, in the depository located in until 03:00

PM ET

local time OCT 17, (Hour) (Date)

CAUTION - LATE Submissions, Modifications, and Withdrawls: See Section L, Provision No. 52.214-7 or 52.215-1. All offers are subject to all terms and conditions contained in this solicitation.

B. TELEPHONE (NO COLLECT CALLS)10. FOR

INFORMATION CALL

A. NAME

Mark Miller AREA CODE NUMBER

EXT.

C. E-MAIL ADDRESS

miller.mark@pbgc.gov

11. TABLE OF CONTENTS

(X) SEC. DESCRIPTION PAGES(S) (X) SEC. DESCRIPTION PAGE(S)

PART 1 - THE SCHEDULE PART II - CONTRACT CLAUSES

X A SOLICITATION/CONTRACT FORM 1 - 1 X I CONTRACT CLAUSES 76 - 89

X B SUPPLIES OR SERVICES AND PRICES/COSTS 2 - 7 PART III - LIST OF DOCUMENTS, EXHIBITS AND OTHER ATTACH.

X C DESCRIPTION/SPECS./WORK STATEMENT 8 - 38 X J LIST OF ATTACHMENTS 90 - 91

X D PACKAGING AND MARKING 39 - 39 PART IV - REPRESENTATIONS AND INSTRUCTIONS

X E INSPECTION AND ACCEPTANCE 40 - 40 X K REPRESENTATIONS, CERTIFICATIONS AND OTHER 92 - 92

X F DELIVERIES OR PERFORMANCE 41 - 45 STATEMENTS OF OFFERORS

X G CONTRACT ADMINISTRATION DATA 46 - 54 X L INSTRS., CONDS., AND NOTICES TO OFFERORS 93 - 106

X H SPECIAL CONTRACT REQUIREMENTS 55 - 75 X M EVALUATION FACTORS FOR AWARD 107 - 114

OFFER

NOTE: Item 12 does not apply if the solicitation includes the provisions at 52.214-16, Minimum Bid Acceptance Period.

12. In compliance with the above, the undersigned agrees, if this offer is accepted within calendar days (60 calendar days unless a different period is inserted by the offeror) from the date for receipt of offers specified above, to furnish any or all items upon which prices are offered at the set opposite each item, delivered at the designated point(s), within the time specified in the schedule.

13. DISCOUNT FOR PROMPT PAYMENT

(See Section I, Clause No. 52.232-8)

10 CALENDAR DAYS (%) 20 CALENDAR DAYS (%) 30 CALENDAR DAYS (%) CALENDAR DAYS (%)

14. ACKNOWLEDGMENT OF AMENDMENTS AMENDMENT NO. DATE AMENDMENT NO. DATE

(The offeror acknowledges receipt of amendments to the SOLICITATION for offerors and related documents numbered and dated):

CODE FACILITY 16. NAME AND TITLE OF PERSON AUTHORIZED TO SIGN OFFER

15A. NAME AND

ADDRESS OF

OFFEROR

(Type or print)

15B. TELEPHONE NUMBER 15C. CHECK IF REMITTANCE ADDRESS IS DIFFERENT

AREA CODE NUMBER

EXT. FROM ABOVE - ENTER SUCH ADDRESS IN SCHEDULE.

17. SIGNATURE 18. OFFER DATE

AWARD (To be completed by Government)

19. ACCEPTED AS TO ITEMS NUMBERED 20. AMOUNT 21. ACCOUNTING AND APPROPRIATION

22. AUTHORITY FOR USING OTHER THAN FULL AND OPEN COMPETITION:

10 U.S.C. 2304(c) 41 U.S.C. 3304(a)

23. SUBMIT INVOICES TO ADDRESS SHOWN IN

(4 copies unless otherwise specified

ITEM

24. ADMINISTERED BY (If other than Item 7) 25. PAYMENT WILL BE MADE BY CODE

26. NAME OF CONTRACTING OFFICER(Type or print) 27. UNITED STATES OF AMERICA 28. AWARD DATE

(Signature of Contracting Officer)

IMPORTANT - Award will be made on this Form, or on Standard Form 26, or by other authorized official written notice. (Must be fully completed by offeror)

AUTHORIZED FOR LOCAL REPRODUCTION

Previous edition is unusable

STANDARD FORM 33 (REV. 6/2014)

Prescribed by GSA - FAR (48 CFR) 53.214(c)

PAGE 1 OF 114 16PBGC19R0007

SCHEDULE Continued

ITEM NO. SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT

Amendment 01 - 16PBGC19R0007

Pension Benefit Guaranty Corporation (PBGC) Request for Proposal (RFP) 16PBGC-19-R-0007

This solicitation will establish an Indefinite Delivery Indefinite Quantity (IDIQ) contracts for ACTUARIAL

TECHNOLOGY SUPPORT SERVICES (ATSS)

TASK ORDERS WILL BE ISSUED AS A RESULT OF

THE AWARDED IDIQ.

PBGC POINT OF CONTACTS:

Patrick McFarlane, Contracting Officer McFarlane.Patrick@pbgc.gov

Mark Miller, Contract Specialist Miller.Mark@pbgc.gov and

Dan Swart, Sr. Contract Specialist Swart.Dan@pbgc.gov

RESPONISES ARE DUE NLT OCTOBER 17, 2018 By

3:00 PM EST.

QUESTIONS ARE DUE NLT SEPTEMBER 18, 2018 BY

9:00 AM EST

The Contract Line Item Number (CLIN) Below is used for PBGC Internal funding purposes Only. The official CLIN schedule for the Base and each Option Period follows in Section B (Services and Price/Cost). The Contractor shall invoice in accordance with the official CLIN Schedule and Clauses for the Base and each Option Period in the Contract. See Invoices Clauses (PBGC 52.232-7000, PBGC 52.232-7001 and PBGC 52.232-7003)

0001 Base Period

The Contractor shall provide the Personnel and Services necessary to perform the effort described in Section (C) Performance Work Statement (PWS) for the task.

The total period of performance is One (1) Twelve (12) month base period and Nine (9) Option Years.

Period of Performance: 05/01/2019 to 04/30/2020

0.00 EA

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Table of Contents

SECTION B SUPPLIES OR SERVICES AND PRICES/COSTS

B.1 Section B: Supplies or Services and Prices/Costs

SECTION C DESCRIPTION/SPECIFICATIONS/WORK STATEMENT

C.1 Section C: Performance Work Statement

SECTION D PACKAGING AND MARKING

D.1 PBGC 52.247-7000 PACKAGING AND MARKING (JAN 2012)

SECTION E INSPECTION AND ACCEPTANCE

E.1 52.246-4 INSPECTION OF SERVICES--FIXED-PRICE (AUG 1996)

E.2 52.246-5 INSPECTION OF SERVICES--COST-REIMBURSEMENT (APR 1984)

E.3 52.246-6 INSPECTION--TIME-AND-MATERIAL AND LABOR-HOUR (MAR 2001)

E.4 PBGC 52.246-7000 INSPECTION AND ACCEPTANCE OF DELIVERABLES (JAN 2012)

SECTION F DELIVERIES OR PERFORMANCE

F.1 Section F: Deliveries and Performance

SECTION G CONTRACT ADMINISTRATION DATA

G.1 Section G: Contract Administration Data

G.2 PBGC 52.201-7000 CONTRACTING OFFICER'S REPRESENTATIVE (JAN 2012)

G.3 PBGC 52.231-7000 OTHER DIRECT COSTS (MAY 2012)

G.4 PBGC 52.232-7000 SUBMISSION OF INVOICES (FIXED-PRICE) (SEPT 2017)

G.5 PBGC 52.232-7001SUBMISSION OF INVOICES (TIME AND MATERIAL AND LABOR-HOURS) (SEPT 2017)

G.6 PBGC 52.232-7003 SUBMISSION OF PAYMENT VOUCHERS (COST REIMBURSEMENT) (SEPT 2017)

G.7 PBGC 52.237-7004 TRAINING (MAR 2016)

G.8 PBGC 52.237-7008 OBSERVANCE OF LEGAL HOLIDAYS (JAN 2012)

SECTION H SPECIAL CONTRACT REQUIREMENTS

H.1 Section H: Special Contract Requirements

H.2 PBGC 52.204-7000 RECORDS MANAGEMENT (SEP 2017)

H.3 PBGC 52.209-7001 ORGANIZATIONAL CONFLICTS OF INTEREST (AUG 2017)

H.4 PBGC 52.209-7002 HANDLING PBGC DATA (MAY 2017)

H.5 PBGC 52.216-7003 CEILING PRICE (FEB 2013)

H.6 PBGC 52.237-7002 FITNESS DETERMINATION (SEPT 2017)

H.7 PBGC 52.237-7004 TRAINING (MAR 2016)

H.8 PBGC 52.237-7005 INFORMATION SECURITY TRAINING (MAR 2016)

H.9 PBGC 52.237-7006 PROFESSIONAL ATTIRE (OCT 2005)

H.10 PBGC 52.237-7007 DISPLAY OF PBGC IDENTIFICATION BADGES (FEB 2013)

H.11 PBGC 52.239-7000 SECTION 508 ACCESSIBILITY STANDARDS (MAR 2016)

H.12 PBGC 52.239-7001 INFORMATION TECHNOLOGY SOLUTIONS LIFE CYCLE MANAGEMENT (MAR 2016)

H.13 PBGC 52.239-7004 CLOUD MANAGED SERVICES (APR 2016)

H.14 PBGC 52.242-7000 POSTAWARD CONFERENCE (MAR 2016)

SECTION I CONTRACT CLAUSES

I.1 52.203-13 CONTRACTOR CODE OF BUSINESS ETHICS AND CONDUCT (OCT 2015)

I.2 52.204-9 PERSONAL IDENTITY VERIFICATION OF CONTRACTOR PERSONNEL (JAN 2011)

I.3 52.212-4 CONTRACT TERMS AND CONDITIONS--COMMERCIAL ITEMS (JAN 2017)

I.4 52.215-2 AUDIT AND RECORDS--NEGOTIATION (OCT 2010)

I.5 52.215-8 ORDER OF PRECEDENCE--UNIFORM CONTRACT FORMAT (OCT 1997)

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Table of Contents

I.6 52.215-10 PRICE REDUCTION FOR DEFECTIVE CERTIFIED COST OR PRICING DATA (AUG 2011)

I.7 52.215-11 PRICE REDUCTION FOR DEFECTIVE CERTIFIED COST OR PRICING DATA--MODIFICATIONS (AUG

2011)

I.8 52.216-8 FIXED FEE (JUN 2011)

I.9 52.224-1 PRIVACY ACT NOTIFICATION (APR 1984)

I.10 52.224-2 PRIVACY ACT (APR 1984)

I.11 52.212-5 CONTRACT TERMS AND CONDITIONS REQUIRED TO IMPLEMENT STATUTES OR EXECUTIVE ORDERS--

COMMERCIAL ITEMS (JUL 2018)

I.12 52.216-1 TYPE OF CONTRACT (APR 1984)

I.13 52.216-18 ORDERING (OCT 1995)

I.14 52.216-22 INDEFINITE QUANTITY (OCT 1995)

I.15 52.217-8 OPTION TO EXTEND SERVICES (NOV 1999)

I.16 52.217-9 OPTION TO EXTEND THE TERM OF THE CONTRACT (MAR 2000)

I.17 52.219-9 SMALL BUSINESS SUBCONTRACTING PLAN (JAN 2017)

I.18 52.233-3 PROTEST AFTER AWARD (AUG 1996)

I.19 52.239-1 PRIVACY OR SECURITY SAFEGUARDS (AUG 1996)

I.20 52.242-15 STOP-WORK ORDER (AUG 1989)

I.21 52.246-25 LIMITATION OF LIABILITY--SERVICES (FEB 1997)

I.22 52.252-2 CLAUSES INCORPORATED BY REFERENCE (FEB 1998)

SECTION J LIST OF ATTACHMENTS

J.1 Section J: List of Attachments

SECTION K REPRESENTATIONS, CERTIFICATIONS AND OTHER STATEMENTS OF OFFERORS

K.1 52.212-3 OFFEROR REPRESENTATIONS AND CERTIFICATIONS--COMMERCIAL ITEMS (NOV 2017)

K.2 PBGC 52.239-7003 CLOUD COMPUTING REPRESENTATION (APR 2016)

SECTION L INSTRUCTIONS, CONDITIONS, AND NOTICES TO OFFERORS

L.1 Section L: Instructions to Offerors

L.2 52.215-1 INSTRUCTIONS TO OFFERORS--COMPETITIVE ACQUISITION (JAN 2017)

SECTION M EVALUATION FACTORS FOR AWARD

M.1 Section M: Evaluation Factors for Award

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SECTION B

SUPPLIES OR SERVICES AND PRICES/COSTS

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B.1 Section B: Supplies or Services and Prices/Costs

Section B. Supplies or Services and Prices/Costs

B.1 Brief Description of Services The primary goal of this performance-based contract is to acquire maintenance, enhancement and operations services as well as modernization services.

PBGC intends to establish one single-award Indefinite-Delivery Indefinite-Quantity (IDIQ) contract for Actuarial Technology Support Services (ATSS).

Specific requirements are defined in Section C, Performance Work Statement (PWS) and will be further identified and defined at the task order level.

B.2 Type of Contract The contract will be Indefinite Delivery Indefinite Quantity (IDIQ) subject to task order assignments. Task orders may be issued using Fixed Price, Time and Material/Labor Hour, Cost-Reimbursement, Incentive or a hybrid of these types of contracts. Task Orders may include option periods as defined in FAR Part 17. Specific tasks and/or work to be performed, will be detailed in, and solicited by, individual task orders issued under this IDIQ contract.

B.3 Determination of Order Type Each Request for Task Order Proposal (RFTOP) will state the type of contract deemed appropriate by PBGC for the resultant task order.

The Contracting Officer will determine task order type on a case-by-case basis. Services will be defined and priced through individual task orders.

B.4 Minimum and Maximum Quantities During the contract period of performance (including any options exercised), PBGC shall place orders with the IDIQ contractor totaling a minimum of $1,000,000.00 over the life of the contract (including any options exercised).

Base Year: $ TBD AT THE TIME OF AWARD

Option Year 1: $ TBD AT THE TIME OF AWARD

Option Year 2: $ TBD AT THE TIME OF AWARD

Option Year 3: $ TBD AT THE TIME OF AWARD

Option Year 4: $ TBD AT THE TIME OF AWARD

Option Year 5: $ TBD AT THE TIME OF AWARD

Option Year 6: $ TBD AT THE TIME OF AWARD

Option Year 7: $ TBD AT THE TIME OF AWARD

Option Year 8: $ TBD AT THE TIME OF AWARD

Option Year 9: $ TBD AT THE TIME OF AWARD

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The maximum IDIQ amount (the maximum ceiling) shall not exceed $100,000,000.00 over the life of the contract and applies to the aggregate value of all the task orders. The award of this Indefinite Delivery/Indefinite Quantity (IDIQ) Contract 16PBGC-TBD is unfunded. The individual Task Orders issued under the IDIQ will be funded and will provide accounting and appropriation data. The Government’s only Obligation is $1,000,000.00 to the awardee during the first year of the contract.

B.5 IDIQ Pricing Schedule:

The Contract Line Item Number (CLIN) structure provided in Attachment B.5, ATSS IDIQ Price Schedule, establishes CLINs for the contract type/pricing methods available for use under this contract.

The Contractor shall use the labor categories, fixed hourly rates for the Base and Option Periods and the contract line item numbers (CLINs) in Attachment B.5 to develop the task order business/price proposals.

FFP task orders will use the labor rates in the IDIQ Pricing Schedule (Attachment B.5) in developing the labor price build up for the task order. The contractor is encouraged to propose lower rates at the task order level considering staffing and system efficiencies that are anticipated to occur in the option years.

For task orders designated as cost reimbursement, the Contractor shall propose a total cost estimate using labor categories and unloaded direct labor rates (consistent with Attachment L.3.b Proposed Labor Build Up), estimated hours and other direct costs on an actual cost basis.

Payment however will be in accordance with the applicable payment clause.

For task orders designated as Labor Hour or Time and Material, the Contractor shall propose a total cost estimate using labor categories and loaded labor rates agreed to in the contract with estimated total hours for each labor category and estimated material costs, if applicable.

Travel and Other Direct Costs (ODCs) are reimbursable under the applicable CLINs.

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SECTION C

DESCRIPTION/SPECIFICATIONS/WORK STATEMENT

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C.1 Section C: Performance Work Statement

Contents

1. INTRODUCTION

2. IT ENVIRONMENT AND UNIQUE REQUIREMENTS

3. GOALS AND OBJECTIVE

4. SCOPE

4.1 PROGRAM AND PROJECT MANAGEMENT SUPPORT

4.1.1 Program Management Support

4.1.2 Project Management Support

Issue and Risk Management Status Reporting Integrated Project Team (IPT) and Change Control Board (CCB) Meeting Participation System Documentation and Documentation Maintenance Technical Writing

4.1.3 Transition Support

Transition In Transition Out

4.2 IT SOLUTIONS LIFECYCLE SERVICES

4.2.1 Planning Services

Business Needs Analysis Alternatives Analysis and Feasibility Studies Cybersecurity and Privacy

4.2.2 Execution Services: Modernization, Enhancement and Maintenance Design and Design Specification Development (Prototyping, Coding and Configuration) Testing Implementation and Deployment Operations Turnover Cybersecurity and Privacy Change Management Release Management Maintenance/Emergency Release Development and Configuration Demand and Backlog Management Configuration Management

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Technical Reference Model/Review Board (TRM/TRB) Support Data Model Development and Maintenance Training Data Quality Management

4.2.3 Operations and Disposition Services

Tier-3 Technical and Operations Support Surge/Peak Period Support Infrastructure Impact Analysis, Testing, Remediation and Coordination Integration Impact Analysis, Testing and Remediation Cybersecurity and Privacy Data Call and Audit Support Continuity of Operations (COOP) Support System Decommissioning Ad Hoc Reporting

4.3 PROFESSIONAL ADVISORY/CONSULTING SERVICES

4.2.1 Business Process Automation/Re-engineering

4.2.2 Technical Analysis

4.2.3 Special Studies

5. CONSTRAINTS

6. PERFORMANCE STANDARDS

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1. Introduction The Employee Retirement Income Security Act of 1974 (ERISA) established Pension Benefit Guaranty Corporation (PBGC) as a federal Corporation to encourage the growth of defined benefit pension plans, provide timely and uninterrupted payment of pension benefits and keep pension insurance premiums at a minimum. PBGC protects the pensions of nearly 40 million workers and retirees in more than 24,000 private defined benefit pension plans. PBGC administers two insurance programs: Single-employer plans (protects 30 million workers in 22,500 plans) and Multi-employer plans. More information about PBGC and organizational structure can be found at: http://www.pbgc.gov/. Also, see www.pbgc.gov/about/who-we-are/pg/executive staff and www.pbgc.gov/about/who-we-are/pbgc-departments.

The mission of the Office of Information Technology (OIT), led by the Chief Information Officer, is to provide Information Technology (IT) leadership that advances the PBGC mission, improves management effectiveness, and delivers superior results to the Corporation employees and U.S. citizens. OIT accomplishes its mission through its four major offices:

• Enterprise Cybersecurity Division (ECD) focuses on Cybersecurity policy and oversight with partnership with the Privacy Office;

• Enterprise Governance Department (EGD) establishes the CIO’s governance functions such as the IT Strategic Plan, Enterprise Architecture and IT Capital Planning programs and leads governance boards such as the IT Portfolio Review Board and Technical Review Board;

• IT Infrastructure Operations Department (ITIOD) focuses on providing common office productivity tools for the Corporation, such as desktops, laptops, mobile devices, Office 365, database platforms, dev/test environments, development tools, production environments, COOP, security operations, network services, etc.;

• Business Innovation Services Department (BISD) focuses on providing IT program, project, and contract management for all PBGC’s business systems and a Program Management Office (PMO) to ensure IT programs and projects are managed with best practices and disciplined approaches. IT program managers also serve as division managers of BISD’s four service delivery divisions: Financial Management Services Division (FMSD), Participant Management Services Division (PMSD), Corporate Management Services Division (CMSD), and Shared Business Services Division (SBSD). The COR for this contract is in PMSD.

IT systems within BISD-managed IT programs are primarily funded by business-area departments (also referred to as stakeholders in this document). BISD’s IT program managers work shoulder-to-shoulder in partnership with counterpart business-area business program managers. Together, the program managers lead Integrated Program Teams (IPgT) in managing the full life cycle of IT programs. The IPgTs include participation from project managers, Cybersecurity, Privacy, IT Infrastructure, EA, etc. Similarly, IT systems and projects within the IT programs are overseen by IT project managers who work shoulder-to-shoulder in partnership with counterpart business-area business project managers. The project managers lead Integrated Project Teams (IPTs) in managing the full life cycle of IT systems and implementation of IT projects within the program. Formal and informal mechanisms such as Change Control Boards

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http://www.pbgc.gov/ http://www.pbgc.gov/about/who-we-are/pg/executive http://www.pbgc.gov/about/who-we-are/pg/executive are in place to collectively manage priorities of system improvements. CIO-CXO briefings (monthly or quarterly) inform executives of the status of systems, risks and issues.

Supporting the IT programs is BISD’s Program Management Office (PMO). As one-stop-shop, the PMO provides its services across key perspectives:

• People: sound guidance, expertise, outreach, and education

• Process: proven PMI® practices and maintaining PBGC’s IT Solutions Life Cycle (ITSLCM) which provides the overarching framework for implementing IT at PBGC

• Technology: “P3M”, PBGC’s Microsoft Project Online and SharePoint IT solution utilized by the IT program and project management community.

The PMO leverages these perspectives in maturing both program and project management and solutions implementation approaches such as Agile, iterative, etc. All IT programs and projects adhere to the ITSLCM. IT program and project management and PBGC’s ITSLCM are included in PBGC Directive IM-05-07 which provides the policies, roles and responsibilities for IT practitioners. Both the ITSLCM and the IT Management Directive are a part of this contract and available on www.pbgc.gov https://www.pbgc.gov/about/procurement With this contract, BISD expects that the contractor’s project managers will join the IT and business project managers team, while the contractor’s program manager and corporate executives will function with the IT and business program managers team. This 3-way partnership (business, BISD and contractor) will lead to successful implementation and overall management of IT systems.

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http://www.pbgc.gov/ https://www.pbgc.gov/about/procurement

2. IT Environment and Unique Requirements The IT environment description represents the current systems/applications and key PBGC stakeholders and is provided to aid in understanding the environment. The PBGC IT environment continually evolves and will continue to do so over the duration of this contract.

The contractor shall evolve its services and staff to meet PBGC ongoing needs. This evolution is considered in scope of this contract.

ATSS supports actuarial systems and applications for the Office of Benefits Administration

(OBA).

The mission of OBA is managing the termination process for defined benefit plans;

calculating and paying benefits for participants in plans trusteed by PBGC;

providing actuarial support and carrying out PBGC's responsibilities under settlement agreements. OBA’s mission directly ties to PBGC Strategic Goal 3 in providing accurate and timely benefit calculations; meeting or exceeding the financial and ethical standards that apply to PBGC as a major financial and government agency and maintaining an unmodified audit opinion in PBGC financial statements. OBA relies on its systems to achieve its mission and partners with the Office of Information Technology (OIT) to maintain a secure, flexible, and scalable technology that supports effective and efficient business operations. OBA & OIT’s Business Innovation Services Department (BISD) established the Participant Management Program (PMP) to provide cutting edge technology systems and solutions to fulfill its mission. The PMP consolidates OBA’s core IT systems that provide actuarial, benefit payment and participant services under a single umbrella.

The IT systems providing actuarial services are covered through the ATSS contract. (The systems providing benefit payment and participant services are covered under the PMTS contract.) The ATSS systems are managed by BISD’s Participant Management Services Division (PMSD) IT program manager and IT project managers in partnership with the Actuarial Services and Technology Department’s (ASTD) Technology & Risk Management Division (TRMD) business program manager and business project managers (Representatives) who are supported by the ATSS contractor. This team manages the full life cycle of all systems involved, including managing impacts to other systems, planning out future roadmaps with Enterprise Architecture (EA), preparing and submitting budget requests, reporting monthly status updates to the Chief Information Officer (CIO) and the Chief of Benefits Administration (CBA), and partnering with EA and Security teams.

Please see Attachment C.2 for additional information on ATSS environment and requirements.

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3. Goals and Objective PBGC’s BISD currently manages several contracts and task orders that provide critical engineering and operational support for over 20 systems (ranging around 50 applications). This has created a plethora of challenges that have impacted BISD’s ability to manage its IT contracts portfolio from the standpoint of both cost and performance effectiveness. To wit:

• Unwarranted price escalation: Historically, contracts have been let for a five-year performance period. These contracts have had yearly price escalations. However, while pricing has increased with each option period, the service levels provided have, at best, remained the same. Thus, rather than contract for efficiencies and effectiveness that improve over the period of performance with a corresponding decrease in contract costs, PBGC has paid more for the same service.

• Duplicative efforts and costs: Historically, each PBGC information system is supported by an individual contract. Multiple vendors hinder the ability to streamline the O&M processes (e.g. manage and coordinate system patches) which affect other systems and subsystems. Multiple contracts require multiple COR to oversee contractor performance, increasing the workload of BISD personnel. Multiple contracts have multiple program and project managers thus duplicating costs and exasperating communications, synergies and effectiveness.

• Contractor stovepipe behavior: Historically, some contractors have held more than one contract. However, they have operated and acted like separate organization under each contract. The overhead functions, such as program, quality and operations management are not shared. This has resulted in BISD’s inability to capitalize on shared resources from economies of scale. Approaches, standardization, and best practices are not shared within or across a contractor’s set of teams/contracts.

• Communication challenges: Historically, communication with multiple contractors about issues affecting multiple systems to generate compatible solutions is cumbersome.

• Integrator finger pointing: The company that enhances one application has not always been the company that enhances another application closely linked to the former. This has led to conflict and finger pointing between the two companies when issues arise.

• Contractors are not incentivized to suggest innovative ideas or emerging technologies:

Contractors are complacent and lack innovative ideas to improve the systems.

PBGC has shaped this new requirement so that one contractor is responsible for enhancement, operations, maintenance and potentially modernization efforts for a group of related application systems. This synergistic approach to managing multiple systems will promote the sharing of best practices, lessons learned and team communication to increase efficiencies and management effectiveness as well as anticipated system efficiencies, which should correlate to reduced costs to PBGC. Moreover, this restructuring will allow BISD to better review and manage its portfolio from a performance, program management, and financial perspective. Rigorous performance standards have been put in this new contract to ensure the highest service levels are achieved.

PBGC’s restructuring of the contract with a ten-year performance period allows the opportunity for the development of a PBGC-centric expertise through long-term relationship building.

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PBGC seeks a vendor partnership who can resolve these aforementioned historical challenges and who will meet PBGC’s goals and objectives.

The goals and objectives of each contract is to achieve:

• Fair and effect cost management

• Efficient and streamlined operations by Contractor and BISD

• Efficiencies, best practices and innovation in PBGC IT systems

• Streamlined and effective communication

• Inherent risks that are managed, mitigated and minimized

• Collaboration within and across contractors and PBGC

• Synergies, efficiencies and best practices across project, IDIQ contract task orders and contracts

These goals and objectives are supported by the contract requirements and corresponding performance standards.

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4. Scope BISD identifies Development, Modernization and Enhancement (DME), Operations and Maintenance (O&M) and Disposition as six distinct activities, both in terms of the function provided and the financing mechanism that allows each type of project to precede.

• Development includes completely new initiatives, rarely undertaken by BISD because of its consistent mission. Development requires substantial funding, Office of Management and Budget (OMB) approval and a longer-term (more than 12 months) effort.

Development efforts are not needed and are not in the scope of this contract.

• Modernization initiatives add new functions/features and are limited to the need to change obsolete technology. It also requires substantial funding, Office of Management and Budget (OMB) approval and a longer-term (more than 12 months) effort. Funding priorities, primarily, prevent these from being undertaken on a regular basis; however, there is the potential need for this support to the organization.

• Enhancement is the process used by BISD to add/modify features to existing systems in support of better business operations for users.

• Operations encompasses service desk tickets response and maintaining uptime to ensure the system is available and functioning for the user community. The majority of BISD-managed systems sit on PBGC’s IT Infrastructure. The IT Infrastructure Operations Department (ITIOD) (with a different set of contractor teams than BISD’s business applications team) has the primary Operations responsibility but relies on BISD contractors for Tier 3 support. Thus, the level-of-effort for BISD's Operations support can vary based on unknown variables driven by IT Infrastructure Operations and its contractor support.

• Maintenance services provide for the ongoing needs of the current systems (vendor versions and upgrades, bug fixes) the needs of which fluctuate over time based on events impacting infrastructure, application patches, etc. This represents an unknown level of effort because the product vendors drive these timelines; Maintenance is often undertaken in combination with Enhancements for efficiency purposes.

• Disposition provides for a planned approach to close or terminate an IT program or solution once it has reached the end of its useful lifecycle while ensuring that vital information is preserved for future restoration and/or reactivation, if necessary.

Disposition activities include destroying, recycling, or repurposing IT solutions.

The IT support services required by this contract are guided by PBGC’s IT Solutions Lifecycle Management (ITSLCM) framework from conception to decommission and are defined for the purposes of this solicitation as the set of activities related to Planning, Execution (of maintenance, enhancement and modernization activities), and Operations and Disposition of specified PBGC applications and/or the integration with other systems.

The contractor shall follow and comply with the ITSLCM framework as it evolves over the life of this contract.

The scope of work for the awarded contract includes:

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4.1 Program and Project Management Support

4.2 IT Solutions Lifecycle Systems Engineering Services

4.2.1 Planning Services

4.2.2 Execution Services: Maintenance, Enhancement, Modernization

4.3.3 Operations and Disposition Services

4.3 Professional Advisory/Consulting Services

This contact scope primarily requires Maintenance, Enhancements, and Operations and Disposition services. Activities that may be undertaken as the need arises include Modernization, Planning Services, and Professional Advisory/Consulting services.

This contract is intended to be 10 years in duration. Thus, PBGC systems, applications, COTS products, etc. are expected to evolve and change during the life of the contract; these changes are considered in-scope.

4.1 Program and Project Management Support

4.1.1 Program Management Support

The Contractor’s program manager (PgM) shall provide overarching management, direction, administration, quality assurance, and leadership of all task orders issued under this contract.

The Contractor shall maintain the progress and productive mutual interaction of various parties in such a way that overall risk of program and project failure is reduced. The Contractor shall have the ability to adapt to the various internal procedures, and to form close links with the nominated PBGC representatives to ensure that the key issues of cost, time, quality, and client satisfaction can be realized. The Contractor shall:

A. Develop and deliver a program management plan that defines how the program manager will accomplish the tasks identified in this section.

B. Ensure consistent practices and coordination among task orders and work being conducted within a task order. This includes management and oversight of all project management plans, configuration management plans, and other project, system-level or subsidiary planning.

C. Coordinate activities across systems within and among awarded task orders (e.g. end-to-end integrated testing, peak period performance testing, etc. See Section C.2, Systems Data table.

D. Identify and balance resources among and within task orders to ensure the most efficient staffing required to meet PBGC’s goals.

E. Facilitate the work required and enable an adequate level of communication with the Government.

F. Oversee all activities performed by contractor personnel, including subcontractors, to satisfy the requirements identified in this contract.

G. Maintain access to resources that can be called upon to fulfill task order requirements under the contract.

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H. Prepare and monitor a quality assurance plan to ensure services and deliverables for the contract meet the highest level of quality and demonstrate continuing quality improvement. At a minimum, the quality assurance plan should include peer and/or secondary review of documentation, code, and other deliverables submitted.

I. Bring to the government’s attention new approaches, ideas, innovations, process improvements, methods or technologies to enhance/improve operations and demonstrate continuous improvement.

J. Prepare and conduct monthly Program Management Reviews (PMRs) with PBGC staff as agreed with COR to review contract performance across all Task Orders' task areas, system and project performance and overall program performance in meeting program objectives. Provide aggregate program reporting that summarizes this performance to include:

1. Program level summary of system and project status

2. Program roadmap identifying current and future projects and milestones

3. Demonstrated stabilization of the systems with identification of enhancements to defect resolution ratio

4. Program level customer satisfaction

5. Management dashboard reporting -- demonstrating 1) trends in system operations and performance, 2) impacts of proposed changes and 3) other data important for PBGC decision making.

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4.1.2 Project Management Support

The contractor shall conduct project management activities to actively plan and manage ongoing projects. The contractor shall:

A. Develop project management plans and project baselines for identified projects to include releases or any activity where resources are deployed to make changes to or support the PBGC systems

B. Conduct scope management to ensure project scope is baselined and changes to scope are managed through the project lifecycle. Establish and follow procedures for release management and change control, including an impact assessment.

C. Conduct schedule management to include establishing a resource-loaded and baselined schedule in PBGC’s approved project management system (currently Microsoft Project Online, a.k.a. P3M)

D. Conduct cost management to ensure baselined costs are maintained and managed throughout the project lifecycle to include reporting on burn rates and associated cost measures.

E. Conduct earned-value-management to identify earned value metrics and status for projects.

F. Maintain relationship and partnership with all integrated system leadership for systems both internal and external to the project IT applications/systems.

Issue and Risk Management

PBGC places great importance on actively performing risk management. Identifying, developing mitigation strategies and effectively escalating risks are a key component of project management. See Section C.2, Systems Data table. The Contractor shall:

A. Establish risk management plan based on PBGC Risk Management Policy B. Identify and track risks that may impact the project and PBGC systems and identify mitigation strategies in BISD’s system of record (currently P3M) C. Identify and track issues and work to resolve to ensure system operations and release remain on-schedule Status Reporting

Regular and ad hoc reporting is required to ensure all PBGC project stakeholders are aware of project and system status. The Contractor shall provide regular status and ad hoc reporting to COR, IPT, executive sponsors for all contractor activities.

Integrated Project Team (IPT) and Change Control Board (CCB) PBGC uses integrated project teams (IPTs) to provide governance and guidance for IT systems and projects. These IPTs consist of members from various PBGC stakeholder groups including the Information System Owner, Information System Security Manager, IT Infrastructure, Enterprise Architecture, system operations and development team, IT project manager and many others. All system operations and changes shall be guided by an IPT.

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In addition to IPTs, PBGC uses change control boards (CCBs) to authorize the scope, schedule and cost of system releases. CCB membership is like that of IPTs but also includes program level representation. All system changes proposed by the IPT must be agreed to by the CCB.

See Section C.2, Systems Data table. The contractor shall:

A. Coordinate and facilitate IPT and CCB governance bodies to enable decisions on system changes and to provide a venue for dissemination of system information.

B. Provide status on system operations and changes.

Meeting Participation

Throughout the management and support of PBGC systems and projects, meetings will be conducted to gather information, make decisions, disseminate information, etc. Conducting efficient meetings and maintaining accurate minutes of those meetings is essential to the success of PBGC projects. See Section C.2, Systems Data table. The Contractor shall:

A. Develop agendas and circulate those agendas ahead of any meetings organized by the contractor

B. Develop meeting materials when the contractor is presenting.

C. Facilitate meetings that allow for in-person and/or remote participation via teleconference, Skype and/or other remote participation tools.

D. Record and provide minutes of all meetings conducted or attended as part of this contract work and deliver those minutes for participant review and comment E. Participate in meetings as required for other PBGC efforts that may impact or be impacted by this contract.

System Documentation and Documentation Maintenance

PBGC system documentation includes any documentation generated as part of a maintenance, enhancement or modernization effort, technical documentation, training materials, operational manuals, meeting agendas/minutes and any documentation used or created as part of the performance of PBGC system support. All documentation shall be maintained and kept current during the maintenance period by the Contractor using PBGC’s SharePoint sites or another PBGC approved tool. The Contractor shall:

A. Develop or update PBGC documentation, including manuals (e.g., operations, system administration, system maintenance, user and training) and plans (e.g. system integration and site implementation). Documentation shall follow the latest approved standards at the time of the execution effort and delivery of the system. The Contractor shall develop documentation and/or update existing ITSLCM documents that are required as a result.

B. Maintain and revise PBGC system and business process documentation in accordance with changes made to PBGC.

Technical Writing

Production of high quality system documentation and written deliverables is an important requirement of the services provided under this contract. The Contractor shall ensure that

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professionals with skill in technical writing are used in creation of contract deliverables. These deliverables should be of high quality, technical accurate, written for the appropriate audience and minimized grammatical and spelling errors. Technical writing services may be required for production of stand-alone PBGC documentation. See Section C.2, Systems Data table.

4.1.3 Transition Support

The objective of transition support is to ensure continuity of services in the areas supported by the incumbent while the incoming contractor learns how to support these services. The Contractor shall support transition from the outgoing incumbent, as well as transition to PBGC or a new contractor, if required.

Transition In Upon award, the Contractor shall begin an effective transition of work from the incumbent. The contractor shall assume full responsibility for an orderly phase-in of operations that minimize the impact to PBGC. The contractor shall ensure that transition activities are transparent to the current operations and do not disrupt or adversely affect the current day to day operations. The transition in period shall not exceed 60 days after contract award. The plan should address all work to be assumed from the incumbent and the tasks required to accomplish successfully taking on the scope of work including onboarding, technical access, transfer of documentation, transfer of all knowledge and any other activities required.

Transition Out The Contractor shall accommodate transition for at least two (2) months of its functions to PBGC or a new contractor upon re-compete of this contract. The Contractor shall deliver all documentation, information for the operation and maintenance of the PBGC systems, and provide communications, training, and support to PBGC to ensure a successful transition of PBGC to another vendor. The Contractor shall develop a Transition Strategy detailing the steps necessary to transition operations and maintenance to PBGC, another PBGC selected vendor and any documentation or activities for releases work that may be underway. At completion of the contract, all licenses revert to PBGC. All documentation shall be maintained and kept current during the transition period by the Contractor.

4.2 IT Solutions Lifecycle Services

The contractor shall provide cradle-to-grave IT systems services for PBGC hosted and externally hosted systems/applications. The contractor shall adhere to/comply with governance gates and reviews; standards and deliverables; roles, and planning, implementation, maintenance, and disposition of IT solutions throughout their lifecycle. In particular, all system work will be guided by the PBGC IT Solutions Lifecycle Management (ITSLCM) Framework: Planning, Execution (Maintenance, Enhancement and Modernization), and Operations and Disposition and the responsibilities (defined in the IT Management Directive 05-07). See Attachment C.4.2.a ITSLCM Framework v3.0 and Attachment C.4.2.b ITSLCM Handbook v3.0.

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4.2.1 Planning Services

The contractor shall provide planning services, including product and development-methodology selection. The contractor shall perform tasks and create deliverables, so the solution meets the intended business need in accordance with all applicable policies, procedures, standards and guidelines.

Business Needs Analysis A BNA is a planning effort based on research and analysis that results in recommendations for improvement in a specific business area or issue. BNAs are conducted to ensure that IT investments are targeted to those areas in needs. BNAs are led by PBGC’s Enterprise Architecture Division (EAD) and their EA support contractor. BNA recommendations may address the following architectural categories: Strategy and Performance, Business, Data and Information, Applications, Infrastructure, and Cybersecurity and Privacy. The three types of business needs analysis efforts at PBGC are Segment Architecture, Architectural Analysis, and Small-Scope Analysis (The methodology provides a detailed guidance for conducting these types of BNA’S.)

A. A Segment Architecture is a planning effort to produce a holistic view of a business area (e.g., a segment) from an architectural perspective. The architectural perspective may address elements of strategy, performance, business, data, applications, infrastructure, and security of a given domain. The Segment Architecture Approach provides guidance to develop a new or refresh an existing segment, and is designed to accommodate increased flexibility, applicability, and inclusivity of the larger set of the planning processes.

B. An Architectural Analysis is a focused research or planning effort, and the scope is smaller than a full segment, or segment architecture work has been completed and needs additional details. The Architectural Analysis Approach is designed to meet the investment owners’ specific technical or budget planning goals for architectural analyses of all sizes.

C. A Small-Scope Analysis is a limited-scale analysis where goals, objectives, weaknesses, and opportunities are known. The Small-Scope Analysis Approach follows the same general guidelines and principles for an Architectural Analysis except that some activities and deliverables may be removed due to the decreased size and complexity of the analysis scope.

The contractor shall:

1. Provide the as-is environment to the BNA team.

2. Identify the impact of any upcoming changes to this contract.

Alternatives Analysis and Feasibility Studies In accordance with EA standards, alternative analyses and feasibility studies to determine the appropriate technology or solution area to implement in given situations. IT solutions and products recommended for use in the PBGC business IT environment have an identified business need documented and adhere to the Alternatives Analysis Standard and Methodology.

For small efforts, the Contractor shall

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• Identify, analyze and evaluate the advantages and disadvantages of each of the alternatives chosen, considering the evaluation criteria that has been established.

• Document the result of this evaluation to describe how each of the alternatives was judged per each of the criteria, and which permits a comparison of the relative merits and drawbacks of each alternative.

For larger analysis efforts, the Contractor shall

• Participate in the establishment of an Alternatives Analysis (AA) Integrated Project Team

(IPT) using the AA Methodology to determine the product or solution that is the overall best fit for PBGC.

• Follow these process steps for an Alternatives Analysis:

A. Establish AA IPT B. Define Business and Technical Requirements and Use Cases C. Define Evaluation Criteria and Weightings D. Identify Alternative Options and Conduct Market Research E. Conduct Initial Assessment, Score and Evaluate and eliminate options F. Conduct Cost Benefits Analysis with Risk adjusted costs and eliminate options G. Recommend Solution - Presentation for Pre-Acquisition Review - Viability and

Technical Acceptance H. Present recommendations to the TRB and ITPRB for their approval prior to initiating activities with the Procurement Department to acquire the IT product or solution.

Note: Alternatives analysis for make/buy decisions and modernization projects are not within the scope of this contract.

Cybersecurity and Privacy Cybersecurity and privacy is a priority for PBGC and for the PBGC IT systems and includes ensuring Cybersecurity and Privacy controls are built into changes to PBGC systems. Security requirements are considered for every systems effort, cradle to grave. In addition, consideration must be given to protecting sensitive data with special protections for personally identifiable information (PII) contained in PBGC systems. Included in this area is the review of existing system Cybersecurity and Privacy, analysis of control sufficiency and support for establishment and review of system security plans and configuration baselines. At a minimum, the Contractor shall:

A. Review PBGC’s Risk Management Framework (RMF) process and PBGC’s Cybersecurity and Privacy Catalog to determine the required security and privacy activities, deliverables, PBGC Cybersecurity and Privacy catalogue, and reviews

B. Complete required security and privacy tasks

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4.2.2 Execution Services: Modernization, Enhancement and Maintenance The Contractor shall conduct system development lifecycle (SDLC) activities to provide maintenance, enhancement and/or modernization (execution services) to PBGC systems. The contractor will be versed in a wide variety of SDLC methodologies – ranging from pure Waterfall to Agile as well as combinations of methodologies – and adapt these as appropriate to the system and stakeholders. At a minimum, the contractor shall conduct the activities and provide the items defined below. These items are not intended to be linear when an Agile or hybrid methodology is applied.

Requirements Definition, Analysis and Specification

A. Document the expected benefits, scope, assumptions and constraints, interfaces, functional requirements and operational requirements for each project and/or system change.

B. Work with the business owners, subject matter experts (SME), and other stakeholders to decompose, analyze, and document requirement specifications into their lowest level of detail that is also testable.

C. Identify, analyze, document, and obtain approval for the detailed requirement specifications. Depending on the SDLC being used, specific requirements may be developed as part of overall effort for more Agile methodologies as approved by COR, business stakeholders and IPT.

D. Create a requirements traceability matrix (RTM) to track the detailed requirements specifications, and update and maintain the traceability matrix with all requirements, design, test scripts, source code, and tables, as they arise.

E. Document requirements and RTM using a PBGC approved tool (currently Services Now).

Design and Design Specification

A. Design and develop the software solution to meet or exceed the functional and technical requirements identified in the detailed requirements specifications document. The Contractor shall develop a comprehensive design approach to execute detailed requirement specifications as per the agreed SDLC methodology.