4-DRAFT PWS-DGPAM Internal Ops Support_03112024 (Draft).pdf

Draft PWS

Performance Work Statement 1 Information Technology (IT) Enterprise Services (ES) 2

Demand, Governance, Project, and Acquisition Management (DGPAM) 3 DGPAM Internal Operations Support 4

1.0 Introduction/Overview 7

In support of the Internal Revenue Service (IRS) Inflation Reduction Act (IRA) Strategic 8 Operating Plan, Information Technology (IT) organizations are committed to increasing the 9 efficiency and availability of IT services. Enterprise Services (ES) is an IT organization 10 responsible for strengthening technology infrastructure across the IRS enterprise. The ES 11 team accomplishes this by defining the current and target Enterprise Architecture and 12 developing a transition strategy to move the agency towards the target environment. 13 Demand, Governance, Project, and Acquisition Management (DGPAM) is a Division of ES 15 that services internal customers (i.e., other ES Divisions and ES Front Office) and external 16 customers (i.e., organizations outside of ES). Contractor services are needed to improve 17 DGPAM internal operations. The goal of this effort is to further define/refine and streamline 18 processes and workflows, resolve operational bottlenecks, and improve customer service. 19 The objective of this PWS is to obtain qualified, experienced resources to a) improve 21 and increase efficiencies within DGPAM operations, b) automate tasks and solutions, 22

c) provide informative views/reports, and d) improve collaborative efforts, resulting in 23 the delivery of high-quality services faster. The outcomes will strengthen core internal 24 processes, reduce processing times, increase transparency, enhance organizational 25 alignment, and improve the customer experience. 26 DGPAM requires technical solutions and a robust Program/Project Management Playbook 28 to improve internal operations and effectively meet DGPAM’s demands in a cost-effective 29 manner. Required areas of improvement include ES acquisition tracking/reporting, and 30 related tasks to deliver quality DGPAM services. DGPAM also requires improvements 31 resulting in the capability to analyze the status and health of IRS IT investments for 32 decision-making. 33

2.0 Background 35

In August 2022, Congress enacted the Inflation Reduction Act (IRA), giving the IRS a 36 historic opportunity to transform tax administration and services provided to taxpayers. 37 The IRA provides the IRS an opportunity to significantly improve the way it serves its 38 customers externally and internally. One objective of focus within the IRA Strategic 39 Operating Plan is to deliver cutting-edge technology, data, and analytics to operate more 40 effectively. 41

3.0 Scope of Work 43

The scope encompasses Contractor services to develop, implement, and maintain 44 solutions/operations using Microsoft Power Platform products, Microsoft SharePoint 45 Online, Microsoft Office 365 applications, and Tableau. In addition, services are needed 46 to develop and implement a comprehensive Program/Project Management Playbook. 47

The scope includes support for DGPAM operations and related systems/applications to 49 maximize current ES operations and substantially improve service delivery. Services 50 and support cover all DGPAM Branches and the DGPAM Front Office. 51

4.0 Description of Tasks 54

The Contractor shall provide resources to execute requirements defined in the 55 description of tasks, ensuring alignment across DGPAM branches/offices, providing 56 insightful views of DGPAM activities, and supporting the management of ES initiatives 57 and operations. 58 The Tasks for a hybrid Firm Fixed Price (FFP) and Labor Hours (LH) contract are 60 outlined below. 61

Task # Description Task 1 Transition Services (LH) Task 2 Project Management Support (FFP) Task 3 Technical Solutions and Maintenance (FFP) Task 4 Project Management Branch Playbook (FFP)

4.1 Task 1: Transition Services 65

Transition services consist of a Kickoff Meeting, Transition-In, Ramp-Up/Knowledge 66 Transfer, and Transition-Out activities. 67

4.1.1 Kickoff Meeting 69

A post award conference will be held in accordance with 1052.242-70, Post Award 70 Conference. Within ten (10) business days of contract award or other mutually agreed upon 71 date, the contractor shall meet with Government representatives at a mutually agreed upon 72 location or via teleconference. The intent of this Kickoff Meeting (also known as Orientation 73 Briefing) is to initiate the communication process between the IRS and the Contractor by 74 introducing key participants, explaining their roles, reviewing communication ground rules, 75 and assuring a common understanding of the requirements and objectives. 76 The meeting shall include an introduction of those in attendance and discussion of the 78 contractor’s approach and plan for scope of work. Contractor shall demonstrate confirmation 79 of their understanding of the work to be accomplished under this Performance Work 80 Statement. The Contractor shall provide meeting notes (inclusive of any follow-up actions) 81 to the Government within five (5) business days after the Kickoff meeting. 82 The completion of this meeting shall result in the following: 84

1. The contractor and Government personnel who will perform work under this award will 85 be introduced. 86

2. The Government will show the applicable facilities to the contractor and determine if 87 the contractor will be performing work on the Government’s site. 88

3. The Government may provide any Government Furnished Property (GFP) to the 89 contractor at this time. 90

4. Any issues concerning the contractor clearances for contractor personnel will be 91 discussed. 92

5. The contractor shall demonstrate confirmation of their understanding of the work to be 93 accomplished under this PWS. 94

6. The contractor shall provide the accounting period end dates to be used for the term of 95 this award. 96

Desired Outcome - The communication process between the Government and Contractor 98 is initiated to ensure a common understanding of award requirements and objectives. 99 Contractor delivers Kickoff (Orientation Briefing) Meeting Minutes to Contracting Officer’s 100 Representative (COR) within 5 business days after Briefing. 101

4.1.2 Transition In and Ramp-Up/Knowledge Transfer 104

The Contractor shall provide a point of contact (POC) that will be assigned to work with the 105 Contracting Officer’s Representative (COR) on the onboarding process, on day-one of 106 award to begin the transition. The contractor shall provide weekly updates on onboarding 107 and staffing to the COR. The contractor shall provide a POC that will be available by cell 108 and email in the event a government emergency arises on off-core-hours. 109 Contractors must not begin working under this contract until all security forms have been 111 properly completed and submitted. Once each contractor employee receives his/her 112 Minimum Background Investigation (MBI) Approval letter with Security validation to this 113 contract, he or she must complete the required Security Awareness Training and FISMA 114 training within 10 days. Contractors must complete required training before beginning work 115 under this contract. 116 To date, there has been an average of 60-90 days of processing the MBI paperwork. The 118 contractor shall submit resumes of the contractor employee(s) who will fill the key position(s) 119 identified and resumes shall be approved by the government Program Manager. Until the 120 MBI and on-boarding tasks have been completed for Key Personnel and assigned staff, the 121 contractor shall be compensated for authorized work performed using the hourly labor rates 122 set forth in the Task Order. Any monthly fixed price will commence once the MBI has been 123 completed for all staff (pro-rated if the first payment covers less than a full month). If all 124 required vendor personnel have already received government investigation approval, 125 monthly payments will not be affected. 126 The Contractor shall prepare a Quality Control Plan (QCP) for the work to be conducted. 128 The purpose of the QCP is to outline a strategy and identify mechanisms for ensuring that 129 all products and services meet quality standards for completeness, accuracy, and 130 timeliness. In the plan, contractors must describe the quality control methods they will 131 employ to ensure that the requirements are provided as specified. Contractors must state 132 how they will manage the effort and perform functions such as configuration management, 133 the application of industry standards, and use of best practices, version control, security 134 monitoring, preventive maintenance, and training for personnel. Additionally, contractors 135 should describe what monitoring techniques (e.g., inspection regimen, customer input, 136 audits) they will use to ensure the effectiveness of such activities. The QCP shall describe 137 the methods for identifying and preventing problems before the level of performance 138 becomes unacceptable. The plan shall be provided in electronic format and shall comply 139 with all applicable standards of 36 CFR §1194 – Section 508 of the Rehabilitation Act of 140 1973, as amended. Any proposed changes to the QCP after it has been accepted by the 141 IRS shall require written concurrence from the Contracting Officer (CO). 142 Ramp-Up is defined as the Contractor acquiring the necessary documentation, information, 144 and processes related to any work in progress from the Government, resulting in increased 145 understanding of the tasks. This task includes meeting with the IRS Subject Matter Experts 146 to gather any tacit knowledge related to the requirement. Transition-In activities shall be 147 worked concurrently with Ramp-Up/Knowledge Transfer. Successful transition can be 148 defined by its capacity to maintain full continuity of operations, high productivity, and 149 exemplary service quality. 150 The government estimates Transition In and Ramp-Up/Knowledge Transfer tasks will take 152 approximately 120 calendar days to complete after award. The Contractor Project Manager 153 shall serve as the knowledge transfer manager to oversee the transfer of knowledge among 154 contract staff and ensure all areas are accounted for. The contractor shall meet with the 155 IRS weekly to discuss the progress of the knowledge transfer and discuss any risks or 156 concerns at that time. 157 Transfer In and Ramp-Up/Knowledge Transfer activities to be completed by Contractor shall 159 include, but are not limited to the following: 160

• Provide COR with weekly and monthly Onboarding and Staffing Status Reports to 161 cover: MBI requests, Badge numbers, laptop barcode numbers, parking requests, 162 assigned seating locations, training status, action items, issues, and risks. 163

• Provide weekly and monthly Status Reports to cover all work performed. 164

• Review the Quality Assurance Surveillance Plan (QASP), payment schedule, 165 deliverables official start and end dates, and other administrative documents as 166 needed. 167

• Work with the Government to review/finalize the Quality Control Plan (QCP). 168

• Participate in Knowledge Transfer activities coordinated and/or authorized by the 169

Government to gain foundational knowledge regarding the IRS environment, daily 170 operations, and practices. 171

• Support planning activities, schedule management, issue and risk tracking, reporting, 172 configuration management, quality assurance, technical reviews, and analysis of 173 operational data. 174

The IRS will provide non-sensitive and non-Personally Identifiable Information (PII) materials 176 such as (a) existing report formats, (b) guidance regarding work standards, (c) IT and ES 177 operating framework/models, (d) current plans, processes, and procedures, and (e) 178 appropriate technical documents to assist contractor with understanding current state. Using 179 this information, the contractor shall work within the Government’s pre-authorized 180 parameters (in terms of scope and labor hour usage) to (a) adopt or modify existing plans, 181 processes, and procedures, and (b) draft and finalize new or updated non-sensitive and 182 non-PII materials upon request. 183 Desired Outcome – All Contractor staff has MBI clearance and completes all transition-in 185 activities associated with this task in accordance with IRS requirements. Contractor submits 186 all associated work products and deliverables associated with this task to the IRS timely and 187 within the acceptable level of quality. 188

4.1.3 Transition Out 191

The Contractor shall provide transition-out services (refer to Federal Acquisition Regulation 192 (FAR) Clause 52.237-3 Continuity of Services). The Contractor shall facilitate the transition 193 of contracted activities and services to ES personnel and/or a follow-on Contractor in 194 accordance with the Government approved Transition-Out Plan. The transition period shall 195 not exceed sixty (60) calendar days. 196 The Contractor shall: 198

• Minimize transition impact to the user community 199

• Ensure no breaks in service availability 200

• Maintain existing service quality and performance levels 201

• Ensure a transparent and seamless transition 202

• Maintain support and meet delivery milestones of ongoing projects 203

The Contractor shall develop, document, and provide a Transition-Out Plan no later than 205 one hundred eighty (180) calendar days after the date of award, or earlier if directed by the 206 Contracting Officer, and shall be updated annually. The Contractor’s Transition-Out Plan 207 shall facilitate the accomplishment of a seamless transition from the incumbent(s) to the 208 incoming Contractor and/or ES personnel. The Contractor shall identify transition activities, 209 schedules, and milestones for the turnover of work (e.g., operations, maintenance, 210 development, documentation, training, configuration management, and logistics functions) 211 and identify how it will coordinate with the incoming contractor(s) and ES personnel to 212 transfer knowledge. 213 The Contractor shall appoint a knowledge transfer Point of Contact (POC) to oversee the 215 transfer of knowledge and ensure all areas are covered. If desired, this can be the Project 216 Manager. Knowledge transfer activities shall commence no later than seventy-six (76) 217 calendar days prior to end of contract. 218 The Contractor shall meet with the IRS bi-weekly (twice a month) to discuss the progress of 220 knowledge transfer activities. The Contractor shall discuss the scope of knowledge transfer 221 to ensure alignment, dependencies, and any risks or concerns during the meeting. 222 Contractor activities during the Knowledge Transfer process shall include, but are not limited 223 to the following: 224

• Knowledge transfer of technical skills and lessons learned to IRS staff 225

• Transfer of standard operating procedures, schematics, and any other artifacts 226 required to maintain operations 227

• Transfer of Applications procedures and processes 228

• Transfer of updated documentation for all delivered functionalities. Deliverables shall 229 be the sole property of the Federal Government. The format for deliverables will be 230 provided in a format which will allow the government to modify and update when/if 231 necessary 232

• Knowledge of configurable data including, but not limited to usernames and 233 application settings 234

• Transfer of training plans, materials, and/or seminars 235

Desired Outcome - Government and new contractor have a clear understanding to effectively 237 manage the operations and maintenance of workflows, processes, tools, applications, and 238 services with no interruption or degradation of service quality. All transition out activities 239 associated with this task are completed in accordance with IRS requirements. Contractor 240 submits all associated work products and deliverables associated with this task to the IRS 241 timely and within the acceptable level of quality. 242

4.2 Task 2: Project Management Support 245

The Contractor shall identify a Project Manager (PM) responsible for overall coordination and 246 management of the work required, as well as the quality of all products and services delivered 247 within the contract. This individual shall act as the primary point of contact with the Government 248 on contract performance updates and issues. The Contractor shall communicate with the 249 Government’s COR to discuss contract matters, and will interact with other government 250 employees as appropriate. 251

The Project Manager shall provide management, direction, administration, quality assurance, 253 and leadership in the execution of this contract. The Project Manager is responsible for all 254 deliverables and services provided under this PWS and has full management authority of this 255 requirement and personnel assigned to work on this effort. The Project Manager shall ensure 256 all tasks are completed on schedule, and inform Government’s COR and Program Manager of 257 potential impacts to schedule and deliverables via documentation of challenges, barriers, 258 issues, risks, risk mitigation, and recommendations to resolve. 259 Project Management support shall include, but is not limited to the following: 261

1. Manage contractual and financial matters, staffing, and tasks 262

2. Provide management and operations support by preparing agendas, meeting materials, 263 minutes/notes, and project review briefings 264

3. Support regularly scheduled status meetings to discuss plans, strategies, progress, 265 risks, issues, challenges, mitigation plans, and solutions 266

4. Provide PM related input and support for Task 3 (Technical Solutions and Maintenance) 267 and Task 4 (Project Management Branch Playbook) 268

5. Support integration of ES activities and workstreams to efficiently produce deliverables 269

6. Submit accurate and informative status reports 270

7. Capture and provide lessons learned 271 Desired Outcome - Project Manager actively provides guidance, oversight, and control on the 273 work performed under this contract. Tasks are completed within budget, on schedule, and 274 integrate with related efforts resulting in DGPAM operational improvements. Deliverables are 275 at the expected level of detail and quality. 276

4.3 Task 3: Technical Solutions and Maintenance 279

The Contractor shall provide technical solutions and maintenance services by actively 280 engaging in activities required to maximize and maintain DGPAM operational capabilities. 281 These capabilities cover the following areas: 282

• Acquisition and Budget Management 283

• Audit Management 284

• Data Analytics and Management 285

• Demand Management 286

• Governance 287

• Operational Metrics and Management 288

• Program and Project Management 289

• Program Integration 290

• Risk/Issue Management 291

• Service Delivery Planning and Execution 292

Contractor services shall be provided to all DGPAM Branches/Offices. The contractor shall 294 perform analysis, define, and execute value streams to maintain current state and implement 295 improvements for target/future state. These value streams include, but are not limited to the 296 sequence of activities required to capture requirements, design, develop, and deliver a specific 297 product, service, material, and/or workflow using one to many of the following applications: 298

• Microsoft Power Platform (i.e., PowerBI, PowerApps, and Power Automate) 299

• SharePoint Online in Microsoft 365 300

• Microsoft Office 365 Applications 301

• Tableau 302

Contractor must be well versed in Microsoft SharePoint and Power Platform applications 304 implementation and administration. These applications will be used to develop a 305 communications and collaboration platform with integrated workflow automation and reporting. 306 Contractor shall provide advice, technical consultation, and evaluate alternative means of 307 satisfying requirements to achieve needed operational efficiencies. An in-depth understanding 308 of Power Platform capabilities is required to create integrated solutions for improved 309 operations. 310 Contractor shall collaborate with DGPAM Team to deliver enhancements and changes on a 312 monthly cadence. In response to prioritization of needs and requested implementation dates, 313 Contractor shall provide a proposed Schedule (including dependencies) supporting the 314 requested implementation date for DGPAM review and approval. Once the Schedule is 315 approved, Contractor shall deliver items as outlined in the Schedule. Depending on the nature 316 of a request or need, Contractor shall perform required tasks according to a DGPAM-approved 317 Schedule, or as soon as possible due to required maintenance or high priority (e.g., production 318 problems, high visibility requests, administrative requirements). 319 Contractor shall proficiently use the above stated platform/applications to perform activities, 321 which include but are not limited to the following: 322

1. Elicit, document, and validate requirements through interviews, meetings, and working 323 sessions to understand DGPAM needs and present recommended solutions 324

2. Assess current state to identify inefficiencies, gaps, and submit recommendations for 325 improvement 326

3. Design, develop, and implement solutions to address DGPAM requests and 327 requirements 328

4. Understand data drivers, and effectively use data sources and data collection processes 329 to address requirements. Establish effective ways to collect, organize, analyze, create, 330 update, and present data/information 331

5. Design, develop, and maintain dashboards and metrics 332

6. Create, generate, and maintain reports and data visualization solutions for teams to 333 generate/retrieve independently 334

7. Create, design, develop, and maintain content for SharePoint site collections either 335 owned or maintained by DGPAM 336

8. Perform maintenance, troubleshooting, and administration for sites, platforms, and 337 applications DGPAM owns or is responsible for maintaining and administering (e.g., fix 338 problems, perform and/or support maintenance activities, perform administration of 339 users, groups, permissions) 340

9. Create/maintain templates, files, and folders to standardize the collection or 341 dissemination of information for streamlining and improved efficiencies 342

10. Improve DGPAM team performance and service delivery through ES operational 343 workflows 344

11. Utilize strong analytical skills and experience to provide input on program/project 345 management strategies for key initiatives and complex assignments 346

12. Apply strong communication skills, both verbal and written, to communicate on 347 operational metrics and analytics, develop/present recommendations, develop briefing 348 materials, and prepare operational updates/status reports for activities under this task 349

13. Develop/modify operating procedures/documents and artifacts such as policies, 350 practices, processes, workflows, project documents, and white papers 351

14. Implement continuous process improvements to enable stabilization of operations 352

15. Anticipate obstacles and develop plans for various scenarios by creating specific, 353 reasonable, logical, and timely solutions 354

16. Leverage team collaboration tools and workflows to track and manage action items 355

17. Leverage support tools and communication channels to improve communications and 356 foster tighter collaboration within DGPAM, and with DGPAM’s internal and external 357 customers 358

18. Monitor, provide input, and report using IRS agreed reporting formats and schedules 359

19. Collaborate with DGPAM staff and provide ongoing knowledge transfer and training 360

Desired Outcome - Contractor completes tasks using the appropriate 363 platform/tools/applications (i.e., SharePoint Online, Microsoft Power Platform, Microsoft 364 Teams, Tableau), resulting in the following: 365

• Substantial improvements and time savings due to increased efficiencies 366

• Timely maintenance and administration of tools/applications 367

• Repositories populated and refreshed 368

• Data analytics, metrics, and informative reporting 369

• Creation of dashboards/reports for teams to maintain and generate independently 370

• Up to date operating procedures/documents and artifacts 371

4.4 Task 4: Project Management Branch Playbook 374

Project Management Branch (PMB) team members serve as Program Managers, Project 375 Managers, and Project Advisors, providing services and support to other ES Divisions. The 376 Contractor shall develop a PMB Playbook for the PMB Team, containing comprehensive 377 guidance and tools that map out the progression of steps from beginning to completion. 378

4.4.1 Playbook Content 380

The Playbook shall centralize access to IRS Enterprise-level methodologies, frameworks, 381 processes, procedures, templates, and tools relevant to ES program and project management. 382 It shall also reflect how these Enterprise-level items are executed within ES program and 383 project management processes and procedures. The Playbook shall define the ES end-to-end 384 processes, procedures, and best practices required for effective ES program and project 385 management. It shall take the specific needs of ES into account, and tailor Enterprise-level 386 elements as permitted and appropriate. It shall provide the most relevant and time-saving tools 387 and techniques, thus optimizing operations. 388 The tools within the Playbook shall include, but are not limited to workflows and templates. 390 Contractor shall collaborate with DGPAM Staff to capture requirements for automation and 391 other technical solutions. Automation and other technical requirements will be satisfied by 392 Task 3, Technical Solutions and Maintenance. The Playbook shall also include a training and 393 development section that outlines the various training programs and resources available. 394 The Playbook shall include the integration of all areas within a Program/Project Manager’s 396 responsibility or purview (e.g., governance, compliance, issue/risk management, investment 397 portfolio management, demand management, team communications plan, collaboration 398 methods). 399

4.4.2 Playbook Development 402

The Contractor shall complete the necessary analysis to determine required Playbook content. 403 The Contractor shall conduct portfolio level activities capturing the lifecycle roles, 404 responsibilities and associated activities and tasks for the PMB technical advisors. The 405 Contractor shall host working sessions with the PM Branch to identify and gain access to 406 relevant information sources for consideration. The Contractor shall review identified sources, 407 collect relevant information and consolidate information into a designated centralized location. 408

The analysis shall also address, but is not limited to, the following: 409

1. What is the current state of PM Branch operations? Analyze details, drivers, challenges, 410 issues, related factors, and considerations. 411

2. What are the relevant current state IRS Enterprise-level items to use as the basis for ES 412

PM Branch Operations? 413

3. How should the PM Branch effectively apply IRS Enterprise-level items to address ES 414 program and project management operations? 415

4. What gaps within IRS Enterprise-level items cause inefficiencies in PM Branch 416 operations? 417

5. What ES-level processes, procedures, practices, and workflows are needed to 418 supplement IRS Enterprise-level items? ES-level items must be compatible and work in 419 conjunction with IRS Enterprise-level items. 420

6. What is the target state of PM Branch operations to optimize and increase efficiencies? 421

7. What is the plan to get to target state? 422

The Contractor shall produce a Gap Analysis Report to cover, at a minimum, the following data 424 points: Current State, Target State, Gaps, and Remedies. 425 Upon completion of the Gap Analysis Report, Contractor shall provide a proposed Schedule of 427 activities, dependencies, and planned completion dates for completing the PMB Playbook. 428 The Schedule shall reflect development of the Playbook in iterations to allow Stakeholders to 429 review and provide feedback in iterations. The Schedule shall reflect the updated deliverable 430 being due two (2) or more times per month depending on what activities are planned for that 431 time frame. This approach will foster ongoing collaboration, ensure all considerations are 432 factored into the solution, and confirm activities are progressing as expected. DGPAM must 433 review and approve the initial and any updated versions of the Schedule. Once the Schedule 434 is approved, Contractor shall deliver items as outlined in the Schedule. 435

4.4.3 Tabletop Exercises 438

Once the Playbook is developed, the Contractor shall develop and conduct Tabletop exercises 439 with the PMB Team to a) prepare PMB Team for Playbook usage, b) ensure a common 440 understanding of roles, responsibilities, and execution of activities, and c) verify document’s 441 completion and quality. 442 In preparation for a Tabletop exercise, Contractor shall develop interactive scenarios and 444 probing questions. This information will be used to simulate PM Branch team members 445 responding to customer requests and executing required tasks. Contractor will capture issues 446 and gaps related to the Playbook, and provide updates as needed. Subsequent Tabletop 447 exercises shall be conducted as needed to obtain DGPAM approval of PMB Playbook. 448

4.4.4 Playbook Implementation 451

Contractor shall assess the outcome of utilizing the Playbook in production. Contractor shall 452 report a) the results of utilizing the Playbook in production, b) gaps, c) issues/challenges, and 453

d) recommended improvements. Contractor shall collaborate with DGPAM staff, make 454 updates as needed to the Playbook, and provide ongoing knowledge transfer. Support shall 455 be provided to monitor and confirm target state requirements are successfully in operation. 456 Desired Outcome - The PMB Team is utilizing a PMB Playbook to perform Program and 458 Project Management tasks, resulting in a consistent and efficient execution of activities. 459

4.5 Skill Requirements (for all Tasks) 461

The Contractor shall provide resources with extensive experience developing, implementing, 462 and maintaining solutions using: 463

• Microsoft Power Platform (Power BI, Power Automate, Power Apps) 464

• SharePoint Online (M365) 465

• Microsoft Power Platform integrated with SharePoint 466

• Microsoft Office 365 Applications 467

• Tableau 468

Contractor shall be proficient in configuring, integrating, administrating, and supporting 470 Microsoft Power Platform products and SharePoint. 471 Additionally, Contractor shall have subject matter expertise in the following: 473

• Process Improvement 474

• Data Analysis 475

• Workflow Automation 476

• Data Visualization and Reporting 477

• Program and Project Management 478

• IT Service Delivery 479

• IT Governance 480

• IT Risk/Issue Management 481

• IT Demand Management 482

5.0 Government Furnished Property (GFP) 485

IRS personnel may provide Government Furnished Equipment (GFE) and/or 486 Government Furnished Information (GFI). Any issues concerning the Contractor employee 487 security clearances will be discussed. 488 GFP (to include material, equipment, and/or information) may be provided in the 490 performance of this task order. The following GFP will be provided to the Contractor: 491

ITEMS QUANTITY

Contractor Identification Badge TBD Contractor Building Access/Proximity Card TBD Laptop with Local Area Network Access TBD Office Space (Desk, Chair, Standard Office Equipment) or Location of Hoteling Office Space TBD

Microsoft: Word, Excel, PowerPoint, Project Access TBD

Upon completion, disposition of GFP shall be in accordance with FAR 52.245.1. Specific 494 requirements about providing government furnished property can be found in FAR 45, 495 government property, and related IRS policy. 496

6.0 Travel 499

Travel (long distance and local) mileage and parking is not required and will not be 500 reimbursed under this contract. 501

7.0 Access to Government Property and Facilities 504

After contract award and after completion of the Kickoff meeting, IRS personnel may show 505 the applicable facilities to the Contractor if work will be performed at an IRS site. 506

The COR shall be responsible for requesting an IRS Smart ID (form 13716A) after Security 508 confirms either an Interim or Final MBI Approval. The Contractor requires the badge to access 509 their IRS laptop. Although Contractors shall work primarily from their home or other remote 510 locations, the Contractor may require building access during the Period of Performance 511 (POP). The Contractors may have limited access to the government's facilities. The IRS ID 512 badge shall provide building access to the New Carrollton Federal Building and shall be used 513 as the official ID for visitor access to any other IRS facility. 514

These requirements may include, but are not limited to special pass or identification 516 requirements, special security clearance requirements, or special escort requirements. 517

8.0 Inspection and Acceptance 520

8.1 Inspection 522

The Contractor shall ensure that all deliverables are clearly marked with the contract number 523 and award order number and visible on all shipping/service documents, containers, and 524 invoices. 525 Inspection will be at the same place as performance and delivery, unless otherwise specified. 527

8.2 General Acceptance Criteria 530

The Contractor shall perform all tasks and provide all deliverables identified in this PWS during 531 the Period of Performance. All tasks and deliverables must meet the performance Standards 532 or Acceptable Quality Level (AQL) as specified in the contract Quality Assurance Surveillance 533 Plan (QASP). IRS will have ten (10) business days to review and rate deliverables on the 534 timeliness and quality of each product. Subsequently, the Contractor shall update the 535 deliverable within five (5) business days of receiving IRS comments. 536 The general quality measures as set forth below will be applied to each deliverable received 538 from the contractor under this contract and any resulting orders awarded. 539

• Accuracy - Deliverables shall be accurate in presentation, technical content, and 541 adherence to accepted elements of style. 542

• Clarity - Deliverables shall be clear and concise; engineering terms shall be used, as 544 appropriate. All diagrams shall be easy to understand and relevant to the supporting 545 narrative. 546

• Specifications Validity - All deliverables must satisfy the requirements of the 548 Government as specified herein. 549

• Format – Deliverables shall be submitted in soft copy (where applicable) and in 551 media defined by the IRS. The work product format may be different in each award 552 order. Soft copy formats shall follow Department of the Treasury and IRS Directives 553 and shall be consistent with other similar efforts. All text and diagrammatic files shall 554 be editable by the Government. 555

• Timeliness - Deliverables shall be submitted on or before the due date specified in 557 the award order, or submitted in accordance with a later, scheduled date determined 558 by the CO. 559

8.3 Acceptance of Deliverables 562

a) The Government will perform an initial review of deliverables, and if problems are 563 encountered during the review, the contractor must correct them at no additional cost. If 564 necessary, a meeting may be convened to resolve any differences. The contractor shall make 565 all required changes to achieve an acceptable deliverable. The Government will perform its 566 review within 10 business days from receipt of the deliverable or as otherwise specified in each 567 award. 568

b) When the review of a deliverable results in necessary modifications, the Government will, in 570 accordance with the approved award schedule, provide the necessary documentation to 571 correct the deliverable. It will then be the responsibility of the contractor to properly and 572 consistently incorporate the comments in the final product. 573

c) These procedures shall not be construed to constitute a waiver on the part of the 575 Government of its rights under FAR Subpart 49.4, entitled “Termination for Default”, nor of any 576 other rights or remedies provided by law or under this contract. 577

8.4 Acceptance of Work Products 580

After the Government's technical review of work products, the Government may identify 581 technical issues needing correction so that they are accurate and complete. Incorrect technical 582 information in work products could cause potential problems that would occur through the use 583 of that information. In such situations, the Government will identify the technical issues that 584 need correction, and upon the CO’s approval, the COR will communicate that information to 585 the Contractor. 586 If the Government requests the Contractor to make technical corrections to a work product, the 588 Contractor may charge the costs connected with making those corrections to the Line Item that 589 the work products were delivered under - as long as sufficient funds remain in the contract. 590 Unless requested to do so, the Government does not want the Contractor to spend additional 591 funds for correction of the information in the noted work product, but the Contractor shall 592 ensure correction of that information if used in a future work product. 593

9.0 Observed Federal Holidays 596

No Contractor support is required on the following eleven (11) Federal Government observed 597 holidays: 598

• New Year’s Day (January 1st) 599

• Martin Luther King’s Birthday (3rd Monday in January) 600

• Washington’s Birthday (3rd Monday in February) 601

• Memorial Day (4th Monday in May) 602

• Juneteenth National Independence Day (June 19th) 603

• Independence Day (July 4th) 604

• Labor Day (1st Monday in September) 605

• Columbus Day (2nd Monday in October) 606

• Veterans Day (November 11th) 607

• Thanksgiving Day (4th Thursday in November) 608

• Christmas Day (December 25th) 609

10.0 Deliveries of Performance 612

10.1 Period of Performance 614

The period of performance for any resultant award shall be two years and nine months, one 615

(1) nine-month base period and two (2) 12-month option periods. 616

Base Period: 09/01/2024 – 05/30/2025 (9 months) 618 Option Period 1: 06/01/2025 – 05/31/2026 (1 year) 619 Option Period 2: 06/01/2026 – 05/31/2027 (1 year) 620

10.2 Place of Performance 623

The place of performance shall be a combination of virtual and on-site at the IRS facility in 624 New Carrollton, MD. Meetings, demonstrations, and working sessions may be held in IRS 625 facilities in the Washington DC Metropolitan area or virtually depending on program needs or 626 federal building closure status. 627

10.3 Ship To 630

Unless otherwise specified below, all deliverables/work products shall be provided no later 631 than 4:00 p.m. Eastern Standard time on the date(s) specified in the award. 632

10.4 Deliverables 637

Unless otherwise requested in writing by the COR, deliverables/work products shall be 638 delivered in electronic format in accordance with the Delivery Schedule (section 10.5). Delivery 639 method(s) and destination(s) will be provided by the Government. 640

10.5 Delivery Schedule 643

All deliverables must conform with Section 508 compliance regulations including the applicable 644 provisions and appropriate technical standards in 36 CFR 1194, Subpart B, and functional 645 performance criteria in 36 CFR 1194.31, Subpart C. 646

The Deliverables required for this Task Order are as follows: 648 Task 1 (Section 4.1): Transition Services Deliverable

ID

Deliverable Due Date

4.1-01 Draft of proposed Kickoff Meeting Agenda

Within 3 business days of Task Order Award

4.1-02 Final Kickoff Agenda and briefing materials

Within 5 business days of Task Order Award

4.1-03 Kickoff Meeting Minutes 5 business days after Kickoff Meeting

4.1-04 Submission of all required security forms properly completed

Within 10 business days after contract award or issuance of an order

4.1-05 Completion of all required security training

10 days after receiving MBI Approval letter with Security validation to this contract

4.1-06 Onboarding and Staffing Status Report Weekly and Monthly until onboarding is completed.

Weekly reports are due on Mondays to cover previous week (due Tuesday if Monday is a federal holiday). The weekly reporting period shall not extend to a different month. Monthly reports cover the 1st to last day of every month, due 4 business days after the last day of the month.

Task 1 (Section 4.1): Transition Services Status Report template(s) must be approved by the Government.

4.1-07 Status Report to cover all work performed.

Status Report Components:

Major Accomplishments Completed Deliverables Key Work in Progress Planned Upcoming Activities Concerns/Risks/Issues Labor Hours Comments (key things to note) Personnel Changes Scheduled Personal Time Off

Weekly and Monthly until onboarding is completed.

Weekly reports are due on Mondays to cover previous week (due Tuesday if Monday is a federal holiday). The weekly reporting period shall not extend to a different month. Monthly reports cover the 1st to last day of every month, due 4 business days after the last day of the month.

Status Report template(s) must be approved by the Government.

4.1-08 Quality Control Plan (QCP) Within 20 business days after Kickoff Meeting

4.1-09 New/modified plans, processes, and procedures

Weekly until onboarding is completed

4.1-10 New/updated non-sensitive and non-PII materials

Weekly until onboarding is completed

4.1-11 Transition-Out Plan 180 calendar days after Task Order Award and updated annually

4.1-12 Transition-Out Documentation 45 calendar days prior to end of contract

Task 2 (Section 4.2): Project Management Support Deliverable

ID

Deliverable Due Date

4.2-01 Status Report to cover all work performed.

Status Report Components:

Major Accomplishments Completed Deliverables Key Work in Progress Planned Upcoming Activities Concerns/Risks/Issues Labor Hours Comments (key things to note) Personnel Changes Scheduled Personal Time Off

Weekly reports are due on Mondays to cover previous week (due Tuesday if Monday is a federal holiday). The weekly reporting period shall not extend to a different month. Monthly reports cover the 1st to last day of every month, due 3 business days after the last day of the month.

Status Report template(s) must be approved by the Government.

Task 2 (Section 4.2): Project Management Support 4.2-02 Agendas, Meeting Materials, and

Meeting Minutes/Notes Weekly

4.2-03 Project Review Briefing Monthly 4.2-04 Formal Invoice No later than 5 business days after end of every month and after receipt of Government review comments.

4.2-05 Staff Roster As needed and no less than Monthly. Updates are reported no later than 1 business day after addition or removal of staff.

4.2-06 Lessons Learned Report Quarterly Task 3 (Section 4.3): Technical Solutions and Maintenance Deliverable

ID

Deliverable Due Date

4.3-01 New/Updated Task 3 Schedule (consisting of requests, required activities, dependencies, and planned completion dates)

Monthly

4.3-02 Viable Design Options and Recommendations

Per Approved Task 3 Schedule

4.3-03 Requirements Specifications and Design

Per Approved Task 3 Schedule

4.3-04 Test Results and Artifacts Per Approved Task 3 Schedule 4.3-05 Live Demonstrations Per Approved Task 3 Schedule 4.3-06 New/Updated Documentation

(workflows, processes, procedures, guides, training materials)

Per Approved Task 3 Schedule

4.3-07 New/Updated Dashboards and Reports Per Approved Task 3 Schedule 4.3-08 Solutions for User Acceptance Testing Per Approved Task 3 Schedule 4.3-09 Solutions delivered to End Users Per Approved Task 3 Schedule 4.3-10 Unscheduled Maintenance/High Priority

Requests delivered to End Users Daily or weekly as needed to maintain a stable production environment

4.3-11 Updated applications, repositories, sites, workflows, and forms

Daily or weekly as needed to maintain daily operations/quality service

4.3-12 Data Visualization/Refreshed Views Daily or weekly as needed to maintain daily operations/quality service

4.3-13 Knowledge Transfer Materials and Session

Quarterly

Task 4 (Section 4.4): Project Management Branch Playbook Deliverable

ID

Deliverable Due Date

4.4-01 Gap Analysis Report 2 months after work begins 4.4-02 New/Updated Task 4 Schedule

(consisting of required activities, dependencies, and planned completion dates)

2 weeks after Gap Analysis Report is completed, then every 2 weeks as needed for updates

4.4-03 Iteration of one-to-many PMB Playbook components (e.g., process, procedure)

Per Approved Task 4 Schedule, but no less than 2 deliveries per month

4.4-04 Requirements for automation and other technical solutions

Per Approved Task 4 Schedule

4.4-05 Materials for Tabletop Exercises Per Approved Task 4 Schedule 4.4-06 Post Implementation Report 4 weeks after PMB Playbook is implemented

11.0 Special Requirements 655

11.1 Key Personnel 657

Contractor employees identified as Key Personnel shall be dedicated to this project. The 658 Contractor shall identify and submit a minimum of four (4) resources per the specified Labor 659 Category and Role as Key Personnel. The Contractor shall submit resumes of the resources 660 proposed and demonstrate the resources meet the corresponding Labor Category 661 descriptions. The Contractor shall demonstrate the collection of key Contractor personnel 662 meets the functional requirements specified in the PWS. The Contractor may provide 663 additional resources as key personnel. All proposed Key Personnel must submit a Letter of 664 Commitment for this requirement. 665

The Contractor shall submit the resume of the Contractor employee(s) that will fill the 667 position(s) identified below. 668 Labor Category Role # of Key

Personnel Minimum Qualifications

Information Technology Project Manager (Senior)

Project Manager 1 B.S, + 10 years of project management experience with 2 years leading large and complex technical projects.

Software Developer, Applications (Senior)

SharePoint/Power Platform Developer

1 Seven years of IT, software development or Cybersecurity experience. Specific experience in IT applications: Power Platform, SharePoint. Minimum Bachelors in related discipline. 7 years of work experience in related field can be substituted for degree.

Labor Category Role # of Key Personnel

Minimum Qualifications

Web Developer (Senior)

SharePoint Developer

1 Minimum 7 years of experience in web development and/or content design. Bachelors in related discipline. 5 years of work experience in related field can be substituted for degree.

Management Analyst (Senior)

Management Analyst

1 B.S., +7 years of experience working on complex business, IT or Engineering projects under tight deadlines. Experience includes seeking out new business, creative problem-solving, interpreting information and using findings to make proposals. Holds the ability to convey information clearly in writing and speaking. Master’s degree in business administration (MBA) desired.

The Contractor shall notify the CO and the COR prior to making any changes to key personnel 672 assigned to this delivery order. No changes in key personnel will be made unless the 673 Contractor can demonstrate that the qualifications of prospective personnel are equal to or 674 better than the qualifications of the delivery order personnel being replaced. All requests for 675 approval of substitutions in delivery order key personnel must be in writing and provide a 676 detailed explanation of the circumstances necessitating the proposed substitutions. They must 677 contain a complete resume for the proposed substitute and other information requested by the 678 CO to approve or disapprove the proposed substitution. The COR will evaluate such requests 679 and promptly notify the Contractor of his/her approval or disapproval in writing. All 680 disapprovals will require resubmission of another substitution within 15 days by the Contractor. 681 In case of these occurrences, the Contractor shall submit documentation pertaining to the 682 proposed substitution in writing at least fifteen (15) days, and thirty (30) if security clearances 683 are to be obtained in advance of the proposed substitution. 684

11.2 Performance Required Beyond Standard Workday 687

The standard workday is defined as any eight hours of productive labor during the core 688 business hours of 8:00 A.M. through 5:00 P.M., EST Monday through Friday, except Federal 689 Holidays or when the Government facility is closed due to local or national emergencies, 690 administrative closings, or similar Government directed facility closings. If such occurs (other 691 than Federal Holidays), alternate work locations should be used for any staff working at a 692 government facility in order to maintain uninterrupted support. The Contractor must at all times 693 maintain an adequate workforce for the uninterrupted performance of all tasks defined within 694 this PWS when the Government facility is not closed for the above reasons. 695

A standard workweek is defined as forty (40) hours of productive labor. Should performance 697 outside of the standard workweek become necessary for non-FFP CLINs, the Contractor shall 698 notify the CO, COR, and Program Manager at least 3 workdays in advance or as soon as the 699 need arrives. Approval must be granted in writing, by at least the Program Manager and COR, 700 before the Contractor performs any overtime for non-FFP CLINs. The request must specify the 701 estimated number of hours, the personnel working, a description of the tasks to be performed 702 and a reason why the work cannot be done in a standard work week. 703

12.0 Security Requirements 706

The Government will ensure contractor personnel are in compliance with the IRS HSPD-12 707 PIV…