25-08 PWS_12_19_24.docx

PERFORMANCE WORK STATEMENT (PWS)

for Core Individual Tax Processing Modernization and Operations & Maintenance Support Services

1.0 Introduction

The Internal Revenue Service (IRS) Information Technology (IT) Modernization program is undertaking one of its most high-profile and enduring initiatives: replacing the IRS’s oldest tax system, known as the Individual Master File (IMF), with a more modern tax processing system. This modernization effort has been structured into two transition stages.

Transition State- I focuses on rewriting and converting two highly complex components of the IMF system, Run 12 (financial settlement) and Run 15 (post-settlement analysis), comprising approximately 200,000 lines of Assembly Language Code (ALC), into Java, a more maintainable programming language. This phase has been successfully completed.

Transition State - II (TAM-I) of the IMF Modernization, also known as the CADE 2 Individual Tax Processing Engine (ITPE) Project, aims to modernize the core IMF components responsible for posting, settlement, and analysis of taxpayer accounts—where most tax laws are embedded. This phase will also modernize the legacy systems that generate reports, extracts, and perform analytical functions by using Common Services and enabling self-service reporting. Additionally, the Tax Account Management – Individual (TAM-I) Project will update data distribution mechanisms to allow faster and easier data access for downstream users and consumers.

A central component of the IMF Modernization effort is the Enterprise Data Platform, which will serve as a centralized hub, providing easier access to individual account data and offering tools and technology for reporting.

The IMF Modernization Program is designed to drive consistent yet flexible program delivery and integration efforts. It has defined target-state objectives and solutions to address the IRS's pressing tax processing issues, bringing IRS capabilities in line with industry standards. With contractor support under this PWS, the IRS aims to implement a single integrated environment for managing individual taxpayer accounts that will:

· Operate and verify Run 12 (financial settlement) and Run 15 (post-settlement analysis) in parallel.

· Maintain and operate CADE 2 Individual Tax Processing Engine (ITPE) Phase 1 core IMF components.

· Develop a modern Data Platform and update the IMF.

· Replace the legacy IMF Account Data Structures with a modern alternative.

· Provide downstream consumers with an updated method for accessing taxpayer data.

· Create a repository to store multiple representations of individual taxpayer data for enhanced analytics.

· Enable downstream consumers to conduct self-service reporting and analytics.

· Develop reusable common services that perform account management functions.

· Produce the minimal mandatory outputs necessary to Close the Accounting Cycle

· Migrate Users to leverage new data formats and services.

· Retire legacy applications and data files.

The Application Development (AD) has drawn upon best industry practices in agile development to pilot the delivery process. However, the operating model is not limited to Agile but other frameworks to deliver faster and sooner. In principle it consists of a Governance and Investment cadence and a Development/Delivery cadence, utilizes industry best practices, and is tailored to meet the IRS governance and compliance needs.

2.0 Background

With over 240 million tax filings in the United States every year, the IRS is emphasizing the use of technology to be smarter, faster, and completely accessible to its customers. The goal is to provide an efficient solution to process the Individual taxpayer’s filing information process daily within IRS mandated service levels. The Tax Account Management program provides the cloud-based technology and services to enable the IRS business to provide a wide range of digital services to the taxpayer and enable more timely taxpayer compliance with increasingly robust capabilities such as tax account processing, modern method to access taxpayer data, reusable common services that perform account management functions, modern Data Structures and on-demand end-user reporting. Key drivers include:

· Increasing satisfaction among all individual taxpayers by ensuring tax processing needs are met efficiently and effectively.

· Consolidating IRS processing options to a centrally accessible cloud location and provide multiple representations of individual taxpayer data for enhanced analytics.

· Provide downstream consumers with an updated method for accessing taxpayer data.

· Enable downstream consumers to conduct self-service reporting and analytics.

· Develop reusable common services that perform account management functions.

3.0 Problem Statement

The IRS currently does not have the necessary resources in house with the specific skillsets to successfully accomplish the aspects of this major development effort. This solicitation is meant to enhance the available resources in Individual Tax Processing Engine (ITPE) development organization with additional resources and skillsets to complete this Transition stage 2 requirements. The IRS Individual Master File (IMF) Subject Matter Experts (SMEs) are highly constrained supporting Filing Season updates and there is a shrinking population of IRS ALC programmers with critical IMF skills. Resources needed to effectively translate/refactor/rewrite the code will need to possess or acquire the knowledge of ALC, Java and the IMF. ITPE must result in a solution which can continue to be maintained by the IRS and meet Filing Season demands. The Transition State (TS) 2 Solution must allow for a large pool of resources to maintain and develop applications. The IMF ALC contains several irregular coding conventions which do not exist in modern programming languages. Due to the financial nature of CADE 2 the TS2 solution needs to be 100% accurate. The IMF Java Run 12 (J12) and Java Run 15 (J15) will carry over the modifications made to the IMF Run 12 and 15 ALC during the life cycle of ITPE and Common Penalty & Interest C language module will be deployed with IMF J12 and J15, with minimal modifications.

The purpose is to redesign business and technical functional requirements to a standard model from the current Individual Master File (IMF) system that was written in IBM System/360 z/OS High Level Assembler (HLASM) programming language. The system will be modernized to a new cloud platform that meets IRS software product quality standards. Ultimately, the redesigned IMF system will use the Authoritative EDP CADE database for taxpayer account processing - pre-processing, posting, settlement, analysis, and post-processing.

Modernized Java will provide a platform for future development and improved maintainability of the IMF codebase. This is a modernization effort, with the intent of maintaining all current functionality and capabilities. As part of the conversion effort, ITPE Project will capture and document business process rules and develop, test, and implement the Java code.

3.1 Transition State 2 Workstreams

The Tax Account Management team has five workstreams in which it will achieve its overarching goals: Code Translation, Refactoring, Requirements Documentation, and Testing and Solution Assurance.

Business Logic

· Utilizing Business Analysts and ALC experts to extract business logic.

Architect / Development

· Design java classes and common services to fit business logic into project framework based on Spring Batch

· Build and test java classes that have been architected.

Requirements: Replacement of the PRPs with modern requirement repositories and validation of business rules against implemented ITPE Java code Testing and Solution Assurance: Testing activities that will validate and ensure J12 and J15 has met expectations.

3.2 Core Tax Processing Products

The IMF Modernization Program is providing improvements to Individual Tax Account Management by delivering a modernize the core IMF components responsible for posting, settlement, and analysis of taxpayer accounts - where most tax law is embedded. The IMFRA Program is focused on modernizing the legacy systems responsible for producing reports, extracts, and analytical functions by using Common Services and enabling self-service reporting. Additional prioritized products/capabilities that will be added to be determined in IMF Mod Plan such as the following but not limited to:

· Taxpayer account processing - pre-processing, posting, settlement, analysis, and post-processing.

· Modularizes Java code base for easier maintenance and issue resolution for specific TAM-I functionalities.

· Retrieves and updates individual taxpayer account data residing on the cloud.

· Processes key account updates upon receipt of new transactions, instead of waiting for the full set of transactions for the cycle. This will provide the flexibility to make business process changes and enable processing window expansion, and elimination of non-business-driven resequencing.

· Enables retirement (pre- and post- processing) legacy IMF runs, by building equivalent functionality in a modern language, reducing dependency on legacy language skillsets and allowing the program to make changes quicker for the business.

· Supports the transition from batch-only processing to enabling real-time processing.

· In addition, the digital services program will include the O&M support to sustain digital service products in production. The contractors shall deliver IT solutions accordingly to the IT Modernization Plan scope and timeline.

3.3 Core Tax Processing Organization

3.3.1 Program Management Offices (PMO)

The program management offices (PMO) operate as a “prime integrator” across Business and IT Delivery Partners in the organization across the Enterprise to deliver digital service-based applications as outlined in the following figure.

The PMO performs the following services:

· Manages the execution of the program and is accountable for overall Program success

· Acts as the front door between IT and the Business

· Manages and executes the Product Roadmap & Release Plan

· Communicates and integrates across the Enterprise.

· Executes the governance framework.

· Manages scope, schedule, and cost associated with application delivery.

· Coordinates resource and risk management.

3.3.2 Program Development Organization

The focus of the IRS model will be utilizing Test Driven Development (TDD) and Continuous Integration (CI) methodologies to deliver applications that are fully tested with release-ready products scheduled for implementation.

The program has chosen a strategy for application development that will maintain an IRS staff presence but outsources much of the work, which alleviates resource shortages in the IRS IT organization while maintaining IRS oversight and direction for product development.

Applications will be designed to be user friendly for tax account processing across a project stakeholder and seamlessly integrated with the rest of the IRS offerings. Work products will be designed pursuant to an agile or iterative development process as a preferred methodology. As IRS applications are subject to accessibility and early security reviews, close coordination with review protocols and stakeholders is necessary to achieve short development cycle(s) and application deployment(s).

3.4 Program Delivery Cadence

The PMO has drawn upon best industry practices in agile development to pilot the delivery process. However, the operating model is not limited to Agile but other frameworks to deliver faster and sooner. In principle it consists of a Governance and Investment cadence and a Development/Delivery cadence, utilizes industry best practices, and is tailored to meet the IRS governance and compliance needs.

3.5 Operating Model

The Program Operating Model is comprised of four layers: The Executive Boards, Program, Teams, and Delivery Partners. The Operating model defines how work will be carried out during the project’s Delivery phase. Kanban and Scrum teams are stood up and composed of contractor/IRS FTEs and governed by the Project Manager to deliver the solution.

3.5.1 Executive Boards

The Executive Oversight Team (EOT) is represented by leadership from the Program and Business and Delivery partners. The team meets once monthly to review the key accomplishments of Digital Service development and deployment. The team reviews progress made by the Program, highlighting delivery status, risks, partner updates, and spotlights on areas of interest.

The Core Tax Processing Services Governance Board (GB), or equivalent board, was chartered by the Strategic Development Executive Steering Committee (SD ESC) and governs all investments and any associated investments or components as deemed appropriate by the SD ESC. The primary objectives of the GB are to ensure information technology investments, and Tax Account Management Services program and product objectives are met. Additional responsibilities of the Governance Board include reviewing and approving budget increases, approving milestone exits, recommending the approval of new products, and oversight of the performance of the redesigned Individual Tax Processing systems.

The Strategic Development Executive Steering Committee (SD ESC), or equivalent board, is the foremost governing organization for the program. The SD ESC governs the design, development, and deployment of projects and investments. Project team briefs the SD ESC on the status of approved work. The SD ESC determines which prioritized potential investments will be chosen for development and identifies potential products to be transitioned out of the development process.

The Business Technical Advisory Council (BTAC) was established to advance IRS TAM-I capabilities to move toward the future state--providing the Individual tax processing with a more complete modern technology stack. The BTAC reviews and makes recommendations for all capabilities referenced in the future state vision as well as all planned IT initiatives, ongoing major projects, and essential administrative projects.

3.5.2 Product Planning Teams

Product planning teams include a Product Manager, Product Owner, development team and PMO Analyst. Product planning is responsible for establishing a prioritized roadmap/backlog for the program.

The AD partners with various Delivery Partners across the IRS to facilitate and support product planning. These supplier organizations include Enterprise Operations, Enterprise Services, Identity & Access Management (IAM), Privacy, Strategy and Planning, Information Resources Accessibility Program, User and Network Services, Applications Development, Cybersecurity, and Enterprise Services Testing.

3.5.2.1 Federated Delivery Teams (FDT)

The PMO leverages Federated Delivery Teams (FDT) as part of the operating model to develop and deliver the Digital support service products. Each FDT typically consists of the following team members, though the number of team members may vary per FDT:

· Delivery Release Manager

· Scrum Master

· Product Owner

· Product Manager

· Developers

· Cyber Engineers

· System Engineer

· Testers

· 508 Specialists

4.0 Objectives

The IRS is seeking to deliver IT solutions and Tax Account Management capabilities with improved reliability, using a common services approach to application development. The focus of the IRS model will be utilizing Test Driven Development (TDD) and Continuous Integration (CI) methodologies to deliver applications that are fully tested with release-ready products scheduled for implementation.

The IRS has chosen a strategy for application development that will maintain an IRS staff presence but outsources much of the work, which alleviates resource shortages in the IRS IT organization while maintaining IRS oversight and direction for product development.

Applications will be designed how the IRS handles transactions; processes account changes and closes the accounting cycle for individual taxpayer accounts and seamlessly integrated with the rest of the IRS offerings. Work products will be designed pursuant to an agile or iterative development process as a preferred methodology. As IRS applications are subject to accessibility and early security reviews, close coordination with review protocols and stakeholders is necessary to achieve short development cycle(s) and application deployment(s).

5.0 Skill Requirements

The IRS has chosen a strategy for program management, cybersecurity, and application development which combines IRS team members with contractor staff in all components of its Agile product development process from product planning to delivery to operations and maintenance. As a result, team members well-versed in Agile product development, cybersecurity, and program management are needed to participate in the planning, elaboration, development, testing, delivery, and operations and maintenance of Individual Tax Account Management solutions essential to the success of the ITPE and TAM -1 Programs. This strategy will provide flexibility to add product teams quickly while maintaining IRS oversight and direction for product development.

The AD Development team is highly interested in Agile thought leadership, innovative development methodologies, and proven delivery track records. Contractors must ensure that personnel quoted have enough knowledge, skills, and experience identified to accomplish designated tasks in the below Task Areas.

The contractor shall provide personnel who are experienced and operationally adept with the following tools, operating systems, coding languages and concepts:

Java Development: JDK1.8 and 11, MDC, HTTP Filters, Loggers, Concurrency, Security, JPA, JUnit, Selenium, AppScan, REST Service, JBoss EAP, RESTful, OpenShift, Kubernetes, AWS, ISTIO, Ephesoft

Spring Projects: MVC, Boot, WebFlux, Cloud, Test, Security, Cache, JPA

Persistence: Oracle, PostgreSQL, SQL, MongoDB

Client Development: React, JavaScript, CSS3, HTML5, Node.js, NPM, Babel, Webpack, Jest, Testing Library, Selenium, WCAG 2.0 (Section 508/WCAG 2.0 AA) and WAI-ARIA, Multi-Lingual: Accessibility Standards (a11y), Internationalization (i18n) and Localization (l10n), Storybook

DevOps: GitHub, GitLab, GitLab CI/CD, Maven, Jenkins build pipelines (including groovy pipeline scripting), SonarQube, Nexus, Babel, Webpack, Node.js, NPM, Git, Kubernetes, Kustomize, OpenShift, ISTIO, Kubernetes, AWS, Bash scripting, GitFlow

Design Patterns: Microservices, Containerization

Section 508 Testing: JAWS, Dragon, Zoom Text

Cybersecurity: Netsparker BurpSuite, Nmap, Nessus, Wireshark, Native Lunix, Exploitdb, AppScan, Maven, Jenkins, SonarQube, Nexus IQ, Guardium, BigFix

Other Skills: Splunk, IBM CLM, Excel, PowerPoint, AppDynamics, Product implementation and customization of SaaS NMT, AWSGov Cloud/Azure, PaaS, IaaS and SaaS, Machine Learning, Artificial Intelligence, Deep Learning, Train AI Model with custom/parallel Data, DynamoDB, DynamoDB Streams, S3 Bucket, Lambda, SNS, SQS, and CloudWatch

Other Concepts: Agile methodology (including SAFE, Scrum, and Kanban)

Cybersecurity personnel should have the following high-level skills:

· Experience serving as the security engineer of complex technology implementations in a product-centric environment.

· Bridging the gap between legacy development or operations teams and working toward a shared culture and vision.

· Working to ensure that developers create secure systems while enhancing the privacy of all system users.

Experience with white-hat hacking and fundamental computer science concepts strongly desired.

Additionally, the contractor shall provide:

· CLM Subject Matter Experts (SME) with knowledge of Agile, development methodologies, and proven delivery track records developing filters and reports out of CLM for statuses, system and product performance, briefings, and tracking.

· Extensive knowledge and expertise in the following tools necessary to support this task effort: Rational Collaboration Lifecycle Management (CLM), Microsoft Excel, and Microsoft PowerPoint.

· Vendor/Technical Leadership must have a minimum of 3 years skills and experience building enterprise class online account systems with multiple layers of enterprise dependencies and IRS operational domain knowledge.

· Should be able to demonstrate multi-year (3 plus) Cloud and microservice architecture, design, implementation, and deployment experience with different cloud providers. Cloud certifications would be a plus.

· Vendor/Technical Leadership must have a minimum of at least five years Agile Development Experience

· Vendor/Technical Leadership must demonstrate IRS Enterprise Life Cycle (ELC) or OneSDLC experience.

6.0 Contractor Key Personnel

The positions identified below will be considered Key Personnel (KP).

The Program Manager and other key personnel shall be designated during individual Task Order quotation. Key personnel (KP) are defined as personnel: (i) identified in the quote as key individual(s) to be assigned for participation in the performance of the Task Order; (ii) whose resumes were submitted with the quote; or (iii) which are designated as key personnel by agreement of the Government and the Contractor during negotiations.

In the Table below, the Contractor shall identify individuals considered as KP in their quoted staffing projection to fulfill Technical / Price Quote or equivalent. Sample key personnel may include:

The Program Manager shall be responsible for the performance of work performed under this contract. The Program Manager shall have full authority to act on behalf of the Contractor on all award matters relating to daily operation. The Program Manager shall be available during core hours – 8:00 a.m. to 4:30 p.m., Monday thru Friday except Federal holidays or when the IRS facility is closed for administrative reasons.

· The Contractor shall submit resume for identified PM for review and qualifications verification.

· Personnel whose resumes are proposed key personnel are subject to the evaluation process for skillset accessibility.

· The Contractor must notify the Contracting Officer prior to making any changes or substitutions in key personnel. No substitutions shall be made except in accordance with the below process and substitution clause located within IRS Security Clauses specifically Clause #26 IR1052.204.9006 – NOTIFICATION OF CHANGE IN CONTRACTOR EMPLOYEE EMPLOYMENT STATUS, ASSIGNMENT, or STANDING.

1. Contractor promptly notifies the Contracting Officer in writing, at least fifteen (15) working days in advance of the proposed substitutions. The Government has 30 days to approve or disapprove key personnel or they are deemed acceptable substitutions. Contractor must provide:

a. detailed explanation of the circumstances necessitating the proposed substitutions,

b. complete resume for the proposed substitute, and

c. any other information requested by the Contracting Officer needed to approve or disapprove the proposed substitution.

2. All proposed substitutions must have qualifications that are equal to or greater than the labor category position requirements.

3. The Contracting Officer (CO) will forward request to authorized Program Office representative to conduct evaluation of request. Representative will notify CO approval or disapproval.

7.0 SCOPE OF WORK AND DESCRIPTION OF TASKS

This PWS describes the goals that the IRS expects to deploy Modernized Individual Tax Account Management to enhance the taxpayer experience and is intended for the purpose of obtaining contractor support services providing a comprehensive solution that aligns with and supports the Taxpayer Experience Strategy and IMF Modernization Plan.

The scope of work for this acquisition includes all efforts to is to support IT AD Corporate Data (CP) to encompasses Contractor support for IMF Mod Program implementation activities to includes application development; cybersecurity; environments integration; modernization, tools, and technologies; all of which require interfacing with and supporting delivery partners and coordinating the deployment of newly developed capabilities.

The work will include:

· Support holistic requirements (Business, NFRs, Technical)

· Account Store (Mongo DB)

· Data Synchronization Between IMF and Account Store (e.g. IEAC)

· Un-Postables Services – Phase 1 (Runs 460-06 and 08)

· Balance and Control – Validate Account B&C

· TAM-I EDA Components (E.g., Event Manager & Event Store)

· TAM-I EDA Components (E.g., Event Handler & Async Event Listener Services

· Legacy Integration Bridge (One way data transformation of legacy input transactions into a modern JSON format)

· Modernized Pre-Processing services (Runs 460-06, 08, 10 and 11) and integrate with EDA

· Modernize all processing like Pre-processing, posting, settlement & analysis, and post-processing.

· Enable DAL/DOM to convert CRL format to modernized account store format.

· Merge J12/J15 (Limited to read/write and data exchange capabilities)

· Develop common services for Tax Account Management services.

· Conduct Parallel Validation and analysis.

· Operation and Maintenance of TS1 finished runs (Run 12 (financial settlement) & Run 15 (post-settlement analysis) in Individual Tax Processing Engine (ITPE)

· Refactor existing ITPE framework to accommodate more IMF runs.

· Refactor ITPE code into Event Driven services to align with Enterprise Holistic Architecture.

· Analysis to prepare existing ITPE code (J12 & J15) to create modernized services.

· Develop Research Spikes (e.g. rollback/replay, IMFOL etc)

· Establish the Account Datastore

· Data Synchronization Between IMF and Account Store (e.g. IEAC)

· Establish the Event Store

· Select Modernized Services that provide business functionality.

· Modernized processing hooked into the Account Datastore and Event Store

· Current components that process off CADE 2 are switched over to the Account Datastore (modernized IMFOL) and data correction/cleanup (Acceptable Difference Correction)

· Bridges to legacy components and systems upstream and downstream

· Address FISCAM weaknesses such as Credit to Debit allocation to further help the program comply with federal financial accounting standards.

· Complete the remaining Pre- & Post- processing runs to retire IMF thus reducing overall O&M and infrastructure costs.

7.1 Task Area 1 – Project and Program Management Support

7.2.1 Sub-Task1 – Orientation Briefing

The Contractor shall provide transition plans and an orientation briefing for the government. Contractor shall discuss and present plans for transitioning task order activities with the incumbent service provider as necessary and will ensure transition plan is implemented within a time frame agreed upon by the contractor and the government. Contractor shall discuss and present plans for transitioning task order activities with the incumbent service provider as necessary. Within one week of task order award, the contractor shall conduct an orientation briefing for the Government. The Government does not desire an elaborate orientation briefing, nor does it expect the contractor to expend significant resources in preparation for this briefing. Rather, the intent of the briefing is to initiate the communication process between the Government and contractor by introducing key task order participants, explaining their roles, reviewing communication ground rules, and assuring a common understanding of task order requirements and objectives.

The orientation briefing shall be held at the Government's facility and both parties shall mutually agree upon date and time. The completion of this briefing shall result in the following:

· The contractor and Government personnel who will perform work under this task order will be introduced.

· The Government will show the applicable facilities to the contractor, if the contractor will be performing work on the Government's site

· Any issues concerning the contractor clearances for contractor personnel will be discussed The contractor shall demonstrate confirmation of their understanding of the work to be accomplished under this PWS.

Desired Outcome –PMO and the Contractor have a solid understanding of the task order requirements and all key personnel are introduced to the IRS team.

Work Products – The contractor shall provide orientation briefing meeting minutes and actions items within one week of the meeting to the PM&I Senior Manager.

7.2.2 Sub-Task 2 Task Order Management

The Contractor shall provide task order management support to ensure uninterrupted performance of current IMF Modernization solutions/products. The Contractor shall ensure that IRS-identified staff receives the knowledge and skills needed to maintain all the portfolio’s solutions/products the Contractor has designed, maintained, tested, and implemented. The activities include but are not limited to the following:

· Provide support and assistance with task order management and oversight.

· Provide monthly and/or weekly status reports, complete with Contractor burn rate information as required seven working days prior to associated invoice submission.

· Provide Earned Value Management (EVM) data on select Development, Modernization or Enhanced (DME) work on a monthly basis when required.

· Electronic copies of monthly submitted invoices along with an up-to-date FFP and LH payment schedule

· Support all required tasks, all required deliverables, and all work products.

· Identify and report all risks and issues encountered, escalate as appropriate.

· Perform ad-hoc requests including but not limited to financial reports, presentations, and other reports in support of the Portfolio’s Solutions/Products at the direction of the Contracting Officer’s Representative (COR).

· Identify Contractor resources by name and their alignment to specific roles and responsibilities.

· A monthly, up to date accounting of all employee Government Furnished Equipment (GFE), Government Furnished Information (GFI), work locations, and contact information.

· The contractor shall provide a summary of work performed, including a list of deliverables, at the end of each Base and Optional Period of Performance. The Government also reserves the right to request this report at any point during the performance of the order at the discretion of the Contracting Officer. This ad hoc report, if desired, will only be requested once during the life of the task order and is in addition to the regularly scheduled Period of Performance Summary report.

· Provide a quarterly report on small business utilization on the orders.

DESIRED OUTCOME – Task order management support activities are effective and completed on schedule and in accordance with the Business and IT requirements.

7.3 Task Area 2: Agile Portfolio Management Support

The contractor shall provide subject matter expertise in various Agile methodologies and frameworks and can articulate their usage within Agile software development. The contractor shall be able to interface with domain area leads (including ACIOs) to effectively navigate change and develop the ability to work within a transforming Agile system.

DESIRED OUTCOME - The Contractor shall provide a strategy and solution for Service Portfolio Management. The Contractor will provide Portfolio Management to support tasks and assignments. The Contractor shall provide a tool to support tracking all requirements and activities. The Contractor is to coordinate and facilitate scrum meetings, such as, Sprint planning, Backlog Refinement, Sprint Reviews and Sprint Retrospectives.

The Government and Contractor define acceptance of the deliverables as follows:

· Deliverable passes all new automated and manual acceptance tests that were defined before the most recent iteration.

· Deliverable passes all prior automated and manual acceptance tests, verifying that no regression has occurred.

· Deliverable conforms to the “definition of done” that was defined before the iteration.

7.4 Task Area 3 –Development, Modernization & Enhancement (DME) Support The scope of this task area is to acquire support to assist the Program in planning, technical integration, release/ deployment planning activities, and product development activities associated with delivery of Modernized Individual Tax Account Management solutions and enhancing existing ITPE products to suit new TAM-I delivery model. The IRS is seeking to implement capabilities for the below positions in support of Application Development.

The IRS will choose a delivery plan and strategy for program management and application development that will determine the involvement of the IRS team members with contractor staff in all components of its Agile product development process and system maintenance. Type of service is defined as IT software services where it is determined that a total vendor solution and/or vendor-built solution is most beneficial to the government.

As a result, team members well-versed in Agile product development and program management are needed to participate in the planning, creation, delivery, and support of digital products necessary for the success of the Program. Contractors shall ensure that personnel quoted have sufficient knowledge, skills, and experience identified to accomplish designated tasks in the roles identified below.

Personnel will establish/maintain framework, develop processes, and perform functions to plan for and rapidly deploy, test, and integrate applications and tools into the IRS production environment, without disruption to the users or impact to system performance. Task descriptions include tasks appropriate for Elaboration, Development, and Operations & Maintenance.

All Federated Delivery Teams (FDTs) will be under the direction of a Release Manager. The Release Manager will coordinate activities across multiple FDTs for a single product or release. Each FDT will be self-directed teams with no direct team lead. Self-direct teams are defined as a group of people working together in their own ways, toward a common goal, which the team defines.

Vendor Built or Managed Service support may include providing the team members to contribute a full suite of development, testing (to include security and 508), integration, delivery, and operations and maintenance tasks using Agile/iterative methodologies, including, but not limited to:

· Participating in solution design and developing code and other artifacts against the user stories and security requirements documented in the task or as assigned by the government.

· Software code testing, including creating test cases and automated test scripts to support test automation activities; sharing test scripts as needed; working to increase the coverage, quality, and speed of existing tests. Unless stated differently, testing shall be in accordance with the most current version of the Testing Strategy Implementation Plan

· Support holistic requirements (Business, NFRs, Technical)

· Support creating a centralized Account Store (Mongo DB)

· Support Data Synchronization Between IMF and Account Store (e.g. IEAC)

· Design and develop a database service layer to transition from legacy database to modern options like MongoDB, PostgreSQL solutions.

· Modify current Balance and Control – Validate Account B&C

· Develop reusable common services that perform account management functions.

· Merge J12/J15 (Limited to read/write and data exchange capabilities)

· Analysis to prepare existing ITPE code (J12 & J15) to create modernized services.

· Develop Research Spikes (e.g. rollback/replay, IMFOL etc)

· Design and develop a robust error handling mechanism with better error codes to track the failure.

· Modernize all common code from legacy program into a modern programing language.

· Performing integration and delivery activities to ensure the automatic build and deployment process works effectively across all environments.

· Support the definition of epics and user stories for Federated Delivery Teams (FDT) and architecture for anticipated products and features.

· Support the Engineering teams with updates and input to the Simplified Design Specification Report (SDSR) documentation to Enterprise standards as required by Solutions Engineering

· Support the Engineering teams with updates and input to the Interface Control Document (ICD) documentation to Enterprise standards as required by Solutions Engineering

· Support the Enterprise Architecture teams with updates and input the Solution Architecture to Vision, Scope, and Architecture (VSA) documentation to Enterprise standards as required by Enterprise Architecture

· Modernized Checkpoints, Rollback/Replay and Account Finalization

· Account Merge and Financial Reconciliation

· Support in development of ITPE Services

· Requirements Elaboration (Per component)

· High Volume function Testing

· Acceptable Differences Data Correction

· Support input to- and refinement of the Performance Engineering Model (PEM) based on test results for current and anticipated digital products in conjunction with the performance team as required.

· Support the discovery of data needs, design of data structures, and data flows, including input to the conceptual and logical design of systems as they relate to both data and applications.

· Support the development of conceptual and logical solutions for desired products, features, and platform architectures to capture software requirements from a business perspective and develop tangible acceptance criteria for developer and testers to perform in epics, stories, and tasks.

· Conduct technical reviews on application design artifacts, epics/user stories/tasks, test plans, test results, deployment plans, and tabletop scenarios.

The Contractor shall provide support for emerging DevOps practices that align with Enterprise Architecture DevOps standards and guidelines.

Desired Outcome – The IRS is seeking development support personnel to work with government personnel, creating three or more FDTs to develop, test, deploy, and maintain business capabilities. Personnel will perform the applicable /assigned FDT role by participating in solution, design, development, test, and Operations & Maintenance, within the guidelines of the TAM-I Federated Delivery Model and FDT roles and responsibilities. Ensure that the Applications delivery organization has the appropriate resources and skill sets to execute the delivery of digital products, specifically working software code at the end of each iteration.

7.5 Task Area 4: Sustainment - Operations & Maintenance (O&M) Support The TAM-I and ITPE solutions/products will be a Service-Oriented Architecture (SOA) that will produce common services and consume them from the IRS Enterprise. These services developed and deployed on the TAM-I and ITPE development platform based on business processes and requirements. The TAM-I and ITPE solutions/products deployed in production platform will require regular operation and maintenance, monitor, and avoid application downtime, updates due to tax law changes and filing season updates, configuration reviews and adjustments to optimize performance, monitor system outages, management of user accounts, roles, and access controls.

Specifically, the Contractor shall provide IT AD, in conjunction with the TAM-I Program operation and maintenance support for Services and Configuration being responsible for the following aspects of effort:

Infrastructure Management: Ensure that the hardware, software, networks, and other IT resources required for case management are consistently available, efficient, and scalable to meet the demands of the organization.

Application Support: Provide ongoing support for the software applications, including upgrades, patches, and troubleshooting to ensure applications run smoothly and meet users' needs.

· Regular configuration reviews and adjustments to optimize performance.

· Management of user accounts, roles, and access controls.

· Configuration of COTS products to meet specific case management requirements.

· Maintenance and Upgrade

Data Management and Security: Safeguard sensitive case information through secure data storage, backup, and recovery processes, as well as implementing data privacy and protection measures.

· Implement data backup and recovery procedures.

· Managing data migrations as necessary for upgrades or system enhancements.

Integration Services: Facilitate the integration of the TAM-I system with other enterprise applications and data sources to ensure seamless information flow and interoperability across different business functions.

User Support and Training: Offer end-user support, training, and documentation to ensure that users can effectively utilize the TAM-I system and its features.

Monitoring and Reporting: Continuously monitor the system's performance and generating reports on usage, efficiency, and other key metrics to inform decision-making and improvements.

· Provide 24x7x365 support services and routine system operations. Services included are sustaining engineering, help desk and system administration.

· Sustaining engineering includes engineering support for the operations, including analysis of operational data, performance of special studies, and user group support.

Compliance and Governance: Ensure the TAM-I and ITPE system and its operations comply with relevant laws, regulations, and internal policies, including records management and data retention policies.

· Ensure the TAM-I and ITPE systems complies with FISMA and Cybersecurity regulations, and Federal security standards.

· Documenting compliance efforts and audits.

· Provide support for yearly Federal Information Security Modernization Act (FISMA) Annual Security Control Assessment (ASCA) and activities.

Continuous Improvement: Implement a process for ongoing evaluation and enhancement of the TAM-I and ITPE services to adapt to changing business needs, technological advancements, and best practices.

Operational Efficiency: Provide proper maintenance and operation ensure that case management processes are streamlined and efficient, reducing downtime and improving productivity.

· Define measurable standards for response times, system uptime, issue resolution, and user satisfaction.

· Establish benchmarks for data integrity, security compliance, and performance efficiency.

· Generate regular reports on system usage, performance metrics, and maintenance activities.

Data Integrity and Security: Protect sensitive information is crucial in any organization, especially when handling personal or confidential case data.

DESIRED OUTCOME: All analysis, planning, development of processes and user stories and strategy activities as assigned are, in conjunction with TAM-I and ITPE Program, completed in accordance with approved schedules. Tasks are satisfactorily completed for the TAM-I and ITPE operations and maintenance, Technical Integration, Test and Deployment stage. Satisfactory completion of all tasks for the 508 Testing Support through all phases of the TAM-I and ITPE Portfolio’s Solutions/Products Evaluation, operations and maintenance, Technical Integration, Test and Deployment stages.

DELIVERABLES: -

· Monthly performance reports.

· Quarterly system health and security assessments.

· Annual review of user feedback and system enhancements.

· Outline procedures for monitoring and evaluating the performance of operation and maintenance tasks.

· Monthly reports on corrective actions and timelines for addressing performance deficiencies.

All contractor deliverables or work products shall remain categorized as "Official Use Only.” The release of any portion must be authorized in writing by the government.

“The contractor shall adhere to Section 508 of the Rehabilitation Act of 1973, which requires access to the Federal Government electronic and information technology.

The law applies to all Federal agencies when they develop, procure, maintain, or use electronic and information technology. Federal agencies must ensure that this technology is accessible to employees and members of the public with disabilities. http://www.section508.gov/.

Each Electronic and Information technology product or service furnished under this PWS shall comply with the Electronic and Information Technology (EIT) Accessibility Standards (29 U.S.C. 87794(d)).

For every EIT product or service accepted under this contract by the Government that does not comply with (29 U.S.C. 87794(d)), the contractor shall at the discretion of the Government, make every effort to replace or upgrade it with a compliant equivalent product or service, if commercially available and cost neutral, on either the planned refresh cycle of the product or service, or on the order renewal date, whichever shall occur first.”

8.1 Task Area 5: Transition Services

The contractor must provide transition services defined as transition-in and transition-out. Transition Services is required to accomplish ramp up and ramp down activities to develop, operate and manage the IRS IT programs. It is imperative that the incoming contractor works with the incumbent contractor(s) to ensure a smooth transition with minimal disruption to services and support for the Program Office, internal and external stakeholders, and delivery partners. The purpose of the transition is to transfer expert knowledge, data and artifacts that are used to support the programs from the incumbent contractor to the incoming contractor and/or the Government efficiently.

Ramp-Up Knowledge Transfer is defined as the Contractor acquiring and understanding the necessary documentation, information, and processes related to any work in progress. This task includes meeting with the IRS Subject Matter Experts and incumbent personnel frequently to gather any tacit knowledge related to the core required tasks.

Transition-In shall be worked concurrently with Ramp-Up Knowledge Transfer. Successful transition can be defined by its capacity to maintain full continuity of operations, high productivity, and exemplary service quality. During the transition-in period, the incumbent is responsible for performance. The government estimates these tasks will take approximately one to two months to complete after award. Offerors shall review the tasks required for the PWS when establishing required knowledge transfer time/transition-in time.

The Contractor shall appoint a knowledge transfer manager to oversee the transfer of knowledge and ensure all areas are accounted for. If desired, this can be the Project Manager (PM) or Project Scheduler. Prior to the transfer of knowledge, the Contractor shall develop a draft Knowledge Transfer Plan (KTP) and present it to the Government within the first 10 business days after award. The KTP shall identify the Contractor resources and roles involved in the transfer process, provide a list of risks and mitigation strategies for the transfer, and contain a detailed resource balanced project schedule developed with Microsoft Project. The project schedule shall identify tasks, dependencies, deliverables and milestones. The project schedule shall be at a sufficient level of detail to track progress on a bi-weekly basis, (i.e., all tasks will be detailed to a level such that no task has duration of more than ten workdays). The Government shall have five business days to review the draft KTP plan and provide comments to the Contractor. Government and Contractor representatives will then meet to discuss the comments after which the Contractor shall incorporate the agreed-upon changes and deliver a final KTP within five working days of the government’s feedback. The contractor shall meet with the IRS weekly to discuss the progress of the knowledge transfer. The Contractor shall show an updated MS Project Schedule and discuss any risks or concerns at this time. To ensure a successful, low-risk transition, the Contractor shall also submit a Transition-In Plan as part of their proposal and keep the Government fully informed of status throughout the transition-in period. The contractor shall also develop a Transition-in Checklist 10 business days after award to provide a vehicle to verify completion of the necessary transition-in activities. The Transition-in Checklist shall be signed by both, the Contractor, and the COR after completion of the task. The Contractor shall perform the following activities during the transition-in period:

· Assign personnel and submit security papers promptly to get the background investigations done quickly and gain access to IRS’s network.

· Request access to tools and documentation.

· Review and understand all the technical and process documentation.

· Review and understand the existing data and solution’s product security policies in place.

· Offerors shall provide Ramp-Up Staffing Plan and describe how they will bring resources on board in coordination with the ramp down efforts of the incumbent.

· Offerors shall provide Knowledge Transfer Plan/Checklist

The Government anticipates reduced cost during the knowledge transfer/transition period as the incumbent and awardee work together, IRS stakeholders assisting as necessary, to transition the required tasks.

DESIRED OUTCOME – The Contractor provides a Knowledge Transfer Plan that is accepted by the Government and successfully completes knowledge transfer in accordance with the plan. Transition-in Plan/Checklist are accepted and completed.

Knowledge Transfer Plan is accepted by the Government and at…