36C10B20Q0093-001.docx

BACKGROUND

The Department of Veterans Affairs (VA) has a clear and critical need to modernize its legacy core Financial Management System (FMS). The FMS is 30 years old and continued reliance on it presents enormous risk to VA operations. The technical and functional ability to support the legacy application becomes more difficult with each passing year. New audit issues have surfaced including security related issues that cannot be fixed in the older software. In addition to non-compliance with security standards, the FMS is no longer compliant with the Office of Management and Budget (OMB) circulars A-123, Appendix A, Internal Control over Financial Reporting and A-127, Financial Management Systems; and there is no way to bring it into compliance.

As a result, VA’s Office of Finance (OF), Office of Financial Business Operations (OFBO) has established the Financial Management Business Transformation (FMBT) program to support the FMS modernization initiative.

The FMBT will enable VA to:

· Modernize the existing financial system with an easy to manage low cost solution

· Enhance performance and improve strategic decision-making

· Provide better data analysis, data management, automated data reconciliation, and automated consolidated financial statements

· Meet new and emerging federal accounting regulations, such as the Data Accountability and Transparency Act (DATA Act)

· Maintain clean audit opinion.

· Accommodate new OMB, Treasury, and Federal Accounting Standards Advisory Board (FASAB) requirements and therefore preclude new financial statement audit material weaknesses and/or significant deficiencies

VA is migrating to the Veteran Affairs Enterprise Cloud, configured for VA as the Integrated Financial and Acquisition Management System (iFAMS), allowing VA to leverage CGI’s Software as a Service (SaaS) model and Microsoft Azure’s cloud expertise and Microsoft Azure FISMA high offering. VA will gain increased operational efficiency, productivity, agility, and flexibility from a modern Enterprise Resource Planning (ERP) cloud solution. The new cloud solution will also provide additional security, storage, and scalability. By implementing Momentum Acquisitions, VA is getting real-time integration with financials through a single, consolidated system.

The FMBT program continues to operate on schedule and is executing and meeting deliverables. FMBT is meeting the FY20 goals and milestones set forth in the Integrated Master Schedule and has concluded the program’s Engagement Phase in September 2019 as originally planned. FMBT is in implementation phase with Nation Cemetery Administration (NCA) and Veterans Benefits Administration (VBA) General Operating Expenses (GOE) on schedule for deployment in Q4 of FY20 and Q1 of FY21 respectively. FMBT is also in the Project Initiation and Project Planning phases for multiple additional future waves.

As the program executes implementation in FY20, the Program Operating Model below (Figure 1) represents FMBT’s organizational model to deliver the iFAMS solution across multiple, iterative and concurrent waves while maintaining strategic oversight and management through full operations. The model is structured to provide value to customers, foster accountability, achieve tactical integration across disciplines, establish enterprise-level standardization, reduce risk, and create effective program / project management. The model was developed to support the Agile implementation methodology the program has selected.

FMBT adopted the Scaled Agile Framework (SAFe) for project management with its SaaS provider to improve cross-workstream collaboration and focus on delivering business value sooner. The SAFe framework focuses on delivering business value in short Planning Increments (PI) and implementing highest priority requirements first. The FMBT program tailored SAFe and follows 90 day PIs to help deliver iFAMS in small increments while continually engaging the customer.

The iFAMS deployment schedule is organized into a series of implementation rollouts known as implementation waves. In May 2017, VA determined that FMBT could accelerate the existing program schedule by planning a limited-scope initiative, designated Implementation Wave 1, to pilot specific budget formulation capabilities of iFAMS while more complicated program activities were still concluding. After almost a year of collaborative preparation, the Wave 1 - Budget Formulation environment was successfully launched on March 26, 2018, as planned, and is accessible to a group of approximately 120 users across all VA Administrations and Staff Offices.

In addition to adopting a Scaled Agile Framework and tailoring VA’s VIP framework for a SAAS solution, the FMBT must meet other stakeholder requirements for high-level project plans and roadmaps depicting risks and dependencies throughout the project. The project will also be employing effective communications with stakeholder analysis, assessing workforce readiness, developing core competency training, risk management, updating VA financial policies, internal control process and documents.

APPLICABLE DOCUMENTS

In the performance of the tasks associated with this Performance Work Statement, the Contractor shall comply with the following:

1. 44 U.S.C. § 3541-3549, “Federal Information Security Management Act (FISMA) of 2002”

2. “Federal Information Security Modernization Act of 2014”

3. Federal Information Processing Standards (FIPS) Publication 140-2, “Security Requirements For Cryptographic Modules”

4. FIPS Pub 199. Standards for Security Categorization of Federal Information and Information Systems, February 2004

5. FIPS Pub 200, Minimum Security Requirements for Federal Information and Information Systems, March 2016

6. FIPS Pub 201-2, “Personal Identity Verification of Federal Employees and Contractors,” August 2013

7. 10 U.S.C. § 2224, "Defense Information Assurance Program"

8. Carnegie Mellon Software Engineering Institute, Capability Maturity Model® Integration for Development (CMMI-DEV), Version 1.3 November 2010; and Carnegie Mellon Software Engineering Institute, Capability Maturity Model® Integration for Acquisition (CMMI-ACQ), Version 1.3 November 2010

9. 5 U.S.C. § 552a, as amended, “The Privacy Act of 1974”

10. Public Law 109-461, Veterans Benefits, Health Care, and Information Technology Act of 2006, Title IX, Information Security Matters

11. 42 U.S.C. § 2000d “Title VI of the Civil Rights Act of 1964”

12. VA Directive 0710, “Personnel Security and Suitability Program,” June 4, 2010, http://www.va.gov/vapubs/

13. VA Handbook 0710, Personnel Security and Suitability Security Program, May 2, 2016, http://www.va.gov/vapubs

14. VA Directive and Handbook 6102, “Internet/Intranet Services,” July 15, 2008

15. 36 C.F.R. Part 1194 “Electronic and Information Technology Accessibility Standards,” July 1, 2003

16. Office of Management and Budget (OMB) Circular A-130, “Managing Federal Information as a Strategic Resource,” July 28, 2016

17. 32 C.F.R. Part 199, “Civilian Health and Medical Program of the Uniformed Services (CHAMPUS)”

18. An Introductory Resource Guide for Implementing the Health Insurance Portability and Accountability Act (HIPAA) Security Rule, October 2008

19. Sections 504 and 508 of the Rehabilitation Act (29 U.S.C. § 794d), as amended by the Workforce Investment Act of 1998 (P.L. 105-220), August 7, 1998

20. Homeland Security Presidential Directive (12) (HSPD-12), August 27, 2004

21. VA Directive 6500, “Managing Information Security Risk: VA Information Security Program,” September 20, 2012

22. VA Handbook 6500, “Risk Management Framework for VA Information Systems – Tier 3: VA Information Security Program,” March 10, 2015

23. VA Handbook 6500.1, “Electronic Media Sanitization,” November 03, 2008

24. VA Handbook 6500.2, “Management of Breaches Involving Sensitive Personal Information (SPI)”, July 28, 2016

25. VA Handbook 6500.3, “Assessment, Authorization, And Continuous Monitoring Of VA Information Systems,” February 3, 2014

26. VA Handbook 6500.5, “Incorporating Security and Privacy in System Development Lifecycle”, March 22, 2010

27. VA Handbook 6500.6, “Contract Security,” March 12, 2010

28. VA Handbook 6500.8, “Information System Contingency Planning”, April 6, 2011

29. OI&T Process Asset Library (PAL), https://www.va.gov/process/ . Reference Process Maps at https://www.va.gov/process/maps.asp and Artifact templates at https://www.va.gov/process/artifacts.asp

30. One-VA Technical Reference Model (TRM) (reference at https://www.va.gov/trm/TRMHomePage.aspx)

31. VA Directive 6508, “Implementation of Privacy Threshold Analysis and Privacy Impact Assessment,” October 15, 2014

32. VA Handbook 6508.1, “Procedures for Privacy Threshold Analysis and Privacy Impact Assessment,” July 30, 2015

33. VA Handbook 6510, “VA Identity and Access Management”, January 15, 2016

34. VA Directive 6300, Records and Information Management, February 26, 2009

35. VA Handbook, 6300.1, Records Management Procedures, March 24, 2010

36. NIST SP 800-37, Guide for Applying the Risk Management Framework to Federal Information Systems: A Security Life Cycle Approach, June 10, 2014

37. NIST SP 800-53 Rev. 4, Security and Privacy Controls for Federal Information Systems and Organizations, January 22, 2015

38. OMB Memorandum, “Transition to IPv6”, September 28, 2010

39. VA Directive 0735, Homeland Security Presidential Directive 12 (HSPD-12) Program, October 26, 2015

40. VA Handbook 0735, Homeland Security Presidential Directive 12 (HSPD-12) Program, March 24, 2014

41. OMB Memorandum M-06-18, Acquisition of Products and Services for Implementation of HSPD-12, June 30, 2006

42. OMB Memorandum 04-04, E-Authentication Guidance for Federal Agencies, December 16, 2003

43. OMB Memorandum 05-24, Implementation of Homeland Security Presidential Directive (HSPD) 12 – Policy for a Common Identification Standard for Federal Employees and Contractors, August 5, 2005

44. OMB memorandum M-11-11, “Continued Implementation of Homeland Security Presidential Directive (HSPD) 12 – Policy for a Common Identification Standard for Federal Employees and Contractors, February 3, 2011

45. OMB Memorandum, Guidance for Homeland Security Presidential Directive (HSPD) 12 Implementation, May 23, 2008

46. Federal Identity, Credential, and Access Management (FICAM) Roadmap and Implementation Guidance, December 2, 2011

47. NIST SP 800-116, A Recommendation for the Use of Personal Identity Verification (PIV) Credentials in Physical Access Control Systems, November 20, 2008

48. OMB Memorandum M-07-16, Safeguarding Against and Responding to the Breach of Personally Identifiable Information, May 22, 2007

49. NIST SP 800-63-3, 800-63A, 800-63B, 800-63C, Digital Identity Guidelines, June 2017

50. NIST SP 800-157, Guidelines for Derived PIV Credentials, December 2014

51. NIST SP 800-164, Guidelines on Hardware-Rooted Security in Mobile Devices (Draft), October 2012

52. Draft National Institute of Standards and Technology Interagency Report (NISTIR) 7981 Mobile, PIV, and Authentication, March 2014

53. VA Memorandum, VAIQ #7100147, Continued Implementation of Homeland Security Presidential Directive 12 (HSPD-12), April 29, 2011 (reference https://www.voa.va.gov/documentlistpublic.aspx?NodeID=514)

54. IAM Identity Management Business Requirements Guidance document, May 2013, (reference Enterprise Architecture Section, PIV/IAM (reference https://www.voa.va.gov/documentlistpublic.aspx?NodeID=514)

55. VA Memorandum “Mandate to meet PIV Requirements for New and Existing Systems” (VAIQ# 7712300), June 30, 2015, https://www.voa.va.gov/DocumentView.aspx?DocumentID=4846

56. Trusted Internet Connections (TIC) Reference Architecture Document, Version 2.0, Federal Interagency Technical Reference Architectures, Department of Homeland Security, October 1, 2013, https://s3.amazonaws.com/sitesusa/wp-content/uploads/sites/482/2015/04/TIC_Ref_Arch_v2-0_2013.pdf

57. OMB Memorandum M-08-05, “Implementation of Trusted Internet Connections (TIC), November 20, 2007

58. OMB Memorandum M-08-23, Securing the Federal Government’s Domain Name System Infrastructure, August 22, 2008

59. VA Memorandum, VAIQ #7497987, Compliance – Electronic Product Environmental Assessment Tool (EPEAT) – IT Electronic Equipment, August 11, 2014 (reference Document Libraries, EPEAT/Green Purchasing Section, https://www.voa.va.gov/documentlistpublic.aspx?NodeID=552)

60. Sections 524 and 525 of the Energy Independence and Security Act of 2007, (Public Law 110–140), December 19, 2007

61. Section 104 of the Energy Policy Act of 2005, (Public Law 109–58), August 8, 2005

62. Executive Order 13693, “Planning for Federal Sustainability in the Next Decade”, dated March 19, 2015

63. Executive Order 13221, “Energy-Efficient Standby Power Devices,” August 2, 2001

64. VA Directive 0058, “VA Green Purchasing Program”, July 19, 2013

65. VA Handbook 0058, “VA Green Purchasing Program”, July 19, 2013

66. Office of Information Security (OIS) VAIQ #7424808 Memorandum, “Remote Access”, January 15, 2014, https://www.voa.va.gov/DocumentListPublic.aspx?NodeId=28

67. Clinger-Cohen Act of 1996, 40 U.S.C. §11101 and §11103

68. VA Memorandum, “Implementation of Federal Personal Identity Verification (PIV) Credentials for Federal and Contractor Access to VA IT Systems”, (VAIQ# 7614373) July 9, 2015, https://www.voa.va.gov/DocumentListPublic.aspx?NodeId=28

69. VA Memorandum “Mandatory Use of PIV Multifactor Authentication to VA Information System” (VAIQ# 7613595), June 30, 2015, https://www.voa.va.gov/DocumentListPublic.aspx?NodeId=28

70. VA Memorandum “Mandatory Use of PIV Multifactor Authentication for Users with Elevated Privileges” (VAIQ# 7613597), June 30, 2015; https://www.voa.va.gov/DocumentListPublic.aspx?NodeId=28

71. “Veteran Focused Integration Process (VIP) Guide 2.0”, May 2017, https://www.voa.va.gov/DocumentView.aspx?DocumentID=4371

72. “VIP Release Process Guide”, Version 1.4, May 2016, https://www.voa.va.gov/DocumentView.aspx?DocumentID=4411

73. “POLARIS User Guide”, Version 1.2, February 2016, https://www.voa.va.gov/DocumentView.aspx?DocumentID=4412

74. VA Memorandum “Use of Personal Email (VAIQ #7581492)”, April 24, 2015, https://www.voa.va.gov/DocumentListPublic.aspx?NodeId=28

75. VA Memorandum “Updated VA Information Security Rules of Behavior (VAIQ #7823189)”, September, 15, 2017, https://www.voa.va.gov/DocumentListPublic.aspx?NodeId=28

76. Audit of VA’s Financial Statements for Fiscal Years 2018 and 2017, November28, 2018 http://www.va.gov/oig/pubs/VAOIG-XX.pdf

77. Audit of VA’s Financial Statements for Fiscal Years 2017 and 2016, November 15, 2017 http://www.va.gov/oig/pubs/VAOIG-15-01708-36.pdf

78. Audit of VA’s Financial Statements for Fiscal Years 2016 and 2015, November 15, 2016 http://www.va.gov/oig/pubs/VAOIG-15-01708-36.pdf

79. VA Corrective Action Plan (CAP) Template

80. OMB Circular No. A–11, Preparation, Submission, and Execution of the Budget, June 2015 https://www.whitehouse.gov/omb/circulars_a11_current_year_a11_toc

81. Treasury Financial Manual (TFM); http://tfm.fiscal.treasury.gov/

82. GAO Government Auditing Standards (Yellow Book), December 2011

83. GAO Standards for Internal Control in the Federal Government (Green Book), September 2014

84. 31 USC § 3512, Executive Agency Accounting and Other Financial Management Reports and Plans

85. Public Law 97-255, Federal Managers Financial Integrity Act of 1982

86. OMB Circular No. A-123, Management’s Responsibility for Enterprise Risk Management and Internal Control

87. AT-C section 320, Reporting on an Examination of Controls at a Service Organization Relevant to User Entities’ Internal Control Over Financial Reporting, AICPA

88. Statement on Standards for Attestation Engagements (SSAE) No. 18, Attestation Standards: Clarification and Recodification, AICPA

89. SOC 2 User Guide for Report on Controls at a Service Organization Relevant to Security, Availability, Processing Integrity, Confidentiality or Privacy, AICPA

90. The Federal Managers' Financial Integrity Act of 1982 (FMFIA)

SCOPE OF WORK

The Contractor shall support FMBT in requirements gathering, software design, development and testing of interface and conversion programs. The Contractor shall also support the execution and validation of the conversion software. The interface programs allow transactions to flow from external systems into iFAMS and vice versa. The conversion programs allow for the migration of data from source systems such as FMS and AAMS into iFAMS. The following activities are required:

Software to interface VA Legacy Systems to iFAMS leveraging the iFAMS Enterprise Service Bus Conversion planning and approach Conversion requirements gathering and data mapping Conversion software to migrate data from legacy source systems to iFAMS Software to perform data cleansing of legacy system data prior to migration to Momentum General utility programs to migrate, process, format, validate or clean data Conversion dry run execution and validation Conversion execution during go-live and post go-live support Provide industry best practices for Data Quality assurance during the conversion Other related software development as requested Software to resolve data duplication across multiple VA source systems The Government has awarded a Systems Integration (SI) contract, to CGI Federal, separately, to support the FMBT program through an incremental deployment approach to migrate VA’s current financial management and acquisition environment to the new Integrated Financial and Acquisition Management System (iFAMS) utilizing Momentum. Each deployment, referred to as a “wave,” will deliver capabilities to a subset of the VA organization. The scope of this contract excludes any modifications to the Momentum baseline product.

PERFORMANCE DETAILS

PERFORMANCE PERIOD

The PoP shall be one 12-month base period with five (5) 12-month option periods with two (2) optional tasks. All base tasks shall be performed in the base and option periods, if exercised. The optional tasks shall be performed in accordance with Section B, Schedule of Deliverables.

Any work at the Government site shall not take place on Federal holidays or weekends unless directed by the Contracting Officer (CO).

There are ten (10) Federal holidays set by law (USC Title 5 Section 6103) that VA follows:

Under current definitions, four are set by date:

If any of the above falls on a Saturday, then Friday shall be observed as a holiday. Similarly, if one falls on a Sunday, then Monday shall be observed as a holiday.

The other six are set by a day of the week and month:

PLACE OF PERFORMANCE

Tasks under this PWS shall be performed at both Government and Contractor facilities and work may be performed at remote locations with prior approval of the Contracting Officer’s Representative (COR).

It is anticipated that the majority of work under this PWS shall be performed at Contractor facilities. The Contractor facilities in Washington DC Metropolitan Area shall be Metro accessible and shall be used for collaboration, meetings, and training. The Contractor principals and key personnel shall be located at VA facilities in Washington DC and Austin, TX.

VA anticipates a significant number of face to face meetings at these VA facilities. VA will provide a limited number of seats in support of the work performed under Sections 5.2-5.12. Temporary Duty (TDY) to a Government facility within the effort does not change the Place of Performance to the Government Site.

TRAVEL

The Government anticipates travel under this effort to perform the tasks associated with the effort, as well as to attend program-related meetings or conferences throughout the PoP.

Travel is on a cost reimbursable, no fee basis and shall be in accordance with the Federal Travel Regulations (FTR) and requires advance concurrence by the Contracting Officer Representative (COR).

The Contractor shall provide cost estimates with each travel request to the COR. Each Contractor invoice must include copies of all requested, applicable, and required receipts (FTR §301-11.25: required for lodging, regardless of amount, and a receipt for every authorized expense over $75) that support the travel costs claimed in the invoice. Contractor travel within the local commuting area of 50-miles will not be reimbursed. Travel performed for personal convenience and daily travel to and from work at the Contractor’s facility will not be reimbursed.

SPECIFIC TASKS AND DELIVERABLES

The Contractor shall perform the following:

PROJECT MANAGEMENT

The Contractor shall be responsible for providing all administrative and managerial resources necessary for the management of this task order. The Contractor shall:

Develop project schedules and plans, to include deliverables in task areas Mobilize resources to execute the work represented in the plans Monitor progress against the plans Provide briefings and reports of activities Review deliverables to ensure conformance to the quality assurance plan and Resolve support issues within its responsibility Develop and execute management plans Serve as the primary point of contact for all project management issues and keep the Government fully informed both verbally and in writing of any concerns or problems that arise The Contractor shall follow Agile principles framework and VIP tailored to the needs of FMBT. The Contractor shall make recommendations to the government to identify opportunities to promote Lean and Agile management practices through continuous management streamlining.

CONTRACTOR PROJECT MANAGEMENT PLAN

The Contractor Project Management Plan task involves the management and oversight of all activities performed by Contractor personnel, including sub-Contractors, to satisfy the requirements identified in this PWS. The Contractor shall identify a Program Manager (PM) by name, who shall provide management, direction, administration, quality assurance, and leadership of the execution of this contract. The VA shall retain overall Program Management Responsibility. The Contractor shall operate and coordinate within the FMBT Program Management Office. The Contractor’s Program and Project Managers shall coordinate their efforts with VA Program and Project Managers.

The Contractor shall deliver a Contractor Project Management Plan (CPMP) that lays out the Contractor’s approach, timeline and tools to be used in execution of the contract. The CPMP should take the form of both a narrative and graphic format that displays the schedule, milestones, risks and resource support. The CPMP shall also include how the Contractor shall coordinate and execute planned, routine, and ad hoc data collection reporting requests as identified within the PWS.

The Contractor shall describe in the CPMP the organizational resources, and management controls the Contractor will employ to meet the support, schedule, quality, and performance requirements defined in this PWS. The Government will use this CPMP to manage, track, and evaluate the Contractor’s performance. The VA Program Manager (PM) will approve the Contractor’s baseline CPMP prior to implementation. The VA PM will approve any updates to the CPMP that the Contractor prepares.

The initial baseline CPMP shall be concurred upon and updated in accordance with Section B of the contract. The Contractor shall update and maintain the VA PM approved CPMP throughout the PoP.

Deliverable:

A. Contractor Project Management Plan

5.1.2 SCHEDULE MANAGEMENT

The Contractor shall create and maintain an Integrated Project Schedule (IPS) in MS Project format that describes the full scope of the project and deliverables. The IPS shall include defined activities and all applicable Universal Project Milestones (UPM) for identifying and documenting discrete events necessary to complete the project. The IPS tasks for Conversion and Interface development for each wave shall be included in the SI’s Wave Implementation IPS for each wave. The Contractor shall identify dependencies to other IPS tasks in the wave IPS where appropriate. The Contractor shall follow standard FMBT change control processes when recommending changes to the IPS. The IPS shall clearly identify the critical path for the project. The Contractor shall update the IPS at minimum on a weekly basis.

Deliverable:

A. Integrate Project Schedule (IPS)

0. REPORTING REQUIREMENTS

Weekly status meetings shall be scheduled by the Contractor to address progress, planned activities, risks, or conflicts that may impact the schedule, scope, or cost and any change management impacts. Weekly status meetings may also include the status on the development and implementation and Operations and Maintenance efforts.

The Government and the Contractor PM shall jointly chair weekly status meetings and these will be attended by the Contractor and Government team leads. Tasks and sub-tasks will be discussed at this meeting, with agreed upon delivery dates. The meetings shall schedule and present risks, risk status, and risk mitigation strategies.

The last weekly status meeting of the month will become a monthly status meeting where the Contractor shall discuss major schedule and project accomplishments during the month, Performance metrics, and risk mitigation strategies and efforts.

The Contractor shall, if requested, attend and support Change Control Board (CCB) meetings on a weekly basis. The Contractor shall present the status of the tasks closed during the prior week, tasks scheduled to be worked on during the current week, and the following week; impediments.

In addition, ad-hoc meetings, executive briefings, and demonstrations may be requested by the Government on an as-needed basis.

The Contractor shall produce agendas at least 24 hours before scheduled meetings and meeting minutes no later than 2 business days following the meeting.

In conjunction with the weekly status meetings, the Contractor shall prepare and distribute a weekly Status Report that documents the activities and achievements in the prior week and the planned activities, milestones, deliverables due, and meetings for the following week.

The Contractor shall prepare a Monthly Program Management Review (PMR), to be distributed on the last weekly status meeting of the month that documents the activities and achievements in the prior month and the planned activities, milestones, and deliverables due for the following month. The PMR report shall document any problems or unresolved issues that may impact the triple constraint (scope, schedule, and cost).

The Contractor shall prepare and deliver a PMR Report in VA format provided at Attachment A. The PMR Report shall outline primary activities conducted by the Contractor for each reporting period. The PMR Report shall measure the Contractor's cost and schedule performance using either the Government-approved WBS or a separate arrangement as mutually agreed upon by the Government and the Contractor. It shall also include but not be limited to:

· Activities completed in reporting period

· Identified risks and mitigation of risks

· Any Government action needed

· Monthly Performance Metrics

· iFAMS System Availability

· Performance Baseline

· GFE inventory implemented

· Projected GFE requirements

· Trip report when travel is accomplished for the month reported

· Detailed cost information for all T&M tasks that include labor hours and cost expended by labor category for each task and sub-task.

· Lessons learned

· Current licenses: Licenses used for development and testing shall be annotated separately from those used in Production

· Other Direct Costs (ODCs)

The Contractor shall require all sub-contractors to provide input to the PMR Report where there are critical or significant tasks related to the prime contract, if applicable. The Government will update the PMR template based on business needs and reporting requirements. All changes to the PMR templates will be communicated by the Government to the contractor one reporting period prior to the change.

DELIVERABLES:

A. Weekly Status Report B. Monthly PMR Report

RISK MANAGEMENT

The Contractor shall prepare and deliver a Risk Management Plan (RMP) to the Government for approval. The objectives of the RMP are to identify, address, and mitigate risks before they become threats to success or major sources of rework. The Contractor shall also be responsible for:

· Implementing a structured and systematic approach to recognizing risks

· Analyzing and evaluating risks by identifying the risk sources, impact, and owner, in addition to the probability of the risk occurring

· Identifying, assessing, and presenting a range of risk response options, including mitigation strategies and solutions to the Government

· Soliciting input, comments, and guidance from the Government

· Monitoring and reviewing the implemented risk response options to evaluate whether the risk response achieved the intended result

· Supporting and participating in risk status reviews/Program Level Risk Management Board as directed by the Contracting Officer Representative (COR)

· Provide information, recommendations, and support to the Program Level Risk Process

The Contractor shall maintain and update a Risk Management Report, which includes documenting new risks, and update the report along with the weekly status meetings and the monthly PMR report.

Deliverables:

A. Risk Management Plan B. Risk Management Report (included in weekly/monthly PMR reports)

KICK-OFF MEETING

Within one (1) business day of the task order award, the Contractor shall contact the COR to request a kick-off meeting. The kick-off meeting will be held at the Government site no later than ten (10) business days from the date of issuance of the award.. At the meeting, the Contractor shall present a staffing and quality plan, overall PMP, and high-level schedule, at the task order level. Two (2) days prior to the Kick-off Meeting, the Contractor shall submit to the government an agenda of the meeting for COR approval. The Contractor shall provide the meeting minutes two (2) days after the Kick-off Meeting. The Contractor’s Project Manager (Contractor PM), the key personnel, and core team shall attend the meeting. The Kickoff meeting shall encompass the following:

· A high-level management approach that addresses the scope, resources, project assumptions, constraints, task objectives, key milestones, Contractor’s project organization and Contract administration, delivery schedule, and deliverables

· A high-level work plan for all activities that addresses on and off-site personnel support expected by month

· Contractor’s high-level approach, schedule, and methodology to implementing planned software upgrades during the task order period of performance

· Contractor’s high-level approach and methodology to any new development and implementation efforts

· Contractor’s high-level approach and methodology to address risks, security, staffing/ resource issues including any sub-contractors

· Contractor’s high-level approach and methodology to identify and address changes to include application/software, hosting, upgrades and database communications, and Configuration Management issues

· Identification of Key Personnel, Responsible, Accountable, Consulted and Informed (RACI), and discuss Staffing/Resource Planning at the Technical Kickoff Meeting

The Contractor shall also deliver at the kick-off meeting a Staffing/Resource Plan to the Government for approval. The Staffing Plan shall address all aspects of onboarding personnel required to access VA information or networks. The Contractor shall identify any known technology resource requirements and provide the materials that are needed to support the task order. The Contractor shall identify, secure, and utilize the minimum levels of staff, with optimal skill sets, that are required to support Momentum and as more specifically set forth in PWS section “Key Personnel”. The Staffing/Resource Plan shall include an analysis of current and projected resource needs to meet the system requirements for performance, product quality, and security.

DELIVERABLES:

A. Agenda B. Kickoff Meeting Minutes C. Hight-level operating plan and approach D. Staffing/Resource Plan

TALENT MANAGEMENT SYSTEMS REQUIRED TRAINING

The Contractor shall submit status of VA Talent Management System (TMS) training for all individuals engaged on the task. The status reporting shall identify; a single Contractor Security Point of Contract, the names of all personnel engaged on the task, their initial training date for required training, and their next required training date. This information shall be submitted as part of the Weekly/ Progress Status Report.

The Contractor shall submit TMS training certificates of completion to the COR for all required security sources as outlined by TMS office.

Deliverables:

A. TMS Training Certificates

0. CONFIGURATION MANAGEMENT

The Contractor shall deliver a Configuration Management Plan to the Government. For all development and implementation work, minor and major software upgrades, and service releases and defect/incident fixes during O&M activities, the Contractor is responsible for developing and maintaining a Configuration Management Plan in accordance with the Agency’s Configuration Management guidelines. The plan shall identify processes and procedures to manage and track changes once a configurable item is accepted by the Government.

The Configuration Management Plan shall be approved by the Government prior to the initiation of any configuration activities.

The Contractor shall schedule and lead configuration management meetings to address any specific defects, issues or changes submitted to the project. A configuration management meeting may determine that a change must be elevated to the CCB to approve the change and review the implications of the issue. The Contractor shall attend and support CCB meetings on a weekly basis, if requested.

Configuration Management activities also provide a logical model of the iFAMS infrastructure by identifying, controlling, maintaining, and verifying installed hardware, software, and network versions. The Contractor shall account for all IT assets and configurations; provide accurate information on configurations; provide a sound basis for incident, problem, change, and release management; and to verify configuration records against the infrastructure and correct any exceptions.

The Contractor shall perform the following configuration management requirements:

· Define configuration management policies and procedures

· Establish a process for tracking configuration changes

· Use a configuration management system for tracking all deliverables

· Select, install, and maintain configuration management tools

· Enter and upload configuration data into configuration management database

· Establish and maintain process interfaces to problem management, incident management, change management, technical support, maintenance management processes, and asset management processes

· Establish and maintain appropriate authorization controls for modifying configuration items and verify compliance with software licensing

· Establish and maintain guidelines for physical and logical separation between development, test, and production, and the process for deploying and back out of configuration items

· Establish and maintain configuration baselines as reference points for rebuilds, and provide ability to revert to stable configuration states

· Establish and maintain process for verifying the accuracy of configuration items, adherence to configuration management process, and identifying process deficiencies

· Establish and maintain a configuration management repository or library that contains source codes and executable files of previous versions and current production versions

· Provide the Government with access to all processes and sub-processes in configuration management tools

· Maintain and manage off-site long-term archive backup including archive materials transferred by the Government at transition

· Develop, deploy, and maintain near real-time interface between the Contractor’s configuration/change management system and the Government’s configuration/change Management System to:

· Allow the Government to assign change requests to the Contractor and receive status reports

· Allow the Contractor to forward change requests for approval by the Government and receive approval/disapproval results

Deliverable:

A. Configuration Management (CM) Plan

CHANGE AND RELEASE MANAGEMENT

The Contractor shall deliver a Change and Release Management Plan to the Government for approval. The Contractor shall use Government approved Change Management and Release Management tools. The Change Management plan shall cover all service releases and defect/incident fixes, minor and major software upgrades, new interface and module development, and implementation changes throughout the project life cycle.

Release management covers the management of software, hardware and network rollouts and the design and implementation of efficient procedures for distribution and installation of changes. Release management activities also ensure that only correct, authorized, and tested versions are installed and that changes are traceable and secure. The Contractor shall satisfy the following change management and release management requirements:

· Comply with the Enterprise Change Management Policy

· Recommend and maintain change and release management policies, procedures, processes, and training

· Administer the version control system as it relates to release management of Government applications

· Document and classify proposed changes to the Government platform services

· Documentation includes cost and risk impact and back out plans of those changes and establishes release management plans for major changes

· Develop and maintain a schedule of planned changes and provide to the Government for review

· Schedule and conduct change management meetings to include review of planned changes and results of changes made. Meetings shall be conducted weekly or as required

· Update and maintain change documentation including instance parameters and system settings

· Review release management details and alter as appropriate (e.g., back out plan, go/no go decision)

· Notify the Government’s affected clients of changes that impact schedule, processes, tools, and services

· Implement changes and adhere to detailed release plans

· Modify configuration, asset management items, and service catalog (if applicable) to reflect changes

· Verify that any change meets objectives and resolves negative impacts

· Monitor changes and report results of changes and impacts

· Maintain master copies of new versions in a secured software library and update configuration databases

· Develop change management controls which recognize and integrate the roles of separate development, test, and production environments in the maintenance of viable applications

· Document execution and back-out plans for Government approval. Master copies of new versions shall be secured in a software library and configuration databases shall be updated

DELIVERABLE:

A. Change and Release Management Plan

5.1.9 KEY PERSONNEL

The Contractor shall provide an appropriate blend of technical skill sets, including substantial knowledge and experience implementing conversion programs, interface architecture, and interface solutions for Momentum implementations. FMBT uses a SAFe-based Program Management Framework. Agile principles and scrum practices shall be applied to complete FMBT work when appropriate. Contractor personnel shall have SAFe training. Additionally, the following five Key Personnel with associated qualification are required to successfully support the program:

Program Manager The Program Manager shall be responsible for managing the overall performance, quality, schedule and cost of the contract. The Program Manager shall be responsible for staffing the program with team members that can perform the Interface design, development and testing work, as well as the conversion design, development and test activities. The Program Manager shall have successful experience in implementing Momentum at a Cabinet Level Agency and shall have experience managing a program with at least fifty(50) team members. The Program Manager shall be familiar with the Agile Framework and shall be familiar with the Department’s VIP software delivery process. The Program Manager shall be knowledgeable about Momentum Financials and Acquisition. The Program Manager shall be knowledgeable on conversion approaches used in Momentum implementations as well as approaches to implement batch and real time interfaces with Momentum. Since interfaces and conversion are inextricably linked to the success of the overall iFAMS implementation, the Program Manager shall work cooperatively with FMBT Systems Integrator. The Program Manager shall provide regular progress reports to the designated VA FMBT Interface Lead and to the Conversion Lead and shall provide weekly updates to the SI to support the weekly FMBT status meeting for VA management. The Program Manager shall meet the following minimum requirements:

A. 15 years of Financial Management Systems industry experience B. 10 years performing as a Program Manager on a program with at least 50 team members C. 10 years performing as a Program Manager on project/program of Momentum implementation D. 2 years managing an Agile project

Interface Lead The Interface Lead shall be responsible for the successful delivery of interface programs for each iFAMS implementation wave. The Interface Lead shall manage the team responsible for the analysis, design, development, and testing of the required interfaces. The Interface Lead shall manage the interface development process using the iFAMS Agile Framework and shall work closely with SI team to ensure that interfaces are compatible with the iFAMS systems configuration. The Interface Lead shall ensure that the SI team is aware of configuration requirements needed during the interface design process. The Interface Lead shall have experience implementing Momentum interfaces for Financials and Acquisitions at a Cabinet Level Agency and shall be knowledgeable on the components of the iFAMS interface architecture including the use of Momentum web services, Red Hat JBoss Enterprise Application Platform, and Red Hat Fuse. The Interface Lead shall have experience in the Agile Framework and VA’s VIP process. The Interface Lead shall be experienced in developing both batch and real-time interfaces for Momentum. The Interface Lead shall meet the following minimum requirements:

A. 10 years of Financial Management Systems industry experience B. 5 years leading interface development teams with Enterprise Application C. 5 years performing interface development on Momentum implementation D. 2 years managing an Agile project

Conversion Lead The Conversion Lead shall be responsible for the successful delivery of conversion programs for each iFAMS implementation wave. The Conversion Lead shall manage the team responsible for the analysis, design, development, testing and implementation of the required conversion programs. The Conversion Lead shall manage the conversion development process using the iFAMS Agile Framework and shall work closely with SI team to ensure that conversion programs are compatible with the iFAMS systems configuration. The Conversion Lead shall have experience implementing Momentum conversion for Financials and Acquisitions at a Cabinet Level Agency and shall be familiar with the conversion approaches that can be used for conversion as well as the tradeoffs and risks associated with each approach. The Conversion Lead shall be knowledgeable of the technical components of the conversion architecture used to convert from legacy systems to Momentum, specifically, approaches to data mapping, PL/SQL, Momentum FormImport and GSOffline processes. The Conversion Lead shall meet the following minimum requirements:

A. 10 years of Financial Management Systems industry experience B. 5 years leading data conversion teams with Enterprise Application C. 5 years performing data conversion on Momentum implementation D. 2 years managing an Agile project

Technical Architect The Technical Architect shall be responsible for the successful delivery of conversion and interface software programs for each iFAMS implementation wave. The Technical Architect shall help define and advise on the development process using the iFAMS Agile Framework and shall work closely with SI team to ensure that conversion and interface programs are compatible with the iFAMS systems configuration. The Technical Architect shall be an expert in defining an efficient and reliable architecture that facilitates the interaction of external systems with Momentum. The Technical Architect shall be an expert in the tools used by the already established iFAMS Interface architecture including Momentum web services, Red Hat JBoss Enterprise Application Platform, and Red Hat Fuse. The Technical Architect shall have experience using these tools to define architecture and develop interfaces at a Cabinet Level Agency. The Technical Architect shall also be an expert in the use of the technical components of the conversion architecture used to convert from legacy systems to Momentum, specifically, approaches to data mapping, PL/SQL, Momentum FormImport and GSOffline processes. The Technical Architect shall meet the following minimum requirements:

A. 10 years of Financial Management Systems industry experience B. 10 years as Technical Architect with Enterprise Application C. 5 years performing technical architectural work on Momentum implementation D. 2 years managing an Agile project

Transition Manager The Transition Manager shall be responsible for managing the transition of Interface and Conversion work from the incumbent contractor to the new Contractor. The Transition Manager shall staff the Contractor team with personnel that have the requisite Momentum expertise to seamlessly transition into the in-flight conversion and interface activities. The Transition Manager shall be knowledgeable on Momentum and should have experience at a Cabinet Level Agency transitioning into an in-flight large-scale Momentum implementation of Financials and Acquisitions. The Transition Manager shall meet the following minimum requirements:

A. 15 years of Financial Management Systems industry experience B. 10 years of transition management experience with Enterprise Application C. 10 years of experience supporting Momentum implementation in various SME roles D. 2 years managing an Agile project

The Contractor shall provide resumes for any individual(s) who Contractor proposes to fill the Key Personnel positions identified above. Submitted resumes are to be redacted to prevent disclosure of personally identifiable information (PII). Examples of PII include but are not limited to: names, addresses, phone numbers, social security numbers, and birthdays/dates. For those individuals proposed as Key Personnel who are not current employees of your company, a signed a letter of intent will be required. The Key Personnel positions and redacted resumes of individuals who shall fill the key personnel positions shall be included as an attachment to the contract in Section D upon award.

During the first 90 days of performance, the Contractor shall not replace or substitute Key Personnel who the Contractor proposed pre-award unless the replacement is necessitated by illness, death, or termination of employment. The Contractor shall notify the Contracting Officer within 15 calendar days after the occurrence of any of these events and provide a detailed explanation of the circumstances necessitating the proposed substitution and shall demonstrate that the proposed replacement personnel are of at least substantially equal ability and qualifications as the individual originally proposed for that position. The proposed replacement personnel shall be approved by the CO or COR prior to final determination.

After the initial 90 days, any personnel the Contractor offers as substitutes for the above identified key personnel positions shall have the ability and qualifications equal to or better than the key personnel which are being replaced and shall meet or exceed the qualifications designated for that Key Personnel position. If any change to a key personnel position becomes necessary, the Contractor shall immediately notify the VA PM and COR in writing, but whenever possible Contractor shall notify the VA PM of substitutions in personnel in writing 30 calendar days prior to making any change in key personnel, and provide a detailed explanation of the circumstances necessitating the proposed substitution and shall demonstrate that the proposed replacement personnel are of at least substantially equal ability and qualifications as the individual originally proposed for that position and that the proposed replacement meets or exceeds the qualifications designated for that Key Personnel position.

The Contractor agrees that it has a contractual obligation to mitigate the consequences of the loss of Key Personnel and shall promptly secure any necessary replacements in accordance with (IAW) this PWS section. Failure to replace a Key Personnel pursuant to this clause and without a break in performance of the labor category at issue shall be considered a condition endangering contract performance and may provide grounds for default termination.

0. PERFORMANCE MANAGEMENT BASELINE

For non-FFP activities, the Contractor shall develop and maintain a system to document and track project work and schedule status.