TIS 2.0 PWS 1.17.24 DRAFT.docx

Technology Incubation Services 2.0 (TIS 2.0)

VA-24-00010958

PERFORMANCE WORK STATEMENT (PWS)

DEPARTMENT OF VETERANS AFFAIRS

Office of Information & Technology (OIT) Program Engineering Services (PES) Digital Transformation Center (DTC)

Technology Incubation Services 2.0 (TIS 2.0)

Date: 1/16/2023

VA-24-00010958

PWS Version Number: 2.0

Contents

BACKGROUND

The mission of the Department of Veterans Affairs (VA) Office of Information & Technology (OIT), Product Engineering Services (PES), Digital Transformation Center (DTC) is to establish VA-wide Digital Modernization Initiatives which can be supported through Technology Incubation Services 2.0 (TIS 2.0), which includes Executive Management, Program and Product Management, Product Engineering Modernization and Innovation Support while leading VA OIT PES digital services modernization services strategy support to transform VA by tapping into emerging technologies, technical support for high initiative products and implementation of IT strategies, and making Human Centered Design (HCD) the method of how all VA products are designed.

PES established a modern digital experience for VA Enterprise needs such as the acceleration/adoption of cloud, Platform-as-a Service (PaaS), Software-as-a-Service (SaaS), Interactive Customer Experience, Application Programing Interface (API), and emerging technologies to modernize service and solution delivery through adoption of DevSecOps, Product Line Management, and Industry Best Practices/Standards. The focus of this effort is on non-traditional technology support services and TIS 2.0 business and digital transformation support. As a result, traditional Program Management support services will have a diminishing role but complimentary as the digital transformation matures across the VA enterprise.

Currently, PES consists of the following Pillars/Portfolios outlined below, though these are subject to change to align with dynamic Government, leadership, and/or change management policies and direction as they arise:

1. DTC – DTC helps to drive VA modernization and business outcomes through Low Code/No Code (LCNC) technology, such as PaaS/SaaS and innovative delivery methods. When compared to building custom solutions, adopting PaaS/SaaS products can provide many potential benefits to VA, including faster delivery of capabilities, lower operational complexity, and higher-quality solutions.

2. Veterans Experience Services (VES) – VES helps VA in becoming the Federal leader in customer experience (CX) through its ability to anticipate customers’ needs with measurement and data and respond to customers’ problems with best-in-class- product engineering.

3. Lighthouse Developer Experience (LDX) – LDX provides modern, secure, and human-centered focused resources for software development teams so they can create a world-class customer experience for Veterans, their families and advocates.

4. Data Analytics (DA) – DA delivers an integrated ecosystem of interoperable data management discovery and analytics tools that enable evidence-based decision making using authoritative data across the enterprise. DA collects and analyzes a large amount of data from various sources, such as electronic health records, benefit claims, and customer feedback and uses data analytics to improve its benefits programs. VA analyzes data on benefits claims to identify areas where the process can be streamlined and made more efficient.

5. Identity, Credential, and Access Management (ICAM) – ICAM defines the strategy for modernizing VA's ICAM infrastructure and leads the technical implementation of that strategy, with a focus on leveraging modern tools and products. ICAM ensures that Veterans and employees have secure and authorized access to VA systems and information.

6. Chief of Staff (CoS) – Streamlines the administrative process to ensure PES teammates can deliver digital solutions leading to exceptional Veteran outcomes.

In addition to the above PES Pillars/Portfolios, the requirements identified in this PWS are intended to provide TIS 2.0 support for current and future projects and key executive strategic initiatives for PES and the dynamic PES ecosystem partners within the VA enterprise, as determined by DTC.

As outlined in Figure 1 below, a System Integration (SI) team is represented as the Product Delivery team in blue focused on delivering solutions within the DTC Capability Delivery Lifecycle Management. Figure 1 delineates the process interactions and gates between the other SIs and the DTC Platform Management Team, while DTC Platform Management Team tasks and activities are in red. DTC success is measured and validated through the incremental and iterative delivery of business and technology capabilities driving modernization efforts.

APPLICABLE DOCUMENTS

In the performance of the tasks associated with this PWS, 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 2006

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

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

10. 42 U.S.C. § 2000d “Title VI of the Civil Rights Act of 1964”

11. VA Directive 0710, “Personnel Security and Suitability Program,” June 4, 2010, https://www.va.gov/vapubs/index.cfm

12. VA Handbook 0710, “Personnel Security and Suitability Program,” May 2, 2016, https://www.va.gov/vapubs/index.cfm

13. VA Directive and Handbook 6102, “Internet/Intranet Services,” August 5, 2019

14. 36 C.F.R. Part 1194 “Information and Communication Technology Standards and Guidelines,” January 18, 2017

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

16. 32 C.F.R. Part 199, “Civilian Health and Medical Program of the Uniformed Services (CHAMPUS)”

17. NIST SP 800-66 Rev. 1, “An Introductory Resource Guide for Implementing the Health Insurance Portability and Accountability Act (HIPAA) Security Rule,” October 2008

18. Sections 504 and 508 of the Rehabilitation Act (29 U.S.C. § 794d), as amended, January 18, 2017

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

20. VA Directive 6500, “VA Cybersecurity Program,” February 24, 2021 VA Handbook 6500, “Risk Management Framework for VA Information Systems VA Information Security Program,” February 24, 2021

21. VA Handbook 6500.2, “Management of Breaches Involving Sensitive Personal Information (SPI),” March 12, 2019

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

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

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

25. VA Handbook 6500.10, “Mobile Device Security Policy,” February 15, 2018

26. VA Handbook 6500.11, “VA Firewall Configuration,” August 22, 2017

27. OIT 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

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

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

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

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

32. VA Directive and Handbook 6513, “Secure External Connections,” October 12, 2017

33. VA Directive 6300, “Records and Information Management,” September 21, 2018

34. VA Handbook, 6300.1, “Records Management Procedures,“ March 24, 2010

35. NIST SP 800-37 Rev 2, “Risk Management Framework for Information Systems and Organizations: A System Life Cycle Approach for Security and Privacy,” December 2018

36. NIST SP 800-53 Rev. 5, “Security and Privacy Controls for Federal Information Systems and Organizations,” September 23, 2020 (includes updates as of 12/10/2020)

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

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

39. 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

40. OMB Memorandum M-19-17, “Enabling Mission Delivery Through Improved Identity, Credential, and Access Management,” May 21, 2019

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

42. Federal Identity, Credential, and Access Management (FICAM) Roadmap and Implementation Guidance, December 2, 2011, (NOTE: Part A of the FICAM Roadmap and Implementation Guidance, v2.0, was replaced in 2015 with an updated Architecture (https://arch.idmanagement.gov/#what-is-the-ficam-architecture)

43. NIST SP 800-116 Rev 1, “Guidelines for the Use of Personal Identity Verification (PIV) Credentials in Facility Access,“ June 2018

44. NIST SP 800-63-3, 800-63A, 800-63B, 800-63C, “Digital Identity Guidelines,” updated March 02, 2020

45. NIST SP 800-157, “Guidelines for Derived PIV Credentials,” December 2014

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

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

48. 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)

49. 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)

50. VA Memorandum “Personal Identity Verification (PIV) Logical Access Policy Clarification,” July 17, 2019, https://www.voa.va.gov/DocumentView.aspx?DocumentID=4896

51. Trusted Internet Connections (TIC) 3.0 Core Guidance Documents, https://www.cisa.gov/publication/tic-30-core-guidance-documents

52. OMB Memorandum M-19-26, “Update to the Trusted Internet Connections (TIC) Initiative,” September 12, 2019

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

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

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

56. Executive Order 13834, “Efficient Federal Operations,” dated May 17, 2018

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

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

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

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

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

62. “Veteran Focused Integration Process (VIP) Guide 4.0,” January 2021, https://www.voa.va.gov/DocumentView.aspx?DocumentID=4371

63. VA Memorandum “Proper Use of Email and Other Messaging Services,” January 2, 2018, https://www.voa.va.gov/DocumentListPublic.aspx?NodeId=28

64. “DevSecOps Product Line Management Playbook” version 2.0, May 2021, https://www.voa.va.gov/DocumentView.aspx?DocumentID=4946

65. NIST SP 500-267B Revision 1, “USGv6 Profile,” November 2020

66. OMB Memorandum M-21-07, “Completing the Transition to Internet Protocol Version 6 (IPv6),” November 19, 2020

67. Social Security Number (SSN) Fraud Prevention Act of 2017

68. Section 240 of the Consolidated Appropriations Act (CAA) 2018, March 23, 2018 Please be advised that any hyperlinks contained within this document, if any, are for convenience purposes, only. Due to the dynamic nature of hyperlinks and the information accessed through or imbedded therein, it is incumbent upon the Contractor to ensure that all information required to successfully complete the requirements established herein is independently located, verified for accuracy, and confirmed to be the most up-to-date version available, prior to use.

SCOPE OF WORK

The Contractor shall provide TIS 2.0 IT program management, technical management, and strategic solutioning support. Major support areas include Product Engineering Modernization and Innovation Support, Executive Management Services, Program/Project/Acquisition/Finance Centers of Excellence (COE), Voice of the Customer, Business Process Reengineering/Transformation, Emerging Business Practices – Technology Support, Human Capital Design support, administrative support, meeting support, communications, onboarding, functional analysis, schedule support, and strategic analysis.

PES Capital Planning and Investment Control (CPIC) Support (PWS 5.2.1.5) and Acquisition Technical Support (PWS 5.2.1.2) is limited to PES.

The Executive Management, Innovation and Exploratory Support tasks (PWS 5.2.2 through 5.2.2.4)) shall only be utilized at the discretion and written approval of the PES Senior Executive Director.

ORDER TYPE

The effort shall be proposed on a hybrid Time-and-Materials (T&M) and Firm-Fixed-Price (FFP) basis with a Cost Reimbursable (CR) line item for travel. PWS Sections 5.2 through 5.6, including all subtasks, are T&M and PWS Section 5.1 for TO Project Management, including all subtasks, and 5.7 for Phase-Out Transition and Orientation Support (Optional Task One) are FFP.

PERFORMANCE DETAILS

PERFORMANCE PERIOD

The period of performance (PoP) shall consist of a 12-month base period, three 12-month option periods, and one optional task to be exercised at the Government’s discretion for transition and orientation support, to be exercised once at any time during the TO performance period. If exercised, the PoP shall be 90 days from date of exercise. The total PoP for this contract shall not exceed 51 months, inclusive of all options.

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

There are 11 Federal holidays set by law (USC Title 5 Section 6103) that VA follows:

Under current definitions, five 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 the Contractor’s facilities. Work may be performed at remote locations with prior concurrence from the Contracting Officer’s Representative (COR). It is anticipated that the majority of efforts under this PWS shall be performed at Contractor facilities. The Contractor shall identify the Contractor’s place of performance in their proposal submission. It is expected that this work shall be conducted during core business hours, unless specified otherwise. Core business hours which are defined as 8:00AM to 5:00PM local time, as well as non-core hours (nights and weekends), to include Federal Holidays. For specific meeting types, including user requirements sessions and other key meetings which are best accomplished at Government facilities, the Government will schedule meeting rooms as necessary.

TRAVEL OR SPECIAL REQUIREMENTS

The Government anticipates travel to perform the tasks associated with the effort, as well as to attend program-related meetings or conferences throughout the PoP. All travel will be on a CR, no fee basis.

Travel shall be in accordance with the Federal Travel Regulations and requires advanced concurrence by the COR. Each Contractor invoice shall include copies of all receipts that support the travel costs claimed in the invoice. Contractor travel within the local commuting area shall not be reimbursed by the Government.

SPECIFIC TASKS AND DELIVERABLES

The Contractor shall perform the following:

TASK ORDER PROJECT MANAGEMENT (FFP)

SUPPORT MANAGEMENT

The Contractor shall provide one (1) Project Manager (PjM) who shall serve as the manager of the TO and shall be the Contractor’s single point of contact for VA COR and VA PM. The PjM shall manage the tasks, schedules, and analyze work discrepancies, communicate policies, purposes, and goals of the organization to the Contractor personnel for all projects. The PjM shall analyze and resolve programmatic issues, facilitate information exchange, and enhance management coordination as coordinated with the TO COR/VA PM. This support shall include managing onsite and offsite Contractor support, any tracking of resources across projects, transitioning and onboarding of new Contractor support required, and scheduling to ensure TIS support services for PES and supported organizations for resolution of issues.

The Contractor PjM shall:

1. Provide Monthly CPMP.

2. Track deliverables across projects.

3. Coordinate, escalate and resolve project issues (e.g. risk, resources, scheduling).

4. Attend status meetings and provide status reports to project stakeholders with COR and VA PM coordination.

5. Track Contractor support across projects on a daily basis.

6. Maintain a VA provided document management system e.g. SharePoint, to track project deliverables.

7. Track that all Contractor support:

a. Meets all task schedules including non-standard work schedule(s) as required. Schedules include; nights, weekends, and holidays in accordance with VA requirements a nonstandard work schedule, if required. Work may be required beyond normal duty hours, including nights, weekends, and holidays as necessary.

b. Performance is tracked against the PWS requirements and performance metrics.

8. Provide a Program Management Office (PMO) to facilitate the management of the program across all sites, functions and major initiatives. The Contractor (e.g. PMO) shall:

a. Ensure compliance with all contract and government regulations.

b. Monitor performance/compliance.

c. Respond to customer data calls.

CONTRACTOR PROJECT MANAGEMENT PLAN

The Contractor shall prepare and deliver a Contractor Project Management Plan (CPMP) that outlines the Contractor’s approach, timeline and tools to be used in execution of the TO. The CPMP shall describe the Contractor’s plans to support all portfolios, program and projects. The CPMP shall detail how the resources shall support the maintenance and updating of all management artifacts. The CPMP shall incorporate the tasks described in this PWS. The CPMP shall 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 special data collection reporting requests. The Contractor shall identify an individual as the primary contact point for all programmatic issues/concerns/status. The initial baseline CPMP shall be concurred upon and updated in accordance with Section B of the TO. The Contractor shall update and maintain the VA PM approved CPMP monthly or as changes occur throughout the PoP. The Contractor shall maintain a staffing plan of resource assignments for all Projects, Programs, and Portfolios to be included in the CPMP.

The CPMP shall also include a staff roster identifying the following:

1. Employee Name

2. Personnel PIV Expiration

3. Personnel clearance level and adjudication date

4. Role

5. Project affiliation

6. Personnel duty location address, alternate email, phone number

The Contractor shall include a plan, within the CPMP, of their project management processes for the following project management disciplines:

1. Schedule Management

2. Financial management

3. Quality Management

4. Resource Management

5. Communication Management

6. Risk management

7. Internal Controls

Deliverable:

A. Contractor Project Management Plan (CPMP)

WORK PLAN

The purpose of the monthly work plan is to provide a means to allow VA to effectively manage this TO as well as reprioritize activities monthly. The Contractor shall prepare a Monthly Work Plan, which addresses each Initiative ongoing under this PWS, and shall include the following:

1. Strategic Planning Activity Summary

a. Project and specific activities.

b. Overview and description of the activity.

c. Overall high-level assessment of progress of the activity.

d. All work-in-progress (WIP) and completed tasks for the activity during the period.

e. Identification of any TO related issues uncovered during the previous period and especially highlight those areas with a high probability of impacting schedule, cost, or performance goals and their impact on schedule, cost, or performance goals.

f. Explanations for any unresolved issues, including possible solutions and any actions required of the Government and/or Contractor to resolve or mitigate any identified issue, including a plan and timeframe for resolution.

g. Status on previously identified issues and actions taken to mitigate the situation and/or progress made in rectifying the situation.

h. Work planned for the subsequent period.

i. Current activity schedule overlaid on original activity schedule showing any delays or advancement in schedule.

j. Current expenditures overlaid over the original budget showing any deviations in the actual expenditures versus the original budget and versus the current budget.

k. Original schedule of deliverables and the corresponding deliverables made during the previous period.

2. Staffing Report

a. Workforce staffing data showing all Contractor personnel performing on the effort during the previous period. After the initial labor baseline is provided, each Monthly Work Plan Report shall identify any changes in staffing identifying each person who was added to the activity, removed, and/or moved from one program/project to another from the TO, including applicable PWS paragraph(s) for each reporting period. This should also include any planned travel for any Initiatives.

b. On-Boarding Status Reports in electronic form. This data shall include, at a minimum, status of personnel during on-boarding activities including anticipated personnel, training status, and Security Clearance status.

Additionally, the Contractor shall conduct a monthly meeting to present the Monthly Work Plan. These reports shall not be the only means of communication between the Contractor, COR, and the PM/Project Manager to advise of performance/schedule issues and to develop strategies for addressing the issues. The Contractor shall continuously monitor performance and report any deviation from the previous Work Plan to the COR and PM during routine, regular communications. The Contractor shall respond to all COR queries related to project milestones and schedule within four business hours of receipt of the written request.

Deliverable:

A. Monthly Work Plan

PRIVACY & HIPAA TRAINING

The Contractor shall submit all on-boarding paperwork and documentation as required by all applicable VA onboarding requirements, to include, at a minimum, VA Directive 0710, as well as documentation specifically requested by the COR, to ensure the timely on-boarding of Contractor staff. Additionally, the Contractor shall submit Talent Management System (TMS) Training Certificates of completion for VA Privacy and Information Security Awareness and Rules of Behavior and Health Insurance Portability and Accountability Act (HIPAA) training and provide signed copies of the Contractor Rules of Behavior in accordance with Section 9, Training, from Appendix C of the VA Handbook 6500.6, “Contract Security”.

Deliverable:

A. TMS Training Certificates

TECHNICAL KICKOFF MEETING

TIS 2.0 technical kickoff meeting shall be held within 10 days after TO award. The Contractor shall coordinate the date, time, and location (can be virtual) with the Contracting Officer (CO), the VA PM, the Contract Specialist (CS), and the COR. The Contractor shall provide a draft agenda to the CO and VA PM at least five calendar days prior to the meeting. Upon Government approval of a final agenda, the Contractor shall distribute to all meeting attendees. During the kickoff-meeting, the Contractor shall present, for review and approval by the Government, the details of the intended approach, work plan, and project schedule for each effort via a Microsoft Office PowerPoint presentation. At the conclusion of the meeting, the Contractor shall update the presentation with a final slide entitled “Summary Report” which shall include notes on any major issues, agreements, or disagreements discussed during the kickoff meeting and the following statement “As the Post-Award Conference Chairperson, I have reviewed the entirety of this presentation and assert that it is an accurate representation and summary of the discussions held during the Technical Kickoff Meeting for the TIS 2.0 effort. The Contractor shall submit the final updated presentation to the CO for review three calendar days after the meeting. The Contractor shall also work with the CS and the Government’s designated note taker, to prepare and distribute the Meeting Minutes of the kickoff meeting to the CO, COR and all attendees within three calendar days after the meeting. The Contractor shall obtain concurrence from the CS on the content of the Meeting Minutes prior to distribution of the document.

CONTRACTOR RESOURCE INTAKE MANAGEMENT

The Contractor shall create a Technical Management and Strategic Solutioning Support Awareness Slide Deck detailing the available capabilities and support within this TO. The Contractor shall present this content to PM/COR as needed. The Technical Management and Strategic Solutioning Support Awareness Slide Deck and presentation shall include the Contractor’s overall support approach, outline types of support provided by this TO and how capabilities are being leveraged.

The Contractor shall create and maintain a Technical Management and Strategic Solutioning Support resource request, intake and disposition process. The Contractor shall document the request, intake and disposition process within an Intake Analysis and Process Guide which shall include process flows and guides depicting processes and sub-process. The Contractor shall maintain a centralized Contractor intake repository providing status updates on demand.

Deliverables:

A. Technical Management and Strategic Solutioning Support Awareness Slide Deck

PROGRAM ON-BOARDING AND OFF-BOARDING SUPPORT

The Contractor shall manage the onboarding process for VA access and individual system/environment access for all Contractors. The Contractor shall manage the onboarding of its staff.

Onboarding includes steps to obtain a VA PIV card, network and email account, complete training, initiate background investigations, and gain physical and logical access. A Contractor Onboarding Security Point of Contact (SPOC) shall be designated by the Contractor that tracks the onboarding status of all Contractor personnel. The Contractor Onboarding SPOC shall be responsible for accurate and timely submission of all required VA onboarding paperwork to the VA COR. The Contractor shall be responsible for tracking the status of all its staff’s onboarding activities to include the names of all personnel engaged on the task, their initial training date for VA Privacy and Information Security training, and their next required training date. The Contractor Onboarding SPOC shall also report the status at the staff level during status meetings. The Contractor shall collect required on-boarding documents such as; signed Rules of Behavior documents, signed non-disclosure agreements, training certificates, Contractor Background Investigation Request (CBIR), Special Agreement Check (SAC), Fingerprint Request Form (FPV), Declaration for Federal Employment (SF306), Release of Information (VA Form 0710), Additional Questionnaire (AQ), Self-Certification of Continuous Service (SC), applications for access to VA information systems, TMS, Personal Identity Verification (PIV) card requests and other related information, for assigned projects, and provide secure storage for the documents and files, in accordance with VA guidance. The Contractor shall provide the documents, files and information to VA PM, COR, or IT staff, when requested, to support VA’s onboarding process for granting access to VA systems. The Contractor shall submit access requests, including TMS applications, PIV card applications, Service Now tickets, and electronic Contractor Access Request Forms (eCARFs). The Contractor shall monitor the submission of the artifacts and follow up with Contractors to assure that all artifacts submitted are complete and correct. The Contractor shall also track VA system access requests, for assigned projects, to completion. All findings shall be documented in the CPMP.

For off-boarding, the Contractor shall manage the offboarding process for VA access and individual system/environment access for all Contractors. The Contractor shall prepare all forms necessary for termination of access to VA information systems, in accordance with VA guidance. The Contractor shall confirm whether the GFE equipment, associated documentation, and PIV card has been returned to the proper receiving authorities in accordance with VA policy. All findings shall be documented in the CPMP.

PROGRAM AND PROJECT ORGANIZATIONAL LIFECYCLE MANAGEMENT AND SUPPORT (T&M)

The Contractor shall provide Senior Executive Director, Product and Project PM organizational lifecycle support at the portfolio, program, and project levels, based on demand.

PES ONLY MANAGEMENT AND SUPPORT

The Contractor shall provide strategic and programmatic support at the Portfolio, Product Line and Product level. The Contractor shall directly support VA cross functional teams and provide daily active collaboration and feedback for a Portfolio’s goals, scope, requirements, costs, schedule, and risks. The Contractor shall provide synergy across the TO providing consistent support through each of the support layers within the PES Portfolio. The cross functional teams must have awareness of the work being completed throughout the Portfolio and implement solutions in a consistent, cohesive manner in alignment with PES Portfolio goals. The Contractor shall follow VA’s approved methodologies to support the Portfolio to include, at a minimum, Product Line Management, Scaled Agile Framework (SAFe) Agile, DevSecOps, and Veteran-focused Integration Process (VIP) while supporting the cross functional teams. The Contractor shall ensure efficiencies are leveraged across product lines and throughout the Portfolio while providing the support specified within this PWS.

PES DIRECTOR LEVEL SUPPORT

The Contractor shall manage all correspondence and data calls received through the PES Director level organizations including executive inquiries from VA leadership. The Contractor shall coordinate, draft, edit, package, and submit materials for executive approval and, upon that approval, submit the response to the originator of the data calls. The Contractor shall assign a point of contact to be a member of the PES Actions team and monitor incoming requests from the email distribution list and Microsoft Teams, as well as manage the archiving of completed actions within the PES Data Calls SharePoint site and/or within Microsoft Teams. The Contractor shall provide monthly updates to the PES Action item tracker.

The Contractor shall provide support to include the following:

a. Provide PES Portfolio Strategic Planning Support to include organizational transformation to product line management structure.

b. Define metrics for PES reporting to senior OIT leaders including Business Integration and Outcome Services (BIOS) and Business sponsors.

c. Coordinate with project teams to communicate accomplishments/victories to senior leadership that are prepared by VA Product Owners every week.

d. Develop the PES Flash update that communicates the latest news out of PES portfolio such as successful releases, deliverables, profiles of PES team members, and new directions from OIT leadership.

e. Provide routine and ad-hoc program status reports.

ACQUISITION TECHNICAL SUPPORT

The Offeror shall provide acquisition technical support services to PES PMs and PgMs throughout all phases of the contracting life cycle, to communicate complex technical information and materialize these technical needs into contractual documentation. This support shall include, at a minimum, preparation of procurement documents packages, advisory and technical support in preparation of specific documentation to include, at a minimum, Requests for Information, Statement of Objectives, drafting Performance Work Statements, and cost estimates. The Contractor shall assist in the technical aspects of market research activities necessary to collect and analyze information about capabilities within the market to satisfy agency needs and advise VA on their findings.

REPOSITORY MANAGEMENT SUPPORT

The Contractor shall assist the PES portfolio, programs, and projects by providing SharePoint Administration support by maintaining user access privileges, monitoring capacity, performing archives, troubleshooting, site development, and maintenance. The Contractor shall upload documentation and ensure that portfolio, program, and project documentation is current and logically organized.

INITIATIVE REQUIREMENTS INTAKE MANAGEMENT

The Contractor shall support the PES Portfolio through the OIT intake process for new Initiative requests. The Contractor shall support existing intake processes and ensure key stakeholders are engaged through all phases of intake. The Contractor shall manage the Initiative alignment process and ensure integration with the respective Product Line throughout the intake process. The Contractor shall manage intake and provide a Weekly Intake Report. The Weekly Intake Report shall include all current products that are in the requirement intake process and document any products that are currently being transitioned to/from each Product Line.

Deliverable:

A. Weekly Intake Report

PES CAPITAL PLANNING AND INVESTMENT CONTROL (CPIC) SUPPORT

CPIC Support (PWS Section 5.2.1.5) is limited to the PES portfolios and program pillars, including DTC, Lighthouse, VES, DA, ICAM. Organization change management resulting in the addition or removal of PES portfolios or program pillars may impact the initiation or termination of CPIC Support requiring individual feasibility analysis, review, and approval.

The Contractor shall collaborate and coordinate with the PES Portfolio and Program pillar staff to ensure the individual project and program budgets are managed independently and aggregated as a unified PES Portfolio to establish and facilitate performance analysis and reporting for well-informed and strategic decisions with consideration to financial planning and asset management across the PES Portfolio and respective PES program pillars while supporting timely and accurate financial management and reporting activities.

The Contractor shall establish a meeting cadence to facilitate strategy, action plans, progress, risks, and dependencies for PES portfolio and program pillar budgets. The Contractor shall monitor and report budget data across each individual fiscal year quarter and aggregated fiscal year. The Contractor shall separately monitor and report budget data by the different types of funding sources while also providing an aggregated value representing all applicable funding types. In addition, the meeting cadence shall monitor and report unfunded Requirements (UFR). The Contractor shall identify, address, and resolve any issues, concerns, and guidance among participants from Office of Strategic Sourcing (OSS), Budget, and PES staff. The Contractor shall record the assignment of and track action items, prepare/disseminate minutes and post them in SharePoint and/or Microsoft Teams.

The Contractor shall prepare, and review planning and expenditures data related to Operational Management Review, Internal Process Review, Program Management Review, VIP and Enterprise Project Structure and all other reporting requests to ensure accuracy.

The Contractor shall:

a. Provide day-to-day tracking of execution year funding.

b. Assist in the development and updating of budget execution artifacts. Coordinate with VA Management Analysts (MA), IT Specialists (Policy & Planning), PMs, Budget Execution Team, and OSS to ensure that budget status reports and monthly “actuals” for inclusion in OMB IT Dashboard submissions are valid.

c. Monitor and coordinate the preparation of program reports, ensuring collaboration with the VA IT PgMs, PMs, and their designees to include:

1. Quarterly, Mid, and End of year reviews

2. Projected Spend Plans

3. Monthly Program Reviews

4. Operational Management Review

5. Providing historical execution inputs to aid in the development and update of budget formulation artifacts for Government Accountability Office and Office of Inspector General (OIG) Inquiries.

6. Responses to Data Calls.

7. Financial Management System and Integrated Financial and Acquisition Management System (iFAMS) Reports and Reconciliation

d. Coordinate the integration of fiscal management support activities with overall program management activities by:

1. Participating in prioritizing program requirements and providing mapping and impact analysis.

2. Coordinating and collaborating with the Management Team and their POC’s to identify and communicate to the VA PgM budget risks and proposed risk responses.

3. Identifying and escalating issues to the VA PgM and PM that cannot be resolved at the working group level.

e. The Contractor shall assist the Government to develop and maintain a Spending Plan, as well as provide current and accurate execution management using the Budget Tracking Tool. The Contractor shall assist with monitoring Development and Sustainment funds to track execution of acquisition requirements packages and funding obligations against Budget Operating Plans (BOP). The Contractor shall identify issues and communicate them to respective Government teams for resolution.

f. The Contractor shall coordinate the UFR process including preparing UFR descriptions and impacts if not funded, achieve VA PM and PES portfolio concurrence, track UFR approvals, and coordinate with internal and external stakeholders, including BIOS.

g. The Contractor shall coordinate multi-year planning activities including preparation of sub-project justification forms and as required ITRM Program Review Panel briefing material and provide them for VA review and approval.

h. The Contractor shall assist in the Federal IT Dashboard reporting across VA tools and repositories.

i. Assist in the generation and collection of data for Total Cost of Ownership (TCO) by product.

j. Coordinate and provide input to the IT Investment Board in support of each product and product line.

FINANCIAL INFORMATION INTEGRATOR REPORTING SUPPORT

For PES only, at the Portfolio, Program, and Project level, the Contractor shall:

a. Assist the Government in Program Planning Team Management, as well as support development of Operating Plans twice a year.

b. Support VA in the facilitation of cross-work stream business/financial integration.

c. Assist the Government to conduct quantitative and qualitative Capital Planning inputs and Budget Year budget formulation. The Contractor shall assist the PgMs/PMs with development of yearly project BOPs. The Contractor shall coordinate the process for PMs to prepare BOPs and coordinate with Software Project Management (SPM) Budget, OSS, and PES portfolio levels for inputs/reviews/approvals of initial BOPs and any revisions. The Contractor shall assist in the coordination with BIOS for their review and approval as required.

d. Assist the Government in providing budget management technical support to product work streams.

e. Prepare inputs to Change Requests (CR) including justifications and impacts for movement of funds, and coordinate reviews and approvals with PM, SPM Budget, OSS, and Portfolio levels.

f. Prepare Updates to Lifecycle Program Multi-Year Cost Estimation Model when requested by Information Technology Resource Management (ITRM) or SPM Budget through PES.

g. Monitor and track Monthly Contractual Obligations Traceability Matrix by PWS Deliverables/Tasks.

h. Coordinate with designated representatives and assist to develop, analyze, and report on all required OMB and VA budget formulation artifacts, to include: Budget Justification IT Narratives, OMB 300 Submission/eCPIC Narratives, OMB Passback & Appeals Narratives, Cost Benefit and Return on Investment Analysis, Lifecycle Planning, Funding Reports, Cost estimates, and Budget Variance Reports to include monitoring of actual spend versus budget plan.

i. Generate Monthly Development and Submission of OMB Major IT Business Case Baseline Change Requests.

j. Assist with the preparation of monthly updates to budget year projections. The Contractor shall update the FY Operating Plan costing inputs on a bi-weekly basis.

k. Generate inputs for the Operating Plan.

l. Assist with the generation of the Out-Year Planner.

m. Assist in the development of the Life Cycle Funding Requests.

PERFORMANCE HEALTH REPORTING SUPPORT

The Contractor shall provide Performance Health Reporting analytic support to identify any risks or dependencies to program operations continuity in consideration of TO and post award modification period of performances, congressional program mandates, fiscal annual and multi-year planning milestones and required artifacts. Performance health reporting support tasks involve collecting and analyzing data to assess the performance of a system, process, or organization. This data is used to generate reports that provide insights into key performance indicators (KPIs), such as productivity, efficiency, quality, and customer satisfaction.

The Contractor shall provide the following tasks in support of Performance Health Reporting support tasks may include:

a. Data collection and analysis support: Collecting and analyzing data from various sources, such as databases, spreadsheets, and surveys, to identify trends and patterns in performance.

b. Report generation support: Creating reports that summarize performance data and highlight key metrics and trends. These reports may be in the form of dashboards, charts, graphs, or written summaries.

c. Performance tracking support: Monitoring performance on an ongoing basis to identify areas for improvement and track progress over time.

d. Data visualization support: Using tools such as Power BI to create visual representations of performance data that are easy to interpret and understand.

e. Stakeholder communication support: Presenting performance data and reports to stakeholders, such as managers, executives, and team members, and providing insights and recommendations for improvement.

f. Analyze and provide remediation advisory support of strategic acquisition assets for potential risks and impediments with consideration to current PES Portfolio and Program Pillar solutions and services in planning, pipeline, delivery, and sustainment.

g. Proactively analyze, monitor, report, and provide remediation advisory support for all PES Portfolios and Program Pillar TO and modification award period of performance (PoP) with end dates, in a rolling 120-day period.

h. Provide a financial asset breakdown analysis of program operations and supported solutions outlining strategic up-front investments, one-time costs, and recurring annualized operating expenditures represented across funding sources for the Customer, PES Portfolio, PES Program Pillars, and other strategic partnerships.

i. Keep program historical record of funding source utilization ensuring year over year fiduciary compliance and consistency with utilizing the proper funding for continuation activities across fiscal years.

RISK MANAGEMENT PLANNING, TRACKING AND ANALYSIS

The Contractor shall develop and implement a Risk Management Plan for all necessary PES program/project requirements. The Contractor shall provide risk tracking in accordance with PES program/project and VA risk management plans and other relevant guidance. Based on inputs from designated participants, the Contractor shall provide detailed risk analyses and document the various aspects of competing risks and then provide all findings to the VA PgM and PM in the Risk Management System. The Contractor shall actively participate in comprehensive risk analysis activities for PES programs/projects including both business processes and IT processes and investments. The Contractor shall maintain the Risk Reporting System and tailor to meet VA future needs.