PWS Draft v1.0 - 36C10B24Q0307.docx

FMBT Systems Integrator

DRAFT

PERFORMANCE WORK STATEMENT (PWS)

DEPARTMENT OF VETERANS AFFAIRS

Financial Management Business Transformation (FMBT) Systems Integrator

Date: 03/27/2024 TAC Number: VA-25-00000401 PWS Version Number: 1.0

Contents

BACKGROUND

Program Background The Department of Veteran Affairs (VA) has considered the replacement of its aging financial system architecture since 1999. Two major efforts were initiated and subsequently canceled: the Core Financial and Logistics System (CoreFLS) in 2004 and the Financial and Logistics Integrated Technology Enterprise (FLITE) in 2010. The cancellation of these programs led to the proliferation of system workarounds and the development of add-on systems. This resulted in a fragmented financial system environment noted in VA financial statement audits as noncompliant with the Federal Financial Management Improvement Act of 1996 (FFMIA) and the Federal Managers Financial Integrity Act of 1982 (FMFIA).

On March 25, 2013, the Office of Management and Budget (OMB) issued Memorandum 13-08, Improving Financial Systems through Shared Services, directing all executive agencies to use a shared services solution for future modernizations of core accounting or mixed systems. VA then established the Financial Management Business Transformation (FMBT) program in accordance with OMB’s directive.

During the system selection process, both of the potential enterprise resource planning (ERP) solutions considered by VA were integrated financial and acquisition management systems. VA has never had integration between those two systems and determined that the seamless integration of finance and acquisition offered by the ERP solutions was not only an industry best practice but would also provide enormous benefit to both the finance and acquisition communities. Accordingly, the integration of VA’s financial and acquisition systems became a fundamental principle of the Financial Management Business Transformation (FMBT) Program.

To achieve the FMBT initiative’s goal of modernizing VA’s financial and acquisition management systems, the Office of Management (OM) is leveraging the Financial Services Center’s (FSC) deep expertise in deploying Department-wide transformation efforts and relies on the center to be the system owner and long-term provider for VA. Collectively, federal staff from the FMBT program, alongside staff from FSC, oversee implementation and sustainment of the system.

The implementation of the system is strongly supported by Program Advisors (PAs) and Subject Matter Experts (SMEs) from across VA Administrations and Staff Offices and is closely partnered with the Office of Information and Technology (OIT) and the Office of Acquisition, Logistics, and Construction (OALC).

VA is migrating to the Momentum cloud solution, configured for VA as Integrated Financial and Acquisition Management System (iFAMS) and hosted in the VA Azure cloud. VA is gaining increased operational efficiency, productivity, agility, and flexibility from a modern enterprise resource planning (ERP) cloud solution. The new system also provides additional security, storage, and scalability.

The FMBT program vision is to provide VA with a modern financial and acquisition management solution with transformative business processes and capabilities that enable VA to meet its goals and objectives in compliance with financial management legislation and directives. This financial and acquisition system modernization effort is increasing the transparency, accuracy, timeliness, and reliability of financial information, resulting in improved fiscal accountability to American taxpayers. iFAMS offers a significant opportunity to improve services to those who serve Veterans. The FMBT program is transforming the VA finance and acquisition business, enabling Administration and Staff Office employees to prioritize mission delivery.

The FMBT program is increasing the transparency, accuracy, timeliness, and reliability of financial and acquisition information across VA, resulting in improved fiscal accountability to American taxpayers and increased opportunity to improve services to those who serve Veterans.

The FMBT Program Goals are structured to enable VA to continue to meet its financial, acquisition and mission-related delivery requirements, alleviate the risks caused by the current system environment, and provide value to VA’s business and the employee experience. The FMBT Program Goals are as follows:

· Implement a Modern System: Implement a modern, secure financial management and acquisition system hosted in the VA Azure cloud

· Standardize Processes: Standardize and automate business processes and transactions to promote operational efficiency and scalability

· Strengthen Compliance: Enhance VA’s ability to meet federal regulations, strengthen financial process and internal controls, and mitigate long-standing audit deficiencies

· Provide Timely, Consistent and Robust Information: Enhance planning, analysis, and decision-making capabilities by improving data integrity, reporting capabilities, and business intelligence

· Focus on Mission Execution: Redirect resources toward mission-critical work from financial, acquisition, and administrative work to better serve those who serve Veterans

The purpose of this Performance Work Statement (PWS) is to detail the tasks required to implement and maintain iFAMS within the VA. These tasks include Project Management Support, Hosting Environment and Managed Services Support, Implementation Support, Operations and Maintenance (O&M) Support and Transition Support. VA employs a Development, Security, and Operations (DevSecOps) methodology and Scaled Agile Framework (SAFe) practices focused on bringing about business value through continuous delivery and improvement. The requirements identified in this PWS are intended to provide business requirements, configuration, development, testing, deployment, and security and operations support for iFAMS.

APPLICABLE DOCUMENTS

(DRAFT)

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 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

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

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

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

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

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

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

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

28. 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

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

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

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

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

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

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

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

36. 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

37. 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)

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

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

40. 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

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

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

43. 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)

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

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

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

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

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

49. 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)

50. 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)

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

69. Section 240 of the Consolidated Appropriations Act (CAA) 2018, March 23, 2018

SCOPE OF WORK

The FMBT program is migrating VA’s current financial management and acquisition environment to the new Integrated Financial and Acquisition Management System (iFAMS) utilizing Momentum through an incremental deployment approach. Each deployment, referred to as a “wave,” will deliver capabilities to a subset of the VA organization. The scope of each wave will define the VA organization, funds, Momentum functionality, business intelligence, data, legacy systems, and reports.

Each wave implemented will require distinct Project Management Support, Hosting Environment and Managed Services Support, Implementation Support, and Transition Support for the deployment of the outstanding waves and then continued O&M support to FSC, for previously implemented waves.

The Contractor shall support the development, configuration, and deployment of each wave implemented as part of this contract. The contractor shall continue to support the production configuration of iFAMS and its interfaces to support all implemented waves in operation and maintenance for the term of this contract. This support includes all requirements, configuration, development, testing, integration, architecture (with concurrence from FMBT and FSC architecture), refactoring as needed, and all ongoing planned and unplanned operations and maintenance support to include predictive, preventative, corrective, perfective, adaptive, and evolutionary through a cycle of Continuous Integration. Support of the production configuration and interfaces includes enhancements necessary to integrate with other modernization efforts and their systems to include but not limited to, Electronic Health Record Modernization (EHRM) and VA Logistics Redesign (VALOR).

VA employs a Development, Security, and Operations (DevSecOps) methodology and Scaled Agile Framework (SAFe) practices focused on bringing about business value through continuous delivery and improvement. The requirements identified in this PWS are intended to provide business requirements elicitation, configuration, development, testing, deployment, and security and operations support for iFAMS.

PERFORMANCE DETAILS

PERFORMANCE PERIOD

The Period of Performance (PoP) shall be 12 months from date of award, with up to five (5) 12-month option periods and four (4) optional tasks, to be exercised at the Government’s discretion.

Any work at the Government site shall not take place on Federal holidays or weekends unless directed by the Contracting Officer (CO). If required, the CO may designate the Contractor to work during holidays and weekends.

There are eleven (11) 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 within local travel distance of VA facilities in Washington DC and Austin, Texas, since face-to-face meetings with Government decision makers will be required.

VA anticipates face-to-face meetings in Washington DC and Austin, Texas. VA may provide a limited number of seats in support of the work performed in this contract at the Government facility in Austin, Texas. 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 support the breadth of program management activities relating to FMBT planning, initiation, deployment, and sustainment, as well as to attend program-related meetings through 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. Contractor travel within the local commuting area will not be reimbursed.

SPECIFIC TASKS AND DELIVERABLES

The Contractor shall perform the following:

PROJECT MANAGEMENT

The Contractor shall plan, govern, coordinate, execute, and report on all tasks and activities performed under this TO. The Contractor shall provide management, ensure compliance, measure performance, and report on all activities through to delivery.

Project Management for all development and implementation activities shall utilize the Project Management Institute (PMI) standards or equivalent. Annual Software Maintenance and O&M support shall be based on the Software Engineering Institute’s (SEI’s) Software Maintenance Maturity Model (SMmm or S3M) or equivalent.

Consequently, the Contractor shall establish milestones for each task against which progress shall be monitored, measured, and evaluated. These milestones must be related to distinct and measurable products with specific outcomes. Each task shall be subdivided into discrete work elements according to a structured top-down approach that emphasizes the relationship of work elements to each other and to the overall task. The discrete work elements shall be the basis for progress reporting and for financial monitoring and control of the project.

Project Management activities for Base and Optional Tasks should be tracked and billed against that particular activity so that optional task project management is only included when and if an optional task is exercised.

Requirements contained within this Task Order requires coordination with several different resources which may be Government personnel or other Contractors. Duties will be performed through collaboration with all parties. Proper chain of command and roles and responsibilities shall be established, documented, and maintained to work effectively in this type of environment.

Coordination shall take place in writing through formal processes such as team working agreements, status reports and participation in project meetings and informal processes while working side by side. The Contractor shall work effectively with all contractors supporting FMBT.

Any configuration decisions that affect the Enterprise Configuration discussed in informal processes (examples include working side by side, or in office hours meeting) will be documented and presented in formal change control process for approval.

CONTRACTOR PROJECT MANAGEMENT PLAN

The Contractor Project Management Plan (CPMP) 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 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 shall 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 PM will approve the Contractor’s baseline CPMP prior to execution. 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

KICKOFF MEETING

The Contractor shall conduct a Kickoff meeting within five (5) calendar days after award to introduce the Government team, including but not limited to the COR and CO, to the Contractor’s Project Leadership Team and present the Contractor’s overall operating plans and approach for this effort. At the meeting, the Contractor shall present a Staffing and Quality plan, overall CPMP, 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, location, and virtual option of the meeting for COR approval. The Contractor’s Staffing Plan and milestones shall address all aspects of onboarding personnel required to access VA information or networks. The Contractor shall provide the meeting minutes two (2) days after the Kick-off Meeting.

During the kickoff-meeting, the Contractor shall present, via Microsoft Office PowerPoint, the following:

REPORTING REQUIREMENTS

Bi-Weekly Status Report The Contractor shall provide the COR and PM with Biweekly (every two weeks) Status Reports in electronic form per Government designated format and media. The report shall include detailed instructions/explanations for each required data element, to ensure that data is accurate and consistent. These reports shall provide accurate, timely, and complete project information supporting FMBT Reporting Requirements and reflect data as of the last day of the preceding Biweekly report.

The Biweekly Status Report shall include the following data elements for each product supported:

a. TO Name

b. Overview and description of the TO

c. Overall high-level assessment of TO progress

d. Product Increment (PI) and Sprint including upcoming future releases being reported on including date and a brief summary of releases planned within next 30 days.

e. All Work In-Progress (WIP) vs work in-progress limit (as defined by SAFe) and completed during the reporting period

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

g. Explanations for any unresolved issues, including workable 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

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

i. Work planned for the subsequent four (4) reporting periods, when applicable Current TO schedule overlaid on original TO schedule showing any delays or advancement in schedule

j. Workforce staffing data showing all Contractor personnel performing on the effort during the current reporting period. After the initial labor baseline is provided and approved, each report shall identify any changes in staffing identifying each person who was added to the TO or removed from the TO. The report shall include the replacement personnel’s resumes that include education level and other information as to replacement personnel’s qualification in general.

k. Training Certificates, after initial and updated certificates are provided, each report shall identify any changes for all Contractor personnel including the dates of expiration and the due date for the next time due

l. A Government Furnished Equipment (GFE) Report for all equipment issued to Contractor personnel performing on the effort during the current reporting period including a record of transfer of any GFE. The report shall include up-to-date information on the physical location of the GFE and to whom the GFE is assigned.

m. Original schedule of deliverables and the corresponding deliverables made during the current reporting period.

Deliverable:

A. Bi-Weekly Progress Status Report

Staffing/Resource Plan The Contractor shall deliver a Staffing/Resource Plan to the Government for approval. 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. 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 the complete iFAMS ecosystem. This includes Momentum, the iFAMS enterprise service bus (ESB), iFAMS-EZ, and business intelligence and reporting platform and content. 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.

Deliverable:

A. Staffing/Resource Plan

Weekly and Monthly Status Meetings 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 will 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 first weekly status meeting of the month will become a monthly status meeting where the Contractor shall discuss major schedule and project accomplishments during the prior month, Performance metrics, and risk mitigation strategies and efforts.

The Contractor shall 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 twenty-four (24) hours before scheduled meetings and meeting minutes no later than two (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.

Deliverable:

A. Weekly Status Meeting

Monthly Program Management Review The Contractor shall prepare a Monthly Program Management Review (PMR), to be distributed on the first 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 in 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 the following:

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

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.

Monthly COR Progress Report The Contractor shall provide the COR with Monthly COR Progress Reports in electronic form in Microsoft Word and Project formats. The report shall include detailed instructions/explanations for each required data element, to ensure that data is accurate and consistent. These reports shall reflect data as of the last day of the preceding month.

The Monthly Progress Reports shall cover all work completed during the reporting period and work planned for the subsequent reporting period. The report shall also identify any problems that arose and a description of how the problems were resolved. If problems have not been completely resolved, the Contractor shall provide an explanation including their plan and timeframe for resolving the issue. The report shall also include an itemized list of all Information and Communication Technology (ICT) deliverables and their current Section 508 conformance status. The Contractor shall monitor performance against the CPMP and report any deviations. It is expected that the Contractor will keep in communication with VA accordingly so that issues that arise are transparent to both parties to prevent escalation of outstanding issues.

Deliverable:

A. Monthly Progress Report

KEY PERSONNEL

FMBT has transitioned from a Waterfall to Agile approach for the operations of the FMBT program. Agile principles and scrum practices will be applied to complete FMBT work where appropriate.

Program Manager:

The Contractor Program Manager shall be responsible for managing the overall performance, quality, schedule, and cost for the contract. Among other responsibilities, the Program Manager shall support the FMBT Program in executing the systems integration activities. The Program Manager shall have successful experience in implementing a large complex Momentum based financial and acquisition management cloud-based solution for a Cabinet Level Agency. The Program Manager shall have extensive experience with agile and traditional project management methodologies. The Program Manager shall have experience including finance, acquisitions, and technology. The Program Manager shall hold current agile certification and project management professional certifications. The Program Manager should have at minimum:

Deputy Program Manager:

The Contractor Deputy Program Manager shall be responsible for supporting the Program Manager in managing the overall performance, quality, schedule, and cost for the contract. Among other responsibilities, the Deputy Program Manager shall support the FMBT Program Office in executing their program management activities, planning the Department’s transition to the iFAMS solution, preparing for governance process reviews, and assisting with communications across the capabilities of the iFAMS solution. The Deputy Program Manager shall have successful experience in implementing a large complex financial and acquisition management cloud-based solution for a Cabinet Level Agency. The Program Manager shall have extensive experience with agile and traditional project management methodologies. The Deputy Program Manager shall have experience including finance, acquisitions, and technology. The Deputy Program Manager shall hold current agile certification and project management professional certifications. The Deputy Program Manager should have at minimum:

The Contractor key personnel for Program Manager and Deputy Program Manager shall have prior experience in large-scale financial management business transformation, SaaS delivery model adoption, shared service implementation including customer and provider side implementation, and large-scale program integration. The Contractor shall provide the titles, and a description of the duties of key personnel to be assigned to these tasks. The Contractor shall submit a resume for each key person. Each resume shall provide information with respect to:

Operations and Maintenance (O&M) Lead:

The O&M Lead oversee all work in support of Operations and Maintenance (O&M), including Customer Support, Initial/Post Go-Live support, issue tracking and resolution, as well as long term support of all activities required to support FSC in the long term management of the system. The O&M Lead shall have demonstrated and certified expertise in managing a provider-customer O&M relationship for a cloud based system. The Contractor O&M Lead resume shall include:

Momentum Technical SMEs:

The Contractor shall provide Momentum Technical Subject Matter Experts as key personnel. The Contractor SMEs resume shall include:

The Contractor shall provide resumes for any Key Personnel positions identified above. All 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/order in Section D upon award.

Letters of Commitment: The Offeror shall provide written Letters of Commitment signed by the individuals concerned that are included in the Offeror’s proposal as Key Personnel. The Letters of Commitment shall indicate, at a minimum, that each individual proposed as Key Personnel was contacted after the issue date of the solicitation, that each proposed individual has consented to the submission of their Letter of Commitment by the Offeror with its proposal, and that each individual has confirmed that he/she is available for order performance. Offerors are advised that in the event it may become necessary to replace any of the proposed Key Personnel prior to and/or during the course of contract performance, the Offeror must, prior to conducting the replacement, provide the cognizant Contracting Officer with assurances that the agency will receive replacements with equal or better qualifications as compared to those Key Personnel being replaced.

During the first 90 calendar 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 calendar 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.

QUALITY ASSURANCE AND QUALITY CONTROL

The Contractor shall deliver an update to the Quality Assurance and Quality Control (QA/QC) Plan to the Government for approval and implement a QA/QC program which establishes, implements, and maintains QA/QC as it relates to technical…