47QFAA24R0004_T10_08a Solicitation_RFP_2024-06-05.pdf

Request For Proposal (RFP) Solicitation Number 47QFAA24R0004

Budget Department Management System (BDMS) Implementation & Support Services in support of:

Pension Benefit Guaranty Corporation (PBGC)

Issued to:

All Certified OneStream Partners under the General Services Administration (GSA) Indefinite Delivery, Indefinite Quantity (IDIQ) Single Award Contract

Issued by:

General Services Administration (GSA)

Federal Acquisition Service (FAS) / AAS Civilian

June 2024

Task Order Request 47QFAA24R0004

PWS Section B-M

SECTION B – SUPPLIES OR SERVICES AND

PRICES/COSTS

B.1 Contract Type and Type of Services

The Government intends to award a Single Award Indefinite-Delivery Indefinite- Quantity (IDIQ) contract in support of the Budget Division Management System (BDMS). The Budget Department, Budget Liaison Officers (BLOs), and Department Directors across the agency use BDMS as a tool to provide formulating, approving, and overall management of the budget process. BDMS is a cloud-hosted application based on the OneStream software platform and is used for the budget formulation process and projecting personnel compensation and benefit (PC&B) costs for employees.

B.2 IDIQ Minimum Dollar Guarantee and Maximum Contract Value Limitation

The minimum guarantee will be an issuance of one task order which the government intends to issue at time of award.

The maximum Contract Value limitation will be determined after contract award.

B.3 Period of Performance of the IDIQ and CLIN Structure

The IDIQ ordering period is a 12-month Period of Performance (PoP) with a possible ten (10) ordering periods if all options are exercised. All TOs must be placed within the ordering period of the IDIQ. The PoP for each TO will be designated at the individual TO level and may include option periods. A TO may be issued up to the last day of the IDIQ contract expiration date. Task Orders shall not exceed 10 years. Below depicts the Contract Line Item Number (CLIN) structure of the IDIQ and the period of performance for each.

IDIQ CLINs Period Date Range

0001 Base Period Sep 5, 2024 - Sep 4, 2025

1001 Option Period 1 Sep 5, 2025 - Sep 4, 2026

2001 Option Period 2 Sep 5, 2026 - Sep 4, 2027

B.4 Type of Task Orders Allowable Under this IDIQ Contract

Types of TOs allowable under this IDIQ are limited to the following: Firm-Fixed-Price (FFP), Time & Material (T&M), Labor Hours (LHs), or a Hybrid contract type for non-personal, commercial services issued in accordance with FAR 12 and FAR Part 16.5.

The exact contract type will be designated at each TO level.

Under this IDIQ, all standard support is anticipated to be Firm-Fixed Price and as such performance-based TOs are anticipated. T&M/LH TOs will only be encouraged for those needs that cannot be readily anticipated or defined. The Business Innovation Services Department (BISD) and GSA will perform an analysis of Labor Categories (LCATs) and hours to determine if any LCATs can be converted on the TO (or future TOs) to a FFP type Labor CLIN prior to the end of a contract period.

B.5 Limitation on Subcontracting

IDIQ CLINs Period Date Range

3001 Option Period 3 Sep 5, 2027 - Sep 4, 2028

4001 Option Period 4 Sep 5, 2028 - Sep 4, 2029

5001 Option Period 5 Sep 5, 2029 - Sep 4, 2030

6001 Option Period 6 Sep 5, 2030 - Sep 4, 2031

7001 Option Period 7 Sep 5, 2031 - Sep 4, 2032

8001 Option Period 8 Sep 5, 2032 - Sep 4, 2033

9001 Option Period 9 Sep 5, 2033 - Sep 4, 2034

9001a 52.217-8 Six Months Extension

1-6 Month Period if Exercised (Est. Sep 5, 2034 – Mar 4, 2035)

Subcontracting is allowable in accordance with applicable clauses pertaining to and incorporated into this contract. The Government is not procuring and will not accept a strictly “pass through” contract arrangement.

B.6 Pricing Schedule Reference Appendix 1 for Pricing Schedule to be incorporated at time of contract award.

B.7 Staffing Plan

Refer to the Pricing Spreadsheet (Appendix A) for the Staffing Plan estimate. This is only an estimate. Offerors are advised to carefully review the requirement in deriving their Staffing Plan they believe necessary. Offerors are not bound to propose these labor categories or hours, rather we expect offerors to provide the best solution citing the labor mix and hours required to accomplish the task.

Note: Refer to Attachment 4 (Labor Category Position Description and Key Personnel), which relates to the labor categories and descriptions required to satisfy this requirement.

The labor rates proposed and awarded under the terms of this contract shall be applicable to work performed anywhere in the contiguous US for all LCATs that are determined to be professional in nature.

[End of Section B]

Budget Department Management System (BDMS)

IDIQ SECTION C

DESCRIPTION/SPECIFICATIONS/WORK STATEMENT

C.1 Introduction

The Pension Benefit Guaranty Corporation (PBGC) is a federal corporation established under the Employee Retirement Income Security Act (ERISA) of 1974, as amended. It guarantees payment of basic pension benefits earned by over 33,000,000 of America’s workers and retirees participating in more than 25,000 private- sector defined benefit pension plans. The Single-Employer Program protects about 22,300,000 workers and retirees in about 23,800 pension plans. The Multiemployer Program protects about 11,200,000 workers and retirees in about 1,360 pension plans. By law, the two programs are financially and operationally separate. Operations are financed by insurance premiums set by Congress and paid by sponsors of defined benefit plans, investment income, assets from pension plans trusteed by PBGC, and recoveries from the companies formerly responsible for the plans. For additional information about PBGC, visit www.pbgc.gov.

The American Rescue Plan (ARP) Act of 2021 — a historic law passed by Congress and signed by President Biden on March 11, 2021 — established the Special Financial Assistance (SFA) Program for certain financially troubled multiemployer pension plans. The SFA payments are derived from appropriated funds and financed by general revenues of the U.S. Department of the Treasury (Treasury) Office of Management and Administration (OMA): The mission of the Pension Benefit Guaranty Corporation’s (PBGC) Office of Management and Administration (OMA) is to plan and direct the efficiency and effectiveness of the PBGC’s management and administrative policies and programs, including strategic planning, customer service, budget, procurement, human resources, quality management, and facilities services. The OMA includes five departments: the Budget Department, the Human Resources Department, the Procurement Department, the Quality Management Department, and the Workplace Solutions Department. The Budget Department is responsible for managing and coordinating the formulation and execution of PBGC’s budget, ensuring that the Agency’s budget is executed within the resources provided, managing the allocation and reallocation of resources, including full time equivalent work years (FTE), leading and overseeing the planning and cross departmental coordination that helps support the changes in workload resulting from pension plan terminations, expanded multiemployer plan assistance, increased requests for standard terminations, and corporate efforts to prevent plan terminations or other requirements.

PBGC seeks to obtain contractor support with expertise interfacing with existing Federal software systems. Preference for contractor support who has experience with at least one of the following interfaces:

● Federal Financial Management Systems (e.g., Oracle’s e-Business Suite Federal Financials),

● Federal Acquisition Management Systems (e.g., Unison’s PRISM),

● Federal Shared Services Human Resources (HR) Systems (e.g., Department of the Interior HR

System.

The contractor will be responsible for working with the Budget Department (BD) customer area located in the Office of Management and Administration (OMA). The Budget Department is responsible for managing and coordinating the formulation and execution of PBGC’s budget, ensuring that the Agency’s budget is executed within the resources provided, managing the allocation and reallocation of resources, including full time equivalent (FTE) work years, leading and overseeing the planning and cross departmental coordination that helps support the changes in workload resulting from pension plan terminations, expanded multiemployer plan assistance, increased requests for standard terminations, and corporate efforts to prevent plan terminations or other requirements.

The contractor will be responsible for working with the Business Innovation Services Department (BISD) in the Office of Information Technology (OIT). BISD provides IT program, project, and contract management for all PBGC’s business systems and ensures IT programs and projects are managed with best practices and disciplined approaches. One of the four divisions in BISD is Corporate Management Services Division (CMSD) and this contract will be managed by BISD/CMSD Contracting Officer’s Representative (COR). The contractor will be responsible for working with three other departments in OIT and the Financial Management Services Division (FMSD) for integration with financial systems. The Program Management Innovation Division (PMID) enables the four services divisions with standardized processes, methodologies, tools, approaches in Agile, Program Management and Project/Product Management.

Business Innovation Services Department (BISD) focuses on providing IT program, project, and contract management for all PBGC’s business systems and ensures IT programs and projects are managed with best practices and disciplined approaches. IT program managers also serve as division managers of BISD’s four service delivery divisions: Financial Management Services Division (FMSD), Participant Management Services Division (PMSD), Corporate Management Services Division (CMSD), and Shared Business Services Division (SBSD). The Program Management Innovation Division (PMID) enables the four services divisions with standardized processes, methodologies, tools, approaches in Agile, Program Management and Project/Product Management. This contract will be managed by BISD/CMSD.

Office of Information Technology (OIT): The mission of the Office of Information Technology (OIT), led by the Chief Information Officer, is to provide Information Technology (IT) leadership that advances the PBGC mission, improves management effectiveness, and delivers superior results to the Corporation employees and U.S. citizens. OIT accomplishes its mission through its four major offices: Enterprise Cybersecurity Division (ECD) focuses on Cybersecurity policy and oversight in partnership with the Privacy Office. Enterprise Governance Department (EGD) establishes the CIO’s governance functions such as the IT Strategic Plan, Enterprise Architecture and IT Capital Planning programs and leads governance boards such as the IT Portfolio Review Board and Technical Review Board. IT Infrastructure Operations Department (ITIOD) focuses on providing common office productivity tools for the Corporation, such as desktops, laptops, mobile devices, Office 365, database platforms, QA/test environments, development tools, production environments, COOP, security operations, network services, etc.

C.2 Budget Department Management System (BDMS) The Business Needs Analysis (BNA) identified a technology recommendation: Implement a purpose built, enterprise budget formulation solution that supports real-time budget figure updates across a collaborative, secure environment. OMA and OIT jointly established the below strategic drivers and improved business outcomes to be achieved with the implementation of BDMS OneStream Solution:

● In accordance with the CIO’s vision, technology implementation is most successful when it is a part of the People, Process, and Technology (PPT) framework. PBGC envisions utilizing OneStream’s out-of-the-box capabilities and configurations to the maximum extent possible. Any customization or configuration of code must be carefully evaluated for downstream maintenance/upgrade impacts. The approach of embracing out-of-the-box functionality forces current PBGC processes and practices to be changed to adapt to the technology used.

● The intent of data integrity is to ensure that data is recorded exactly as it was intended and upon retrieval, the data is the same as it was originally entered. Data integrity ensures data accuracy and consistency across the entire acquisition lifecycle and is a critical aspect of any procurement system. Maintaining data integrity relies on the ability to work within system constraints, including maintaining the accuracy of the information, training users on proper data entry, and embedding data validation rules throughout the system.

BDMS: The Budget Department, Budget Liaison Officers (BLOs), and Department Directors across the agency use the Budget Department Management System (BDMS) for formulating, approving, and overall management of the budget process. BDMS is a cloud-hosted application based on the OneStream software platform and is used for the budget formulation process and projecting personnel compensation and benefit (PC&B) costs for employees. The initial Production release of BDMS was implemented in December 2021, with a second major release of People Planner PC&B in December 2022. The target state of the application will also include all budget execution related processes, support of the Master Staffing List (MSL), and robust reporting on all system data.

The BDMS contractor is expected to adhere to the IT Solution Life Cycle Management (ITSLCM) including the control gates - the Change Advisory Board (CAB) that reviews and approves all changes to the infrastructure and the Technical Review Board (TRB) that governs technical and products standards and approves solution designs for compliance to those standards.

C.3 Scope

Specific services, responsibilities, and details will be outlined in BDMS task orders. The sections below provide a high-level overview and description of the work.

Agile at PBGC: BISD has successfully adopted a modified Agile SCRUM approach and envisions that PBGC’s Contractor partner will conduct change management activities to acclimate PBGC’s business area stakeholder, the Budget Department , with the Contractor’s proposed Agile approach leveraging BISD’s guiding principles of people, process, and technology. A company-level Agile certification is not required.

People: A project’s success begins with a tight partnership between BISD’s IT Product Manager, business-area Product Owner, and Contractor Product Manager & ScrumMaster enabled by the Contractor team. Additionally, the Contractor’s Project Manager (PM) and corporate executives will function with the Federal IT and System Owner’s Project/Product team. This three-way partnership (business, BISD and Contractor) will lead to successful implementation and overall management of IT systems. PBGC’s Federal Product Owners and Product Managers are typically Scrum Alliance Certified, and PBGC’s Federal Product Managers are also PMI® PMP certified.

Process: PBGC successfully adopted a modified Agile SCRUM approach for major modernization projects.

Unlike traditional SCRUM and continuous integration practices, finished work from each sprint is queued up with that of other sprints as part of a Release Train. Once all the sprints in the Release Train have been completed and undergone thorough User Acceptance Testing, the Release Train can then be pushed to PBGC’s Production environment. PBGC recognizes that Agile neither reduces/eliminates robust and proven PMI® Project Management disciplines and practices nor reduces/eliminates sound systems engineering documentation. All system engineering efforts must comply with PBGC’s IT Solutions Life Cycle Management (ITSLCM) framework which provides the overarching framework for implementing IT at PBGC. PBGC’s ITSLCM is included in PBGC Directive IM-05-07 which provides the policies, roles, and responsibilities for IT practitioners. The IT Management Directive is a part of this contract and Task Order and is available on www.pbgc.gov https://www.pbgc.gov/about/procurement. Although the journey to and tools used for sound systems engineering documentation (e.g., Requirements Document, Design Document) may be quite different on an Agile project than a traditional waterfall project, the rigor and philosophy behind them (e.g., traceability, data modeling) remain the same and necessary artifacts must be delivered in compliance with the ITSLCM, and other PBGC guidelines. Given the Agile approach, the Contractor must work with the IT Product Manager and Business Product Owner and key stakeholders to map Agile artifacts with ITSLCM deliverables and utilize PBGC- provided DevOps tools. For example, in Agile, the design document may be incrementally built but ultimately must provide enough detail to demonstrate how user stories/requirements were translated into functionality and supported by the technical implementation. A copy of the ITSLCM Framework and Handbook are provided in Attachment 11 – IT Solutions Life Cycle Management (ITSLCM) Framework and Attachment 10 – ITSLCM Handbook.

Technology: Program, Project and Portfolio Management (P3M), PBGC’s Microsoft Project Online and SharePoint IT solution utilized by the IT project management community, complemented with PBGC’s DevOps tool chain as illustrated in the diagram below (Microsoft on-prem DevOps Server 2020). All the Sprints and artifacts shall be developed and managed in the DevOps Tool.

Integrated Project Team (IPT): PBGC has a larger IPT as illustrated in Figure 1: People Diagram that includes the Information System Security Privacy Officer (ISSPO), Information System Security Manager (ISSM), Infrastructure Security Representative, Privacy Officer, Enterprise Architect (EA), and Infrastructure Representative. This IPT is led by the Federal IT Product Manager, Contractor Product Manager, and Business Product Owner. The larger IPT must meet regularly, to ensure that PBGC technical requirements are met and to identify and mitigate any risks or issues. Agile procedures must be followed in maintaining backlogs, planning http://www.pbgc.gov/ http://www.pbgc.gov/about/procurement sprints, standup meetings, showing demos, retrospective meetings. During key design decision-making time, EA, Security, Infrastructure and other key stakeholders need to review and give feedback to the design.

Applications must be developed using standard PBGC approved EA standards, and the team must coordinate with the project Product Manager to get Technical Reference Model (TRM) approval before using the proposed design. As BDMS may eventually have multiple integration points with systems internal and external to PBGC, additional members to the IPT must be included as impacted. This extended IPT will be notified of any changes and collaboration conducted to ensure release work can be completed successfully. The Contractor shall propose the most effective means of communication between the Agile project team and the systems IPT, as well as the frequency of updates. A part of the IPT, but not illustrated in Figure 1: People Diagram, is the GSA Contracting and Project Management team via the GSA Contracting Officer, GSA Contract Specialist, and the GSA Acquisition Project Manager whose role is to provide contract and project management support to all stakeholders at the IDIQ and task order levels.

Agile Product Team (APT): As an Agile project, the Contractor shall propose an Agile Product Team structure with associated roles for management of the project, and clearly identify the responsibilities for those players. This shall be inclusive of any stakeholders (generally included in system IPTs) required to participate in sprint reviews, backlog refinement, retrospectives or any other Agile activities in the proposed Agile methodology. In addition, an IPT will be established to coordinate system operations and changes. The Contractor shall be an active member and coordinator of the project IPT and facilitate monthly IPT meetings for project updates. The IPT is composed of members from the Agile team, related system project teams, BD, Infrastructure, Enterprise Architecture, Enterprise Information Security Office, other interfacing project teams, and PBGC functional staff and users as required. The Contractor shall work with the Product Owner in sprint planning and prioritizing the backlogs and shall map backlogs to Features and Epics, and then organize these into Release Trains and Production Releases. The Contractor shall bring visibility to the customer(s) through the project cycle and get early feedback from users, allowing the team to adjust to meet the business needs.

The Contractor shall use resources as a cross functional team, provide an environment where they are able to mentor one another and focus on the same end goal, delivering a high-quality solution to the PBGC.

Internal (e.g., CFS) and External Interfaces/Integration A collaborative environment shall be maintained across PBGC contractor teams, including technical teams and business partners, to exchange information, solicit agreement on system-related decisions, developing and testing integration with other systems, and following all security and enterprise architecture guidelines to ensure a seamless, full-service solution to PBGC.

Estimated Task Order Issuance Schedule

C.4 Contract Transition-in and Transition-out (One-Time)

C.4.1 Transition In Plan (One-Time) Prior to award, the contractor shall provide a Transition-in Plan that details their process of an effective transition of contractor members, compliance with the onboarding process, work with the COR/TPOC to gain access to the appropriate electronic resources, and work with the incumbent for proper and full transition of access, system, documentation, and responsibilities.

C.4.2 Transition Out Plan(One-Time) Upon conclusion or termination of the contract, the contractor shall plan for and accommodate transition for at least two (2) months of its functions to PBGC and a new contractor upon re-competing this contract.

The contractor shall provide a transition-out plan to the COR and CO no later than 90 days prior to the completion of their contract.

C.5 Planning, Managing, Executing, and Reporting

Task Order Description FY24 FY25 FY26 FY27 FY28 FY29 FY30 FY31 FY32 FY33

O&M, Continuous Product Improvement (CPI)(Severable)

TO1: CLIN 0001 and CLIN 0002 *Includes at least one yearly software upgrade with OneStream

BDMS Major Product Improvement (Non-severable)

TO 1: CLIN 0003 (est.

30-months)

BDMS Product Improvements (New Module)

TO2

BDMS Product Improvements 2 ARPA Improvements/New Module

TO3

BDMS Product Improvements 3 Additional CFS Integration/New Module

TO4

BDMS Product Improvements 4 New Module

TO5

BDMS Product Improvements 5 TO6

BDMS Product Improvements 6 TO7

The following sections outline key processes for managing and maintaining BDMS.

Project Management

Project Management includes managing and directing the technical team members of this contract, resources management, scope, cost, and schedule management, risk and issue management, contract management, communications, and reporting management, quality management of all deliverables, planning out future needs and release management.

Integrated Program and Product Management: BISD’s IT Program Manager (CMSD Manager) works shoulder- to-shoulder in partnership with the OMA & BD designated Business Program Managers. Together, the Program Managers lead Integrated Program Teams (IPgT) in managing the full life cycle of IT Programs, IT Projects, and IT Systems/Products within the Program. The IPgTs include participation from project managers, Cybersecurity, Privacy, IT Infrastructure, EA, etc. Similarly, IT Project/Product Managers and BD’s Product Owners work in partnership to review and prioritize the BDMS backlog items (a listing of pending changes to improve BDMS) and plan out product releases. The IT (BISD CMSD) and Business (Budget Department) team collectively brief the CIO-CMO on a regular basis (bi-weekly, monthly, or quarterly) on the status of systems, risks, and issues. The BDMS Contract will be managed by a designated Contracting Officer’s Representative (COR) in CMSD. With the support of the BDMS contractor, the IT & Business Program/Project/Product Managers and COR ensure that PBGC’s and BD’s goals and objectives are achieved.

Change and Communications Services Change and communications services include all efforts and strategies related to end-user adoption, which is key to successful implementation. The operation of BISD-managed systems is very complex and requires detailed understanding by end-users, thus training of the user community (to include system administrators as well as end users) is required. Change and communication of upcoming change requires marketing and getting the user community excited about a product release so that the adoption of new features is embraced.

Ensuring User Adoption: The Contractor shall devise a customer-centric approach to BDMS change management to ensure user adoption, including devising a campaign to inform the stakeholder community of the benefits of the new system, tailoring messaging to specific stakeholder types (e.g., COs, CORs, OGC), leveraging multiple channels to increase engagement (e.g., Intranet announcements, Infographics, Marketing videos). The Contractor’s approach shall be impact and action based.

BDMS Stakeholder Training: stakeholders shall be trained to understand, use, administer, and support new or changed functionality being implemented

C.6 Operations and Continuous Product Improvement The following sections outline the description of work for keeping the Production BDMS operational, sustained, supported, and continuously improved.

C.6.1 Operations Technical and Operations Support: PBGC has standardized a tiered model to operational support - Tier-2 and Tier-3 support will be provided by the contractors.

Tier-1 support – Provided by PBGC Corporate Helpdesk (e.g., user’s hardware), and BDMS tickets will be routed to Tier -2 and Tier-3 support.

Tier-2 support –BDMS System Administrators (e.g., user account set-up and maintenance); and

Tier-3 support – BDMS technical and operations support relates to all activities to support end-users in their use of BDMS and to resolve issues for those users in completing system tasks. Significant changes and/or enhancements can be added to the backlog for prioritization into a planned release by the system owners.

C.6.2 BDMS Connectivity, Security, and Stabilization C.6.2.1 Environment and Infrastructure Setup and Product Stabilization: BDMS must be properly set up and maintained according to PBGC environment and infrastructure standards and remain operational and stable. All issues or changes impacting infrastructure, including patches and upgrades, must be coordinated, and tested with the infrastructure team.

C.6.2.2. Cybersecurity, Privacy, and Authority to Operate: The system must meet security guidelines and requirements per National Institute of Standards and Technology (NIST) and PBGC’s Enterprise Cybersecurity Department (ECD). As part of this, the Contractor shall work closely with the security team to make sure all Cybersecurity and Privacy requirements in PBGC’s Risk Management Framework (RMF) are covered, and provide information requested by the security team to allow for any security documentation updates as required. The Contractor shall also abide by any security requirements dictated by the Security Team. The Contractor shall review PBGC’s (RMF)process and PBGC’s Cybersecurity and Privacy Catalog to determine the required security and privacy activities, deliverables,, and reviews. It is the responsibility of the contractor to ensure they are checking the NIST site for updated guidance on a regular basis. Included in this area is the review of existing system Cybersecurity and Privacy, analysis of control sufficiency and support for establishment and review of system security plans and configuration baselines.

C.6.2.3 Peak Period Support PBGC experiences peak usage of its systems at certain points of the year (e.g., calendar- and/or fiscal-year end and year-end closings). At such times, the volume of system usage and potential incidents is much higher than at other times of the year.

1. Provide operations support during peak times with enhanced monitoring, technical response, and data validation along with night and weekend support. This support has been minimal in the past, not requiring more than one technical resource to work more than two weekends per year.

2. Provide enhanced operational reporting daily during peak periods to monitor system performance and operations.

3. Provide summary reporting following peak periods to summarize performance and operational statistics.

C.6.2.4 Infrastructure Impact Analysis, Testing, Remediation, and Coordination

PBGC systems are currently hosted at the PBGC data center, at a cloud facility, or as externally hosted systems. Regardless of hosting location, the Contractor shall assess, test and remediate issues introduced to BDMS and coordinate with the infrastructure team responsible for maintaining the underlying IT infrastructure C.6.2.5 Integration Impact Analysis, Testing, and Remediation

BDMS is integrated with PBGC internal and external systems (currently all manual, future state will be automated and manual). This tight integration requires coordination of system changes and the analysis and response to BDMS impacts by changes in other systems.

C.6.2.6 Continuity of Operations (COOP) Support In the event of a disaster or other disruption of system operations, PBGC may activate its continuity of operations (COOP) plan to restore system functionality at PBGC or a remote location. PBGC regularly tests its COOP plans to ensure failover to COOP sites will be successful.

C.6.2.7.8 Data Call, Audit Support and Ad Hoc Reporting Detailed technical information about BISD-managed systems, data contained in the systems, projects to develop or maintain systems or the processes surrounding systems is regularly requested by internal and external parties. Strict oversight by the PBGC Office of Inspector General (OIG) requires periodic and comprehensive reporting of BISD-related information. BDMS stakeholders require periodic operational reports on their systems.

C.6.3 Continuous Product Improvement

The following sections outline tasks for improving BDMS. The work performed in this area is guided by PBGC’s Agile approaches.

C.6.3.1 Continuous Backlog Management Since production deployment of BDMS, users, product owners, PBGC’s Budget Director, product manager, sponsors may submit requests for correcting, fixing, addressing inefficiencies, problems, and suggestions for improvements to BDMS. As requested, the contractor shall coordinate with the BDMS Product Owner and Product Manager to hold BDMS User Group forums to understand users’ challenges with the system, prioritize items in the back, and group features to plan out upcoming releases. This includes working with the COR, Product Manager, Product Owner, GSA PM, and GSA CO to determine the size and level of effort required for each release and provide recommendations on whether the features level of effort might require a separate Task Order. Analysis will determine the appropriate technology or solution area to implement in a given situation or requested requirement. Results of the analysis may result in additional work or implementation of major enhancements. The work includes:

● Collect and maintain backlog items for system changes as part of an established system backlog.

● Coordinate regular prioritization and grooming of backlog items to include identification of priority and level-of-effort required to complete along with benefits.

● Track backlog and associated information in PBGC approved tools (Azure Dev/Ops).

● Feasibility analysis of automating budget processes and manual tasks, and possibility of new OneStream features

● Developing Level of Effort, Roadmap, and a release plan

C.6.3.2 Process Engineering, Business/Technical Analysis, and Design The contractor shall catalog a list of all currently available policies, processes, procedures, standards, and templates, and will examine the current environment, including the list of open IG audit recommendations, utilize a holistic (examining People, Process and Technology) approach to improving and documenting future-state business processes that complements the BDMS. The contractor shall develop a To-Be process design, process documentation, process metrics, and process documentation must remain updated as needed as

BDMS product improvements are made.

The contractor shall perform business and technical analysis as necessary. The contractor shall set up and lead Requirements Elicitation sessions with the Product Owner and PO identified participants to elicit and clarify requirements. The contractor shall document the expected benefits, scope, assumptions and constraints, interfaces, functional requirements, and operational requirements for each project and/or system change. The contractor shall work with the business owners, subject matter experts (SME), and other stakeholders to decompose, analyze, and document requirement specifications into their lowest level of detail that is also testable. Identify, analyze, document, and obtain approval for the detailed requirement specifications.

Requirements shall be documented in Azure Dev/Ops in the form of Epics, Features and User Stories. The contractor shall ensure requirements traceability to trace detailed requirements to test scripts, bugs, and source code.

The contractor shall maximize the use of the built-in OneStream commercial off-the-shelf (COTS) functionality to meet or exceed the functional and technical requirements identified in the documented detailed requirements specifications. If necessary, the contractor shall highlight any need for custom configuration and custom development along with the risks of future upgrade problems. This information provides the details necessary to configure the solution.

C.6.3.3 Configuration and Release Management

Changes to PBGC IT systems are guided by an established change management process that dictates the steps required to introduce changes into the production environment. The change management processes are related to any change and/or release for PBGC requiring a code change or modification outside of configurations made by PBGC system administrators via support requests.

1. Support and facilitate PBGC IT change management process for active releases; and

2. Comply with all PBGC change and release management processes and represent PBGC at the

Change Advisory Board (CAB) meetings to present Requests for Changes (RFCs).

C.6.3.4 Configuration Enablement of BDMS features shall incorporate keeping a balance between out-of-the box (OOTB) features and helping users adopt new terminology and streamlined approaches to maximizing technology to achieve their operational goals. OOTB is defined as a feature or functionality, particularly in software, is a native feature or built-in functionality of a product that comes directly from the vendor and works immediately when the product is placed in service.

Deployment of system changes and/or new systems is coordinated with PBGC’s IT infrastructure team. At a minimum, the Contractor shall:

1. Assist in developing a deployment plan which includes deployment activities necessary to deploy and back out the system and/or system changes to each environment identified in the solution environment plan.

2. Assist in coordinating a deployment plan that includes all the changes for PBGC and integrated systems and activities of any team or individual required to complete a deployment.

3. Assist in coordinating deployment of system changes during the deployment period to ensure successful introduction of changes to the production environment and Continuity of Operations (COOP) environment.

4. The Contractor, as the application support team, shall ensure that the infrastructure team members are equipped to operate and maintain the system as system changes are introduced. The Contractor shall prepare, assemble, and deliver updates to all relevant operations documentation, user documentation, and desktop procedures documentation affected by the product improvements.

C.6.3.5 System Documentation Development and Maintenance

PBGC system documentation includes any documentation generated as part of this task order, technical documentation, training materials, user manuals, operations guide, meeting agendas/minutes and any documentation used or created as part of the performance of PBGC system support. All documentation shall be maintained and kept current during the maintenance period by the Contractor using PBGC’s SharePoint sites or another PBGC approved tool.

1. Assist in developing or updating PBGC documentation, including manuals (e.g., operations, system administration, system maintenance, user and training) and plans (e.g., system integration and site implementation). Documentation shall follow the latest approved standards at the time of the execution effort and delivery of the system. The Contractor shall assist in developing documentation and/or updating existing ITSLCM documents that are required as a result.

2. Assist in maintaining and revising PBGC system and business process documentation in accordance with changes made to PBGC; and

3. Prepare and deliver DTOB (Development Tool Oversight Board) and Technical Review Board (TRB) presentations.

BDMS documentation shall be high quality, technically accurate, written for the appropriate audience and contain minimal grammatical and spelling errors.

Meeting Participation: Throughout the management and support of PBGC systems and projects, meetings will be conducted to gather information, make decisions, disseminate information, etc.

Conducting efficient meetings and maintaining accurate minutes of those meetings is essential to the success of PBGC projects. The Contractor shall:

1. Develop agendas and circulate those agendas ahead of any meetings organized by the Contractor;

2. Prepare and deliver materials;

3. Facilitate meetings (in-person or virtually);

4. Deliver meeting notes of all meetings conducted or attended by the Contractor;

5. Elicit input and close out with minutes approval; and

6. Participate in PBGC led meetings.

C.6.3.6 Quality Assurance and Product Testing

A principal tenet to Agile, and therefore an integral part of delivering quality BDMS products, is ensuring that quality is baked in to product delivery. Testing is a priority that shall be well planned into the contractor’s approach. This includes Sprint and End-to-End User Acceptance Testing, End-to-End Performance Load Testing, and automated testing.

C.6.3.7 Data and Document Migration Through close coordination with data owners, and use of independent analysis and experiential best practices, the Contractor shall provide a data migration plan and timeline. The plan shall outline the data requirements, inventory of all the data and associated applications, current state of data (including data cleanup), and detailed migration steps for extract, transform and load process (including data mapping, recovery, testing, etc.). In addition, the plan shall identify who will be impacted, potential operational and project risks, approval goals authorities, and implementation timeline and milestones. The plan shall propose an adequate number of mock conversion efforts, capturing lessons learned, to ensure that accuracy and integrity increases with each mock effort. PBGC will use the migration plan to communicate expectations and monitor progress. The data migration and conversion plans shall specify any constraints such as:

1. Capacity thresholds on the size and the number of migration files.

2. File formats and whether there is a preferred hierarchy in the data extracts.

3. Data transmission methodologies.

4. Any security limitations imposed by Federal Mandate and PBGC security accreditation clauses.

5. Initial and ongoing risks pertaining to data migration and conversion.

The Contractor shall coordinate with Government personnel to develop mutually agreed upon definitions and treatment of data elements. The Contractor shall include the data migration and conversion activities in the project schedule, including any tasks that pertain to full integration of data and provide any reports or output files as specified by PBGC. The Contractor’s solution shall ensure that migrated data will be completed in terms of all transactional details to ensure full integration of data and functionality.

Regarding any security assessment and authorization, the Contractor shall assist the PBGC in obtaining an authorization to develop, test, and implement the proposed solution, including but not limited to: System Diagrams, Security Categorization Report, Security Plan, Contingency Plan, Disaster Recovery Plan, Standard Operating Procedures, and any agreements needed to support authorizations for use.

C.6.3.8 Continuous User Training If needed, work under the leadership of the Product Owner to determine continuous Training needs, deliver various types of training such as in-person, self-learning, and one-on-one.

C.7 Major Product Improvement Sprint Zero Sprint Zero will be used to onboard personnel, solidify the high-level design, acquire and stand up various tools needed by the developers, build, and refine the product backlog, establish the minimum viable product, and plan a high-level project roadmap with key milestones laid out for the duration of the project.

Establishing the Product Backlog, Minimum Viable Product, and Product Roadmap: During Sprint Zero and before commencing Sprint One, the Contractor ScrumMaster and the Contractor Project Manager shall work with the PBGC Federal Product Owner and Federal Product Manager to create and refine the product backlog, in order to establish the BDMS Minimum Viable Product (MVP) so that Sprints can be planned, scheduled, and communicated in the Product Roadmap. The product roadmap is the key communication tool for the Product Owner and PBGC executive leadership to communicate the BDMS implementation’s vision and timeline.

Product Backlog: The Contractor shall identify the Epics, Features, User Stories, Sizing (e.g. Story Points), Priority, Acceptance Criteria, and other Product Backlog aspects. User stories must be documented with a detailed requirements specification delivered as part of the final solution. Creative and industry standard methods will be used to elicit user stories/requirements from stakeholders and subject matter experts. These methods will make efficient use of stakeholder time and produce a complete understanding of the desired outcome for the solution. The Contractor shall identify how user stories will be incorporated into sprints and provide traceability from user story to implemented functionality and how that functionality was tested.

Additionally, the product owner will be supported in his/her duties to ensure success of his role.

Minimum Viable Product (MVP): The MVP at PBGC represents the sum-total of the minimum set of prioritized product epics/features/stories that enable BDMS goals and fill key gaps. The Product Owner establishes the totality of the MVP and the Contractor shall facilitate laying out an approach to order and chunk the MVP into manageable release-trains across a series of sprints (PBGC’s IT Governance does not facilitate the release of finished work at the conclusion of each sprint to the production environment;

therefore, finished work completed during sprints is typically culled together into Release Trains).

Product Roadmap: Driven by the MVP, the Contractor shall develop the Product Roadmap to clearly identify the timing of the planned release(s) to the Test and Production Environments, User Acceptance Testing (UAT) period(s), and the target BDMS Go-Live as illustrated in the figure below. The product roadmap shall be reviewed at the end of each release to account for product owner priorities and what features will be included in the next release.

Create Data Migration and Interface Implementation Strategies: During Sprint Zero, the Contractor shall document their strategy to approach both Data Migration and Interface Implementation. The Strategies outlined in this document will serve as the starting point to be further refined during later data migration efforts described, Data and Document Migration, and internal and external interface efforts, Configuration and Implementation Services. The Contractor’s data migration strategy shall describe, for example, the migration approach (e.g., what migrates, over what duration; e.g., current and 7 previous years, details on how the migration will be accomplished, and how migration will be reconciled), roles, dependencies, key milestones and timing. The Contractor’s interface implementation strategy shall describe, for example, which interfaces will be approached in which order, roles, dependencies, key milestones, and timing.

C.8 Professional Services The contractor shall provide the following Professional Services:

C.8.1 Business Needs Analysis The contractor shall perform Business Needs Analysis (BNA) efforts in accordance with the current Enterprise

Architecture methodology approved at the time. The BNA will support the definition of a target state, performance improvement, prioritization, investment, and planning decisions. It also will establish or confirm the alignment of these decisions to PBGC’s business plans and strategic goals.

C.8.2 Alternatives Analysis and Feasibility Studies The contractor shall conduct various alternative analyses and feasibility studies to determine the appropriate technology or solution area to implement in given situations. IT solutions and products recommended for use in the PBGC business IT environment must have an identified business need documented and adhere to the Alternatives Analysis Standard and Methodology. The contractor shall identify, analyze, evaluate, and document the advantages and disadvantages of each of the alternatives chosen, considering the evaluation criteria that have been established.

C.8.3 Special Studies

The contractor shall conduct special studies on as-needed basis or As-Required basis for BDMS and BDMS-related areas which are highly technical, ad hoc in nature, and generally of limited duration.

C.9 Constraints

The contractor shall ensure compliance with applicable federal regulations, standards, corporation policies, processes, procedures, and directives in the performance of this contract.

Contractor shall be OneStream Partner in addition, the Technical Solution Architect (key personnel) is certified as a OneStream Certified Professional (OCP) Lead Architect by OneStream™

C.10 Period of Performance The total period of performance for this IDIQ is the base year and 9 option years. Base Period – 12 months from Contract Award.

Option Period 1 – 12 months from the end date of Base Year.

Option Period 2 – 12 months from the end date of Option 1 Option Period 3 – 12 months from the end date of Option 2 Option Period 4 – 12 months from the end date of Option 3 Option Period 5 – 12 months from the end date of Option 4 Option Period 6 – 12 months from the end date of Option 5 Option Period 7 – 12 months from the end date of Option 6 Option Period 8 – 12 months from the end date of Option 7 Option Period 9 – 12 months from the end date of Option 8

C.11 Place of Performance Work will be fully remote only, as specified in the individual TOs. The Government does not intend to pay for travel at this time.

Any exception must be planned and approved in advance by the COR and Contracting Officer (CO).

C.11.1 Place of Delivery

All deliverables identified to be delivered directly to PBGC in each TO will be delivered to the address below.

All other deliverables shall be submitted via GSA's electronic delivery system, “ASSIST."

Pension Benefit Guaranty Corporation ATTN: COR - Bowen Zhang 445 12th Street, S.W.

Washington, DC 20224 C.12 Core Hours of Operations

The hours listed below are to provide an understanding of the PBGC environment, overall requirements and when PBGC staff will be working and expect contractor availability to respond to questions, schedule calls, etc. The contractor is to staff in accordance with contract/task order needs and its proposed staffing levels.

Core Hours of Support (Monday – Friday)

After Hours Support

8:00 a.m. – 5:30 p.m.

Hours are East Coast

An average of 4-6 times per year for weekend release and

COOP

Operations support personnel shall be available during Core Hours and for Tier-3 on-call needs.

Program/Project Management and Execution staff are not required on a regular basis after 5:30 PM. The contractor shall follow the guidelines outlined in this IDIQ and PBGC policy regarding holidays and inclement weather in coordination with the COR.

C.13 Contract Type

This is a single-award IDIQ contract. Task Orders will be Firm Fixed-Price (FFP), Labor Hour (LH), and/or Time & Material (T&M) hybrid depending upon PBGC requirements.

C.14 Quality Control Plan

The Contractor shall develop the Quality Control Plan (QCP) providing methods of surveillance the Contractor will use to monitor performance under this basic contract. The QCP shall be developed using the Contractor’s internal quality control methods and shall address surveillance of all deliverables under the terms of this contract. The Contractor shall develop and implement procedures to identify, prevent and ensure non-recurrence of defective and/or, non-conforming services. The Contractor shall develop and maintain a quality process to ensure services are performed in accordance with commonly accepted commercial practices and existing quality control systems throughout the life of the order.