47QFAA24R0004_T10_08b_Attachment 1_Task Order 01 CLINs 0001 and 0002 PWS_2024-06-10.pdf

ATTACHMENT 01

BDMS TASK ORDER 1 (TO1): CLINS 0001 AND 0002

DESCRIPTION/SPECIFICATIONS/WORK STATEMENT

BDMS TASK ORDER 1 CLINS 0001 & 0002 DESCRIPTION/SPECIFICATIONS/WORK STATEMENT Error!

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1. SCOPE Error! No bookmark name given.

1.1 Planning, Managing, Executing, and Reporting Error! No bookmark name given.

1.1.1 Agile at PBGC 2

1.1.2 Project Management Error! No bookmark name given.

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1.1.4 Change and Communications Services Error! No bookmark name given.

1.1.5 IT Solutions Lifecycle Services Error! No bookmark name given.

1.1.6 BDMS Connectivity, Security, and Stabilization Error! No bookmark name given.

1.1.7 Configuration and Implementation Services Error! No bookmark name given.

1.1.8 Data and Document Migration Error! No bookmark name given.

1.2 Operations (CLIN X001) Error! No bookmark name given.

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1.2.4 Cybersecurity and Privacy Error! No bookmark name given.

1.2.5 PRICE REDUCTIONS RESULTING FROM LACK OF STAFFING Error! No bookmark name given.

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2. DELIVERABLES 22

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BDMS TASK ORDER 1

DESCRIPTION/SPECIFICATIONS/WORK STATEMENT

This Performance Work Statement is for Task Order 1: CLINs 0001 and 0002 under the

BDMS IDIQ Contract. Sections of the IDIQ are invoked in this document along with more detailed Performance Work Statements.

1. SCOPE

The following IDIQ Sections are being invoked in this Task Order

● Contract Transition-in and Transition-out (One-Time)

○ Transition In (One-Time) (C.4.1)

○ Transition Out (One-Time) (C.4.2)

● Planning, Managing, Executing, and Reporting (C.5)

● Operations and Continuous Product Improvement

○ Operations (C.6.1)

○ Continuous Product Improvement (C.6.2)

Thus, the contractor shall deliver the following services:

1.1 Planning, Managing, Executing, and Reporting

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

1.1.1 Agile at PBGC

This section is described in the overarching IDIQ and the BISM Agile Operating Model Playbook (IDIQ Attachment 12).

1.1.2 Project Management

The Contractor’s Project Manager (PM) shall provide overarching management, direction, administration, quality assurance, and leadership for this task order issued under this contract. The Contractor shall maintain the progress and productive mutual interaction of various parties in such a way that the overall risk of project failure is reduced. The Contractor shall have the ability to adapt to the various internal procedures, and to form close links with the nominated PBGC representatives to ensure that the key issues of cost, time, quality, and client satisfaction can be realized. The Contractor shall:

1. Assist in development of project schedules and project baselines for identified projects to include releases or any activity where resources are deployed to make changes to or support applications in this Task Order.

2. Assist in conducting scope management to ensure project scope is baselined and changes to scope are managed through the project lifecycle. Establish and follow procedures for release management and change control, including an impact assessment.

3. Assist in conducting schedule management to include establishing a resource-loaded and baselined schedule in PBGC’s approved project management system (currently Microsoft Project Online, a.k.a.

P3M).

4. Assist in conducting cost management to ensure baselined costs are maintained and managed throughout the project lifecycle to include reporting on burn rates and associated cost measures.

5. Maintain relationship and partnership with all integrated system leadership for systems both internal and external to the project IT applications/systems.

6. Assist in coordinating activities and resources across systems (e.g., end-to-end integrated testing, impact testing, etc.).

7. Assist with facilitating the work required and enable an adequate level of communication with the Government.

8. Oversee all activities performed by Contractor personnel, including sub-contractors, to satisfy the requirements identified in this task order.

9. Maintain access to resources that can be called upon to fulfill task order requirements under the base IDIQ contract.

10. Assist in preparing ongoing, periodic project status reports as defined by the Federal IT Project Manager.

11. Prepare a Project Manage Plan and conduct monthly Project/Contract Management Reviews (P/CMRs) with PBGC staff as agreed with COR to review task order performance, system and project performance and overall contract performance in meeting contract and Project objectives.

Provide aggregate project/contract reporting that summarizes this performance to include:

o High level summary of system and project status.

o Staffing pattern, burn rates, financials, performance metrics.

o Assess and prioritize work for subordinate Contractor staff.

o Escalate if government prioritization is needed.

o Risks to contract activities or performance of the contract.

12. Oversee all activities performed by Contractor personnel, including sub-contractors, to satisfy the requirements identified in this contract.

13. Prepare and monitor a Quality Control Plan (QCP) to ensure services and deliverables for the contract meet the highest level of quality and demonstrate continuing quality improvement. At a minimum, the Quality Control Plan should include peer and/or secondary review of documentation, code, and other risk deliverables submitted.

Risk and Issue Management: PBGC places great importance on actively performing risk management.

Identifying risks, developing mitigation strategies and effectively escalating risks are key components of project management. The Contractor shall:

1. Include risk management strategies, based on PBGC Risk Management Policy, in the Project Management Plan.

2. Identify and track risks that may impact the project and PBGC systems and identify mitigation strategies in BISD’s system of record (currently P3M); and

3. Identify and track issues and work to resolve to ensure system operations and release remain on-schedule.

Status Reporting: Project Management and Agile tools shall be kept up to date to enable status reporting and status views at any time by the PBGC team. This includes user stories, test plans/scripts, sprint planning, and backlog refinement. The Contractor shall provide the reports outlined below:

1. Sprint Status Report: The Contractor shall provide a report at the completion of each sprint. The Contractor shall modify the format or subject content of the report at the direction of the COR. This report shall include:

i. Requirements Traceability Matrix.

ii. User stories planned vs. user stories completed.

iii. Test Results.

1.1.3 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. Thoroughly and robustly testing BDMS is a priority that shall be well-planned into the Contractor’s approach.

Sprint and End-to-End User Acceptance Testing: Any new BDMS solutions shall be thoroughly tested prior to implementation. A comprehensive test plan (or plans) shall be produced that documents the test approach and scope. Testing shall include unit, system/integration, and user-acceptance (UAT) testing.

The Contractor shall identify when all the testing activities occur and the approval process for signing off on test results. A complete set of test scripts and test cases shall be developed to determine that the implementation meets its objectives, requirements are met, and no defects are introduced. All test plans and scripts shall be traced to user stories. Test results are approved by the product owner.

The Contractor shall support a UAT that is separate, in addition to, sprint testing. The product team shall define an agreed to category/classification for Defect Severity (e.g., Critical, Major, Minor, Trivial) so that any defects identified during testing can be properly categorized. The product team shall also define an agreed set of go/no-go criteria that takes existing/remaining defects, if any, into consideration along with other key decision-making criteria.

User Acceptance Testing time and timing, baseline project schedules, etc., define when the feature or group of features would be available to users in production. The Contractor is highly encouraged to follow the Agile practices and approach as portrayed below for managing BDMS.

End-to-End Performance Load Testing: The Contractor shall ensure BDMS undergoes a managed end-to-end performance load test simulating multiple users accessing the application system concurrently to make sure there is no degradation during periods of high usage volumes.

Automated Testing: The Contractor shall create and maintain an automated test suite for the purposes of performing automated testing on user stories and for ongoing regression testing to ensure functionality and quality of the overall system. PBGC’s preferred tools include DevOps and Selenium.

1.1.4 Change and Communications Services

The Contractor shall enhance PBGC’s existing end-user adoption strategy, including an updated change management plan, communications matrix, and tools to support change management.

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.

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 Training: All appropriate stakeholders shall be trained to understand, use, administer, and support new or changed functionality being implemented. The Contractor shall provide sufficient training and sufficient training materials to train the BDMS users. Training plans and training shall be developed as part of the Communications Plan and the approach shall include a description of when training occurs. The Contractor shall:

1. Provide instructional design for training materials and training aids, to include microlearning videos, for users, operators and other staff in the operation, function, use or maintenance of the BDMS system. Materials shall be developed, prepared, updated, and in compliance with all PBGC design standards, including 508.

2. Assist in developing and preparing training schedules and all supporting materials that shall be used for implementation training and operation of new systems, system improvements, or updates.

3. Assist in updating existing training materials and training aids, including microlearning videos, to reflect any changes.

4. Assist in preparing training plans and facilitating training per the approved plans.

5. Develop and implement mechanisms to collect feedback on user adoption and training.

1.1.5 IT Solutions Lifecycle Services

The contractor shall provide cradle-to-grave IT systems services for PBGC hosted and externally hosted systems/applications. The contractor shall adhere to/comply with governance gates and reviews; standards and deliverables; roles, and planning, implementation, maintenance, and disposition of IT solutions throughout their lifecycle. All system work will be guided by the PBGC IT Solutions Lifecycle Management (ITSLCM) Framework (IDIQ Attachment 11): Planning, Execution (Maintenance, Enhancement and Modernization), and Operations and Disposition and the responsibilities.

1.1.6 BDMS Connectivity, Security, and Stabilization

Environment and Infrastructure Setup: The Contractor shall be responsible for building out their design in Quality Assurance (QA) and Test environments. In addition, coordination with ITIOD (as it relates to connectivity back to PBGC) may be needed when system upgrades or other major releases require the establishment of necessary connectivity.

The Contractor shall identify any appropriate additional tools needed, provide information and support needed to obtain approval through the control gates (e.g., TRB), and set up the needed tools. If the Contractor advises alternatives to the standard PBGC toolset, the Contractor shall support the PBGC process and procedures required to add the tools to the PBGC toolset.

The Contractor shall work with BD to analyze the list of products and services required for this effort, and support PBGC in its procurement of selected 3rd party vendors and tools for this effort. Working with BD, the Contractor shall validate that the list is accurate and complete. The Contractor shall work with PBGC to obtain any approvals and provide information as needed.

Approvals needed to commence work shall be obtained during Sprint Zero. Prior to configuring or adding data to the QA, test or training environments, the Contractor shall work with IT security to have an Authority to Operate (ATO) in place as illustrated in the BDMS Implementation Roadmap.

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’sRMF process and PBGC’s Cybersecurity and Privacy Catalog to determine the required security and privacy activities, deliverables, PBGC Cybersecurity and Privacy catalog, and reviews. The Contractor shall complete/support required security and privacy deliverables, including:

1. Ensure conformity to the Government's and PBGC's Systems Security and Privacy

Requirements. This may include the creation or update of system security plans, procedural documentation, and other materials required for the Security and Privacy Assessment and Authorization (SPA&A).

2. Support analysis of vulnerability scan results and remediation of system vulnerabilities.

3. Provide responses and documentation associated with security and privacy as they relate to PBGC system releases and changes.

Product Stabilization: As needed, and immediately following all BDMS releases, the Contractor shall provide services to stabilize BDMS. The contractor shall use existing and new sources of data (i.e., analytics reports, customer feedback, usability studies, etc.) to provide recommendations for improving usability and operational performance.

1.1.7 Configuration and Implementation Services

The Contractor shall conduct all configuration activities, as well as develop the methodologies to complete the effort. This includes any code, documented processes used, and documentation produced for the project.

Agile Approach: All work performed for BDMS is highly encouraged to use the Agile methodology. While this shall be tailored to specific PBGC policies, the overall methodology as proposed is highly encouraged to use the Agile principles to the greatest extent possible.

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. The Contractor shall:

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).

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. The Contractor shall:

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.

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. The Contractor shall perform a detailed analysis and validation to identify the information transaction types, data elements, and data formats that will be exchanged with the internal PBGC systems (e.g., CFS) and external systems as needed. The Contractor shall schedule meetings and analysis sessions to define the specific interface requirements. The Contractor shall develop an Interface Implementation Document which details the specific technical approach to enable BDMS interfaces integration. This document shall describe the transaction types, data elements, and business rules that define the interfaces.

Business Process Updates: The Contractor shall maintain and update the business process re-engineering (BPR) documentation as BDMS implementation progresses.

Process Performance Metrics Support: The Contractor shall work with the Product Owner to develop process performance metrics and measures. Subject to review and approval by the Product Owner, the Contractor shall establish repeatable processes to collect and track these metrics and measures. The Contractor shall work with the Product Team to define the appropriate performance metrics to measure progress against goals and evaluate the effectiveness and efficiency of business processes.

The metrics and measures shall be designed to support decisions such as setting contract priorities, allocating resources, and measuring performance. The metrics and measures shall be quantitative, clear, and consistent.

The Contractor shall follow industry and Government guidelines when developing process metrics. The Contractor shall collaborate with management and process owners in the development and deployment of Service Level Agreements (SLA) for transactional procedures, as necessary and appropriate.

Strengthen Internal Controls in Business Processes: The Contractor shall work with the Product Owner to identify, design, document, and embed appropriate internal controls within the current system and To-Be processes. The Contractor shall work with the Product Owner to identify other parties to ensure that the BDMS To-Be Processes and implementation results in a strengthened internal control environment. The Contractor shall:

1. Provide operational risk management and internal controls expertise;

2. Identify internal control gaps and support the design and implementation of internal controls as appropriate within a given process; and

3. Incorporate strengthened controls into the risk assessments, risk registers, and controls testing documentation.

1.1.8 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 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.

1.2 Operations

Beginning with transition from the incumbent contractor, and throughout the duration of the contract, BDMS will require ongoing operational support, including tracking and addressing all user issues. The Contractor shall provide the following services:

Tier-3 Technical and Operations Support:

BDMS receives an average of 14 end user requested service desk tickets per month during budget season (Feb- May), most are able to be completed in under two hours. End user tickets received outside of budget season are reduced to an average of four end user tickets per month and most are resolved the same day.

1.2.1 Ongoing Operations Support

1. Respond to and resolve technical and operational issues encountered by users interacting with

BDMS. This includes conducting incident and problem management such as:

i. Respond to requests to resolve user requests, or issues.

ii. Research, analyze and resolve system technical issues.

iii. Track problem tickets and system improvement requests.

iv. Coordinate responses with the Hosting administrators to answer questions, restore operations from an outage, or resolve environmental issues that are affecting business operations.

2. Track and record incident and problem tickets in the form of Production Trouble Reports (PTRs).

BDMS has approximately 80 end users and receives an average of 14 end user requested service desk tickets per month during budget season (Feb- May), most are able to be completed in under two hours. End user tickets received outside of budget season are reduced to an average of four end user tickets per month and most are resolved the same day.

3. Track and resolve software problems related to the integration with PBGC systems (currently through Service Now) and provide status updates and reports until the problem report is closed. On average, these types of issues have occurred twice per year and have not lasted more than one day.

4. Provide weekly status reports for progress made on open Production Trouble Reports (PTRs) to the COR.

5. Respond to user requests regarding system usage or issues.

6. Perform root cause analysis of system issues and open PTRs as appropriate to address root causes.

7. Provide support to system administrators for complex system functions either through support of their duties or responding to tickets.

8. Provide assistance to the PBGC service desk (Tier 1 Support), PBGC Infrastructure DBAs and SAs, and users in understanding system functionality, technical components or resolution of system issues.

9. Establish a system sustainability roadmap that identifies the technical components of BDMS.

10. Maintain user licenses, and track and report on number of available licenses.

11. Assign user licenses in BDMS and support AD entitlement assignments for BDMS.

1.2.2 Ad Hoc Reporting

BDMS stakeholders require periodic operational reports on their systems. The Contractor shall provide ad hoc reporting to the COR, IPT, and executive sponsors as requested in an agreed to format. The average number of Ad Hoc reports required in a month does not normally exceed (4) four.

1.2.3 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. The Contractor shall:

1. Assess impact to PBGC systems of proposed changes being made to integrated systems.

2. Support coordination with other teams managing integrated systems.

3. Test changes introduced by integrated systems and remediate any defects introduced by those changes.

1.2.4 Cybersecurity and Privacy

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. At a minimum, the Contractor shall:

1. Assist in reviewing PBGC’s Risk Management Framework (RMF) process and PBGC’s Cybersecurity and Privacy Catalog to determine the required security and privacy activities, deliverables, PBGC Cybersecurity and Privacy catalog, and reviews.

2. Complete/support required security and privacy deliverables such as:

o Assist with ensuring conformity to the Government's and PBGC's Systems

Security and Privacy Requirements. This may include the creation or update of system security plans, procedural documentation, and other materials required for the Security and Privacy Assessment and Authorization (SPA&A).

o Support analysis of vulnerability scan results and remediation of system vulnerabilities.

o Provide responses and documentation associated with security and privacy as they relate to PBGC system releases and changes.

1.3 Continuous Product Improvement (CPI)

The contractor shall also provide ongoing maintenance support and support for newly implemented or developed product improvements. This requires remediating impacts caused by planned and unplanned BDMS interface changes or supporting planned upgrades to the OneStream platform.

1.3.1 Ongoing CPI

1. Discuss and prioritize with the Product Owner, for the appropriate release, PTRs that require code changes.

2. Review and analyze BDMS processing problems, including error messages, and provide timely correction.

3. Coordinate with PBGC Internally and Externally Hosted Applications for system issues and problem resolution.

4. Provide proactive system monitoring to identify system faults prior to impacts to end- users.

5. Monitor web and system statistics in coordination with web and system administration teams.

6. Provide proactive monitoring of system status and performance through performance monitoring tools.

7. Ensure that “end-to-end” testing is completed once per year validating that PBGC systems can perform under peak use time (see surge/peak period support below).

8. Provide a system status dashboard to describe the condition of the system’s stability, availability, and operational conditions over time.

9. Provide all necessary support to upgrade the OneStream version up to three times per year, but not less than once per year.

10. Provide quarterly production releases that consist of items collected and added to the backlog, or any items as needed that are evaluated and prioritized by the product owners.

Items will be discussed, prioritized, and added to a quarterly release based on available hours and agreed upon with the Federal PM, Product Owner, and scrum team. Agile methodologies are highly encouraged to complete these releases and deploy to the Production environment.

11. Maintain system roadmap for all scheduled releases and pertinent information regarding system updates, releases, and key dates.

12. Perform any emergency releases as needed for bug fixes or other circumstances deemed an emergency release or bug-fix release by the government.

13. Provide as-needed change management support, including updates to training materials and user training, as specified by the government.

14. Provide quarterly reviews of all applicable system and process ITSLCM documentation related to BDMS to ensure the documentation is thorough, accurate, and matches the production version of the system.

15. Create new dashboards for the already implemented modules.

BudgetSurge/Peak Period Support

(From IDIQ Section: Operations and Continuous Product Improvement) Contractor shall provide support as needed during peak periods system usage. This includes but not limited to:

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 2 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.

1.3.3 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. For any changes proposed by the infrastructure teams, the Contractor shall:

1. Assess the impact of proposed infrastructure changes on performance, security, and version compatibility of BDMS.

2. Test patches and other infrastructure changes (i.e., operating system, database, or middleware upgrades).

3. Remediate issues or defects introduced by infrastructure patching or changes.

4. Test and remediate new infrastructure items being implemented to replace items deemed End-of-Service Life (EoSL).

5. Support interactions between the infrastructure team maintaining the underlying infrastructure and system stakeholders (PBGC business units/customers).

Note regarding scope: While application operations support includes partnering with PBGC’s infrastructure team and PBGC departments to ensure that the systems remain operational and effective, the following operational activities fall outside the scope of this contract:

1. On-premises Security scanning.

2. Penetration and other cybersecurity testing.

3. Building and configuring connectivity with parties outside the Corporation.

4. Tier-1 support – PBGC Helpdesk.

1.3.4 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. In preparation for COOP events or during a COOP event, the Contractor shall support the restoration of PBGC system operations. While PBGC infrastructure teams will provide primary response to a COOP event, the Contractor shall aid in restoring system functionality. Additionally, PBGC regularly tests its COOP plans to ensure failover to COOP sites will be successful. During such exercises, which happen twice per year and typically require one resource for testing and/or troubleshooting, the Contractor shall provide similar assistance to the infrastructure team. The Contractor shall:

1. Participate in and support Tier 3 technical assistance for COOP failover activities during a COOP event.

2. Participate in and support Tier 3 technical assistance for COOP exercises where failover for PBGC systems is being tested in preparation for COOP events.

1.3.5 Data Call and Audit Support

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. To support data calls and OIG oversight, the Contractor shall:

1. Provide reports on system data including system statistics, status, technical architecture, and other requested information.

2. Provide responses and documentation related to inquiries by PBGC auditors as they relate to PBGC system releases and changes.

1.3.6 Feasibility Analysis

Feasibility analyses will determine the appropriate solution to implement to a requested requirement. Results of the analysis may result in additional task orders for implementation of major product improvements. As requested by the government, the Contractor shall:

1. Analyze the requirements (may be provided by the product owner, or elicited from the product owner by the Contractor)

2. Evaluate the feasibility of configuring and implementing the outcome of the analysis and/or proposed solution in BDMS.

3. Provide a report that includes high level requirements from product owner, level of effort, roadmaps, and an implementation strategy to incorporate the new functionality into the current business processes in BDMS.

1.3.7 Transition In (One-Time)

Transition-In: During the transition-in period (period should last no longer than two (2) months after PoP start), the contractor shall perform the below tasks to ensure a seamless transition. The contractor shall ensure that there will be minimum service disruption to vital Government business and no service degradation during and after transition. Activities include but are not limited to:

1. Identify and document roles on the teams (system administrator, developer, etc.)

2. Review, update, and maintain a security matrix. This document has already been established, but should be updated and maintained as needed.

3. Set up Service Desk Ticketing. Ensure ServiceNow routing and reporting is understood and necessary access is obtained. This includes shadowing sessions for training with transitioning out the contractor.

4. Obtain access. BDMS access, SharePoint access, CyberArk access, etc. Shadow sessions with transitioning out contractors may be necessary.

5. Transition custom configuration and code. The Contractor shall work with the existing Task Order 1 team to review the existing code, familiarize themselves with what it does, and obtain any necessary permissions so that they have the proper read/write access.

6. DevOps and user story transition. Review the current BDMS backlog, discussing any technical questions with the transition out contractor.

7. ITSLCM documentation and knowledge transfer. The Contractor shall work with the transitioning out contractor to identify any other areas of knowledge not already covered above and transition that over to the new Contract team.

1.3.8 Transition Out (One-Time)

The contractor shall develop a Transition-Out Plan. The Transition-Out Plan shall facilitate the accomplishment of a seamless transition of the appropriate BDMS support from the incumbent to future contractor personnel when required. The Government will work with the contractor to finalize the Transition-Out Plan. In the Transition-Out Plan, the contractor shall identify, at a minimum, how it will coordinate with the future contractor and/or Government personnel to transfer knowledge regarding the following:

a. Project Management Processes associated with the BDMS system (if any).

b. Delivery of all documentation of the BDMS system.

c. Delivery of O&M processes/procedures of the BDMS system.

d. Status of ongoing technical initiatives.

e. Appropriate contractor-to-contractor coordination and training to ensure a seamless transition.

f. Schedules and milestones.

g. Actions required by the Government.

The contractor shall also establish and maintain effective communication with the future contractor personnel for the period of the transition via weekly status meetings or as often as necessary to ensure a seamless transition-out.

The transition out period should last no longer than two (2) months.

1. DELIVERABLES

Production of high-quality system documentation and written deliverables is an important requirement of the services provided under this contract. The Contractor shall ensure that professionals with skills in technical writing are used in the creation of contract deliverables. These deliverables shall be of high quality, technically accurate, written for the appropriate audience, and have minimal grammatical and spelling errors. Technical writing services may be required for production of stand-alone PBGC documentation.

The Contractor shall ensure compliance with applicable federal regulations, mandates and standards.

Deliverables are submitted in a format approved by PBGC.

PWS

Section

BDMS Operations and Continuous Product

Improvement Deliverables

Deliverable Format

Deliverable Timing Where Stored

1.1.2 Project/Contract Management

Plan (includes Risk Management Plan) 10 days after kickoff meeting and annually thereafter.

Word Annually Project SharePoint Site

1.1.2 Project Schedule (and project

baseline). Includes quarterly scheduled prod releases, other work and milestones planned, resources assigned

Project Monthly or as required P3M

1.1.2 Prepare and Conduct Monthly

PMR: Regular status (including but not limited to requirements traceability, user stories planned vs.

completed, test results, Performance Metrics,Management & System Dashboard, Program Level Financial Data, risks and issues, accomplishments, staffing schedule, etc) . PMR should include all task orders for BDMS in one slide deck and meeting.

Project Monthly Project SharePoint Site

1.2.2 Ad hoc reporting Word As required. Not more

than four per month.

Project SharePoint Site

1.1.7 Meeting Agendas and minutes Word Agendas before each

meeting/ Meeting minutes within 3 days after meeting

Project SharePoint Site

1.1.7 System and Business Process

Documentation. Develop, Update, and Maintain ITSLCM documents. Includes manuals, guides, (e.g., operations, system administration, system maintenance, user and training) and plans (e.g., system integration and data migration) and all documentation (design document, etc.), presentations, materials in support of

ITSLCM

Word or other As required (quarterly at minimum)

Project SharePoint Site and/or P3M

1.3.7 Transition-in Plan Word and/or

PowerPoint and /or Excel; other materials as approved by

PBGC

Upon Award Project SharePoint Site

PWS

Section

BDMS Operations and Continuous Product

Improvement Deliverables

Deliverable Format

Deliverable Timing Where Stored

1.3.8 Transition-Out Plan Word and/or

PowerPoint and /or Excel; other materials as approved by

PBGC

If needed Project SharePoint Site

1.1.2 Project Status (operation

report-outage report, data fix report, work/user stories completed vs planned, accomplishments, etc.)

Word Bi-weekly Project SharePoint Site

-- Initial Project Kick-off Meeting for O&M projects and Kick-off Deck

PowerPoint As required Project SharePoint Site

1.3.1 Groomed Prioritized Backlog

of O&M items

DevOps Monthly DevOps

1.2.1 Technical System Sustainability

Roadmap for technical stacks/tools, system, COTS, ITIOD Roadmap, interfacing systems include impacts from infrastructure projects, stakeholder initiatives and planned maintenance releases on the roadmap

Word and/or PowerPoint and /or Excel; other materials as approved by

PBGC

As required Project SharePoint Site

1.3.1 Quarterly releases DevOps Quarterly BDMS

1.1.6 / 1.3.4

Maintain a PBGC specific BDMS product in Production & COOP

After all User- Acceptance Testing and ATO issued/updated.

OneStream Cloud- Hosted Environment (Production &

COOP).

BDMS Operations and Continuous Product

Improvement Deliverables

Deliverable Format

Deliverable Timing Where Stored

1.1.2 Quality Control Plan: Ensure

services and deliverables for the contract meet the highest level of quality and demonstrate continuing quality improvement

Word One time at start of task order, then updated bi-annually

Project SharePoint Site

1.1.3 Automated testing solutions DevOps As required DevOps

1.1.7 Deployment Plan: A document

which details all configurations, components, etc. to be enabled/deployed across all platforms across all environments in order to deploy/implement BDMS.

Word Developed and updated through sprint cycles and finalized prior to production deployment.

SharePoint

Azure DevOps

1.2.1 Service Desk Ticket Report.

Tickets open vs tickets closed per month, average time to close ticket per month, trends, etc.

Excel or other as agreed upon

Weekly SharePoint

1.2.1 Dashboard/Report of Operations.

Includes system health, adjustments/ changes to the system, root cause analysis of issues, metrics based on system availability, usage, etc. Also includes users licenses count, license tracking, etc.

Excel or other as agreed upon

Weekly SharePoint

1.3.1 Platform upgrades. Upgrade to the latest FedRAMP approved OneStream version

Production deployment

Up to three times per year, but no less than once per year

BDMS;

configuration changes stored in DevOps Repos

1.1.3 Test scripts. Created for dev (product team testing), test (UAT), and prod (product owner) testing.

DevOps test plans

Developed for each production release

DevOps Test Suites

1.1.4 User manuals, job aids, training slide decks, training videos, etc.

Word or other as approved by the government

As needed SharePoint

BDMS Operations and Continuous Product

Improvement Deliverables

Deliverable Format

Deliverable Timing Where Stored

1.1.4 Change Management plan. A comprehensive plan that documents the strategy to maximize BDMS end-user adoption, including stakeholder analysis, the marketing materials (e.g., intranet announcements, flyers), Training Plans and Training materials.

PowerPoint or Word

As needed, evaluated at each release/upgrade

SharePoint

2. PERSONNEL

All Personnel: Resumes must be provided for all personnel prior to actual performance, to facilitate Government Quality Assurance for fulfillment of Labor Category qualifications. Whether included at the beginning of resumes, or otherwise provided (format at contractor discretion if not otherwise directed by the COR or CO), there must be a snapshot displaying compliant cross-comparison between labor category requirements and personnel qualifications.

PBGC envisions that based upon Government knowledge of historical efforts and analysis of PWS tasks, the support team will be composed of approximately 6-9 number of personnel (not necessarily all full time)

Key Personnel: The minimum Key Personnel categories and preferred experience are as follows:

Key

Personnel Function

Experience, Expertise and Certifications

Project Manager

● 7 years of experience with IT software development projects.

● Active Project Management Professional (PMP)®.

● Certified as a ScrumMaster by Scrum Alliance®

● 5+ years (can be included within the 7 years) hands-on experience providing project management on Federal government contracts, including Project Management Tools, work breakdown structures, project structure, scheduling, and performance reporting.

● 3+ years prior hands-on experience implementing OneStream in a federal agency.

● Written and verbal communication skills, including experience in presenting material to senior Government officials.

● Management of manpower utilization, procurement, problem resolution, and employee relations.

● Maintenance of project schedules and deliverables completed according to Government requirements.

● B.S. or B.A Degree or equivalent experience.

Lead Business Analyst

● 5 + years of experience in business analysis.

● Demonstrated experience in using an Agile development framework to gather requirements, estimate tasks, distill business requirements into incremental features, and demonstrate new functionality to product owners.

Technica l Solutions Architect

● 5 + years of experience with designing and implementing cloud- based systems and assessing customer environments.

● Certified as OneStream Certified Professional (OCP) Lead Architect by OneStream™.

● Demonstrated experience in planning and designing solutions for OneStream Integration to include maximizing efficiency and developing a strategic design for the end-to-end solution (including interfaces).

● Expertise in providing technical, managerial, and administrative direction for problem definition, analysis, requirements development and implementation for complex systems in the subject matter area.

Scrum Master ● Certified as a ScrumMaster by Scrum Alliance®.

● 5+ years’ experience as a ScrumMaster.

● 2+ years’ experience managing projects using Microsoft Azure

DevOps.

● Demonstrated project management and organizational skills.

● Demonstrated experience as a ScrumMaster on IT development and modernization efforts.

3. PERFORMANCE STANDARDS

See IDIQ Master