612572392_Questions and Answers.xlsx
XLSX spreadsheet 105 KB Posted
- Attached to
- RFI - Customer Experience (CX) Revolution through Advanced Automation and Data-Driven Insights
- Solicitation number
- 612572392
- Issued by
-
Defense Information Systems Agency
About this file
This document is a comprehensive Questions and Answers (Q&A) spreadsheet for a Request for Information (RFI) regarding DISA's Customer Experience (CX) transformation initiative. The RFI focuses on developing an advanced, technology-driven CX strategy that leverages automation, artificial intelligence, and data analytics to improve service delivery across DISA's enterprise IT environments, specifically targeting approximately 370,000 users in the 4th Estate, National Capital Region, and DISA itself.
Key details include plans to integrate cutting-edge technologies like Robotic Process Automation (RPA), AI/ML, and workflow automation across NIPRNet and SIPRNet, with a phased implementation approach targeting CX improvements by 2025. The initiative seeks to standardize CX frameworks, enhance digital service management, and create more personalized, secure experiences for warfighters and internal stakeholders. The RFI indicates DISA is seeking vendor capabilities to manage and integrate CX tools, develop training programs, establish governance structures, and support real-time insights across multiple security classification levels, with a preference for cleared, onshore consulting resources and a hybrid training model.
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Sheet1
| Solicitation # 612572392 | |||||
| Customer Experience (Cx) RFI Questions | |||||
| Question # | Page # | Paragraph # | Questions / Comments | Government Response | |
| 1 | Is this RFI targeted across all classification enclaves or a subset thereof? | NIPR and SIPR | |||
| 2 | Who specifically are the customers in scope? We assume they are the roughly 370,000 users in the 4th Estate, NCR and DISA itself. Or, does it also include all customers of DISA services, including those in the military departments, COCOMs, etc.? Or is the scope of customers more narrow? The scope of “services” to manage under the umbrella of CX is intended to eventually include all enterprise IT (devices, networks, client software, service/support, etc) on NIPRNet and SIPRNet, plus all of the enterprise applications serving users working at DISA, NCR and 4th Estate Agencies. The RFI has a scope section but it’s not really clear. | All customers of DISA Services | |||
| 3 | 2 | 2 | Could you provide details on the types of infrastructure sensor platforms currently in use by DISA, and whether the new procurement effort is intended to complement, replace, or expand upon these existing systems? | ||
| Are there specific performance metrics or capabilities required for these platforms? | Complimentary. KPIs tool dependant and available. | ||||
| 4 | 1 | 3 | Are there preferred tools or technologies for data integration and normalization? Should the solution support specific data formats or standards? | Not determined yet. | |
| 5 | 1 | 3 | Is there a target timeline for the deployment of CX technologies and tools? Are there specific milestones DISA expects to achieve during implementation? | Specific timeline is TBD. Below is an example of phased implementation for KPIs that will require tool integration and tuning: |
Example below is from the DISA Service Performance Management and Monitoring Framework (2025) that is now aligned to include CX:
Phase I Assess and Listen: Guide PEOs and OSMs in determining and selecting appropriate Key Performance Indicators (KPIs) Phase II Define and Target: Establish target performance levels Phase III Integrate and Test: Integrate while aligning CX objectives and goals that promote proactive, adaptable, and customer-responsive service targets Phase IV Operate, Measure & Improve: Continuous monitoring, evaluation, and refinement of KPIs to ensure alignment with current business objectives
| 6 | 2 | 2 | What level of new technologies and CXM methodologies training is expected for DISA personnel? Should the training include certifications, hands-on workshops, or ongoing support? Would the training be in-person or virtual? Would the creation of interactive online/e-learning training modules be required? | Not determined yet. Training should support all levels and be flexible enough to be taken on-demand at accelerated pace to meet mission requirements. |
| 7 | Can DISA provide more clarity on how the CX Office envisions operationalizing CX governance across multiple PEOs and OSMs? | Operationalizing governance will include data collection/analytics and centralized visibility across PEOs and OSMs. | ||
| 8 | Does DISA anticipate any contractor role in developing or maintaining enterprise-wide CX policy, governance frameworks, or reporting standards? | Not determined yet. | ||
| 9 | 3 | 2 | Are there any emerging technologies or methodologies that DISA is particularly interested in exploring for this effort? | Basic CX measures (CSAT and Performance) that can be applied broadly with increments that will be expanded to more complex CX scoring and depth. |
| 10 | What is the current state of infrastructure sensor platforms across DISA systems, and are there incumbent tools/platforms the solution must integrate with? | Capabilities exist, there are a varity of data platforms that currently ingest data feeds. | ||
| 11 | Is DISA expecting the selected vendor to provide the infrastructure sensor platforms or just manage and integrate with already fielded tools? | Manage and Integrate. |
12 What CX data platforms or ServiceNow modules are currently in use or preferred (e.g., Performance Analytics, ITSM Pro, Virtual Agent)? In use: Performance Analytics Most of the advanced modules are not active or used yet.
| 13 | To what extent will the contractor be responsible for API development and maintenance between CXM platforms, ITSM systems, and monitoring tools? | Integrating Customer Experience Management (CXM) into existing platforms such as IT Service Management (ITSM) systems, and monitoring tools via APIs. |
| 14 | What specific use cases does DISA prioritize for RPA, AIOps, or AI/ML-driven orchestration within the CX ecosystem? | AIOPS Automated Password Resets, Proactive Outreach for Software Upgrades, Predictive Issue Resolution |
RPA Data Entry and Processing, Report Generation, Invoice Processing, Customer Support Processes AI/ML Driven Orchestration Proactive Performance Optimization & Anomaly Detection (Uptime & Speed), Automated Service Provisioning & Onboarding (Speed & Ease), Intelligent Service Assurance & Root Cause Analysis (Rapid Resolution), Predictive Capacity Planning & Cost Optimization (Value & Transparency)
| 15 | Does DISA envision using synthetic testing agents as part of proactive system behavior modeling, and if so, what performance thresholds or behaviors should be mimicked? | DISA is already using synthetic testing agents in support of monitoring enterprise services, ongoing efforts to use that data for modeling and prediction analysis | ||
| 16 | Can DISA provide more detail on the expected baseline CX KPIs to be established across the enterprise (e.g., NPS, CSAT, CES, CX Index)? | CXO Strat and Automation Strat; | ||
| 17 | Will the contractor be required to define the data model and normalization rules for consolidating system telemetry with user interaction data? | Yes. | ||
| 18 | Will real-time or near-real-time data integration be required across all PEOs/OSMs, or is phased rollout by portfolio anticipated? | Yes. | ||
| 19 | What existing customer sentiment analysis tools, if any, are used within the DISA ecosystem that must be replaced or enhanced? | • | ServiceNow Platform: CRM | |
| • | ServiceNow AI Agents: Not in use |
| 20 | Can the government clarify expectations for CX-specific security baselines, such as how CX systems will be categorized under RMF or FedRAMP? | No answer at this time. |
| 21 | Will the contractor be responsible for system ATO (Authority to Operate) of any CX-related tools or platforms, or will these operate under a DISA enclave? | Most systems and ATOs are for DISA-wide systems. If the vendor builds a system that has to be deployed across multiple domains they will be responsible for the ATO |
| 22 | Does DISA have a desired target CMMI level for ITSM/ITOM maturity under this effort, and will the contractor play a role in conducting or preparing for CMMI audits? | ERROR:#VALUE! |
| 23 | Will the contractor be expected to provide CX training enterprise-wide, and if so, what roles (e.g., CXO staff, engineers, service desk) should be covered by the training program? | CTR will be expected to train Agency Stakeholders on CX: This includes leadership, managers, Programs, Operational Managers and Functions like service desk. |
| 24 | What is the expected cadence or frequency for CXM performance reporting and visualization deliverables (e.g., dashboards, scorecards)? | Minimum cadence and frequence will be spelled out within the PWS deliverables and will be determined by CXO priorities. |
| 25 | Can you clarify whether DISA expects the CCaaS provider to host or store the CX/UX sensor data, or will all data reside within DISA-managed environments? | Data will be stored on DISA/DoD controlled enviroment. |
| 26 | Are there specific data sovereignty or residency requirements beyond FedRAMP High that would apply to data collected for CX scoring and sentiment analysis? | Not determined yet. Needs analysis for data collected in different locations. |
| 27 | Can you provide an inventory or current-state architecture diagram of DISA’s existing ITSM, ITOM, and ServiceNow environments that the CCaaS solution would need to integrate with? | No answer at this time. |
| 28 | Is there an expectation for the contractor to build or maintain ServiceNow integrations for CX data, or will DISA maintain those integrations internally? | Integrations will be coordinated with PEO Services. |
| 29 | Will DISA define and prioritize which workflows are to be automated (e.g., using RPA/IaC), or is the vendor expected to identify and recommend those workflows? | Both. Vendor provide recommendations with DISA review/approval to set priorities. |
| 30 | What is the preferred change management process for introducing RPA bots or automation into DISA’s current environment, given security and mission continuity requirements? | ITIL-based ChM process. |
| 31 | Can DISA elaborate on the types of synthetic testing scenarios and user personas you would like to see simulated, including performance thresholds or business-critical applications that should be prioritized? | Basic Availability & Connectivity Checks |
Core User Journeys (Happy Path) Edge Case & Negative - Testing less common but important scenarios, or expected failures.
Performance & Load Specific Scenarios API & Backend Service Monitoring Geographic & Device/Browser Specific Scenarios New User / Guest User - signup/registration, initial browsing, first-time experience, password reset flows.
Administrator / Internal User Power User / Frequent User Mobile User
Priority: High. Impacts customer satisfaction, retention, and brand reputation.
| 32 | Will DISA provide test scripts for synthetic testing, or is the vendor expected to develop these scripts? | Both. |
| 33 | Beyond FedRAMP, are there additional compliance frameworks DISA expects for CX data handling (e.g., DoD IL4, IL5, CJIS, IRS 1075)? | HIPAA (Health Insurance Portability and Accountability Act - U.S.) |
ISO 27001 (Information Security Management Systems)
NIST
| 34 | Will DISA provide its own Security Technical Implementation Guides (STIGs) for the CX solution, or is the vendor expected to develop tailored STIGs for these tools? | Undetermined. |
| 35 | Could DISA clarify whether there is a baseline of current CX/UX scores or customer satisfaction metrics against which improvement will be measured? | No baseline exists yet. |
| 36 | Is there a formal Service Level Agreement (SLA) target DISA would like for items such as negative experience trend detection or proactive user communication? | No SLA target exists yet. |
| 37 | Does DISA intend for the vendor to provide all training for CXM and DXM tools, or will this be a train-the-trainer model supporting DISA’s internal trainers? | CTR will be expected to train Agency Stakeholders on CX: This includes leadership, managers, Programs, Operational Managers and Functions like service desk. |
| 38 | How many DISA personnel are expected to be trained under this contract? | ~6000 Stakeholders Annually |
| 39 | Can DISA expand on which benchmarks (industry, mission-specific, or government-wide) should be included for weighting and normalizing CX/UX data? | ### II. Mission-Specific Benchmarks |
These are highly internal and strategic benchmarks, reflecting the organization's unique goals, user base, and operational realities.
1. Historical Performance (Internal Trends):
What to benchmark: Your own past performance data (e.g., year-over-year CSAT, month-over-month task completion rates, evolving call deflection rates).
How they inform Weighting: If a key strategic goal is to reduce operational costs, then metrics tied to self-service adoption or first-contact resolution might be weighted higher than in previous periods. If a recent redesign aimed to improve accessibility, accessibility scores become more heavily weighted.
How they inform Normalizing: Essential for tracking progress over time. Normalizing for changes in user volume, service complexity, or external events (e.g., a new policy rollout) ensures that comparisons across different periods are valid.
2. Strategic Goals & KPIs (Internal Targets):
What to benchmark: Specific targets set by leadership (e.g., "achieve 80% self-service resolution," "reduce average complaint resolution time by 20%," "increase digital adoption by 15%").
How they inform Weighting: Metrics directly tied to these strategic goals should be given the highest weight. If reducing call volume is paramount, "call deflection rate" and "self-service success" metrics are weighted heavily.
How they inform Normalizing: Allows you to normalize your current performance against the target. If the target is an NPS of 50, then your current 45 is 90% of the way there. This provides a clear "gap-to-target" metric.
3. Specific Customer/User Segments:
What to benchmark: CX/UX metrics tailored to specific demographics, user types (e.g., new vs. returning users, high-value vs. casual users, citizens vs. businesses), or service lines (e.g., tax services vs. immigration services).
How they inform Weighting: If a particular segment is strategically critical (e.g., veterans for VA, small businesses for SBA), their CX feedback and satisfaction metrics should be weighted more heavily when calculating overall scores.
How they inform Normalizing: Allows you to normalize scores across segments that naturally have different expectations or experiences. For example, a complex service for an elderly demographic might have lower digital satisfaction scores than a simple service for a tech-savvy group. Normalization accounts for these inherent differences.
### III. Government-Wide Benchmarks
These are particularly relevant for federal, state, and local government agencies, often driven by mandates for public sector performance and transparency.
1. American Customer Satisfaction Index (ACSI) – Federal Government:
What to benchmark: ACSI publishes scores for various federal government services and agencies, providing a direct comparison point for public sector CX.
How they inform Weighting: If ACSI consistently highlights a particular aspect (e.g., "efficiency of government processes" or "clarity of information") as low for federal agencies, then metrics related to these areas should be weighted more heavily in your agency's CX strategy.
How they inform Normalizing: Provides a direct normalization baseline for federal agencies. Your agency's CSAT score can be directly compared to the average ACSI score for similar government services, or against the overall federal government average.
2. OMB Circular A-11, Section 280 (Customer Experience Reporting):
What to benchmark: This OMB guidance mandates that federal agencies measure and report on key CX metrics (e.g., trust, ease, effectiveness, efficiency, equity) for their High-Impact Service Providers (HISPs).
How they inform Weighting: The metrics specifically called out in A-11 (Trust, Ease, Effectiveness, Efficiency, Equity) should receive high weighting, as they are government-mandated priorities.
How they inform Normalizing: Provides a common framework for normalization across federal agencies, allowing the OMB to compare performance consistently and identify government-wide trends or areas for improvement.
3. Cross-Agency Initiatives & Shared Services:
What to benchmark: CX/UX performance of shared government services (e.g., USA.gov, Login.gov, Pay.gov), or best practices from other agencies with similar missions or user bases.
How they inform Weighting: If a shared service demonstrates superior performance in, say, identity verification, then the "ease of identity verification" metric within your agency's specific service might be weighted more highly if it's a known pain point.
How they inform Normalizing: Can help normalize expectations for common government interactions. If Login.gov achieves a certain level of ease for authentication, other agencies can normalize their authentication UX scores against that established baseline.
4. Public Trust & Civic Engagement Indices:
What to benchmark: Broader measures of public trust in government, civic engagement rates, and perceptions of transparency and accountability.
How they inform Weighting: While not direct CX metrics, these macro-level benchmarks can inform the weighting of CX metrics related to transparency, fairness, and perceived integrity within your specific service. Improving these aspects of CX contributes to broader public trust.
How they inform Normalizing: Provides a high-level contextual normalization. If public trust in government is generally low, achieving even moderate CX scores might be a significant accomplishment, whereas in a high-trust environment, the bar would be higher.
### Overarching Considerations for Weighting and Normalizing:
Context is King: Always consider the specific context of your service, your users, and your mission. What's "good" for one service might be "bad" for another.
Qualitative & Quantitative Blend: Don't rely solely on numbers. Qualitative feedback (interviews, usability testing, open-ended survey responses) is crucial for understanding the "why" behind the numbers and for informing weighting decisions.
Dynamic Process: Benchmarks, weights, and normalization factors should be reviewed and adjusted periodically as your mission evolves, user needs change, and the competitive/regulatory landscape shifts.
Actionability: The ultimate goal is to make data actionable. Benchmarking, weighting, and normalizing should clearly point to areas for improvement and guide resource allocation.
Data Integrity: Ensure the data collected for your CX/UX metrics is reliable, valid, and consistently collected to make meaningful comparisons.
| 40 | Are there preferred tools or data models already in use within DISA that the CCaaS solution should align to? | Yes. Tools are in place, but not being leveraged in the CCaaS capacity. |
| 41 | Does DISA expect a phased rollout across business units and services, or a big-bang deployment? | Phased |
| 42 | Are there priority touchpoints (e.g., mission-critical apps or specific user groups) that should be addressed first? | CX priorities will follow Agency Service support priorities. |
| 43 | Could DISA further define “exceptional, consistent, and personalized experiences” in measurable terms — for example, response time targets, ease-of-use scoring, or reduction in ticket volumes? | For the warfighter, "customer experience" is redefined as "operational effectiveness." Automation is not just a tool for efficiency; it's the enabling force that transforms complex, disparate systems into a unified, intelligent, and highly reliable operational environment. It ensures that the warfighter has the precise information and tools they need, when and where they need them, in a protected and dependable manner, ultimately enhancing their ability to achieve mission success and ensuring their safety. |
| 44 | What are the security requirements? Is FedRAMP needed? Is PII data involved? | FedRAMP is Critical for CX Automation in the Warfighter Context: |
Data Sensitivity and Mission Criticality:
• High Stakes: The "customer experience" for a warfighter involves highly sensitive, often classified, mission-critical data. This includes intelligence, operational plans, logistics, personnel information (including PII and health data), equipment status, and tactical communications.
• Impact of Compromise: A breach or compromise of this data, or a disruption to the systems processing it, could have catastrophic consequences, including loss of life, mission failure, or significant national security implications.
• Automation's Role: CX automation in this context relies heavily on processing, analyzing, and delivering this sensitive data in real-time. Whether it's AI personalizing information delivery, automated logistics, or predictive maintenance, the underlying data is paramount.
How it Applies to CX Automation:
If any part of the customer experience automation solution involves cloud services – which is increasingly common for advanced capabilities like AI/ML, large-scale data analytics, integrated platforms, or global accessibility – then those cloud services must be FedRAMP authorized.
• Examples:
• A cloud-based AI platform that personalizes training simulations for warfighters.
• A SaaS solution that automates logistics and supply chain management for military units.
• A cloud-hosted data lake that aggregates sensor data for predictive maintenance on equipment.
• Any communication or collaboration platform used across different touchpoints.
| 45 | What is the estimated audience size? | ~6000 DISA Personnel to include stakeholders such as PEO/Programs, Operational Service Managers and Functions like Global Service Desk that own and manage services requiring CX management. |
| 46 | Who is the intended audience? | ~6000 DISA Personnel to include stakeholders such as PEO/Programs, Operational Service Managers and Functions like Global Service Desk that own and manage services requiring CX management. |
| 47 | Is training expected to be in person? | Hybrid with continual updates and opportunities for new training developed. |
| 48 | Are cleared or onshore consulting resources a requirement for support? | Cleared and Onshore - YES. |
Consulting Resource - NO
| 49 | How does DISA plan to align CX transformation efforts with broader mission outcomes beyond service satisfaction, such as operational readiness, resilience, or strategic impact? | DISA CXO aligns CX transformation with Agency Strategic goals/objectives as well as alignment to the Directors priorities via the CXO Campaign Plan. |
| 50 | What governance structures or cross-agency coordination mechanisms are envisioned to ensure CX initiatives remain mission-aligned and not siloed within IT or service delivery teams? | CX governance will need to be established and/or baked into current governance (CABs). |
| 51 | How will DISA ensure that CX strategy is integrated into agency-wide decision-making processes, including funding, policy, and performance management? | Via the CXO |
| 52 | To what extent is DISA open to integrating AI-driven capabilities—such as predictive analytics, intelligent automation, and mission intelligence—into its core CX infrastructure and decision-making workflows? Are there any current limitations or policy considerations that vendors should be aware of when proposing AI-enabled solutions? | DISA remains open to capabilities that support and compliment the Agency stategy. Limits are determine by DISA Risk Mgt Executive. |
| 53 | What is DISA’s overarching strategy for orchestration and unification for customer experience across digital platforms, human support channels, and operational workflows? | This is contained in the DISA CXO Strategy (2025) |
| 54 | How does DISA envision leveraging adaptive, AI-driven service systems to dynamically adjust delivery based on real-time mission priorities or operational conditions? | Examples below: |
1. Managing data ingestion and fusion from various/diverse sources that is related as compimentary data, identify patterns and support decisions and automation.
2. Dynamic priority interpretation and policy engine that can manage priorities over shifting objectives across Operations
3. Intelligent resource allocation and optimization that is predictive and prescriptive.
| 55 | How does DISA plan to standardize CX frameworks across programs while allowing for flexibility in mission-specific implementations? | By leveraging flexible CX/Performance frameworks that allow programs to define CX measures (KPIs) and tailor/adjust to the specifications that work best for them (Optimize). |
| 56 | Is there a centralized CX operating model or playbook that vendors should align with when proposing cross-functional service modernization? | Current service modernization is routed via engineering reviews up the the DISA Chief Engineers Panel. CX initiatives that require modernization like upgrades and new capability will need to follow this path. |
| 57 | Are there plans to establish a unified data fabric or metadata strategy to support real-time, cross-system CX insights and automation? | Yes - there are plans for a common data model that will support a centralized data/analytics area for automation focused CX. |
| 58 | What level of interoperability is expected between CX tools and existing enterprise systems (e.g., ServiceNow, data lakes, security platforms, API Marketplaces)? | The fullest interoperability with respect to connection approval. |
| 59 | Is there currently an Enterprise API Marketplace or gateway in use at DISA? If so, what IL level(s) and what technology? | Not aware of any API gateway |
| 60 | Does the DISA service desk currently use a virtual agent? | No - planning discussions/use cases are underway. |
| 61 | What is currently licensed within the ServiceNow platform? What version of the platform is installed in production? If there are any upcoming procurements that will turn on new licenses and applications within ServiceNow, what are they? | All active modules will be made available. |
| 62 | To what extent will DISA support recommended retirement of legacy processes, applications, and point-to-point interfaces controlled and operated by different teams, divisions, and vendors? | Retirement recommendations are currently routed via the owning service/system PEO Engineering Review Board (ERB) to gain understanding/approval and then coordinated across the Agency. |
| 63 | What role will vendors play in ensuring AI explainability, auditability, and bias mitigation in CX scoring and decision-making systems? | Vendor support, primarily through robust contractual frameworks, plays a crucial role in ensuring AI explainability, auditability, and bias mitigation in sensitive Customer Experience (CX) scoring and decision-making systems. |
| 64 | Will this be at the IL5 level only? Is there an expectation to use Cross Domain Solutions for sensor data unification or will any/all IL levels be whole unto themselves? | IL5/IL6 is the scope. |
| 65 | Does DISA envision this as a purely technology acquisition, or will the CX Office be seeking long-term strategic advisory support to evolve CX maturity and governance models? | Not determined yet. |
| 66 | Is the intent to replace or augment existing CX/UX systems and platforms currently in use (e.g., ServiceNow modules, Qualtrics, homegrown dashboards)? | Enable, Augment, Integrate and standardize for full CX management capability. |
| 67 | Will the CX system be required to operate across multiple security classification levels (e.g., NIPRNet, SIPRNet), or is the solution limited to unclassified enclaves? | IL5/IL6 is the scope. | ||
| 68 | Is FedRAMP Moderate or High authorization a requirement for any proposed cloud-based CXM/DXM technologies? | If the proposed cloud-based CXM/DXM technologies are intended for use by a U.S. Federal Government agency or a contractor providing services to a U.S. Federal Government agency, then FedRAMP authorization (typically Moderate or High) is almost certainly a non-negotiable requirement. | ||
| 69 | Will the government require offerors to propose both the platform(s) and advisory services, or will there be a preference for vendor-agnostic recommendations and implementation support? | Both. | ||
| 70 | 1 | "The ultimate goal is to deliver exceptional, consistent, and personalized experiences across all touchpoints, ensuring a secure, resilient operating environment for the warfighter." Could DISA elaborate on the specific customer groups it seeks to impact with its experience overhaul? | The experience overhaul is directed internally and externally. Externally toward the warfighter which incases multiple branches, DAFAs that are geographically distributed. Internally toward the DISA Program and Operational Manager. | |
| 71 | 1 | "Integrate cutting-edge technologies like Robotic Process Automation (RPA), AI/ML, workflow automation, and business process management to streamline complex workflows across multiple systems and departments.This includes automating architectural change processes using methods like Infrastructure-as-Code (IaC) and Continuous Integration and Continuous Delivery/Deployment (CI/CD)." Could DISA provide high-level information about its system landscape and/or the services it provides? | Integrating cutting-edge technologies like RPA, AI/ML, workflow automation, and BPM, alongside IaC and CI/CD for architectural changes, necessitates a sophisticated system landscape centered around a Business Process Management (BPM) suite as the core orchestration engine. This engine orchestrates tasks executed by an Automation Layer, comprising RPA platforms for repetitive tasks, AI/ML platforms for intelligent processing and decision-making, and IaC tools integrated with CI/CD pipelines to automate infrastructure and architectural changes. An robust Integration and Data Layer, including API gateways, message queues, and a centralized data platform, ensures seamless communication and data flow across all disparate systems and existing business applications. All these components are hosted on a scalable Cloud Computing Platform, leveraging technologies like containerization and serverless computing. Finally, essential Supporting Services such as comprehensive monitoring, robust security, version control, analytics, and governance frameworks are critical to ensure the efficient, secure, and compliant operation of this interconnected automation ecosystem. | |
| 72 | Does DISA have an updated CX vision, strategy, and roadmap that complements its vision of the DXM/CXM platform stated in this RFI, and does it effectively articulate its CX capabilities and culture? | Yes - CXO strategy was published in APR 2025 | ||
| 73 | 1 | "The aim is to understand the customer journey without relying soley on direct user feedback" Is DISA seeking a survey solution provider, or is this solicitation focused soley on "interaction data and system performance data"? | A hybrid approach with survey/feedback and sensor-transaction data is preferred. | |
| 74 | 2 | "Optimize IT Service Management (ITSM) and IT Operations Management (ITOM)" and "Proactive Communication" | ||
| Is DISA open to modern approaches that leverage automation and data & AI-driven capabilities as a core principle of the operating model, or is the focus to build a traditional ITSM/ITIL operating model? | DISA needs to move beyond ITSM/ITIL to enable and flex capabilities across ITOM. | |||
| 75 | Does DISA differentiate between personas for the purposes of this initiative and if so, can you provide clarifications/definitions of each persona experience that needs to be considered? (e.g., customer, user, employee) | DISA customer pays for a product or service to acquire value and fulfill a need. A user engages with or utilizes a product or system, focusing on its functionality and experience, irrespective of payment. The DISA employee operates internally, providing labor and skills to produce or support DISA service management objectives/goals. | ||
| 76 | 3 | It appears that ServiceNow is in place for other purposes. | ||
| Is there any concern or opposition to extending the use of ServiceNow into some of the areas in this RFI from a "vendor lock-in" perspective? | None at this point. | |||
| 77 | 5 | "How would you leverage Artificial Intelligence for IT Operations (AIOps), machine learning, and other emerging technologies to enhance the customer journey and improve service delivery? " | ||
| What tools/technologies in this arena (e.g., Datadog, Dynatrace, Splunk) are already in place? Should they be considered as part of the overall solution, or are alternatives/replacements possible? | The CX RFI is asking this question from vendors. |
ServiceNow ITSM Pro (with IT Operations Management - ITOM AIOps)
| 78 | Do you already have any tools, processes, or policies in place targeting "experience" related work? What's the level of organizational maturity in this area? | DISA is at a low maturity level with much potential across the majority of tools. |
| 79 | Is the intention to utilize user experience-related telemetry/data as part of your security posture? (e.g. feeding it to a SOAR/SIEM type platform and process) | Yes - insights derived from typical user behavior and application interaction data will be valuable in identifying security threats. |
| 80 | Please give examples of the types of Non-Person Entity (NPE) certificate authorized users that would need access to the system. Are these other internal DISA systems or are some external to the DISA network? | Non-Person Entity (NPE) certificate authorized users are automated systems, applications, or services that use digital certificates for secure authentication, enabling seamless, real-time, and scalable Customer Experience (CX) automation and management without human intervention. These NPEs may perform functions such as synchronizing customer data across CRM and CDP platforms, connecting to marketing automation systems, orchestrating complex CX workflows, powering chatbots and self-service portals, facilitating customer communications, and feeding data to AI/ML services and BI platforms for analysis. |
Additionally - utilizing NPE certs for these automated interactions provides a secure, auditable method for these non-human entities to access and manage sensitive customer data and systems, significantly mitigating security risks associated with shared or human credentials.
| 81 | What is a sensor platform? Is this referring to a “listening post” to capture feedback? | A collection of capabilities. | |
| 82 | What software/tooling does DISA own today for data analytics, integration, and automation? | To include but not limited to: ServiceNow, UiPath, Ansible, PowerPlatform, Python, Elk Stacks | |
| 83 | Is it the Government’s intent for a single platform that unifies CX sensing, automation, and analytics? Or for a federated set of tools with strong integration? | Federated | |
| 84 | Will the Government please identify tools or platforms already in place for CX? | We do not have a list of CX tools although most of the tools in DISA provide some level of CX support and management. | |
| 85 | 1 | What specific infrastructure sensor platforms are considered for real-time analysis of customer experience? | Aternity, Netscout are two good examples. |
| 86 | 1 | What AI/ML techniques, if any, are being used for customer sentiment analysis, and how accurate are these methods? | AI/ML is not in place yet for CX sentiment analysis. |
| 87 | 1 | Does DISA have a preferred RPA vendor / technology? | UiPath and Microsoft PowerAutomate are currently being used the most. Other RPA discussions for enablement will not be turned away. |
| 88 | 1 | Does DISA have established governance for IaC and CI/CD as it relates to the existing change process or will new governance need to be created? | Yes. |
| 89 | 1 | What tools are approved for IaC and CI/CD? | Ansible, Vulcan, C2SF |
| 90 | 2 | To what extent are data silos currently posing issues and what sort of governance and technological impediments will the team need to address to facilitate the effective modeling? | Data silos may prevent a federate view of CX status, sentiment and general awareness that would enable Programs and Operational Service Managers to take proactive actions supporting the customer. |
| 91 | 2 | What processes are in place to ensure that data sharing mandates from the Chief Data Office (CDO) are effectively enforced? | The CDO office has established a data stewardship program and steering committee. |
| 92 | 2 | Does DISA have a set of CXM and DXM metric types already defined and, if so, can they be shared? | CXM and DXM metric types are in draft and not ready to share. |
| 93 | 3 | Can DISA provide which ServiceNow modules are currently in use / acquired that will be available to aid in the CX development and integration? | Undetermined. |
| 94 | 3 | Has DISA identified specific workflows to automate through the use of tools like RPA? | RPA (UiPath) is managed under citizen development in DISA and each owning directorate approves and implements RPA that fulfills business process automation. |
| 95 | 3 | Are there any Agency limitations on the use of unattended vs. attended bots with RPA? | Yes - unattended bots must be pre-approved by RME before being converted from attended. DISA has a process and workflow pre-determined to assist citizen developers and ISSMs work together on approvals. |
| 96 | 5 | Are there any specific in use AIOps tools or platforms that we should plan to incorporate? | ServiceNow once enabled via ITOM |
| 97 | 5 | Are there any specific in use ML tools or platforms that we should plan to incorporate? | Undetermined. |
| 98 | 5 | Is DISA anticipating the CX data metrics / KPIs be derived from both technical and non-technical sources (e.g., Digital User Experience Monitor (Technical), User Surveys (Non-Technical)? | Yes |
| 99 | 5 | Does DISA have existing Digital User Experience Monitors in place (e.g., Palo Alto Autonomous Digital Experience Management or Zscaler Digital Experience (ZDX))? | Yes |
| 100 | 1 | What is DISA’s long-term vision for the CX initiative, and how does it plan to sustain and evolve the CX strategy over time? | Long term CX vision is a standardized approach that enables and supports service managers, programs in gauging customer experience at any touchpoint and phase of the customer journey. |
| 101 | Has OE1 received any demonstrations to date, regarding tools and/or solutions aimed at meeting the stated goals? | No. | |
| 102 | What contract vehicle(s) is DISA considering for this effort (e.g., Alliant 3, GSA MAS, SEWP, OTA)? | We are not restricting our options at this time. That information will be provided with the solicitation. | |
| 103 | Does DISA anticipate using a phased acquisition strategy (e.g., PoC, pilot, scale), or will the eventual contract be full implementation from day one? | This information will be provided with the solicitation. | |
| 104 | Is there a budget range or ceiling for this procurement effort that respondents should consider when proposing solutions? Does the Government expect the incoming contractor to include a proposed budget? | We do not provide a budget range. |
| 105 | Is this requirement expected to be fulfilled through a single-award IDIQ or a BPA structure, and will small business set-aside status apply? | We do not have a response at this time. |
| 106 | Will the future solicitation be structured as a single award or multiple awards (e.g., tools vs. services)? | We do not have a response at this time. |
| 107 | Is there an incumbent for this requirement? | There is no incumbent. |
| 108 | When will the solicitation/award be issued? | We do not have a response at this time. |
File details come from the government source that posted it. Updated .