J-1_DOT_EITSS_-_Program_Mgmt_and_Integration_Support_PWS_-_SMALL_BUSINESS-FINAL_12-11-2018.pdf

U.S. Department of Transportation Office of the Chief Information Officer

Office of Information Technology Shared Services

Enterprise Information Technology Shared

Services

(EITSS)

Performance Work Statement Program Management & Integration Support

(PM/IS)

Contents

1. BACKGROUND

2. SCOPE

3. PRICING

4. PERIOD AND PLACE OF PERFORMANCE

5. OPERATING HOURS

6. Personnel

6.1 Key Personnel

7. TASKS

7.1 TASK 1: PROGRAM MANAGEMENT SUPPORT

7.1.1 SUB-TASK 1.1: TASK ORDER MANAGEMENT

7.1.2 SUB-TASK 1.2: QUALITY MANAGEMENT PLANNING

7.1.3 SUB-TASK 1.3: TRANSITION IN

7.1.4 SUB-TASK 1.4: TRANSITION OUT

7.1.5 SUB-TASK 1.5: PROGRAM MANAGEMENT AND EITSS PERFORMANCE SUPPORT

7.1.6 SUB-TASK 1.6: SERVICE LEVEL MANAGEMENT

7.2 TASK 2: PROJECT MANAGEMENT

7.2.1 SUB-TASK 2.1: PROJECT MANAGEMENT SUPPORT

7.2.2 SUB-TASK 2.2: TECHNICAL WRITING SUPPORT

7.2.3 SUB-TASK 2.3: COMMUNICATIONS SUPPORT

7.3 TASK 3: ASSET MANAGEMENT

7.3.1 SUB-TASK 3.1: HARDWARE ASSET MANAGEMENT

7.3.2 SUB-TASK 3.2: SOFTWARE ASSET MANAGEMENT

7.4 TASK 4: BUSINESS RELATIONSHIP MANAGEMENT (BRM)

7.5 TASK 5: PRODUCT AND SERVICE CATALOG SUPPORT

7.6 TASK 6: PROCESS and INTEGRATION SUPPORT

7.6.1. SUB-TASK 6.1: CHANGE MANAGEMENT

7.6.2. SUB-TASK 6.2: CONFIGURATION MANAGEMENT

7.6.3. SUB-TASK 6.3: RELEASE MANAGEMENT

7.6.4. SUB-TASK 6.4: ENGINEERING TEST LAB SUPPORT

7.6.5. SUB-TASK 6.5: Independent Verification and Validation (IV&V) Testing Services

8. DELIVERABLES

9. SERVICE LEVEL AGREEMENTS

1. BACKGROUND

The U.S. Department of Transportation (DOT) is the United States Government's principal agency for transportation of all Americans and providing essential transportation safety services.

The mission of DOT is to serve the United States by ensuring a fast, safe, efficient, accessible and convenient transportation system that meets our vital national interests and enhances the quality of life of the American people, today and into the future. Integral to these responsibilities is the open sharing of information that is sensitive to the Department and national security. DOT faces the challenge of providing important services and products to the American people while simultaneously reducing costs and protecting sensitive information.

The DOT Office of the Chief Information Officer (OCIO) supports the DOT mission by leading the development and implementation of enterprise information technology (IT) infrastructure across DOT. The OCIO is responsible for providing a reliable, cost effective, scalable, secure, and flexible enterprise computing platform that supports and enhances customer IT needs and capabilities from requirements gathering through design, development, testing, and implementation.

The OCIO has recently launched DestinationsDIGITAL to modernize technology and improve security to better support its mission. DestinationsDIGITAL works to unify DOT as an IT organization, focused on where DOT is headed, and enables a digital revolution for

Transportation. The initiative focuses on three priorities: technology solutions that accelerate the

DOT mission, leveraging security to innovate for the digital revolution, and accountability for results with complete transparency. As such the DestinationsDIGITAL aims to reduce duplicative software products, eliminate hardware (e.g. servers, networking equipment, storage devices, etc.), consolidate similar IT systems, and rationalize similar support and development contracts to gain efficiencies throughout DOT.

OCIO currently manages several IT support services contract(s) used by several DOT Operating

Administrations and the OCIO. To ensure the continuity and availability of the critical IT services that are provided to DOT customers, OCIO is executing this solicitation, known as the

Enterprise Information Technology Shared Services (EITSS) contract, to enable DOT to award two performance-based IDIQ contracts that will service all of DOT, centrally through the OCIO.

OCIO will work in tandem with assigned TO Contracting Officers (CO), Contracting Officer’s

Representatives (COR) and Government technical monitors to achieve DOT’s enterprise goals and objectives. If Task Orders are not issued by the OCIO, they must be approved by the OCIO to ensure DOT is maximizing its business solutions and planning for continued growth and success of IT Enterprise services at DOT.

The EITSS program (two separate contracts) will facilitate the OCIO as it moves forward in executing the work requirements of the COE and Operating Administrations, provide visibility and transparency into provider performance, and lead the alignment of services to OCIO’s vision, organizational structure, personnel skills, and mission requirements. Under the EITSS contracts, OCIO is re-structuring its contracting approach and moving towards a performance-based environment for all of DOT. The EITSS contracts include the following Performance Work

Statements (PWS):

1) Program Management and Integration Support (Attachment J-1) (set aside for small business)

2) End User Support to include seat management, help desk support, and similar work.

(Attachment J-2),

3) Infrastructure Operations to include hosting, networking, cybersecurity, and similar work.

(Attachment J-3).

Multiple Task Orders are anticipated to be issued during the contract’s lifecycle to provide support for DOT.

This document is the Program Management and Integration Support (PM/IS) PWS, and includes work required to monitor, test, or report on the performance of work being performed by the awardee of the Infrastructure Operations (Attachment J-2) and End User Support (Attachment J-

3) PWS. Data that supports contractor performance monitoring will become available through the

Service Management System, currently Remedy, and other data sources as applicable to provide input.

2. SCOPE

The Contractor shall provide professional IT staff to effectively administer, manage, and perform the duties and responsibilities as defined in this Performance Work Statement (PWS). Through this

PWS, the Contractor will provide organizational support to the OCIO. It will promote, utilize and analyze cross-functional processes, GFE tools such as the Service Management System, metrics and reporting to support reporting and governance to tasks under the EITSS contract. Contractor personnel shall perform the work as required to accomplish IT and related support services requirements of DOT and its customers. The Contractor shall provide personnel to effectively administer, manage, and perform the duties and responsibilities as defined in this Enterprise

Information Technology Shared Services (EITSS) Program Management and Integration Support

(PM/IS) PWS. The scope of work under this PWS includes the following tasks:

1. Program Management Support

2. Project Management Support

3. Asset Management

4. Business Relationship Management

5. Product and Service Catalog Support

6. Process and Integration Support

3. PRICING

To be provided at the Task Order level.

4. PERIOD AND PLACE OF PERFORMANCE

The Period of Performance (POP) includes a two-year base period and five one- year option periods for a total of 84 months from the date of award. The POP is:

• TBD

Work shall be performed at the DOT headquarters facility, local Contractor provided facilities within the Washington DC metropolitan area, field site locations, including disaster recovery and/or continuity of operations locations as specified at the Task Order level. DOT sites are provided in Attachment J-7 -- DOT Service Locations.

5. OPERATING HOURS

Operating hours will be provided in detail on Task Orders. Generally, the Contractor shall be available at the place of performance between the hours of 8:00 AM and 5:00 PM Eastern Time

Monday through Friday, excluding Government holidays, during the term of Task Order related to this PWS (Attachment J-1). There may be times when support is required outside these required hours of performance. Exceptions may be made on a case-by-case basis and must be pre-approved by the Government COR. The actual daily start and stop times shall be coordinated with, and approved by, the COR.

6. Personnel

The Contractor shall provide the skilled personnel, including all management and supervisory staff, required for the effective and efficient performance of this PWS. The following is expected of the

Contractor as it relates to the personnel:

• The Program Manager shall be an employee of the Prime Contractor.

• The Contractor shall supply qualified, cleared, and trained personnel to staff this contract.

• The Contractor shall provide security-cleared personnel who have the necessary technical, project management, and administrative expertise to support the assessment, planning, and execution of the projects.

• The Contractor shall provide annual training to personnel assigned to this contract to ensure that their technical skills and knowledge of equipment, systems and applications remain current and up-to-date, to include, but not be limited to, new releases of products and applications.

• The Contractor shall track DOT required training (e.g. security and records management training), ensure mandatory policies are followed and wherever possible, and complete all training requirements at least three (3) business days prior to the deadline.

• The Contractor shall ensure hours/cost are billed to the respective cost centers and/or functional task.

The DOT reserves the right to review resumes of all personnel assigned to this contract and the results of the background investigations conducted by the Contractor. If the Government does not believe that the quality of performance meets performance standards stated in the contract, or is not in line with the requirement(s) of any resultant task order, the Contracting Officer will notify the

Contractor in writing. The Contractor shall notify DOT of its remediation plan for performance and/or conduct issues within 2 business days. The remediation plan must include a time period (not to exceed 30 days) by which the performance concerns will be mitigated. The Department reserves the right to withhold invoice payments due to contractor performance issues. If after 30 days, the

Contractor’s performance has not improved, DOT requires the Contractor to provide qualified personnel consistent with the contract for the effective and efficient performance of this contract.

In circumstances where the Contractor may pose a threat or security concern, DOT has the right to require the immediate removal of Contractor personnel by communicating with the Contracting

Officer and Contract Program Manager and/or Operations Manager. This clause is independent of, does not replace, and does not supersede any clause(s) within the contract that allows the

Government to terminate this contract for default or any other reason.

6.1 Key Personnel

Key personnel will be identified at the Task Order level. The Contractor shall provide resumes for the key personnel to be approved by the Government prior to beginning the onboarding process at

DOT throughout the contract.

The following positions are anticipated to be listed as key personnel for Program/Business

Integration Support Task Orders.

• Program Manager

• Business and Process Integration – Lead

• Enterprise Project Manager - Lead

• Asset Manager - Lead

• Quality Assurance Specialist - Senior

If a performance requirement does not have an associated key personnel category requested, it is assumed the Program Manager will provide oversight to the contract personnel.

7. TASKS

Tasks described in this PWS will enable program management support to the Government (e.g., monitoring other EITSS contractors for compliance, reviewing SLA performance, etc.) through specific task orders.

7.1 TASK 1: PROGRAM MANAGEMENT SUPPORT

7.1.1 SUB-TASK 1.1: TASK ORDER MANAGEMENT

7.1.1.1 The Contractor shall be responsible for providing a qualified workforce capable of performing the required tasks to ensure the effective management and administration of activities. This includes ensuring that all work activities are performed in a timely and cost-effective manner while maintaining the highest quality of performance. The

Contractor is responsible for the overall integrated management of all tasks within the

Program management and Integration Support scope. The Contractor shall structure activities in a manner that ensures that the Contractor’s goals and objectives are synchronized with those of the OCIO and reflect the attributes of a transparent and customer-oriented effort. The Contractor is expected to monitor work performance, measure results, ensure timely and professional delivery of contracted product deliverables and solutions, support management decision-making, and facilitate communications.

7.1.1.2 The Contractor shall identify a Program Manager (PgM) who will oversee all aspects of work that are part of the scope and/or task orders derived from this PWS.

7.1.1.3 The Contractor shall provide on-going evaluation of work, quality, and timeliness.

7.1.1.4 The Contractor shall identify, track, and report on risks, resolve problems, and verify effectiveness of corrective actions.

7.1.1.5 The Contractor shall institute and maintain a process that ensures problems and action items discussed with the Government are tracked through resolution and shall provide timely status reporting.

7.1.1.6 The Contractor shall ensure results of contractor actions taken to improve performance are tracked and lessons learned incorporated into applicable processes.

7.1.1.7 The Contractor shall establish and maintain a documented set of disciplined, mature, and continuously improving processes for administering all efforts with an emphasis on cost-efficiency, schedule, performance, responsiveness and consistently high-quality delivery.

7.1.1.8 The Contractor shall deliver a Kickoff Briefing document and conduct a Kickoff

Meeting within 10 business days of a task order award. The purpose of the Kickoff

Meeting is to initiate the communication process between the Government and contractor by introducing key personnel/stakeholders, explaining their roles, reviewing communication ground rules, and assuring a common understanding of requirements and objectives and the contractor’s technical approach and schedule. At the Kickoff Meeting, the contractor shall provide staff names, resumes, and email addresses for contractor staff. The Contractor shall deliver meeting notes from the Kickoff Meeting within 3 business days of the meeting to the COR and track any associated action items through completion.

7.1.1.9 The Contractor shall submit a Management Plan (MP) within 30 business days of award that describes the technical approach, organizational structure and resources, communications plan, and management and quality controls to be employed to establish and monitor the cost, schedule, technical, and performance requirements through Task

Order execution. The MP is an evolutionary document that the Contractor shall update with significant changes as required. The Contractor shall execute work based the latest

Government-approved version of the Contractor submitted MP.

7.1.1.10 The Contractor shall submit an Integrated Master Schedule (IMS) for all tasks, roles and responsibilities, and timelines for completion of tasks within 30 business days of award.

The IMS is an evolutionary product that shall be updated with technical inputs and significant changes as required.

7.1.1.11 The Contractor shall prepare and deliver a formal written Monthly Status Report (MSR) of all work that is part of the EITSS effort that provides at a minimum, the following information:

7.1.1.11.1.1 A summary of work performed in the preceding month for each Task

Order task area which includes major milestones achieved or missed, deliverables, upcoming activities, and any anticipated issues that will prevent attainment of milestones and/or deliverables

7.1.1.11.1.2 A summary of project financial status for each Task Order task area, including funded amount, expended to date, funding remaining, and estimate to complete.

7.1.1.11.1.3 A summary of all deliverables submitted from Task Order inception to date showing the date submitted and the status of the deliverable (i.e.

accepted, rejected). For rejected deliverables, the Contractor shall provide an explanation why the deliverable was rejected, the corrective action plan, and the revised delivery date.

7.1.1.11.1.4 A summary of the personnel who performed work (i.e., charged direct labor hours) during the month by task area to include their name, job title, Task Order task area worked, labor category, and hours charged.

7.1.1.11.1.5 A summary of funding status (e.g., funded amount, expended amount, planned burn percent, and actual burn percent) and burn chart (for Time and Materials (T&M) tasks only).

7.1.1.11.1.6 An attachment providing data, analysis, and reporting of performance against each Task Order Service Level Agreements (SLA); the

Contractor shall include an improvement plan for any missed SLAs.

7.1.1.12 The Contractor shall ensure all Task Order Management deliverables, documentation, and artifacts adhere to the DOT CIO policies, processes, and templates as applicable and/or as requested by the COR.

7.1.1.13 The Contractor shall prepare for and participate in project status reviews and other government oversight meetings with DOT and OCIO management and staff on a no less than a monthly basis.

7.1.1.14 The Contractor shall provide technical and programmatic preparation and support for liaison and collaboration meetings among DOT organizations as needed by OCIO.

7.1.1.15 The Contractor shall maintain all Enterprise IT Shared Service (EITSS) Program communication, content, documentation, and deliverables on a DOT internal collaboration and document management site. (e.g., SharePoint). This shall include support for administration of the government furnished collaboration site as well as management and maintenance of the site’s folder structures.

7.1.1.16 Starting the first day of the Task Order Transition in period, the Contractor shall ensure necessary personnel actions, appropriate training, (including, but not limited to, any required certifications), as well as non-personnel considerations such as materials and supplies, equipment, facilities, sub-contracts, leases, environmental issues, safety and

DOT security, etc. are accomplished in accordance with the accepted Transition plan.

7.1.1.17 The Contractor shall ensure that all Contractor staff conduct themselves with the utmost of professional courtesy and standards at all times, notably in ‘customer facing’ service transactions to include written communication.

7.1.1.18 The Contractor shall provide a deliverables schedule to ensure on-time delivery of contract requirements.

7.1.2 SUB-TASK 1.2: QUALITY MANAGEMENT PLANNING

7.1.2.1 The Contractor shall provide an updated Quality Management Plan (QMP) (updating that version submitted in the Offeror’s proposal) that contains, as a minimum, the items listed below to the COR for acceptance not later than fifteen (15) business days after award. The COR will notify the Contractor of acceptance or required modifications to the plan.

7.1.2.2 The updated QMP shall include the following minimum requirements:

7.1.2.2.1 A description of the inspection system to cover all major services and deliverables. The description shall include specifics as to the areas to be inspected on both a scheduled and unscheduled basis, frequency of inspections, and the title and organizational placement of inspectors.

7.1.2.2.2 A description of the methods to be used for identifying and preventing defects in the quality of service performed.

7.1.2.2.3 A description of the records to be kept to document inspections and corrective or preventative actions taken.

7.1.2.2.4 All records of inspections performed shall be retained and made available to the Government as required by applicable regulations.

7.1.3 SUB-TASK 1.3: TRANSITION IN

7.1.3.1 The Contractor shall provide a revision to their Transition Plan (submitted as part of the

Contractor’s proposal) to the COR for approval within fifteen (15) business days of contract/task order award. The updated Transition Plan shall include milestones and when properly trained, qualified, and certified personnel will accomplish full

Assumption of Responsibility (AOR) for all requirements identified in the contract. The

Transition Plan shall include start up, mobilization schedule, and transition depicting the chronological sequence of events which the Contractor shall accomplish beginning on award state date.

7.1.3.2 The Contractor shall incorporate termination dates of existing Contractor performance periods and DOTS planned major project dates into the transition plan.

7.1.3.3 The Contractor shall demonstrate the ability to quickly staff the requirement to meet the

Transition schedules dictated by the expiring contract(s).

7.1.3.4 The Contractor shall demonstrate the ability to ensure proposed personnel are vetted to guarantee they meet DOT suitability and security clearance process thus aiding in a more expedient process.

7.1.3.5 The Contractor shall fulfill the Transition-In requirements of the PWS by implementing their proposed Transition strategy and perform critical tasks to expediently obtain employee security clearances; recruit and staff required positions; establish management processes and controls; and other tasks the contractor deems necessary.

7.1.4 SUB-TASK 1.4: TRANSITION OUT

7.1.4.1 At least 120 days before the expiration of work, upon request by the COR, the

Contractor shall provide a transition Out Plan that shall identify transition support activities for all transition efforts for follow-on requirements to minimize disruption of services. The Transition Out Plan and support shall include the following:

7.1.4.1.1 Approach for managing issued inventory and final inventory reconciliation to issued inventory of all Government Furnished Equipment (GFE) and

Government Furnished Information (GFI) in Contractor possession

7.1.4.1.2 Status of all deliverables

7.1.4.1.3 Current issues, problems, or activities in process that require immediate action

7.1.4.1.4 The plan on how the Contractor intends to support the transition to the successor contractor, and the list of key personnel involved in this effort

7.1.4.1.5 The COR shall approve the transition Out plan. Upon award of a follow-on contract/task order, the Contractor shall work with the successor contractor to provide knowledge transfer and transition support as required by the

COR.

7.1.4.2 The Contractor shall meet with DOT representatives and successor contractor to determine how the transition will take place, develop schedules, and collaborate on execution of the Transition Out requirements.

7.1.4.3 The Contractor shall manage all Transition Out activities in accordance with the approved Transition Out Plan, ensure all milestones are completed effectively, and ensure timely and seamless phase out for closure of the contract.

7.1.4.4 The Contractor shall permit the successor contractor (and the successor contractor’s employees) to observe and become familiar with any and all operations specified in the contract for a COR specified timeframe, prior to the expiration or termination of the period of performance.

7.1.4.5 The Contractor shall provide complete electronic copies (updating where needed) of current operating manuals, procedures, plans, and other relevant artifacts, but not limited to, standards, policies, procedures, diagrams, workflows, etc.

7.1.4.6 The Contractor shall maintain the full operational status and continue all current work in progress until the successor contractor assumes full operational responsibility. The

Contractor shall not destroy, delete, or otherwise dispose of any files or data without prior permission from the COR.

7.1.4.7 The Contractor shall fully cooperate in a transition out with the successor contractor and the Government so as not to interfere with their work or duties.

7.1.5 SUB-TASK 1.5: PROGRAM MANAGEMENT AND EITSS PERFORMANCE SUPPORT

7.1.5.1 Program Management and EITSS Performance Support includes all management and technical support functions necessary to effectively operate the EITSS Contract through support services providing program management and technical, functional, and operational support to DOT in the development of plans and procedures, program coordination and service delivery integration, quality assurance surveillance, performance and service level monitoring, compliance audits, and reporting for the

EITSS Task Orders.

7.1.5.2 To support this Task, the Contractor shall provide qualified program and project management resources with relevant background and experience, including certifications such as Project Management Institute Project Management Professional (PMP) or generally accepted government equivalent (e.g., Federal Acquisition Certification for

Program and Project Managers (FAC-P/PM) Level III).

7.1.5.3 The Contractor will support the EITSS contract with strategic business and tactical planning, governance, decision making, and program planning, control, reporting, administration, and communication as applicable.

7.1.5.4 The Contractor shall assist DOT in the coordination, alignment, integration, and synchronization of service delivery, initiatives, and operations related work performed throughout the EITSS Task Orders. This includes support to DOT in the evaluation of performance; timeliness of submission of contractual deliverables; support to DOT functional offices regarding program reviews, status, performance, and actual or anticipated problems; and performance of Task Order administration.

7.1.5.5 The Contractor shall support DOT to maintain an overall perspective across DOT through Task Order relationships and monitor interactions to identify areas where customers may be working at cross purposes or otherwise impacting one another’s performance and could inhibit enterprise related efforts.

7.1.5.6 The Contractor shall facilitate EITSS Task Order Oversight and Management planning sessions to establish integrated EITSS Task Order Management roles and responsibilities, develop tools and templates, and define a governance model for effective and integrated Government oversight of the work performed throughout DOT in the areas of Infrastructure Operations and End User Support.

7.1.5.7 The Contractor shall draft and, with DOT OCIO Program review and approval, finalize and implement a comprehensive and integrated EITSS Task Order Oversight Plan that documents processes, procedures, tools, and templates for effective oversight of the

EITSS Task Orders.

7.1.5.8 The Contractor shall support DOT and OCIO specifically, in the implementation of approved Task Order Oversight Plan processes, procedures, tools, and templates.

7.1.5.9 The Contractor shall assist in the identification and analysis of EITSS programmatic risks. Provide support for the development and maintenance of an EITSS Program Risk

Management Plan and implementation of risk management at the integrated EITSS

Program level.

7.1.5.10 The Contractor shall assist in the creation, update, management, and analysis of an

EITSS Program IMS for tracking critical projects and initiatives across all DOT Task

Orders. This shall include tracking and status reporting on all Level of Estimates (LOEs) approved by the government as formal projects that may impact program operations and service delivery.

7.1.5.11 The Contractor shall develop and implement a Communications Plan which clearly communicates the activities of the EITSS Contract and associated task orders to relevant stakeholders. Implementation includes communications and reporting to senior OCIO, and DOT management and requested parties, the Office of Management and Budget

(OMB), and external stakeholders to inform them of EITSS work activities, milestones, and publications. The Communications Plan shall also identify regular mechanisms and channels for capturing issues, concerns, and improvement recommendations from customers of EITSS services.

7.1.5.12 The Contractor shall support the EITSS Contract and OCIO to identify the need for, and support the establishment of Concept of Operations (CONOPS) that include standard operating procedures (SOPs) for ensuring that the desired coordination and collaboration is obtained across the EITSS Task Order functional areas and service providers in areas where service delivery hand offs and shared responsibilities exist.

7.1.5.13 The Contractor shall provide support the tracking and analysis of EITSS Contract financial data.

7.1.5.14 The Contractor shall assist the EITSS Contract in supporting and maintaining DOT

OCIO IT Strategic Plan. The strategic planning process shall facilitate strategic decisions for the EITSS Contract with respect to its current and future structure and the integration of modal services within DOT. The strategic planning process shall be accomplished in concert with the DOT and OCIO technical and business strategic planning efforts.

7.1.5.15 The Contractor shall support the EITSS Contract in planning and conducting quarterly

EITSS Contract Reviews to determine if EITSS Task Orders and underlying services and projects are meeting management expectations and performing according to established parameters.

7.1.5.16 The Contractor shall plan and facilitate meetings (monthly at a minimum) with OCIO stakeholders to ensure timely reviews and government feedback on contractual deliverables submitted as part of EITSS Task Order(s). The Contractor shall produce a

Deliverable Review Meeting Report documenting discussion, findings, and recommendations.

7.1.5.17 The Contractor shall assemble EITSS Task Order performance data to support EITSS

Task Order SLA Disincentive determination reviews. The Contractor shall analyze information generated make recommendations on applicable disincentives.

7.1.5.18 The Contractor shall support the Government to validate whether proposed EITSS contractor employees meet the qualifications to be billed in each labor category.

7.1.5.19 The Contractor shall continuously capture EITSS Contract lessons learned, including capture of issues, concerns, and improvement recommendations from OCIO customers of services, and deliver a report semi-annually identifying and documenting common issues and risks, and develop remediation recommendations and continuous improvement strategies. The report shall also include recommendations for potential cost savings options for the EITSS Task Orders.

7.1.5.20 The Contractor shall provide meeting support and assistance to EITSS Contract, to include support for meeting setup and scheduling, minutes capturing, facilitation, development of briefing materials, and other general meeting support as required. For each meeting supported, the Contractor shall deliver written meeting minutes summarizing substantive discussion points and action items from the meeting.

7.1.5.21 The Contractor shall ensure all Task deliverables, documentation, and artifacts adhere to the DOT CPIC policies, processes, and templates as applicable to include, but not limited to, project plans, schedules, Project Charter, Project Management Plan, Risk

Management Plan, Communications Management Plan, and Change Management Plan.

This shall also include the delivery and update as needed of a work breakdown structure and activity/milestone schedules for each ongoing and planned project.

7.1.5.22 The Contractor shall prepare for and participate in project status reviews, stage gate reviews, and other government oversight meetings with OCIO and other DOT management and staff on a no less than a monthly basis.

7.1.5.23 The Contractor shall provide technical and programmatic preparation and support for liaison and collaboration meetings among other DOT organizations.

7.1.5.24 The Contractor shall maintain all EITSS Contract communication, content, documentation, and deliverables on an internal EITSS Contract’s collaboration and document management site. (e.g., SharePoint). This shall include support for administration of the government furnished collaboration site as well as management and maintenance of the site’s folder structures.

7.1.5.25 When requested by the COR, the Contractor shall provide information, technical, and management briefings with a COR approved template, and presentations to the EITSS

Contract, Senior Management, and oversight agencies on all aspects of the work being performed. The Contractor shall provide support and assistance in providing timely, accurate information for the preparation of these reports and presentations.

7.1.6 SUB-TASK 1.6: SERVICE LEVEL MANAGEMENT

7.1.6.1 The Contractor shall conduct a review of EITSS Task Order(s) contractor monthly

Service Level Agreement (SLA) reports to verify and validate contractor performance against SLAs. The Contractor shall verify and validate the accuracy and completeness of

SLA reports as well as actual performance against contractual SLA targets. The

Contractor shall develop and deliver a SLA Review Report documenting analysis, findings, and recommendations.

7.1.6.2 The Contractor shall monitor and report on all Service Level Agreements in the

EITSS Contract to include Infrastructure Operations and End User Support and inform the CO’s and Federal Task Managers Representative when SLAs are being breached or are about to be breached. Work to be performed will assist DOT with determining incentives as set forth in the contract. Specifically, the Contractor will:

7.1.6.2.1 Report Service Level performance and attainment on a GFE dashboard no less than once a month.

7.1.6.2.2 Configure, operate, and maintain the GFE service level dashboard.

7.1.6.2.3 Monitor service level performance, document and report on service level performance, and recommend service level improvement plans.

7.1.6.2.4 Develop, document, and/or update (where existing) Service Level

Monitoring and Reporting Procedures that meet DOT requirements and adhere to defined DOT policies.

7.1.6.2.5 Report on SLA Performance and Improvement Results.

7.1.6.2.6 Provide both ad hoc and new service level reports as well as service level analytics capability.

7.1.6.2.7 Coordinate SLA monitoring and reporting with designated DOT representative and third parties.

7.1.6.2.8 Measure, analyze, and provide management reports on performance relative to SLAs.

7.1.6.2.9 Develop and deliver SLA Improvement Plans where SLAs are breached.

7.1.6.2.10 Implement SLA improvement plans.

7.2 TASK 2: PROJECT MANAGEMENT

7.2.1 SUB-TASK 2.1: PROJECT MANAGEMENT SUPPORT

7.2.1.1 This task provides general project management requirements applicable to all EITSS activities including projects within the Infrastructure Operations and End User Support

Performance Work Statements (Attachments J-2 and J-3).

7.2.1.2 The Contractor shall provide high quality project management support for all government approved projects.

7.2.1.3 The Contractor shall provide qualified program and project management resources with relevant background and experience, including an active Project Management Institute

Project Management Professional (PMP) certification or generally accepted government equivalent (e.g., Federal Acquisition Certification for Program and Project Managers

(FAC-P/PM) Level II).

7.2.1.4 The Contractor shall manage projects using formal project management tools, methodologies and standards based on standardized and industry accepted methodologies.

7.2.1.5 The Contractor shall provide full lifecycle project management support to DOT projects using standardized and industry accepted methodologies for project initiation, planning, executing, monitoring and controlling, and closing.

7.2.1.6 The Contractor shall ensure all deliverables, documentation, and artifacts adhere to the

DOT policies, processes, and templates as applicable to include project plans, schedules, Project Charter, Project Management Plan, Risk Management Plan, Communications Management Plan, and Change Management Plan. This shall also include the delivery and update as needed of a work breakdown structure and activity/milestone schedules for each ongoing and planned project.

7.2.1.7 The Contractor shall deliver written project status reports on no less than a monthly basis for all active projects to the designated DOT project manager.

7.2.1.8 The Contractor shall prepare for and participate in project status reviews, stage gate reviews, and other oversight meetings with DOT and other OCIO management and staff on no less than a monthly basis.

7.2.1.9 The Contractor shall provide technical and programmatic preparation and support for liaison and collaboration meetings among other DOT organizations.

7.2.1.10 The Contractor shall upload all project deliverables, reports, and other artifacts to a government-provided project collaboration site.

7.2.2 SUB-TASK 2.2: TECHNICAL WRITING SUPPORT

7.2.2.1 Technical writing services shall support the collection and organization of information required for the creation of documents such as Standard Operating Procedures, Root

Cause Analyses, user manuals, training materials, technical diagrams, briefs, reports, etc. The Contractor shall complete writing assignments according to set standards for order, clarity, conciseness, style, and terminology. Technical writing activities will support all tasks within the EITSS contract including the Infrastructure Operations and

End User Support PWS (Attachment J-2 and J-3). Specific technical writing activities include:

7.2.2.1.1 Develop and fully execute new Standard Operating Procedures (SOP’s) in support of all internal processes that are required from the service provider in order to support identified within the IT Shared Services (ITSS) organization as defined in all assigned task orders. New SOP creation can result from the completion of IT projects or on an as-needed basis. The number of new SOP creations will vary based on changes in technology, government investments, and completed projects throughout the year.

7.2.2.1.2 Maintain an online SOP library for documents required of the service provider that are available to all assigned contract personnel and Federal

Managers within OCIO currently hosted in the Microsoft SharePoint application.

7.2.2.1.3 Organize materials and complete writing assignments according to set standards regarding order, clarity, conciseness, style, and terminology.

7.2.2.1.4 Maintain records and files of work and revisions to SOPs.

7.2.2.1.5 Edit, standardize, or make changes to material prepared by other writers or establishment personnel.

7.2.2.1.6 Maintain and execute against a master schedule of all SOP activities to include an annual review cycle to ensure all are part of a Continual Service

Improvement (CSI) cycle.

7.2.2.1.7 Produce SOP status reports on a weekly basis that tracks SOP’s in development, under review, and awaiting signatures.

7.2.2.1.8 Update and consolidate system diagrams from various IT Areas

(Networking, Server Engineering, etc.) into one diagram to provide an enterprise-wide view. These are technical diagrams that include physical vs.

virtual hardware, etc.

7.2.2.1.9 On an as-needed basis, serve as a meeting facilitator to assist internal teams and OCIO Federal managers to whiteboard processes and document process flow using the Arrow Diagramming Method (aka Activity-On-Arrow), or other industry recognized process documentation techniques.

7.2.2.1.10 On an as-needed basis, assist with documenting information gathered in technical meetings or group sessions.

7.2.2.1.11 Manage the knowledge base library, as part of the Service Management

System, containing knowledge articles (quick instructions) by loading knowledge articles following the review of submitted documents by Subject

Matter Experts for order, clarity, conciseness, style, and terminology.

7.2.3 SUB-TASK 2.3: COMMUNICATIONS SUPPORT

7.2.3.1 Communication services will be provided by the Contractor using qualified staff, and shall assist in championing DOT/CIO related work including changes to business offerings, projects and/or OCIO strategies, information sharing initiatives and similar efforts. Work to be performed will be related to activities as listed in the EITSS contract including the Infrastructure Operations and End User Support PWS

(Attachment J-2 and J-3). The Contractor will be responsible for the following communications services by working with DOT staff and other contractor staff to:

7.2.3.1.1 Develop and manage knowledge sharing processes in the context of user familiarization to new and existing offerings and tools external to IT POCs and personnel within the Department of Transportation.

7.2.3.1.2 Develop and manage user familiarization material on OCIO processes and services.

7.2.3.1.3 Develop communications Plans for OCIO Projects and initiatives (including emails, web content, videos, and guides).

7.2.3.1.4 Collaborate with project staff, technical writers, customer service points of contact, and OCIO communications partners on content creation.

7.3 TASK 3: ASSET MANAGEMENT

7.3.1 SUB-TASK 3.1: HARDWARE ASSET MANAGEMENT

7.3.1.1 The Contractor shall track, monitor, and document inventory of Government-furnished end user hardware and software dynamically in the Service Management System

(currently Remedy) as hardware is deployed into the environment. Inventory information shall include, but not be limited to, manufacturer, model number, quantity, item name, item description, serial number, recipient name, and recipient location.

Inventory shall be updated within forty-eight (48) calendar hours of deployment.

7.3.1.2 The Contractor shall maintain the accuracy of the DOT the Service Management

System (currently Remedy) for all OCIO government furnished equipment within forty-eight (48) hours of receipt, deployment and disposition.

7.3.1.3 The Contractor shall be responsible for excess of all assets following DOT policies and guidelines through the following work activities:

7.3.1.3.1 Notifying DOT Property Federal staff of assets to be excessed

7.3.1.3.2 Tracking all assets to be excessed through Government-furnished templates

7.3.1.3.3 Affixing Government-furnished labels as necessary for identifying equipment to be excessed

7.3.1.3.4 Submitting DOT related paperwork (SF-122) as applicable to complete the excess process

7.3.1.3.5 Changing status of asset disposition in the Service Management

System (Remedy)

7.3.1.4 The Contractor shall perform quarterly asset inventory audits which describe all hardware and software on the network and produce an Asset Inventory Report in DOT-approved format.

7.3.1.5 The Contractor shall perform (at the request of the government) an Inventory Audit, in accordance with the current DOT policy, annually including:

7.3.1.5.1 Provide inventory of all in-scope assets (both on and off the network);

7.3.1.5.2 Assets in field service locations if applicable; and

7.3.1.5.3 Explanations/root cause analysis where 100 percent of the physical inventory cannot be performed.

7.3.1.6 The Contractor shall supply inventory data in a Government-hosted, commercially-available, searchable, relational database for ease of review, validation, and analysis.

Inventory data is to be provided to the COR and Asset Manager on a biweekly basis to assist with ordering new assets for non-capital assets to include laptops, desktops, tablets, monitors, and peripherals, and other IT devices kept and stored at the DOT facility including the DOT warehouse. Data from the Service Management System should support this effort.

7.3.1.7 The Contractor shall maintain physical spaces at both the DOT offsite warehouse and

DOT HQ storage (E51-123 and W12-160) to include proper shelving of items, labelling/pricing on all received containers, and preparing equipment (pulling off shelves and placing on pallets) for DOT Property Warehouse Managers to transport back to DOT HQ and vice versa.

7.3.1.8 The Contractor shall affix Government-furnished barcodes (with serial # and model #) to hardware where visible to the user from his or her seat at the time of installation.

7.3.1.9 The Contractor shall coordinate incident ticket requests for unapproved, non-standard hardware submitted by customers with the Federal Asset Manager to ensure items are identified for government purchase.

7.3.1.10 The Contractor shall ensure Government-furnished consumable billing form(s) and INC tickets are completed to ensure all asset related costs are recovered within a week of deployment if applicable.

7.3.1.11 The Contractor shall provide packing list and confirmation of received shipments to the designated Government Purchase Cardholders and Asset Manager for reconciliation and auditing along with the documented date of receipt within 5 business days of logging in the shipment.

7.3.2 SUB-TASK 3.2: SOFTWARE ASSET MANAGEMENT

7.3.2.1 The Contractor shall track, monitor, and document inventory of Government-furnished enterprise, infrastructure and end user software dynamically as software is deployed into the Common Operating Environment (COE). Inventory information shall include, but not be limited to, manufacturer, name, quantity, license key, license term, license expiration date, maintenance period, recipient name, and recipient location. Inventory shall be updated within forty-eight (48) calendar hours of deployment.

7.3.2.2 The Contractor shall maintain and monitor Government-Furnished end user software licenses and maintenance agreements in compliance with the Megabyte Act. This shall include, but not be limited to, notification to the Government of expiring licenses no later than ninety (90) calendar days prior to expiration.

7.3.2.3 The Contractor shall provide recommendations to retire or purchase additional licenses based on capacity and recommended alternatives.

7.3.2.4 The Contractor shall monitor software license usage and provide recommendations to the Government when license capacity must be expanded.

7.3.2.5 The Contractor shall ensure that documented processes are in place for the lifecycle management and accountability of enterprise software.

7.3.2.6 The Contractor shall ensure that enterprise software licenses are accounted for, tracked and managed within an automated toolset accessible to the Government asset, change and configuration functional areas.

7.3.2.7 The Contractor shall ensure that all enterprise licenses are recovered from GFE during employee out processing and device decommissioning.

7.3.2.8 The Contractor shall ensure that all enterprise licenses are harvested and incrementally restored into the appropriate Government organization’s inventory and tracked in an enterprise accessible automated system.

7.3.2.9 The Contractor shall ensure that all enterprise software and the associated licenses are accounted for in the Government approved configuration management database.

7.4 TASK 4: BUSINESS RELATIONSHIP MANAGEMENT (BRM)

7.4.1 The Business Relationship Managers (BRMs) serve as liaisons and business partners between OCIO subject matter experts and the OA COE customer base, ensuring OCIO is aware of customer requirements and effectively addresses customer needs. BRMs provide tailored customer service and maintain continuous and open communication between the customer and IT Shared Services on all service and support issues to facilitate and streamline 1) Communications between the IT community and OA business lines, 2) Access to current information on DOT IT Shared Services Enterprise

Projects, and 3) Problem escalation and resolution

7.4.2 The Contractor must provide DOT customers with updates on OCIO projects and services and the impact on existing or evolving DOT enterprise architecture and supporting systems; identify customer preferences, including the types of information the customer needs to access, as well as the tools, and frequency in which they would like to access it; document and communicate these requirements to the organization’s senior IT Operations and federal staff, as required.

7.4.3 The Contractor will facilitate resolution of OA business needs, planned and unplanned, and monitor and report on status; provide guidance, monitor progress, and work with

DOT technical support staff to clearly define customer problems and requirements, providing timely feedback to the customer.

7.4.4 The Contractor will analyze operational requirements and long-term, strategic communications requirements and recommend appropriate solutions and resources;

solicit feedback from the IT staff and recommends design improvements and upgrades;

use access to subject matter expert technical knowledge and operational experience to work with customers to clarify requirements; review existing procedures and policies for completeness, accuracy, and efficiency.

7.4.5 The Contractor will maintain customer relationships by handling questions and concerns with expedience and professionalism; conduct interviews with customers and agency technical representatives to plan, conduct, and implement business processes and projects related to all facets that support the COE operational and support architecture, including governance.

7.4.6 The Contractor shall execute the complete process of for developing a Level of Effort

(LOE) which are used to define requirements that are in-scope of the Task Order but undefined at time of award of the Task Order.

7.4.7 The Contractor shall receive, process, price, and estimate solutions to LOEs. The

Contractor shall operate, maintain, monitor, and update the tracking tool (currently

SharePoint web site) viewable by the Government 24x7x365. The tracking tool shall be updated within one (1) business day of receipt of a LOE from the Government.

7.4.8 The Contractor shall perform the response activities required to collect the LOE, analyze, request clarification, recommend alternatives, meet with the requestor, and document the response to the LOE. This process shall continue through and including, but not limited to, the OCIO customer/requestor’s decision to proceed.

7.5 TASK 5: PRODUCT AND SERVICE CATALOG SUPPORT

The Product and Service Catalog currently consists of several webpages on the DOT Intranet.

The Contractor shall assist DOT with the development of a Product and Service Catalog using a

Service…