MSBRS SIR Section C - Amendment 0002.docx

AJM-231 Document Title

Mode S Beacon Replacement System (MSBRS) Statement of Work

July 18, 2018

Federal Aviation Administration 600 Independence Avenue, SW Washington, DC 20591

Table of Contents

Table of Tables

Contract Number: XXXX Section C: STATEMENT OF WORK

Mode S Beacon Replacement System (MSBRS) Overview

1.1 Introduction

The existing Mode S systems are over 25 years old and suffering from a shortage of replacement parts. A recent study identified 11 Line Replaceable Units (LRU) that will become obsolete before 2018. In addition to these LRUs, an additional 28 LRUs would require replacement or modification due to dependencies.

As part of Phase 3 to the Mode S Service Life Extension Program (SLEP), the Government conducted an alternatives analysis and determined that a system replacement would provide greater cost and technical benefits to address component obsolescence than a complete system redesign.

The Mode S Beacon Replacement System (MSBRS) is an alternative SLEP approach to replace, rather than refurbish, the legacy Mode S systems with a design that incorporates modern surveillance interfaces, and defends and mitigates cyber security threats. These modifications are needed to ensure supportability and sustainment of the systems. The existing Secondary Surveillance Radar (SSR) antenna, encoder, and rotary joint will be retained. Additionally, the MSBRS will incorporate modern surveillance interfaces to support FAA NextGen functionality and sustainment of the NAS until the deployment of Spectrum Efficient National Surveillance Radar (SENSR).

1.2 Background

The FAA awarded a production contract for the legacy Mode S System in fiscal year 1985 to replace the aging Air Traffic Control Radar Beacon System (ATCRBS) Beacon Interrogators with the first operational site commissioning in 1994. There are 148 operational Mode S systems in the National Airspace System (NAS). The legacy Mode S System is a combined secondary surveillance radar (beacon) and ground-air-ground data link system that supports Air Traffic Control (ATC) in Terminal and En Route airspaces. Based on recent logistics studies of the availability of spare parts, the decision was made in December 2016 to replace, rather than refurbish, the legacy Mode S systems.

The FAA will transition to Automatic Dependent Surveillance-Broadcast (ADS-B) as the preferred means of surveillance on January 1, 2020 when the regulatory requirements for operators to be equipped with ADS-B transponders is in effect. As part of the transition, the FAA defined a backup strategy to mitigate the potential loss of ADS‐B during a Global Positioning System (GPS) interference or jamming event. The result of that study selected a reduced set of SSRs to provide this backup capability. The remaining SSRs included all En Route radars and a subset of approximately 45 Terminal SSRs. Currently, the number of radars to be part of the backup capability is being revalidated.

1.3 Purpose

The purpose of this Statement of Work (SOW) is to define the effort required to design, develop, test, implement and support the MSBRS to meet all requirements in the FAA MSBRS System Specification Document (SSD), FAA-E-7716, provided in Section J (Attachment J-5) of this contract. This SOW also includes provisions for Program Management (PM), System Engineering (SE), System Design, System Development, System Test and Evaluation, Training, Implementation, Integrated Logistics Support, Engineering Services, and General Engineering/Technical Services. The Contract Data Requirements List (CDRL) contained in Section J-3 of this contract defines the documents to be delivered to the Government resulting from the effort defined in this SOW.

1.4 Scope

The scope of this contract includes the following major components:

· Establishment and maintenance of a Program Management Office (PMO) organization, capabilities and processes to support and coordinate the work performed under this contract, compliance with all terms and conditions, and effective communication with the Government

· Design, development and testing of the MSBRS system IAW FAA-E-7716, (Attachment J-5)

· Development of training for FAA MSBRS operators and maintainers which include Second Level Engineering and Depot personnel

· Implementation including disposition of legacy system and integration of MSBRS into the NAS

· Development and provision for all elements of Logistical Support and transition to the Government

· Development and provision of Engineering Services and System/Site Support For this contract, Commercial-Off-The-Shelf (COTS) is a product or service that has been developed for sale, lease, or license to the general public and is currently available at a fair market value. For the purpose of this contract, COTS products include hardware, software and firmware IAW FAA AMS Clause 3.5-13 (a) (1) through (5). Contractor-developed hardware and/or Contractor-modified COTS, whether previously developed/modified or newly developed/modified, must be considered Non-developmental items (NDI) equipment. The Contractor must grant to the Government limited rights to all NDI data, hardware, and documentation and restricted rights for firmware and software, including source code. For all items developed under this contract the Government claims unlimited rights. In addition, the Contractor must grant to the Government licenses to all developmental and NDI data, hardware, firmware, and software.

Applicable Documents The following listed documents referencing specifications, handbooks, orders, standards, policies, publications, and drawings are part of this contract and are applicable to the degree they are specified herein.

The current approved version of these documents as of the contract award date applies. In the event of a conflict between this SOW and any applicable documents cited below, the provisions of this SOW must apply. In the event that an applicable document should change after the contract award date and result in a change to programmatic, technical requirements and/or design, the Contractor must submit an Engineering Change Proposal (ECP).

· Requests for security related documents, or copies of documents not covered in the preceding paragraph should be addressed to the Contracting Officer (CO). Requests should fully identify material desired and cite the solicitation or contract number.

· Copies of Military Standards and Specifications may be obtained via the following website, http://quicksearch.dla.mil/qsSearch.aspx or can be ordered from the Department of Defense Single Stock Point (DODSSP), Building 4/Section D, 700 Robbins Avenue, Philadelphia, PA 19111-5098

· Copies of ISO/ASQ Q9001-2008 can be obtained from the following source: American Society for Quality Control 600 North Plankinton Avenue P.O. Box 3005; Milwaukee, Wisconsin 53201-3005. Phones: (414) 272-8575 or (800) 248-1946. The fax is: (414) 272-1734. Copies are also available on the internet.

· Copies of EUROCONTROL documents may be obtained through the web site: https://www.eurocontrol.int/asterix-specifications-library

· Copies of the Acquisition Management System Test and Evaluation Process Guidelines are available in the FAA Acquisition System Toolset (FAST). The online internet address of FAST is: http://fast.faa.gov/.

FAA Documents Table 21 – FAA Documents

Handbooks

Orders

Specifications

Standards

Other

Military Documents Table 22 – Military Documents

Handbooks

and Systems, Volumes I and II

Standards

Other Documents Table 23 – Other Documents

Requirements Program Management Program Management Organization The Contractor must establish and maintain a formal organization to manage the contract and subcontracts. The Contractor must develop and implement an integrated Program Management Plan (PMP) to efficiently and effectively execute all the requirements of this contract to include: program control, quality assurance, configuration management, system design, system engineering, software development, system refresh and upgrade, service requirements & support, test & evaluation, integrated logistics support, site implementation and activation, training, subcontract management, management of Government furnished resources, risk management, and security. The Contractor must identify in the PMP the Contractor’s and subcontractor(s) management, organization, authority, responsibility, controls, communications, issue resolution/reporting, testing program, methods, and procedures; and the extent to which these apply to the MSBRS. The Contractor must detail in the PMP the Contractor’s methodology to ensure that the program management requirements set forth in this SOW are met IAW CDL PM01. The Contractor must perform the following tasks in managing this contract, including, but not limited to:

· Produce the schedules of work that reflect and track all deliverables as specified by this SOW

· Identify risks and develop mitigation plans for those risks An integral factor in the success of the program is the Contractor's plans for interaction with the Government. The Contractor must ensure that all interaction is managed and conducted to provide maximum benefit toward successful completion of the program.

CDRL PM01 Program Management Plan (PMP) Program Control The Contractor must assign a Program Manager to organize, plan, schedule, implement, control, analyze, and report on all elements of the contract. The Program Manager must have resources, authority, and overall responsibility to ensure efficient and timely program execution and must be the Contractor's focal point for all required program tasks. The Contractor's Program Manager must be prepared to present and discuss the status of contract activities at any time. The Contractor must continuously monitor the technical performance of this contract, and of all subcontracts, and provide the Government with an assessment of program progress or problems at Program Management Reviews (PMR), Technical Interchange Meetings (TIM), and in the Program Management Status Report (PMSR). The PMSR contains the progress of work, status of the program and assigned tasks. The Contractor must use a schedule performance measurement and reporting system and an earned value management system (EVMS). The Contractor must report both of these as part of the Integrated Program Management Report (IPMR), IAW CDRL PM02. The Contractor must maintain these systems and related procedures throughout this contract. The Contractor must ensure the management methods and procedures provide visibility into, and timely progress reporting on, all contracted efforts for internal management and Government oversight purposes. The PMSR must be submitted IAW CDRL PM03.

The Contractor must apply the metrics described in CDRL PM023 for assessing the cost, schedule, performance of the work, and risks of the MSBRS Program. The Contractor must be responsible for developing and obtaining Government approval of the criteria for successful completion of each metric. The Contractor must provide program metrics information IAW CDRL PM033 and report their status at PMRs and TIMs.

Risk Management The Contractor must identify cost, schedule, and technical risks, issues, and opportunities (RIO), and describe how it will effectively manage these RIOs throughout the performance of this contract. The Contractor must identify its risk management program, plans, organization, processes and techniques in the PMP. The Contractor’s risk management program must be compatible with the FAA Risk Management Program, as provided for guidance in Attachments J-28 through J-30.

The Contractor must conduct ongoing risk management activities during the period of the contract. The Contractor must ensure that the risk management activities are an integral part of the Contractor’s management process, and must maintain a risk management program to assess RIOs associated with achievement of technical, cost, and schedule requirements. Specific risk management functions must include the following:

· Identification of known and potential risks, issues and opportunities

· Assessment of risks, including a relative ranking as provided by the Government by program impact and likelihood

· Establishment of critical thresholds or points for re-evaluation

· Assessment and quantification of the impact of risks on successful completion of the work efforts by relating risks and costs to schedule and technical performance

· Definition of methods or alternatives to mitigate or minimize these risks, including the identification of criteria upon which programmatic decisions can be based

· Development, implementation, and report mitigation plans and progress for RIOs

· Materials for conducting joint risk reviews with the Government The Contractor must develop and maintain a list identifying, analyzing, and classifying program risks. The Contractor must identify risks, assign a priority (Low, Medium, or High), and develop risk mitigation plans for these risks. The Government must be notified immediately upon Contractor identification of a Medium or High Priority risk. Significant risks must be identified in the PMSR, and the status and mitigation plans must be presented and discussed at the PMRs. If it is determined that identified risks have significant potential for program impacts, the Contractor must present their mitigation plans and status at risk management meetings as requested by the Government.

Planning and Reporting Contract Work Breakdown Structure (CWBS) The Contractor must prepare the Contract Work Breakdown Structure (CWBS) based on the FAA Work Breakdown Structure (WBS) (Attachment J-27) using MIL-HDBK-881 for guidance. The Contractor must maintain and update the CWBS to a minimum level 3 IAW CDRL PM05. The CWBS must (a) reflect the manner in which the work will be accomplished on the contract, and (b) facilitate management, data collection, and reporting.

CDRL PM05 Contract Work Breakdown Structure (CWBS) Earned Value Management System (EVMS) The Contractor must have a documented and validated Earned Value Management System (EVMS) and provide status as part of the IPMR IAW CDRL PM02. The EVMS must be IAW Section I, EVMS Clauses. The Contractor must utilize the EVMS to manage and document:

· All planned work scope for the program from inception to completion

· Timely baseline establishment and control

· Information broken down by product as well as by organization or function

· Objective measurement of accomplishment against the plan at levels where the work is being performed and IAW the approved CWBS

· Summarized reporting to higher management for use in decision-making

· Reporting discipline

· Analysis of significant variances

· The implementation of management actions to mitigate risk and manage cost and schedule performance The Contractor's EVMS must:

· Establish the time-phased budgeted cost of work scheduled (BCWS) (including work authorization, budgeting, and scheduling), the budgeted cost for work performed (BCWP), actual cost of work scheduled (ACWS), the actual cost of work performed (ACWP), the budget at completion (BAC), the estimate at completion (EAC), and provisions for subcontractor performance measurement and reporting

· Apply all direct and indirect cost and provisions for use and control of management reserve and undistributed budget

· Incorporate changes to the contract budget base on approval of the Government

· Establish constraints to preclude subjective adjustment of data to ensure performance measurement remains realistic. Unless the Contracting Officer provides prior written approval, in no case must the total allocated budget exceed the contract budget base. For cost reimbursement contract line items, the contract budget base must not be adjusted to reflect cost growth increases.

· Establish and document the capability to accurately identify and explain significant cost and schedule variances, both on a cumulative basis and projected at completion basis The Contractor must prepare and submit Contract Funds Status Reports (CFSR) IAW CDRL PM06, and IPMR IAW CDRL PM02, utilizing the EVMS. EVMS must be reported at monthly PMRs. The EVMS information must include integrated subcontractor information in a manner to prevent any lag in reporting.

The Contractor must provide a monthly Financial Status Report, IAW CDRL PM08, clearly stating the financial status by CLIN and reporting all Contractor’s cost associated with the contract. The cost data for the report must be from the prime Contractor’s internal financial accounting system. The prime Contractor must generate and deliver one consolidated report that includes the prime Contractor and all subcontractor's cost. Costs included in the initial submission must reflect the final negotiated position between the Government and the prime Contractor. The Financial Status Report must be delivered monthly.

Integrated Master Schedule (IMS) The Contractor must develop an Integrated Master Schedule (IMS) IAW CDRL PM02 and based on the sequence of events required to accomplish delivery of contract requirements per contract schedule. The Contractor must ensure that the IMS portrays an integrated schedule plan to meet the milestones and delivery requirements of this contract. The IMS must be consistent with the EVMS and identify and track the program’s critical path. The IMS must be reported at monthly PMRs, with significant variances discussed, along with plans for resolving any delays. The IMS schedule information must include integrated subcontractor information in a manner to prevent any lag in reporting.

Integrated Baseline Review (IBR) The Contractor must present the contents and underlying assumptions of its time-phased performance measurement baseline during an Integrated Baseline Review (IBR) at the Contractor’s facility. The IBR must ensure that appropriate reporting levels have been identified and variance thresholds agreed to by the Government and Contractor. The IBR must address mutual understanding and identification of program risks and agreement on steps to monitor and control risks. The IBR must be conducted within 120 days after contract award, using National Defense Industrial Association () Guide to the Integrated Baseline Review for guidance and consistent with the FAA Integrated Baseline Review (IBR) Guide. The IBR must include performance measurements for subcontractors. The Contractor must also demonstrate that its EVMS management procedures comply with the intent of the EVMS criteria of Paragraph A.1.c – Earned Value Management System (EVMS), ANSI/EIA-748, during an on-site inspection by the Government. The Contractor may use “estimated Subcontractor actuals” in keeping with standard EVMS practices, however the Contractor must explain, at the IBR, methods for record keeping that ensure accuracy. The Contractor must provide ongoing access during contract performance to pertinent records and data, which underlie and support the cost and schedule data reported. The Government may conduct additional IBRs within 3 months after major modifications, through mutual agreement between the Government and the Contractor. The Contractor must submit meeting minutes IAW CDRL PM04 following each IBR.

Entrance Criteria: The Contractor must provide and the Government must have reviewed and commented upon the following Contractor artifacts:

· CWBS and Dictionary

· Organization Charts and Points of Contact

· Responsibility Assignment Matrix

· Earned Value Management System

· Performance Management Baseline (PMB)

· Project Unique Process Documentation

· Budget Logs

· Current Contractual Performance Reports, including IPMR and CPR

· Task Order Authorization Status

· Time Phased Control Action Plans

· Time Phased Staffing Plan

· Integrated Master Schedule, with Critical Path Identification and Analysis

· Key Risks, Issues and Opportunities, including Risk Register and Cost/Schedule Risk Analysis

· Engineering Bill of Material (BOM)

· Manufacturing BOM

· Critical Materials List

· Material High/Low Threshold Breakdown, as appropriate The IBR Exit Criteria must include the following

· Mutual understanding of the plans that will be used to measure the program technical progress, schedule, and cost performance.

· Mutual understanding of the program risks and mitigation plans.

· Valid comparison of program manager’s (Agency and prime Contractor) expectations for the program baseline to address differences and issues as early as possible.

· Increased confidence by all stakeholders in the program’s technical, schedule, and cost PMB and program management processes.

· Verification that the program work breakdown structure (WBS) identifies or links to assets that will be capitalized.

Phase-Out Period The last 180 days of this contract will constitute the Phase-Out Period. During this period, the Contractor must support activities to include, but not limited to: conducting a final inventory of equipment and materials, finalizing program records, and ensuring continuity of operations with the Government Program Office.

The Contractor must not defer any requirements for the purpose of avoiding responsibility, and/or transferring such responsibility to the new potential successor. The Contractor must fully cooperate with the Government as to not interfere with personnel work or duties.

The Contractor must develop and submit a Contract Phase-Out Plan for Government approval that addresses the plans and procedures necessary to ensure continuity of operations to the future successor after completion of this contract IAW CDRL PM09.

CDRL PM09 Contract Phase Out Plan Conferences, Reviews, and Meetings The Contractor must conduct conferences, reviews and meetings IAW the SOW, applicable CDRL items, and Government approved PMP. The Contractor must provide an agenda for each conference, review and meeting for review and approval by the Government at least seven days prior to the event. At each management conference, review and meeting, the Contractor must provide empirical backup data regarding assumptions made and methodologies used in arriving at specific recommendations or conclusions. These conferences, reviews and meetings include Post Award Conference, Program Management Reviews (PMR), Technical Interchange Meetings (TIM), System Requirements Review (SRR), Preliminary Design Review (PDR), Critical Design Review (CDR), Physical Configuration Audit and Functional Configuration Audit (PCA/FCA) and all other such meetings required for management of the contract. The Contractor must include current efforts to maintain requirements traceability and architectural integrity.

The Contractor must provide support to include, but not limited to, facilities, materials, office equipment, clerical personnel, mockups, technical data, and subcontractor participation (when required or requested by the Government). The Contractor is responsible for providing agendas, presentation materials, meeting minutes and action items IAW CDRL PM04. The Contractor assumes all responsibility for recording action items. The Contractor must respond to all assigned action items by either proposed closure or a plan for closure in the minutes. The status of all action items will be tracked at the PMRs and provided in writing as part of the PMR minutes until the action item has been resolved as mutually agreed by the Government and Contractor. The Contractor must not consider conferences, reviews and meetings complete until approval of the final minutes by the Government.

CDRL PM04 Agenda, Presentation Materials, Action Item List and Meeting Minutes Post Award Conference The Contractor must plan, host, support, and participate in a Post Award Conference of not less than two days, to be held at the Contractor’s site within 30 days after contract award or as negotiated with the Government. At this conference, the Contractor must address the plans, schedules, and work efforts for this contract. To successfully complete the Post Award Conference, the Contractor must:

· Demonstrate the adequacy of proposed resources and efforts to meet all contractual requirements

· Demonstrate an understanding of all contractual requirements

· Ensure agreement with and resolution of any questions raised by the Government or by the Contractor with respect to the performance and administration of the contract

· Establish a liaison between the Contractor, Government Contracting Officer, Government Program Manager, Government Contracting Officer Representative (COR) and other Government personnel

· Complete a Government inspection of the Contractor’s production facility

· Present any enhanced capabilities identified in the Contractor's proposal at the Post Award Conference for Government review. At the Post Award Conference, the Government will identify which, if any, enhanced capabilities and requirements from the Contractor's SSS that must be included at SRR.

· Propose a file naming convention for all documents stored in the Data Management/Document library.

Program Management Reviews (PMR) The Contractor must conduct and administratively support PMRs on a monthly basis during the period of performance of this contract. The review location must alternate between the Government and the Contractor's facility. The PMRs must be targeted for no more than three days in length. Attendance will generally be limited to 10-15 key FAA personnel and 10-15 Contractor personnel.

The PMR should be conducted approximately five working days after the monthly electronic submission of the IPMR. The Government reserves the right to modify the frequency of the PMRs throughout the contract period of performance. The Government Contracting Officer, or their designated representative, will provide written notification of this change.

The Contractor must conduct PMRs to present program status. The Contractor must present cost and schedule status, provide performance measurement information, and present current and anticipated technical and implementation problems, as well as risks to the program. The Government will identify entry and exit criteria for evaluating the content and quality of the PMRs. The Contractor must provide evidence that all identified criteria are satisfied before the Government will approve the PMR.

PMRs, at minimum, must include the following:

· Review of Overall Program Status and Focus Areas

· Review of IMS and reasons for any variances

· Review of EVMS and reasons for any variances

· Review the Contractor Funds Status Report (CFSR)

· Report status, accomplishments, issues, and recommendations for each site

· A description and status of:

· Program Trouble Reports (PTR)

· Engineering Change Proposals (ECP)

· Request for Variance

· Action Items

· Open Items/Summary Technical Interchange Meetings (TIM) At the request of the Government or the Contractor, Technical Interchange Meetings (TIM) must be held to discuss issues that require mutual resolution or further clarification at the Contractor’s facility. The Contractor must use best efforts to provide at least five days’ notice of intent to facilitate a TIM in order to ensure government attendance. If requested, TIMs may also be scheduled in FAA HQ, Washington, DC; William J Hughes Technical Center (WJHTC), Atlantic City, NJ; Mike Monroney Aeronautical Center (MMAC), Oklahoma City, OK or at another location approved by the Government. During the TIMs, the Contractor and the Government will discuss specific technical activities including studies, test approaches and success criteria, test results, design issues, technical decisions, and implementation concerns to ensure continuing Government visibility into the technical progress of the contract.

Quality Management Quality Assurance (QA) The Contractor must establish and maintain a documented quality management program IAW Section E of this contract as a means of assuring compliance with all requirements of the contract. The Contractor must provide and maintain a Quality Control (QC) program that fulfills the requirements of ANSI/ISO/ASQ Q9001-2008 AMERICAN NATIONAL STANDARD, Quality Management System – Requirements, and DO-278A Software Standard for Non-Airborne Systems Assurance Level 5 to the development of computer software.

The Contractor must prepare a Quality System Plan (QSP) IAW CDRL QA01. The Contractor is responsible for incorporating as part of its subcontracts all applicable Quality Assurance (QA) provisions of this contract to its subcontractors and vendors. In addition, the Contractor’s QSP must specifically address how the Contractor will ensure subcontractor, vendor and supplier compliance to the applicable requirements of this contract. For example, the Contractor ensures that subcontractor and vendor-supplied spare parts are subjected to incoming inspection to verify the Part/Number (P/N), National Stock Number (NSN), Serial Number of the part(s) being delivered, and any other applicable documentation that demonstrates physical, functional, and performance parameters.

CDRL QA01 Quality System Plan (QSP) Configuration Management (CM) Program The Contractor must use a Configuration Management (CM) system for the control of all elements of the MSBRS, including hardware, software and firmware, documentation, test equipment, space, physical media, and physical parts. The detailed requirements are included in these subparagraphs.

Configuration Management (CM) The Contractor must maintain configuration control of hardware, software, firmware, and developmental/commercial documentation. The Contractor must maintain configuration control of the hardware to the LRU Level and software to the current version level.

The Contractor must establish and implement a CM program using EIA-649-1 as guidance. Additionally, the Contractor must establish and maintain a CM program that fulfills the requirements of DO-278A Software Standard for Non-Airborne Systems Assurance Level 5. The CM program must provide an organizational structure with configuration identification and control methods, configuration audits, and configuration status accounting procedures for the MSBRS system hardware and software and its environment and support systems. The Contractor must identify a primary point of contact for all communication on CM-related issues.

Configuration Management Plan (CMP) The Contractor must develop and submit a Configuration Management Plan (CMP), which fully documents the Contractor’s CM Program including a description of how the Contractor will establish, implement, and maintain the CM program. The CMP must be developed IAW CDRL CM01.

The Contractor CMP must identify the processes to be used to satisfy the requirements and detail the communication between the Government and Contractor to manage and control the configuration of the MSBRS.

The CMP must describe the Contractor’s CM Program including responsibilities, methodology and procedures for baseline identification, configuration control and audit, and status accounting of software and hardware, documentation, support equipment, firmware, databases and the physical plant and environment. Configuration Items (CI) must be recommended using the guidelines provided in EIA-649-1. A CI is an aggregation of hardware and associated software/firmware that satisfies an end-user function and is designated by the Government for separate CM. The configuration identification process combines the identified items into an overall product structure/hierarchy, establishing relationships with the CIs and all associated documents and support elements. Upon approval by the Government of the CMP, the Contractor must use this plan to establish, implement and maintain a Configuration Management Program as specified herein, using FAA Order 1800.66 and EIA-649-1 as guidance. This program must be used for the control of all configuration items (e.g., hardware, firmware, software, physical media and parts, documentation, space, adaptation parameters, and power) and to maintain the integrity and traceability of its configuration.

A software release management and approval process must be part of the CMP along with how flaw remediation is performed in relation to the Configuration Management Process. The release management process reviews approved PTRs for inclusion in a software release. The list of PTRs assigned to a software release must be approved by the Government.

CDRL CM01 Configuration Management Plan (CMP) Configuration Control Board A Configuration Control Board (CCB), co-chaired by the Contractor and the Government, must be established by the Contractor to review and approve any changes to the configuration of the system(s) and ensure that documentation associated with an approved change to the MSBRS is updated to reflect the appropriate baseline. Affected documentation includes: design and interface documents; training material; courseware; Technical Instruction Books (TIB), and other Integrated Logistics Support (ILS) documentation. The CCB must review, prioritize, disposition, approve and close all PTRs generated during the life of the contract. The CCB must also make recommendations regarding the necessity to initiate ECPs and RFVs in response to PTRs. The Contractor must convene the CCB a minimum of once per month, following establishment of the Product Baseline, coinciding with the start of the first formal Development Test (DT) event. The Contractor must provide qualified personnel, capable of assessing potential system impacts of the discrepancies documented in PTRs and their proposed corrective action(s), to participate in CCB meetings.

Proposed changes that could affect the Functional Baseline after CDR approval, or the Product Baseline established at the start of the first formal DT event, must be reviewed and approved by the CCB.

Configuration Identification (CI) The Contractor must use and maintain a Contractor CM system to provide a definitive basis for control and status accounting to validate the status of approved Configuration Items (CI) throughout the MSBRS system life cycle. The Contractor must report status through the Configuration Status Accounting report (see SOW Section 3.4.8). The documentation and repositories for the developmental and production configurations must remain the Contractor's responsibility until the Government accepts the MSBRS system. The Contractor must use and maintain configuration baselines and their documentation.

In addition to establishing configuration identification using EIA-649-1 as guidance, the Contractor must develop and maintain a Program Document Library that retains all documentation for identification, control and status accounting of all CIs throughout the program life cycle. Any item subject to replacement on-site, used without modification from a subordinate vendor, or as a serialized end item for tracking or Government acceptance purposes, must be designated a CI. The Contractor must assign a discrete part number or item identification number to each CI.

The Contractor must assign a discrete part/item identification number at the LRU level until such time as either an interim or final product baseline is established. At that point, parts must be re-identified only upon Government approval whenever a non-interchangeable condition is created. The Contractor must assign a discrete part/item identification number to each software medium (e.g., magnetic tape, disk) containing MSBRS system release-or build-type software executables. The medium thus identified must be inclusive and contain all software segments, thereby providing easy identification of software releases after the product baseline is established.

FAA Type Designations The Contractor must attach one or more nameplates to each subsystem, IAW FAA-G-2100H, Section 3.3.3 and Figure 3. The Contractor must request unique FAA equipment-type designations based upon an engineering and logistical review of structural or hardware items, to be identified by means of an FAA type number. Equipment title and type designation will be furnished by the Government after engineering and logistics review. FAA type designations normally consist of two alpha characters in combination with five numerals (e.g., FA-85000) which must be affixed to the unit on the nameplate in a location where it is readable. FAA type designations must not be assigned nor affixed to equipment that has been procured to specifications of other Government agencies or previous Government procurements and that have already been assigned their own type designations or model numbers, unless a "major modification" is applied to the equipment based upon the MSBRS system design. FAA type designations are applicable to developmental and to COTS items. The FAA type designation nameplate must not invalidate any warranty or equipment operation. Consideration must be given to adhesive attachment of the FAA type number nameplate for COTS items.

Configuration Baselines The Contractor must maintain the configuration baselines and the required documentation to support these baselines using EIA-649-1 as guidance.

Functional Baseline: consists of the hardware and software system design. The Functional Baseline must be approved and established after CDR approval.

Product Baseline: consists of the hardware and software CIs. The initial Product Baseline must be approved and established prior to the first formal DT event. The Product Baseline will be verified during Functional Configuration Audit/Physical Configuration Audit (FCA/PCA).

Configuration Control The Contractor must apply configuration control measures to each baseline CI, and its configuration documentation. The configuration control program must provide effective means, as applicable, for proposing changes to CIs and ensuring implementation of the approved change. The Contractor must maintain parts substitution control at the LRU level for COTS and at the component or LRU level for modified COTS and developed items.

The Contractor must maintain change control of the engineering design and production after FCA/PCA using the guidance contained in EIA-649-1 and the baseline requirements established at the SRR.

The Contractor must prepare and deliver Engineering Change Proposals (ECP) and Requests for Variance (RFV), as required and directed by the CCB.

Engineering Change Proposal (ECP) The Contractor must implement an effective engineering change control program. The Contractor must generate ECPs as directed by the CCB and submit them to the Government for approval. A PTR with a CCB approved corrective action directing the Contractor to generate an ECP is required in order for the Contractor to initiate an ECP. Government approval of each ECP must occur prior to its implementation and incorporation in the baselined requirements, documents or design IAW CDRL CM-03 and the guidance contained in EIA-649-1. The Contractor must submit, attached to each ECP, a complete and accurate description of the changes proposed by the ECP and the changes for each document that would be modified if that ECP were approved. Each change description must include the exact proposed changes by citing the words/information to be changed in “From/To” format, to easily distinguish proposed changes from approved documentation contents. As part of the ECP, the Contractor must provide estimated costs, schedules, benefits and risks associated with the ECPs. Submittal of ECPs must begin at establishment of the Product Baseline, coinciding with the start of the first formal DT event. Once the ECP has been successfully tested, the ECP is closed, and the associated PTR is considered closed.

CDRL CM03 Engineering Change Proposal (ECP) Request for Variance (RFV) The Contractor must submit a Request for Variance (RFV) IAW CDRL CM04 requesting permission to depart from the approved baseline for 1) a specific unit, 2) a specific number of units, or 3) a specific period of time without requiring revision of the approved baseline IAW the guidance contained in EIA 649-1. The Contractor must generate Requests For Variance (RFV) as directed by the CCB and submit them to the Government for approval. A PTR with a CCB approved corrective action directing the Contractor to generate an RFV is required in order for the Contractor to initiate an RFV.

An RFV must be submitted by the Contractor to request permission and receive approval to deviate from, not conform with, or deliver a production departure from the Government requirements or an approved baseline. Once the RFV has been approved by the Government, the associated PTR is considered closed.

CDRL CM04 Request for Variance Configuration Audits The Contractor must prepare for and support configuration audits using EIA-649-1 as guidance. The Contractor must prepare and submit a Configuration Audit Plan for FCA/PCA IAW CDRL CM02, which describes the Contractor’s approach to meeting the requirements. The Contractor must be responsible for ensuring that subcontractors, vendors, and suppliers participate in the configuration audits, as proposed and approved via the Plan. The Contractor must prepare and submit a Configuration Audit Summary Report IAW CDRL CM05 documenting the findings of the FCA/PCA.

Functional Configuration Audit (FCA) The Contractor must support a Functional Configuration Audit (FCA) at the Contractor's facility using EIA 649-1 as guidance. During the FCA, the Contractor must demonstrate that the Product Baseline meets the requirements contained in the TVRTM. The intent of the FCA must be to audit and validate the verification of all TVRTM requirements.

FCA entrance criteria must include:

· Successful completion of developmental testing including closure of PTRs and incorporation of any approved ECPs and required retest

· Approval of all Development Test (DT) test reports FCA exit criteria must include validation by the Government that all requirements have been verified successfully.

At a minimum, the following documents must be audited:

· Contractor Master Test Plan (CMTP) (CDRL TE01, See Section 3.11.1)

· Test Verification Requirements Traceability Matrix (TVRTM) (CDRL TE02, See Section 3.11.1)

· System Subsystem Specification (SSS) (CDRL SE04, See Section 3.7.1)

· Test Procedures (CDRL TE04, See Section 3.11.1)

· Test Report (CDRL TE05, See Section 3.11.1)

· PTRs (CDRL SE11, See Section 3.7.7.1)

· ECPs (CDRL CM03, See Section 3.4.6.1)

· RFV (CDRL CM04, See Section 3.4.6.2) Physical Configuration Audit (PCA) The Contractor must support a PCA on a first article MSBRS prior to the start of Operational…