DFC ServiceNow Statement of Work DRAFT.pdf

Statement of Work (SOW)

U.S. International Development Finance Corporation (DFC)

Project Title: DFC ServiceNow Professional Services

1.0 General Information

The U.S. International Development Finance Corporation (DFC) is the U.S. Government's development finance institution. DFC mobilizes private capital to help solve critical development challenges and in doing so, advances U.S. foreign policy. Because DFC works with the private sector, it helps businesses invest and expand in ways that catalyze economic growth and development to benefit some of the world's poorest citizens.

DFC, which was formed from the merger of the Overseas Private Investment Corporation (OPIC) and Development Credit Authority (DCA) division of the U.S. Agency for International Development (USAID), started work on January 1, 2020. As a result of this merger, DFC has acquired additional financing options such as the ability to invest equity and to offer grants, in addition to the traditional direct debt financing, unfunded guarantees, political risk insurance, and debt support for private equity investment funds that were offered by its predecessor programs.

DFC currently manages a portfolio of more than 1000 transactions worth more than $30 billion in more than 100 countries and operates on a self-sustaining basis at no net cost to the American taxpayer. With the agency's goal to double its portfolio to $60B by 2025, the associated increase in transaction processing functionality required by a growing staff working towards that goal, and heightened stakeholder expectations and oversight, IT transformation is required to meet the evolving mission. To aid in this transformation, DFC is maturing its infrastructure around the most effective, industry-proven best practices related to people, processes, and tools.

2.0 Background

The Office of Information Technology (OIT) is responsible for managing DFC’s IT infrastructure and application development. The ServiceNow (SNOW) contractor shall provide specialized services in implementing both new development and operations and maintenance (O&M) support for US International Development Finance Corporation (DFC)users under the guidance of federal Technical Lead and Project Manager.

DRAFT

3.0 Scope

The contractor shall support, maintain, and enhance related to the following current ServiceNow platform and modules, note this is not a comprehensive list and only what is currently supported at point in time. All SNOW efforts for enhancement or change must be automated to the maximum extent. With growth it is subject to change with the contractor supporting:

• ServiceNow Platform

• IT Service Management (ITSM)

• Hardware Asset management (HAM)

• Software Asset management

• (SAM)Strategic Portfolio Management (SPM) o Project Portfolio Management (PPM)

• Human Resource

• Service Catalog Application

• Workplace Service Delivery (WSD)

• Future agreement upon additional modules

Employee and User Experience:

1. Provide a simple, efficient interface that minimizes confusion and maximizes time savings for users.

2. Provide an employee experience that is easy, seamless and in “their” language.

3. Users need consistent look and feel of forms so completing or updating them is easy.

4. Transition between modules within ServiceNow is seamless.

5. Educate ServiceNow users through refresher training and/or electronic bulletins.

6. Work with SNOW PM/federal team to survey Employees regarding the Employee Center to better understand improvements that could be made and how it is used today.

7. Look into enhancing Knowledge Management and Taxonomy within the Employee Center.

8. Review SNOW generated notifications (including effectiveness, timing, and consistency.)

9. Educate Employees on the advantages of using the portal vs other means like email and phone.

User training:

1. Train users upon implementation of any module or workflow identifying the functionalities of the system.

2. Develop user guide for new functionalities or modules as requested by the DFC.

3. Build materials for Knowledge Base and leverage user training to familiarize the users on how to resolve simple issues using the Knowledge Base repository.

4. Develop reference guide on How to better use SNOW.

Continual Improvement and Governance:

The contractor shall perform the following functions in collaboration with DFC federal team:

1. Create an intake system using ServiceNow’s Service Catalog and Request system to manage new requests. This shall allow for better tracking of requests as well as provide transparency to the requestor.

2. Define a process for continual service improvement and governance that can be managed in a proactive manner.

3. Build dashboards and enhance visibility of development results and metrics to drive improvements based on rational numbers.

4. Build prioritization methodology for operational service improvements.

5. Work with DFC policy and Governance (P&G) team to define governance and policies around SNOW related topics.

Process Improvements:

1. Provides recommendations on the current SNOW process as needed.

2. Works with the DFC team to implement process changes as needed.

3. Propose new processes to improve efficiency as needed.

4.0 Requirements

The following areas represent key objectives of DFCs SNOW environment. The contractor shall work in those areas with the direction of the DFC technical team and the COR (Contracting Officer’s Representative), and any other required identified business and contractor support personnel. Once any course of action is reached by the team(s), the contractor shall implement the agreed upon solution with minimal guidance from DFC technical team. Contractors shall manage incidents and implement backlogs using DFC Agile methodology.

ITSM

The contractor will configure the ITSM module to meet stakeholder needs to include updates to workflow and make continual changes or modifications as a part of enhancement effort.

Incidents:

The contractor shall understand all modules and business organizational structure for efficient Incident management within SNOW.

These activities may include but are not limited to:

1. Provide a means of handling interruptions as not to impact normal service operations.

2. If downtime occurs, restore normal operations as soon as possible.

3. Minimize the impact to the business operations.

4. Migrate requests related information out of Incident Management and into Service Catalog/Request Management

5. Follow the DFC OIT implemented Impact/Urgency/Priority Matrix

6. Focus on enhancing the Employee Center Dashboard for IT to be more user friendly and encourage the use of incident submission.

7. Assist with the creation of customized reports SLA reports for each assignment group.

Problem Management:

The contractor is expected to understand the current problem records, workflows, and their varying state. Contractor is expected to be postured for an organization that is in early development stages with Problem Management and is looking for solutions to enhance and mature with best practices.

These activities may include but are not limited to:

1. Enable organizations/business lines to improve Service availability by addressing problems both proactively and reactively.

2. Prevent problems and the resulting incidents from recurring.

3. Eliminate recurring incidents, resulting in increased availability and lower Service Desk contact volumes.

4. Minimize the impact of incidents that cannot be prevented.

5. Assist DFC to define a problem management process.

6. Evaluate the current configuration and architecture in ServiceNow and determine if any changes are needed.

7. Assist with the creation of customized and SLA reports for each assignment group.

Change Management:

The contractor shall work with DFC to optimize SNOW change management process.

The change activities may include but are not limited to:

1. Beneficial changes to be made with minimum disruption to business operations (or downtime in business hour timeframes).

2. Assurance that the best possible levels of service quality and availability are maintained.

3. Minimize the impact of change-related incidents as per the Service Level Agreement

(SLA)

4. Improve the day-to-day operations of the Change Management.

5. Evaluate Normal changes for opportunities to move to Assess/New state in SNOW.

This should include a review of the functionality in ServiceNow designed to recommendation and approval.

6. Leverage SPM (PPM) Agile module for larger change requests.

7. Centralize the oversight of Changes to a Change Manager/Coordinator.

8. Leverage tools and features in ServiceNow to automate notifications, CAB reviews in the Authorization phase and a dashboard for oversight.

9. Explain Change Management process and criteria as needed to stakeholders and add them to SNOW Knowledge Base.

10. Assist with the creation of customized reports SLA reports for each assignment group.

Knowledge Management:

The contractor will promote building on the knowledge management module by module/product owners to input contents about their modules and workflow in ServiceNow Knowledge Base. Contractor will then guide the product owners to build a successful knowledge base repository for future NowAssist implementation. The contractor will identify common problem areas in each module and collaborate with the product owner to build contents on the common issues within all modules across ServiceNow and add it to Knowledge Base as a part of knowledge management. Contractors will utilize all DFC active knowledge and add contents to the knowledge module as needed.

These activities may include but are not limited to:

1. Implement knowledge module for DFC end users and service desk personnel.

2. Allow various user roles to create, edit, and view knowledge articles to then be shared across the organization from a central repository.

3. The “General Knowledge” base should be evaluated to see if it can be moved to the “IT” one.

4. Contractors will develop training materials and demos for ITSM product owner.

ServiceDesk and DFC users should be educated on how to use and associate knowledge to Incidents to help determine the effectiveness of knowledge, and gaps where knowledge articles do not exist.

5. Ensure knowledge articles are associated with Topic pages in the Employee Center so relevant knowledge is available at the right time for Employees.

6. Evaluate the current configuration and architecture in ServiceNow and determine if any changes are needed.

7. For Employee facing knowledge, consider a knowledge template(s) to present information consistently.

Request/Service Catalog

Contractor shall perform the following activities (not limited to) as a part of the SNOW Request/Service Catalog:

1. Review current incidents that are actual requests. Define/document the fulfillment process and migrate to the Service Catalog as a requestable item.

2. Survey Service Desk employees and product owners to understand what improvements can be made to help interact with DFC’s Information Technology (IT) in support of requests.

3. Make improvements to the Employee Center to better support IT related activities.

4. Facilitate a repetitive repeatable process for fulfillment and implementation of SNOW services.

Configuration Management

Contractor shall perform the following activities (not limited to) as a part of the SNOW Configuration Management:

1. Maintain information on how the configuration item is configured and the relationships between them and the services they support.

2. Ensure that Configuration Item (CI) is under the control of the organization are identified, controlled, and cared for throughout their lifecycle as defined by DFC SNOW Project Manager (PM).

3. Ensure that the Configuration items are required to deliver services and key information regarding these CIs are available when and where it is needed.

4. Configuration Management of the CIs is being maintained; however, this information does not appear to be used to assist in Incident resolution or Change Management.

Leverage ServiceNow’s capability to help understand and better analyze issues and understand all aspects of what the organization owns.

5. Validation that all Configuration Items (CIs) are being brought in as expected by Discovery and resolve any gaps.

HAM and SAM

DFC’s current asset repository is being maintained in Hardware and Software Asset Management Module in SNOW. The contractor shall provide application support services for HAM to ensure appropriate access that aligns with roles and responsibilities is granted. The contractor will work closely with the OIT Asset Manager, related stakeholders, and department IT Liaisons to maintain and enhance the module.

These activities may include but are not limited to:

1. Provides visibility and traceability of IT assets (Including tracking the asset throughout its lifecycle for HAM and expiration date for SAM)

2. Integrates physical, financial, and contractual data related to an IT asset.

3. Enables the analysis of IT asset information for business decisions and required actions.

4. Ensures the inventory modules (HAM and SAM) are operational during Asset Manager inventories and assist the Asset manager with mass data upload as needed.

5. Identifies refresh and retirement needs as determined by DFC.

6. Leverage Request Management and the Product catalog for employee requests for hardware. (i.e. Lost/Stolen, New Hardware, etc.) This can enhance what is currently there and improve the Employee experience.

7. Validation that all Assets are being brought in as expected by Discovery and resolve any gaps.

8. Configure barcode scanning to help maintain asset related information.

9. Build auto-discovery in HAM and SAM as part of enhancement.

10. Collaborate with product owner to implement data integration as requested by following DFC cyber security and necessary federal protocols.

11. Consolidate and baseline Model Categories in HAM

Workplace Service Delivery (WSD)

Workplace Delivery System enables DFC employees to make reservations, and submit cases for Facility Support, Travel and Guest & Visitors. The contractor shall focus on the following WDS activities including but not limited to-

1. Create safer, managed processes for employees in the workplace using pre-defined steps to fulfill a variety of requests.

2. Enhance/modify WDS to make it easier for employees to reserve meeting rooms, conference rooms, desks, and any reservable workplace service from the Employee Center.

3. Optimize front-desk operations in SNOW for a smoother, more hassle-free experience.

4. Manage and fulfil employee move requests in simple steps via SNOW.

5. Streamline WDS process to manage spaces moving and ensure data quality.

6. Develop knowledge articles related to WDS through the Employee Center to assist with simple needs and inquiries they may have.

7. Look into space mapping for visualization and aiding employees when submitting requests or locating offices or conference rooms.

Human Resource Service Delivery (HRSD)

HRSD enables DFC employees to submit requests for onboarding, offboarding, profile updates and a handful of other activities. The contractor shall be responsible for the following HRSD activities including but not limited to-Improve current workflows to Increase productivity and operational efficiency with a single employee experience.

1. Implement and/or modify tools and resources to better support employee needs.

2. Create and add HRSD related materials into Knowledge Management for DFC employees and stakeholder. The goal is for the users to have easy accessibility to information that currently may result in emails or phone calls.

3. Review and recommend improvements to Dashboards to easily manage Cases.

4. Implement additional functionality HRSD that DFC can leverage to enhance the Employee experience and streamline HR fulfillment processes:

a. Additional Centers of Excellence

b. Journey Management

c. Campaigns and Announcements

5. Participate in requirements and ideation sessions with DFC staff to discuss how we can better leverage HRSD functionality to automate and streamline how new requirements are sourced, evaluated, prioritized, planned, executed, and delivered to support DFC HR team.

6. Experience that demonstrates using HRSD to deploy the following HR fulfillment processes:

a. Creating a position description

b. Managing Open Season for Health Benefits

c. Guiding employees through the Name Change Process

d. Notifying managers of impending promotion and within grade increases for their employees

e. Rewarding employees’ performance through the awards nomination process and/or special act awards

f. Creating and submitting an Individual Development Plan

Strategic Portfolio Management (SPM)

DFC has purchased licenses for ServiceNow’s Strategic Portfolio Management (SPM). S Initially DFC has chosen to implement the Project Portfolio Management (PPM) package along with the Agile Development package. This phase 1 implementation of PPM allows DFC to consolidate the management and tracking of projects and to centralize functions such as schedule management, risk management, roadmap planning and status reporting. In subsequent phases DFC endeavors to expand the implementation of PPM and implement additional SPM packages to continue to expand the use of SPM features to encompass the full lifecycle of managing requirements from inception through implementation and to provide DFC with a centralized platform that shall connect strategy with delivery and allow for efficient and effective management of IT requirements implementation. The contractors shall be responsible for the following SPM (PPM) tasks but not limited to:

1. Maintain the current SPM environment and ensure that the module stays updated and patched while ensuring the continued availability of the functionality.

Contractor shall respond to incidents encountered and develop and implement fixes to resolve incidents.

2. Evaluate the current configuration of PPM and Agile Development packages and make recommendations to implement additional functionality, best practices, and improvements to streamline project management processes within PPM. This would include gaining consensus on applications, portfolios and programs and ensuring that all projects are aligned appropriately with the applications, portfolios, and programs they support. This would also include the full utilization of risk and issue management features and the integration of project within PPM with existing assignment groups and their respective backlogs of work.

3. Support the development and implementation of dashboards, workflows, roadmaps, and other reporting solutions within SPM and PPM to ensure that information is organized and presented in a clear and concise manner to support effective and efficient decision making.

4. Contractor shall participate in requirements and ideation sessions with DFC staff to discuss how we can better leverage SPM functionality to automate and streamline how new requirements are sourced, evaluated, prioritized, planned, executed and delivered to support DFC.

5. Collaborate with DFC to map existing intake processes into the Demand Management package within SPM. Contractor shall design, develop, and implement Demand Management to replace the existing intake process and ensure that there is a seamless integration that allows approved demands to be turned into projects and managed throughout the planning, development and implementation processes.

Provide a single source of truth for DFC management to view new requirements, how they support the business, resources and timeline requirements for implementation and utilize that information to prioritize and make decisions on which projects get funded and when to align with DFC strategic goals.

Required Position

The contractor shall provide the following key positions The two IT engineers (ServiceNow Developer II and III), Implementation Specialist and the ServiceNow Architect shall require elevated permissions, therefore, acquiring skilled and experienced personnel is mandatory.

Quantity Labor Category Function

Position Requirements

1 (Full- Time)

ServiceNow Developer II (Key) This resource shall perform development and configuration activities in

SNOW

At least 5 years’ experience leading SNOW

Requirements implementatio n

1 (Full- Time)

Senior ServiceNow Application Developer/Architect(Key)

This resource shall perform development and configuration activities as directed by the SNOW Implementation Specialist.

Provide technical guidance to DFC and its stakeholders as necessary. Support O&M development on an as needed basis

At least 5 years’ experience in

SNOW

development

(SNOW

Certified)

1 (Full- Time)

SNOW Certified System Administrator/ Implementation Specialist (key)

Provide oversight to solution design and technical architecture expertise for each project.

This resource shall act as the primary point person for managing incidents and problems for O&M.

▪ Evaluate or remediate any issues or delegate to other developers as needed

SNOW Certified System Administrator

1 (Full- Time)

ServiceNow Developer III (Key) Work closely with the DFC stakeholders to review a how the features shall be deployed over time and clearly linked to the overall business and technical goals.

This resource shall perform development and configuration activities as directed by the SNOW Implementation Specialist.

Provide technical guidance to DFC and its stakeholders as

At least 5 years’ experience leading SNOW implementatio n

Requirements necessary. Support O&M development on an as needed basis

OIT retains the right to replace any personnel without cause or additional expense.

Any personnel the contractor offers as substitutes of key personnel shall have the ability and qualifications equal to or better than the key personnel being replaced. Requests to substitute personnel shall be approved by the COR and the CO. All requests for approval of substitutions in personnel shall be submitted to the COR and the CO at least 30 calendar days prior to making any change in key personnel. The request shall be written and provide a detailed explanation of the circumstances necessitating the proposed substitution. The contractor shall submit a complete resume for the proposed substitute, and any other information requested by the CO needed to approve or disapprove the proposed substitution. The CO shall evaluate such requests and promptly notify the contractor of approval or disapproval thereof in writing.

DFC OIT retains the right to replace any key personnel without cause or additional expense.

5.0 Service Level Agreement(s)

The contractors shall comply with the following Service Level Agreements (SLAs), effectively manage realignment tasks in a timely manner, provide clear and concise communications to all department liaisons, IT Operations and Application Development teams and sustain user satisfaction throughout the entire process. DFC PM and Federal SNOW SME shall evaluate the contractors’ performance based on the SLA below. SNOW federal team shall work with the COR to determine if the objectives are met monthly. Below is the list of critical Service Level Agreement (SLA) (not limited to):

Performance Based

Objective

Performance Objective Title

Performance Goal

– Acceptable

Quality Level (AQL)

Method/Frequency of Surveillance

PBO-001 SNOW

Assignment Group Incident Management

Fails to meet:

<95%

• All SNOW support Incident should be reviewed and assigned before following daily Scrum call and addressed (contact Meets: =>95% and

<98%

Exceeds: =>98% the user) within 24 hrs. of assignment.

SLA starts once the federal staff assigns Incident to RCG lead/team member.

• Contractor must resolve or have a resolution plan for all incident within 5 business days of the assignment.

• High-Priority and VIP tickets must be Resolved or have a resolution plan within 24 hrs.

• Contractors’ performance shall be evaluated based on the above stated matrix.

PBO-002 Backlog/Chang e Management

Fails to meet:

<95%

• Contractor should be Providing LOE of backlog items within 48 hrs. of assignment or initial meetings with the customer whichever comes later.

• Federal leads should be included on all communications with the business lines during requirement gathering.

• Contractor should complete the tasks on or before the agreed upon completion date.

• Contractor must report Issues/Road blockers to DFC COR/POC within 30 mins of identification by the contractor (example: road blockers, schedules, conflicts, issues getting hold of resources, technical issues identified etc.)

• Contractors’ performance shall be evaluated based on the above stated matrix.

Meets: =>95% and <98% Exceeds: =>98%

PBO-003 Attendance/ availability

Fails to meet:

<98%

• Contractor should be always available via MS Teams and outlook during DFC business hours. Ex- contractor shall Meets: =>98% and

<100% compliant

Exceeds: = 100% notify the federal lead if they are stepping away for lunch, appointments etc. and coverage plan.

• Ensure coverage during absence.

• Contractor is responsible for System/Application status on daily DFC IT Ops call.

• Contractors’ performance shall be evaluated based on the above stated matrix.

PBO-004 Governance

Fails to meet:

<99%

• Contractor should comply with DFC governance procedures and policy as assigned by the DFC Cyber Security team.

• Contractor is responsible for preparing required governance documentation as required within the agreed upon due date or deadline provided by DFC Cyber Security team. Performance will be evaluated on quality of the deliverables and the submission by the due date.

• Contractors shall be evaluated based on readiness of the completed SNOW module and the overall SNOW platform.

Meets: 99% Exceeds: = 100%

PBO-005

System Performance and Management

Fails to meet:

<99%

• Contractor should ensure system management and performance is monitored routinely.

• Contractor provides timely and accurate information on status of the system/applications (including Authentication, SMTP status, and mid severs).

• Contractors’ shall be evaluated based on readiness of the SNOW system and timeline on how they are reporting system error/issues including how long it is taking them to resolve the issue.

• The timeline for incident and change managed in line PBO 001 and PBO 002 applies here. Understanding there may be situations outside of the contracting

Meets: 99% Exceeds: = 100% DRAFT team’s control such as delay from HiWave or HiWave solution not being functional. Contractor shall note of such factors in the incident or Change request and will notify the federal team member as well.

PBO-006 Deliverables

Fails to meet:

<98%

• Deliverables should be customized in accordance with the DFC SDLC guidelines.

• Deliverables must be provided by the last day of completion of the backlog/change request/incident.

• Other deliverables not related to a backlog or incident must be provided within two business days of the initial request.

Meets: =>98% and <100% compliant Exceeds: = 100%

PBO-007

SNOW

System/Mid- Server Operations and Maintenance

Fails to meet:

<100%

• Ensures Mid-servers shall be patched as needed.

• Responsible for performing regular updates, upgrades, and fixes for any vulnerabilities that are detected. This may extend to include mid-server application specific vulnerabilities.

Contractor shall work with the DFC team who manages mid-server for operational readiness.

• Contractors are responsible for ensuring SNOW platform is operational at all times (100%), except during maintenance periods or unexpected outages outside of DFC’s control.

6.0 Deliverables

The contractor shall provide the following deliverables (not limited to):

Number Non-technical Deliverable Due Dates 1 Kick-off Meeting Within 5 days of the award date 2 Task Prioritization (Sprint Planning) in collaboration with the DFC federal team

Within 10 days of the award date

3 Weekly Status Reports The last business day of each week (NLT 10 am ET)

4 Monthly Status Reports Prior to the 5th day of each month

5 SOP/User Guides on completion of module enhancement/implementation

At Project Completion

6 Detailed GAP Analysis and Recommendation

30 Days within the contract start date

7 SDLC Documentation for each backlog and select incidents as determined by the SNOW PM/COR

As needed but NLT than the last day of when any respective backlog/incident is implemented

8 Presentation slide Deck for every meeting organized by SNOW team

30 mins before every meeting

9 Meeting Notes/summary via email (SNOW organized Meeting)

Within 3 working hours of completion of each meeting or by noon the next day if the meeting were to happen after 3 pm of a working day.

10 Daily Task Tracker (DFC SNOW team Template)

By COB each business day

11 Requirement gathering meeting and follow up meeting highlights and course of actions

Within 2 days of backlog/incident assignment or initial meeting with the customer, whichever comes later.

12 HiWave meeting As scheduled

13 Backlog Meeting (internal and with stakeholder)

Weekly or as needed

14 Incident related meeting As requested by DFC

15 User training/demonstration As requested by DFC

16 User Testing (test script and meeting) As requested by DFC

17 User Guide and Roll-Out Communication

1 week prior to the respective release

18 Daily Stand-up Meeting Daily

19 IT Operation Stand up Daily

20 Release Cycle Meeting Weekly (or as needed)

21 Technical Working Session As needed

22 Follow-on emails as needed As requested by DFC

23 System Network and Security Documentation as per DFC policy (Such as materials for ATO update or renewal)

As requested by DFC

24 SNOW meetings with DFC As requested by DFC

25 SNOW documents and Knowledge Base materials

As requested by DFC

26 Transition In and Out Plan Within the 30 days of contract start period

27 Implementation Plan for SNOW backlogs

As requested by DFC for backlogs and incidents

Number Technical Deliverables Due Dates

1 ITSM:

- Configuration and optimize incident management workflow and all other ITSM workflow

- Enhance employee center for IT to be more user friendly as per requested by DFC ITSM stakeholder

As requested by DFC stakeholders or PM/COR

2 Knowledge Base:

- Implement Knowledge base

MVP (Minimum Viable Product) - Functioning product with minimal customization.

Within 4 months from the start of the contract the contractor shall collaborate with ServiceNow key stakeholders for each modules and assist them with adding contents to ServiceNow Knowledgebase enriching the content repository.

3 Problem Management Module:

- Implement the module, that aligns with DFC process and requirements with minimal customization.

Mature Problem management module and resolve any existing issues within 5 months from the start of the contract.

4 Change Management:

- Optimize Change Management process

- Manage change with minimal disruption to business operation

- Centralize oversight of change in compliance with DFC governance requirements

Mature and solidify Change Management in ServiceNow with collaboration from the federal team within 1 months from the contract start date.

5 Review and Solutioning the pending Backlog.

- Provide LOE/Estimated Completion Date and solution for each backlog and ensure they meet the standards of the ServiceNow technical monitor.

Within 4 weeks from the start of the contract.

6 Request/Service Catalog

- Analyze the current system, make recommendations for improvement and improve employee center for better IT support

- Facilitate a repetitive repeatable process for fulfillment and implementation of SNOW services.

Within 3 months of contract start Date

7 Configuration management

- Maintain configuration information and identify/document the relationship between them and the services they support

- Maintain Configuration Item (CI) Lifecyle as defined by DFC

SNOW PM/COR

As requested by

- Ensure key information on CI are available at all times

- Use CI for incident resolution by better analyzing issues and understanding all aspect of organization ownership

- Bring in all CI as expected by Discovery and resolve any identified gaps

- Comply with AppDev CAB process to ensure all changes are approved by the Configuration Control Board before implementation since ServiceNow current tracks all backlogs via Change Request.

8 HAM and SAM

- Configuration and integration of physical, contractual and financial data related to IT assets

- Configure barcode scanning as needed

- Update HAM and SAM Module

- Implement Enhancement with

Auto-Discovery functionality and resolve any gap as needed

- Refresh or retire module as needed by DFC

Within 6 months of contract start date

9 Workplace Service Delivery (WDS)

- Enhance/modify WDS

- Optimize front-desk operations

- Manage and fulfil employee move requests in automated steps in

SNOW

- Develop knowledge articles related to WDS through the Employee Center

As requested by DFC

10 Human Resource Service Delivery

(HRSD)

- Optimize/configure current workflow

- Create new workflow

As requested by DFC/as received from the stakeholder

- Review and Recommend dashboard improvements

- Create and add HRSD related materials into Knowledge Management

- Streamline HR fulfillment processes including Additional Centers of Excellence, Journey Management, campaigns and announcements.

11 Strategic Portfolio Management (SPM)

- Maintain the current SPM environment

- Update and patch the module

- Evaluate the current configuration of PPM and Agile Development packages and make recommendations to implement additional functionality, best practices, and improvements

- Support the development and implementation of dashboards, workflows, roadmaps, and other reporting solutions

- Collaborate with DFC to map existing intake processes into the Demand Management package

Within 8 months of contract award date

12 Automation

- Must ensure all ServiceNow

Solutions are automated with minimal human intervention

13 System patching As requested by DFC

14 Governance/Cyber Security

- Collaborate with federal tema to create governance documents as per DFC’s Cyber Security requirements

- Work with the federal team to update current governance, ATO document and POAMs as per DFC Cyber security team’s request

15 ServiceNow Upgrade

- Upgrade to the latest

ServiceNow version (federal)

- Upgrade the environment with minimal risk and minimal time

As needed (No more than 1 version behind within 9 months of release)

16 Automate Integration

- Automate AD/Okta integration with SNOW

- Automate SNOW integration with DFC software application as requested

As requested by DFC

17 System Design:

- Update any modification made to SNOW system/workflow as a part of Change Request or Update

Upon completion of any change request or update required for SNOW systems

18 Contract Management Module:

- Work with Contract

Management Team and enhance the contract management module

Within 3 months of contract award date

For all meetings, the contractor shall be responsible for providing meeting materials, and administrative and facilitation support. Meetings shall be conducted virtually. The DFC primarily operates through MS Teams conferencing systems.

Contractor shall collaborate with the DFC federal team before scheduling any meeting or initiating any conversation with the DFC stakeholder.

Kickoff Meeting: Within five business days of award, the Government and contractor shall conduct a post-award kickoff meeting. The specific date and time must be mutually agreed upon by all parties.

Task Prioritization (Sprint Planning): Collaborate with the federal team and execute within ten business days of award. The task prioritization (Sprint Planning) exercise shall focus on which departments or DFC staff should take priority and discuss required changes. This should be reviewed, updated, and submitted on a weekly basis.

Weekly Status Report: Contractor shall provide a Weekly Status Report to the DFC COR by 10 am every last working day of the week. The report shall entail current status of the project, the risks identified, issues noted, overall project status (i.e., acceptance accrual, establish date of completion).

Monthly Status Report: Contractor shall provide a Monthly Status Report to the DFC COR.

The report shall entail current status of the project, the risks identified, issues noted, overall project status (i.e. acceptance accrual, establish date of completion), budget status and burn rate. The MSR is to be submitted to DFC COR by noon prior to or no later than the fifth day of the following month.

Example: January deliverables, metrics and final reporting shall be submitted to DFC COR by February 5th.

System, Network, and Security Documentation: Comprehensive documentation that explains the change process for realignment efforts: user profile configurations, system and application access changes, etc.

User Training Documentation and Support Materials: Any necessary training materials for new users or users impacted by realignment efforts, general user support.

Transition Plan: The contractor shall provide a 30-day Transition In and Out Plan.

Software Development Life Cycle (SDLC): The IT Contractor shall follow all DFC OIT governance policies and processes, including but not limited to Software Development Life Cycle (SDLC) and all documents and associated processes. Documentation produced for each backlog, incident or event shall be agreed upon by the DFC COR and contractors. The documents must be archived in DFC identified location.

Agile Methodology: DFC requires the contractor use an Agile Method (i.e., Kanban, scrum, Extreme Programming (XP), Scaled Agile Framework (SAFe), Feature-driven development (FDD), etc.) of software development to modernize and enhance DFC's SNOW platform.

7.0 Domestic and International Travel

Travel is not anticipated for this requirement as a part of DFC business. Contractor shall abide by DFC policies and get necessary approval for international travel with DFC Government Furnished Equipment.

8.0 Government Property/Equipment

Government Furnished Equipment (GFE) shall be furnished upon contract award.

1.0 Place of Performance

The place of performance shall be at the contractor’s site and the DFC office:

(Location Negotiable)

1100 New York Ave NW, Washington, D.C. 20527

9.0 Hours of Operation

Fulltime contracted personnel will work 8hr days. Standard business hours are 8:00am- 5:00pm EST. The contractor must provide representation at the daily (Mon-Fri) 7:30am stand-up call to report on the status of ServiceNow. The contractor who provides representation during the 7.30 am daily stand up must adjust the work hours to reflect 8 hrs. of workday. The contractor shall provide coverage for critical tasks as needed during and after core business hours, and weekends/holidays.

10.0 Period of Performance (POP)

The award shall be a Labor Hour contract. The Period of Performance shall be for a base period of 10 months for each labor category. Full time technicians are expected to work 40 hours per week. Any overtime must be approved by the COR/PM with detailed justification in advance.

Base Period: 8 November 2024 to 7 November 2025

Option Period 1: 8 November 2025 to 7 November 2026

Option Period 2: 8 November 2026 to 7 November 2027

Option Period 3: 8 November 2027 to 7 November 2028

Option Period 4: 8 November 2028 to 7 November 2029

11.0 Affordability:

The Government estimates this requirement may range in price from $5M to $6M, which includes the base year and all option periods. The government has provided the range to facilitate the development of the proposals. A proposal outside of those ranges can still be determined to be acceptable if the rates proposed are less than or equal to established GWAC rates.

12.0 Security Requirements:

Personnel security clearance (PCL) requirements for Contract staff performing on this contract as outlined below (DFC shall accept interim PCLs). PCLs shall be issued by DoD and verifiable in the Joint Personnel Adjudication System (JPAS). PCL requirements are directly associated with specific duties performed in support of the contract; positions that require access to production system with system administrative privileges require a PUBLIC TRUST PCL. The Contractor shall ensure all staff, to include subcontractors and consultants (i.e.

1099) meet these security requirements.

Contractors who do not meet the PCL requirements, to include subcontractors and consultants (i.e. 1099) cannot support this contract without written approval by the Contracting Officer.

All positions designations require a PUBLIC TRUST PCL.

13.0 Accessibility Requirements (Section 508)

Section 508 of the Rehabilitation Act, as amended by the Workforce Investment Act of 1998 (P.L. 105-220), requires that when Federal agencies develop, procure, maintain, or use electronic and information technology (EIT), they must ensure that it is accessible to people with disabilities. Federal employees and members of the public with disabilities must have equal access to and use of information and data comparable to that of non-disabled Federal employees and members of the public

14.0 Billing and Invoicing

Contractors shall invoice monthly Labor Hours amount. DFC is not responsible for any hours or cost over the approved ceiling/hours for each CLINs. Any overtime must be approved by the COR ahead of time.

15.0 Onboarding and Resource Distribution

Contractors shall provide resumes for all resources within 5 business days of contract start date or contract kick-off date (which ever comes later). Once DFC finalize the resources contractor must submit the security paperwork to DFC within 2 business days. Contractor shall submit the resume for the backfill within 72 hours in the event any resource was to resign DFC.

Contractor shall provide coverage in case any resource was to take leave for more than 3 consecutive days. Contractor shall have a backup resource available cleared by DFC security in case of any unexpected extended leave for more than 3 days by any resource.

16.0 Recognized Holidays

The COR shall specify whether contractors are expected to work on federal holidays. The government recognizes the following holidays:

• New Year’s Day

• Martin Luther King’s Birthday

• Presidents’ Day

• Memorial Day

• Juneteenth Day

• Independence Day

• Labor Day

• Columbus Day

• Veterans’ Day

• Thanksgiving Day

• Christmas Day

APPENDIX A: GLOSSARY OF ACRONYMS AND ABBREVIATIONS

Acronym Definition

ADD Application Development Division

App Dev / AppDev Application Development

BI Business Intelligence

CDO Chief Data Officer

COR Contracting Officer’s Representative

CR Change Request

CRM Customer Relationship Management

DBA Database Administrator

DCA Development Credit Authority

DevOps Development and Operations

DFC U.S. International Development Finance Corporation

DoD Department of Defense

Acronym Definition

EBS Enterprise Business Suite

IT Information Technology

JPAS Joint Personnel Adjudication System

LOE Level of Effort

OIT Office of Information Technology

OPIC Overseas Private Investment Corporation

PCL Personnel Security Clearance

POP Period of Performance

SDLC Software Development Life Cycle

SLA Service Level Agreement

SNOW ServiceNow

SOW Statement of Work