Attachment 03 CFL_SOW DRAFT.pdf

Central Federal Lands

Statement of Work

For

Project Scheduling Services and Support

Contract: XXXXXXXXXXXXXXX Task Order # TBD

1.0 Overview

This is a non-personal services task order to provide Project Scheduling Services and Support.

The Government will not exercise any supervision or control over the task order service providers performing the services herein. Such service providers shall be accountable solely to the Contractor who, in turn is responsible to the Government as defined in this Statement of Work (SOW). The Contractor shall perform to the standards herein.

1.1 Background

Central Federal Lands Highway Division (CFLHD) is currently using P6 Enterprise Project Portfolio Management (21.12.10) software (P6) for program management, project management, multi-project resource and activity scheduling, earned value and workload analysis. CFLHD’s portfolio includes approximately 350 active projects (these projects include highway, non-highway, stewardship & oversight, and overhead projects), with between 3 and 95 activities each. Approximately 175 of these projects require monthly involvement from the P6 schedulers, and approximately 125 require active schedule support and troubleshooting on a bi- weekly basis.

Most of CFLHD’s employees (approximately 200) use P6 at some level. The table below shows major user groups, the approximate number of each group, the typical P6 Web Rights, and the typical interaction with the P6 Schedulers. All project chargeable employees use P6 Team Member (Timesheets) for timekeeping purposes.

User Group Approximate

# of users

P6 Web Rights

Interaction with P6

Schedulers

Project Managers 18 None currently. Future rights TBD.

Min. – monthly

Max. – weekly

Resource/ Functional Managers

17 Two to four users with minimal support

Min. – monthly

Max. – weekly

Construction Operations Engineers (COEs)

12 None anticipated. Min. – monthly

Max. – weekly

Team Members (including above users)

190 None anticipated. Min. –quarterly

Max. – weekly

There are two primary phases of project delivery; in which most of the in-progress activities occur:

Project Development – There are approximately 100 – 150 active projects in various stages of project development at any one time. Project Development includes all projects associated with design and/or construction contract development, from the project charter through the contract award phases of development. These projects typically contain approximately 95 activities, with no more than 15 activities being active at any given time.

Construction – There are approximately 30-60 active construction projects at any one time.

This number does not include those projects that are in the process of being closed out or in claims. There are approximately 10-15 activities associated with the various stages of construction. Out of the activities, on average there are approximately 4-5 that are typically active at any one time.

CFLHD also uses Microsoft Windows operating system, Microsoft Office applications, and Oracle.

CFLHD also operates and runs an in-house developed funds management software (FundsMap) that utilizes data from P6 in conjunction with financial and other project information. This program requires links to P6 databases and tables. The contractor shall work with FundsMap staff to ensure P6 information is shared with FundsMap.

2.0 Performance Work Statement / Statement of Work

The responsibilities are in scheduling, monitoring, updating, and reporting on multiple transportation engineering projects.

The contractor shall work with engineering project teams to develop and coordinate design and construction administration and inspection schedules (not full construction project schedules).

The contractor shall learn and understand how CFLHD uses the P6 software to conduct business and provide quality assurance/quality control (QA/QC) to CFLHD processes when working with staff. The contractor shall be responsible for developing, maintaining, and reporting critical path schedules, associated cost reports, project analyses, and resource loading and manpower projections. Communication with project management and technical leads to obtain the necessary information to create and maintain accurate and complete project schedules is a critical function of the positions. The contractor shall also continuously assess the system operation and identify improvements that would be of value to CFLHD. Based on these assessments, the contractor shall provide recommendations and anticipated level of effort required to implement proposed system improvements to TOCOR.

The Contractor shall provide all personnel, equipment, supplies, facilities, transportation, tools, materials, supervision, and other items and non-personal services necessary to perform the work unless otherwise noted in this task order or the base contract. The Contractor, and not the Government, shall control, manage, and supervise performance of Contractor employees while performing the services under the contract. The supervisor will serve as the liaison between Task Order Contracting Officer’s Representative (TOCOR) and contractor employees for any performance issues, scheduling leave, and assuring work is covered during absences. Any time working in the capacity of a supervisor is not billable to the government.

2.1 Contract Manager

Number of positions: One (1)

Summary: Manages all the contract personnel, administers the IDIQ Ordering document and division Task Orders. The Contract Manager hours and rate are incidental to the labor categories as described in this Section.

Minimum Experience: Refer to the labor category description in the IDIQ Ordering document, for the Contract Manager position.

2.1.1 Detailed Duties of Contract Manager

This position will provide general management and training associated with the IDIQ Ordering document and this Task Order. Additional duties are outlined in the IDIQ Ordering document.

2.2 Project Controls Analyst

Number of Project Controls Analyst positions: One (1)

Summary: Overall duties include the administration CFLHD project scheduling within P6, including project level and organizational level data and reporting, providing support to staff regarding P6, assessing the system and processes for improvements, and aiding and testing for P6 upgrades.

Minimum Experience: Refer to the labor category description in the IDIQ Ordering document for the Project Controls Analyst position.

2.2.2 Detailed Duties of the Project Controls Analyst

This position will provide general support with the division’s use, training, and reporting of the Oracle Primavera P6 system(s). This position will provide the following services under this contract, in addition to the duties outlined in the IDIQ Ordering document:

2.2.2.1 Project Level Data

The contractor shall input new projects as needed, baseline projects, analyze schedules and resources, run reports, and provide to appropriate staff, meet with staff (generally Project Managers and Functional Managers) to go over projects, resource status, and updates, revise existing projects per updates provided, maintain schedule, and budget integration, and perform change management as required.

Input new projects into the system. Work with the assigned Project Manager (PM), Functional Managers (FM), Program & Planning Managers (PROG), Construction Operations Engineers (COE), and Cross Functional Team (CFT) to perform the following steps to develop a resource loaded schedule into P6:

• Utilizing standard templates, develop a schedule with the assistance of the project team, including relationships, resources, expenses, durations, and codes.

• Work collaboratively with project team to address schedule and resource distribution issues.

• Strategize how to plan and develop a project schedule from beginning to end.

• Use historical data to analyze schedule and resource loads to identify deficiencies.

• Report potential deficiencies to the Project Manager and modify the schedule as instructed.

• Develop project Performance Measurement Baseline.

The development of a preliminary schedule is required for most projects to initiate scoping activities utilizing standard templates.

There are also numerous non-road projects entered into the system each year. Non-road- projects typically do not utilize the standard templates and are defined as efforts that do not have a Plans, Specifications, and Estimate (PS&E) deliverable. The number of activities on these projects typically ranges from 1 to 10.

Continuously improve the process for entering new projects and capturing project team inputs as efficiently as possible to correctly model the proposed project development process.

Analyze schedules and resources and evaluate performance measures. Provide schedule and resource analysis for each project. The goal is to keep all system information current, accurate, and meaningful, yet minimize the time and effort required by the users to do so. Analysis includes the following:

• Evaluate changes to the working schedules.

• Analyze project schedules and resource distribution to identify problem areas and opportunities for efficiencies using earned value and other techniques.

• Review resource utilization by individual, discipline, and branch.

• Develop, maintain, update, and analyze earned value and other project performance measurements that are tracked using P6, such as periodic comparison of projections versus actual completion dates, durations, resource utilization, earned value analyses, and other indicators. Generation of performance indicators will be monthly.

• Develop interim reports or initiate one-on-one discussions with staff necessary to account for variability in project data.

• Attend appropriate cross-functional team (CFT) meetings to collect schedule change and performance information as needed.

• Monitor and report deviations beyond established thresholds and/or trending towards exceeding thresholds that do not represent planned program, project, or resource delivery status.

• Lead live schedule development in group settings by quickly and efficiently responding to input from the project team.

• Update project data as a project progresses through its life cycle.

• Evaluate and provide current project information such as working schedule bar charts, baseline vs. working schedule bar charts, resource spreads, multi-year programs, project Gantt charts, critical path milestone/delivery dates, schedule float, and resource overloads to project teams.

• Review of start/finish dates falling within update cycle.

• Review overall condition of the schedule and total float.

• Evaluate bi-weekly and monthly reports and all monthly project, activity, work step, and resource data that affects the credibility of P6.

• Recommend revisions to methods used to calculate and communicate performance when the current procedure does not produce consistent or reliable information.

• Update, maintain, and follow CFL Project Controls Standard Operation Procedures

(SOP).

Communicate observations gathered through the above analysis of resources, schedules, projects, and the program of projects to the Task Order Contracting Officer’s Representative (TOCOR) monthly with the conclusion of monthly update cycle, and bi-weekly after the conclusion of the time sheet process, and to the PM and affected functional managers during update cycles, and when immediate attention is necessary.

Project Update Meetings: Prepare for and lead individual update meetings with PMs, FMs, PROGs, and COEs to:

• Address activities and resource assignments that are out of tolerance.

• Highlight activities outside of schedule and cost thresholds and address the situation as well as educate PM’s and FM’s on earned value concepts and best practices.

• Work collaboratively with FMs to ensure appropriate resource hours to monitor and maintain the health of projects while ensuring schedule and cost information is accurate and up to date in the most efficient way possible.

• Attend monthly one-on-one status meetings with each PM to retrieve data for updates for each project. One-on-one meetings with PM’s are approximately 30-45 minutes in duration. Meetings with those who are acting as PMs for non-traditional projects (planning studies, technical studies, overhead initiatives, etc.) will also be required, on an as needed basis.

• Provide guidance to staff on what they should be looking at and note things that appear inaccurate or raise red flags, so they can be addressed by the appropriate staff.

• Collect resource updates from all FM’s monthly through report mark-ups.

• Attend quarterly one-on-one update meetings with FM’s.

• Refine activities, work steps, logic, and schedules, as updates are received.

• Attend appropriate Cross Functional Team (CFT) meetings to collect schedule change and performance information.

Similar meetings will be held with COEs; however, this exchange may occur at the monthly construction staffing meeting. Additional follow-up with individual COEs may be required, as needed.

Maintain and update P6 data. Update the project schedule and resource database on a bi-weekly basis by independently following procedures, and incorporating updates and revisions provided to keep all P6 system data current, accurate, and meaningful. This includes following QC procedures, running reports, and posting projects schedules.

Maintain schedule and budget integration. Work with the FundsMap Management Team ensure that P6 data is properly linking with the FundsMap databases and software.

Change Management. Utilize division processes and procedures to perform change control on project baseline schedules and resource plans as required. Revisions and changes to baseline schedules and resource plans will be based on direction received from Project Managers (PM’s) or PROGs, with input from the Functional Managers (FM’s) and COEs. The PM or PROG ensures that dissemination of information occurs as changes are made to baselines. Attend and participate in project baseline change control meetings. Maintain a record of all previous baselines in P6.

2.2.2.2 Organization Level Data

Standard and Custom Reports. Update or modify the report structures that summarize present program, project, and resource information, multi-project data summaries, and historic data for analysis of individual projects, groups of projects, and the entire project delivery program. Customize report structures for various types of users and management levels. Create and customize reports using P6 Report Writer, layouts, and P6 Web Views for various types of users and management levels. Generate and distribute bi-weekly and monthly reports for Leadership, PMs, FMs, COEs, PROGs, and CFT Members.

Generate standard reports according to the following typical schedule:

Report Frequency

Multi-year Report Monthly

Project Schedules - Alphabetically Monthly

Project Schedules – By PM Monthly

P6 Summary Schedules (Projects in PE and CE)

Monthly

Earned Value Reports (By PM and by Function)

Monthly

Functional Resource Spread Bi-Weekly

COE Resource Spread Bi-Weekly

P1 and PE Starts Within Next 6 Months Monthly

PM Summary Detail Monthly

PM Resource Spread Bi-Weekly

Branch Resource Spread Bi-Weekly

Project Major Changes Monthly Final Records Check Report Monthly

95% Review Report Monthly

CN Report Monthly

Non-Baselined Projects Resource Detail? Monthly

Construction Two-Year Summary Monthly

Construction Four-Year Summary Monthly

Construction Field Pool Staffing (4) Monthly

Tech Services Special Report Monthly

Work Step Percent Bi-Weekly

Labor Cost Distribution (LCD) Bi-Weekly

Resource Utilization Bi-Yearly

FY_PM Accomplishments Yearly

Standard reports are typically generated to coincide with the project status update cycle. Custom ad-hoc reports may be requested on an as needed basis. Before providing a requested customized report, the contractor shall notify the TOCOR and obtain approval. Continuously recommend and improve reporting including data, formats, frequencies, distribution, etc. Work with the Business Intelligence (B.I.) Report Developer for modifications to existing or creation of new B.I. reports.

P6 Users and Resources. Input and maintain P6 users/resources in the system and maintain resource rates as provided by the TOCOR (typically updates are provided three or four times per year). Maintain resource start/finish dates and ties to current, previous, and future staff assignments to facilitate generation of resource allocation reports. Manage and troubleshoot user profiles to provide desired level of access. Maintain a list of Team Member users and assign licenses to users as staffing changes.

Completed Projects Historical Database. Maintain a completed projects historical database in an inactive status such that historic information can be readily retrieved for comparison with similar proposed projects, track historical trends, resource utilization, activity durations, etc.

Retain inactive projects indefinitely, unless directed by TOCOR to delete. Placement into inactive status occurs only when Finance sends notification that all accounts have been closed.

Work Breakdown Structure. Revise the Work Breakdown Structure (WBS), templates, or supporting documents as changes are made within the organization. Redefining of current milestone/activity work steps may also be necessary. Work Steps are instrumental in calculating the performance percent of work completed. Additionally, periodic revisions to the standard template activity descriptions shall be necessary to reflect changes made to activity names, activity tasks, predecessors, successors, and role and resource assignments. Maintain, update, and utilize an appropriate amount of project templates to represent new projects effectively and efficiently in P6 until those templates are customized by the project team. Follow the defined process to incorporate project resources and schedules into P6. Any revisions and changes to the WBS or supporting documents shall be based on direction received from the TOCOR.

P6 Calendar. Maintain a revolving three-month calendar to keep staff current on the status of key update cycles and schedule data generation dates and to ensure the timely creation of reports. The up-to-date calendar is to be in PDF and be accessible to staff through SharePoint.

2.2.2.3 Federal Lands Highway Staff and Team Support

Bi-Weekly Support of Time and Attendance. Support the time and attendance development through the P6 Team Member (timesheets). Perform the following duties:

• Identify cost account problems.

• Identify missing cost accounts within projects/activities.

• Review timecards for errors before they are distributed to timekeepers and presented to management.

• Verify that all open and/or closed cost accounts in the accounting table are accurately tracked and functional discipline activities are chargeable.

• Follow Project Controls processes for opening activities, assigning accounts, and adding/deleting/modifying resources.

• Review submittal of timesheets utilizing standardized processes, identify missing timesheets, and contact staff.

• Provide support to Time & Attendance Coordinators running the timesheet report in P6 BI, as needed.

The contractor shall also support & maintain the Labor Cost Distribution (LCD) report on a bi-weekly basis. This is a custom report run out of P6 to summarize timesheet data for FHWA needs.

Changes/enhancements to the LCD report process may require changes to P6 codes, reports, etc.

Perform the following duties:

• Run the LCD report.

• Perform quality control of the LCD report for errors and re-running the report as necessary. Send final report to Finance.

• Apply and store actual timesheet and financial period data to P6 on a bi-weekly basis. Archive an electronic copy of summarized Time & Attendance in PDF format.

Monthly Project Status Meetings. In preparation for status meetings, identify activities, schedule, or resource issues that may be of concern. Generate and distribute reports for status meetings. One member should attend all Project Status Meetings.

Update CFLHD SharePoint with the standard and custom reports in preparation of the status meetings.

Project Controls Steering Committee Support.

Attend Project Controls Team meetings as needed (typically 6 per year, in addition to ad hoc preparation meetings). Prepare for meetings and trainings, as needed, and participate in discussions, providing input on potential improvements. Provide additional support to the Project Controls Team outside of meetings. Support includes developing and preparing reports, providing input on potential improvements, troubleshooting, implementing changes and improvements, and other miscellaneous support. Support generally involves a few additional hours per meeting.

Staff Support. Answer questions and provide ongoing support and customer service to P6 Web and Team Member users. Provide users with P6 Web navigation and troubleshooting. Share best practices with staff to improve efficiencies. Create custom views and layouts for users as needed and as approved by the TOCOR. Support Division Leadership & Management at all levels on information needs. Assist employees in setting up and customizing P6 Web dashboards, and/or portfolios.

Training. Provide technical guidance, informal and formal training, and general assistance (to supplement FM’s and Project Controls training provided by government staff) to existing and new Project Delivery staff in the operation of the P6 and application of business processes. Provide one-on-one and functional area training in the following areas for new employees:

• Project Delivery Plan & Endorsement

• Baseline development

• Change management

• Updating schedules, resources, and steps

• Earned value management

• Available standard reports

• P6 Team Member (timesheets)

• P6 Web

Distribute training materials to new employees. Proactively spread the knowledge of system operations to ensure that project delivery staff understand project data and what their role is in providing and maintaining accurate data. Develop and maintain a training history list.

Meetings and FHWA Required Training. Attend select organizational meetings to keep apprised of changes and developments that are occurring. Attendance is based on invitations to attend and workload restrictions. Meetings include those to discuss issues related to data integrity, changes to the WBS, etc. These meetings are in addition to project delivery meetings that are held to status projects. Complete FHWA mandated training, typically no more than a few hours each year.

2.2.2.3 System Improvements, Upgrades, and Testing

System Improvements. Continuously assess the system operation and identify process improvements that would be of value. Implement process improvements that are approved by the TOCOR.

Maintain and update the PMIS Procedures Manual and Standard Operating Procedures (SOP). Document all input and output reporting processes. Update as new system procedures are developed or existing process and procedures are modified.

Upgrades and Troubleshooting. Provide support and guidance related to P6 to government Project Controls and IT staff on software upgrades and patches required for P6 through testing, documentation, developing settings and troubleshooting. Troubleshoot and resolve errors with Oracle support and IT staff.

2.3 Business Intelligence (BI) Report Developer

Number of positions: One (1)

Summary: Creates, updates, manages, and tests test Business Intelligence (BI) reports with direction from TOCOR on the desired look and outcome of the report. Reports will be for use at CFLHD and other division offices Minimum Experience: Refer to the labor category description in the IDIQ Ordering document, for the BI Report Developer position.

2.3.1 Detailed Duties of BI Report Developer

This position will provide general development and management of reports associated with Primavera P6. Additional duties are outlined in the IDIQ Ordering document.

2.4 Primavera Specialist

Number of positions: One (1)

Summary: Provides advice, guidance and training related to the implementation and use of Primavera P6 software and associated products. Provides expertise related to project management processes in a P6 enterprise environment. Assists with P6 error resolution, implementation of software upgrades, and managing of the P6 database.

Minimum Experience: Refer to the labor category description in the IDIQ Ordering document, for the Primavera Specialist position.

2.4.1 Detailed Duties of Primavera Specialist

This position will provide general management of the Primavera P6scheduling system(s). Additional duties are outlined in the IDIQ Ordering document.

3.0 Period of Performance

The period of performance shall be for one (1) base year and one (4) option years. The following lists the base year and option years period of performance:

• Base Year: April 1, 2023 through March 31, 2024

• Option Year 1: April 1, 2024 through March 31, 2025

• Option Year 2: April 1, 2025 through March 31, 2026

• Option Year 3: April 1, 2026 through March 31, 2027

• Option Year 4: April 1, 2027 through March 31, 2028

4.0 Quality Control Plan

The Contractor shall develop and maintain an effective Quality Control Plan (QCP) to ensure services are performed in accordance with this Task Order. The Contractor shall develop and implement procedures to identify, prevent, and ensure non-recurrence of defective services. The Contractor’s QCP is how he/she assures that his/her work complies with the requirement of the task order. The QCP shall be delivered within 60 days after this task order is awarded. After government acceptance of the QCP, the Contractor shall receive the Contract Officer’s (CO) acceptance in writing of any proposed change to the government accepted QCP.

5.0 Hours of Operation

Under this task order, the Contractor’s on-site employees are responsible for conducting business, between the hours of 7:00 a.m. and 6:00 p.m. mountain time, and personnel shall be present between the core hours of 8:00 AM and 4:30 PM Monday thru Friday except Federal holidays or when the Government facility is closed due to local or national emergencies, administrative closings, or similar Government directed facility closings. The Contractor must maintain an adequate workforce for the uninterrupted performance of all tasks defined within this PWS when the Government facility is not closed for the above reasons. When hiring personnel, the Contractor shall keep in mind that the stability and continuity of the workforce are essential.

When a change in personnel is needed, the Contractor shall notify the TOCOR no later than 14 working days prior to the change. The Contractor shall submit the qualifications of any proposed contract personnel to the TOCOR for approval. All proposed personnel shall meet the minimum qualification requirements listed in the IDIQ Ordering document and this TO.

6.0 Place of Performance

The work to be performed under this task order shall be performed at the Federal Highway Administration, Central Federal Lands Highway Division (CFLHD) office located at 12300 West Dakota Avenue in Lakewood, CO for the on-site employees. Teleworking for up to 2 days per week may be allowed with the approval from the TOCOR.

The Project Controls Analyst is required to be on-site unless the Contractor has written approval from the TOCOR.

The Government will not provide a facility for proposed off-site employees.

7.0 Physical Security

The Contractor shall be responsible for safeguarding all government equipment, information, and property provided for Contractor use. At the close of each work period, government facilities, equipment, and materials shall be secured.

8.0 Special Qualifications

N/A

9.0 Periodic Progress Meetings

The contractor agrees to attend progress meetings. The Contracting Officer or Task Order Contracting Officer’s Representative (TOCOR), and other Government personnel, as appropriate, may meet periodically with the Contractor to review the Contractor's performance. At these meetings, the CO or TOCOR will apprise the Contractor of how the government views the Contractor's performance and the Contractor will apprise the Government of problems, if any, being experienced. Appropriate action shall be taken to resolve outstanding issues.

These meetings shall be at no additional cost to the government.

10.0 Identification of Contractor Employees

All contractor personnel attending meetings, answering Government telephones, and working in other situations where their Contractor status is not obvious to third parties are required to identify themselves as such to avoid creating an impression in the minds of members of the public that they are Government officials. They must also ensure that all documents or reports produced by Contractors are suitably marked as Contractor products or that Contractor participation is appropriately disclosed.

11.0 Contractor and Task Order Travel

The Contractor may be required to travel to Vancouver, WA, Lakewood, CO, and/or Sterling, VA, as well as other locations within the continental United States, during the performance of this task order to attend meetings, conferences, and/or training. All reimbursable travel requires Government approval/authorization and notification to the TOCOR.

12.0 Materials

The Contractor shall provide on-site P6 documentation, training, and guidance materials for the use by Contractor staff and CFL P6 users. The material shall include hard copies of training and guidance for P6 Client, P6 Web, P6 Team Member, and P6 Oracle BI, for the current version of P6 that is being used.

13.0 Phase-In/Phase-out Period

To minimize any decreases in productivity and to prevent possible negative impacts on additional Services during contract transition, the Contractor shall have personnel on board, during the thirty

(30) to sixty (60) day phase-in/phase-out periods. During the phase-in/phase-out period, the Contractor shall become familiar with performance requirements to commence full performance of services on the start date. If additional time extension is required for the phase-in/phase-out period, the additional time extension will be based on requirements in 52.217-8 Option to Extend Services portion of this TO.

14.0 Government Furnished Equipment and Services

14.1 Services

The Government will provide IT Help Desk support to assist with production set-up, as well as issues that arise during the period of performance.

14.2 Facilities and Equipment

The Government will provide a workstation space for on-site Contractors, Government-issued networked computers, telephone, and related equipment as necessary to fulfill the on-site work requirements. Access to DOT networks requires use of a government-issued computer. This computer must be connected to a DOT network frequently to allow security patches and software upgrades. For off-site employees, the Government will provide Government-issued networked computers only. The Contractor shall utilize the government-issued computer and their own offsite equipment to support any task not performed at the CFLHD location. Initial equipment set-up may require coordination with FHWA’s Information Technology (IT) Team to access or operate DOT software or network equipment, immediate off-site access may not be possible.

14.3 Materials

The Government will provide electronic documentation of the current P6 Standard Operating Procedures (SOP) for Central Federal Lands.

15.0 Applicable Publications (Current Editions)

16.0 Applicable Clauses

52.217-8 Option to Extend Services

The Government may require continued performance of any services within the limits and at the rates specified in the contract. These rates may be adjusted only as a result of revisions to prevailing labor rates provided by the Secretary of Labor. The option provision may be exercised more than once, but the total extension of performance hereunder shall not exceed 6 months. The Contracting Officer may exercise the option by written notice to the Contractor within the task order period.

52.217-9 Option to Extend the Term of the Contract

(a) The Government may extend the term of this contract by written notice to the Contractor any time prior to contract expiration, provided that the Government gives the Contractor a preliminary written notice of its intent to extend any time before the contract expires. The preliminary notice does not commit the Government to an extension.

(b) If the Government exercises this option, the extended contract shall be considered to include this option clause.

(c) The total duration of this contract, including the exercise of any options under this clause, shall not exceed 34 months.

17.0 Attachment/Exhibit List

• Attachment 1 - Performance Requirements Summary

• Attachment 2 - Definitions and Acronyms

• Attachment 3 - Pricing Summary

ATTACHMENT 1

PERFORMANCE REQUIREMENTS SUMMARY

The Contractor service requirements are summarized into performance objectives that relate directly to mission essential items. The performance threshold briefly describes the minimum acceptable levels of service required for each requirement. These thresholds are critical to mission success.

To remedy all non-conforming services the contractor may be required to re-perform the service or correct nonconforming services at no cost to the government. A period of 15 days will be permitted to rectify non-conforming services. Repeated occurrences of nonconformance, defined as more than 2 performance objectives not being met in any consecutive 3-month period, may result in a request by the government to replace non-performing employees. Execution of remedies is at the discretion of the CO. Poor performance may also result in the government not exercising option years.

Performance Objective Standard Performance

Threshold Method of

Surveillance

PRS # 1

The contractor shall facilitate data collection by providing key project information for review, including analysis of project status, to the PM and CFT to expedite accurate and complete collection of data.

The contractor facilitated data collection in a manner that expedited an accurate and complete collection of information

No more than one validated PM or CFT member complaint per monthly update cycle

Randomly interview PM’s and CFT members to determine the acceptability of data collection

PRS # 2

The contractor shall communicate observations gathered though analysis of resources, schedules, projects, and the program of projects to Project Delivery staff via verbal, written, and reports

The contractor communicates timely observation gain through analysis of program, project, schedule, and resource data

No more than one validated CFT member complaint per monthly update cycle. No more than two occurrences of not reporting deviations beyond thresholds per monthly update cycle

Randomly interview CFT members to determine the acceptability of communication

PRS # 3

The contractor shall formally change baseline schedules and resource plans on projects with an original baseline when change control is implemented

The contractor formally changes baselines following established procedures

Zero deviations from standard

Comparison of procedures versus actual change control

Performance Objective Standard Performance

Threshold Method of

Surveillance

PRS # 4

The contractor shall maintain completed project historical data

The contractor maintains historical project data, so information is readily available, and identification of archived projects is obvious

Zero deviations from standard

Randomly evaluate projects for transition from active status to archived status and the ability to extract information from all data fields

PRS # 5

The contractor shall support the T&A process to ensure that appropriate project activities and accounts are charged, and proper documentation is submitted

The contractor managed the T&A process to ensure that appropriate project activities and accounts are charged, and proper documentation is submitted to next tier

No more than two validated complaints per bi-weekly T&A period

Randomly interview T&A submitters and administrators to determine the acceptability of managing the T&A process

PRS # 6

The contractor shall produce reports that accurately illustrates program, project, resource information, multi-project, and historic data

The contractor produced timely reports that accurately illustrated program, project, resource information, multi-project, and historic data

No more than two validated CFT member complaints per reporting cycle

Randomly interview CFT members to determine the acceptability

PRS # 7

The contractor shall create new projects into P6 using templates, modify template using initial budget worksheet, and continue modifying project schedules until project baseline is established

The contractor inputs new projects into P6 and modifies project schedule following established procedures

Zero deviations from standard

Comparison of procedures versus actual new project input and baseline development

DEFINITIONS:

ATTACHMENT 2

DEFINITIONS AND ACRONYMS

ACTIVE PROJECT. Projects active in P6 with open activities. Includes road and non-road projects.

ACTIVITY. A distinct item of work, a task, that needs to be accomplished within a defined period. Project work that is decomposed into smaller components to provide a basis for estimating, scheduling, executing, and monitoring and controlling.

Activities are linked together to create dependencies.

PERFORMANCE WORK STATEMENT. Description of core work tasks that are conducted by the contractor and included in the firm fixed price of this Task Order.

CONTRACTOR. A supplier or vendor awarded a contract to provide specific supplies or service to the government. The term used in this contract refers to the prime.

CONTRACTING OFFICER. A person with authority to enter into, administer, and or terminate contracts, and make related determinations and findings on behalf of, and legally bind the government.

(TASK ORDER) CONTRACTING OFFICER'S REPRESENTATIVE (TOCOR). An employee of the U.S. Government appointed by the contracting officer to administer the Task Order. Such appointment shall be in writing and shall state the scope of authority and limitations. This individual has authority to provide technical direction to the Contractor if that direction is within the scope of the contract, does not constitute a change, and has no funding implications. This individual does NOT have authority to change the terms and conditions of the contract.

DEFECTIVE SERVICE. A service output that does not meet the standard of performance as indicated in the Performance Work Statement and Performance Requirements Summary.

DELIVERABLE. Anything that can be physically delivered but may include non-manufactured things such as meeting minutes or reports.

FULLY ACTIVE PROJECT (PROJECT DEVELOPMENT). Project in P6 between scoping and PS&E delivery to PM activities.

FULLY ACTIVE PROJECT (CONSTRUCTION). Project in P6 in active construction (i.e., CFLHD field staff on the ground). Does not include those projects in closeout only (C9 activity)

IN-PROGRESS ACTIVITIES. Open activity in P6. Also includes activities that are at the data date (activities that need to be moved each pay period due to inactivity).

PHYSICAL SECURITY. Actions that prevent the loss or damage of Government property.

PROJECT. A group of activities designed to produce a unique product, service, or result.

PROJECT MANAGEMENT INFORMATION SYSTEM (PMIS). Consists primarily of the Primavera Enterprise System (P6) but includes secondary elements of the Project Analysis and Reporting System (PARS) and CFLHD Business Intelligence (CFLHD BI) System.

QUALITY ASSURANCE. The government procedures to verify that services being performed by the Contractor are performed according to acceptable standards.

QUALITY CONTROL. All necessary measures taken by the Contractor to assure that the quality of an end product or service shall meet contract requirements.

RESOURCE. A group of individuals available for assignment to project activities. This includes employees and generic resources. They can be assigned exclusively to a project or activity or shared by several projects. One resource can be part of individual resource lists for multiple projects, or the resource can be part of a single shared resource pool.

ACRONYMS:

ACOR

BI

CE

CFLHD

CFR

CFT

CO

COE

COR

COTS

EEBAC

EVM

FAR

FUNDSMAP

HIPAA

OCI

ODC

PDF

PE

PIPO

Alternate Contracting Officer's Representative Business Intelligence Construction Engineering Central Federal Lands Highway Division Code of Federal Regulations Cross-functional Team Contracting Officer Construction Operations Engineer Contracting Officer Representative for overall IDIQ Commercial-Off-the-Shelf Engineer’s Estimating, Bidding, Award, and Construction System Earned Value Management Federal Acquisition Regulation Financial Management Application Health Insurance Portability and Accountability Act of 1996 Organizational Conflict of Interest Other Direct Costs Portable Document Format Preliminary Engineering Phase In/Phase Out

POC

POP

PMI

PMP

PMIS

P&P

P&PS

PRS

PST

PWS

P6

QA

QAP

QC

QCP

TOCOR

TE

WBS

Point of Contact Period of Performance Project Management Institute Project Management Professional Project Management Information System Planning & Program Program and Project Status Performance Requirements Summary Project Support Team Performance Work Statement P6 Enterprise Project Portfolio Management Software Quality Assurance Quality Assurance Program Quality Control Quality Control Program Task Order Contracting Officers Representative Technical Exhibit Work Breakdown Structure

Attachment 3

Pricing Summary

CFL Base Year Price (from Table 1 below): $xxx,xxx.xx

CFL Option Year 1 Price (from Table 2 below): $xxx,xxx.xx

CFL Option Year 2 Price (from Table 3 below): $xxx,xxx.xx

CFL Option Year 3 Price (from Table 4 below): $xxx,xxx.xx

CFL Option Year 4 Price (from Table 5 below): $xxx,xxx.xx

CFL Total 5-Year Price: $xxx,xxx.xx

*These amounts represent Not to Exceed amounts for this Task Order.

PRICING SUMMARY

TABLE 1: TO Base Pricing for CFL APRIL 1, 2023 – March 31, 2024

Title Estimated

Hours Rate

Not to Exceed Amount

Project Controls Analyst 2020 $***.** $***.**

BI Report Developer 15 $***.** $***.**

Primavera Specialist

30 $***.** $***.**

Travel Expenses

$5,000.00 $5,000.00

TOTAL for CFL Base Year

Table 2: TO Option Year 1 Pricing for CFL APRIL 1, 2024 – March 31, 2025

Hours Rate

Not to Exceed Amount

$5,200.00 $5,200.00

CFL Option Year 1

Table 3: TO Option Year 2 Pricing for CFL APRIL 1, 2025 – March 31, 2026

Hours Rate

Not to Exceed Amount

$5,410.00 $5,410.00

CFL Option Year 2

Table 4: TO Option Year 3 Pricing for CFL APRIL 1, 2026 – March 31, 2027

Hours Rate

Not to Exceed Amount

$5,625.00 $5,625.00

CFL Option Year 3

Table 5: TO Option Year 4 Pricing for CFL APRIL 1, 2027 – March 31, 2028

Hours Rate

Not to Exceed Amount

$5,850.00 $5,850.00

CFL Option Year 4