Attachment 1 DRAFT PWS CE SDS.pdf

Clean Energy (CE) Solution

Development Services

(CE - SDS)

Performance Work Statement for

September 14, 2024 ii

Table of Contents Contents

C.1 BACKGROUND

C.2 TASK ORDER OBJECTIVES

C.3 SCOPE OF WORK AND DESCRIPTION OF TASKS

C.3.1 Task Area 1: Program Management Office Support C.3.2 Task Area 2: Deployment & Transformation Readiness (D&TR) Support C.3.3 Task Area 3: Release Integration and Product Delivery (RIPD) Support C.3.4 Task Area 4: Engineering and Architecture Support C.3.5 Task Area 5: Enterprise Operations (EOps) Support C.3.6 Task Area 6: Cybersecurity Support C.3.7 Task Area 7 Information Resources Accessibility Program (IRAP) C.3.8 Task Area 8 Common Services and Data Engineering C.3.9 Task Area 9 Fraud Detection

C.4 DELIVERABLES

C.5 PERSONNEL REQUIREMENTS

C.5.1 Key Personnel C.5.2 Agile Compositions

C.6 TRAVEL

C.7 PERFORMANCE REQUIREMENTS, STANDARDS, SURVEILLANCE

C.8 PERIOD OF PERFORMANCE

C.9 PLACE OF PERFORMANCE

C.10 POINTS OF CONTACT

C.11 GOVERNMENT-FURNISHED INFORMATION

C.12 IRS TERMS AND CONDITIONS

C.13 CONTRACT TYPE/PAYMENT SCHEDULE

Appendix A ACRONYMS

Appendix B REFERENCE MATERIALS

Appendix C TEMPLATES

Appendix D CE ENVIRONMENTS

C.1 BACKGROUND

On August 16, 2022, President Biden signed the Inflation Reduction Act into law, marking the most significant action Congress has taken on clean energy and climate change in the nation’s history. The Inflation Reduction Act includes some two dozen tax provisions that will save families money on their energy bills and accelerate the deployment of clean energy, clean vehicles, clean buildings, and clean manufacturing. These tax provisions reflect the President’s strong belief in building the economy from the bottom up and middle out. Many of the clean energy tax provisions offer bonus credits to projects— all with the goal of strengthening America’s energy security. The IRA CE Security Program requires a continued development approach to IRA Energy Security that aligns with the enacted H.R.5376-Inflation Reduction Act of 2022 signed into law by President Biden on August 16, 2022. H.R. 5376 – 89, Subtitle D

– Energy security Parts 1-8, requires the creation of an Energy Security Program that reflects direct support services in the following areas: Program/Project Management, Requirements elicitation, Architecture, Engineering, Cybersecurity, Development, Testing, Documentation, Operational and Maintenance, and enhancements. The initial support provided to the IRS required production deployment March 1, 2023.

The IRA ushered in a variety of critical and time sensitive requirements that have Filing Season (FS) impacts. Energy Security, Subtitle D includes 29 provisions with impacts beginning in Fiscal Year (FY) 2022 retroactive Filing Season (FS) 2023 (FS2023) and continuing through FY2027 (FS2028): New Credits-11: New Taxes/Fees – 2: Modified Credits-16: Modified Taxes/Fees-4.

The Inflation Reduction Act (IRA)The Enterprise Program Management Office (EPMO) Clean Energy Special Handling (CE) office is responsible for the CE portfolio.

C.2 TASK ORDER OBJECTIVES

The purpose of this CE ITPM SS Task Order is to acquire a stable core program management services team to support the IT Delivery Partners identified in this Task Order for the duration of the Task Order performance period. Through this Order, the Government is seeking to achieve the following objectives:

1. Deliver a core team responsible for day-to-day program management support to the Agile Framework processes, methods, standards, and techniques and execute program management services in support of the IRS IT Delivery Partners identified in this contract.

2. Mature Agile management practices building on traditional PMO responsibilities and driving strategic enterprise, portfolio, program, project alignment that include effective decision making and risk mitigation mechanisms.

The Government’s overarching service standards for this Task Order are as follows:

1. Accurate agile metrics are based on verifiable data and results and reported in CE Program artifacts to include but not limited to Program Increment (PI) documentation, backlog, change and configuration reports, test reports, release documentation, status reports, and executive briefings.

2. Complete work products address all program areas, identify trends and improvement areas, recommendations supported by analysis, program documentation is approved and shows reviews by appropriate stakeholders.

3. Timely action based on continuous planning cycles result in items tracked in real-time, problems identified early, agreed upon assumptions about requirements and outputs, and planned actions completed within agreed schedules.

4. Compliant work progress and service delivery follows applicable standards, is compliant with Contractor estimates, and issues when identified are resolved without impact to scope, schedule, price, and program mission.

5. Stable service delivery by Contractor’s selected personnel that possess the qualifications and skill levels appropriate to the work requirements. Personnel turnover rate is less than 10% percent with 95% to 100% of agreed upon positions/staffing levels filled in any period of performance, and few to no personnel selections are questioned for competency or removed.

6. Collaboration and flow within and across federated agile teams of government/contractor personnel enabled by agreed upon Contractor-provided organization charts, roles and responsibilities matrices, decision and approval processes, transition processes, escalation processes and procedures for resolving issues, changes, and differences.

C.3 SCOPE OF WORK AND DESCRIPTION OF TASKS

The scope of work for this acquisition includes all efforts to continue development activities and services to deliver a cloud-based CE solution that can provide taxpayers certificates for tax credits and deduction on investments in renewable energy. The CE Portfolio is envisioned to comprise a data-driven solutions to facilitated sharing of data across multiple user communities and organizational functions. The Business and IT organizations shall partner to meet their objectives to define the direction and delivery of legislative mandated CE provisions to provide certificates for tax credits to IRS customers.

The scope of work for this requirement consists of the task areas listed below:

Task Area 1: Program Management Office Support Task Area 2: Deployment & Transformation Readiness (DT&R) Support Task Area 3: Release Integration and Product Delivery (RIPD) Support Task Area 4: Engineering and Architecture Support Task Area 5: Enterprise Operations (EOPs) Support Task Area 6: Cybersecurity Support Task Area 7: Information Resources Accessibility Program (IRAP) Support Task Area 8: Common Services and Data Engineering Support Task Area 9: Fraud Detection and Reporting

C.3.1 Task Area 1: Program Management Office Support The Contractor shall provide program management expertise in direct support of the CE IT Program Management Office (PMO), as well as support to other PMO Branches, including Deployment and Transformation Readiness (D&TR), Program Management (PM), and Release Integration and Product Delivery (RIPD). This support includes overseeing processes, strategy, planning, review and monitoring, stakeholder collaboration, analysis, ensuring alignment between other organizations and achievement of metrics in support of the overall outcomes of the CE program.

The Contractor shall provide the following PM support services:

C.3.1.1 Orientation Briefing Within two weeks of task order award, the Contractor shall conduct an orientation briefing for the Government. The Government does not desire an elaborate orientation briefing, nor does it expect the Contractor to expend significant resources in preparation for this briefing. Rather, the intent of the briefing is to initiate the communication process between the Government and Contractor by introducing key task order participants, explaining their roles, reviewing communication ground rules, and assuring a common understanding of task order requirements and objectives.

The orientation briefing shall be held at the Government's facility and both parties shall mutually agree upon the date and time. The completion of this briefing shall result in the following:

1. The Contractor and Government personnel who will perform work under this task order will be introduced.

2. The Government will show the applicable facilities to the Contractor if the Contractor will be performing work on the Government's site.

3. The Government may provide any Government-Furnished Property (GFP) to the Contractor at this time.

4. Any issues concerning the Contractor clearances for Contractor personnel will be discussed.

5. The Contractor shall demonstrate confirmation of their understanding of the work to be accomplished under this PWS.

6. The Contractor shall provide the accounting period end dates to be used for the term of this task order.

7. The Contractor shall provide a list of Key Personnel (See Section H).

DESIRED OUTCOME: Initiate the communication process between the Government and contractor and assure a common understanding of task order requirements, objectives, and expectations;

delivery of required Orientation Briefing materials and Briefing minutes to the COR after the Briefing.

C.3.1.2 Governance

a) Support the execution of CE’s software development governance, providing a flexible framework for ensuring alignment.

b) Support the process of overseeing, monitoring, and guiding the CE development process.

c) Operate governance plans and models developed within the IRS.

d) Determine the optimal approach for aligning the CE program with IRS Governance plans and models.

e) Prepare decision documents and maintain decision tracking using internal IRS systems.

f) Support Governance Board and Executive Steering Committee (ESC) coordination activities for the

Delivery Partners, including providing logistics for meeting invites, conference room reservations, and similar administrative matters such as capture meeting minutes, notes, and action items.

C.3.1.3 Program Planning

a) Provide strategy, planning, and integration support, including updating overall strategy documents

(e.g., the quarterly CE Strategic Roadmap and a Planned Results Chart), and adjusting for changes in internal direction and priorities.

b) Facilitate working sessions with IRS Business and IRS IT to review strategic planning documents and supporting artifacts, and to confirm alignment with IRS strategic objectives, CE program objectives, and legal mandates.

c) Support Delivery Partners’ activities, including coordinating reviews of documentation (e.g., program management plans, organizational readiness plans), documenting the results, assessing status of activities, and tracking actions.

d) Review project charter and recommend adjustments to current project scopes or establishment of new projects, provide supporting presentations, and track actions.

e) Facilitate reviews of the CE Program Operating Model/Program Lifecycle to align the model to the current state of CE’s PMO organizational structure, program management functions, and communication framework; analyze Program Operating Models in similarly sized Federal programs;

and provide recommendations to enhance CE’s Program Operating Model/Program Lifecycle.

f) Update planning documents to incorporate needed system enhancements, including changes driven by legislative tax laws, as well as improvements to non-compliance detection models and rules based on feedback on current models.

g) Maintain the CE Program Management Plan (PMP), in accordance with the IRS Enterprise Lifecycle, and create or update the Program Contingency Plan for each release, including checking, as a minimum, consistency across projects for testing and deployment, resource requirements, schedules, and alignment with enterprise and Filing Season schedules and plans.

h) Refine the RMP and Requirements Playbook and align with Agile Playbook.

i) Support development of the Transition Management Plan, overview of stakeholders, systems, current/future state, deployment approach, and associated analysis.

C.3.1.4 Executive Meetings and Reporting For the purposes of this PWS, executive meetings are where decision-making, and policy-making occurs.

Program/operation meetings are where processes and procedures occur, mainly during the normal course of business.

a) Assist in the preparation for two standing meetings and up to two ad hoc meetings per month, with both internal and external stakeholders, including developing meeting and presentation materials, agendas, presentation content, meeting minutes/summaries, notes and action items.

b) Facilitate meetings, as required.

C.3.1.5 Performance Management

a) Maintain a program reporting structure that aligns with CE foundation documents (e.g., the

Program Implementation and Release Overview, the Integration and Deployment Plan, and the Program Framework for CE), including maintaining and updating reporting measures, standards, key process indicators, report design, and similar key performance activities.

b) Develop plans that provide a structured approach for managing and measuring the achievement of program results and benefits, including identifying the data required to measure and monitor results and benefits, along with the processes and tools that will be used to collect the data.

c) Support the creation and adaptation of Confidence Milestones for the overall CE program established by leadership members from IT PMO, and IT Stakeholders. These milestones measure confidence that velocity is sufficient to meet the program’s plan for delivery of capabilities and data source connections to production.

d) Review, revise, and update as necessary for each CE release PI session associated, based on roadmap, the CE Benefits based on evolving external and internal direction and feedback from benefits reporting and measurement.

e) Work with the CE IT PMO, Business Organizations, IT AD, and IT Delivery Partners to update and maintain the processes, templates, and tools for reporting the status of each project and summary views for the overall Program, aligned with the Program Reporting Structure.

C.3.1.6 IT Configuration Management (CM) The Contractor shall support configuration and change management functions including business rule changes, configuration identification, configuration control, configuration status accounting and configuration audits. Contractor will meet Government acceptance criteria for configuration management.

a) Monitor development teams’ use of IRS CM tools as source of record for verification of changes and monitor tools for quality of configuration data.

b) Provide support for Configuration Status Accounting activities (e.g., recording the current approved configuration documentation, reporting status of proposed changes, providing traceability of changes from the original configuration), and related accounting activities.

c) Provide support for Configuration Audit activities (e.g., developing Audit Plans, preparing initial Audit Checklists, participating in Audit Meetings, and providing meeting agendas and minutes, developing audit reports), and related audit activities.

d) Provide support for IRS boards (e.g., Engineering Review Board, Configuration Control Board, Technical Review Board) responsible for oversight of configuration identification and control activities.

e) Provide CM support by attending various meetings and gathering information as it pertains to CM (for example Release, Risk and Schedule meetings etc.)

f) Track and document all Configuration Items (CI) included in baseline releases during design integration, testing, fielding, and sustainment.

g) Provide CM, quality assurance, and sustainment of all documentation.

h) Update CM Plan in IBM’s Engineering Workflow Management (EWM) tool.

i) Support development and analysis of Unified Work Requests (UWRs) to determine and document infrastructure needs, and to request required support from Enterprise Operations (EOps).

j) Capture changes in real time using the Continuous Integration Continuous Development (CICD) pipeline’s change log (a.k.a. “Recent Changes” feature).

C.3.1.7 Risk and Issue Management

a) Develop and maintain plans that provide a structured approach for identifying, assessing, creating, managing, escalating, reporting, and dispositioning risks and issues.

b) Work with the CE IT PMO, Business Organizations, IT AD, and IT Delivery Partners to develop, update, and maintain risks and issues and document their final disposition.

c) Update and maintain CE IT PMO risk and issue information repositories, i.e., risk register.

d) Provide expertise on Agile risk and issue management industry standards and best practices.

e) Schedule or facilitate meetings to identify, document, and develop risk and issue records, and capture meeting minutes, notes, and action items.

C.3.1.8 Strategic Planning (Program Planning and Schedule Management)

a) Provide strategy, planning, and integration support, including updating overall strategy documents

(e.g., the quarterly CE Strategic Roadmap and a Planned Results Chart), and adjusting for changes in internal direction and priorities.

b) Facilitate working sessions with IRS Business and. IRS IT to review strategic planning documents and supporting artifacts, and to confirm alignment with IRS strategic objectives, CE program objectives and legal mandates.

c) Support Delivery Partners’ activities, including coordination reviews of documentation (e.g., program management plans, organizational readiness plans), documenting the results, assessing status of activities, and tracking actions.

d) Facilitate reviews of the CE Program Operating Model/Program Lifecycle to align the model to the current state of CE’s PMO organizational structure, program management functions, and communication framework, analyzing Program Operating Models in similarly sized Federal programs and providing recommendations to enhance CE.

e) Develop, coordinate, and maintain the program Integrated Master Schedule, capturing key program, release, project, stakeholder, and delivery partner activities, milestones, dependencies, and integration points including the schedules of the Program Office, multiple contractors, internal and external stakeholders, and delivery partners.

f) Audit the Integrated Master Schedule (IMS) to determine that all elements (e.g., task interdependencies, activities, variances) have been properly identified, plan and perform initial and as-required schedule risk assessments and run schedule analysis tools to provide confidence levels for the IMS.

g) Generate horizontally and vertically traceable IMS schedule reports (e.g., the critical path, two weeks look ahead, variance analysis from the baseline) by leveraging Engineering Lifecycle Management (ELM) functionalities and produce IMS reports in JIRA.

h) Generate automated reports using IMS reports in JIRA to provide forecasting abilities that help develop release plan/future backlog, capacity planning, managing of dependencies between activities, increase predictability, and assist in conducting schedule risk analysis.

i) Automate the process and data that is extracted from JIRA and imported into MS Project and assist with creating the product backlog, the sprint backlog, and the Scrum board/Kanban.

j) Facilitate meetings that identify, document, and develop IMS records while, capturing meeting minutes, notes, and action items.

k) Provide data to generate and higher order performance metrics to assist in subjective and objective decision making by senior leadership.

C.3.1.9 Quality Management

a) Work with the PMO in performing quality reviews and provide editor support for critical program implementation, release overview, and integration documents.

b) Conduct or participate in quality audits documenting methods in which a process, artifact/work product, or configuration is objectively evaluated to determine compliance with specified standards, guidelines, or procedures. Process audits may be conducted with IT AD.

c) Scope of audits includes Requirements management, Scheduling/Work Breakdown Structure (WBS), Performance Management (monitoring and control), Configuration/Change Management, Quality Management (including document review), and Risk Management, Testing, and Cybersecurity.

Additional processes may be added or removed at the discretion of PMO leadership.

C.3.1.10 Stakeholder Engagement

a) Document the recommended stakeholder engagement processes and maintain a stakeholder interaction model to facilitate engagement between the CE PMO and IRS business, IT AD, and IT delivery partners.

b) Support the analysis, documentation, and management of program level action items, dependencies, and gaps.

c) Support the identification, as well as the consistent definition, communication, and application of standards, processes, methodologies, and approaches that are common throughout IRS.

d) Identify, specify, and communicate common processes, methodologies, and approaches.

e) Provide consistent and correct adoption or execution of stakeholder strategy with all stakeholders.

f) Support and improve ongoing stakeholder engagement activities such as the program newsletter, standalone communications, webinars, the CE Bootcamp, CE Open House, All Hands meetings, employee engagement events, Chief Information Officer (CIO) briefings, and the Executive Oversight Team meeting. Government will provide one-month advanced notice and topics for ongoing stakeholder engagement activities.

g) Update the CE Strategic Communications Plan/Stakeholder Engagement Plan.

h) Develop and implement new methods to engage the CE community within the IRS.

i) Facilitate quarterly Boot Camp Sessions for internal and external stakeholders.

C.3.1.11 Contractor Status Reporting

a) Provide a Monthly Status Report (MSR), a monthly Contractor Quality Assessment Report

(Attachment 1), and an annual POP Summary Report for the Task Order. The Contractor shall work with the COR to determine the needs of such reports and provide reports in accordance with templates provided by IRS. The Task Order MSR shall use metrics to describe the state of the PWS services on a monthly basis and will include the financial update, narrative summary of achievements, risks, issues, updated program information, monthly metrics summary, and deliverables for the current monthly period. Any updates to existing deliverables shall be noted in the MSR. The contractor will conduct/participate in a monthly progress meeting to present the MSR to the Government.

b) Provide a Staffing Plan and Roster listing all individuals (including subcontractor staff) by name, labor category, clearance status, team role(s), and aligned PWS tasks for all staff working on CE ITPM SS efforts each month, including positions onboarding, or transitioning off the Task Order.

c) Use a Resource Management Tool that enables IRS visibility into the resources planned, used, and available for current workload activities and to forecast shifts in resources based on priorities for future PIs. Maintain and use the resource management tool in regular planning meetings to inform joint decision-making with the IRS related to CE ITPM SS Contractor staffing for PIs and workload planning processes. The tool shall include existing resources and forecasted resources that may be placed in planning packages for future PIs that may be performed during the contract POP.

C.3.1.12 Contract Transition Within 90 calendar days of the completion of performance (or as designated by the IRS), the Contractor shall fully support the transition of the Contractor’s work that is turned over to another entity, either Government or a successor Contractor. The most likely scenario is that the transition, if determined necessary, will take place at the end of the full period of performance; however, the Government reserves the right to transition all or part of the work herein for any reason, and the Contractor shall assist with transition planning and shall comply with transition milestones and schedules of events.

The Contractor shall be responsible for the implementation of the transition and application cutover activities. The transition shall cause no disruption in program services or operations. To ensure the necessary continuity of services and to maintain the current level of support, IRS may retain services of the incumbent Contractor for some, or all, of the transition period, as may be required. The Contractor shall be responsible for the transition of all technical activities identified in this PWS. As part of the transition, the Contractor shall be responsible for:

• Inventory and orderly transfer of all Government-Furnished Property (GFP), to include hardware, software, and licenses; Contractor Acquired Government Property; and Government Furnished Information (GFI)

• Transfer of documentation currently in process

• Transfer of all software code in process

• Certification that all non-public IRS information has been purged from any Contractor-owned system.

• Participate in knowledge transfer activities in accordance with the transition plan.

• Provide members to and participate in transition management team.

• If the Government provides a Transition-Out Plan template, the Contractor shall complete it as assigned; otherwise, the Contractor shall submit a Transition-Out Plan at the direction of the government.

The Transition-Out Plan shall:

• Document the strategic approach.

• Identify equipment, hardware, software, documents, and other artifacts that are included in the transition.

• Document milestones and schedules.

• Document work in progress.

• Identify transition risks and risk mitigation.

• Define roles and responsibilities.

• Define transition approval authorities and lines of communication.

C.3.1.13 Ramp-Up Knowledge Transfer/Transition In The Contractor shall appoint a knowledge transfer manager to oversee the transfer of knowledge and ensure all areas are accounted for. If desired, this can be the Project Manager or Project Scheduler. Prior to the transfer of knowledge, the Contractor shall develop a draft Knowledge Transfer Plan (KTP) and present it to the Government within the first 10 business days after award. The KTP shall identify the Contractor resources and roles involved in the transfer process, provide a list of risks and mitigation strategies for the transfer, and contain a detailed resource balanced project schedule developed with Microsoft Project. The project schedule shall identify tasks, dependencies, deliverables, and milestones.

The project schedule shall be at a sufficient level of detail to track progress on a bi-weekly basis (i.e., all tasks will be detailed to a level such that no task has duration of more than ten workdays). The Government shall have five business days to review the draft KTP and provide comments to the Contractor. Government and Contractor representatives will then meet to discuss the comments after which the Contractor shall incorporate the agreed-upon changes and deliver a final KTP within five working days of the government’s feedback. The Contractor shall meet with the IRS weekly to discuss the progress of the knowledge transfer. The Contractor shall show an updated MS Project Schedule and discuss any risks or concerns at this time. The Contractor shall also develop a Transition-In Checklist 10 business days after award to provide a vehicle to verify completion of the necessary transition-in activities. The Transition-In Checklist shall be signed by both, the Contractor, and the contracting officer’s representative (COR) after completion of the task. The Contractor shall perform the following activities during the transition-in period:

• Assign personnel and submit security papers promptly to get the background investigations done quickly and gain access to IRS’s network.

• Request access to tools and documentation.

• Review and understand all the technical and process documentation.

• Review and understand the existing data and product security policies in place.

• Offerors shall provide Ramp-Up Staffing Plan and describe how they will bring resources on board in coordination with the ramp-down efforts of the incumbent.

• Offerors shall provide Knowledge Transfer Plan/Checklist.

Ramp-Up Knowledge Transfer is defined as the Contractor acquiring and understanding the necessary documentation, information, and processes related to any work in progress. This task includes meeting with the IRS Subject Matter Experts and incumbent personnel frequently to gather any tacit knowledge related to the core required tasks.

Transition-In shall be worked concurrently with Ramp-Up Knowledge Transfer. Successful transition can be defined by its capacity to maintain full continuity of operations, high productivity, and exemplary service quality. During the transition-in period, the incumbent is responsible for performance. The government estimates these tasks will take approximately one to two months to complete after award.

C.3.1.14 Transition to Support The Contractor shall be responsible for the implementation of the transition and application cutover activities. The transition shall cause no disruption in program services or operations. To ensure the necessary continuity of services and to maintain the current level of support, IRS may retain services of the incumbent contractor for some, or all, the transition period, as may be required.

The Contractor shall be responsible for the transition of all technical activities identified in this task order. As part of the transition, the Contractor shall be responsible for:

• Inventory and orderly transfer of all GFP, to include hardware, software, and licenses; Contractor Acquired Government Property; and GFI.

• Transfer of documentation currently in process.

• Transfer of all software code in process.

• Certification that all non-public IRS information has been purged from any Contractor-owned system.

• Participation in knowledge transfer activities in accordance with the transition plan.

• Providing members to and participate in transition management team.

If the government provides a Transition-Out Plan template, the Contractor shall complete it as assigned;

otherwise, the Contractor shall submit a Transition-Out Plan at the direction of the government. The Transition-Out Plan shall:

• Document the strategic approach.

• Identify equipment, hardware, software, documents, and other artifacts that are included in the transition.

• Document milestones and schedules.

• Document work in progress.

• Identify transition risks and risk mitigation.

• Define roles and responsibilities.

• Define transition approval authorities and lines of communication.

C.3.1.15 Desired Outcomes

• Consistent program management that implements standard documentation and reporting methods and provides a single logical view of all IT efforts needed to effectively deliver IT services to customers.

• The Contractor is part of the Program Management Team as the CE IT PMO effectively and efficiently develops, monitors, updates, and manages the Program Framework and Performance objectives and tasks, as it moves toward successfully achieving its goals to enhance accountability, participation, and transparency.

• Successful transition of the CE solution through the lifecycle, using agile practices.

• The Contractor provides a Ramp-Up Staffing Plan and Knowledge Transfer Plan checklist that is accepted by the Government and successfully completes knowledge transfer in accordance with the plan. Transition-In Plan/Checklist is accepted and completed.

• The Contractor provides a Ramp-Down Knowledge Transition Plan, works effectively with the incoming contractor and the Government, and executes the knowledge transfer in accordance with the plan. Transition-out Plan/Checklist is accepted and completed.

C.3.2 Task Area 2: Deployment & Transformation Readiness (D&TR) Support The Contractor shall provide program level engagement and alignment between other organizations to support the overall outcomes of the program. This engagement includes technical integration review and monitoring from a planning perspective and collaboration on the Technical Vision Council to ensure alignment to the overall program plan.

The Contractor shall provide following support services to the D&TR Branch:

C.3.2.1 Technology / Technical Integration

a) Monitor and control CE teams’ progress against the goals identified in the Program Integration

Plan.

b) Deliver capabilities and solutions that enable decommissioning activities.

c) Promote getting the appropriate information to the correct stakeholders through various communications methods.

d) Ensure that technology insertion of new or improved hardware or software capabilities into an established operational system and address system issues such as performance, capability, readiness, life-cycle costs and logistics.

e) Technology Integration Planning should include the objectives, actions, and key performance indicators (KPIs) that need to be met, as well as the nature of the integration channel, the buy-in and leadership support, the prototype and testing, and the implementation and monitoring of the new technology.

f) As determined by EPMO leadership, a Quarterly Technology Integration Summit should align everyone around a common set of IRS priorities, solving problems impeding IRS progress, driving cultural transformation of accelerating the integration of technology.

C.3.2.2 Organizational Readiness Planning

a) Identify, document, and communicate end-to-end technical and organizational readiness requirements throughout the lifecycle of the program.

b) Provide support to facilitate increased use of tools and automation.

c) Support definition and implementation of plans to address readiness requirements and to facilitate timely achievement of both technical and organizational readiness.

d) Revise, review, and update program Organizational Readiness Plans to reflect changes and modifications in implementation planning.

e) Monitor and track the plan for each project/release that ensures the PMO, and the business and delivery partners are ready for deployment from a people and process perspective.

f) Support PMO leadership and integration of multiple organizational readiness work streams including integrating with business and delivery partners for identification, analysis, and resolution of gaps and action items; preparation for stakeholder meetings; and best practice analysis.

g) Provide expertise to technical aspects of tabletop exercises for CE pre- and post-deployment organizational readiness.

h) Identify technical and organizational readiness requirements and conduct readiness assessments.

i) Develop, monitor, and track Organizational Readiness Plans to ensure the PMOs, IT, IT AD, and

Business are ready for deployment from people, process, and technology perspectives.

j) Execute organizational readiness processes in support of approved CE releases to identify, track, and resolve organizational readiness gaps for CE.

k) Collaborate with EOps to align the technical insertion process with existing organizational readiness activities.

C.3.2.3 Strategic Readiness Planning

a) Develop, revise, review, and update, as necessary, the CE Organizational Readiness Plan to reflect changes and modifications in implementation planning changes, fuller understanding of impacts to business and technical organizations, and resolution of gaps and action items.

b) Support CE PMO leadership and integration of multiple organizational readiness work streams focused on people readiness, process readiness, and technology readiness; this support includes integrating with Business and Delivery Partners for identification, analysis, and resolution of gaps and action items; preparation for stakeholder meetings; and best practice analysis.

c) Support CE IT PMO partnership with the Enterprise Organizational Readiness (EOR) office to ensure all CE organizational readiness activities are in full alignment with EOR recommended frameworks and guidance.

d) Perform analysis of readiness and transition-to-operations activities to enable seamless handoff from developing to receiving organizations.

C.3.2.4 Desired Outcome

• An improved understanding of the change dynamics involved with the CE implementation and impact to stakeholders, allowing the CE solution to transition to the end-user with no significant rework of process or technical redesign. The CE program is delivered following a best practice Program Integration Plan that spans the entire program lifecycle and focuses on the critical integration points between IRS stakeholders, providing a single logical view of all components and connections needed to effectively provide a robust CE solution.

C.3.3 Task Area 3: Release Integration and Product Delivery (RIPD) Support The Contractor shall support RIPD to engagement on CE initiatives, using the OneSDLC methodology and the agile management practices. This engagement includes: eliciting and prioritizing program requirements, managing technical dependencies, support of release integration, documentation and product delivery of the CE program necessary to move from existing individual business case management processes and systems to the new CE system. The Contractor shall provide the following support services to RIPD:

C.3.3.1 Program Integration Planning Support

a) Maintain a Program Integration Plan that spans the program lifecycle; documents how the IRS can deliver CE in a fully integrated manner, including both the business users and IT; and identifies gaps and risks where the IRS may not have sufficient processes or resources to deliver the CE program in an integrated manner.

C.3.3.2 Agile Management

a) Provide experience and expertise on Agile and maintain an operating model that incorporates

Agile and Development and Operations (DevOps) methodologies for the IRS One Solution Delivery Life Cycle (OneSDLC) methodology and CE Project Tailoring Plan (PTP) for the program.

b) Provide coaching to the IRS in the adoption of new software development and delivery approaches, including Agile and DevOps to support methodologies, processes, practices, and tools, as needed.

c) Support the successful planning, coordination, integration, and management of program control processes within the scope of the CE Program.

d) Support the CE Program Management organization by applying agile project management best practices and streamlining process areas in support of releases/programs.

e) Capture business and IT foundational needs by defining and decomposing epics, capabilities, features, and user stories to ensure accurate interpretation of requirements.

f) Capture changes in real time using the CICD pipeline’s change log (a.k.a. “Recent Changes” feature).

g) Provide oversight to ensure business and IT needs are captured and properly documented.

C.3.3.3 OneSDLC Management

a) Support the IRS in execution of Agile and OneSDLC functional equivalents. Assist in tailoring, management, and execution of OneSDLC methodology, and approach for development and delivery of program capabilities.

b) Support communication and execution of program delivery strategies, and OneSDLC as needed, to accomplish delivery within the constraints and limitations of the existing IRS environment and culture.

c) Utilize web-based enterprise project management software specifically designed for the IRS-selected software development approach.

d) Create and manage documentation required by OneSDLC per the CE Project Tailoring Plans, CE Artifacts; such as 508 Mitigation Packages, Computer Operator Handbook; and obtain Process Owner Approval Reviews.

e) Facilitate capture of business needs through Agile practices of defining and decomposing epics and user stories to ensure accurate interpretation of requirements.

f) Assist with prioritization of requirements, epics, and user stories, as needed, to facilitate rapid and timely delivery of high-value capabilities in accordance with business needs and priorities.

g) Engage Business, Development, Quality Assurance, IT AD, and Cybersecurity stakeholders in a multi-disciplinary delivery team to specify, design, develop, integrate, test, deliver, operate, and maintain program capabilities.

h) Facilitate and participate in stakeholder feedback sessions to ensure solution alignment with stakeholder needs and requirements.

i) Support development and execution of strategies for frequent and continuous building, testing, integration, and deployment of software, utilizing automation, whenever possible, to provision, configure, and modify environments and infrastructure.

j) Track and report on the delivery of agreed-on capability, functionality, documentation, and other artifacts.

k) Provide support to facilitate common understanding and consistent application of methodologies, approaches, processes, practices, and standards.

l) Provide continuous analysis of the efficiency and effectiveness of program practices, processes, methodologies, approaches, and tools, along with recommendations for change or improvement.

m) Ensure that all work follows the selected path milestones and that multi-threaded releases are properly planned and managed with respect to schedule, scope, dependencies, and risks to the project and the program.

n) Interface with OneSDLC coaches and delivery partners to verify that release deliverables and artifacts comply with milestone exit criteria.

o) Ensure that technical dependencies are managed and detected throughout the OneSDLC process.

p) Ensure that IRS tools supporting the lifecycle are used to the fullest extent feasible to realize efficiencies in the creation, traceability, incorporation of metrics to evaluate release/project status/health, and review of any required milestone documentation.

C.3.3.4 Stakeholder Engagement, Communications, and Integration

a) Determine the business as-is state in relation to CE solution processes, including identifying and defining roles and responsibilities based on Business and IT rules.

b) Review, update and revise the to-be process view, analyzing gaps between the as-is and to-be processes under the selected solution and developing a transition plan to move from existing individual business case management processes and systems to the new CE system.

c) Identify areas for business process improvement and reengineering that will alter the data set and impact data migration.

d) Develop, review, revise, and update the CE Release Plan, including developing a consistent approach to monitor change requests within an CE project/release.

e) Evaluate change requests in terms of scope, cost, and schedule and make recommendations to the CE Program Office.

f) Develop documentation that clearly defines the scope of each project/release, project milestones, milestone exit criteria, and acceptance criteria for CE projects/releases; this support includes collecting the required data, facilitating the analysis, creating draft and final versions of documentation, and contributing recommendations during document review cycles.

g) Develop, maintain, and update a configurable set of project/release documents and plans tailored to each CE project/release, including an annual lesson learned review of project/release guidance material to capture recommendations, coordinate, and implement changes.

h) Develop and maintain a schedule of required project/release milestone activities and documentation and associated information, including documenting reviews, coordinating recommendations, and tracking actions to closure.

i) Ensure that each project/release has a plan for ensuring that the PMO and Delivery and Business Partners are ready for deployment from a people perspective (including staffing, labor relations, training and communications), a process perspective (including business processes, operational processes, and operational and infrastructure documentation), and a technology perspective (including ensuring that the technical operational production environment is in place to support the processing requirements associated with the project/release implementation).

j) Coordinate transitions to O&M support for deployed solutions based on IRS investment criteria and operating procedures, and inputs received from organizational readiness stakeholders.

k) Support all project ceremonies and reviews (e.g., Project/Release Readiness Reviews, Iteration Reviews, Project/Release Milestone Exit Reviews, and other program and project reviews) by developing the schedule and agenda; developing, coordinating, and producing meeting materials;

facilitating sessions; documenting artifact defects and changes; and tracking actions, risks, and decisions.

l) Ensure that IRS tools supporting the lifecycle are fully used to realize efficiencies in the creation, traceability, incorporation of metrics to evaluate release/project status/health, and review of any required milestone documentation.

m) Create transparency and promote collaboration with internal and external IT stakeholders by communicating the goals, objectives, and timelines of the CE program.

n) Maintain a stakeholder interaction model to facilitate engagement between the IRS CE PMO and IRS Business and IT Delivery Partners, as well as for internal CE PMO staff.

o) Develop templates and content for communication vehicles (e.g., memos, articles, reports, briefings) as needed to execute the strategic communications plan; revise the strategic communications plan, based on the stakeholder interaction model, to provide stakeholders with timely information.

p) Design agenda/content development and facilitation/logistical support of visioning sessions and other similar events.

q) Gather lessons learned from CE stakeholders and use them for additional process improvement.

r) Communicate with the users of the systems to be decommissioned to inform them of plans and schedules.

s) Assist in current-state evaluations and initial analyses of legacy systems to understand the future-state vision and impacts to the current case management systems and processes.

t) Perform data collection and validation of prior analyses.

u) Inform CE architecture with respect to current state.

v) Revisit initial business and IT current-state assessment and perform gap analysis.

w) Perform initial and updated sequencing and dependency analysis.

x) Develop prioritization backlog and iteratively adjust prioritization.

y) Align scenarios and prioritization principles for the initial release and subsequent releases and develop release plan.

C.3.3.5 Requirements Identification and Requirements Management

a) Elicit program requirements and facilitate build-to requirements with IT AD and IT delivery partners for CE releases.

b) Document requirements and ensure alignment in JIRA tools.

c) Review, revise and provide input to the RMP.

d) Identify and track impediments and non-functional CE epics, user stories, and artifacts.

e) Assist IT PMO with making approved additions/changes to any of the program-level artifacts.

f) Incorporate metrics to provide program, release, program increment, and sprint status reports, including traceability reports showing that the capabilities are traced to tests and other work items, and functional and non-functional requirements have been delivered.

g) Monitor for scope creep or problems preventing deployment into production as scheduled in the IMS.

h) Monitor progress of backlogs to ensure that all planned work (including change requests) is in the appropriate backlog and provide status of any deferred work items.

i) Assist with prioritization of requirements, epics, and user stories, as needed, to facilitate rapid and timely delivery of high-value capabilities in accordance with business needs and priorities.

j) Facilitate stakeholder feedback sessions to promote solution alignment with stakeholder needs and requirements.

C.3.3.6 Unified Work Request (UWR) Management IRS Demand Management requires that a UWR be submitted for each release to ensure adequate staffing to support the CE program as well as funding any required hardware or software. UWRs are submitted via the Work Request Management System.

The Contractor shall provide services and work with IT AD and IT Delivery Partners and deployment teams to:

a) Ensure timely UWRs are submitted for each release.

b) Ensure UWRs are submitted for planned hardware and software provisioning prior to installations.

C.3.3.7 Cyber

a) Understand the programs and organization’s strategic cybersecurity needs to establish context for all program’s cybersecurity activities and planning efficient implementation and operation in the context of the CE Plan; this effort includes facilitating cybersecurity-related discussions with Delivery Partners to convey governing security policies.

b) Plan and update cybersecurity documentation and testing required for each release.

C.3.3.8 SharePoint Support

a) Work with the CE teams to determine how SharePoint solutions can address challenges (e.g., artifact review and approval, status reporting, management dashboard/s, risk logging, financial workflow processes) and improve work processes.

b) Maintain SharePoint documentation and perform other site administration support.

c) Provide training on SharePoint, to include site administrator training, lunch-and-learn training, and

SharePoint Functionality Training.

d) Implement SharePoint features requested by CE, including creating CE-specific sites and sites collections; maintaining existing solutions, sites, and collections; facilitating support for, and closure of, CE SharePoint site issues; and similar SharePoint activities.

e) Document all requests and activities in a SharePoint List, documenting and maintaining Lessons Learned and providing periodic status reports.

C.3.3.9 Program Increment Planning

a) Continuously plan upcoming quarterly PI cadence and six-month CE Release cadence for delivery of new CE capability.

b) Prepare presentation materials to establish PI objectives and to exit each PI session with confirmed commitments agreed to by Government stakeholders and…