CBRN IEW RFI 01232026_Updated.docx

Joint Software Data Management Infrastructure and Agile Service-Delivery Models

The Capability Portfolio Executive for CBRN Defense (CPE CBRND), specifically the Joint Product Lead for CBRN Integrated Early Warning (JPdL CBRN IEW), oversees a portfolio of software acquisition programs executed under the Software Acquisition Pathway (SWP). The mission of this portfolio is to deliver capabilities that enable interoperability and integration of CBRN and non‑CBRN sensors to achieve situational awareness in contested environments. These capabilities support the Joint Services and function as Combined Joint All Domain Command and Control (CJADC2) enablers.

The strategy applies an “Operational Viewpoint” to shift from a traditional, linear acquisition process to a cyclical model centered on continuous Development, Engineering, and Modernization (D/E/M). Iterative development is driven by continuous operational data and user feedback rather than traditional requirements documents—requiring the program management office (PMO) to prioritize harvesting and analyzing operational data to advance the capability set.

A core challenge arises from the operational context: as a Joint program, a single, common software product is developed and then deployed across more than five distinct Service and Combatant Command (CCMD) operational environments (e.g., Army command post networks, Navy shipboard systems, National Guard enterprise networks). This reality creates two interconnected problems addressed in this RFI.

PROBLEM STATEMENT

The Government is seeking innovative commercial solutions and methodologies to address two fundamental challenges associated with deploying and sustaining Joint software capabilities.

Problem 1: The Joint Data Management and Infrastructure Challenge The current acquisition model requires development of a single Joint software solution, followed by minor, tailored packaging changes to deploy it into each Service’s unique production environment. Following deployment, at least four categories of critical operational data are returned from each environment:

· User Feedback: Direct input from operators on usability, mission relevance, and desired features.

· Technical Specifications: Evolving technical baselines of the networks, platforms, and computing environments hosting the software.

· System Performance Data: Automated logs and metrics detailing reliability, availability, and maintainability in operational contexts.

· CONOPS/DOTMLPF‑P Inputs: Observations from operational exercises on how the software supports mission tasks, informing Doctrine, Organization, Training, Materiel, Leadership & Education, Personnel, Facilities, and Policy considerations.

The challenge is to effectively ingest, aggregate, analyze, and transform this high‑volume, multi‑format data from multiple disparate sources into a single, prioritized stream of actionable work for a continuous development pipeline. A product and process are required that treat this “data as a product,” enabling data‑driven decisions for Joint development, modifications to the CBRN Development and Deployment Platform (CDDP—the CI/CD pipeline for CBRN), CONOPS/TTP adjustments, and other value‑based investments by JPdL CBRN IEW.

Problem 2: The Flexible Agile Workforce Model Challenge Executing the development work identified in Problem 1 requires access to skilled, agile teams. Traditional contracting models are often product‑focused and lack the flexibility needed for this environment. Multi‑disciplinary scrum teams must be acquired based on capability and capacity rather than alignment to a single, pre‑defined product. These teams must operate effectively within the CDDP construct, pulling prioritized work from the backlog generated through operational data analysis.

The challenge is to determine the optimal approach to acquiring, structuring, and managing these agile service teams. A flexible workforce model is needed—one that can evolve and inform future strategies for acquiring these services through follow‑on commercial service contracts or partnerships with Other Government Agencies (OGAs) on a fee‑for‑service basis. The objective is to leverage commercial best practices, while seeking industry’s assistance in adapting those practices to the unique Joint data environment or identifying the government process changes required to effectively employ standard commercial services. This approach should also reflect the SWP, specifically framing software development metrics outlined in the SWP as a KPI.

3. INFORMATION REQUESTED

This RFI requests responses from industry detailing their capabilities, methodologies, and recommendations for addressing the two problem statements. Please structure your response to address the following questions:

Part A: Responding to the Data Management & Infrastructure Challenge

1. Data Ingestion & Transformation: Describe your technical approach and recommended tools for building a data pipeline to ingest the four types of operational data (qualitative user feedback, technical specifications, quantitative performance logs, etc.) from multiple, disparate sources. How would you work with the PMO and the users to generate this data and get it to flow back to the PMO data management structure? How would you transform this raw data into a common, analysis-ready format?

2. Analysis and Insight Generation: What tools and processes would you use to analyze the aggregated dataset? How would you create dashboards or other visualizations to provide program leadership with actionable insights on system reliability, usability, and mission effectiveness?

3. Work Generation: Describe your methodology for translating analytical insights into concrete, prioritized work items (e.g., epics, user stories) for a development backlog that ties back into program requirements. How do you ensure traceability from an operational data point, to a joint requirement, and then to a specific work item? How would you demonstrate the value proposition of each work item to ensure proper prioritization?

Part B: Responding to the Flexible Agile Workforce Model Challenge

1. Acquisition & Contracting Strategy: Based on your experience, what is the most effective contracting strategy to acquire scrum teams focused on capability and capacity? Please discuss the pros and cons of an Other Transaction Authority (OTA) versus a firm-fixed-price (FFP) or cost-plus (CPFF) commercial services contract for this type of effort.

2. Team Structure & Performance: Describe the recommended structure for a scrum team, including team size, key roles, and the mix of skills required to support continuous development and modernization activities. Identify the metrics or KPIs that should be used to assess team performance, velocity, and value delivery. Additionally, explain how these metrics translate into measurable value for the Government—specifically, how financial inputs (dollars) correlate to outputs in the form of capability delivered. Because this effort is executed under the Software Acquisition Pathway, proposed team structures and performance metrics should align with SWP expectations for iterative delivery, data‑driven decision‑making, and continuous modernization.

3. Transition & Flexibility: Describe your approach to managing a flexible workforce model. How would you support the potential transition of this work, in whole or in part, to an OGA partner or another commercial vendor in the future while ensuring continuity of operations?

Part C: Partnership and Process Improvement

1. Adapting to Government Needs: How can your standard commercial service offerings be adapted to address the unique Joint data and multi-environment challenges described in this RFI?

2. Informing Government Processes: Conversely, what key changes would you recommend the Government make to its own processes (e.g., data governance, stakeholder engagement, contracting) to more effectively leverage standard commercial agile services and data management tools?