RFI Attachment A Draft SOW.pdf

Attachment A: DRAFT Statement of Work

SECTION C -- DESCRIPTION/SPECIFICATIONS/WORK STATEMENT

Preamble: This contract and the Statement of Work (SOW) which follows allow for but do not require “performance based” service contracting. The DOJ and the Contractor encourage the DOJ components and other Federal agencies that utilize this contract to plan for and write their individual task requirements such that the Government’s overall performance based service contracting objectives are met to the maximum practicable extent.

C.1 Introduction and Background

(a) Most Department of Justice (DOJ) organizations have their own small staff of computer specialists, systems analysts, and programmers to provide information technology (IT) support services. Nevertheless, they do not maintain a sufficient staff of personnel to meet the anticipated demand for systems development and other IT support services. Nor do they maintain technical expertise in the multiplicity of equipment, operating systems, languages and applications currently in use, planned or potentially applicable within the Department.

(b) When DOJ organizations cannot fulfill their requirements using in-house staff, they often need contractor support quickly. Realizing this need, the Department decided to establish a set of contracts to provide software development and other IT-related services to Department components. Under the ITSS program the current set of twelve contracts was awarded in September 2004 and includes a base year and six option years.

(c) Since its inception, the Department has required that the contractors under the ITSS program compete for the work at the task order level. Competition at the task order level has proven cost-effective, and has yielded significant savings. It has enabled the Government to obtain high-quality technical expertise at a reasonable cost.

(d) The ITSS contracts are available for use within DOJ on a voluntary basis.

(e) Fee-for-Service. This IDIQ Multiple Award contract vehicle may be utilized by any DOJ component (e.g.

Office, Bureau, or Division) on a fee-for-service basis. The DOJ Office of the CIO will establish by administrative action through the COTR the specific fee-for-service schedule for the ITSS IV program, and establish Inter-agency Agreements as necessary to transfer and/or reimburse funds to DOJ to compete, award, and oversee the work plan requests and resulting task orders. The fee-for-service schedule established at the outset of this contract may change from time-to-time as determined by the Office of the CIO, but not more than once per fiscal year. The unit prices contained in this contract do not include any kind of industrial funding fee or similar charging factor.

C.2 ITSS III Contract Objectives

(a) The ITSS IV contracts may be used to fulfill a wide range of requirements in any of the Systems Development Life Cycle (SDLC) areas described in Section C.5 herein. While the variety and scope of services (see C.3 below) that will be required is known, the specific tasks to be ordered over the coming years, and their distribution across the SDLC, are not clear. The continuing emergence and rapid adoption of new technologies by Government agencies strongly suggest that the very nature of IT support services tasks will not necessarily resemble that of prior years. Large-scale systems integration acquisitions such as HSPD-12, and many new applications within DOJ component organizations, and the integration of and modifications to current systems will have significant impacts on future development efforts in DOJ agencies.

(b) The Department anticipates that the ITSS contracts will be used to provide IT services that:

(1) Go beyond sustaining and expanding use of current hardware, operating systems and software.

(2) Advance the use of current systems, improve upon and streamline them, craft new applications and introduce new technologies as they emerge.

(3) Give expert assistance in configuring and managing computer hardware, software and networks, in training users, and in improving systems and network security.

(4) Fulfill requirements of a long-term, even multi-year, nature to provide comprehensive studies, solutions, database conversions and system development.

(5) Fulfill requirements on short notice to provide rapid solutions.

C.3 Scope of ITSS IV Contracts

The ITSS IV multiple award contracts are available for use by the entire Department of Justice on an indefinite delivery, indefinite quantity, task order basis to provide the full range of information technology support services, spanning the entire Systems Development Life-Cycle. The scope for ITSS IV also includes the potential acquisition of hardware, software, communications technology and other equipment and supplies to support client needs that are integral to or reasonably related to the proposed solution and purposes of the project. Nonpersonal support services may be provided anywhere in the United States and its territorial possessions, and occasionally in foreign countries when specific authorization has been provided by the Government.

C.4 Contract Management and Administration

C.4.1 General

The Contractor shall provide all management, administration, staffing, planning, scheduling, procuring, etc., for all items of service or supply required by the contract and/or task order. These activities include, but are not limited to:

(a) All activities associated with preparing proposals in response to the Department’s Work Plan Requests (see Section C.4.2), submitting the proposals to the Department, and negotiating task order requirements.

(b) All activities associated with recruiting and hiring staff, such as advertising, screening applicants, interviewing, reference checking, etc.

(c) Maintaining “in-house” skills, teaming and/or subcontract arrangements to ensure that staff with the requisite experience, skills and knowledge are available on short notice.

(d) Screening and processing prospective contract staff to ensure all Contractor employees used under this contract meet personnel hiring and security clearance requirements.

(e) All activities associated with management of the Contractor's facilities that may be utilized, including obtaining space, equipment, furniture, supplies, maintenance, etc.

(f) Utilizing electronic means to conduct business transactions under this contract to the maximum extent feasible. This will include, but is not limited to, Contractor receipt of Work Plan Requests, Contractor submission of proposals in response to such requests, Government/Contractor electronic mail exchange to support administration of active task orders, Contractor invoicing, and electronic funds transfer for payment of approved invoices.

NOTE: After contract award, the Contractor and the Contracting Officer will agree on the methods and scope of electronic communications that the Contractor shall follow during the contract period.

(g) Ensuring facilities used for the Contractor's performance of this contract meet all physical security requirements of the contract.

(h) Planning, scheduling and procuring airfare, lodging accommodations, and ground transportation for all approved travel by Contractor personnel. Ensuring that invoiced travel costs are itemized in accordance with the Government travel guidelines in effect at the time of travel (See Section B.5).

(i) Planning for and making all necessary arrangements to ensure that Contractor personnel performing field work have all necessary supplies and equipment by the time they arrive at the site.

(j) Procuring items/services on behalf of the Government. Ensuring that open market procurements are properly documented to prove price competition was obtained, or justification for not obtaining competition; if use of GSA schedules is authorized, the Contractor shall follow the requirements of FAR Subpart 8.4 before placing the order.

(k) Assembling billing data and billing back-up materials, including all time and materials needed for preparing any responses to Government billing rejection letters. Generating, distributing, and tracking invoices, including generating reports and responding to inquiries regarding invoice status, tracking which deliverables and/or units have been invoiced and which have not, etc.

(l) Tracking and reporting on Government furnished materials. The Contractor is responsible for adequate care and safekeeping of all Government furnished materials, including inventorying, tracking and reporting, etc. The Contractor shall reimburse the Government for any Government furnished materials lost or stolen while in the Contractor's safekeeping.

(m) All activities associated with managing subcontractors/team members, such as identifying and qualifying them, negotiating subcontracts, reviewing invoices, ensuring compliance with the security and other requirements of this Contract, etc.

The above items are not separately billable under the contract or any task order.

C.4.2 Work Plan Requests

Generally, all task orders will be initiated by a Work Plan Request (WPR)3 to be issued by the COTR as follows:

(a) The WPR will generally include or address the following items (as appropriate):

• A Statement of Work (SOW), or a Statement of Objectives (SOO) describing the work to be performed. If it is a “performance based” SOW or SOO, it shall include the applicable performance based incentive criteria (positive and negative), any Service Level Agreement standards, or other indicia necessary to measure and surveil the Contractor’s performance.

• Type of order anticipated (firm fixed price, time-and-materials, or labor-hour).

• The style of order, for example a “term style” or a “completion style”.

• The required or desired period of performance or the required completion date.

• Reporting requirements (e.g. progress reports).

• Required deliverables and the dates or number of days due for each.

• Whether or not the submission of Past Performance information is required in the task proposal.

3 WPRs are DOJ solicitations to ITSS IV contractors that lead to task order awards.

• Whether or not the proposing of Expert Consultants is authorized under the task proposal.

• Whether or not teaming with or subcontracting to other ITSS IV prime contractors is authorized under the task.

• Evaluation factors and award selection criteria.

• Whether or not a Performance Incentive Award (PIA) feature is part of the task – see Section

TBD.

• If the task work includes any client agency Security requirements or specifications above the

Sensitive But Unclassified level (see Section TBD).

• The date and time of the pre-proposal conference, if applicable.

• Any page limitations on the task proposal.

• The date and time by which the Contractor's response is due.

NOTE: The WPR does not commit the Government to pay any costs incurred in the submission of any proposal or in making necessary studies for the preparation thereof. Nor does it commit the Government to issue a task order for said services. The Contracting Officer is the only individual who can commit the Government to the expenditure of public funds in connection with this contract.

(b) The Contractor shall provide a written response to the WPR (i.e. a “task proposal”) usually within ten (10) calendar days in electronic format. At a minimum, the Contractor's written response shall consist of the following:

• A description of the Contractor's approach to performing the work required including the functions to be performed by each individual assigned to the order, and identifying which individuals will serve as key personnel for the order.

• A detailed work schedule identifying all significant milestones and deliverables.

• A price proposal for the performance of the required work on a firm fixed price, time-and-materials, or labor-hours basis. The price shall be calculated using the appropriate CLIN unit prices and handling charge factors specified in Section B; identify each category of labor required to perform the work, and the corresponding number of hours for each category; itemize all ODCs which may be necessary to perform the work.

NOTE: The Section B labor hour rates and handling charge factors may be “spot discounted” by the Contractor in making its task specific pricing proposal. These spot discounts would be beyond any contract level discounts already taken in calculating the Section B prices. Spot discounts proposed or awarded are task specific and not considered permanent price reductions under the contract.

• Identification of any individuals, including support staff, who may require a DOJ or client agency security clearance.

• Whether or not any Organizational or Personnel Conflicts of Interests are known or foreseeable in performing the task.

• Past performance information, if this has been called for in the WPR.

(c) The COTR or Contracting Officer may discuss any aspect of the proposal with the Contractor prior to selecting the ITSS contractor that will receive the order. If approved by the COTR and Contracting Officer, a task order will be issued by the Contracting Officer to specify the work to be performed by the Contractor.

C.4.3 Contractor’s ITSS IV Program Management Responsibilities

(a) The Contractor shall institute and maintain a program management structure to respond to and negotiate WPRs. The Contractor shall also maintain access to resources that can be called upon to fulfill task order requirements under the contract. The Department will not issue a separate task order to institute or maintain these capabilities.

(b) The Contractor’s ITSS IV program management office shall be located within a reasonable radius (approximately 50 miles) of the Department of Justice headquarters at 950 Constitution Avenue, NW, Washington, D.C., including the necessary resources (i.e. management, technical and financial) needed to support the ITSS IV program. The location must be that which allows for the Contractor’s staff to be able to travel to DOJ headquarters within 75 minutes of an urgent call occasionally placed by the COTR or a higher level DOJ IT manager.

(c) For each task order issued to the Contractor, the Contractor shall maintain a management structure with overall task order control and authority for the performance of work. The Department may request a Program Management Plan as part of a WPR. At a minimum, the Contractor’s management structure shall be responsible for the following throughout the life of each task order:

(1) Deploying and maintaining a technically proficient and professionally capable staff.

(2) Keeping personnel turnover to a minimum and ensuring individuals are motivated to achieve excellent performance.

(3) Ensuring problems are minimized and unavoidable problems are resolved with minimal disruption to the activities performed under the task order.

(4) Obtaining continuous feedback on performance from appropriate Government personnel and disseminating feedback to Contractor personnel on all areas of task order performance.

(5) Continually monitoring the quality of all products and services provided under the order for purposes of identifying and implementing performance improvements.

(6) Ensuring that all resources necessary to perform the order are identified with clearly defined roles and deployed on schedule.

C.4.4 Staffing

C.4.4.1 General

(a) The Department reserves the right to review the qualifications of all staff selected to work on any task order before assignment, including the individuals proposed (in the Contractor's proposal submitted in response to a WPR) and any replacements for these individuals, and to reject individuals who do not meet the qualifications set forth in this contract.

(b) The Department reserves the right to require the Contractor to remove or reassign from this Contract any Contractor employee(s) who is/are deemed incompetent, careless, unsuitable or otherwise objectionable, or whose continued use under the contract is deemed contrary to the best interests of the Government. Failure of Contractor employee(s) to comply with the standards of conduct specified in Section TBD or on a specific task, may also be grounds for the Department or the client agency (thru the Department) to require removal or reassignment of offending Contractor employee(s).

(c) The Contractor shall remove or reassign any employee from performance of Contract tasks within five (5) working days of receiving notice from the Contracting Officer that the employee's performance or conduct is unsatisfactory or unacceptable. Further, the Contractor shall immediately remove any Contractor employee found to represent a real or anticipated threat to the safety of government records, government employees, or other Contractor employees. The Contractor shall reimburse the Department for the cost of any Department-provided or funded training given to Contractor employees who cease to perform Contract duties within six (6) months after receiving that training.

C.4.4.2 Program Manager

(a) The Program Manager is a senior manager responsible for coordinating the management of all work performed under this contract. The Program Manager is ultimately responsible for coordinating the efforts of subcontractors, team members, vendors, etc.. The Program Manager shall act as the central point of contact with the Department and shall have the full authority to act for the Contractor in the performance of the required work and services under all task orders. The Program Manager works independently or under the general direction of senior level Contractor business management on all phases of performance, including contract management, project/task order management, coordination of resource needs, coordination with corporate resources and management, and has direct accountability for the technical correctness, timeliness and quality of deliverables. The Program Manager shall have broad and deep knowledge of the IT industry, PMBOK (project management body of knowledge), business administration, and human resource management. The Program Manager shall have excellent oral and written communications skills. The Program Manager shall ensure that the Contractor has the capability of performing all the work.

(b) The Department will not issue a task order exclusively for the Program Manager’s services. However, the Contractor may propose directly billable hours for the Program Manager in response to a WPR.

C.4.4.3 Key Personnel

(a) The following positions/labor categories are considered key positions for this Contract at the contract level:

1. Program Manager (Labor Category CLIN X001)

2. Individual task orders may identify additional labor categories/persons as key personnel such as Task Managers (Labor Category CLIN X002) or other technical staff personnel deemed important to the success of the task.

(b) Any individual performing work under the labor categories listed in paragraph (a) above is subject to the following:

(1) Replacement of any Key Personnel is subject to the prior written consent of the COTR.

(2) Requests for replacement shall include a detailed resume containing a description of position duties and mandatory qualifications, as well as information about the qualifications of the individual(s) proposed. All replacement personnel shall have at a minimum, the skills identified for the labor category proposed that are contained in Section TBD entitled “Labor Category Descriptions;” shall be qualified to assume the duties and responsibilities of the position; and shall provide the same level of effort as the replaced staff with no adjustment to the prices set forth in the task.

(3) Contractor proposals to move any Key Personnel off the Contract or from one task order to another shall be submitted in writing at least 30 days in advance of proposed move, and are subject to the approval of the COTR, including approval of proposed replacement.

C.4.4.4 Training of Contractor Staff

(a) The Contractor shall be responsible for providing trained, experienced staff for performing the work ordered under this Contract, and for continuously monitoring, managing and controlling the work. The Contractor shall make its best efforts to retain staff members who have gained experience on this Contract, and to minimize staff turnover.

(b) The Contractor shall train its own staff so as to ensure that all personnel are able to perform their duties under each task order satisfactorily. This may require staff training in the specific technology area. The Contractor will furnish the COTR with formal documentation of the training provided to each labor category under the Contract as requested by the COTR, including testing tools for determining if individual employees have achieved competence in their labor categories. Except where specifically approved by the COTR, training of Contractor staff is not separately billable. Specialized training requested by the COTR beyond that which would normally be required to perform under the contract is billable.

(c) In addition to job-specific or professional training, the Contractor shall ensure its employees on this contract are trained on "contract-specific" issues such as DOJ ethics, standards of conduct, individual conflicts of interest, confidentiality requirements, DOJ security requirements, understanding of the function of reporting, and the importance of quality control and quality assurance. In addition, Contractor managers shall be educated in the terms and conditions of the contract.

C.4.4.5 Security Clearances, Contractor Screening Guidance, and Confidentiality Agreement

(a) Prior to assigning an employee to the contract, the Contractor must submit for that employee the completed forms as specified in Section TBD. The Contractor may also be required to perform a credit check for each employee to verify that the individual has no bad debts; this must be documented to the government by providing a copy of the credit check performed in an envelope marked "Confidential".

(b) The Contractor is responsible for screening ALL prospective employees for suitability and conduct for/at work on this Contract, prior of submission of the security forms. Guidelines for this screening function, including nine disqualification factors, are provided in Attachment 3.

(c) The ITSS IV Contractor shall maintain a reservoir of qualified staff with, at a minimum, the kinds of clearances specified in contract Section TBD. This is so the contractor may be in a position to quickly begin work if it is successful in capturing specific task orders.

(d) Attachment ( ) also contains the standard DOJ Confidentiality Agreement for contractor and subcontractor employees to certify prior to commencing work under task order(s) awarded.

C.4.4.6 Quality Assurance and Quality Control

(a) The Contractor shall ensure that all documented guidelines and operating procedures for quality assurance/control are followed for all areas of performance. The Contractor shall develop and implement additional quality assurance/control procedures as necessary to ensure all work performed is in accordance with standards prescribed in this contract or individual task order for the duration of the contract, and the Contractor shall stress to its staff the importance of quality control and quality assurance. Quality practices that are consistent with Software Engineering Institute (SEI) Capability Maturity Models (CMM or CMMI) and ISO 9000 are to be encouraged.

(b) Within the specifications of the contract/task order, and the direction of the client agency, Contractor personnel shall perform all activities on their own initiative. This will require a high degree of resourcefulness and the exercise of sound judgment. Contractor personnel shall perform the contract activities independently and shall exercise professional judgment and discretion in making decisions and recommendations for the successful completion of the activities. As appropriate, the Program Manager shall make suggestions to the client agency to improve operations.

The Program Manager shall obtain client agency approval prior to implementing any precedent-setting decisions.

(c) The importance to the Department of quality control cannot be overstated. The Department is committed to quality work and will not tolerate sub-standard work. Frequently, work must be performed under rigid time constraints where the same attention to detail and quality must be observed. The Contractor must build additional quality control reviews, as needed, into the operating procedures for each functional area of the contract and task order.

The Contractor shall conduct quarterly reviews of each task order to address the following:

(1) ensure personnel are following all established guidelines and procedures; and

(2) identify appropriate modifications to procedures or other corrective actions to improve efficiency or remedy deficiencies.

(d) After each review, Contractor shall provide a written findings and recommendations report to the COTR and client agency.

C.4.5 Management Reports

(a) The Contractor shall prepare and deliver to the Government Task Manager regular reports on work activities, Contractor expenditures, accomplishments, and the status of projects. The Government Task Manager will approve the format of each report. The Contractor shall modify the format or subject content of the reports at the direction of the Government Task Manager. Additionally, the Government Task Manager may require the Contractor to submit ad hoc reports (oral or written) on the work, as needed.

(1) Contract Status Report: A status report summarizing work activities under all task orders issued to the Contractor. The contract status report is due by the 5th business day of every month.

(2) Contractor Personnel Security Status Report: The purpose of this report is to maintain current and accurate records of the hiring and related clearance status of all Contractor personnel who have submitted security clearance packages. To support this function, the Contractor shall conduct a quarterly review of its personnel actions and update the following information for each individual:

• Employee name

• Contract labor category (CLIN number and name)

• Date request letter sent to Government Task Manager

▸ Date hiring clearance package sent to DOJ ▸ Date hiring clearance granted ▸ Start and termination dates ▸ Dates building pass issued and revoked ▸ Comments.

The Contractor Personnel Security Status Report shall be delivered to the COTR on a day to be specified by the COTR following the close of the reporting period.

(3) Government Owned Property Report: The purpose of this report is to maintain current and accurate records of the property type, location, identification number, quantity of any property furnished to the Contractor by the Government or acquired by the Contractor on behalf of the Government for use under this contract. The Contractor should note that this may include furniture, computer and other equipment, computer software, etc. To support this function, the Contractor shall conduct a semi-annual review of all Government owned property in its custody and document and update the holdings. The Government Owned Property Report shall be delivered to the COTR at the close of business on a day to be specified by the COTR following the close of the reporting period. A copy of the most recent report shall also be delivered to the Contracting Officer by each December

31. The Government Owned Property Report shall contain, at a minimum, the following information:

a. Item type

b. Item description

c. Make and model

d. Serial number

e. DOJ inventory number

f. Leased or purchased

g. Month/Year invoiced, if purchased for DOJ

h. Warranty/maintenance information I. Current location (building/room)

j. Previous location or disposition

k. Project for which originally acquired

l. Acquisition cost (if known)

m. Property Classification (From list below, see FAR Part 45 for definitions)

1. Land and Rights Therein

2. Other Real Property

3. Plant and Equipment

4. Special Tooling

5. Special Test Equipment

6. Material

7. Agency Peculiar Property

8. Furniture/Furnishings

9. Automated Data Processing Equipment

n. Comments.

(4) Task Order Progress Report. A report which includes, at a minimum, a project action items list, expenditure summary, significant problems, and completion schedules. The contract status report is due by the 5th business day of every month. [The time expended to prepare the task order progress report is direct billable under the task at the appropriate hourly rates.]

At the end of this Contract, these reports will be used in conjunction with invoice records to determine government furnished materials owed by the Contractor to the government.

(b) The Contractor shall, at a minimum, establish and maintain appropriate tracking systems which shall enable it to prepare and submit the management reports required. Creation and maintenance of these tracking systems is not separately billable. Costs for copying reports for distribution are not separately billable.

C.5 Support Services

C.5.1 Systems Development Life Cycle (SDLC) Support

C.5.1.1 Service Development

The design and development of services and service management processes. Design principles and methods for converting strategic objectives into portfolios of services and service assets. Includes the changes and improvements necessary to increase or maintain value to customers over the lifecycle of services, the continuity of services, achievement of service levels and conformance to standards and regulations. It guides organizations on how to develop design capabilities for Service Management.

C.5.1.2 Service Operations

Provisions for effectiveness and efficiency in the delivery and support of services so as to ensure value for the customer and the service provider. Strategic objectives are ultimately realized through Service Operations, therefore making it a critical capability. Maintain stability in Service Operations, allowing for changes in design, scale, scope and service levels. Supporting operations through new models and architectures such as shared services, utility computing, web services and mobile commerce.

C.5.1.3 Service Management

Support for establishing an IT Service Management (ITSM) process intended to align the delivery of information technology (IT) services with needs of the enterprise, emphasizing benefits to customers. Assistance in managing the paradigm shift from managing IT as stacks of individual components to focusing on the delivery of end-to-end services using best practice process models. These services will be bases upon the ITIL (Information Technology Infrastructure Library), a globally recognized collection of best practices for information technology (IT) service management. Additional support for ITSM audits based on analysis of four key performance indicators in specific ways:

• Growth and value, which involves tracking revenue growth against investment and utilization.

• Budget adherence, which involves optimizing the use of available funds and avoiding unnecessary expenditures.

• Risk impact, which involves identifying and evaluating the consequences of risks taken or avoided.

• Communication effectiveness, which involves examining customer feedback and gauging customer satisfaction and awareness.

C.5.1.4 IT Planning

Identification, evaluation and recommendation of solutions and opportunities, including the modification and process re-engineering of existing systems to encourage and facilitate the development of integrated systems, provide added functionality and improve productivity, while taking into account all applicable federal standards and procedures and the client organization’s standards and policies. Includes support for enterprise architecture planning, migration planning, implementation governance, and technology architecture.

C.5.1.5 Program Management Support

Providing assistance to a Government Program Management Office (PMO). This support could include performing and/or assisting the PMO staff in the development and maintenance of program and project plans, standard operating procedures, contingency plans, continuity of operations, and other documentation. It may also include acquisition support by preparing procurement related documentation, such as Statements of Work, independent Government cost estimates, internal acquisition review board packages and justifications, and source selection material. Financial management support could include the collection and management of financial data;

assisting in financial analysis tasks; tracking program progress against the program plan; and preparing required financial reports. Other support may include providing meeting support by planning and arranging for meetings, preparing meeting materials and recording and disseminating minutes; development and tracking of correspondence, reports and briefing materials; maintenance of a document library. Support may also include researching and providing recommendations on best practices to improve areas within Program Management; evaluating issues and providing recommendations related to program cost, schedule, and performance; and, providing analysis and recommendations to respond to Congressional, other Government agencies, and industry inquiries; audits; or Congressional testimony.

C.5.1.6 Requirements Analysis

A set of procedures and processes followed by the project team to determine functional and system requirements and their relative importance to users. Users’ requirements are documented meaningfully using automated requirements gathering tools such as Rational Rose and UML modeling, wherever applicable. It is assumed that the user knows what he wants, but has difficulty in translating requirements into data-processing terminology. This procedure helps get the requirements in writing to guide the subsequent efforts of the systems design and implementation. This subphase is one of the most important in the entire project life-cycle.

C.5.1.7 Joint Requirements Planning (JRP)

JRP consists of workshops with key end-users for planning and designing a system. The users are encouraged to do most of the talking. Information Systems staff translate what the users want into structured specifications and design so that users can understand and discuss the results. JRP sessions do not contain technical detail. They often involve higher-level managers and sometimes top-management. They establish requirements and justification for a system and the detailed functions it will perform. A major benefit of JRP is making executives think creatively about how information systems can help them. The workshops cause an examination of goals, problems, success factors and strategic opportunities in information strategy planning.

C.5.1.8 Joint Applications Development (JAD)

In the JAD session, several knowledgeable people in the subject organization or in the subject functional area meet for extensive and intensive discussions and brain-storming sessions. These sessions are professionally facilitated and discussion/conclusions and disagreements are formally captured and distributed. These sessions strive to accomplish agreement or consensus on the topics of the session. Disagreements are resolved so everyone understands what the target/new process/function/system will and will not accomplish.

C.5.1.9 Rapid Applications Development (RAD)

An approach to systems development that incorporates a variety of automated design tools (CASE). RAD focuses on human management and user involvement as much as on technology. RAD aims for rapid development of a single, stand-alone system of limited scope. The use of CASE tools is a necessity for this path, as are rapid development techniques and features such as time-box management, reusability and user workshops. RAD techniques are largely a subset of Systems and Information Engineering techniques.

C.5.1.10 Feasibility Study

Identifies objectives, requirements, system concepts, and candidate approaches. It researches possible solutions and analyzes commercial off-the-shelf (COTS) products available for achieving the objectives. May include making recommendations on the approach to be taken. The feasibility studies will be used by managers to decide whether to proceed with the task.

C.5.1.11 Cost-benefit Analysis

An in-depth evaluation of a given approach as to technical feasibility and/or the benefits to be gained for a specific cost. The analysis involves identifying, developing and analyzing the costs (actual and opportunity) and benefits of a given approach in quantitative terms if feasible and in qualitative terms otherwise, and preparation of a recommendation to proceed or not to proceed. The user may require that this type of analysis occur independently or with other activities comprising a full system development effort.

C.5.1.12 Business Process Re-engineering

A complete analysis of the processes used to generate desired products and services with a possible revamping of the entire approach. The primary drivers should always be the customer’s needs. These needs ultimately dictate the scope and the level of technology investment. The issues that need to be reconciled include time, quality, customer perspective, people empowerment, efficiency and flexibility. Technology is considered a potential enabler of the new approach. Includes support for feasibility studies, cost benefit analysis, process modeling, business event modeling, organization design, business strategy, and change management/leadership.

C.5.1.13 Systems and Information Engineering

An integrated set of methodologies and products used to guide and develop information processing within an organization. It starts with enterprise-wide strategic planning and ends with operational applications. It includes activities required for the support of operational systems oriented to enhancing operations of hardware and software systems to include the collection and analysis of systems information, diagnosis of problems and development of recommendations to resolve problems. It establishes and maintains systems and software configuration baseline data and documentation. It includes redesign activities that modify functionality and/or produce technical improvements to enhance software and security. It monitors system execution and performance; tracks and reports change requests (CRs) and discrepancy reports (DRs); performs problem analysis and resolution; and provides technical assistance to the end-user. It performs system and software conversion activities that include the transition of existing applications from one environment to another. It performs production control activities such as the support of cyclical changes to operational workloads, data compression, data restores, reorganization of files, recovery of systems, production of reports, download/upload of information, and setup and verification of fields and programs for the execution of production runs. It prepares and executes disaster recovery procedures; analyzes, compiles and aggregates data to produce statistical trend analysis reports; develops user-friendly interfaces between different automation functions and upload/download capabilities; and develops and implements an audit strategy to ensure the integrity and confidentiality of data.

C.5.1.14 Systems and Database Design

Includes the design approach, alternative designs and analysis, and impact analysis. Maps and maintains traceability of the design to requirements; develops user interfaces; identifies the major components and interfaces of the system; determines impact on work flow processes; and develops testing strategies, test cases and testing plans. Also includes conducting design reviews to clarify design drivers; select an IT platform and/or architecture;

identify and weigh portability considerations, potential capacity and performance implications; identify existing systems that may be reused; identify any integration issues with legacy systems; and other pertinent design information.

C.5.1.15 Systems Procedures and Standards

Devising systems procedures and standards using all applicable standards and procedures as required by the Federal Information Processing Standards, DOJ requirements, other standards, and the client organization’s standards and policies. Includes identifying the applicable standards and procedures and making recommendations about their use to the client organization.

C.5.1.16 Systems Development and Testing

Translating system specifications and detailed design documentation into system components, code or both.

May include initial development of a prototype of the system that will be tested and evaluated before the systems development effort using automated testing tools, whenever applicable. Includes: developing code, conducting peer reviews and providing summary progress of the development effort; establishing and maintaining the integrity of baseline configuration, software version descriptions and related documentation; establishing test and verification procedures to ensure system integrity so that the system meets functional requirements; and, conducting unit, system and integration testing to validate the system's capabilities.

C.5.1.17 Systems Installation and Acceptance

All activities associated with the installation and operation of the system. During systems implementation, includes providing support through the development of prototype installation test plans, installation test reports and the preparation of systems manuals including operations, maintenance and user manuals customized by site.

Delivery of the system and all documentation and products associated with the system. Installation, integration, testing and implementation of the systems developed to include all activities associated with data conversion, data collection, capture, validation, and verification, user training and system turnover.

C.5.1.18 Systems Programming

Programs are written using the programming standards established by the client organization. Substantial emphasis is put on a structured process for preparing a test plan, which outlines all of the testing to be done. The programmer plans testing problems thoroughly before the testing begins. The results of the testing are then reviewed by qualified personnel to decide that each program and module is operating satisfactorily.

C.5.1.19 Systems Integration

Includes the analysis of the distribution of functionality across systems, development of system interface concepts, designs and specifications, and the development of specifications and standards for information transfer between systems.

C.5.1.20 Interoperability Verification and Testing

Verification and testing to ensure interoperability with existing systems. May include access to existing mainframes and servers, compatibility with operating systems, COTS software and client organization applications, and communications and telecommunications systems.

C.5.1.21 Systems Conversion

Converting systems from current environments to new ones including newer evolving/evolved web-based technologies. May include the development of specifications, programming, testing and documentation. Legacy systems may also be selected for the development of new front-end user interfaces. New user interfaces may include web-based or web-enabled front ends.

C.5.1.22 Systems Enhancements, Support and Maintenance

All requests for system modification and/or enhancements, received after the systems design freeze and after the system is implemented, are classified as planned software maintenance. These requests consist of actions that are important for corrections to the design and future enhancements to the system. Systems support is provided to ensure the successful operation of the system in an accurate, efficient and timely manner. Any necessary fine-tuning and retesting are done following client organization standards and procedures.

C.5.1.23 Systems Documentation

Development of all documentation, including manuals, e.g., operations, system maintenance, user and training, and plans, e.g., system integration and site implementation. The document is dynamic in that it will be modified to take advantage of new methodologies, techniques and tools, e.g., CASE. The documentation follows the latest approved standards at the time of development of the system.

C.5.1.24 Systems Configuration Management

Systems configuration management activities commence early in the systems development life-cycle and continue for the life of the system. Configuration Management responsibilities include the review of all software, hardware, network and application changes and the identification of potential issues, conflicts or problems relating to the proposed changes, or the timing of the changes. Changes include installation of new products and components, new versions, upgrades, engineering changes, new agency-developed applications and modifications to agency applications. May include the development and implementation of a Configuration Management database and associated plans. Data to be maintained include parameters and configuration information on existing systems, reasons for the changes, associated changes and other items as recommended by the Contractor or required by the client organization. Preparation of reports and briefings to give client organization management recommendations and alternatives.

C.5.1.25 User Training

Schedules for implementation are completed, and the users are given their manuals and comprehensive training in the operation of the system. The production files are created or converted to make the system operational. User training may include enterprise security training, other formal instruction on the use of commercially available COTS software, and other techniques such as distance learning and computer based training.

C.5.1.26 Database Administration

The Database Administrator (DBA) is responsible for database and data dictionary design and establishment, performance monitoring and timing, database reorganization, database backup and recovery, DBMS service utilities, DBMS software maintenance, disk-space management and software planning and evaluation. The DBA is responsible for safekeeping the data and for control of the data and its structure. The DBA is also concerned with the various design methods used in developing databases.

C.5.1.27 Web Development

Includes support services to design, develop, maintain, implement, and document quality electronic publications and applications. It also includes designing electronic publications, databases, and applications in a Unix server environment and assist in the maintenance of servers. Also includes designing multimedia utilizing various applications. Design work is completed within specified legislative and Departmental guidelines. It performs testing on all developed materials documenting results prior to production. Assists staff in development efforts, participate in staff meetings and provide recommendations for solutions to design problems. Documents all assignments, including applications, procedures and processes.

C.5.1.28 Information Security

Enhancing IT security of data residing in computer files or during transmission, assessing IT risks relating to privacy, fraud and abuse and the adequacy of internal controls to eliminate and/or mitigate risks to systems being built. Contingency plans cover system failure and recovery procedures. Procedures are developed in case of disaster or other conditions that may severely affect the provision of timely and efficient system services. Includes evaluating and implementing encryption, authenticating users on a system, providing for digital signatures to ensure integrity of electronic messages and files. May include analyzing and maintaining a list of critical systems to decide for each system the time available to transfer to an alternative processing site without significant programmatic impact. Includes systems handling National Security and Limited Official Use (including as a minimum - Law Enforcement Sensitive) data. Also includes the conduct of risk analyses and the development of recommendations and implementations, plans for new procedures and changes to existing systems. Identification and recommendation of new security-related technology product versions and enhancements to existing products and services.

Developing implementation, transition and verification testing plans for installing these products within the existing client organization technology infrastructure. Conducting formal Certification & Accreditation (C&A) efforts such as C&A Documentation Preparation and C&A Testing for both legacy and new systems in accordance with all standard security requirements (e.g., DITCAP, NIACAP, NISPOM, DOJ Directives, etc.). Includes mitigation strategies and mitigation activities for residual risks identified for specific organizations or systems. Development of security policies and procedures and assistance with implementation of these policies.

C.5.1.29 Technical Refreshment

Identification of aging technology or the technology at risk of becoming obsolete during the life-cycle of a program, and identifying technology refreshment activities required to prevent the decay of the Information Technology infrastructure on which programs are dependent. This will include the identification of specific targets of possible aging technology and recommendation of specific technology to replace it. Recommendations should include specific timeliness, cost/benefit scenarios and detailed replacement procedures. They may also include the purchase, configuration, installation and operation of the recommended technology as deemed necessary by the government to refresh the aging technology.

C.5.1.30 Technology Infusion

Evaluation of an organization’s operational use of Information Technology and identification of general and specific areas where current , upcoming or state-of-the-art technology would enhance the organization’s operation.