Draft_BIO_Task_Order_Support_Services_PWS_v1_1.docx

U.S. Department of the Interior Solicitation No. X – Attachment 2 DRAFT U.S. Department of the Interior Attachment 2 – FBMS Support Services IDIQ / BIO Task Order Support Services PWS DRAFT FBMS Support Services IDIQ Business Integration Office (BIO) Task Order (TO) Support Services Performance Work Statement (PWS) March 5, 2025 Table of Contents

Background and Objective

This Performance Work Statement (PWS) specifies critical support services required by the U.S. Department of the Interior (DOI), Business Integration Office (BIO), to accomplish its mission. The primary mission of the BIO is to manage DOI’s enterprise-wide system of record for financial and business management, the Financial and Business Management System (FBMS). Tasks include: perform FBMS operations and maintenance (O&M) including Tier 2 Help Desk support, manage software upgrades; provide technical system support, manage overall system security; perform Business Intelligence reporting development and support; manage and deliver training in support of process standardization; optimize the FBMS solution; manage system changes in support of legislative and regulatory compliance; lead application development, support efforts directed by the FBMS governance; and assist the BIO in its leadership role in the U.S. Federal workspace for FBMS software products such as SAP ERP Central Component (S4HANA), B4HANA, SAP BusinessObjects, PRISM and Tableau Server.

In addition to supporting FBMS, the BIO supports the full scope of business integration, efficiency, and improvement efforts under the Deputy Assistant Secretary for Budget, Finance, Grants and Acquisition (DAS-BFGA). This may include managing or providing assistance with business and program analyses; managing or providing assistance with other systems closely aligned with FBMS, such as the ETSNext travel solution; and supporting DAS-BFGA Roadmap efforts resulting in projects or new systems.

The BIO directs the work of a variety of Government and contracted resources to achieve all program objectives. The BIO consists of several workstream teams, all of which contain an integrated mixture of Federal and contractor resources. These resources provide support for on-going Operations and Maintenance (O&M) support to the 9 bureaus and the Departmental offices deployed on FBMS while simultaneously providing ongoing development support. The BIO ensures FBMS is up to date and is meeting DOI needs. The BIO continues to optimize DOI’s investment in FBMS and leverage this investment as appropriate with expanded functionality.

Task Order Objective

The purpose of this task order is to provide support services to achieve the BIO’s overall mission. The contractor shall perform duties related to FBMS production support and development, functional and technical support of the FBMS environments, project management, and managing or providing assistance to other systems closely aligned with FBMS.

FBMS support is far broader than the scope of work defined in this PWS and work is performed by multiple Government organizations and other contract sources. For example, in addition to the requirements outlined in this PWS, FBMS support includes infrastructure support, cloud hosting, network administration, IT security, and Level 1 Help Desk support which are supported by other organizations or other contract sources. For the purpose of clarity in the PWS, all FBMS support that is out-of-scope has been excluded from the requirements. Out-of-scope roles that may be mentioned in this PWS for purposes of O&M descriptions also include:

· Administration of Tableau Server and related support

· Administration of SAP Solution Manager software and related support

· Administration of Worksoft Certify software and related support

· Technical Writer support and expertise

· System Stress and Volume Testing and expertise

FBMS Governance Structure

As noted in the FBMS Support IDIQ PWS, there are several entities involved in the governance of FBMS. The BIO is primarily responsible for sustaining, optimizing and leveraging FBMS, under the governance of FBMS’s system sponsor, system owners and Executive Steering Committee (ESC). Additional end-user guidance is provided by the FBMS Software Advocacy Leadership Team (FSALT) and its collection of Special Interest Groups (SIGs). Daily FBMS production operations are coordinated through the Bureau Production Support Leads (BPSLs) and Bureau Incident Managers (IMs).

The BIO Divisions work closely with the FBMS system sponsor, system owners, ESC, FSALT, SIGs, BPSLs and IMs to manage FBMS. See Attachment 2D, FBMS Governance Structure, for further information about the FBMS governance structure.

BIO Overview

In order to support and manage FBMS, the BIO is structured to provide the primary three areas of work:

1. O&M Support

2. Optimization/Agile Work

3. Project Work

In order to support these areas of work for FBMS and the BIO, the BIO Task Order Support Services will primarily consist of three support categories within multiple BIO divisions. These three support categories include: FBMS Production Support and Development; Functional and Technical Support; and Project Management Support.

The following information is provided to explain the BIO’s organization and work environment, within which the work under this task order will be accomplished.

Current Organizational Structure and BIO Divisions

The BIO directs the work of a variety of Government and contracted resources to achieve program objectives. Each BIO division consists of teams that include an integrated mixture of Federal and contractor resources. As of January 2025, the BIO is comprised of approximately 110 Federal employees, including vacancies, and 95 contractors. It should be noted that contractor support requirements are closely tied to approved scope within a given year and the number of contractor resources may vary during the contract period. Attachment 2C, BIO Organization Chart, represents the BIO organizational structure as of June 2023.

The BIO is located primarily in two cities: Reston, VA and Lakewood, CO. Current DOI project staff is split between Reston and Lakewood, however divisions/support areas have staff located in both offices as well as remote locations. In Reston, the BIO is located at the U.S. Geological Survey (USGS) campus at 12201 Sunrise Valley Drive. In Lakewood, the BIO is located at the Denver Federal Center, Building 53.

The BIO currently consists of six divisions:

· Applications Management

· Business Process Management

· Chief of Staff

· Data Analytics

· Operations Support

· Project Management

Teams within the BIO include Federal and contract resources. The Federal resources on each team provide the subject matter expertise on DOI policies and procedures and hold inherently governmental positions. These same Federal resources also provide functional or technical support for FBMS, including incident management, user assistance, program documentation, system administration, report development, application development, security, training or any of the other responsibilities of the BIO. For more information regarding the BIO organization and federal and contractor work breakdown percentages, see Attachment 2C, BIO Organization Chart.

To achieve the work of the BIO, all divisions work closely together through a matrixed approach to complete organizational objectives. The BIO has integrated Agile methodologies to more efficiently manage O&M work and prioritize FBMS user needs and enhancement requests. In addition to utilizing Agile methodologies, the BIO continues to manage larger projects through a formal Project Management Waterfall Methodology. Federal and contractor resources typically work in both Agile teams and Project teams.

Chief of Staff Division The BIO Chief of Staff leads the Chief of Staff Division, which primarily focuses on BIO business administration. The Chief of Staff Division is responsible for managing the BIO’s organizational budget and reporting, contract administration, human resource responsibilities, facilities management and general administration for the BIO. Currently, positions in this division are out of scope.

Applications Management Division The Applications Management Division is comprised of information technology (IT) professionals providing service in System Architecture, Solution Architecture, System Administration, Enterprise Application Integration (EAI), Applications Development and Business Warehouse (BW), UX (Portal/Fiori), Robotic Process Automation (RPA) and other Intelligent Automated Technologies (IAT).

The Architecture team supports all the design and solution aspects of FBMS including interfaces. The team is also responsible for conducting market research and devising solutions to meet the business needs aligning them with the FBMS vision and architectural standards. The System Administration team supports FBMS’s software and provides system administration tasks to support FBMS. They work closely with our Managed Service Provider for all Virtual Machines and hardware devices that support the FBMS application. The EAI team supports all interfaces within the FBMS framework. The Applications Development, BW, UX/Portal, and RPA/IAT teams are comprised primarily of ABAP programmers, BI/BW analysts/developers, UiPath Developers, and UX/Portal analyst/developers.

In addition to the above-noted teams, the Applications Management Division also includes, Stress and Volume management. The Stress and Volume team maintains automated tests and conducts system testing. As noted in Section 1.1, Stress and Volume Testing support and expertise are not within scope of this PWS.

Business Process Management Division The Business Process Management Division is comprised of both Federal and contractor resources with expert functional knowledge in one or more of the business functions and related software products within FBMS. The Business Process Division includes six functional support teams: AR/SD, FM/GL/COPS/Financial Reporting, Employee Pay, Vendor Payment, Acquisition and Financial Assistance, and Property.

Operations Support Division The Operations Support Division (OSD) has oversight of the FBMS Production instance and is primarily focused on managing the operation of the FBMS Production environment and coordinating with the bureaus and other BIO teams on FBMS Production issues and processing. The OSD team includes the following teams: Application Security and Information Assurance, Training, Production and Workload Automation, and Incident Management. Within the Division, the Application Security team provides application security for FBMS and the Information Assurance Team focuses on protection of FBMS resources including data privacy, IT risk management, audit management, IT and internal control management and monitoring. The Production and Workload Automation team manages the batch job processing setup and schedule for all system and interface jobs while also focusing on day to day operations, end-user communications, disaster recovery coordination, and organization year-end/year-begin support tasks. The Training team focuses on enhancing end-user facing training support and documentation development. The Incident Management team supports FBMS triaging of all helpdesk tickets related to FBMS.

Project Management Division The Project Management Division is primarily focused on managing development and release activities for FBMS and non-FBMS projects, scope management, testing and change management. This Division works closely with other BIO teams to complete O&M and project work.

Data Analytics Division The Data Analytics Division (DAD) is comprised of Federal and contractor resources who support reporting and analytics users in the bureaus and policy offices, create reporting and analytics content primarily in support of department-wide efforts such as OS PMO support and PMB data calls, and in conjunction with AMD staff, administer the business intelligence reporting and analytics tools, which currently include BOBJ and Tableau. In addition, the DAD includes the Business Intelligence Advocate function, which represents the bureau business intelligence community, and the DAD supports engagement layer work within the BIO, such as Power Platform development.

As noted earlier, all BIO Divisions work closely together through a matrixed approach to complete the BIO’s organizational objectives.

Overview of FBMS Support Work

This section provides an overview of currently known or expected work to be accomplished through this BIO Task Order Support Services, dependent on fiscal year approved budget and to-be-determined final scope. The work detailed in this section is projected work; however, this work and fiscal year projects are not finalized until the fiscal year’s budget is approved.

Contractors supporting this task order will primarily provide support for the following areas:

· Production Management Support

· Optimization/Agile Work

· Project Work

As noted earlier, all BIO Divisions work closely together through a matrixed approach to complete organizational objectives. Through this matrixed approach, team members participate in both Agile Scrum teams to complete user optimization (enhancement) items and break/fixes, as well as Project teams to manage larger projects that impact FBMS support. O&M support, such as system upgrades and end-user support, is provided through this same matrixed approach.

Optimization/Agile Work

The BIO uses a software called Digital.ai (Agility) to manage user optimization items and defects. Through multiple Agile teams, the BIO executes at least one FBMS release per month; some of which are smaller break/fix only releases, while others are larger optimization releases. Attachment 2E, Notional Sprint-Release Schedule, depicts Agile teams’ release schedule for a fiscal year.

For each FBMS release, the BIO provides FBMS users with release notes. The release notes include a summary of changes made during releases. In addition to the release notes, the BIO also conducts optimization release review meetings, inviting FBMS users to participate in the review of release changes. Attachment 2F, FBMS BIO Release Notes Examples, provides an example of 12-months of FBMS release notes that were provided to FBMS users following each release. BIO staff, Federal and Contractor, are required to support work related to the representative work contained in Attachment 2F.

Project Work Attachment 2G, 2025 Notional Scope Dashboard, provides an example of projects that were managed by the Project Management Division during a fiscal year. Attachment 2H, 2025 Notional Scope Descriptions, provides a description of these projects. Annually, the BIO identifies a list of prioritized projects that are worked through each year, such as the examples in Attachments 2G and 2H.

Project team members working on this scope include BIO team members from all BIO Divisions. Project Managers within the BIO manage multiple projects, while working in a matrixed environment across the BIO. BIO team members work on multiple project and Agile teams at the same time. Project work may be included in the regularly scheduled optimization releases or may be grouped as part of a major release. Historically, there have been 2 major releases and 2 minor releases planned annually. These releases are reflected in the Notional Sprint-Release Schedule represented in Attachment 2E.

Attachment 2I, Notional Release Plan, provides an overview and example of an FBMS release schedule for projects. This release plan and the Sprint-Release Schedule, are managed closely by a Release Manager that resides in the Project Management Division. The Release Manager works closely with all BIO team members to coordinate and manage the complex release schedules and ensure work and environment conflicts are resolved.

2026 – 2029 Expected BIO Work

To continue optimization of FBMS for its users, the following activities are planned to be executed by the BIO throughout the period of this task order. Scope items are identified on an annual basis taking into account mandated work, resource availability, and program budget considerations. The backlog is ranked by priority. Scope is then further elaborated on and planned in accordance with available capacity of all BIO Federal and Contractor staffing levels. Upon stakeholder approval, the work is then executed via Agile Sprints or traditional Waterfall projects or a combination thereof. The Government will work closely with the Contractor on any fluctuating, additional or fewer, Contractor staff needs based on approved scope.

Security For continued optimization of FBMS, security improvements will be executed throughout the period of this task order. System security activities are expected to include:

1. System-wide updates to FBMS-related software to reduce security and operational risks

2. Enhancements to the GRC suite of tools to include new integration for access control features, new workflows, and updates to the GRC software suite

3. Development of application security roles to keep pace with SAP and PRISM application changes such as SAP Fiori, SAP Personas, and other user interface and application security enhancements

4. Continuing enhancements to authentication methods including Security Assertion Markup Language (SAML), Single Sign-On (SSO), and Multi-factor Authentication (MFA)

5. Security tasks associated with integration with third party applications and internal interfacing systems

6. Security tasks associated with enhanced analytics functionality like SAP BW on HANA, Tableau Server, and other reporting requirements

7. Security tasks for implementing new systems like SAP Business Technology Platform (BTP) and future acquired systems

8. Security task for deploying and utilizing new security tools like Pathlock Dynamic Access Control

9. Security tasks for implementing new functionality in FBMS as it is deployed, for example revenue management

10. Continuing to respond to future assessments and audits to further improve and optimize the security of FBMS

Reporting Improvements Recent reporting improvements include an optimized FBMS-wide data warehouse that greatly increased the ability to better leverage the FBMS data across the core function areas, as well as increasing reporting performance. The BIO is further leveraging FBMS to increase the data quality and reduce the burden on the bureaus by centralizing several Department-wide reporting requirements. This centralization will enable DOI to provide one, cohesive submission for real property, fleet and energy reporting, as an example. The BIO will also implement a data quality program that will analyze the data within FBMS to identify opportunities to increase the efficiency of DOI operations and business decision making. The BIO may also implement reporting and analytics improvements to potentially include AI integration and additional new reporting tools.

Usability Improvements The BIO will continue to implement user community prioritized system enhancements through the Agile Methodology. Additionally, the BIO has implemented a new business process analysis program that will identify opportunities to improve DOI operations through improved business processes or system configurations. Future possible usability improvements include:

· Customizing the standard system, such as leveraging key-user extensibility. For example, adding simple customizations such as custom fields to a SAP Fiori User Interface (UI)

· Adding more complex requirements such as adding custom business logic. A side-by-side extensibility approach is required for such an improvement

Based on new S4HANA technologies and/or services and the executive steering committee and FSALT governance, FBMS and associated systems will require usability improvements to increase S4HANA efficiencies in navigation and data input. In the past these requests were submitted by the bureaus for inclusion in releases and in previous years they numbered in the hundreds in the agile backlog and the BIO released a couple dozen annually. The nascent S4HANA focus will be on field name standardization and increasing data input and transaction utilization speeds.

Intelligent Automated Technologies (IAT) The BIO will continue to implement new IAT ideas using Robotic Process Automation, Natural Language Processing, Optical Character Recognition, Artificial Intelligence, and other intelligent technologies. The BIO continues to receive an abundance of IAT requests from across the Department and internal to the BIO.

Expanded Business Support It is expected that in future out-years, the BIO will continue to look for opportunities to provide expanded business support for its users. This may include expanding the FBMS functional footprint to cover new areas of business or may provide new functionality within existing areas of business. Examples of areas of expanded business support may include:

1. Revenue Management

2. Point of Sale

3. Barcoding/Radio Frequency Identification (RFID)

4. Geospatial

5. Mobility

Any approved scope related to this work would be planned in accordance with available capacity of all BIO Federal and Contractor staffing levels. The Government will work closely with the Contractor on any fluctuating, additional or fewer, Contractor staff needs based on approved fiscal year scope.

BIO Program Support Tools

In support of FBMS, the BIO utilizes a number of different project tools. Below are a list of commonly used support tools used by the BIO to support FBMS.

· Adobe Captivate: Supports the development of Computer Based Training (CBT) modules for FBMS End User Training. This software is limited to training team members and is being phased out as the team shifts to using AncileNCILE uPerform software instead

· ANCILE uPerform: Supports and contributes to the creation of Work Step Instructions, CBT modules, simulation development, video development, and end-user training materials. This software is currently available to training team members

· Bison Support System (BSS): BSS is a web-based incident tracking tool managed by the DOI Customer Support Center (CSC). BSS supports the tracking and reporting of FBMS production and BIO support issues. FBMS users across DOI enter helpdesk tickets into BSS to request end-user FBMS support

· BMC Control-M: Control-M is our current batch scheduling and monitoring tool. It manages financial transactions and SAP jobs in FBMS. It operates on a client/server architecture. This provides access to four main domains: Planning, Monitoring, History, and Forecast, along with various additional tools

· Hewlett Packard Enterprise (HPE) LoadRunner: LoadRunner supports FBMS’s network and server stress and volume testing in a production environment. This tool is limited to the BIO’s Stress and Volume team members that support FBMS. As noted in Section 1.1, Stress and Volume Testing support and expertise are not within scope of this PWS

· Microsoft SharePoint: SharePoint is a web-based application that integrates with Microsoft Office. SharePoint may be used as a secure place to store, organize, share, and access information

· SAP Solution Manager tool suite: Solution Manager (SolMan) is an SAP platform that provides the integrated content and tools required to implement, support, operate, and monitor enterprise-wide SAP Projects in a multi-component environment (e.g., SAP S4HANA, Business Intelligence, GRC, and Enterprise Portal/Fiori). Solution Manager provides a centralized platform for managing an SAP implementation, including end-to-end functionality for solution design tracking and ongoing continuous improvement

· ChaRM: Change Request Management (ChaRM) is a tool in the Solution Manager suite used to manage changes and defects through the deployment and maintenance life cycle

· Solution Documentation: Solution Documentation is comprised of (1) the Business Process Repository which contains the mapping of the FBMS solution to transactions, configuration items, and development objects and (2) links to and version control for the solution documentation repository; for example, FDS, TDS, BPD

· Business Process Change Analyzer (BPCA): BPCA assists in the execution of a change impact analysis and allows for risk-based test planning and execution. With BPCA, it can be determined which transactions are impacted by a change so that testing can be targeted in the correct areas.

· Test Suite: The Test Suite group in the SolMan launchpad is the central access to all functions for preparing, creating, managing, and evaluating test plans, test scripts, test configurations etc

· Tableau: BIO staff use Tableau to visualize release, resource and project data providing support for analysis and management decisions

· Agilitydigital.ai (Agility): AgilityAgility is Enterprise Agile Platform’s agile lifecycle management (ALM), DevOps, and integration solutions that provide insight and traceability from strategy through development and delivery. AgilityAgility provides the ability for the BIO teams to manage and prioritize FBMS work through a single, centralized system. Used for the population of stakeholder release notes. BIO teams use AgilityAgility to coordinate and collaborate on software plans, priorities, and track progress. It is a browser-based software the BIO uses to manage our work backlog. It is used for the following types of work:

· Manage Agile backlogs, Sprint tracking and reporting

· Project level workload and task status

· Other work: Agility is also used to track and monitor Data Quality item backlog, Situation Reports, White Papers and DOI policy work

· UIPath: UIPath is used by the Robotics Process Automation (RPA) team to create process automations (Bots) that automate manual processes within DOI. This enables significantly improved processing time, freeing up DOI personnel to work on other tasks

· Worksoft Certify and Worksoft Capture: Worksoft Certify is an automated software testing tool used by the BIO. Worksoft Certify allows users to validate the behavior, capacity, and user response time for FBMS

· Microsoft Teams: Used to collaborate, communicate, and manage document resources and approvals for various projects and internal work management processes Production and Operations Support

This section provides information describing the BIO’s primary objective in supporting FBMS. FBMS’s support work is primarily accomplished by resources from the Business Process Division, with support from the Applications Management Division and is generally based on needs and support requirements from the Operations Support and Project Management Divisions.

Although production support and development are distinctly separate processes driven by different factors, much of the work performed is similar and is performed by the same staff. Almost all of the analysis and testing work required to perform these functions are typically performed by teams within the Business Process Division. Each of the teams within this division are comprised of a combination of Federal and contractor employees. With few exceptions, every person works on both production support and new development. Some staff may work primarily on production issues and not as much on development, while others are the reverse. This varies from person to person within each team. All of the technical work required to support production and development is performed by the Applications Management Division.

This section will describe support that is provided by the BIO to manage FBMS’s production support for FBMS users.

Incident Management The primary driver of work is responding to incidents. Incidents are logged by bureau end-users or other BIO team members in a DOI enterprise incident management system called Bison Support System (BSS). BSS is managed by the Office of the Chief Information Officer (OCIO) Customer Support Center (CSC). The CSC serves as the Tier 1 Help Desk for FBMS and it provides first Tier support on all FBMS and Concur Government Edition (CGE) travel system tickets. The CSC resolves 23% of all tickets submitted to them.

The BIO also has a service agreement with the Interior Business Center Financial Management Division (IBC FMD) to provide Master Data Maintenance (MDM) services as a Tier 2 provider. This group provides master data maintenance support for all vendor and customer records in FBMS. The MDM Team resolves 19.4% of all tickets submitted to the help desk.

If a ticket cannot be resolved by either the CSC Tier 1 support desk or the MDM group, it is assigned to the Tier 2 support staff located within the bureau offices. In the event the issue cannot be resolved at the bureau level, it is referred to Tier 3 BIO staff. The bureaus are currently resolving 55.6% of tickets referred to them by the CSC Helpdesk. The BIO staff has been resolving the remaining 44.3% that cannot be addressed by the Tier 1, the MDM group or the bureau offices.

Tickets are classified with priority levels based on the impact of the issue across the system/user base and the customer urgency related to operations. See Attachment 2N, Table to Compute Incident Urgency, for further information. As a good customer service practice, the BIO continues to emphasize ticket responsiveness as an essential part of user support. As issues and resolutions vary in complexity, exact resolution times are not established but the higher the priority, the greater the need for timely resolution. Users and bureaus have avenues available to escalate tickets to BIO management for high priority items when resolution time lags or immediate focus is required due to bureau-specific impacts.

The DOI Incident Manager reviews aging and trending incident statistics on a monthly basis within BSS for follow up internal to the BIO or with FBMS program BSS users. The Contractor is expected to closely monitor and resolve the aged tickets that are assigned to the Contractor or document in the notes of the BSS ticket the reason for the delay in resolution.

The following table provides our current ticket counts for the past three years and our projection for the next three (Fiscal Years 2025, 2026, and 2027). Incident activity is primarily driven by user count, frequency of use, and new software features. Because all bureaus have been deployed and user base has stabilized, the projections for FY 2025 are based on trending in place in FY24 and a brief spike based on a three-month hypercare period post S4HANA go-live. The calculations for the projections for the remaining two out years are based on incident counts from FY22 through FY24. User count data will be presented in the section that follows this one. The incident data presented includes actual data for FY22 through FY24 along with projections for the three out-years (FY25 through FY27). Incident counts for FY26 and FY27 include projected increases to ticket volumes to support G-Invoicing and a projected go-live for ETSNext impacting AR, AP, SD and Travel ticket counts. Incidents submitted for Travel CGE and MDM have been excluded. 96% of the Travel CGE tickets are resolved by the CSC Tier 1 support or the bureau Tier 2 support. Incidents submitted for MDM are normally resolved at the IBC FMD Incident count data is presented in two broad groups: Application Management, which are more functionally related issues; and Operations, which are more technically related issues. The further breakdown provided by detailed topic areas in tables later in this section, can be directly related to teams provided in the organization chart as to who primarily works on these incidents.

Table 2: Actual and Projected BIO Support Incident Count

Table 3: Actual and Projected BIO Support Incident Counts for Applications Management – Detail

Table 4: Actual and Projected BIO Support Incident Counts for Applications Management – Detail for Core Finance

Table 5: Actual and Projected BIO Support Incident Counts for Applications Management – Detail for Property

Table 6: Actual and Projected BIO Support Incident Counts for Operations – Detailed

FBMS User Count

The table below shows the individual bureaus and office user count as of February 26, 2025. The user base is expected to be similar in future years. In addition to everyday FBMS end-users, user counts also reflect access to external systems for bureau tracking purposes and FBMS4ALL users which provides access to Tableau visualizations.

Table 7: FBMS Users by Bureau and Office

Workload Automation Support

Within the Operations Support Division, the Workload Automation team focuses on batch processing and interface support. The Batch Processing team supports production processing for over 46,000 jobs per month. Support includes documenting technical and scheduling specifications for all jobs, working with the BIO functional and technical staff on testing and implementing new jobs, working with the BIO functional and technical staff on testing jobs for updates and/or changes, coordinating job failure resolution with the BIO functional and technical staff and providing after-hours on-call support for critical job failures or processing issues. The Workload Automation team provides support of the FBMS interfaces and modifies production processing for year end. This team also analyzes current batch scheduling setup to determine ways to streamline/automate processes. Additionally, this team creates and monitors plans to meet these batch goals, often working with other teams in that process.

The Workload Automation team supports the software that facilitates FBMS’s automated batch processing (Control-M is the current software) and supports the software that facilitates file transfers to and from Treasury branches (Secured File Transfer Protocol or SFTP). For Control-M, the Workload Automation team is responsible for creating, updating, scheduling, scripting and maintaining all batch processes. For SFTP, the Workload Automation team is responsible for creating, updating, scripting and maintaining all of the configuration files needed to support file transmissions. Provide rotational 24x7 on-call support.

FBMS Release Management

The BIO is responsible for managing necessary work to efficiently operate FBMS and provide user support for FBMS, to continually improve FBMS, and to serve the Deputy Assistant Secretary for Budget, Finance, Grants and Acquisition (DAS-BFGA) needs. The BIO facilitates annual software upgrades to FBMS to maintain currency and relevancy. Planned work also includes administrative directives provided by outside third parties (e.g., OMB, Treasury, GSA) or the FBMS System Sponsor or System Owners. Administrative directives may also be formed through DOI strategic roadmap and planning efforts. The BIO may also directly or indirectly support the roadmapping efforts related to business areas under the purview of the DAS-BFGA as needed. As reflected in Attachment 2E, Notional FY Sprint-Release Schedule, the BIO schedules multiple FBMS releases to correct system defects and incorporate changes to optimize the business processes supported by FBMS. These optimization improvements are managed and prioritized in conjunction with the FBMS user group, known as the FBMS Software Advocacy Leadership Team (FSALT), System Sponsor, and System Owners. All changes to FBMS are managed through the BIO’s governance process, which includes the above FSALT input, as well as the FBMS Executive Steering Committee.

Project Work

BIO project work that requires detailed collaboration and execution by multiple BIO Divisions is managed via Project Management Waterfall Methodology. A project schedule is developed by a BIO Project Manager within the Project Management Division.

Each of the project phases ends with a quality gate in which a checklist is reviewed and verified by all the BIO teams, including the BIO Leadership Team (BLT). Dependent on the project, bureaus, ESC members, the System Sponsor, and other FBMS stakeholders may participate in the quality gate. The quality gate process confirms that the project is ready to move into the next phase. This means that either all the checklist items are completed, or there is a plan in place to complete those incomplete items in a timely manner. Projects may be scheduled for deployment to production as part of the monthly release schedule or as a major/minor release with multiple projects grouped together.

FBMS Optimization Items

FBMS optimization items are system improvements identified by the bureaus, system owners or BIO through the FSALT. The FSALT, FBMS Software Advocacy Leadership Team, is comprised of representatives from all DOI bureaus, as well as the BIO and the DOI Policy Offices that reside in DOI’s Departmental Offices. FSALT SIGs work with the BIO each fiscal year to prioritize optimization items. The BIO Agile teams participate throughout this process. Once prioritized by the SIGs, the work associated with the optimization changes is scheduled and executed by BIO Agile teams. The BIO expects optimization items submitted by the System Owners to be considered mandatory work items based on new and existing laws, regulations and/or mandates. The Deputy CFO also reviews and accepts or rejects submitted optimization items that impact financial statements and/or financial audits.

Changes to Production

Another leading indicator of the work performed by the BIO is the number of change documents worked. If a resolution to a Help Desk ticket requires configuration changes or modifications to a development object, an approved change document is required. System optimization items also require approval and tracking via change documents to be implemented in a production environment. All changes go through a governance process that reviews, manages and approves workload. Whenever possible, changes are grouped into a point release. A point release occurs on the third Friday of each month.

Provided below are the change document statistics for Fiscal Year 2022, which is typical of a normal year. However, the volume can be highly variable, depending on the number and complexity of projects and optimization items. The Change Manager, Environmental Planning Group (EPG), Product Owner Approval Board (POAB) and BIO/System owner leadership all have a part in the governance, approval and prioritization of changes to production.

Table 11: Changes to Production – FY22 by Product Type

FBMS-Related Training

The Operations Support Division’s Training team collaborates with Subject Matter Experts (SMEs) from the Business Process Division to develop and update training materials and Work Step Instructions (WSIs). They create and revise Computer-Based Training (CBT) classes, as well as develop, update, and deliver Instructor-Led training, videos, and knowledge transfer sessions to support FBMS releases through a year-round training program. Staffing levels should be proposed based on FY24 Instructor-Led Trainings (ILTs), CBTs, WSIs, Knowledge Transfer (KT) sessions, and projects. Training for the out-years is based on the approved fiscal year work scope. However, the FY24 numbers for ILTs and KT sessions do not reflect current staffing needs due to the pause of these trainings during the S4HANA implementation. Numbers are expected to increase in future years with the return to normal cadence for each ILT course and KT session. Training for the out-years is based on the approved fiscal year work scope. The primary focus for training documentation and updates to training in FY24 surrounded new functionality and major business process changes with the upgrade to S4HANA and implementation of G-Invoicing. The Business Process Team also coordinates with the Training Team, bureaus and policy offices to provide various informal trainings where BP SMEs will be asked to provide material and presentations for lunch and learns, demos and various other informal training types to help users regarding changes or updates to existing business processes. These informal sessions may be in place of or to supplement more formal training products.

The table below shows Fiscal Year 2024 number of WSI’s by functional area.

Table 13: FY24 WSIs by functional area

Table 14: ILTs and Knowledge Transfer Sessions for FY24 This table shows the number of FY24 Instructor-Led classes and Knowledge Transfer sessions. Knowledge transfer sessions are 1 – 2-hour trainings that focus on a single business process or classes given on selected topics throughout the year.

Inventory

BPI

Navigation

G-Invoicing

AP Miscellaneous Obligations

ACQ Miscellaneous Obligations

Year End

AP Invoice Workflow

Personal Property Assets

Table 15: FY24 Current Computer Based Trainings (CBTs) The table that follows shows a list of Fiscal Year 2024 Computer Based Training (CBT) courses.

Computer Based Training (CBT)