DRAFT MES PWS Enterprise Support and Product Delivery.pdf

Performance Work Statement (PWS) MES Enterprise Support and Product Delivery

1. INTRODUCTION AND BACKGROUND

Since 2009, The Bureau of Engraving and Printing (BEP) has been implementing and improving the BEP Manufacturing Execution System (MES) initiative. MES is a comprehensive, technology-centric program focused on systems modernization and business transformation.

MES aims to improve overall management and automation of BEP’s Currency Production and Direct Support processes. MES is built on a Commercial Off-The-Shelf (COTS) solution that utilizes Oracle’s Enterprise Resource Planning (ERP) and contains several customized ERP modules. The current MES ERP configuration is diagrammed below.

Figure 1 - MES Program Architecture as of 03/28/2025

BEP is seeking contractor support to leverage new technologies to support program technical and management approaches, organizational resources, and management controls in alignment with program cost, performance requirements and scheduling demands for the BEP, delivery partners and other business stakeholders.

DRAFT

2. OBJECTIVES/SCOPE

BEP seeks a Contractor to deliver comprehensive operational support, maintenance, and continuous optimization of its existing manufacturing and enterprise systems, advance enterprise data governance alongside self-service analytics; establish an AI governance and implementation program; and enhance horizontal and vertical connectivity across the organization and its extended enterprise. The Contractor will also improve alignment between financial and government reporting while concurrently embracing modern technologies to enable on-demand, cloud-hosted application paradigms. The Contractor must combine deep expertise in legacy MES and Oracle OCI EBS environments with mature cloud-native services and innovation capabilities to guarantee seamless daily operations, robust security and compliance, and measurable gains in cost efficiency, scalability, and agility. Through structured governance checkpoints, BEP and the Contractor will review progress, align priorities, and drive continuous improvement—ensuring immediate operational excellence and laying the groundwork for eventual adoption of fully managed, cloud-hosted application ecosystems.

The Contractor shall utilize SAFe Agile techniques with the MES System to create the Epics, Features, and Stories necessary to develop and deploy integrations and enhancements. To drive a development cadence, the contractor shall utilize Planning Intervals (PI) to ensure iterations are defined with meaningful business outcomes, features with dependencies are identified, risks and issues are uncovered, and milestones or events are understood. Stories from the PI will be entered into the respective Agile team backlog for iteration planning and delivery of increments noted in the PI planning session. The Contractor shall be prepared to provide a team with the expertise in SAFe and MES to ensure efficient and effective product, feature, and story builds are defined within the Sprint duration (2 weeks). Epics, features, and stories will be reviewed and approved by the BEP-designated Product Owner(s) (POs). Stories will be reviewed by the POs after the required description and acceptance criteria are completed. Once Stories are approved, the Contractor shall develop, test, and, once passing unit and integration tests, shall deploy them to the User Acceptance Test (UAT) environment for client review. Before deployment to production, a final set of tests, such as but not limited to regression tests, shall be conducted by the Contractor to confirm the item meets or exceeds quality parameters and will function in production as expected. The Contractor shall ensure their team has the requisite skill levels required to support these goals. Expertise in the knowledge areas of (but not limited to) SAFe, Oracle E-business Suite, software development, software testing, and product/project management is required to successfully analyze, develop, test, deploy, and complete the MES products.

3. PERFORMANCE MANAGEMENT, DELIVERABLES, AND ACCEPTANCE

This requirement is performance-based. The Contractor shall be responsible for delivering the outcomes and work products defined in this PWS and meeting the performance standards and acceptance criteria defined in the Quality Assurance Surveillance Plan (QASP), Attachment 1 - Performance Requirements Summary. The QASP performance standards are incorporated by reference as minimum requirements for acceptance.

Deliverables shall be submitted in the format and repository designated by the Government.

Unless otherwise specified, the Government will review deliverables within 5 business days of submission and either accept, conditionally accept (with documented minor defects), or reject with a written rationale tied to objective criteria. Rejected deliverables shall be corrected and resubmitted within 10 business days (or another period agreed by the COR) at no additional cost.

For operational metrics (e.g., availability, incident response, change success), the Contractor shall provide tool-based evidence (e.g., service management system timestamps, monitoring dashboards, CI/CD logs, test evidence) sufficient for Government verification. The Contractor shall report performance monthly and upon request, including calculated metrics, underlying populations/denominators, and explanations for any exclusions approved by the Government (e.g., planned maintenance windows).

The Contractor shall maintain traceability from requirements to delivered functionality (e.g., epics/features/stories to test evidence and release notes) and shall provide a release package for each production deployment that includes approved scope, test/quality evidence, rollback plan, and post-implementation verification results.

4. LABOR ESTIMATES

The Government estimates that each of the following subtasks will require at least one agile team to successfully perform the required support during the periods of performance of this requirement.

Note: This is based on historical information, as well as the additional labor hours the government estimates will be needed to perform the scope increase from the previous requirement. Offerors shall propose their own solution, including labor, to this requirement.

5. Subtask 1: Kick-off Orientation

Within two weeks of the contract award, the contractor shall provide a structured, comprehensive orientation briefing for the Government to ensure contractor personnel are fully informed of roles, responsibilities, standards, and security/compliance requirements necessary for successful contract execution. The briefing intends to initiate the communication process between the Government and contractor by introducing key contract participants, explaining their roles, reviewing communication ground rules, and ensuring a common understanding of contract requirements and objectives.

The orientation briefing will be held at the Government's facility, and both parties shall mutually agree on the date and time.

The completion of this briefing shall result in the following:

• Introduce Contract Objectives and Roles

• Align on Security and Compliance Requirements

• Establish Communication Protocols

• Familiarize with Technical Environment

• Promote Team Integration

DESIRED OUTCOME:

• All personnel understand the contract scope, deliverables, and reporting structure

• 100% of personnel have completed initial security and ethics training

• Standardized channels (email, Teams, SharePoint, etc) adopted within the first week

• Personnel gain access to required tools, systems, and platforms

• New personnel are introduced to key stakeholders and support teams

Performance Standards and Acceptance Criteria (QASP Alignment)

• Orientation briefing conducted on the date specified by the Government; includes contract scope, roles/responsibilities, communications, and security/compliance expectations.

• Meeting minutes and action items delivered within 5 business days after the briefing.

• All contractor personnel complete required initial security/ethics training (as applicable) prior to system access.

Acceptable Quality Level (AQL): 100% on time and complete

Surveillance Evidence (minimum):

• COR/PM attendance; review of briefing deck, minutes, and action log.

• Training completion evidence and access provisioning records.

6. Subtask 2: Transition In

The purpose of this subtask is to ensure a seamless and efficient transition of services from the incumbent contractor to the incoming contractor with no disruption to mission-critical operations. The transition process is comprised of two phases: Ramp-up and Transition-in. The schedules and requirements of each phase are described below.

Ramp-up During ramp-up, performance will be restricted to only the orientation briefing and activities related to recruiting, achieving security clearances, and onboarding for all Contractor personnel.

The Government will not provide facility access, government data or space until personnel receive an interim clearance. The contractor shall submit all personnel clearance packages to the COR to initiate the clearance process according to the deadlines in Attachment 2. The Government estimates that the background clearance process will take approximately 180 calendar days from the award date.

Transition-in The Transition-In Task ensures an effective transition from the incumbent contractor to a new Contractor. Transition-in cannot begin until all Key Personnel have at least an Interim Clearance from BEP. To ensure a successful, low-risk transition, the contractor shall follow the approved Transition-In Plan submitted as part of their quotation and keep the Government fully informed of the status throughout the transition-in period. The incumbent contractors will be responsible for day-to-day performance during the transition-in period. This task will be worked on concurrently with Ramp-Up/ Knowledge Transfer.

The completion of this subtask shall result in the following:

• Develop and submit a Transition-in Plan

• Conduct Knowledge Transfer Sessions

• Maintain Operational Continuity

• Staff key positions

• Submit final Transition Report

DESIRED OUTCOME:

• Transition-in Plan delivered within 5 business days of award

• All critical knowledge areas covered

• No disruption to ongoing services

• All key roles filled with qualified personnel

• Summary of activities, lessons learned, and open items

Performance Standards and Acceptance Criteria (QASP Alignment)

• Transition-In Plan delivered within 5 business days of award and approved by the

Government; includes staffing, knowledge transfer, continuity strategy, risks, and milestones.

• Knowledge transfer covers 100% of Government-identified critical systems/processes;

artifacts (runbooks, support procedures) are captured in the Government-designated repository.

• No disruption to ongoing services attributable to transition activities.

• Transition-In completion report delivered by the end of the transition period.

Acceptable Quality Level (AQL): 95% on time; 100% coverage of critical systems; 0 transition-caused outages

Surveillance Evidence (minimum):

• Government review/approval of plan and report; inspection of KT logs and artifacts.

• Service desk/operations metrics monitoring during transition.

7. Subtask 3: Enterprise IT Program Management Office

The Enterprise Program Management subtask is designed to ensure the successful alignment of all IT project initiatives with the strategic objectives of the organization. The overarching goal of Project Management Services is to ensure projects, programs, and portfolios allocate capital effectively, achieve objectives, and support the mission, vision, and goals of Treasury and the BEP. The subtask will focus on delivering measurable results, including enhanced project prioritization for all IT projects, optimized resource allocation, and improved project performance tracking. The Program Management Office in the CIO Directorate is divided between two major initiatives: I) support of Program Management Office (PMO) activities and

2) delivery of project and program management support. Key performance indicators (KPIs) will be established to monitor progress and ensure accountability, with regular reporting and feedback mechanisms in place to drive transparency and collaboration. The objective is to achieve a streamlined IT project portfolio that maximizes value and supports the organization's long-term growth and success.

• The completion of this subtask shall result in the following:

• Increased project success rates

• Enhanced resource management

• Improved project visibility and transparency

• Standardization and consistency

• Improved risk management

• Improved business intelligence and reporting

DESIRED OUTCOMES AND DELIVERABLES:

• Strategic Alignment and Planning o Program Charter – Outline BEP’s CIO Directorate objectives, stakeholders, constraints, and alignment with mission goals o Integrated Master Plan - High-level roadmap showing how all IT projects and capabilities align with strategic outcomes o Portfolio Roadmap - Visual timeline of initiatives, dependencies, and milestones across the portfolio

• Resource Management o Resource Allocation Matrix – Map all Government and Contractor personnel, funding, and assets to projects/programs, highlighting overlaps or gaps o Centralized Budget and Contract Management o Skills Inventory and Gap Analysis - Identify current workforce capabilities and gaps relative to mission needs.

• Performance Management and Reporting o Key Performance Indicator Dashboard - Centralized view of all IT projects, including their status, progress, risks, and resource allocations o Contract Management Dashboard - Centralized view of all IT contracts including their status, progress, risks, and resource allocations o Earned Value Management Reports

• Risk and Issue Management o Integrated Risk Register o Issue Log and Escalation Pathways

• Governance and Compliance o Governance Framework - Establishment and enforcement of project management standards, methodologies, and best practices for all IT projects and contracts

• Communication and Stakeholder Engagement o Stakeholder Engagement Plan o Program Status Briefings - Regular updates tailored for executives, mission owners, and operational leads.

• Integration and Interoperability Artifacts o System Interface Control Documents - Defines how systems interact and share data.

o Data Integration Plan - Ensure consistent data flow and alignment across systems and tools

• Lessons Learned and Continuous Improvement o Post-Implementation Reviews o Continuous Improvement Plan

Performance Standards and Acceptance Criteria (QASP Alignment)

• Governance artifacts are maintained and current (IMS, risk/issue log, decision log) per

Government cadence.

• IPRs held per schedule; action items tracked to closure.

• Monthly status report delivered within 5 business days after the month's close.

Acceptable Quality Level (AQL): 98% on time and complete

Surveillance Evidence (minimum):

• Periodic inspection of governance artifacts, IPR minutes, and monthly reports.

• Sampling of action items for closure evidence.

Configuration Management: Configuration Management is the discipline of identifying all components and their relationships within a continually evolving system, taking into account relevant system interfaces, to maintain integrity, traceability, and control over change throughout the lifecycle. It is a disciplined process of technical and administrative direction for identifying and documenting a system's functional and physical design requirements, managing subsequent changes, and verifying the successful implementation of these requirements. BEP is continuously trying to align with evolving IT industry best practices, the changing application of IT in the workplace, and Federal mandates. The contractor shall assist BEP in improving the Configuration Management processes. The contractor shall participate in and support the change control process and the Change Control Board (CCB). The discipline of Configuration Management applies to multiple tasks identified throughout the PWS:

Desired Outcome:

• The contractor shall be responsible for developing and maturing the BEP’s configuration management standards.

8. Subtask 4: Enterprise Architecture

The Enterprise Architecture subtask is designed to ensure the successful alignment of BEP’s IT infrastructure and processes with its strategic business goals. The subtask will focus on delivering measurable results, including the development of a comprehensive architecture framework, the integration of emerging technologies, and the optimization of existing systems.

The Bureau is developing an Information Enterprise Architecture (EA) Program using the Federal Enterprise Architecture (FEA) reference models to standardize and improve IT management processes across the Bureau. The Program will define the foundations, baseline, guidance, standards, and vision for developing and implementing an architecture-based process for making IT investment decisions. A primary tenet of the BEP information architecture methodology is that business needs drive the need for applications and technology, rather than the other way around. The architecture will be used to assess legacy and developmental systems for alignment with key business, technical, and operational goals. The contractor shall support the development and execution of BEP’s Enterprise Architecture. The objective is to achieve a robust enterprise architecture that maximizes value and supports the organization's long-term growth and success.

The completion of this subtask shall result in the following:

• Optimize business-IT alignment

• Enhance business agility and adaptability

• Improve operational efficiency and cost optimization

• Drive innovation and digital transformation

• Strengthen risk management and compliance

DESIRED OUTCOMES AND DELIVERABLES:

• Business-IT Alignment o Current State/Target State Architectures o Business Capability Map - Visual representation of core business functions and how they are supported by IT o Strategic Alignment Map - Links business goals to enabling technologies and initiatives

• Agility and Adaptability o Architecture Principles and Standards - Guidelines for designing flexible, modular, and interoperable systems o Technology Reference Models - Standardized technology stacks and patterns to promote reuse and consistency o Solution Architecture Templates - Reusable blueprints for common solution types

(e.g., cloud migration, data integration) o Change Impact Assessments - Evaluations of how proposed changes affect systems, processes, and stakeholders

• Operational Efficiency and Cost Optimization o Application Portfolio Rationalization Report - Identifies redundant, obsolete, or underutilized applications for consolidation or retirement.

o IT Asset Inventory and Utilization Analysis - Tracks hardware, software, and cloud resources with usage metrics o Process Optimization Models - Business process models (e.g., BPMN) with recommendations for automation or improvement o Cost-Benefit Analysis for Architectural Decisions

• Innovation and Digital Transformation o Innovation Roadmap - Timeline of emerging technologies and pilot initiatives aligned with business priorities o Digital Capability Maturity Assessment - Evaluates current digital capabilities and identifies gaps.

o Emerging Technology Evaluation Reports - Analysis of AI, IoT, blockchain, Industry

4.0/5.0, etc., with use cases and integration strategies o Data and Analytics Architecture - Blueprint for enterprise data platforms, governance, and advanced analytics

• Governance and Communication o Enterprise Architecture Governance Framework o Architecture Review Board Artifacts o Stakeholder Communication Plan o Architecture Repository - Centralized, version-controlled repository of all EA artifacts

Performance Standards and Acceptance Criteria (QASP Alignment)

• Architecture artifacts produced/updated for Government-prioritized initiatives

(current/target state, solution architecture) with traceability to requirements.

• Architecture decisions documented with rationale and approvals.

• Architecture reviews completed in time to support delivery milestones (no schedule delays attributable to late EA artifacts).

Acceptable Quality Level (AQL): 95% on time; 0 critical omissions

Surveillance Evidence (minimum):

• Government review/approval; traceability spot-checks from requirements to artifacts.

• Review decision records and architecture review outcomes.

9. Subtask 5: BEP Knowledge Management

The knowledge management subtask is designed to ensure the effective capture, organization, and dissemination of critical information within BEP. The subtask will focus on delivering measurable results, including the development of a comprehensive knowledge repository, the implementation of efficient knowledge-sharing practices, and the enhancement of employee access to valuable insights. The contractor shall use a dual-track model combining a full program overview with focused, per-product deep dives. The contractor will run two parallel, interconnected streams of work: the Discovery Track, focused on generating new knowledge, exploring ideas, and understanding needs. The second, Delivery Track, will focus on putting validated knowledge into practice, building upon existing expertise to deliver tangible outcomes and solutions based on the insights gained from the Discovery track. The contractor will be responsible for creating a scalable and user-friendly knowledge management system that fosters collaboration and continuous learning. Key performance indicators (KPIs) will be established to monitor progress and ensure accountability, with regular reporting and feedback mechanisms in place to drive transparency and collaboration. The objective is to achieve a robust knowledge management framework that maximizes organizational intelligence and supports the organization's long-term growth and success.

The completion of this subtask shall result in the following:

• Improved decision-making

• Increased efficiency

• Enhanced innovation

• Better onboarding

• Improved Customer satisfaction

• Reduced risk

DESIRED OUTCOMES AND DELIVERABLES:

• Knowledge Capture and Organization o Knowledge Inventory and Gap Analysis - Catalog of existing knowledge assets and identification of missing or siloed knowledge o Knowledge Taxonomy and Metadata Schema - Standardized classification system for organizing documents, data, and expertise o Standard Operating Procedures o Lessons Learned Repository - Structured database of insights from past projects, incidents, and implementations o Subject Matter Expert Directory - Searchable list of internal experts by domain, system, or process

• Knowledge Sharing and Dissemination o Enterprise Knowledge Portal - Centralized platform (e.g., SharePoint, Confluence) for accessing curated knowledge assets o Collaboration Tools Integration Plan - Integration of tools like Teams, Slack, or Jira with KM systems to streamline knowledge flow o Search Optimization Strategy - Enhancements to search functionality using metadata, tagging, and AI-powered search o Knowledge Sharing Guidelines and Incentives - Policies and cultural enablers to encourage knowledge contribution and reuse

• Efficiency and Innovation Enablement o Knowledge Reuse Metrics Dashboard - Track how often knowledge assets are accessed, reused, or updated.

o Innovation Capture Framework - - Develop a process for collecting and evaluating employee ideas, pilot results, and R&D outputs o Automation of Knowledge Capture - Tools or scripts that auto-capture knowledge from service tickets, code repositories, or chat logs.

o AI/ML-Enabled Knowledge Discovery Tools - Intelligent systems that surface relevant knowledge based on user behavior or queries

• Customer Satisfaction and Support o IT Service Knowledge Base - Curated articles for Tier 0/Tier 1 support, FAQs, troubleshooting guides, and how-tos o Self-Service Portal Content Strategy - Plan for enabling users to resolve issues independently using KM assets o Feedback Loop Mechanism - tools for users to rate, comment on, and suggest improvements to knowledge articles

• Governance, Training, and Sustainability o Knowledge Management Governance Plan o Knowledge Management Training and Onboarding Materials o Content Lifecycle Management Plan o Knowledge Management Assessment and Roadmap

Performance Standards and Acceptance Criteria (QASP Alignment)

• Knowledge inventory and gap analysis completed/updated per cadence.

• Knowledge repository operational and searchable; required KM artifacts are maintained current.

• Knowledge base updates accompany releases and major incidents within 10 business days of release/incident closure.

Acceptable Quality Level (AQL): 95% on time; 0 critical gaps

Surveillance Evidence (minimum):

• Repository inspection; sampling of articles and lessons learned entries.

• Cross-check release/incident records against KB updates.

10. Subtask 6: Technical and Functional Operations and Maintenance

The Technical and Functional Operations and Maintenance subtask provides comprehensive technical and functional operations and maintenance (O&M) support to ensure the availability, reliability, and performance of the integrated MES system. This includes database administration, incident management, end-to-end system integration, Tier 2 and Tier 3 support, system monitoring, and patch/upgrade administration.

The Contractor shall perform the following activities:

• Database Administration o Manage, monitor, and optimize databases to ensure high availability, integrity, and performance.

o Perform routine backups, recovery testing, and capacity planning.

• Support and Incident Management o Provide Tier 2 functional support to resolve user-reported issues.

o Deliver Tier 3 technical support for complex system-level incidents.

o Maintain incident tracking and resolution documentation in accordance with federal

IT service management standards.

• End-to-End Integration o Ensure seamless integration of applications, middleware, and databases.

o Support interoperability across systems and interfaces.

• System Monitoring o Implement continuous monitoring tools to track system health, performance, and security.

o Generate and deliver system status reports and alerts.

• Installation, Maintenance, and Administration of Patching and Upgrades o Plan, test, and deploy patches, hotfixes, and upgrades in compliance with federal cybersecurity requirements.

o Maintain version control and configuration documentation.

The completion of this subtask shall result in the following:

• Improved decision-making

• Increased efficiency

• Enhanced innovation

• Better onboarding

• Improved Customer satisfaction

• Reduced risk

DESIRED OUTCOMES AND DELIVERABLES:

• Monthly O&M Status Reports detailing system performance, incidents resolved, patches applied, and upgrades completed.

• Database Administration Logs, including backup schedules, recovery tests, and optimization activities.

• Incident Management Reports with metrics on mean time to resolution (MTTR), incident categories, and escalation trends.

• System Monitoring Dashboards with real-time visibility into system health and performance.

• Patch and Upgrade Documentation, including test results, deployment plans, and compliance certifications.

• Knowledge Base Updates capturing Tier 2 and Tier 3 support resolutions for future reference.

• Performance Standards

• System Availability: Maintain uptime of 99.9% or greater.

• Incident Resolution: Resolve Tier 2 incidents within 24 hours; Tier 3 incidents within 72 hours unless otherwise approved.

• Patch Compliance: Apply security patches within the required timeframe of release, in alignment with BEP cybersecurity requirements.

• Reporting Timeliness: Deliver all required reports within five business days of the reporting period close.

Performance Standards and Acceptance Criteria (QASP Alignment)

• System availability maintained at 99.9% or greater (monthly).

• Incident resolution: Tier 2 within 24 hours; Tier 3 within 72 hours unless otherwise approved.

• Security patches and application upgrades applied within the required timeframe of release in alignment with cybersecurity requirements.

• Required O&M/service performance reports delivered within 5 business days of the reporting period close.

Acceptable Quality Level (AQL): Availability ≥ 99.9%; 95% incident timeliness; 100% patch/report compliance

Surveillance Evidence (minimum):

• Monitoring/uptime reports; service desk timestamps and categorization.

• Patch/upgrade logs/vulnerability evidence; review of monthly O&M reports.

11. Subtask 7: Enterprise Data Management/Enterprise Performance Management Agile team

The enterprise data management and enterprise performance management subtasks are designed to ensure the effective use of organizational data to drive strategic decision-making and enhance overall performance. The data management subtask will focus on establishing a scalable, secure system supported by a comprehensive data governance framework, data quality standards, and optimized integration processes to enable data-driven insights and innovation. In parallel, the performance management subtask will implement robust measurement practices, including the development of key performance indicators (KPIs), integration of analytics tools, and improved reporting mechanisms to drive continuous improvement and strategic alignment. Both subtasks will include KPIs to track progress, with regular reporting and feedback loops to ensure transparency and collaboration. The work will be conducted in close coordination with Federal employees on the Data/AI Teams, with the ultimate goal of building a sustainable enterprise data and performance management framework that maximizes organizational value and supports long-term success.

The completion of this subtask shall result in the following:

• Develop and implement a performance tracking dashboard for all projects.

• Design and build an Extract, Transform, Load (ETL) pipeline to move data from operational systems into the data warehouse. And train employees on the fundamentals of the Data Warehouse.

• Automate the data ingestion and transformation from various sources (e.g., APIs, databases, flat files) into the data warehouse and data lake. And training employees on the data lake

• Establish and enforce data governance policies, including data quality standards and access controls.

• Implement a data management system to include data quality standards and access controls.

• Define a standardized project management methodology (e.g., Agile, Scrum) and train the project teams.

• Conduct a comprehensive security risk assessment of the organization's IT infrastructure.

DESIRED OUTCOMES AND DELIVERABLES:

• Data Governance and Quality o Data Governance Framework o Data Quality Management Plan o Data Catalog & Metadata Repository o Master Data Management Strategy

• Data Architecture and Integration o Enterprise Data Architecture Blueprint - High-level view of data domains, flows, storage, and integration points.

o Data Integration Plan - ETL/ELT strategies, APIs, and middleware for unifying data from disparate sources o Cloud Data Platform Design - Architecture for data lakes, warehouses, or lakehouses o Data Security and Privacy Controls - Policies and technical controls for access, encryption, and compliance

• Performance Management Framework o Enterprise Performance Management Framework - Defines KPIs, performance drivers, and alignment with strategic goals o Balanced Scorecard or OKR Models o Performance Indicator Catalog - Centralized list of KPIs with definitions, owners, and data sources o Performance Data Integration Plan - Ensures performance metrics are sourced from authoritative systems and updated regularly

• Analytics and Decision Support o Business Intelligence Dashboards o Advanced Analytics Models o Self-Service Analytics Enablement Plan o Data Storytelling Templates

• Change Management, Training and Adoption o Stakeholder Engagement and Communication Plan o Training Materials and User Guides o Data Literacy Program o Adoption and Utilization Metrics Dashboard

• Sustainability and Continuous Improvement o Data and Performance Management Roadmap o Continuous Improvement Framework o Audit and Compliance Reports

Performance Standards and Acceptance Criteria (QASP Alignment)

• Performance tracking dashboard for projects is operational and refreshed per the agreed cadence.

• ETL/data pipeline implemented with automated ingestion/transformation and documentation/training.

• Data governance and security deliverables implemented for in-scope environments

(access controls, data quality standards, assessments).

Acceptable Quality Level (AQL): 95% on time; 0 Sev1 data defects at release

Surveillance Evidence (minimum):

• System demos and Government acceptance; inspection of documentation/training.

• Sampling of pipeline run logs, data quality checks, and access controls.

12. Subtask 8: Data Analytics Agile Team The data analytics and visualizations subtask is designed to ensure the effective analysis and presentation of organizational data to drive strategic decision-making and enhance overall performance. The subtask will focus on delivering measurable results, including the development of advanced analytics models, the implementation of interactive and insightful visualizations, and the optimization of data reporting processes. The contractor will be responsible for creating a scalable and user-friendly analytics platform that supports data-driven insights and fosters a culture of informed decision-making. Key performance indicators (KPIs) will be established to monitor progress and ensure accountability, with regular reporting and feedback mechanisms in place to drive transparency and collaboration. The ultimate objective is to achieve a robust data analytics and visualizations framework that maximizes organizational value and supports the organization's long-term growth and success. The work will be performed alongside hands on of Federal employees on the Data/AI Teams.

The completion of this subtask shall result in the following:

• Develop Advanced Analytics Models with the creation of predictive and prescriptive models that go beyond simple reporting. If needed train employees on predictive analytics.

• Implement Interactive Visualizations transforming raw data into clear, user-friendly, and interactive dashboards.

• Optimize Data Reporting Processes streamline the flow of data from source to final report, making it more efficient and reliable.

• Advanced Analytics and Modeling o Advanced Analytics Models - Machine learning, statistical, or AI models tailored to business use cases (e.g., forecasting, anomaly detection, segmentation).

o Model Documentation & Validation Reports - Includes assumptions, training data, performance metrics, and validation results.

o Reusable Analytics Pipelines - Automated workflows for data ingestion, transformation, model training, and scoring.

o Model Governance Framework - Policies for versioning, monitoring, retraining, and ethical use of models.

• Data Visualization and Storytelling o Interactive Dashboards - Role-based dashboards with drill-down and filtering capabilities.

o Data Storytelling Templates - Standardized formats for presenting insights in a narrative format aligned with business goals.

o Visualization Style Guide - Ensures consistency in design, color schemes, and labeling across all visual assets.

o User Feedback Integration Plan - Mechanism for collecting and incorporating user input to improve dashboard usability and relevance.

• Data Reporting and Optimization o Automated Reporting Framework - Scheduled, self-updating reports with dynamic content and alerts.

o KPI & Metrics Catalog - Centralized repository of definitions, owners, and data sources for all tracked metrics.

o Data Source Integration Plan - Strategy for connecting and harmonizing data from multiple systems o Report Rationalization Assessment - Review of existing reports to eliminate redundancy and improve clarity and value.

• Agile Delivery and Collaboration o Agile Analytics Backlog - Prioritized list of analytics use cases, user stories, and technical tasks.

o Sprint Planning & Review Artifacts - Documentation of sprint goals, demos, retrospectives, and lessons learned.

o Cross-Functional Collaboration Plan - Defines roles and communication channels between analysts, data engineers, SMEs, and business users.

o Analytics Use Case Library - Catalog of completed analytics projects with outcomes, methods, and reusable components.

• Training, Adoption and Governance o User Training Materials & Workshops - Hands-on guides and sessions for dashboard users, analysts, and decision-makers.

o Analytics Governance Framework - Defines data access, model approval, and usage policies to ensure quality and compliance.

o Adoption & Impact Metrics Dashboard - Tracks usage of analytics tools, user satisfaction, and business impact of insights delivered.

Documented portfolio of at least fifteen validated predictive models -model should have its accuracy quantified (e.g., 90% accuracy in predicting customer churn) include final report detailing the methodology, assumptions and business value of each model and successful integration of all predictive model.

The deployment of a suite of 50+ interactive dashboards (Data Analytics/Business Intelligence & Visualization) on a business intelligence platform ensuring dashboards must be linked to live data sources. And documented set of user instructions and a training session for key stakeholders on how to effectively use and interpret the dashboards. And 80% ensuring dashboard useability.

A documented and automated data pipeline that reduces manual data extraction and transformation time by at least 75%. And elimination of all manual spreadsheet-based reporting for critical business metrics, and an audit report confirming that the new data reporting processes have a data quality accuracy rate of at least 98%. Lastly, the establishment of a scheduled, automated report delivery system that ensures key reports.

Performance Standards and Acceptance Criteria (QASP Alignment)

• Dashboards/reports delivered per prioritized backlog; meet functional/performance requirements and pass UAT.

• Analytics models delivered with validation/documentation (assumptions, training data, metrics, limitations).

• Automation pipelines implemented where applicable (refresh/scoring/transformations) with operational monitoring.

Acceptable Quality Level (AQL): 95% on time; 0 Sev1 defects in production releases

Surveillance Evidence (minimum):

• Backlog traceability (stories → demo/UAT → release); review model documentation/validation.

• Sampling pipeline success rates and dashboard refresh logs.

13. Subtask 9: Artificial Intelligence Agile Team

The artificial intelligence and emerging technologies subtask is designed to ensure the successful integration and utilization of cutting-edge technologies to drive innovation and enhance organizational capabilities. In a rapidly evolving technological landscape, AI presents an unprecedented opportunity to enhance BEP’s efficiency, security, and innovation. BEP’s AI strategy outlines our commitment to a deliberate and responsible integration of AI, positioning the BEP as a leader in AI-driven currency manufacturing, directly aligning with the principles and guidance outlined in the Office of Management and Budget (OMB) Memorandum M-25-21.

BEP seeks to move beyond incremental improvements, embracing AI as a core component of our strategic operations, driving a paradigm shift toward intelligent, data-driven processes. The contractor will be responsible for creating a scalable and adaptive technology framework that supports continuous innovation and operational efficiency. The ultimate objective is to achieve a robust technology ecosystem that maximizes organizational value and supports the organization's long-term growth and success. The work will be performed alongside Federal employees on the Data/AI Teams. The completion of this subtask shall result in the following:

• Reimagine the end-to-end BEP series production processes using an AI-first mindset to accelerate currency series delivery timelines at a lower cost and higher quality.

• Leverage AI and advanced analytics to automate and/or eliminate routine, administrative support tasks, while identifying AI-enabled innovations that enhance efficiency and improve staff productivity.

• Enable foundational AI governance and architecture structures that deliver rapid, responsible AI solutions and achieve economies of scale.

• Develop the “workforce of the future” to manage and use AI across the enterprise.

• AI Strategy & Use Case Development o AI Use Case Portfolio - Prioritized list of AI applications (e.g., predictive maintenance, quality inspection, supply chain optimization) with business value assessments.

o AI Integration Roadmap - Phased plan for deploying AI capabilities across manufacturing operations.

o Technology Landscape Assessment - Evaluation of current tools, platforms, and gaps in AI readiness.

• Model Development & Deployment Deliverables o AI/ML Model Prototypes - Initial models developed using agile sprints for targeted manufacturing use cases.

o Model Training & Evaluation Reports - Documentation of datasets, algorithms used, performance metrics, and validation results.

o MLOps Pipeline Design - Automated workflows for model training, testing, deployment, monitoring, and retraining.

o Model Governance & Risk Management Plan - Policies for explainability, bias mitigation, version control, and compliance.

• Data Infrastructure & Integration Deliverables o Data Engineering Pipelines - ETL/ELT processes to collect, clean, and structure data from sensors, machines, and ERP systems.

o Edge-to-Cloud Data Architecture - Blueprint for integrating edge devices (e.g., IoT sensors) with centralized AI platforms.

o Data Lake or Warehouse Integration Plan - Strategy for storing and accessing large-scale manufacturing data for AI use.

• Visualization & Decision Support Tools o AI-Driven Dashboards - Real-time visualizations of AI outputs (e.g., anomaly detection, production forecasts).

o Digital Twin Integration Plan - Use of AI to simulate and optimize manufacturing processes in virtual environments.

o Alerting & Recommendation Systems - Automated notifications and decision support based on AI model outputs.

• Agile Delivery & Collaboration Artifacts o AI Agile Backlog - User stories, epics, and technical tasks aligned with manufacturing priorities.

o Sprint Review & Demo Artifacts - Documentation of progress, feedback, and lessons learned from each sprint.

o Cross-Functional Collaboration Framework - Defines roles and workflows between data scientists, engineers, SMEs, and operators.

• Training, Adoption & Change Management o AI Literacy & Training Materials - Role-based guides and workshops for operators, engineers, and decision-makers.

o Change Management Plan - Strategy for managing cultural and operational shifts due to AI integration.

o Adoption & Impact Metrics Dashboard - Tracks usage, performance improvements, and ROI of AI initiatives.

o Establish an agile Center of Excellence to drive AI initiatives for series production

• Innovation & Continuous Improvement o AI Innovation Lab Framework - Environment for piloting new AI technologies and rapid experimentation.

o Continuous Improvement Feedback Loop - Mechanism for collecting user feedback and iterating on AI solutions.

o Emerging Technology Watchlist - Ongoing assessment of new AI tools, platforms, and trends relevant to manufacturing.

Performance Standards and Acceptance Criteria (QASP Alignment)

• AI use case portfolio and integration roadmap delivered/maintained with value/risk assessment.

• Responsible AI controls implemented for in-scope solutions (documentation, versioning, monitoring, security/privacy controls).

• Training/enablement delivered per Government-approved plan.

Acceptable Quality Level (AQL): 95% on time; 0 critical governance gaps

Surveillance Evidence (minimum):

• Government review/approval of portfolio/roadmap; inspection of control evidence for delivered solutions.

• Training completion evidence and artifacts.

14. Subtask 10: Maximo Support

The Maximo IT enablement subtask is designed to ensure the effective enhancement and utilization of the Maximo application to support and optimize business functions. The subtask will focus on delivering measurable results, including the enhancement of application functionality to meet evolving business needs, the comprehensive documentation and development of business processes, and the provision of robust operations and maintenance support. The contractor will be responsible for implementing upgrades and customizations to the Maximo application, ensuring that it aligns with the organization's strategic objectives and operational requirements. Additionally, the contractor will develop and maintain detailed documentation of business processes, facilitating knowledge transfer and continuous improvement. Operations and maintenance support will be provided to ensure the seamless functioning of the Maximo application, with a focus on minimizing downtime and maximizing system performance. Key performance indicators (KPIs) will be established to monitor progress and ensure accountability, with regular reporting and feedback mechanisms in place to drive transparency and collaboration. The ultimate objective is to achieve a robust Maximo IT enablement framework that maximizes organizational value and supports the organization's long-term growth and success.

The completion of this subtask shall result in the following:

The Maximo IT Enablement subtask will be considered complete upon the successful execution of the following deliverables:

• Enhanced Maximo Functionality: Implementation of targeted upgrades and customizations that align with evolving business requirements and strategic objectives.

• Documented Business Processes: Development and maintenance of comprehensive, traceable documentation that captures current and future-state workflows, enabling knowledge transfer and operational consistency.

• Sustained Operations & Maintenance Support: Delivery of responsive, performance-driven support services that minimize downtime, ensure system reliability, and optimize user experience.

• Performance Monitoring Framework: Establishment of KPIs and reporting mechanisms to track progress, validate outcomes, and promote continuous improvement.

• Stakeholder Engagement & Transparency: Regular communication and feedback loops to ensure alignment, accountability, and collaborative refinement throughout the subtask lifecycle

• Predictive Analytics Enablement o IoT Sensor Integration Plan - For real-time data collection (e.g., HVAC, lighting, elevators).

o Data Lake or Warehouse Setup - Centralized storage for historical and real-time data.

o Predictive Models - Machine learning models for:

Asset failure prediction Energy usage forecasting Maintenance scheduling optimization o Dashboards & KPIs - Custom dashboards in Maximo/TRIRIGA for uptime, asset health, and predictive alerts.

• Configuration & Customization o Maximo Configuration:

Asset hierarchy setup Work order management workflows Preventive and predictive maintenance modules o Custom Scripts & Automation - For automated alerts, escalations, and maintenance triggers.

• Uptime & Reliability Optimization o Asset Criticality Assessment - Identify and prioritize critical assets.

o Maintenance Strategy - Shift from reactive to predictive/preventive maintenance.

o Downtime Root Cause Analysis Tools - Integrated tools to analyze and report on downtime causes.

o Redundancy & Failover Plans - For critical systems and infrastructure.

• Documentation & Training o System Design Documents o User Manuals & SOPs - Tailored for facilities staff, technicians, and managers.

o Training Programs - Role-based training for Maximo users.

o Change Management Plan - To support adoption and minimize resistance.

A fully optimized and strategically aligned Maximo application environment that:

• Supports mission-critical business functions with enhanced agility and reliability.

• Enables data-driven decision-making through well-documented, standardized processes.

• Reduces operational risk and improves system uptime through proactive maintenance and support.

• Fosters organizational learning and continuous improvement via accessible process documentation.

• Delivers measurable value to stakeholders and positions the organization for scalable growth and long-term success.

Performance Standards and Acceptance Criteria (QASP Alignment)

• Incidents/requests logged and resolved per Government-approved priority targets.

• Enhancements/configurations delivered with documentation and UAT sign-off.

• Monitoring/reporting for agreed Maximo KPIs delivered per cadence.

Acceptable Quality Level (AQL): 95% on time; 0 Sev1 defects at release

Surveillance Evidence (minimum):

• Service desk metrics and sample ticket review; inspection of release packages and documentation.

• Review KPI dashboards/reports.

15. Subtask 11: Manufacturing Agile Project Team

The Manufacturing IT enablement subtask is designed to ensure the effective enhancement and utilization of IT systems to support and optimize manufacturing business functions. The subtask will focus on delivering measurable results, including the enhancement of application functionality to meet evolving business needs, the comprehensive documentation and development of business processes, and the provision of robust operations and maintenance support. BEP plans to introduce 33 new presses between August, 2025 and February, 2030. The contractor will be responsible for integrating new manufacturing equipment and introducing new technologies, specifically Industry 4.0, to drive innovation and operational efficiency.