Draft PWS.pdf

Unified Communication: Digitization/Pega Platform Transition Performance Work Statement (PWS)

Section C DESCRIPTION/ SPECIFICATIONS/ WORK STATEMENT

C.1 INTRODUCTION AND BACKGROUND

Every year, the Internal Revenue Service (IRS) receives millions of pages of forms and correspondence via mail and fax. The mailed in forms are logically received as paper and need to be digitized. For the forms received via fax, the IRS prints these documents and then manually processes them up through and including archiving. This legacy methodology is cumbersome, limits employee ability for flexible work, and stunts IRS progress towards modernized automation tools to reduce human workloads. Digitizing current paper inventory and developing fully digital workflows is the first crucial step towards modernization and all the taxpayer service benefits that result.

As a result, IRS is undertaking an initiative for to transition from printed paper inventory to paperless electronic workflows for critical prioritized taxpayer service inventories. This work will expand IRS's Enterprise File Storage (EFS) by building four new workflows and transitioning existing workflows to a stable platform that will allow for continued expansion, integration, and automation capabilities.

The EFS system enables the transition from paper-based processing of faxed inventory with a paperless electronic workflow system and secure digital repository and customized reporting. Users will retrieve and process documents electronically, eliminating printing, storage, and disposal costs. In addition to providing the immediate paperless benefits for the IRS Enterprise e-Fax (EEFax) inventory, this initiative will further enhance paperless processing by providing the foundation to integrate additional inventories to existing EFS workflows such as Document Upload Tool (DUT), Taxpayer Digital Communications (TDC) eGain, and scanned paper. This additional functionality will allow for true First In-First Out (FIFO) processing to address long standing challenges repeatedly raised by oversight organization such as Treasury Inspector General for Tax Administration (TIGTA), Government Accountability Office (GAO), and Taxpayer Advocate Service (TAS). This includes the delivery of the first electronic workflow for Wage and Investment (W&I) Return Integrity Compliance Services (RICS), which will bring the benefits of the automation and paperless processing to bear on critical taxpayer and revenue protection inventories.

This will enable paperless workflows for the processing of over 60 million pages of critical taxpayer service inventory and provide the stable and flexible technical foundation for additional printed paper inventories to be added to the expanded platform and ensure the IRS follows the Office of Management and Budget (OMB) and National Archive and Records Administration (NARA)’s mandate to eliminate paper archiving.

Specific details of the workflows:

This initiative specifically enables the development of four new EFS PEGA electronic workflows for:

• Central Authorization File (CAF)

• US Department of Agriculture (USDA) CCC-941

• Employee Identification Number (EIN)

• Return Integrity & Compliance Services (RICS) Return Integrity & Verification Operations (RIVO) Group 1 – Taxpayer Protection Program (TPP), Withholding Only Work (WOW), and Automated Questionable Credits (AQC)

C.2 TASK ORDER OBJECTIVES

This Performance Work Statement (PWS) describes the scope and expectations for below areas.

• Program Management Support

• Unified Communications (UC) Enterprise File Storage (EFS) Re-Platform Support Services, Technology Design, Implementation and Sustainment

• User Network Services (UNS) Engineering Support

The objective of this task order is for ongoing development, support, test, enhancements and upgrades to the portfolio of programs impacted by the new technology identified in section C.3.1. There is a need to maintain the continuity of operations which require a high level of the required skills sets, IRS clearances, access to environments and other support operations.

C.3 SCOPE OF WORK AND DESCRIPTION OF TASKS

C.3.1 Program Management Support The contractor shall provide expertise in implementing program management methodology and processes using the IRS’ Software Development Lifecycle (SDLC) methodology and industry standard best practices in the field of program management.

The contractor shall have knowledge of various IT development methodologies as well as industry best practices such as IT Infrastructure Library (ITIL), Capability Maturity Model Integrated (CMMI), Project Management Institute (PMI) and ISO9000 to tailor the IRS’ Enterprise Lifecycle (ELC) methodology to meet the specific program needs of the UC organization.

The contractor shall provide subject matter expertise to IRS task leaders and program managers. This support shall include but is not limited to development of customized presentations for UC stakeholders, preparation of white papers addressing UC sponsored technology solutions, developing program related reports and processes, maintaining SharePoint sites, and documentation libraries for the lifecycle of a program.

The contractor shall provide a comprehensive transition plan for all supported programs. The transition plan will include recommendations on changing IRS processes impacted by a specific program and how the new processes will adhere to the UC plan.

The contractor shall have in-depth experience and understanding of major programs and existing business processes to make appropriate transition recommendations.

The contractor shall develop program tracking and implement schedule management tools tailored to specific UC programs.

The contractor shall recommend best practices to improve UC’s ability to manage, track and report on program schedules identified by the IRS’ program manager.

The contractor shall work closely with the IRS program managers to ensure that proper IRS procedures are followed when using MS Office program management tools such as work breakdown structures, MS Project schedules, resource leveling, task-level duration estimating, predecessor and successor task relationships, as well as critical chain identification and management.

The contractor shall create parametric estimates based on in-depth experience with enterprise networks and IT program management.

The contractor shall use MS Project to create cost management tools for UC to use on programs, enabling the IRS Program Manager (PM) the ability to manage cost categories and detailed expenditures within a program.

The contractor shall create program reports detailing program incurred costs against the approved budget.

The contractor shall have experience in long-term cost estimating and the government funding cycle budget requests.

For each UC program assigned, the contractor shall develop a comprehensive risk management plan using industry best practice to improve the organization’s ability to manage, track and report on program risks that also complies with OneSDLC, as required. For each program, the contractor shall share their understanding of the inter-relations between the risk management plan and the change management plan.

The contractor shall ensure the IRS UC PM staff, is familiar with the program management methodologies, processes, procedures, and program management tools used to perform each task. This will enable the IRS UC PM staff to continue to operate the PM function using a standardized and repeatable approach.

Additional program management support is needed to support the OMB’s Exhibit 300 (E-300) Business Case development and ProSight. To address the increased depth, breadth, and frequency of E-300 submission requirements, UC will require experienced professionals with federal E-300 experience to meet the increased workloads that require enhanced expertise.

In conjunction with the E-300 processes, the contractor shall support UC with analyzing and mapping processes, tracking budgets and costs, and evaluating and reporting status. In addition, there will be additional ad hoc requests that require an understanding of UC budgeting as well as experience with federal financial activities.

The contractor shall maintain and update the information reported in the E-300 using ProSight to meet Treasury and OMB reporting requirements. This will include leveraging existing E-300 submissions for future reporting.

The contractor shall provide UC with a consistent and repeatable IT management methodology for developing the program and program level data, aggregating data analyses and program metrics required for IT capital asset management and accurately reporting E-300.

The contractor shall update the UC “Decision Making Process” program cost estimating tool and methodology to include cost monitoring and measuring program performance to the baseline.

In addition, the contractor shall perform validation and verification of the cost savings data and report to the IRS’s Program Manager.

Furthermore, the contractor shall provide program cost management expertise to IRS task leaders and program managers by ensuring each step is documented and by facilitating the understanding of UC program management processes, constructs, and techniques as supported by the current Project Management Body of Knowledge (PMBOK) Guide and the IRS’ OneSDLC methodology.

C.3.2 UC Enterprise File Storage (EFS) Re-Platform Support Services, Technology

Design, Implementation and Sustainment

Further implementation of EFS integrated Pega applications necessitates a re-platform of EFS onto more stable and updated infrastructure. The program is currently in the initial strategy and early development process. The contractor will provide the following:

• Program management support and documentation o Work with EFS Project Management Office (PMO) to lead the EFS Re-Platform

Integrated Project Team to:

▪ Execute the roadmap to implement the solution that provides the most benefit and accelerated deployment path.

▪ Recommend implementations that will satisfy IRS Cybersecurity concerns.

▪ Assess EFS Architecture and design and conduct detail impact analysis on the Customer Premise Equipment (CPE) systems.

o Work with the Enterprise Case Management (ECM) PMO for infrastructure and Pega platform hosting, integration, security and other IT environment structures and support.

o Lead OneSDLC documentation completion and ensure all dependencies are met for the current and future state of the EFS program.

o Work with the EFS PMO to identify success factors, critical path, deliverables and dependencies.

o Work with the Taxpayer First Act (TFA) PMO to identify funding sequencing and incremental release implementation plan.

o Refresh documentation, presentation, gather existing ELC documents and other related documents.

o Work with business unit partners to validate business requirements.

o Keep UC/UNS PMO informed of any risk or issues.

o Provide regular reporting of status and progress.

• Development and Implementation:

o Provide subject matter expertise on the Pega suite of products.

o Provide subject matter expertise on the EFS infrastructure / integration with EEFax.

o Assess feasibility of the ECM environment and recommend future state scaling requirements.

o Assess future Cloud implementation and potential for increased Managed Services /

Software as a Service (SaaS) implementation.

o Leverage the existing ECM environment and configurations to obtain any needed

VMs or additional storage/CPUs via the ECM infrastructure team.

o Lead technology, acquisition, and program management to determine future strategy for the EFS program within the PEGA platform and application.

o Determine options for future PEGA deployment, including pricing and licensing.

o Work with the COR and Procurement office to determine the best options for future deployment of the EFS program within the Pega platform and application.

o Lead the mitigation and conclusion of Cybersecurity risks; document as required.

o Work with OneSDLC team to meet documentation and assessment needs.

o Work with ECM PMO on their ongoing Cybersecurity efforts to address all security requirements.

o Work with the ECM PMO for any required configurations to build and test the infrastructure.

o Understand integration path requirements and implement the appropriate protocols for interfaces to the existing IRS’ back-end systems of pay.gov, irs.gov and Integrated Data Retrieval System (IDRS).

• Business Process Optimization and Workflow Development o Work with the EFS PMO and the business to evaluate business needs.

o Work closely with IRS employees and the EFS Product Owner to perform regular user research to develop and prioritize user stories related to the four priority workflows.

o Evaluate re-use from the RIVO, CAF, USDA and EIN workflows for implementation into Pega.

o Define and document the current-state RIVO, CAF, USDA, EIN business process(es) for implementation into Pega.

o Lead UNS Governance documentation and meetings for the EFS program and update ProSight.

o Develop and optimize future-state ‘digital mailbox’ process(es) for EFS implementation of Filing application.

o Implement new workflows within EFS.

o Conduct testing, document bugs and correction within the workflows

• Training:

o Develop training materials for the Baseline Documentum functions.

o Develop training materials for the new workflows.

o Conduct training for the workflows to Super Users o Develop user guides / FAQs.

DESIRED OUTCOMES – The Contractor shall provide program management support for day-to-day operations in coordination with the IRS Program Manager and other UC team members. The Contractor shall effectively manage their work and resources to help UC document, maintain, and regularly report on progress, risks, issues, and status.

C.3.3 Engineering Support

Technical services are required to keep agency services running and ensure consistent collaboration support for customers. The contractor shall provide the following support:

• Possess a high level of expertise with the Pega software packages to develop/customize business workflows.

• Generate concept of operation for the EFS base system functionality as well as custom workflows based upon business requirements and use-cases including the prioritization of new workflows based upon Business requirements, throughput and retention requirements.

• Document EFS Business Requirements through a high level of IRS process understanding and proven business process re-engineering skills to develop workflows for implementation into EFS.

• Develop the requirements’ structure, use-cases, user stories, epics for execution of the Agile development method with Pega Agile Development Studio.

• Develop and execute all required test plans and work closely with users for testing.

• Assist in designing, developing, integrating and testing EFS recommend vendor solutions with the EEFax infrastructure.

• Work closely with the ECM team to field and operate the EFS system on the ECM infrastructure.

• Work closely with the Pega software packages and vendor support teams to configure and operate EFS workflows.

• Work on the Security Assessment/Authorization (SA&A) testing & review process

• Develop/maintain FAQs and self-help tools for users on website.

• Capture, maintain and track all outstanding issues and action items.

• Assist with troubleshooting and resolving outstanding issues.

• Develop training and user support guides.

• Support the development and implementation of the PMO’s communications plan.

• Develop and implement Return on Investment (ROI) calculations to prioritize potential workflows.

• Coordinate with business and ITS partners to provision users to system

DESIRED OUTCOMES – The Contractor shall provide acquisition and engineering support for day-to-day operations under the guidance of the IRS Program Manager. The Contractor shall effectively manage their work and resources to help UC document and regularly report on progress, risks, issues, and status. The IRS requires technical implementation of the four workflows to be complete no later than November 1, 2024, to meet training timeline requirements for Filing Season 2025 operations.

DEVELOPMENT AND IMPLEMENTATION:

The contractor shall be responsible for the development and implementation of electronic workflows within the PEGA Commercial Off the Shelf (COTS) software package, that will include the full cycle of requirements managements, business process optimization and workflow development. The contractor will work very closely with the business customers to ensure the workflows provide the highest level of customer experience (CX) and will include the development of training materials, training development and full support during all testing events. The contractor shall apply its knowledge of the ECM Pega infrastructure and associated support systems such as Single Sign On (SSO), Enterprise Electronic Fax (EEFax), Enterprise File Transfer Utility (EFTU), Active Directory (AD), BEARS and IRWorks to manage the technical integration and user privileges during development and operations. The contractor shall develop workflows for the following business customers:

• Employee Identification Number (EIN)

• Centralized Authorization File (CAF)

• Return Integrity Verification Operations (RIVO)

• Withholding Only Work (WOW)

• Taxpayer Protection Program (TPP)

• Automated Questionable Credit (AQC)

• US Department of Agriculture (USDA) – for the form CCC-941

• US Residency Certification (US CERTS) – Operations and Maintenance

The contractor shall develop and deliver an initial workflow that meets the requirements for a Minimally Viable Product (MVP) and will then support customer operations to understand, prioritize and implement additional capability in follow-on releases of the workflows.

C.3.4 SKILL REQUIREMENTS

The contractor shall have the knowledge, skills, and abilities to be able to work on the following systems, hardware, and software: Windows 10 & 11; Microsoft Office 365 suite of software.

• For Enterprise e-Fax: AudioCode Mediant 3K servers, AudioCode Mediant 800 server, BISCOM Faxcom and SFT software/licenses, SQL.

• For Enterprise File Storage, Pega suite of tools, Interface and file synching between Active Directory and the Biscom Numbers database.

• IRWorks

• BEARS

• Standard IRS issued hardware and software.

• MS and Linux based operating systems.

Specialized experience shall also include expertise in these areas:

➢ Microsoft SharePoint (design and management)

➢ Microsoft Teams

➢ Enterprise e-Fax

➢ Enterprise File Storage

➢ AudioCode Project Management

➢ SIP Infrastructure

➢ Biscom (software and support)

➢ Pega (software and support)

➢ SQL

➢ IR Works

➢ One SDLC (process and documentation)

➢ Cloud and On-Prem Infrastructure interaction and support

➢ Knowledge of the EEFax / EFS IRS interfacing common services such as Active

Directory, Exchange, OL5081, ESM, PSTN and Documentum.

➢ File transfer protocol using EFT.

➢ Development of rest calls for data exchange to existing IRS systems

➢ Knowledge and experience in ITIL, CMMI, PMI, ISO9000

➢ Workflow management solution

➢ In depth experience and understanding of major programs and existing business processes

➢ Experience with enterprise networks and IT program management

➢ MS Project experience with WBS

➢ Long-term cost estimating and government funding cycle budget requests.

➢ Understanding inter-relations between the risk management and the change management plan

➢ Expertise in all applicable program management documentation and activities as defined by One SDLC

➢ Program Management Professional (PgMP) for lead Program Manager

➢ Project Management Professional (PMP) certification for lead project managers.

➢ Familiarity with network infrastructure and backbone components, various network monitoring and management tools

➢ Familiarity with FISMA compliance for SA&A and Continuous Monitoring as specified in the SP 800-53 and 800-53A.

➢ Familiarity with NIST documentation SP 800 series and FIPS documents

➢ Experience with MS Project and Project Server and SharePoint administration

➢ Experience with Cybersecurity requirements and procedures

➢ Current IRS security clearances, access and associated IT equipment (required for continuity of operations)

➢ Expertise in developing E-300s and Health Assessments for the Federal government using ProSight.

➢ Experience tracking actuals against program funding and updating E-300 Summary of Spending Tables

➢ Experience developing performance measures and operational metrics.

➢ Certification of current Project Management Information Technology processes and procedures per the Project Management Body of Knowledge (PMBOK) Guide, and IRS ELC standards

➢ Knowledge of programs/projects/ELC/CPIC/E300 and FISMA alignment or touchpoints

➢ ITIL certification and experience.

➢ ECM PMO team and infrastructure.

The contractor shall provide personnel with the above qualifications and skills.

The contractor shall provide personnel who will be able to obtain and retain IRS public trust clearances with access to key EEFax and EFS environments, to provide immediate support to these ongoing dynamic programs.

C.3.5 KEY PERSONNEL

Key Personnel Requirements shall be designated to this task order.

The Key Personnel list should include:

• One (1) Overall Program Manager

• One (1)Technical Lead (Engineer or Developer) for each of the four (4) workflows

Key personnel are defined as personnel: (i) identified in the quote as key individual(s) to be assigned for participation in the performance of the task order; (ii) whose resumes were submitted with the quote; or (iii) which are designated as key personnel by agreement of the Government and the Contractor during negotiations.

C.3.6 LABOR HOUR ESTIMATE

The below table is the labor hour (LH) level of effort anticipated by the Government for a Contractor to complete PWS work as described at Section C.3.

Labor Category Position or Role Estimated Total Hours

IT Program Executive 2,036.00

Pega Consultant/ Subject Matter Expert 18,578.00

Information Technology Subject Matter Expert 1,240.00

Senior IT Specialist 1,916.00

Senior IT Specialist (Engineer) 1,460.00

IT Business SME 10,326.00

IT Jr Developer 10,326.00

IT Admin Specialist 6,260.00

C.3.7 PERIOD OF PERFORMANCE

The period of performance (POP) for this task order shall be 12 months from time of award.

Estimated POP is 04/30/2024-4/29/2025.

C.4 PERFORMANCE REQUIREMENTS, STANDARDS AND SURVEILLANCE

The Government believes there is value in incorporating Performance-Based Service Acquisition (PBSA) methodology with an outcomes-based focus for this work. In accomplishing this work, the Contractor shall establish a Quality Assurance Program (QAP) to attain, sustain and advance exceptional delivery of operations and maintenance services. The Contractor’s QAP will include its description of people, tools and processes that it will use to ensure compliance with all contract requirements and its proposed methods for providing continuous improvement in service delivery.

The Contractor’s QAP shall link the Government and Contractor’s quality assurance efforts into an integrated package with shared objectives. Accordingly, the Contractor’s QAP shall demonstrate an in-depth understanding of the IRS’s quality performance requirements, provide a clear statement of how the Contractor’s quality program will advance the IRS toward its objectives (stated in Section C.2), and provide a detailed set of Plans (for example Quality Assurance Surveillance Plan, Configuration Management and Change Control Plan, Asset Management Plan, Risk Management Plan and other plans at the Contractor’s discretion), that the Contractor will use to manage execution of the IFS Operation & Maintenance (O&M) Services program.

C.4.1 PERFORMANCE REQUIREMENTS

Performance requirements are described in terms of successfully completing the specified tasks including all deliverables, work products, and support identified in Section C.3. The Contractor’s QAP shall align the Contractor’s objectives with the Government objectives, which are to successfully complete the tasks and deliver value-added products and services to the end users.

C.4.2 PERFORMANCE STANDARDS

Performance Standards have been identified in Performance Standard document for each of the tasks.

All deliverables shall follow current templates and guidelines for ELC, Exhibit 300, and IRS 508 standards. This represents the Government’s initial minimum performance standards.

This Attachment describes the desired outcomes, performance requirements, standards, and surveillance methods for this task order. The Table below is divided into tasks (as applicable):

It is intended to align Contractor’s goals and objectives with the IRS program goals and objectives as follows:

1. The Tables below reflects the guidance and methods for determining metrics, and Acceptable Quality Levels.

2. The elements of Documentation Quality, as used herein, are defined below.

3. The Contractor shall provide all information in accordance with the required IRS standards and guidelines as stated in Section C of this PWS task order.

All deliverables, documents, and services shall satisfy program requirements, and comply with IRS CMMI standards, existing IRS standards and guidelines, and integrate with IRS, security requirements, and Section 508.

• Completeness – The document demonstrates sufficient level of detail to show understanding of the requirements, technology and design, customers and operating environment.

• Feasibility - The document defines information, which is formatted properly, contains valid information in support of this task order and provides a deliverable within time constraints.

• Understandability - The document is to be clean, clearly written, all printed words are legible, and the outline is easy to follow. All diagrams are easy to understand and relevant to the supporting narrative.

• Accuracy – The document is accurate in presentation exhibiting clear and concise information, technical content, and adherence to accepted elements of style, operational content, and consistent within itself and with other documents.

• Practicality - The document provides information and guidance that is practical for implementation within the IRS environment and appropriate given the subject organization’s level of maturity.

All deliverables considered “Unacceptable” and not in accordance with the elements of Documentation Quality as stated below will be returned to the contractor for rework, correction, and updates. The Contractor shall re-submit the deliverables to the Government within (5) five business days at No Additional Charge to the Government.

All deliverables considered “Unacceptable” and not in accordance with the elements of Documentation Quality as stated below will be returned to the contractor for rework, correction and updates. The Contractor shall re-submit the deliverables to the Government within (5) five business days at No Additional Charge to the Government.

Performance Evaluation Scoring Range

RATINGS

Unsatisfactory

Marginal

Satisfactory

Very Good

Exceptional

TASKS

Task 1 (C.3.1)

Task 2 (C.3.2)

The Contractor’s performance fails to meet requirements by a substantial margin. There are very few areas of good performance, and these are

The Contractor’s performance fails to meet all requirements.

There are areas of good performance, but these are more than

The Contractor’s performance meets all requirements.

The Contractor’s performance exceeds requirements.

There may be areas for improvement, but these

The Contractor’s performance exceeds requirements by a substantial margin providing additional

Task 3 (C.3.3) more than offset by lower rated performance in other areas.

offset by lower rated performance in other areas.

areas are more than offset by better performance in other areas.

value to the Government.

There are virtually no areas for improvement.

C.4.3 SURVEILLANCE

The surveillance process has two interrelated parts: the Deliverable Schedule and the Quality Assurance Surveillance Plan (QASP) included as Performance Standard document. The Contractor shall establish and maintain a complete Quality Control Plan (QCP) in accordance with section 7 of the QASP (Performance Standard document). This links the Government and Contractor’s quality assurance efforts into an integrated package with shared objectives.

C.5 GOVERNMENT-FURNISHED PROPERTY (GFP)

GFP (to include material, equipment, and/or information) may be provided in the performance of this task order. The following GFP will be provided to the contractor:

ITEMS QUANTITY

Contractor Identification Badge TBD

Contractor Building Access/Proximity Card TBD

Laptop Computer with IRS Common Operating Environment including Local Area Network Access and Internet/Intranet

TBD

Office Space (Desk, Chair, Standard Office Equipment) TBD

IRS Standard Software TBD

Microsoft Office: Word, Excel, PowerPoint, Project, Access, OneNote TBD

Telephone With VMS TBD

At the end of this task order, disposition of GFP shall be in accordance with FAR 52.245.1.

C.6 GOVERNMENT-FURNISHED INFORMATION

GFI (to include manuals, notes, memos, instruction materials and other information) may be provided in the performance of this task order. The following GFI will be provided to the contractor upon task order award.

INFORMATION ITEMS

ELC documentation for all programs

All project charters, process and procedure descriptions

SharePoint Access

At the end of this task order, disposition of GFI shall be in accordance with FAR 52.245.5.

C.7 TRAVEL

Travel cost will not be reimbursable in the performance of this work.

http://www.arnet.gov/far/current/html/52_245.html#wp1149924

C.8 REPORTS

The contractor shall pull and provide reports as outline in Section C.3 and C.10.

Reports shall be at the following level (check only one):

Task Order (least detailed)

C.9 PLACE OF PERFORMANCE

The Contractor personnel will be performing work at IRS New Carrollton Federal Building (NCFB) located at 5000 Ellin Rd. Lanham, MD 20706 as required.

Performance will not be required beyond the standard workday. The standard workday is defined as any eight hours of productive labor during the core business hours of 7:00 a.m.

through 5:00 p.m. Eastern Standard Time (EST), Monday through Friday.

C.10 DELIVERABLES

Program Management Support

a. Program Binders with all required ELC documentation as required, including an electronic version in MS OneNote

As Required

b. Program status reports and presentations Monthly

c. Process flows and guidelines As Required

d. Reports and documentation relating to ad hoc tasks

As Required

e. Program SharePoint sites and documentation libraries

As Required

f. Weekly Program Status Report Every Week, 1 hour

g. New Performance Measures Matrix and tracking As Required

h. ProSight As Required

i. Documented costs and variances of spending vs budget

As Required

j. Schedule for Responding to Material Weaknesses (MW) or TIGTA Reviews

As Required

k. Fair Opportunity Act Documents As Required

l. Transition Baseline Inventory and Validation Process

As Required

m. Telecom and Non-Telecom devices and Software Inventory Collection and Analysis

As Required

n. Health Assessments Reporting Monthly

o. Steady State Metrics Reporting Monthly

Software Deliverables

Deliverable Performance Standard(s) Acceptable Quality Level

Method of Assessment

Code Tested Code delivered under the order must have substantial test code coverage and a clean code base Version-controlled, public repository of code comprising the product, which will remain in the government domain

Minimum of 90% test coverage of all code

Combination of manual review and automated testing

Properly Styled GSA 18F Front-End Guide

0 linting errors and 0 warnings

Combination of manual review and automated testing

Deployed Code must successfully build and deploy into staging environment

Successful build with a single command

Combination of manual review and automated testing

Documented All dependencies are listed, and the licenses are documented.

Major functionality in the software/source code is documented. Individual methods are documented inline using comments that permit the use of documentation-generation tools such as JSDoc. A system diagram is provided

Combination of manual review and automated testing, if available

Manual review

Security Adherence Open Worldwide Application Security Project (OWASP) Application Security Verification Standard 4.0, Level 2

Code submitted must be free of medium- and high-level static and dynamic security vulnerabilities

Clean tests from a static testing SaaS (such as npm audit) and from OWASP Zed Attack Proxy (ZAP), along with documentation explaining any false positives

User research

Usability testing and other user research methods must be conducted at regular intervals throughout the development process (not just at the beginning or end)

Artifacts from usability testing and/or other research methods with end users are available at the end of every applicable sprint, in accordance with the vendor’s research plan

Manual review https://frontend.18f.gov/ http://usejsdoc.org/ https://www.owasp.org/images/d/d4/OWASP_Application_Security_Verification_Standard_4.0-en.pdf https://www.owasp.org/images/d/d4/OWASP_Application_Security_Verification_Standard_4.0-en.pdf https://www.owasp.org/images/d/d4/OWASP_Application_Security_Verification_Standard_4.0-en.pdf https://docs.npmjs.com/cli/audit https://www.owasp.org/index.php/OWASP_Zed_Attack_Proxy_Project https://www.owasp.org/index.php/OWASP_Zed_Attack_Proxy_Project https://www.owasp.org/index.php/OWASP_Zed_Attack_Proxy_Project

C.11 KICK OF MEETING

Within five (5) business days of award, the Contractor shall meet with Government representatives in person or via teleconference. The Contractor shall work with the Contracting Officer’s Representative (COR) to schedule the meeting with the appropriate personnel. The kickoff meeting shall include any associated personnel that will work on these tasks.

Attachment 1 Quality Assurance Surveillance Plan (QASP)

Unified Communication: Program Management and UNS Support Services

1.0 Introduction

This performance-based Quality Assurance Surveillance Plan (QASP) sets forth the procedures and guidance that the IRS will use to evaluate and reward the performance of the Contractor in accordance with the terms and conditions of this Task Order. Whereas the IRS and the Contractor have entered into a partnership with shared objectives to achieve the Outcomes indicated in Attachment 1 to the Task Order, the QASP consolidates two historically separate documents into one: The Contractor Quality Control Plan (QCP) and the QASP (historically a Government-only document). Accordingly, this document shall be contractually binding.

The QASP shall be used as a Government document to enforce the inspection and acceptance of the Task Order. The QASP describes the mechanism for documenting noteworthy accomplishments or discrepancies for work performed by the Contractor. Information generated from the IRS Program Management Office (PMO) surveillance activities will directly feed into the PMO performance discussions with the Contractor.

The QASP can be changed/updated, etc. It is intended to be a “living” document that should be revised or modified as circumstances warrant. Either the Contractor or the Government may initiate changes to the QASP. Bilateral changes may be made to the plan at any time during contract performance. Such changes shall not entitle the Contractor to any equitable adjustments or to any other compensation for performance in a prior period.

The Contractor is responsible and shall manage and ensure that quality controls meet the terms of the Task Order.

1.1 Purpose of the QASP

The QASP provides the IRS Program Manager (PM), the COR, the Contracting Officer and the Lead COR the ability to conduct surveillance activities of Contractor performance during the life of this Task Order. The QASP details how and when the IRS PMO will monitor, evaluate and document Contractor performance with regards to the Performance Work Statement (PWS).

The QASP is intended to accomplish the following:

1) Define the role and responsibilities of participating Government officials.

2) Define the key deliverables that will be assessed.

3) Describe the rating elements and the evaluation method that will be employed by the

Government in assessing the Contractor’s performance.

4) Provide copies of the performance assessment form(s) that the Government will use in documenting and evaluating the Contractor’s performance.

5) Describe the process of performance assessment documentation.

1.2 Roles and Responsibilities of Government Officials

The QASP is a guide to be used by IRS personnel to conduct surveillance activities of the Contractor after Task Order award. The IRS PMO will review technical documents and products generated by the Contractor. IRS contract managers (e.g., Contracting Officers (CO) and Contract Specialists (CS)) will also conduct review of contract specific Reports of Works such as invoices, monthly status reports and work plans. The PM and the CO will use the QASP, as a tool, to evaluate if the Contractor-provided service meets the performance standards in the contract and it will be the basis for determining incentives involving additional work earned for the Contractor.

The Contracting Officer’s Representative (COR) is responsible for technical administration.

Although principally responsible for administration of this surveillance plan, the COR relies upon the Program Manager and his/her assigned Technical Point of Contacts to perform and document many of the detailed surveillance activities required by the plan.

The COR is not empowered to make any contractual commitments or to authorize any contractual changes on the Government’s behalf. Any changes that the Contractor deems may affect contract price, terms or conditions shall be referred to the Contracting Officer for action.

The Contracting Officer (CO), Lead COR, and/or the COR, will have overall responsibility for overseeing the Contractor’s performance. The CO will also be responsible for the day-to-day monitoring of the Contractor’s performance in the area of contract compliance, contract administration, cost control; reviewing the PM or COR assessment of the Contractor’s performance and resolving all differences between the Government and the Contractor. The CO may call upon the technical expertise of other Government officials as required.

1.3 Key Deliverables for Assessment

The IRS and the Contractor have entered into a partnership with shared objectives to achieve the Outcomes indicated in Attachment 1 to the PWS. Each Outcome is to successfully complete the tasks. To successfully complete each task, the deliverables listed in the Performance Standards must be produced by the Contractor as indicated in the attachment.

2.0 Rating Elements and Standards of Performance for Key Deliverables

The Contractor’s performance shall be evaluated using the following three Performance Standards: Schedule and Quality. These Performance Standards are weighted for each Outcome. Acceptable Quality Levels (AQLs) for each Performance Standard are summarized in Attachment 1.

3.0 Surveillance Methodology

Surveillance methodology is included in Attachment 1 (i.e., Monitoring Method).

4.0 Process of Quality Assurance Assessment

A determination of the Contractor’s overall performance will be on an annual basis. The IRS will provide annual customer feedback to the Contractor by summarizing the past year’s surveillance activities under the Contractor Performance System (CPS) administered by the National Institute of Health (NIH). In addition, IRS will provide immediate and annual performance customer feedback from Government personnel involved in the use or management of the Program. As soon as a discrepancy is identified with a deliverable associated with this Task Order, the PM and/or CO will notify the Contractor.

5.0 Performance Requirements Summary

The development of a Performance Requirements Summary presents the tasks under surveillance; presents the deliverables to be monitored; gives the surveillance methodology for each task, provides the acceptable performance rating for each task; gives the frequency of each deliverable being monitored; and, describes the type of monitoring to be performed by Internal Revenue Service personnel.

6.0 Surveillance Documentation

A Development Performance Standards Checklist will be used by IRS personnel conducting the monitoring of the Contractor’s performance on this Task Order. Performance evaluations associated with the performance categories of cost; schedule and quality for the contract will be documented. The Performance Standards Checklist will be submitted by the PM and/or COR to the CO for appropriate action. Also, the Contractor Performance Evaluation Form will be used to document findings for the past year’s surveillance activities regarding the Contractor’s performance under this Task Order and will be the basis for an annual performance discussion between IRS personnel and the Contractor representative under the CPS.

7.0 Information Required from the Contractor After Award

7.1 Quality Control Plan

In this section, the Contractor that is awarded the Task Order shall establish and maintain a complete Quality Control Plan (QCP) to ensure that the requirements of the Task Order are provided as specified. The QCP shall describe the methods for identifying and preventing problems before the level of performance becomes unacceptable. The QCP shall be submitted 14 days after task order award.

The Contractors shall develop a Quality Control Plan that provides an ability for the Government and the Contractor to ensure the quality of the Program Management and the actual software delivered (e.g., tested code, ability to deploy code, adherence to security requirements).