DRAFT PWS.pdf

PERFORMANCE WORK STATEMENT

S25-0001 PCO OPERATIONS AND REGULATORY BUSINESS PROCESS SUPPORT

1. Background

HQ US Army Corps of Engineers (HQUSACE), Civil Works Programs Integration Division’s Program Control Office (PCO) focuses on continuous improvement of programs and projects execution and controls. It is working to improve Program and Project delivery through use of scheduling tools and techniques, fiscal management, change management, and through a host of dashboard reporting tools.

The PCO assists/enables the enterprise in the following areas:

Reporting, visualization and analysis of our Enterprise programs.

Assist with the establishment of Enterprise PCO standards and tools.

Improve Program and Project data quality through effective QA/QC.

Support the Enterprise in increasing systems reliability, glean useful information used to make informed decisions enabling prescriptive/predictive analysis, and the use of AI.

Assist in the development of live data streams.

The PCO and Operations Division of USACE (in a joint effort) to help in the above outlined areas to deliver requirements in the following areas with the Operations Division.

Reporting, visualization and analysis of our Enterprise programs.

Support the Enterprise in increasing systems reliability, enable prescriptive/predictive analysis, and use of AI.

Assist in the development of live data streams.

Improve Program and Project data quality through effective QA/QC.

These major lines of effort to support the Enterprise have far reaching implications. The PCO has developed Reporting and Analysis Tools that have reached into the highest levels of the organization, are used in meetings such as the Enterprise Direct Report to Commanders (DRC) and Business Report to Commanders (BRC), as well as helping answering Requests for Information (RFI) from the Assistant Secretary of the Army for Civil Works (ASA-CW) and Congress.

Currently, the PCO is responsible for the development and sustainment of the CW Revolutionize Performance Monitoring (RPM) dashboard and its suite of Program/Project reporting tools. This is the de-facto reporting application used by USACE for its CW programs. The PCO team is responsible for maintaining, upgrading, and answering RFI’s regrading it and how it processes data for the Enterprise. This application measures and defines the performance of the Enterprise down to the Project level. Additionally, the PCO manages the Change Management systems. This includes the development of tools such as the QA package which provides an in-depth look at project schedules, manages monthly benchmark cycles, provides comparative reporting pre and post benchmark, as well as the Change Management dashboard for the enterprise to be able to see the status of their requests.

HQUSACE oversees Operations and Regulatory functions critical to the agency’s mission. The Operations function manages CW infrastructure such as locks, dams, hydropower facilities, recreation areas, and environmental restoration projects to support navigation, flood risk management, and ecosystem sustainability.

The Regulatory function enforces Section 10 of the Rivers and Harbors Act and Section 404 of the Clean Water Act, ensuring that activities in U.S. waters comply with environmental laws and protect aquatic resources while allowing reasonable development. Together, these functions uphold public safety, environmental stewardship, and national interests.

To deliver this mission, in addition to the enterprise toolsets jointly used with the PCO, Ops and Reg has ORM, RRS, LPMS, ORA, FEM, and a variety of other systems as presented in this PWS. The PCO itself has access to a variety of toolsets including but not limited to Primavera P6, P2/PROMIS Environment, NetPoint, Power BI, ORM, ESRI, SharePoint, RRS and APEX. These tools and any others available to the Enterprise can be employed in providing solutions to meet mission.

1.1. Report Writing/ Dashboard support – This is one of the primary tasks of the PCO. Reporting on the programs and projects across the enterprise is a significant part of duties. Reporting occurs in a variety of outlets.

1.1.1 Report Writing/ Dashboard support – The PCO is asked often to create reporting based on Senior Leadership requests. These requests vary in level of difficulty, however, the creation of new reporting using existing data sources is something that is done regularly. In some cases, data needs to be augmented with other sources. The PCO consumes data from a variety of sources and Automated Information Systems (AIS)s. These include but are not limited to:

Corps of Engineers Financial System (CEFMS) PROMIS/ P2(Project Management) Resident Management System (RMS)

DIRNET

Civil Works Integrated Funding Database (CWIFD) CW 2101 database Engineer Link Interactive (ENGlink) EDW (Enterprise Data Warehouse)

The report writing and dashboard support component of this overarching task may include the need for application scripting, leveraging the use of AI to help with analysis and narrative, and producing visuals that meet intent. Examples of reporting that have been created more recently are that of the variance reporting, workload comparisons, and resource assessments that would need to be maintained as part of this effort.

Additionally, the PCO has an increasing workload from a growing CW program as well as CW, MP, IIS, Operations and Regulatory and the Business Report to Commander (BRC).

1.1.2 RPM Dashboard – The RPM Dashboard is ultimately the responsibility of the PCO. It is responsible for overall OM of the dashboard and monthly cycles as documented on the CW Directorate Program Execution Guidance, Appendix A – RPM summary. Also, it is responsible for sustaining and improving its operation to ensure availability and stability of its systems and increasingly providing more and more reporting outward to the Enterprise on this complex data model and dashboard.

There are a total of 84 individualized reports in this de-facto reporting application. There are a variety of reports that are employed in this suite. Data is updated Daily, Monthly, and for meeting specific reporting (DRC) and potentially the BRC.

As it is a critical reporting tool, new reporting within this suite and its extensions may need to be developed for Ops and Reg and associated programs to be included in the RPM suite of tools. The RPM suite may need to employ the use of these information systems, ensuring proper integration, and coordination with other teams.

1.1.3 Change Management tool support – the PCO is responsible for processing project schedule and budget change requests for new project benchmarks that establish project baselines to which performance is measured by.

This Change Management application was created and is sustained in the PROMIS Environment. This APEX based application is used to track the status of change requests through the various verticals of the organization. A Power BI Change Management dashboard is used to report out data present in this APEX application. Additionally, the PCO is responsible for processing these Benchmarks, maintaining the dashboard, and providing pre/post benchmark reporting out to the Enterprise. As it is a critical reporting tool, new reporting within this suite may need to be developed for both Ops and Reg to be included in these processes/reporting.

1.1.4 Operations and Regulatory Dashboard support – HQUSACE Operations and Regulatory (Ops and Reg) Division delivers the Regulatory (REG), Navigation (NAV), Hydropower (HYD), Natural Resources Management (NRM), Asset Management (AM), and USACE Critical Infrastructure Cybersecurity (UCIC) Business Lines. The Marine Design Center (MDC) falls under HQUSACE Ops and Reg.

Currently, each of the offices in Ops and Reg are in various stages of structuring business line specific data for integration and visualization in Power BI. Power BI dashboards are being used for mission delivery that includes but is not limited to key executive level communication, informing operational status, asset condition, investment, labor distribution, and to inform budgetary decisions. Ops and Reg consumes data from a variety of sources and Automated Information Systems (AIS)s, in addition to AIS used by the PCO. These include but are not limited to:

Operations and Maintenance Business and Information Link Regulatory Module (ORM) Regulatory In-lieu Fee and Bank Information Tracking System (RIBITS) Regulatory Request System (RRS) Lock Performance Monitoring System (LPMS) Dredging Information System (DIS) E-hydro and the National Channel Framework (NCF) Operational Condition Assessment (OCA) and OCA Coastal Navigation Structures (CNS) Operational Risk Assessment (ORA) Facilities and Equipment Maintenance (FEM) Compliance and Processes Tracking System (CPTrack) Army’s WEBCASS-Environmental Performance Assessment System (EPAS) Civil Works Business Intelligence for Operations (CWBI-Ops) NRM Assessment

Key Metrics for each Ops and Reg business line need to be integrated into an Executive Level Power BI Console. Then, each business line needs to continue building out program specific dashboards to inform mission delivery.

1.1.4.1 Regulatory (REG)

Regulatory Quarterly Information Tool (QFIT) Dashboard – The QFIT dashboard is ultimately the responsibility of the Regulatory Program. It is responsible for informing the budget allocation across 39 districts. The PCO has provided the means to develop, operate and maintain this dashboard.

Reporting gathered is used across the enterprise and includes several data sources to provide quarterly reporting to the Chiefs/HQ staff. Six reports have been developed.

Regulatory Workload (RW) dashboard – The RW dashboard is ultimately the responsibility of the Regulatory Program. It is used to inform workload distribution across the enterprise. Data is updated daily from the ORM database. Eight reports have been developed.

Mission Success Criteria (MSC) dashboard – The MSC dashboard is partially built out with GPs currently displayed on the RPM dashboard. This dashboard would provide daily performance targets for all categories in the Regulatory program mission. These metrics are used to identify performance gaps, make data informed decisions on where to accept risk, and where to redirect resources to mitigate and address underperforming tasks. There are ten MSC targets used.

The ORM data sources used by these dashboards serve as foundational data assets for additional Power BI products throughout the organization, including reports and dashboards deployed at the MSC/District level. To enable this broader data consumption, shared dataflows have been established in the Power BI environment to provide standardized access to these authoritative ORM data sources. The contractor shall be responsible for maintaining the underlying ORM data connections, dataflows, and associated data refresh processes. This ensures data integrity and availability for all downstream consumers of these critical data assets.

1.1.4.1 Navigation (NAV)

The NAV portfolio is separable into locks, channels/waterways, floating plant, dredging, and budget.

Lock data comes from LPMS and AM tools (OCA, ORA, FEM) and has been substantially built out.

Currently, Lock Availability and Channel Availability are built out in the PCO RPM dashboard space.

Lock data comes from LPMS. Lock availability, Lock reliability, lock time/queue time, and critical asset investments need to be visualized, but the data is in BI and structured.

Channel and waterway availability comes from e-hydro and the NCF. The estimated economic impacts from channel shoaling metric will leverage data tables from ERDC that need to be brought in and structured into BI.

Floating Plant program data for the PRIP will be pulled from existing PCO data connections. Vessel Safety COI status, dredge staffing, and downtime will need to be temporarily hand jammed until automation can be built.

Dredging Program delivery will be pulled from existing PCO data connections and from DIS. DIS connections have been made to Power BI and the data is structured. Visualizations for bid busts, Backlog (ehydro), and raise the flag need to be built.

Budget data will come from exiting PCO data connections. Visualizations the Nav specific budget metrics are built out.

1.1.4.2 Marine Design Center (MDC)

The Marine Design Center’s program provides total project management including planning, engineering, and shipbuilding contract management in support of USACE. Specific data for integration and visualization into a Power BI MDC Enterprise Dashboard will be designed to inform mission delivery. Existing PCO dashboards and data will be leveraged (P2, CEFMS, EDW, CWIFD, FEM, Etc.). Other contractual and programmatic data will need to be pulled and or developed to provide a high-level overview of the program’s execution. Dashboard visualizations aspects may include areas such as:

Schedule, budget, and scope metrics Shipyard, designer, and equipment supplier evergreen metadata Vessel design, construction, and operational data and graphics Geographic footprint of vessel builds and corresponding metadata Fiscal Year programmatic projections across various funding sources Delivery of the program data infographic comparisons

1.1.4.3 Natural Resource Management (NRM)

The NRM portfolio is comprised of two individual business lines, Recreation (REC) and Environmental Stewardship (ENS). Data collection for both business lines has been substantially built and refined for over 25 years.

1.1.4.3.1 NRM – Recreation (REC)

Data for the REC business line dashboards will be leveraged from multiple sources including, but not limited to P2, CEFMS, EDW, CWIFD, FEM, CWBI-Ops, and NRM Assessment. Other contractual, existing dashboards/visualizations, and programmatic data may need to be used, combined, and/or developed to provide a high-level overview of the program’s execution. Dashboard visualizations aspects may include areas such as:

Backlog maintenance requirements Facility operation Schedule, budget, and scope metrics

Delivery of the program data based on infographic comparisons

1.1.4.3.2 NRM – Environmental Stewardship (ENS)

Data for the ENS business line dashboards will be leveraged from multiple sources including, but not limited to P2, CEFMS, EDW, CWIFD, FEM, CWBI-Ops, and NRM Assessment. Other contractual, existing dashboards/visualizations, and programmatic data may need to be used, combined, and/or developed to provide a high-level overview of the program’s execution. Dashboard visualizations aspects may include areas such as:

Master Plan Compliance/Performance (priority visualization) Sustainability of USACE Lands/Waters including special status species, wildlife habitat, fisheries, invasive species management, and forest management performance Boundary, Encroachment, and Trespass performance Shoreline Management Program performance Cultural Resources Management performance Land Use and Outgrant Management performance Schedule, budget, and scope metrics Fiscal Year programmatic projections across various funding sources Delivery of the program data based on infographic comparisons

ENS requirements for USACE facilities and operations within the United States, District of Columbia, and territories are managed and monitored at the national level from NRM.

Performance metrics have been defined per Army Regulation 11-2 (Risk Management and Internal Control Program), OPORD 2024-61 (USACE Risk Management and Internal Control (RMIC) Program), and Engineer Regulation 200-2-3 (Environmental Compliance Policies). The metrics include: 1) Rate (%) of Scheduled Environmental Compliance Assessments (both Internal and External) completed annually by 30 September of each year (Goal: 100%); 2) Rate (%) of Findings (prior-year findings) corrected annually (Goal: 75%); and 3) Project Site Survey (PSS) annual update in the environmental compliance tracking system of record (Goal: 100%).

A Power BI dashboard has been developed with data from the existing system of record, (CPTrack) showing outstanding findings by category, business line, year, and Division. This is an initial effort to inform funding requests to execute corrective measures and close outstanding findings. Additional dashboards will be needed to show performance against the metrics listed above and level of enterprise investment to fund corrective actions (work packages created by FY to fund prior-year corrective measures; approved work packages and funds obligated/executed to bring projects into compliance. Environmental Compliance Coordinators are expected to work with Business Line Managers in the field to develop work packages to fund corrective measures.

To ensure appropriate data tracking between systems, the dashboards must have the ability to link the environmental finding ID with the corresponding work package in CWIFD or work order in FEM and the appropriate identifier in CEFMS to track funds execution.

1.1.4.4 Remaining Items

Remaining Items are individually and specifically listed and appropriated line items. Remaining Items represent unique requirements managed at the HQ USACE level by which USACE can respond and manage the Nation’s water resources challenges and engage across the lifecycle of water resources management. Operations is responsible for the execution of over 35 individual remaining items across the NAV, HYDRO, and NRM program areas.

Data for the Remaining Items dashboards will leverage data primarily from P2, CEFMS, EDW, and CWIFD. Dashboard visualizations aspects may include areas such as:

Schedule, budget, and scope metrics to inform performance in terms of obligation and execution

Delivery of the RI programs data based on infographic comparisons

1.1.4.5 Asset Management (AM) - The Asset Management Program ensures the effective, efficient, and sustainable management of the Corps’ civil works infrastructure, including dams, levees, locks, and hydropower facilities. The program uses data-driven decision-making supported by key systems such as the Engineering Research and Development Center’s Asset Management Tool (AMT), the Operational Condition Assessment (OCA) system, the Enterprise Data Warehouse (EDW), and the Facilities and Equipment Maintenance (FEM) system to monitor asset performance, prioritize investments, and improve long-term reliability and resilience. The Asset Management program has existing dashboards that need to be integrated with the overarching executive dashboard/console.

Additional support may involve advancing existing dashboards by incorporating enterprise level performance data from P2, CEFMS, and CWIFD.

1.1.4.6 Hydropower (HYD) – The Hydropower Program operates and maintains the nation's largest hydropower portfolio, generating about 25% of U.S. hydroelectricity. It ensures reliable, renewable energy production and grid support through efficient operations and strategic partnerships. The program uses key data systems such as PowerPlant (for operations and performance tracking), Hydropower Asset Management System (HAMS), Enterprise Data Warehouse (EDW), and SCADA systems for real-time monitoring and decision-making. The hydropower program has existing dashboards that need to be integrated with the overarching executive dashboard/console.

Additional support may involve advancing existing dashboards by incorporating enterprise level performance data from P2, CEFMS, and CWIFD.

1.1.4.7 USACE Critical Infrastructure Cybersecurity (UCIC)

The UCIC business line dashboards will be leveraged from multiple non-AIS (offline, manually updated) data sources, except for data from the enterprise Mission Assurance Support Service (eMASS). The UCIC data and dashboards must be marked CUI and access must be restricted. Access must be approved only by the UCIC. Other contractual and programmatic data may need to be developed to provide a high-level overview of the program’s execution. Dashboard visualizations may include areas such as:

Incident Response case status Cyber threat level Operational Technology Management System Deployment (OTMS) metrics OTMS operational metrics Vulnerability advisory remediation and mitigations

OT System Authorization program status for systems with existing ATOs and the status of authorization efforts for initial authorizations and reauthorizations

OT System annual FISMA status Policy and implementation guidance reviews

1.2. PCO Scheduling Support – the PCO is responsible for analyzing project schedules and producing their

Schedule Health Assessment (SHA). USACE Districts and Divisions, currently use Primavera Citrix to create project schedules in the PROMIS Environment. These schedules are aggregated and report upward the schedules through reporting. Scheduling support will take an individualized look at project schedules, provide an assessment of schedule quality and provide this reporting back to the MSC/ District. Scheduling assessments may be required for program and project level analysis related to the OPS and REG program.

Analysis of project schedules would include the following focus areas of scheduling (but not limited to):

Large Durations Late Activities Hard Constraints Activities with missing predecessors & successors Relationship analysis Regulatory Mission Success Criteria – National Performance Metrics

It is the intent that we combine this type of analysis, along with QA reporting to show both financial (not yet available) and milestone commitments.

1.3. Improving Data delivery/support – The PCO is attempting to speed up delivery of data and to improve data quality on Programs and Project management Data across USACE. USACE has been trying to improve data delivery speeds as it attempts to move closer to a near real-time/dynamic data model.

This continuous improvement of data will be an ongoing process throughout this project as we continue to reduce middleware, Extract Transform Load (ETLs) processes and move to live data models.

The PCO understands that there is a significant cost associated with ETL processes, catering to middleware, which further complicates workflow. This hinders the ability to retool processes in a way that is less labor intensive than a dynamic data process and prevents the ability to innovate reporting.

Additionally, creating items such as the data check report will further help data quality

1.3.1 Power BI Gateway - As part of improving data delivery most reporting is currently done in a power

BI environment. USACE has moved to establish direct connections to data in EDW, ORM and other sources. Currently, these reporting applications do not use this gateway, and we intend to start converting reporting to use this gateway in tandem with other data sources to improve and streamline data delivery to applications. This is inclusive of some of the listed sources below, that will likely leverage the gateway in the future:

CEFMS

2101 Module

CWIFD

1.3.2 Dynamic/Live Data – USACE seeks to improve its accessibility to live data. The use of live data will improve data quality, Program and Project reporting, as well as decrease data handling across the board such as ETL processes, Application handoffs (e.g. qlik to power BI), and other processes that hinder the ability to render our data live.

2. Mission (Scope) – Provide Program and Project Management reporting and support services for the USACE HQ POC, Operations and Regulatory Programs. This includes maintaining, improving, and creating reporting in conjunction with the HQ USACE PCO. Assist the PCO with improving schedule analysis through reporting and in-depth analysis and feedback. Support and Improve Data Delivery methods for reporting to increase data quality, frequency, and reliability of data. Support integration of data with the RPM suite of tools.

3. Performance Requirements – USACE is improving its ability to see programs and projects across the Enterprise through reporting, analysis, schedules, and program/project metrics. In support of this mission the contractor shall provide experienced personnel in programming/System engineering and schedule analysis to perform the following.

3.1.1 Task 1 - Project Management

3.1.1.1 Provide project oversight to assist with tracking project milestones, workload analysis, resource assessments, performance gaps and coordination of project tasks with the PCO PM. Provide a Contractor POC (name, phone number, email address) who shall manage project oversight and coordination between the PCO PM and Contractor. Also provide a list of the other personnel working on this project and their contact information

3.1.1.2 Kickoff Meeting. Within 15 business days of date of contract award, the Contractor shall schedule a kickoff meeting to be hosted either remotely or at the delivery address listed in the contract. The meeting shall occur within 30 business days of date of contract award and Contractor and Government representatives will attend either in person or remotely.

3.1.1.3 Attend weekly In-Progress Reviews (IPRs) to demonstrate the Contractor is developing and maintaining project schedules. The Contractor shall present status of the schedule to the UCOP PM at these IPRs

3.1.1.4 Communicate daily with PCO PM or as previously scheduled. This communication can be in person, email, or telephone. Any project issues or delays to the schedule shall be communicated immediately. Contractor is responsible for developing and maintaining scheduling detail in coordination with the PCO PM

3.1.1.5 The Contractor shall present status updates of the Critical Path Project schedule (Primavera P6) to the PCO PM when requested.

3.1.1.6 Contractor shall also provide meeting minutes of meetings attended, PDT meetings, and requirements gathering sessions.

3.1.2 Task 2 – RPM/Change Management/ QFIT/RW/MSC/OPS and REG tools dashboard Support

3.1.2.1 Provide support for PCO SharePoint report launch page. This launch page is home for all PCO related reporting, provides access to the Enterprise to RPM, QFIT, CM, RW, MSC, Benchmark reporting etc.

This page will undergo changes as reporting requirements for the Enterprise.

3.1.2.2 Provide break-fix support QFIT, RW, MSC, OPS and REG systems (as listed below), and RPM suite data connections and for OPS and REG developed reporting. These applications will have a significant reach and provide Program and Project Management reporting on a variety of aspects.

3.1.2.3 Provide support for Requests for Information (RFI) in answering technical questions on RPM/CM/QFIT/RW/MSC/OPS and REG Systems

3.1.2.4 Provide reporting enhancements such as data streamlining, improved data modeling, AI Integration, predictive analytics, addition of complementary metrics, to further improve data quality/reporting Enterprise wide.

3.1.2.5 Subtask Break-Fix - Respond to approximately 15 Break-Fix requests monthly for the QFIT / RW / MSC, OPS and REG Suite of tools. This could include troubleshooting issues with metrics, data flows, schema, or answering technical questions.

3.1.2.5.1 These break fix requests are critical to keep the Enterprise level reporting running and functioning for USACE.

3.1.2.5.2 Requests may come via telephone, email, instant message applications or in person.

3.1.2.5.3 Provide initial response and proposed solutions within 24 hours.

3.1.2.5.4 Implement proposed solution or adjust based on government feedback and discussion.

3.1.2.6 Subtask General Requests- Respond to approximately 20 general requests monthly for assistance to generate or assist with reporting, formatting, and general reporting support.

3.1.2.6.1 Requests may come via telephone, email, instant message applications or in person.

3.1.2.6.2 Requests can come also come from the RPM Comments SharePoint list (Appendix F- RPM

Feedback Tracker)

3.1.2.6.3 Provide initial response within 24 hrs. and proposed solutions shall be received within 48 hours of receipt of request.

3.1.2.6.4 Implement proposed solution or adjust based on government feedback and discussion.

3.1.2.7 For all tasks contractors shall assist the PCO in the implementation of the agreed upon solutions.

3.1.3 Task 3 – Report Writing/ Dashboard support

3.1.3.1 Provide reporting support for new requirements developed by or in conjunction with the PCO.

Requirements can be generated at the highest levels of USACE.

3.1.3.2 Provide support for requirements collection, meeting minutes, and assist with execution and delivery of new reporting requirements.

3.1.3.3 Provide reporting enhancements such as AI Integration, Data model improvements, predictive analytics, addition of complementary metrics, to further improve data quality/reporting Enterprise wide.

3.1.3.4 Respond to approximately 5 requests monthly for assistance to generate or assist with reporting, formatting, and general reporting support. Requests may come via telephone, email, or in person.

3.1.3.5 Provide initial response with proposed solutions shall be received within 72 hours of receipt of request.

3.1.3.6 Implement proposed solution or adjust based on government feedback and discussion.

3.1.3.7 Assist the PCO in the implementation of the agreed upon solutions.

3.1.4 Task 4 – Scheduling support, analysis and integration of AI

3.1.4.1 Contractor Shall provide Scheduling Support to the PCO by providing analysis of project schedules present in the EDW/ PROMIS/ P2 environment. These project schedules will be built by USACE using Oracle Primavera P6 in a virtualized custom environment. These schedules will be linked to the OPS and REG program.

3.1.4.2 Schedules shall be in the P2/PROMIS environment. Contractor will be given access to the Primavera Web and Citrix environments that are currently available to USACE.

3.1.4.3 Contractor shall be responsible for pulling schedules from the PROMIS Primavera Application as requested, providing analysis, and feedback on how to improve project schedules using standard scheduling tenets, analysis and practices.

3.1.4.4 Contractor shall also be responsible in providing a response package of the analysis. The SHA Appendix C – Schedule Assessment, shall be included as part of this analysis. It shall be accompanied by the suggestions for improvement, as well as any other feedback that should be provided for improvement based on initial analysis.

3.1.4.5 Contractor shall leverage some form of Artificial Intelligence/ Machine learning in providing this analysis as permitted by government Cyber Security standards

3.1.4.6 Government will provide a list of projects to the Contractor for analysis to include up to 50 schedules.

3.1.4.7 Contractor shall conduct weekly progress meetings to review findings, provide recommendations to the PCO on reviewed schedules.

3.1.4.8 Provide Analysis for approximately 10 schedules per month.

3.1.5 Task 5 – Data and Data integration support

3.1.5.1 Provide Support to the HQUSACE team regarding data integration and it’s use in the various reporting applications.

3.1.5.2 Provide support for change over to Power BI gateway for reporting for USACE programs covered under this contract. This includes but is not limited to changes to the dashboards, improving data flows and processing, data dictionary, as well as documentation.

3.1.5.3 Provide support to USACE programs covered under this contract to continually improve data delivery, consumption, and methods used to improve report(s) performance, increase sharing of data for use by others, and

3.1.5.4 Provide support for HQUSACE move to Live/Dynamic data. USACE is starting the process of delivering live data to reporting tools existing outside of Automated Information Systems. To help with this process, the contractor shall provide technical knowledge, propose solutions, and assist in implementation of proposed solutions.

3.1.5.5 Provide initial response with proposed solutions shall be received within 72 hours of receipt of

3.1.5.6 Respond to approximately 22 requests monthly for data and data integration support.

3.1.6 Task 5.1 SURGE CLIN – Data and Data integration support

3.1.6.1 Provide Support to the HQUSACE team regarding data integration and it’s use in the various reporting applications.

3.1.6.2 Provide support for change over to Power BI gateway for reporting for USACE programs covered under this contract. This includes but is not limited to changes to the dashboards, improving data flows and processing, data dictionary, as well as documentation.

3.1.6.3 Provide support to USACE programs covered under this contract to continually improve data delivery, consumption, and methods used to improve report(s) performance, increase sharing of data for use by others, and

3.1.6.4 Provide support for HQUSACE move to Live/Dynamic data. USACE is starting the process of delivering live data to reporting tools existing outside of Automated Information Systems. To help with this process, the contractor shall provide technical knowledge, propose solutions, and assist in implementation of proposed solutions.

3.1.6.5 Provide initial response with proposed solutions shall be received within 72 hours of receipt of request.

3.1.6.6 This task can be awarded multiple times during the life of the contract to meet surge reporting needs.

3.1.7 Task 6 - Regional and Other Program support

3.1.7.1 Provide reporting support for new requirements developed by or in conjunction with the PCO.

Requirements can be generated at the highest levels of USACE.

3.1.7.2 Provide support for requirements collection, meeting minutes, and assist with execution and delivery of new reporting requirements.

3.1.7.3 Provide reporting enhancements such as AI Integration, Data model improvements, predictive analytics, addition of complementary metrics, to further improve data quality/reporting Enterprise wide.

3.1.7.4 Respond to approximately 3 requests monthly for assistance to generate or assist with reporting, formatting, and general reporting support. Requests may come via telephone, email, or in person.

3.1.7.5 Provide initial response with proposed solutions shall be received within 72 hours of receipt of

3.1.7.6 Implement proposed solution or adjust based on government feedback and discussion.

3.1.8 Task 7 – Other Enterprise Program support

3.1.8.1 Provide reporting support for new requirements developed by or in conjunction with the PCO.

Requirements can be generated at the highest levels of USACE.

3.1.8.2 Provide support for requirements collection, meeting minutes, and assist with execution and delivery of new reporting requirements.

3.1.8.3 Provide reporting enhancements such as AI Integration, Data model improvements, predictive analytics, addition of complementary metrics, to further improve data quality/reporting Enterprise wide.

3.1.8.4 Respond to approximately 4 requests monthly for assistance to generate or assist with reporting, formatting, and general reporting support. Requests may come via telephone, email, or in person.

3.1.8.5 Provide initial response with proposed solutions shall be received within 72 hours of receipt of

3.1.8.6 Implement proposed solution or adjust based on government feedback and discussion.

4. Special Requirements/Constraints

4.1.1 Knowledge, Skills, and Abilities Required

4.1.1.1 All Contractor personnel shall meet the personnel security requirements and undergo background checks to receive a DoD Issued Common Access Cards (CAC), ability to access CorpsNet, and have necessary security clearances to access all necessary government and USACE systems.

4.1.1.2 The Contractor shall be familiar with and perform all work per USACE Enterprise Standards and ensure Defense Information Systems Agency (DISA) and USACE Security Technical Implementation Guide (STIG) compliance. The Contractor’s personnel are responsible for compliance with all laws, rules and regulations governing conduct with respect to health and safety.

4.1.1.3 Contractor shall be responsible to maintain all certifications, CACs, security clearances, and keeping their computers current (and on network) throughout the contract Period of Performance (PoP).

4.1.1.4 Individuals shall meet Information Assurance Technical Level II (IAT-II) certification requirements IAW DoD 8570.01-M, with all DoD Training completed to obtain administrative access to the P2 production servers

4.1.1.5 Contractor should be familiar with the RPM/QFIT/RW/MSC suite of dashboards. Should have a firm understanding of advantages and pitfalls of the metrics presented there, a firm understanding of its data and flows.

4.1.1.6 Contractor should have a firm understanding of DashPrint utility and its underlying components to support this effort

4.1.2 Period of Performance. The base period of performance shall be from Date of Award for one (1) year with Five (5) annual option years.

Table #1

Task Period of Performance Task 1 – Project Management Date of Contract Award for 1 year (12Mos)

Base + 5 Option Years Task 2 – RPM/ Change Management QFIT/ RW /MSC support

Date of Contract Award for 1 year (12Mos) Base + 5 Option Years

Task 3 – Report Writing/ Dashboard Support Date of Contract Award for 1 year (12Mos) Base + 5 Option Years

Task 4 – Scheduling Support Date of Contract Award for 1 year (12Mos) Base + 5 Option Years

Task 5 – Data/ Data integration support Date of Contract Award for 1 year (12Mos) Base + 5 Option Years

Task 6 – Regional and Other program support Date of Contract Award for 1 year (12Mos) Base + 5 Option Years

Task 7 – Other Enterprise Program support Date of Contract Award for 1 year (12Mos) Base + 5 Option Years

Period of Performance Base Year (Include Period of Performance) Option Year 1 (Include Period of Performance) Option Year 2 (Include Period of Performance) Option Year 3 (Include Period of Performance) Option Year 4 (Include Period of Performance) Option Year 5 (Include Period of Performance)

4.1.3 Place of Work Performance. Contractor off-premises (virtual) shall be the primary place of work performance and may be performed at any Contractor office location. On-premises work shall be limited to by requests from the Government and performed primarily at the USACE site below when it occurs. The Government will provide computer equipment (i.e. laptops) to perform the required tasks in which the Contractor shall track and manage, and office space when required. The Government will provide access to Government documents, people, facilities, and technology infrastructure necessary for the completion of deliverables specified in this PWS.

HQ-USACE

441 G Street NW Washington, DC 20314

4.1.4 Work Performance Schedule. Most of the work is expected to be accomplished during the normal USACE business hours of 0700 to 1800 local time. However, Contractor shall be available to work during non-business hours such as nights, weekends, and holidays to accomplish required technical work as approved by the GOV PgM. Contractor is normally not expected to work the following Federal Holidays.

Table 2 – Federal Holidays

Day Federal Holiday January 1 New Years Day 3rd Monday in January Martin Luther King Holiday 3rd Monday in February President’s Day Last Monday in May Memorial Day June 19th Juneteenth July 4th Independence Day 1st Monday in September Labor Day 2nd Monday in October Indigenous People’s Day November 11th Veterans Day 4th Thursday in November Thanksgiving Day December 25th Christmas Day

4.1.4.1 When a holiday falls on a Sunday, it is observed on the following Monday.

4.1.4.2 When a holiday falls on a Saturday, it is observed on the previous Friday.

4.1.4.3 In the event of a closure of a government facility, Contractor employees shall be excused from work at no cost to the Government.

4.1.5 Travel. Travel shall only be at the request of the Government (authorized by COR in advance of travel) and shall be in accordance with the FTR and FAR 31.205-46. NTE $25,000 per year. Travel shall be applied to Task 1 – Program and Project management.

4.1.6 Quality Assurance (QA). The Government will perform QA of the Contractor's performance under this contract using the method of surveillance specified in the Quality Assurance Surveillance Plan (QASP) below. The Government will conduct QA inspections on all types of work performed. The Government reserves the right to perform QA inspections at any time and reject any/all final products submitted. The Government will identify tasks and method of surveillance which are reflected on the QASP. In addition to regular inspection, random qualify assurance inspection may occur during all hours of the Contractor’s operation. Periodic inspections may be performed more frequently if the COR/TR discovers the quality of the Contractor’s performance is less than acceptable.

Table 3 – QASP

Performance Objective Standard Performance Threshold

Method of Surveillance

PRS # 1

The contractor shall conduct bi-weekly status meetings.

The contractor shall conduct bi-weekly status/progress meetings virtually to update and show progress of work being accomplished.

Two Validated Customer Complaints per month.

Government Validated customer complaint.

PRS #2

The contractor shall provide updated and maintained Project Schedule.

The contractor shall provide critical path network schedule to monitor work being accomplished. This schedule should be submitted twice monthly in a primavera format.

Two Validated Customer Complaints per month.

Government Validated customer complaint.

PRS #3

The contractor shall provide meeting minutes from each progress meeting.

The contractor shall provide meeting minutes of each status meeting.

Two Validated Customer Complaints per month.

Government Validated customer complaint.

PRS #4

The contractor shall provide documentation with each deliverable.

The contractor shall provide all documentation with each deliverable. This is to include diagrams, queries, user guides, etc.

Documents shall be submitted as “draft” and then finalized after review by government personnel.

Two Validated Customer Complaints per month.

Government Validated customer complaint.

PRS #5

The Contractor shall meet the requirements of the task.

The requirements of each task shall be met by the solution/deliverable the Contractor provided.

100% of requirements shall be met.

The requirements of each task will be compared by the Government against the solution / deliverable the Contractor provided.

5. Security and Safety Requirements

The contractor’s personnel are responsible for compliance with all laws, rules and regulations governing conduct with respect to health and safety. The contractor shall ensure staff can meet the following workplace requirements:

5.1.1 Government issued CAC is required for entry. All personnel working on this project shall be required to follow all security and access rules and regulations (i.e., physical access and/or network access requirements) as set forth by the US Government in order to gain access to the USACE offices and/or systems to perform work assignments and/or for the delivery of equipment (i.e. laptops).

5.1.2 The contractor and all associated subcontractors’ employees shall also comply with applicable installation, access and local security policies and procedures. Policies and procedures will be provided by the local Security Office.

5.1.3 The contractor workforce must comply with all personal identity verification requirements as directed by DoD, HQDA, and local policies. In addition to the changes otherwise authorized by the changes clause of this contract, should the Force Protection Condition (FPCON) at any individual facility or installation change, the Government may require changes in contractor security.

5.1.4 Contractor personnel performing work under this contract must have the required security clearance, per AR 380-67, at the appropriate level at the start of the period of performance.

5.1.5 Access and General Protection/Security Policy and Procedures. The contractor and all associated subcontractors’ employees shall comply with applicable installation, access and local security policies and procedures. Policies and procedures will be provided by the local Security Office. The contractor workforce must comply with all personal identity verification requirements as directed by DoD, HQDA, and local policies. In addition to the changes otherwise authorized by the changes clause of this contract, should the Force Protection Condition (FPCON) at any individual facility or installation change, the Government may require changes in contractor security matters or processes.

5.1.6 Operations Security (OPSEC) Standing Operating Procedure/Plan. The contractor and all associated subcontractors’ employees shall comply with applicable installation OPSEC plan and requirements to include initial OPSEC briefing within 30 calendar days of reporting to duty and annual training.

5.1.7 Data Rights. All data and data rights associated with this contract become the property of the U. S.

Government in accordance with FAR 52.227-14, Rights in Data-General (Dec 2007). The Government will have exclusive rights over any developed content under this contract.

5.1.8 Limited Use of Data. Performance of this contract may require the Contractor to access and use data and information proprietary to a government agency or government Contractor which is of such a nature that its dissemination or use, other than in performance of this effort, would be adverse to the interests of the Government and/or others. The Contractor shall not divulge, or release data or information developed or obtained in performance of this effort, until made public by the Government, except as authorized by Government personnel or upon written approval of the Contracting Officer. The Contractor shall not use, disclose, or reproduce proprietary data that bears a restrictive legend, other than as required in the performance of this effort. Nothing herein shall preclude the use of any data independently acquired by the Contractor without such limitations or prohibit an agreement at no cost to the Government between the Contractor and the data owner, which provides for greater rights to the Contractor.

5.1.9 Privacy Act. Work under this contract may require that personnel have access to Privacy Information. Personnel shall adhere to the Privacy act, Title 5 of the U.S. Code, Section 552a and applicable agency rules and regulations.

5.1.10 Disclosure of Information. The Contractor shall make no public announcement or disclosure relative to information contained or developed under this contract, except as authorized by the Contracting Officer or the Public Affairs Office (PAO) associated with the Government project specific agency or installation. All data generated under this contract shall become the property of the Government and distribution to any other source by the Contractor is prohibited unless authorized by the Contracting Officer. All Contractor personnel working under task orders shall be required to sign a non-disclosure agreement as part of in- processing. A fully signed copy shall be provided to the cognizant Contracting Officer of each task order issued

6. Training Requirements

All contractor and associated sub-contractor employees must complete the following training:

6.1.1 Antiterrorism (AT) Level I Training: All contractor employees, including subcontractor employees, requiring access to Army installations, facilities, or controlled access areas shall complete Antiterrorism Level I awareness training within 30 calendar days after contract start date or effective date of incorporation of this requirement into the contract, whichever applies. The contractor shall submit certificates of completion for each affected contractor employee and subcontractor employee to the Contract Officers Representative (COR) within 10 calendar days after completion of training by all employees and subcontractor personnel. Antiterrorism Level I awareness training is available at https://atlevel1.dtic.mil/at.

6.1.2 iWatch, iReport, ikeep Us Safe (iWATCH) Training: The contractor and all associated subcontractors shall brief all employees on the United States Army Corps of Engineers (USACE) iWatch, iReport, ikeep Us Safe (iWATCH) program. This locally developed training will be used to inform employees of the types of behavior to watch for and instruct employees to report suspicious activity to the Contract Officers Representative (COR). This training shall be completed within 30 calendar days of contract award and within 30 days of new employees commencing performance on the contract.

The contractor shall provide certification of completion to the COR within 10 days of training completion. Training documents will be provided by the Security Office.

6.1.3 DoD IA Awareness. The Contractor shall ensure that all Contractor personnel executing tasks for this contract receive and complete the DoD Cybersecurity Awareness training before issuance of network access and annually thereafter. The training may be found at https://public.cyber.mil. The Contractor shall meet DoD Cybersecurity Awareness Training requirements IAW AR 25-2

6.1.4 Operational Security (OPSEC) Training. All new contractor employees shall complete Level I OPSEC training within 30 calendar days of their reporting for duty. Additionally, all contractor employees must complete annual OPSEC awareness training.

6.1.5 Information Assurance (IA) / Information Technology (IT) Training: All contractor employees and associated sub-contractor employees must complete the DoD IA awareness training before issuance of network access and annually thereafter. All contractor employees working Information Assurance/Information Technology functions must comply with DoD and Army training requirements in DoD 8570.01, DoD8570.01-M and AR 25-2 within 6 months of employments.

6.1.6 Information Assurance (IA) / Information Technology (IT) Certification: All contractor employees supporting IA/IT functions shall be appropriately certified upon contract IAW DoD 8570.01-M, DFARS 252.239-7001 and AR 25-2. The baseline certification as stipulated in DoD 8570.01-M must be completed upon contract award.

6.1.7 ATCTS Registration: All Contractor employees with access to a government information system must be registered in the ATCTS (Army Training Certification Tracking System) at commencement of…