Draft PWS_SEPMOMS_RFI_20241011.pdf

Performance Work Statement

Identity and Information Management Strategic Enterprise Portfolio Management and Organizational Maturity Support 10/11/2024

1.1 USCIS MISSION

The Department of Homeland Security (DHS), U.S. Citizenship and Immigration Services (USCIS) is responsible for lawful immigration to the United States. USCIS administers the nation’s lawful immigration by efficiently and fairly adjudicating requests for immigration benefits. Its mission is to uphold America’s promise as a nation of welcome and possibility with fairness, integrity, and respect for all we serve.

1.2 IDENTITY AND INFORMATION MANAGEMENT MISSION

USCIS continues to face growing demand and responsibilities and must mature in the requirements management discipline to effectively scale its operational model to deliver on its even growing mission.

USCIS has made investments in the requirements management discipline to mature its operational framework and adopt a consistent approach to managing the enterprise operations. USCIS has struggled to keep pace with new and ever-growing responsibilities due to lack of scalability of its operational framework and enterprise architecture which encompasses the sub-architectures of the business, information, application, and technical domains.

At the core of its mission, USCIS is in the business of brokering information. It is therefore imperative for the organization to describe current state, future state, and the guidance necessary to flexibly share and exchange information assets within an organization. It is about organizing, storing, and managing an organization’s information assets effectively.

The Identity and Information Management Division (IIMD) under the Immigration Records and Identity Services (IRIS) Directorate is responsible for the creation and governance of a person centric immigration information management framework that directly supports business agility for USCIS, the tri-bureau and other immigration domain partners.

With the ever-increasing complexity of moving towards a more digital environment and the growing demand for services for the agency, it is increasingly important for IIMD to evolve to support and maintain business agility. To do so, it must master a collection of processes that can be leveraged to respond to disruption, and to master strategic planning and delivery. To date, IIMD has sufficiently managed its enterprise programs and initiatives in a decentralized, somewhat bottom-up approach to solutioning information management issues. However, with the quickly evolving landscape of the hybrid paper and digital immigration record, the organization has faced challenges in scaling its framework to support the agency’s needs in enabling agile information flow and modernizing its capabilities to keep pace with the agency’s needs. Its lack of maturity to manage at the portfolio level has posed challenges in determining the right investments at the right time to maximize efficiencies and alignment to strategic priorities.

1.3 SCOPE

This work is for the IIMD, as the enabler of maturation of the person centric immigration information architecture and by design, business agility for USCIS. The objective of this Performance Work Statement is to obtain professional business services to support organizational evolution and maturity for IIMD to keep pace with information needs of the agency.

The following are the main objectives to be achieved by this task order:

• Develop IIMD’s Strategic Portfolio Management Framework- Achieve leadership alignment to strategy and accountability to mission outcomes through the establishment and maturation of integrated processes, enterprise adaptive planning, and strategic execution management functions. The contractor will establish an operating model that drives reliable value delivery, reduces time to customer value, and ensures that teams can pivot as the marketplace changes or customer demands shift.

• Maturation of Strategy Execution Management- The contractor will work with IIMD leadership to mature the division’s abilities to develop and manage business initiatives, deliver solutions by collaborating with internal and external stakeholders, and contractors. The contractor will provide management support in facilitating coordinated processes across various products/projects within the IIMD portfolios:

o Person Centric Identity Management o Biometrics & Background Checks o Immigration Records o Information Governance o Organizational Maturity

• Organizational Maturity - The contractor will work with IIMD to provide a formal workforce development structure with the objective of enhancing leadership, project, program, and product management skills and enable true succession planning. Investment in leadership development will enhance the organization’s success and fortify its culture of innovation, growth and learning.

The Government’s objective is upon completion of this task order the Government will have the mature framework and infrastructure outlined in this PWS. The Contractor will be measured on the success of the full scope completion.

1.4 PERIOD OF PERFORMANCE

The periods of performance of this task order are as follows:

Base Transition: 2 Months Option 1: 10 Months Option 2: 12 Months Option 3: 12 Months Option 4: 12 Months Option 5: 12 Months

2 CURRENT STATE (BACKGROUND)

2.1 USCIS ENTERPRISE

USCIS is a modern, dynamic agency that is a leader in Agile Information Technology (IT) development in the federal space. However, it lacks maturity in the information management discipline to keep pace with IT development, which severely limits its business agility and responsiveness to the growing demands on the immigration system.

2.2 IDENTITY AND INFORMATION MANGEMENT DIVISION

IIMD is evolved from the merger between the former Records Management and Biometrics divisions to support an evolved information management strategy centered around people, vice siloed transactions. The merger brought together two divergent cultures and siloed functions under a unifying vision of person centric information management. USCIS has, and continues to struggle with synchronizing the complex and disjointed information sets related to the same person across disparate case management systems, causing artifical barriers to efficiency.

The lack of integration and visibility into an individual’s immigration journey degrades USCIS’s ablity to move to a fully modernized and electronic processing state. Over the course of the past 5 years since the division’s inception, IIMD has continued to mature its siloed operating model to one of cross-functionality. However, the division desires continous improvement and evolution from a project, program and product driven model to a capability aligned approach to enable a person centric enterprise.

IIMD desires to mature its organizational framework to be responsive to mission needs related to managing information as a key mission asset to the enterprise. The division strives to manage its enterprise services at a capability aligned strategic portfolio level, rather than traditional project and product/program levels that cause disjointed and sometimes conflicting strategies at the tactical levels. It is important to ensure simultaneous top down and bottom-up strategic alignment that allows USCIS to achieve business agility that allows it to rise to the challenges of remaining responsive to the disruptive environment while being relentlessly focused on maturing and evolving its architecture to be able to scale and meet growing demand for its services.

A Strategic Portfolio Management (SPM) framework and organizational structure must be evolved to focus on maturing the requirements management discipline in information management solutions to ensure optimal performance in strategic planning, investment management, lean governance, work execution and benefit realization to deliver the best possible return on every strategic investment the organization makes. Currently, USCIS’ work is delivered using projects, programs, products, and capabilities and operating with the disjointed view of work delivery. It is therefore crucial to USCIS’ success to enable tight alignment between planning and funding, delivery, and outcome management, and must adopt a SPM approach and ensure the information architecture is aligned with strategy execution. Currently there is a gap in the organizational framework, and strategy execution lacks the vital business context provided by the enterprise architecture. By evolving these elements in tandem, SPM and organizational maturity will deliver the outcomes necessary to achieve business agility at scale.

2.3 TECHNOLOGIES

The technical tools listed below are currently being used as a part of the technical infrastructure. The Contractor staff shall be familiar with these tools in order to assist with implementing and integrating new SPM tools.

General List of Technologies

Name Function

AWS Cloud Public cloud platform. USCIS currently uses EC2, S3, ECR, EMR, RedShift, RDS, CloudFormation, Lambda, and a number of other AWS services

Akamai Content Delivery Network/Web Application Firewall

Amazon Linux Operating System

Apache ActiveMQ Messaging Provider

Apache Commons Libs Java software library

Apache Jmeter Performance testing

Apache Tomcat Application Server

CentOS Operating System

Chaos Monkey Application Resiliency Tool

Chef Deployment scripting

Cucumber/Jasmine/Selenium Integration Testing

Customer Care Desktop UII framework

DeQue FireEyes 508 Development Test tool

Docker Containerization

Fortify Security Test Tool

Git / Enterprise GitHub Distributed Version Control

Hibernate 4 ORM Database integration iText PDF file generation

Jackson Java Representation of JSON

Java Programming Language

Java Mail Email message generation

Name Function

JAXB Java Representation of XML

Jenkins Continuous integration server

Jira Agile lifecycle management tool

Junit Java Unit testing library

Liquibase Database automation

Maven Java artifacts and dependency managements framework

New Relic Application and Infrastructure Monitoring

Nexus Repository manager

Oracle & PL/SQL Database/Reporting

PostgreSQL Database

Python / Anaconda Programming Language / Statical Analysis Packages

R / R Studio Statistical Analysis Software

Rails Web development framework

Rspec Unit Testing

Ruby Programming Language

SAS Statistical Analysis Software

SiteMesh Java web application framework

SoapUI WebService Testing tool

Spring Framework Application Framework

Ubuntu Operating System

Windows Server Operating System

BouncyCastle (FIPS) Crytography API

Kafka Message Streaming Platform

Snap Continuous integration and delivery platform

Spark/Scala Hadoop platform and corresponding programming language

Artifactory Repository manager

HashiCorp Terraform Cloud resource creating and management tool

Name Function

OpenShift Container Platform

Amazon EKS Container Platform

3 TASKS

The contractor shall execute the following tasks.

3.1 TRANSITION-IN

The Contractor shall partner with members of the USCIS business and technical communities to develop artifacts that assess current state of capabilities and develop a strategic road map of technical and process-oriented changes that will serve as a basis for overall development and evolution of a Strategic Portfolio Management Framework. The contractor shall also assess the current state of organizational maturity to develop and implement strategies to develop individuals and teams as well as the organizational culture of growth and learning.

The purpose of the Transition-in period is for Contractor to get familiar with the USCIS operations, procedures, and support activities and assume full responsibility for the workload. The Transition-in period shall not exceed 60 days from the time of issuance of the Authorization to Proceed (ATP) by the Contracting Officer. The ATP will not be issued until the Contractor has sufficient number of staff with approved Entry on Duty (EOD) to begin work. This number will be determined post aware through discussions with the Contractor and the Government.

During the transition period, the Contractor shall:

1. Perform knowledge gathering of any in-progress documentation, activities, processes, or any other materials and artifacts furnished by the business owner team;

2. Obtain access to all systems and tools necessary to perform the duties, to include access to current portfolio, program and project management tools across the enterprise. Obtain access to other ancillary systems, such as GitHub, JIRA, Tableau, others;

3. At the end of the transition period assume full responsibility for the day-to-day operations in the development of the aforementioned capabilities.

The Government will facilitate the transition by providing to the Contractor the materials and artifacts that will help the Contractor to assume operations. This task is dependent on current development activities.

3.2 PROGRAM MANAGEMENT, DATA ANALYTICS, AND GENERAL SUPPORT

The Contractor shall provide Program Management support for planning, execution, and completion of all project activities in accordance with best project management practices. It is the responsibility of the Contractor to manage all corporate resources and supervise all Contractor staff in the performance of all work on this Task Order. The Contractor shall assign a Project Manager to this task who will manage the day-to-day activities of the Contractor staff.

The Contractor Project Manager shall have responsibility for the accomplishment of the task order. The Project Manager shall organize, direct, and coordinate the planning and execution of all activities, review the work of subordinates, including subcontractors, and ensure that the schedule, performance parameters, and reporting responsibilities are met. The Project Manager shall integrate the Contractor’s management and technical activities across this Task Order to ensure they are consistent.

The Contractor’s Project Manager shall be the primary interface with the USCIS Program Manager or designee.

Attendance at weekly status meetings and ad hoc meetings is required.

All lead personnel on the Task Order shall possess not only management skills, but technical skills as well and be hands-on executors, rather than just managers. Lead personnel may be key personnel but are not required to be.

At the request of the COR or the Government Program Manager, the Contractor shall be required to prepare briefing materials, deliver briefings, participate in meetings with USCIS organizations and/or external organizations, and present program content. The Contractor shall develop, as necessary, written recommendations, oral presentations and/or executive briefing materials. It is anticipated that this is likely to occur minimally, approximately once a month, throughout the performance of the task order. Any work will be discussed and approved prior to performance.

The following meetings are mandatory for the Contractor to attend and will be scheduled by the Government. It is anticipated that these meetings will be held virtually:

1. Task Order Kick-Off meeting

2. Technical Kick-Off meeting

3. Weekly status meeting with Government staff. The Contractor PM and technical leads shall participate.

4. Other ad-hoc meetings scheduled by USCIS senior leadership or Government team via the Program

Manager. It is anticipated that approximately one (1) ad-hoc meeting per month may occur.

The Contractor will be required to interact with multiple other contractor teams. The Government expects full Contractor cooperation, proper meeting attendance, and good faith efforts to accomplish joint work.

The Contractor shall provide general activities in support of the task order that will include the following:

1. Provide resources knowledgeable and proficient in Strategic Portfolio Management and Organizational Maturity as well as technical strategy development

2. Be able to translate the established and developing enterprise support processes into appropriate services and support in implementing them

3. Enable ancillary capabilities, such as the development of key performance indicators and enable reporting and performance analytics

4. Develop and enable necessary interfaces with other systems

5. Cooperate and coordinate with OIT and other business offices (i.e.. Strategy and Evaluation Division, the

Component Requirements Division, the adjudicative directorates such as the Field Operations Directorate (FOD), Service Center Operations (SCOPS), Refugee, Asylum and International Operations Directorate (RAIO), and other service support program offices) on deployments and integration needs.

6. Prepare briefing, visual artifacts, graphics and other documents for the executive team that pertain to the task order

7. Prepare Standard Operation Procedures (SOPs) and other documents required for successful adoption of an SPM framework.

8. Facilitate requirements gathering and execution of cross functional working groups to enable solution delivery

3.3 STRATEGIC PORTFOLIO MANAGEMENT FRAMEWORK DEVELOPMENT AND SUPPORT

SERVICES

1. Conduct assessments and consult in the creation of a Strategic Portfolio Management Framework

2. Support in implementation of the SPM framework including standards, methodologies, principles, and practices tailored for IIMD and USCIS

3. Create a baseline to establish a common operating picture for the information architecture, and a complete, shared understanding of the fundamental building blocks of the enterprise through a formal, structured approach in documenting:

a. The business processes that the employees apply

b. The applications that are leveraged to ensure processes are effective and efficient

c. The information architecture outlining the flow of information and critical decision points

d. The value streams and business capabilities that support information management

e. The management of data, security and privacy that are critical elements of those capabilities

4. Work with Business Owners and key stakeholders, who the contractor will identify as part of the portfolio management, to Establish Value Streams for IIMD portfolio initiatives, manage and keep value streams up to date with new business context and coach IIMD personnel on how to utilize and benefit from the established value streams.

5. Work with Business Owners and key stakeholders to define IIMD strategic themes and establish the portfolio vision.

6. Develop and manage the process of deriving initiatives from the portfolio vision to the portfolio Kanban.

7. Define Objective and Key Results (OKRs) and Key Performance Indicators (KPIs) in alignment with IIMD and USCIS strategic visions to measure overall progress and change success metrics. These will be approved by the Government PM.

8. Align budgets based on strategic direction, business priorities, capacity, and critical demands.

9. Support IIMD to continuously measure value realization, Return on Investments (ROI) and investment alignments.

10. Manage and track capacity to support IIMD initiatives, keep portfolio roadmaps updated as capacities adjust and ensure appropriate prioritization of upcoming work.

11. Establish framework and processes to with key stakeholders to establish roles and responsibilities in developing and refining IIMD portfolio initiatives.

12. Manage and track IIMD internal and external dependencies, coordinate with all parties to sequence and elevate concerns to appropriate owners.

13. Manage and track IIMD internal and external risks, coordinate with all parties to resolve and remediate risks and escalate to appropriate owners.

14. Develop and manage a live objectives and milestones dashboard to track all IIMD portfolio initiatives to utilize in Portfolio Syncs.

15. Provide support to ad hoc data calls and develop performance reports for portfolio management.

16. Work with key stakeholders to develop long term plans in alignment with investment strategy and capacity allocations for IIMD portfolio initiatives, develop and update roadmaps by value streams and structures to communicate updates to the plans to all stakeholders.

17. Support in execution of quarterly strategy and visioning sessions, document the IIMD quarterly plan and communicate to all stakeholders.

18. Develop performance metrics to support business case justifications for system enhancement and modernization, consolidation and decommissioning in alignment with the business strategy and roadmap.

19. Establish IIMD portfolio Kanban to track all IIMD portfolio initiatives flowing from initiation to completion, establish and manage WIP limits and improve flow throughout the quarterly cycles.

20. Work with IIMD Project Managers, Coordinators, and Product Owners to refine IIMD portfolio initiatives into Product level Initiatives.

21. Establish and manage a process to allow for continuous and rolling refinement for all IIMD portfolio initiatives to create product initiatives and product features and coordinate with development leadership and architects to create a feedback loop in the rolling refinement of product initiatives by value streams.

22. Develop and update product feature roadmaps by value streams.

23. Produce comprehensive inventories of the division’s assets, capabilities, programs, projects, products and initiatives to align towards strategic portfolios

24. Develop and implement tools that integrate a 360 view of the information architecture and processes to evolve the capabilities in alignment with the agency’s strategies and needs

25. Planning the future enterprise by performing comprehensive modeling and visualization- enabling ‘what-if’ scenario analysis for its information management services

26. Conducting assessments and producing roadmaps of initiatives that mature capabilities required to deliver on mission outcomes

27. Support in the creation and maintenance of strategic alignment leveraging Strategy Execution

Management tools and developing processes:

a. Develop strategic roadmaps and assist in evolving agency planning cadence and approach

b. Aligning investments and resources to a business capability-based approach

c. Harmonizing work across all structures and approaches through visualization of decomposition of investments into different work package views

d. Optimized benefits realization and management through processes that clearly define success metrics for investments

e. What-if analysis and modeling capabilities

3.4 STRATEGY EXECUTION MANAGEMENT (REQUIREMENTS DEVELOPMENT AND

PROGRAM MANAGEMENT SUPPORT)

1. Provide support to IIMD Senior Advisors, Project Managers, Coordinators, and Product Owners in developing Initiatives and Epics that meet the definition of ready and are in alignment with IIMD and USCIS strategic priorities. Strategic Priorities will be clearly defined and provided post award.

2. Assist IIMD with cross division and directorate collaboration and discussions amongst shared initiatives.

3. Research existing business functionality and performing gap analysis to drive requirements for new and emerging systems.

4. Support Project Managers, Coordinators, and Product Owners to Develop Personas, Use Cases and Story

Mapping for new and existing business needs by conducting user interviews in coordination with business representatives and user researchers.

5. Coordinate with internal and external business representatives to develop new requirements, discuss priorities, coordinate dependencies, and resolve risks.

6. Introduce new and innovative solutions/techniques that offer opportunities to improve the efficiency and effectiveness of the process, such as: Design Thinking, Customer Centricity, User Journey Story Mapping, Value Stream Mapping, User Centric Design.

7. Manage and track open questions, clarifications, and risks for business from the agile teams.

8. Lead requirement elicitation workshops to identify and develop new and innovative ideas into business requirements for future implementations.

9. Enable Product Owners to make key business decisions and own product epics from initiation to delivery and completion through by providing 1 on 1 coaching and focused training.

10. Support Product Owners to increase technical understanding of the current technological limitations by clarifying topics such as Technical Debt, Engineering Practices, TDD, CI/CD, DevSecOps.

11. Work with Product Owners to increase collaboration with Agile teams, ensure value delivery every sprint and establish a continuous feedback loop.

12. Support IIMD Senior Advisors, Project Managers, and Product Ownership defining the Minimum Viable

Product (MVP) and promote data driven decision making.

13. Support the Product Owners, Product Managers and Project Managers in increasing Business Knowledge and understanding of the end-user needs and challenges.

14. Track key deadlines and report on progress of initiatives to IIMD Front Office and Branch Leadership with plans of action to resolve any risks.

15. Coordinate with development teams and business to track capacity and estimate new business priorities to have realistic quarterly plans.

16. Coordinate with the IIMD Product Managers and Project Managers to update roadmap as new milestones are added, current milestones are completed, or priorities are shifted.

17. Provide support for defining the business and functional requirements, defining business architecture, and assisting Product Owners in the creation of effective themes, epics, spikes and user stories.

18. Work with IIMD Program/Project management to create necessary process changes by integrating new processes with existing ones and communicating these changes to impacted stakeholders.

19. Lead and facilitate Initiative and Epic prioritization workshops such as WSJF and similar.

20. Implement and Measure Key Metrics and User Satisfaction, such as: Qualitative metrics, Net Promoter

Scores, Customer Satisfaction Survey, Time to Market.

3.5 ORGANIZATIONAL MATURITY (GROWTH AND DEVELOPMENT)

1. The contractor will provide support in establishing an Organizational Change Management strategy and enabling a growth culture within IIMD.

2. The contractor will coordinate with IIMD leadership and Branch leadership in implementing change to excel IIMD in all areas.

3. Develop and implement strategies to integrate Diversity, Equity, Inclusion and Accessibility principles into the organizational fiber.

4. Develop and implement framework for incorporating leadership development as an organizational value stream, incorporating proven leadership strategies and principles.

5. Develop and execute leadership development training and support to enable true succession planning.

6. Develop the overall Organizational Change Management Strategy for IIMD based on the USCIS Strategic

Plans and the division needs.

7. Support the planning and execution of the Best Place to work Project plan and other similar plans.

8. Provide support to Branch Chiefs, Section Chiefs, IIMD Leadership and others related to the overall

Organizational Change Management Strategy

9. Establish a Change Agent network and coach change agents to help facilitate the execution growth plan actions.

10. Develop a process to measure various growth dimensions of the division such as employee satisfaction, workplace culture, growth, and development.

11. Lead and Facilitate Quarterly Solutioning workshops from employee feedback.

12. Establish a continuous growth culture and determine growth areas in the Solutioning Workshops.

13. Coordinate with Branch Leadership to develop a quarterly growth plan with specific actions to support the overall IIMD strategy and vision.

14. Assist with the technical implementation of the growth plan with workshops, coaching sessions and other technical solutions.

15. Coordinate with Division Leadership and other key members to determine and communicate the overall strategy and vision.

16. Coordinate with Branch Leadership to create quarterly objectives in alignment with division strategy.

17. Optimizing Governance on current processes on current ways of work and determining new guidance to communicate with the division in alignment with leadership.

18. Facilitate reviews of current ways of working and to optimize productivity and increase clarity.

19. Reviewing and evaluating current workflows to provide recommendations on ways forward.

20. Increasing Organizational Alignment with standardizing ways of working.

21. Coordinate with Branch Leadership and the Resource Management Branch to determine training needs based on IIMD strategic objectives and employee requests.

22. Create a comprehensive communication plan and material to keep leadership and the entire division updated on all progress and key information.

23. Evaluate Roles and Responsibilities across the Division in alignment with IIMD strategic objectives to maximize our strengths.

24. The contractor shall be flexible to adapting to new and/or evolving technical approaches, as well as providing technical and program support to research, consult, and implement emerging technologies that the USCIS Chief Information Officer (CIO) deems appropriate to support the objectives of this task order.

4 TASK ORDER ADMINISTRATION

4.1 DELIVERABLES

The Contractor shall submit the deliverables that are indicated in the table below to the Government COR, Program Manager (PM), and Contracting Officer (CO).

The Contractor shall provide all necessary personnel and deliverables based on the required delivery date(s) established by mutual agreement between the Government and the Contractor in the Task Order.

Upon receipt of the Government comments, the Contractor shall, within 5 business days, rectify the situation and re-submit the Task Order deliverable(s) if it is not a “draft” deliverable. If it is a “draft” deliverable, the Contractor shall rectify the situation before the next scheduled submission of this deliverable.

4.2 SCHEDULE OF DELIVERABLES

Deliverables

PWS Task Requirement Description Due Dates

3.1 Kick-off meetings General and technical No later than 5 days after award

3.2 Weekly Status Meeting Review of current activities, ongoing work requirements, and problems/issues.

Weekly Status Meeting is to be coordinated through the Government PM for time/day to remain consistent with agency requirements

3.3 Implementation Strategy, program roadmap and baseline

Portfolio level documentation of all capabilities and sources of data to implement a dynamic visualization tool of the enterprise operations

Per Schedule as determined by the Program Manager (PM)

3.3 KPIs Standard Key Performance

Indicators (KPIs) and metrics for programmatic reporting and measuring overall progress and success metrics

Live Dashboard. The PM will look at KPI’s at the first of each month.

3.3 Product Management as-

is Assessment and to-be Recommendation

Evaluate the current organizational product management maturity and provide to-be report with tailored recommendations

Per Schedule

3.3 Software integration SPM tool integration and

visualizations of enterprise architecture

Per Schedule

3.3 Enterprise Information

Architecture / Common Operating Picture

Documentation of the Enterprise Information Architecture and associated inventories and data locations

Per Schedule

3.4 Product Roadmaps Establish Product Roadmaps

for each value Stream

Per schedule

3.4 Risk and Dependencies

Dashboard

Capture and manage internal and external Risks Dependencies

Live Dashboard. The PM will look at KPI’s at the first of each month.

3.4 SOPs Documentation describing

policies and procedures for the general user

As required

3.4 Work Prioritization

Framework

Strategy and process for evaluating work and documenting decisions for prioritization

Per schedule

3.4 Design, Plan and Strategy

Workshops

Facilitate a series of virtual workshops designed to enhance the effectiveness of the Verification division's Agile practices (Story Mapping, Human-Centric Design Thinking, Discovery and Concepting, Initiative Prioritization and Dependency Mapping

As required

3.4 Requirements Definition

and Design Thinking Workshops and artifacts

Identify and develop User Centric Requirements using Design Thinking best practices using user interviews, empathy maps, and rapid prototyping.

As required

3.4 Personas Support POs to Develop and

Maintain personas to define MVP and to clarify the user’s needs, product’s behaviors and expectations based on research gathered

As required

3.2 Ad-hoc programmatic

reports, presentations, briefings

Reports and briefings in MS Office pertaining to program information

As required

3.3 Portfolio Visualization Maintain Portfolio Roadmap

for each Value Stream with defined initiatives to be utilized for each ART

Per schedule

3.2/3.5 Monthly Meeting Facilitation to include quarterly solutioning, quarterly growth plan and quarterly objective meetings.

Facilitation of meetings and working groups

Within five (7) days of each occurrence

3.2 Project and Program

Management Support

Synchronization and de-confliction of dependencies of work within and across portfolios

As required

3.5 Organizational Maturity

Baseline

Assessment and documentation of capability and skills gaps; Surveys and feedback around growth dimensions for IIMD

Per schedule

3.5 Framework and Strategy

for Leadership Development Implementation

Establish strategy and implementation plan for Leadership development and succession planning

Per schedule

3.5 Develop and Track

Metrics for organizational Health

Per organizational Maturity baseline, implement KPIs to measure and track for improvements associated with organizational health

Per schedule

3.5 Administer Training Implement training plan

identified through capability gap analysis for leadership development, project, program, product, portfolio and capability management

As required

3.5 Coaching Support Provide individual and or group

coaching support for a 150 person division as need is identified by division leadership

As required

3.5 Communication Plan Develop a communication plan

to share IIMD vision and goals with internal and external stakeholders through means such as knowledge sharing workshops and newsletter

As needed

3.2 Separation Notification The CO and COR must be

notified of each contract employee termination/resignation.

Within five (5) days of each occurrence

4.3 PERFORMANCE REQUIREMENT PARAMETERS TABLE

Performance Objective and

PWS Task Reference

Required Services

Performance Standard Performance Threshold

Method of Surveillance

1 PWS Section 3.3 Implementation strategy and baseline.

Programmatic data of the enterprise architecture mapped to properly architected and configured user interface

Customer acceptance of programmatic data baseline and structure

Minimal (ideal - 0%) customizations of that do not conform to platform architecture (the desired outcome is a clean implementation). The government will help adjudicate suggestions and/or disagreements on platform architecture with the platform owner team)

<10% customizations of that do not conform to platform architecture.

Technical code or upgrades without extensive regression testing or need to fixes.

Performance Objective and

PWS Task Reference

Required Services

Performance Standard Performance Threshold

Method of Surveillance

2 PWS Section 3.3 Strategic Portfolio Management tool functionality fully accepted by the division user community

SPM tool functionality fully accepted by the Program Manager (PM).

90% Compliance with sprint schedule and sprint scope in accordance with identified and established velocity

95 % of final deliverable(s) will be free of syntactical and logical errors in code and will run error free in all production environments, to include data validation

95% User Acceptance Testing UAT acceptance of design and report accuracy on a given subject area, to include data validation

Random Surveillance of multiple 2-week sprints that result in single or multiple deployments

3 PWS Section 3.2 Program Management

Maintain staffing levels

Maintain adequate staffing level in order to ensure all contract requirements are met.

Maintain adequate staffing levels to ensure all contract requirements are met.

Random Surveillance throughout execution of the task order

4.4 PLACE OF PERFORMANCE

The place of performance shall be a combination of government facilities and remote, as determined by project needs. No travel is authorized for this task order. All meetings can be done virtual if the contractor is not within the local Washington DC commuting area (50 miles or less). Meetings and briefings are anticipated to be performed primarily virtually.

4.5 GOVERNMENT FURNISHED PROPERTY GOVERNMENT FURNISHED INFORMATION

At a minimum, the Government will provide the Contractor access to the following informational resources and support systems:

Informational Resource/ Systems

Date/Event Indicate when the SW will be furnished

Date/Event Indicate when the SW will be returned

System access – contractor staff will be provided access to USCIS systems. Access will be provided to staff based on job duties

Upon authorized EOD and full BI adjudication (required for access to

Prod environment)

Access will be terminated upon contractor departure

DHS, USCIS intranet and email system

Upon EOD Access will be terminated upon contractor departure

Additional resources such as DHS and USCIS policies and management directives, informational meetings, demonstrations by other programs and vendors, business SOPs, etc.

4.6 HOURS OF OPERATION

The Contractor shall be available during normal business hours for the Government, between 8am to 5pm, Monday through Friday, excluding Federal Government holidays. The Government requires the Contractor to manage the hours in which staff operates so that service is provided when required within normal business hours.

4.7 TELEWORK

The Contractor’s Corporate Telework Plan is due at the kick-off meeting and will be reviewed and approved by the Contracting Officer. Before beginning to telework, all employees shall complete the annual Computer Security Awareness Training (CSAT) to access USCIS systems.

4.8 KEY PERSONNEL

Key Personnel

The following personnel are considered key personnel and shall possess the following skills, level of experience, and certifications.

Labor Category Role on the Program Required Certification(s) and Experience

Project Manager Provide overall authority and responsibility for the Contractor Task Order management and execution (1

CFTE).

Program Management Professional (PMP) certification and/or at least 5 years of management experience managing similar size and scope engagements.

Labor Category Role on the Program Required Certification(s) and Experience

Senior Solutions Architecture

Provide technical leadership responsible for creating system architecture and operational solutions for delivery

Minimum of 5 years of experience as a Solutions Architect (Associate level as a minimum)

The Contractor shall ensure the project is staffed with an adequate number of assigned personnel possessing the appropriate certifications, qualifications, skills, and experience to fulfill the requirements of the task order.

The Contractor shall identify key personnel, provide a statement of qualifications and resume for each of these individuals upon task award and at any time a substitution is proposed.