Draft SOW_Project Management Office.pdf

Draft Statement of Work: Project Management Office Support Project

1. Statement of Work The Contractor shall furnish all of the necessary personnel, materials, services, facilities (except as otherwise specified herein), and otherwise do all things necessary for performance of the work as set forth below:

1.1. Workforce Strategy Development

1.1.1. Perform workforce assessment, identifying skills gaps, future needs, and appropriate strategies to ensure the right people are placed in the right roles to support the organization’s strategic future state.

1.1.2. Deliver a comprehensive workforce strategy that includes recruitment, hiring, and retention plans aligned with the organization's strategic goals.

1.1.3. Establish continuity frameworks to support long-term organizational stability.

1.2. Service Catalog Modernization and Governance Framework:

1.2.1. Develop a comprehensive and modernized service catalog that clearly outlines the services provided by each business line, including:

1.2.1.1.1. Detailed descriptions of services

1.2.1.1.2. Charging methodologies and cost structures

1.2.1.1.3. Key points of contact for each service

1.2.2. Create governance rules and document procedures for maintaining and updating the service catalog, ensuring it remains current and relevant to evolving needs and services.

1.2.3. Provide recommendations for incorporating the service catalog into customer engagement initiatives, making it a central tool for client interactions and service delivery planning.

1.2.4. Provide government personnel with the appropriate training, documentation, and processes to facilitate service catalog continuity after delivery.

1.3. Assessment and Enhancement of Standard Operating Procedures (SOPs) and Desk Guides

1.3.1. Conduct a comprehensive review and analysis of the entire organization's existing SOPs, desk guides, and related documentation.

1.3.2. Analyze highest-impact processes to document and recommend a prioritized approach for delivery of SOP materials. Identify gaps, redundancies, and outdated processes, and recommend updates or new documentation to enhance organizational performance and efficiency.

1.3.3. Develop a streamlined and consistent format for all SOPs and desk guides, ensuring ease of use, clarity, and alignment with HHS standards and government best practices.

1.3.4. Collaborate with key stakeholders to ensure that all enhancements are tailored to meet operational needs of the larger stakeholder community.

1.3.5. Lead multi-disciplinary workgroups to document updated SOPs as identified and prioritized in task 1.4.2. Lead training for customers and PSC employees to operationalize SOPs.

1.3.6. Develop desk guide for new employees using the SOPs developed.

1.4. Program Management Support and Emerging Strategic Activities

1.4.1. Provide ongoing program management support to enhance day-to-day operations across all organizational areas.

1.4.2. Establish robust project management practices, including the development of project charters, schedules, risk management plans, and reporting dashboards.

1.4.3. Be responsive to emergent strategic activities, offering expert guidance and resources to address new priorities as they arise.

1.4.4. Regularly review and refine project plans and processes to align with the evolving needs of the Office of the Director and its overarching objectives.

1.5. Communications and Change Management Activities

1.5.1. Provide ongoing strategic communications support for all tasks being pursued under this engagement.

1.5.2. Develop a communications strategy, communications plan, and communications calendar that can be appended to existing organizational communications calendar.

1.5.3. Provide messaging that adopts or enhances PSC branding.

1.5.4. Assess the organization's threshold for change and incorporate change management strategies into communications plan.

1.6. Executive Secretariat and Audit Response Management

1.6.1. Track, review, edit, and report on Executive Secretariat and Congressional

Correspondences, ensuring timely responses and alignment with organizational priorities.

1.6.2. Standardize Audit Response Procedures:

Establish and implement standardized processes for responding to audits, ensuring uniformity and compliance across the organization. Develop templates and guidelines to assist in the creation of audit responses that are consistent, accurate, and aligned with regulatory and organizational standards.

1.6.3. Audit Response Coordination:

Coordinate with relevant stakeholders to gather necessary documentation and information for audit responses. Facilitate cross-functional collaboration to ensure that all audit responses are comprehensive and meet the required deadlines.

1.6.4. Audit and Correspondence Reporting:

Generate regular reports on audit response and correspondence activities, providing insights into trends, compliance rates, and areas for improvement.

These reports will be used to inform leadership and guide ongoing process enhancements.

1.6.5. Training and Continuous Improvement:

Deliver training sessions for staff involved in audit responses and correspondence management, focusing on best practices, tools, and techniques. Continuously assess and refine the audit response and correspondence processes to ensure they remain efficient and effective, incorporating feedback and lessons learned from past audits and correspondence.

1.7. Action Officer Support for the Office of the Director

1.7.1. Provide Action Officer support to the Office of the Director, focusing on the resolution of high-priority items and initiatives.

1.7.2. Support daily operational needs, including briefing preparations, meeting facilitation, and document management for executive decision-making.

1.8. Assess and Develop Service Desk Architecture

1.8.1. Analyze the results of PSC’s Service Desk survey of how PSC requests for service are collected. This also includes how questions, and issues are handled for these PSC services. The intent of this survey is an ongoing effort to better understand, improve, and centralize PSC’s current technology support structure.

1.8.2. Coordinate with PSC Stakeholders to define standard data elements across PSC service requests.

1.8.3. Generate a data model for a PSC Service Desk architecture that can be implemented in Appian or Salesforce (already in production at PSC).

1.8.4. Based on the data model, define a methodology for service desk metrics by service area including but not limited to:

• Volume

• Response time

• Resolution time

• First contact

• Open vs Closed

• Customer satisfaction rating

• Transfer rate

1.8.5. Identify associated SOPs and desk guides from section 1.3 that will need updated as a result of this new architecture.

1.8.6. Develop a strategy for the implementation of this new architecture. This should include both internal communications for PSC service areas and external communications for PSC customers.