CWG_POAM_PWS_(13_Mar_15).docx

Capabilities Working Group (CWG) Plan of Action and Milestones (POA&M) Performance Work Statement (PWS) 13 Mar 15

1. SCOPE: ACC/A2 has established a construct of CWGs that are tasked to develop POA&Ms to be delivered to the Secretary of the Air Force (SECAF) in the summer of 2015. To accomplish this mission, we need support from trained process/program managers that can lead sub-groups and a combined larger group made up of Subject Matter Experts from across the Air Force Intelligence community to develop the POA&Ms. The initial POA&M development effort is focused on the following CWGs: Analysis Capability Working Group (ACWG); Targeting Capability Working Group (TCWG); and Collections Capability Working group (CCWG). The current tentative schedule and magnitude of each effort is outlined in paragraph 7.

2. TASKS:

2.1. Deliver finalized campaign plan for a compressed timeframe to present official staffed POA&Ms to the Secretary of the Air Force

2.2. Lead and facilitate three (3) separate four-day CWG POA&M development events for the ACWG, TCWG and CCWG on Langley AFB, VA.

2.3. Collect, and analyze POA&M inputs from AF Intelligence Subject Matter Expert (SME) teams. The CWG participants consist of approximately 10 personnel per team (in person or via telecom/VTC) broken out in the following four teams for each CWG, with additional teams added as needed to support the specific CWG:

2.3.1. Education and Training

2.3.2. Policy

2.3.3. Systems and Technology

2.3.4. Tradecraft

2.4. Deliver draft POA&M documents and develop functional maps that show USAF intelligence organizations, systems usage, training, policy, etc. to facilitate analysis of the key nodes of the enterprise. The resulting POA&M should include approximately 10-12 measurable objectives and timelines for each of the CWG teams.

2.5. Assimilate Government inputs and comments after review of draft documents and deliver final POA&M ready for staffing to AF General-Officer level and headquarters senior leadership.

2.6. Attend meetings either in person or via Video/Teleconference at Langley AFB, VA to review overall progress and track outstanding issues.

3. POA&M CONTENTS:

3.1. Measurable strategic objectives with timelines, identification of needed external and internal system change.

3.2. Resource application points and what they must become.

3.3. Identification of exit points and plans.

3.4. Guidelines that identify accountable organizations, tasks, and milestones that include timelines and agreed-to business rules.

3.5. Strategic principles assessment.

4. POA&M QUALITY MEASURES:

4.1. The POA&M must create objective, actionable descriptions of the CWG’s desired future with accompanying strategic measures of merit and guiding precepts.

4.2. The POA&M must employ a real-world systems approach to find critical centers of gravity within the AF organization, both internal and external.

4.3. The POA&M must create and support open, flexible organizations, efficient parallel operations and orchestration of resources at every level.

4.4. The POA&M must provide for end game planning for every facet of the AF CWG.

4.5. The POA&M process must provide a complete strategic framework—from concept to execution to termination.

4.6. The POA&M process must promote an efficient, aligned organization that works in a fast-paced real-world environment.

4.7. The final products shall assist in building an overall strategy that is understood and supported throughout the organization as well as help create a focused strategy for new initiatives.

4.8. All deliverables shall be non-proprietary, provided in a format compatible with Microsoft Office Suite 2003, and will become the property of the Government. The Government will be responsible to specify a format that is acceptable to all official members of the capability working group that clearly communicates intent, areas of concern, responsible organization, actions and milestones.

5. COORDINATION:

5.1. The draft POA&M shall also be coordinated with ACC/CAF functional users by the Government using a bottom-line and top-line review process to allow the opportunity to provide feedback on the proposed processes and roles/responsibilities. Bottom-line coordination normally occurs at the Major/GS-13 level first, followed by top-line coordination at the Colonel/GS-15 level.

5.2. This requires the report to be readable by all functional users, limiting the inclusion of overly technical information. Diagrams are preferred to words to convey process information and must be accurate to a level at which our functional users can provide comments on processes vs. fixing errors in the documented processes. These are functional processes so it should be very clear to functional users what is expected of them in the report.

5.3. Each POA&M document stage (draft and final) shall be provided to the COR and to the CWG Government lead with a minimum of 10 business days allotted for AF coordination in order to meet the final delivery schedule below. A brief synopsis of work, as part of a draft staff package, is required, for Government review and coordination.

6. OVERALL REQUIREMENTS:

6.1. The Team leading this effort for the ACWG must have at least five (5)-years’ verifiable experience leading complex organizations through the development of a strategic POA&M development process and the building of strategic maps to support Air Force Analysis, Targeting, and Collections Enterprise awareness. All personnel involved with facilitating and drafting the POA&M should have broad knowledge of AF, or AF Intelligence, Surveillance, and Reconnaissance enterprise functional processes (for example: systems, policy, training) that can be applied to the POA&M concept.

6.2. To ensure adequate progress is made on the deliverables, the Contractor will provide updated versions of the documents with tracked changes demonstrating what was accomplished since the previous review. The Government will provide initial comments, questions, and/or concerns within 5 working days. All comments, questions, and concerns will be specifically addressed/answered within 5 working days after the Government's allotted review time. Note: This timeline does not include the 10 working-day AF coordination with appropriate organizations described in para 5.3.

6.3. The Contractor will notify the Government within 2 working days of any potential issues or concerns that could impact this effort. This includes all risks or issues that could delay final delivery of the documents in the CWG-approved format as mentioned in para 4.8. All risks and issues will be tracked by the Contractor with weekly email updates on current status and recent changes delivered every Friday.

6.4. The Government will provide meeting space and projection equipment. The Contractor shall provide any required computers or laptops with any specific or proprietary software needed to facilitate events. The Contractor shall also provide common logistical items or support required, such as office supplies, blank flip charts, easels, etc., as part of the firm fixed price.

6.5. The Contractor shall be required to travel to attend meetings in support of tasks listed above to fulfill PWS requirements. All travel costs will be part of the firm fixed price.

7. SCHEDULE (tentative):

7.1. ACWG event - 14-17 April 2015 (~Four (4) AF SME teams)

7.2. TCWG event – 18-21 May 2015, (~Seven (7) AF SME teams)

7.3. CCWG event – 1-4 June 2015 (~Twelve (12) AF SME teams)

7.4. The CWG POA&Ms must be drafted, finalized, coordinated (both Bottom- then Top -line coordination) and provided to the Contracting Officer’s Representative in order to meet delivery to the SECAF.

8. DELIVERABLES: