BT_T.O._01_PWS_V1.1PK.docx

FA7014-16-D-00XX-00XX Business Transformation / Task Order 01 PWS

Secretary of the Air Force Office of Business Transformation (SAF/MG) and Deputy Chief Management Officer (DCMO)

Performance Work Statement (PWS) for

SAF/MG Phase I Process Improvement Initiatives

FA7014-16-D-000X-00XX / Task Order 01

Original Date: 27 Nov 2015 Revision #1:1 PK

1.0 INTRODUCTION/BACKGROUND:

Secretary of the Air Force Office of Business Transformation’s (SAF/MG) mission is to produce an effective and efficient Air Force (AF) by 1) ensuring the core function and missions of the AF are optimally aligned to support the joint war fighting mission; 2) establishing performance goals and measures for improving and evaluating overall economy, efficiency, and effectiveness; 3) monitoring and measuring progress towards established goals and objectives; and 4) developing and maintaining an AF-wide strategic plan for business and mission reform of AF business operations.

SAF/MG is responsible for overall AF management of plans to achieve Office of the Secretary of Defense (OSD) directed savings and facilitate key process reengineering initiatives to help achieve the 25% reductions across all AF MHA. This task order will support three strategic level initiatives which are scoped to span a 3-month period from charter development to implementation planning. It includes an option to extend an additional three months for subsequent chartered initiative work. Initiatives may extend into actual implementation and measuring results. Work may be initiated in parallel across the three initiatives. Work will primarily be performed in the National Capital Region (NCR).

SAF/MG chairs the Air Force Enterprise Process Improvement Council (EPIC) chartered to ensure the Air Force strategic goals, change management objectives and priorities are enabled by ongoing continuous process improvement efforts. It serves as the Air Force corporate body that vets process re-engineering and improvement initiatives with enterprise- wide applications with emphasis on assuring AF business and management operations are as streamlined and efficient as practicable, while maintaining effective mission accomplishment. The EPIC collaborates on new initiatives and approves recommendations on implementation of reengineered processes.

This tsk order will implement the following three strategic AF reengineering initiatives endorsed by the EPIC over a span of three months:

1. (insert)

2. (insert)

3. (insert)

1.1 TASK ORDER OBJECTIVES:

Implement Phase I, Process Reengineering and Change Management, initiatives. A primary objective of this task order is to reengineer <insert what must be reengineered> to achieve a 25% reduction across AF Major Headquarters Activities (MHA) by 2020.

To apply sound change management practices in implementing the three initiatives listed above in section 1.0.

To mentor and support to SAF/MG personnel on change management best practices, methods and strategies.

To provide C-suite executive advice to SAF/MG personnel on how to ingrain innovation and continual improvement across the Air Force.

TASK ORDER REQUIREMENTS.

Task 01: Business Reengineering to Achieve a 25% Reduction in MHA. The contractor shall:

Identify areas for savings to achieve the 25% reductions across all AF MHA.

Perform orderly allocation and accounting of savings targets.

Identify initiatives, by year from 2017 to 2020, to achieve the reduction goal.

Facilitate development, coordination and approval of the project charter and clear problem statement definition (IAW AFMAN 33-402).

Perform reengineering and event data capture.

Avoid negative mission impact.

Optimize MHA performance.

Gather data for the implementation of each of the three aforementioned initiatives. Data capture/collection shall be comprehensive and run the whole gamut, from current business performance and process capture to stakeholder assessments.

Document Problem Reference Model (PRM) and Business Reference Model (BRM) in accordance with AFMAN 33-402 (Service Development and Delivery Process).

Advice and assist SAF/MG personnel in fact gathering and structured problem analysis methods.

Assess and document problems, current state processes, as wells as related laws, regulations and policies.

Set performance improvement measures, and conduct root cause problem analysis.

Apply Integration Definition (IDEF) business process modeling for all business reengineering with information technology dependency requirements.

Document proposed reengineered business processes in a manner to be used in developing Service Delivery and Development Process (SDDP) Step 3 Bounded User Requirements.

Identify and facilitate preparation for business process reengineering events, document the results, and develop DOTMLPF-P implementation plans (IAW AFMAN 33-402).

Conduct business process reengineering events.

Provide all material, as well as facility space, required to successfully accomplish business process reengineering events.

Provide quality decision-making information, such as white papers and reports, for SAF/MG personnel, and initiative sponsors.

Develop and submit deliverables for each initiative as required herein.

Staff this task with personnel that are well versed, and possess at least <insert number> years’ experience, in AF and Department of Defense organizational structures and policy, as well as AF methods used to accomplish, and associated with, organizational reengineering. Contractor personnel assigned to this task order shall possess expertise and experience advising corporate C-suite executives.

Provide written task order status assessment to SAF/MG personnel on a bi-weekly basis.

Task 02: Change Management. The contractor shall:

Review current business processes and management practices, document findings and submit recommendations for improvement/change/reengineering to SAF/MG personnel for awareness and decision-making.

Advice and assist SAF/MG personnel on the sound change management practices that should be applied to any major transformational Air Force initiative.

Advice and assist SAF/MG personnel in the implementation of sound business reengineering and organizational change practices.

Support SAF/MG personnel to implement reengineered business processes and effect organizational change across all AF MHA.

Develop and implement effective change management strategies for the aforementioned three strategic reengineering initiatives.

Create and submit time-phased management plans to leverage Doctrine, Organization, Training, Materiel, Leadership and Education, Personnel, Facilities and Policy (DOTMLPF-P) plans developed for initiatives.

Review and advice SAF/MG personnel on the adequacy of training identified on the DOTMLPF-P.

Assess whether training needs are being adequately achieved, or anticipated, for each initiative.

Review implementation plans to ensure time-phased implementation.

Ensure integrated change management actions are created and updated as needed.

Conduct Stakeholder analyses to facilitate change, and submit findings to SAF/MG personnel.

Use evaluation tools to gather data for change readiness assessments such as, feedback forms (e.g., web-based feedback forms or email distributed feedback forms), targeted interviews and surveys (e.g., engage targeted stakeholder segments with interviews and web-based surveys), and meetings/conferences (e.g., staff meetings, town halls, commanders conferences). The preferred method of evaluation is in-person interviews when and where possible.

Create a communications strategy to promote understanding, influence attitudes, motivate stakeholders, address behavior (promote new and identify the negative), and build trust.

Write and submit to SAF/MG personnel a communication plan based on the communication strategy. The plan shall establish two-way communication channels so stakeholders are effectively engaged. The communication plan shall include strategies to adjust the implementation approach and to ascertain whether further communication is needed.

Implement the communication plan.

Identify and assess measurement methods during change activities to ensure successful business change implementation, timely management identification, and corrective actions are taken promptly.

Task 03: Air Force CPI Mentorship. The contractor shall:

Provide C-suite executive consulting and mentorship to SAF/MG leadership and personnel on the principles, policies, methods and means required to advance an Air Force culture of continuous improvement. Mentorship support will span the duration of the task order period.

Staff this task with personnel that possess:

mentorship expertise, at least <insert number> years’ experience on sound mentorship practices applied by leading commercial and public sector organizations in performance improvement and excellence, C-suite executive knowledge enabling an organizational culture of innovation and continual improvement, and proven working knowledge of effectively setting and managing strategic priorities and initiatives across a global, diverse enterprise analogous to the U.S. Air Force.

Coordinate, organize and conduct six one-day sessions dedicated to provide mentorship to designated SAF/MG personnel. These sessions will be used to mentor on most relevant topics agreed to by the SAF/MG and contractor.

Review AF Continuous Process Improvement (CPI) guidance and training material to provide recommendations and proposed content improvement.

Assist SAF/MG personnel in in the application of sound CPI methods and tools to maintain and improve on-line tools.

Submit monthly updates to the AF CPI SharePoint capabilities and reference material for ready access by AF CPI practitioners and teams.

Deliverables. The contractor shall:

Provide all deliverable material in electronic format without any usage restrictions.

Submit the deliverables listed on Table 1 below on time, to the designated AF personnel, and in the required media.

Number each deliverable in accordance with Table 1 for ease of reference.

Provide additional copies as requested by the Government.

Table 1 - Deliverables

(1)Electronic format NLT 15 business days prior to the end of the task order period.

(1)Electronic format NLT 15 business days prior to the end of the task order period.

1.2.1.4

(1)Electronic format NLT 5 business days prior to the beginning of the task.

(1)Electronic format NLT 15 business days prior to the end of the task order period.

(1)Electronic format NLT 15 business days prior to the end of the task order period.

(1)Editable electronic format NLT 15 business days prior to the end of the task order period.

(1)Electronic format NLT 15 business days prior to the end of the task order period.

(1)Electronic format Bi-weekly

(1)Electronic format NLT 15 business days prior to the end of the task order period.

(1)Electronic format NLT 15 business days prior to the end of the task order period.

1.2.2.8

(1)Electronic format NLT 15 business days prior to the end of the task order period.

(1)Electronic format NLT 15 business days prior to the end of the task order period.

1.2.2.14

(1)Electronic format NLT 30 calendar days after task order period start.

(1)Electronic format NLT 15 business days prior to the end of the task order period.

(1)Editable electronic format NLT 15 business days prior to the end of the task order period.

(1)Electronic format Monthly - NLT the 15th calendar day of the month

task-specific reports, informal analyses, papers, opinions, databases, and briefings, etc. generated on as-required 1.2.1 1.2.2 1.2.3

Services Summary: See Business Transformation IDIQ PWS section 2.0.

GOVERNMENT FURNISHED PROPERTY.

See IDIQ PWS section 3.0.

DATA.

The Government has unlimited rights to all deliverables of this task order to include intellectual property rights.

TRAVEL. The contractor shall:

Attend meetings outside the NCR in support of the tasks defined herein to fulfill the requirements outlined on this PWS.

4.2 Submit in WAWF any and all receipts for lodging, airfare, meals and ground transportation as attachments to the invoice.

4.3 Obtain COR approval in writing prior to conducting any travel outside the NCR. Any travel outside the NCR conducted without prior written COR approval will not be reimbursed. Verbal authorization shall not replace the requirement for written authorization.

The Government will only reimburse lodging, airfare, meals and ground transportation costs in accordance with FAR 31.205-46 and the current Joint Travel Regulation. Local travel to attend meetings within the NCR shall not be reimbursed. When traveling outside the NCR, local travel to attend meetings within the local city or base of assignment shall not be reimbursed.

ADMINISTRATION CONSIDERATIONS:

5.1 Place of Performance. The place of the performance for this task order is the NCR.

5.2 Kick-Off Meetings. See paragraph 1.5.4 of the Business Transformation IDIQ PWS.