Attachment 22 - ISC2.0 PWS ATO5 GBSD (Updated 17-Dec-20).pdf

FA8207-20-R-0003 - ISC 2.0

Task Order 5: GBSD Enterprise PWS

INTERCONTINENTAL BALLISTIC MISSILE (ICBM)

INTEGRATION SUPPORT CONTRACT (ISC) 2.0

TASK ORDER 5: GROUND BASED STRATEGIC DETERRENT (GBSD) ENTERPRISE

PERFORMANCE WORK STATEMENT (PWS)

FOR

AIR FORCE NUCLEAR WEAPONS CENTER (AFNWC)

GBSD SYSTEM PROGRAM OFFICE (SPO)

17 DECEMBER 2020

CONTENTS

1.0. ISC – GBSD ENTERPRISE SUPPORT SCOPE…...…….….…………….……………...3

2.0. GENERAL REQUIREMENTS……...…………………………………….……………….4

3.0. ACQUISITION AND PROGRAM MANAGEMENT SUPPORT……….………………5

4.0. ENGINEERING AND TECHNICAL SUPPORT….……………………………………20

5.0. SECURITY SUPPORT……………………………………………………………………23

6.0. INFORMATION TECHNOLOGY (IT)/CYBERSECURITY SUPPORT…….……

7.0. MMIII TO GBSD TRANSITION SUPPORT….………………………………………..35

ACRONYM LIST…………………………………………………………………........………37

1.0. ISC – GBSD ENTERPRISE SUPPORT SCOPE

GBSD Enterprise Description

(U) The GBSD acquisition program is a total system recapitalization for the Minuteman III

(MMIII) ICBM Weapon System (WS). This includes new missile systems, new Command and

Launch (C&L) systems, support systems and the conversion of the MMIII Launch Control

Centers (LCC) and Launch Facilities (LF).

(U) The requirement for a total system replacement is driven by the GBSD Capabilities-based

Assessment and a Joint Requirements Oversight Council (JROC)-approved GBSD Initial

Capabilities Document (ICD) that validated the need for a modern ICBM system.

(U) The GBSD program schedule is driven by two factors. First, the Analysis of Alternatives

(AoA) and supporting intelligence threat assessments identified the need for a WS that is capable of adapting to evolving threats is required as early as the mid-2020s. Second, in order to counter the systematic age-out and attrition of the 45-year-old MMIII, the Air Force (AF) must begin delivery of GBSD in 2028. The schedule reflects these factors and, from all market indications, industry believes they can deliver a GBSD solution by the required need date.

(U) The AF must balance the need for an ICBM system design that is operationally capable through 2075, while minimizing program risk to meet a 2028 delivery schedule. To meet the challenge of a 2028 delivery, the AF approach calls for the use of low-risk, mature technologies, incorporates contract incentives, emphasizes “smart commonality”, and seeks to create schedule margin for Surety, Safety, Cybersecurity, and Test activities. GBSD must also enable future evolution to meet emerging threats, reduce risk to meet a 2029 Initial Operating Capability

(IOC). In order to sustain the WS through 2075 the AF approach requires a modular system architecture providing options for future advancements, implementation of a Digital Engineering

System, and AF ownership of key interfaces and data rights.

(U) In addition, the GBSD Enterprise includes the ICBM Fuze Modernization Program, Mk21A

Program, and the Advanced Planning Section that is responsible to manage Science and

Technology (S&T) Studies, Demonstration and Validation (Dem/Val), and S&T Roadmaps.

(U) The ICBM Fuze Modernization Program executes a tailored acquisition utilizing Department of Defense (DoD) Manual (DoDM) 5030.55, DoD Procedures for Joint DoD-Department of

Energy/National Nuclear Security Administration (DOC/NNSA) Nuclear Weapon Life-Cycle

Activities, and procedures for joint DoD-Department of Energy (DoE) Nuclear Weapons life cycle activities (Phase 6.X Process), as the governing acquisition directive for program milestones and activities while meeting Major Defense Acquisition Program (MDAP) statutory requirements. The program will produce Mk21 replacement Arming and Fuzing Assemblies

(AFA) that will be used in MMIII reentry vehicles, replacing Mk21 legacy AFA. The

‘modernized’ replacement AFA will enter a production schedule to meet GBSD test and deployment requirements.

GBSD System Program Office (SPO) Organization

Development of the GBSD WS is contracted to a Prime Contractor. The GBSD SPO is responsible for the integration and program management of the acquisition program In

Accordance With (IAW) applicable laws and regulations, including DoDI 5000.02T, Operation of the Defense Acquisition System. As of October 2020 (subject to change), the GBSD SPO consists of ten (13) divisions: Program Operations, Program Execution, Product Support, Finance, Systems Engineering (SE), Combined Test, Aerospace Vehicle Equipment (AVE), C&L, Infrastructure and Deployment, Support Systems, Software, Information Technology (IT)

Cybersecurity, and Advanced Development (which includes the Mk21 and Fuze programs).

These branches work together and with the Prime development Contractor to successfully accomplish the GBSD acquisition program.

Data Deliverables (Contract Data Requirements Lists [CDRLs])

A master list of potential DoD Form 1423s (DD 1423s), Contract Data Requirements Lists, is provided as Section J Attachment 6, Contract Data Requirements Lists (CDRLs).

Due to the quantity and diversity of the programs in the ICBM Organization, the type and magnitude of required support is different for each program. Each program will employ the tasks in this PWS to the extent needed by that program. This also means that data deliverable needs will vary based on the program. To this end, CDRLs are not referenced in this PWS after every paragraph in which they may be required.

CDRLs specifically referenced in this PWS are to be delivered every time the task required by the referenced paragraph is performed (e.g. monthly status reports, training materials, engineering documentation, etc.).

If a program determines that a formal data deliverable is needed for a paragraph without a CDRL reference (e.g. advice, recommendations, analysis reports, etc.), the Government representative will select the appropriate CDRL from the master list and specify the delivery date/address and any other necessary instructions on the DD 1423. Any additional tailoring will also be documented on the DD 1423 at that time. The CDRL number will be incorporated into the associated task assignment (see paragraph 4.9 of the Basic PWS).

2.0. GENERAL REQUIREMENTS

2.1. All requirements in the Basic PWS of this contract apply to this Task Order.

2.2. All work shall be performed in coordination and cooperation with pertinent overseeing

Government personnel. The Government Program Manager (PM) and Engineer are responsible for meeting the program’s cost, schedule, and technical performance objectives. As the system integrator, the Government is the decision authority.

2.3. All work shall be performed in coordination with other applicable contracted personnel.

2.4. All work shall be performed IAW applicable laws and regulations. The Contractor shall

NOT perform any Inherently Governmental Functions as defined in Federal Acquisition

Regulation (FAR) 7.5, “Inherently Governmental Functions”.

2.5. The Contractor shall collaborate with appropriate internal and external stakeholders as needed to accomplish requirements and tasks.

2.6. The Contractor shall recommend and incorporate process and resource efficiencies, including application of streamlined program management techniques and other industry best practices.

2.7. The Contractor shall provide the GBSD SPO with program management and engineering support.

2.8. The Contractor shall support acquisition planning and execution of pre-system acquisition and acquisition phase program activities consistent with DoD 5000 series directives.

2.9. The Contractor shall support joint DoD/DOE Nuclear Weapon life cycle activities, IAW

DoD Directive (DoDD) 3150.01, Joint DoD-Department of Energy/National Nuclear

Security Administration (DOC/NNSA) Nuclear Weapon Life-Cycle Activities, DoDM

5030.55, and any other relevant United States (US) law, DoD, Chairman of the Joint Chiefs of Staff (CJCS), USAF, or other Service Component, directive, policy, instruction, or guide.

2.10. The Contractor shall provide support in meeting program cost, schedule, and technical performance objectives throughout the acquisition phases of the program. This generally includes:

Program schedule management

Acquisition program documentation

Program Risk Management

Strategic planning

Quality Assurance (QA)

Logistics planning

Business and Financial

Management (FM)

Data rights

Data management (DM)

SE

Trade studies

Technical studies

Test and Evaluation (T&E)

Management

Integration needs

Etc.

2.11. The Contractor shall support analysis, planning, and reporting through the chain-of-command of any capability gaps or mission enhancements that may be mitigated through materiel solutions.

2.12. The Contractor shall support preparation of acquisition documents as necessary to prepare for program milestones, and work all associated actions.

2.13. The Contractor shall prepare for and participate in all associated technical reviews, program management reviews, meetings, working groups, and work all associated actions.

2.14. Meeting Support: Appropriate functional Contractor personnel shall participate in, contribute to, and provide technical and programmatic expertise for meetings, reviews, and boards involving the program, IAW the basic PWS paragraph 3.9. (CDRLs A002, A003, A004, A059-73)

3.0. ACQUISITION AND PROGRAM MANAGEMENT SUPPORT

3.1. Schedule Management

Schedule Management Support Description

Scheduling support involves fulfilling GBSD program schedule management, providing assistance to GBSD PMs including development of program schedules, establishment of PM dashboards/reports within scheduling software, creating Work Breakdown Structures (WBSs), Integrated Master Plans (IMPs), Integrated Master Schedules (IMSs) and an Enterprise

Integrated Master Schedule (eIMS), etc.

Due to the complexity of the WS, scheduling support will require personnel familiar with acquisition documentation, program Risk Management, strategic planning, QA, logistics planning, business and FM, data rights, DM, SE, trade studies, technical studies, and scheduling integration needs for the WS.

Reference tools to be used include “DoD Integrated Master Plan and Integrated Master Schedule

Preparation and User Guide”, “Planning and Schedule Excellence Guide (PASEG)”, “Government Accountability Office (GAO) Schedule Assessment Guide”, “Defense Acquisition

Guidebook (DAG)”, DoDI 5000.02T, AF Instruction (AFI) 63-101_20-101, Integrated Life

Cycle Management, “Defense Contract Management Agency (DCMA) 14 Point Assessment

Guide”, “Integrated Program Management Review (IPMR) Implementation Guide”, etc.

Software applications used include Life Cycle Management Process (LCMP); Microsoft Project;

Oracle Primavera Products; other Analytical software for Health and Risk assessments, etc.

3.1.1. The Contractor shall perform program schedule management.

3.1.2. The Contractor shall, using existing documents as a baseline, maintain a GBSD

SPO IMS to facilitate the operation of the GBSD acquisition program battle-rhythm.

3.1.3. The program schedule shall be based upon monthly schedule information received from the Government and other contractors.

3.1.4. The Contractor shall employ the Critical Path Method and baseline disciplines.

3.1.5. The IMS shall allow for planning and progress tracking of activities involved in preparing for and completing major acquisition milestones as part of the GBSD program.

3.1.6. The Contractor shall support program management in execution of the IMP, ICBM

Roadmap, S&T Roadmap, S&T Studies, Dem/Val efforts and GBSD Roadmap

IAW AFI 63-101_20-101.

3.1.7. The Contractor shall support the GBSD SPO in creating program and acquisition schedules to ensure DoD and AF acquisition policies and procedures are addressed.

3.1.8. In program schedules, the Contractor shall:

3.1.8.1. Define relationships among acquisition phases, decision milestones, solicitations, contract awards, SE, design reviews, contract deliveries, T&E activities, production releases, operational deployment objectives, etc.

3.1.8.2. Include quantities to be procured and delivered by Fiscal Year (FY), by phase, in terms of prototypes, engineering development models, Low-Rate

Initial Production (LRIP), Full-Rate Production (FRP), etc.

3.1.8.3. Incorporate inputs from monthly schedule information received from

Government and contractors.

3.1.8.4. Include linkages and dependencies between test facilities, ICBM maintenance activities, Wing schedules, and sustainment and acquisition programs, if applicable, including depletion of assets as related to flight test, etc.

3.1.9. The Contractor shall assist the Government in using schedule as a management and communications tool, providing reports and information on funding, risk, congressional inquiries, etc.

3.1.10. The Contractor shall assist in developing and performing Schedule Risk

Assessments (SRAs).

3.1.11. The Contractor shall develop, evaluate, and validate assigned resources and associated time phasing within baseline, estimate, budget, and funding constraints.

3.1.12. The Contractor shall assist with utilizing schedule for Earned Value Management

(EVM), cost estimating, and preparing Schedule/Cost integrated reports.

3.1.13. The Contractor shall provide additional PM support for the Government as needed.

3.1.14. The Contractor shall conduct schedule maintenance that includes ensuring the program is optimizing overall execution strategy, coordinating workflows, assisting in the decision making process to mitigate risks, resolving challenges on a day-to-day basis, etc.

3.1.15. The Contractor shall assist the Government with reviewing/monitoring/assessing

IMSs of other contractors for the following:

Changes to the critical path

Program maturity

Status of Risk Management activities

Progress on Key Performance Parameters (KPPs) and Technical Performance

Measures (TPMs)

Other relevant, value-added metrics

Etc.

3.1.15.1. The Contractor shall develop and perform "what-if" exercises to identify needed actions and assess candidate solutions.

3.1.16. Schedule Support during the Contracting process

3.1.16.1. The Contractor shall develop, manage, and analyze schedules for planning, coordinating, and tracking progress of Government and industry activities necessary to achieve contract award.

3.1.16.2. The Contractor shall act as advisors to Government Source Selection/ technical evaluation teams in assessing Offerors’ approaches against requirements in the Request for Proposals (RFP), IAW DoD Source

Selection procedures and other applicable regulations.

3.1.17. Enterprise Schedule Support

3.1.17.1. The Contractor shall develop and manage an eIMS that integrates multiple contract schedules, contains all discrete program activities, interfaces with other systems, and ensures schedule integrity using metrics and other schedule health indicators.

3.1.17.2. The Contractor shall assess schedule health using metrics and/or other indicators to drive schedule improvements and identify their potential impacts on cost.

3.1.17.3. The Contractor shall ensure continuous involvement of all functional elements when generating a program/enterprise schedule.

3.1.18. Application Administrative Support

3.1.18.1. The Contractor shall provide application administration and licensing support for all scheduling software (currently Oracle Primavera) to

Government PMs during normal business hours.

3.1.18.2. The Contractor Application Administrator shall perform a monthly audit and report application status to the Government PM. (CDRL A026-1)

3.2. Acquisition Support

3.2.1. The Contractor shall support GBSD acquisition program management.

3.2.2. The Contractor shall contribute Subject Matter Experts (SMEs) and perform system effectiveness assessments for the applicable KPPs, Key System Attributes (KSAs), and other system attributes that have an analytical underpinning and are traceable to the Capability Development Document (CDD).

3.2.3. The Contractor shall support all system design reviews, including Preliminary

Design Review (PDR), Critical Design Review (CDR), Integrated Baseline Review

(IBR), System Verification Review/Functional Configuration Audit (SVR/FCA), IOC Rapid Acquisition Authority (IOC RAA), and Technical Interchange Meetings

(TIMs) as proposed by the Prime Contractor and dictated by the Government through all acquisition phases (e.g. Engineering and Manufacturing Development

(EMD), Production and Deployment (P&D), etc.).

3.2.4. The Contractor shall maintain models and methodologies used in supporting system attribute evaluations to improve, adapt, and update analytic techniques as needed and to ensure quick turn-around analyses can be performed.

3.2.5. The Contractor shall identify and perform system-level trade-off studies and analyses associated with user requirements, designs, test activities, program schedules, functional and performance parameters, and life cycle costs.

3.2.5.1. The Contractor shall identify, and support the Government in identifying the need for trade studies performed at the subsystem level by the

Subsystem Contractors, and evaluating results.

3.2.5.2. Trade studies shall be defined, conducted, and documented IAW applicable CDRLs at various levels of functional or physical detail to support system requirements determinations, functional allocation, and design alternative decisions, or as specifically designated to support the

SE process. Trade studies may include evaluating commonality across

AF/Navy strategic WS technologies or security architectures for GBSD that should be considered.

3.2.6. Cost analysis and Course of Action (COA) evaluations shall be conducted to support investment decisions and formulation of annual Program Objective

Memorandum (POM) inputs to the applicable sponsoring Major Command

(MAJCOM).

3.2.7. The Contractor shall support long term strategic planning for deployment and sustainment activities of GBSD systems by analyzing integration and synchronization activities for potential conflicts in executing program timelines.

3.2.7.1. This support shall include formulating updates for inclusion into the

ICBM and S&T Roadmaps beyond the current Future Years Defense Plan

(FYDP), focusing on the timing/integration of GBSD-related capabilities into Nuclear Deterrence Operations (NDO) as one of the planning tasks.

3.2.7.2. In addition, the Contractor shall support the SPO in synchronizing the

GBSD Program Office Roadmap and S&T Roadmap with the ICBM

Roadmap and Air Force Global Strike Command (AFGSC) NDO Core

Function Master Plan.

3.2.8. The Contractor shall conduct assessments of programmatic (technical, cost, schedule, and other factors) risk in strategic planning for long term sustainment of

ICBM capability, S&T Studies and Dem/Val efforts.

3.2.9. The Contractor shall support development of an integrated, strategic communications framework and governance construct which will facilitate focused, timely, and consistent messaging of GBSD program elements to internal and external stakeholders.

3.2.10. The Contractor shall support knowledge transfer training activities by developing training modules and/or courseware which can be integrated into existing and/or new AF training initiatives. (CDRL A107)

3.2.11. The Contractor shall provide technical and acquisition management support for

RFP development as required.

3.2.12. The Contractor shall coordinate, prepare, and submit quarterly and annual acquisition reports and summaries required by statute or regulation for the Program of Record, utilizing AF and Office of the Secretary of Defense (OSD) systems (e.g.

Defense Acquisition Management Information Retrieval (DAMIR), etc.)

3.3. Program Documentation Preparation

3.3.1. The Contractor shall support documentation preparation for all acquisition phases, sustainment and disposal planning, coordination, and execution by the GBSD SPO.

3.3.2. The Contractor shall, at the request of the Government, prepare or assist in the preparation of acquisition documents to support the acquisition life cycle management processes IAW the IMP. These documents include:

Acquisition plans and strategies

Acquisition Program Baselines (APBs)

Benefit analyses and determinations

Beyond LRIP reports

Briefings (CDRL A003)

Business Case Analyses (BCAs) in support of Government trade studies

Certifications of spectrum support

Competition analyses

Consideration of technology issues

Cooperative opportunities

Core logistics analyses

Cost Analysis Requirements Descriptions (CARDs)

Data requirements

Defense Acquisition Executive Summary (DAES) reports

Detailed Test Plans

DM strategies

Expenditure Plans

Industrial base capabilities considerations

Justification and Approval (J&A) documents

Life Cycle Sustainment Plans (LCSPs)

Live Fire Test and Evaluation (LFT&E) Plans

Logistic Assessments

Logistic/Sustainment BCAs

Manpower estimates

Market research

Military equipment valuations

Military Interdepartmental Purchase Requests (MIPRs)

Performance Plans

Post Implementation Reviews (PIRs)

Program Reviews

Programmatic Environment, Safety, and Occupational Health Evaluations

(PESHEs)

Purchase Requests (PRs)

PWSs

RFPs

Selected Acquisition Reports (SARs)

Source of Repair Analyses (SORAs)

Statements of Objectives (SOOs)

Statements of Work (SOWs)

Technical and performance requirements documents

Test and Evaluation Master Plans (TEMPs)

Test Reports

Unit Cost Reports (UCRs)

All other requirements necessary to meet heading checks, milestones, or decision points

3.3.3. The Contractor shall support development, integration, refinement, review, and staffing of statutory and regulatory documentation leading to all GBSD milestone events.

3.3.4. The Contractor shall work with the AF Requirements Oversight Council (AFROC)/

JROC and AFGSC action officers in facilitating document development and review.

3.4. Risk Management

3.4.1. The Contractor shall support the Risk Management process and Technical WS analysis by applying standard and/or innovative Risk Management assessment, mitigation, and reporting approaches, including fault-tree analysis and integration of human factors considerations.

3.4.2. The Contractor shall assist the GBSD SPO to develop and maintain risk mitigation plans, programs, policies, and procedures to neutralize and minimize the effects of threats and reduce risks and losses.

3.4.3. The Contractor shall advise the GBSD SPO on the impact of unacceptable risks.

3.4.4. In cooperation and coordination with Integrated Product Teams (IPTs) and

Subsystem Contractors, the Contractor shall recommend possible system-level solutions or evaluate proposed solutions if risks are at the subsystem or component level, IAW Mishap Risk Assessment Reports (MRARs), risk assessment studies, and risk assessment recommendations.

3.5. Strategic Planning

3.5.1. The Contractor shall assist with development of the GBSD SPO, S&T, and ICBM roadmaps, technology development and feasibility, readiness assessments, technical/programmatic data repositories, and similar efforts.

3.5.2. The Contractor shall support long range planning studies, preparation of long range plans, and similar planning documentation IAW the CDD.

3.6. Logistics Planning

3.6.1. The Contractor shall conduct logistics activities necessary to ensure effective logistics planning and execution in support of the GBSD SPO.

3.6.2. The Contractor shall assist the Government in planning for all system test resources, sustainment Weapon System Supply Chain Management (WSSCM), and life cycle issues for all acquisition efforts.

3.7. Program (Mission) Assurance, Quality, Manufacturing and Production Support

3.7.1. The Contractor shall support the programmatic implementation and review of

Society of Automotive Engineering (SAE) AS6500, SAE AS9100, Institute of

Electrical and Electronics Engineers (IEEE) 15288.1, and IEEE 15288.2 related efforts.

3.7.2. The Contractor shall attend and support design/technical, manufacturing/production and other reviews, associated manufacturing audits, and risk reduction activities, and advise the Government on optimization and acceptability of processes.

3.7.3. The Contractor shall provide statistical sampling, trending and analysis of data as requested.

3.7.4. Travel may be required by production SMEs outside of the local area approximately four (4) times per year for one (1) week each.

3.8. Business Management

3.8.1. The Contractor shall perform cost versus capability assessments and studies as requested by the Government.

3.9. Acquisition Financial Processes

3.9.1. The Contractor shall assist in monitoring obligations and expenditures, update obligation and expenditure plans, and prepare responses to financial suspenses and funding cut drills IAW Contract Funds Status Reports (CFSRs), Performance and

Cost Reports, Contract WBSs and Contract Summary Reports.

3.9.2. The Contractor shall support planning and preparing future year Planning, Programming, Budgeting, and Execution (PPBE) documentation, to include

Procurement Documents (PDOCs), Research and Development Documents

(RDOCs), POM/Budget Estimate Submission (BES) inputs, obligation and expenditure plans, as well as related briefing materials (briefings, White Papers, etc.).

3.10. Financial Management (FM)

NXFB is the office that manages the PPBE process for the GBSD SPO. This includes financial reporting and ensuring the integrity of financial data within Government accounting and

Information Systems (ISs).

FM support is technical and administrative in nature. FM support does NOT require the

Contractor to perform any Inherently Government Functions, including making any decisions regarding funding obligation authorization, funds certification, etc. The nature of FM support requires the Contractor to adapt to changing standards, policies and practices while performing the tasks within this section of the PWS.

3.10.1. General Requirements

3.10.1.1. The Contractor shall understand and ensure compliance with fiscal laws and funding policies.

3.10.1.2. The Contractor shall provide decision support and financial reporting to

GBSD personnel, management, and stakeholders.

3.10.1.3. The Contractor shall ensure the integrity of financial data within

Government accounting and ISs.

3.10.2. Programming

3.10.2.1. The Contractor shall participate in and provide information for planning, writing, programming, documenting, and justifying GBSD SPO requirements IAW ICBM standards and regulatory guidance.

3.10.2.2. The Contractor shall participate in and provide information for preparation of the annual POM and related briefings.

3.10.2.3. The Contractor shall ensure all acquisition and sustainment program requirements are recorded, programmed, and phased correctly in applicable financial systems.

3.10.2.4. The Contractor shall review cost estimates (Program Office Estimates

(POEs), POE annual updates, and Independent Government Estimates

(IGEs)) to ensure requirements and budgets are accurately recorded in applicable financial systems across programs’ life cycles.

3.10.2.5. The Contractor shall ensure funding requirements and budget levels are accounted for and balanced across all assigned financial systems and products.

3.10.3. Budgeting and Execution

3.10.3.1. The Contractor shall ensure compliance with fiscal laws and funding policies prior to Early Acquisition Strategy (EAS) briefings, Early

Strategy and Issues Session (ESIS) briefings, and POM submissions.

3.10.3.2. The Contractor shall record program budgets in applicable financial systems.

3.10.3.3. The Contractor shall formulate, document, and justify assigned budgets

IAW ICBM standards and regulatory guidance.

3.10.3.4. The Contractor shall assist the Government with the preparation of assigned budget formulation efforts such as the BES and President’s

Budget (PB) as well as budget adjustment activities such as realignments and reprogramming.

3.10.3.5. The Contractor shall prepare Target Loads according to Financial

Improvement and Audit Readiness (FIAR) standards, while ensuring they are supported by Budget Authorization/Allocation or Operating Budget

Authority documentation.

3.10.3.6. The Contractor shall assist the Government with management of budget overages and shortfalls, preparation of reprogramming/realignment requests that meet overall system priorities, and preparing responses to budget cut drills.

3.10.3.7. The Contractor shall analyze and provide solutions for how to meet OSD goals.

3.10.4. Forecasting

3.10.4.1. Obligation Forecasting

3.10.4.1.1. The Contractor shall create obligation forecasts for all funded requirements.

3.10.4.1.2. The Contractor shall ensure obligation forecast plans are submitted, coordinated, accounted for, and reported in required financial systems/products.

3.10.4.1.3. The Contractor shall verify all approved budgets are forecasted with relevant obligation activities.

3.10.4.1.4. The Contractor shall confirm obligation documentation is accounted for in assigned Government systems, imbalances with financial systems and financial documentation are identified and resolved, and issues are communicated as required to the Government.

3.10.4.2. Expenditure Forecasting

3.10.4.2.1. The Contractor shall create expenditure forecasts for all funded and unfunded requirements, as needed.

3.10.4.2.2. The Contractor shall ensure forecasted expenditure plans are submitted, coordinated, accounted for, and reported in required financial systems/products.

3.10.4.2.3. The Contractor shall ensure all approved budgets are forecasted with relevant expenditure activities.

3.10.4.2.4. The Contractor shall ensure relevant invoice activities are accounted for in assigned Government systems, imbalances with financial systems are identified and resolved, and issues are communicated as required to the Government.

3.10.5. New Start Notification

3.10.5.1. The Contractor shall assist in reviews and coordination of New Start

Notifications that conform to AFI 65-601, Budget Guidance and

Procedures, and DoD Financial Management Regulation (FMR) 7000.14.

3.10.6. Execution of Current Year Funds

3.10.6.1. The Contractor shall ensure funds are executed properly and timely IAW all applicable laws and regulations.

3.10.7. Requirements, Funded, and Unfunded Activities

3.10.7.1. The Contractor shall ensure requirements documentation balances with assigned financial systems to actively track funding requirements through the FYDP.

3.10.7.2. The Contractor shall ensure funded requirements, Unfunded Requirements

(UFRs), and excess funding are recognized and properly supported in assigned financial systems.

3.10.7.3. The Contractor shall evaluate and analyze funds execution each month, identify potential funding sources, and notify the Government of funding disconnects.

3.10.8. Fiscal Year Closeout

3.10.8.1. The Contractor shall support the Government to ensure that funds are ultimately 100% obligated or in contingent liability prior to funds expiration, and notify the Government when not 100%.

3.10.8.2. The Contractor shall work with applicable Government leadership to ensure that requirements are represented in year-end spending lists and prioritized appropriately.

3.10.9. Expiring Year and Expired Funds Management

3.10.9.1. The Contractor shall support the Government in managing unobligated and/or unliquidated active funds that can be utilized prior to funds expiration.

3.10.9.2. The Contractor shall support the Government in managing expired funds that can be utilized prior to funds cancellation.

3.10.9.3. The Contractor shall provide advice on how to obligate or declare all unobligated expiring and expired funds as excess while funds are still available.

3.10.9.4. The Contractor shall assist the Government in control of obligation of expired FY funds.

3.10.9.5. The Contractor shall ensure new obligations of expired funds are coordinated in financial and program management systems as Upward

Obligation Adjustments (UOAs).

3.10.10. Accounting

3.10.10.1. The Contractor shall build funding Lines of Accounting (LOAs), perform

Comprehensive Cost and Requirements (CCaR) system reconciliations, validate LOA build accuracy in the Commanders Resource Integration

System (CRIS), perform Tri-Annual Review of documents, research

Open Document List (ODL) issues (such as dormant obligations, canceling year unliquidated obligations, fall-out/fall-in analysis, accounting errors, etc.), ensure the quality of CCaR records, and reconcile and balance related systems (e.g. CCaR to General Accounting and Finance System (GAFS) daily, CCaR to Funded Requirements

Management (FRM) and Project Management Resource Tool (PMRT)

Enterprise Analytics (EA), and GAFS to Mechanization of Contract

Administration Services (MOCAS)/Shared Data Warehouse and FM

Suite) while working ODL issues.

3.10.10.2. The Contractor shall participate in preparation and presentation of a monthly ODL status report.

3.10.10.3. The Contractor shall coordinate with the assigned Base Comptroller

Office and/or the Defense Finance and Accounting Service (DFAS) to resolve and/or close any ODL issues.

3.10.10.4. The Contractor shall ensure the accuracy of month-end reports.

3.10.10.5. The Contractor shall review and update assigned program budgets and funds execution in CCaR as necessary.

3.10.11. Reconciliation

3.10.11.1. The Contractor shall provide advice and recommendations on monitoring the PMRT financial system data (CCaRs, Monthly Acquisition Reports

(MARs), etc.) to support budget development, forecasting obligations, and expenditure plans, while maintaining traceability of budget items to other program documentation.

3.10.11.2. The Contractor shall provide advice and recommendations on creating inputs necessary for all applicable budget exhibits or ICBM appropriations.

3.10.11.3. The Contractor shall provide advice and recommendations on forecasting and reconciliation efforts related to obligations and expenditure plans, contingent liabilities, and inconsistent or inappropriate billing.

3.10.11.4. The Contractor shall identify potential shortfalls and execution issues, and provide mitigation strategies for forward financing issues, excessive billing cycle lag, potential shortfalls, and contingency liability sufficiency.

3.10.11.5. The Contractor shall document and present the results of the previous tasks to AFNWC Budget Chiefs or designees, and higher headquarters.

(CDRL A003)

3.10.12. Decision Support and Reporting

3.10.12.1. The Contractor shall provide advice, assistance, and recommendations regarding Financial Status Reports.

3.10.12.2. The Contractor shall produce financial status reports.

3.10.12.3. The Contractor shall develop a financial execution status briefing consisting of: (CDRL A003)

Execution plans and status

Execution issues and obligated/unobligated funds

Expenditure status

UFRs and potential realignments after analyzing budget excesses and shortfalls

Future events within the assigned organization’s battle rhythm as related to FM and budget

Major issues and risks with assigned funds

Ways to achieve effective programming, budgeting, and funds execution

Ways to achieve effective internal control of division requirements and resources

Viable alternatives and recommendations

3.10.12.4. The Contractor shall advise the Government on:

3.10.12.4.1. Managing funding requirements in relevant assigned GBSD systems

3.10.12.4.2. Producing the annual BES/PB submission

3.10.12.4.3. Budget execution

3.10.12.4.4. Extracting, preparing, and presenting the financial information required in acquisition and sustainment briefings and reports such as:

EASs

MARs

SARs

DAES

Constrained/Unconstrained Budget Reports

Long Range Defense Planning (LRDP)

Financial Working Groups (FWGs)

Program Management Reviews (PMRs)

Etc.

3.10.12.4.5. Accuracy and probability of obligation and expenditure forecasts, obligation events, and program schedules

3.10.12.4.6. Assisting working groups/IPTs with writing effective program and requirements descriptions and impact narratives

3.10.12.4.7. Other finance-related issues as needed

3.10.12.5. The Contractor shall provide analysis, advice, and assistance with:

3.10.12.5.1. Improving internal financial processes and incorporating best practices

3.10.12.5.2. Financial impacts of changes to and interpretations of regulations and policies

3.10.12.5.3. Impacts of FYDP planning numbers, budget outlooks and

MAJCOM/SAF FY guidance

3.10.12.5.4. Impacts of spending trends

3.10.12.5.5. Completing suspensed tasks

3.10.12.5.6. Preparing reports or minutes of meetings attended (CDRL

A004)

3.10.12.5.7. Preparing for CAM Advisory Councils, FWGs, Investment

Financial Working Groups (IFWGs), Resource Management

Boards (RMBs), Spring Program Reviews (SPRs), Fall

Program Reviews (FPRs), Investment Budget Reviews, and the Manager’s Internal Control Program (MICP)

3.10.12.5.8. Viable alternatives and recommendations

3.10.12.5.9. Other finance-related issues as needed

3.10.12.5.10.Stakeholder Support

3.10.12.6. The Contractor shall advise and assist key GBSD stakeholders (e.g.

AFGSC, AF Materiel Command (AFMC), AFNWC/FM, AF Program

Executive Officer/Strategic Systems (AFPEO/SS), US Strategic

Command (USSTRATCOM), Program Element Monitors (PEMs) at

Secretary of the AF for Acquisition (SAF/AQ), etc.) to advocate effectively for GBSD needs.

3.10.12.6.1. The Contractor shall respond to stakeholder questions and requests for information by suspense dates and times.

3.10.13. Funding Document Support

3.10.13.1. The Contractor shall review, track, and assist with building funding documents such as:

AF Form 9 - Request for Purchase

DoD Form (DD) 448 - Military Interdepartmental Purchase Request

AF Form 185 - Project Order

AF Form 4009 - Government Purchase Card Fund Cite Authorization

AF Form 406 - Miscellaneous Obligation/Reimbursement Document

AFMC Form 181 - Project Order

AFMC Form 376 - Administrative Commitment Document

Other funding documents as needed

3.10.13.2. The Contractor shall utilize and comply with the AFNWC FM Records

Management Plan to ensure ease of access to financial information and continuity of operations.

3.10.14. Systems

3.10.14.1. The Contractor will be provided access to and shall use Government accounting and information as required, in the following systems:

FM Suite

Defense Enterprise Accounting Management System (DEAMS)

Automated Funds Management (AFM)

Defense Transaction Interface Module Systems (DTIMS)

CRIS

Integrated Budget Documentation and Execution System (IDECS)

Centralized Access for Data Exchange (CAFDEx)

FRM

Job Order Production Master System (JOPMS/G004L)

Automated Project Order (APO/JO25A)

Defense Industrial Financial Management System (DIFMS)

Electronic Document Access (EDA)

Automated Business Services System (ABSS)

PMRT including CCaR and EA

Defense Travel System (DTS)

Shared Data Warehouse (SDW)

Wide Area Workflow (WAWF)

MOCAS

Other systems as required

3.11. Cost Control and Efficiency Improvement

In order to implement recent policy regarding Government acquisition, the GBSD SPO requires insight in sufficient detail to adequately assess priorities and assign responsibility to Program

Management.

3.11.1. The Contractor shall work with the GBSD SPO to seek more efficient methods to sustain and manage the integration of the ICBM WS.

3.12. ISC Support for Subsystem Cost Control and Efficiency Improvements

3.12.1. The Contractor shall assist GBSD SPO Program Management in working with

Subsystem Contractors to determine the priority of on-going tasks and activities in support of long-range plans and in assessing efficiency initiatives identified by IPTs and Subsystem Contractors.

3.13. Relationship with Cost Estimators

3.13.1. The Contractor shall maintain a productive relationship with GBSD and AFNWC cost estimation contractors and Government personnel in support of the GBSD Cost

Chief and the organization.

3.13.2. The Contractor shall provide technical support to cost estimation, as requested by the Government.

3.14. Reports and Data Management:

3.14.1. The Contractor shall provide monthly program status reports and/or briefings that inform the Government on performance, schedule, risk, etc., for both the GBSD

Program and all GBSD ISC Contract Line Item Numbers (CLINs). This will allow the Government to make critical decisions and re-vector if needed. (CDRLs A026-

1, A003)

3.14.2. The Contractor shall provide support for the management of GBSD SPO data, including managing data deliveries, systems, processes, tools, and configuration controlled products for efficiently maintaining and locating GBSD SPO data.

4.0. ENGINEERING AND TECHNICAL SUPPORT

4.1. Knowledge Transfer (KT)

The goal of KT is to create a capable and competent Government workforce prepared to manage and perform the necessary functions in providing daily ICBM WS life cycle support.

The objective of KT is to improve AF personnel’s ICBM life cycle support competencies. To this end, the GBSD SPO may identify areas where ICBM-specific training or courses of various technical depth, complexity, and duration are desired.

Requirements include developing training material and courses, providing all logistics support required for the training, tracking student attendance, etc.

4.1.1. The Contractor shall provide insight and assist the Government in developing an innovative solution that accomplishes KT.

4.1.2. The Contractor shall identify subject areas pertinent to ICBM WS support and where instruction would be beneficial to the AF.

4.1.3. The Contractor shall provide insight and assist the Government in developing a variety of training and classes as requested.

4.1.4. The Contractor shall develop lesson plans. (CDRL A008-4)

4.1.5. The Contractor shall provide instructors and logistics support to accomplish required training, ranging from standalone Computer Based Training modules to multi-hour/day instructor lead courses, either in AF facilities or off-site.

4.1.6. The Contractor shall deliver all developed training plans and tests to the

Government. (CDRL A008-4)

4.2. Technology Maturation

4.2.1. The Contractor shall develop plans and provide technical and management support for insertion of future technology maturation to meet the GBSD modular and flexible acquisition strategy.

4.3. Digital Engineering System (DES)

Model-Based Systems Engineering (MBSE), supported by robust Digital Engineering capabilities, facilitates the Government’s ability to Own the Technical Baseline (OTTB) and is a key pillar of the GBSD acquisition strategy. MBSE tools and architectural models reside and are used in a Government-owned digital environment, deployed to both cloud and on-premises secure networks.

4.3.1. The Contractor shall support both MBSE and the development of the digital environment currently in work.

4.3.2. Support for the DES effort shall include:

4.3.2.1. Development, support, and use of MBSE architectures, including modeling languages (e.g. Systems Modeling Language [SysML]) and frameworks (e.g. DoD Architecture Framework [DoDAF] and Unified

Architecture Framework [UAF]), in addition to supporting modeling applications such as Cameo Enterprise Architecture

4.3.2.2. Development, support, and use of Product Lifecycle Management (PLM) procedures and implementation, including use of applications such as

Siemens TeamCenter, in addition to ensuring PLM’s interface with Digital

Engineering applications/tools and data products (e.g. MBSE architectures)

4.3.2.3. Development, support, and use of DevSecOps, Cloud Architecture, and

Infrastructure as Code (IaC) for Digital Engineering applications

4.3.2.4. Development, support, and use of Agile processes and methodologies

4.3.2.5. Other support as required

4.4. Subsystem Integration

4.4.1. The Contractor shall perform trade studies to optimize KPPs and establish baselines for new and evolving requirements, as well as integration of future subsystem advancements into the GBSD baseline.

4.4.2. The Contractor shall maintain and track system requirements and recommend system and subsystem requirements.

4.4.3. The Contractor shall perform system requirements allocation for new and evolving requirements.

4.4.4. The Contractor shall identify impacts to GBSD system requirements and subsystems.

4.4.5. The Contractor shall maintain system/subsystem interfaces and interface documents.

4.4.6. The Contractor shall perform system and subsystem trade studies, including obsolescence, age-out, attrition affordability, and performance requirements.

4.4.7. The Contractor shall support system concept development and performance assessments.

4.4.8. The Contractor shall support technology demonstrations and prototypes to mitigate technical risk.

4.4.9. The Contractor shall support reliability, maintainability, and availability assessments.

4.4.10. The Contractor shall provide configuration management for trade studies, modeling and simulation, and draft configuration changes.

4.4.11. The Contractor shall establish and maintain a GBSD Nuclear Hardness and Surety

(NH&S) capability to meet GBSD requirements and facilitate certification. (CDRL

A089)

4.5. Test and Evaluation (T&E)

4.5.1. The Contractor shall provide expertise in establishing T&E requirements as a part of the SE process to transform an operational need into a preferred system configuration and as a result of design changes or modifications to the system IAW

GBSD T&E processes.

4.5.2. The Contractor shall plan and oversee T&E as required throughout the WS (WS, segment, system, subsystem) to verify resulting design requirements, physical architecture, and physical interfaces, to ensure functional and performance requirements are satisfied per Government direction.

4.5.3. The Contractor shall support the SPO to verify and validate the adequacy of T&E requirements and plans created by Subsystem Contractors for subsystem-levels of architecture.

4.5.4. Operational and developmental tests and associated processes shall be conducted in cooperation with the Responsible Testing Authority.

4.5.5. The Contractor shall provide T&E MBSE architecture and analytical support.

4.5.6. The Contractor shall provide technical expertise on T&E matters throughout the

WS, including cross-cutting areas (examples: NH&S, cybersecurity, reliability, LFT&E, software, etc.), for test planning and implementation, test conduct, resource planning, and test reporting.

4.5.7. The Contractor shall identify T&E facility and test capability gaps required for the

GBSD T&E program as well as manage development efforts that provide timely solutions to resolve the identified gaps.

4.5.8. The Contractor shall develop and manage the Government’s T&E deficiency reporting system and common T&E database.

4.6. Modeling And Simulation

4.6.1. The Contractor shall employ approved Government systems to maintain capabilities to perform modeling, simulation, and analysis of the GBSD baseline and to evaluate all GBSD subsystem (i.e. guidance, ground, propulsion, reentry systems, etc.)

modifications where needed to enable system level trade studies, requirements analysis, performance assessments, flight test predictions and assessment, and end-to-end mission simulations.

4.6.1.1. The Contractor shall follow approved Government Development, Security, and Operations (DevSecOps) software development processes for development or modification of configuration controlled modeling and simulation tools IAW the DoD Reference Architecture described in “DoD

Enterprise DevSecOps Reference Design Version 1.0”.

4.6.1.2. The Contractor shall incorporate unit tests for all software development efforts, and use a microservices architecture, kubernetes and containerization to the maximum extent practicable, with exceptions to these design patterns being approved by the GBSD SPO.

4.6.1.3. The Contractor shall develop a verification and validation plan for all models and simulations developed by the Contractor and, with

Government approval, execute it. (CDRL A168)

4.6.2. The Contractor shall provide expertise and assist the Government in conducting verification, validation, and accreditation of new and modified models and simulations.

4.6.3. The Contractor shall support the SPO in developing modeling and simulation verification, validation, and accreditation requirements for external partners such as the National Nuclear Security Administration (NNSA), AF Operational Test and

Evaluation Center (AFOTEC), and Joint Interoperability Test Command (JITC).

5.0. SECURITY SUPPORT

Note: GBSD Security Support (encompassing all of section 5.0) will not be required immediately upon contract award of ISC 2.0. Quantities of personnel and Contractor facility requirements will be negotiated if/when support is required.

5.1. SPECIAL ACCESS PROGRAM (SAP) SECURITY SUPPORT SERVICES (SSS)

The objective of AF SAP SSS is to assist the AF Cognizant Security Authority (CSA) in oversight of enhanced National Security Objectives supporting AF SAP interests. This objective is accomplished through active and integrated security operations, processes, mechanisms, and management.

5.1.1. If facilities are leased and controlled by the Contractor, the Contractor shall perform

SAP SSS in those facilities.

5.1.2. This support shall provide multi-disciplinary security support, including specialized analytical/program protection support, while being responsive and flexible to dynamic SAP security situations.

5.1.3. The Contractor shall provide a proactive management structure that assists in evaluating and implementing opportunities for security process improvement, and enhances overall program security while realizing efficiencies, without security degradations.

5.1.4. The Contractor shall provide full-time support across a wide spectrum of security disciplines.

5.1.4.1. The Contractor shall provide multi-disciplinary security support, including specialized analytical/program protection support, while being responsive and flexible to dynamic SAP security situations.

5.1.4.2. The Contractor shall support surge requirements when notified by the

Procuring Contracting Officer (PCO).

5.1.5. All individuals supporting GBSD shall possess or have the ability to obtain a Top

Secret Security Clearance and Single Scope Background Investigation (SSBI) current within the last six (6) years (with limited exception) and be eligible for

Sensitive Compartmented Information (SCI).

5.1.5.1. Depending on the position, additional security screening may also be required (e.g. polygraph examination, etc.).

5.1.6. Individuals supporting SSS shall perform a combination of the functions below:

5.1.6.1. Attend meetings

5.1.6.2. Prepare/present briefings, graphics, and visuals for/to leadership (CDRL

A003)

5.1.6.3. Prepare…