ATTACHMENT_1_Ground_PWS.docx

INTERCONTINENTAL BALLISTIC MISSILE (ICBM)

GROUND SUBSYSTEMS SUPPORT CONTRACT (GSSC)

PERFORMANCE WORK STATEMENT (PWS)

FOR

AIR FORCE NUCLEAR WEAPONS CENTER (AFNWC)

ICBM SYSTEMS DIRECTORATE (ICBMSD)

Ground Systems Division (GSD) - AFNWC/NIA

20 November 2013

DISCLAIMER: The requirements and structure of the GSSC as expressed in this document are subject to change based on market research, feedback, and further refinement of requirements.

TABLE OF CONTENTS

SECTION I - DESCRIPTION OF SERVICES

Scope This Performance Work Statement (PWS) describes the services the Ground Subsystems Support Contract (GSSC) contractor must provide to ensure all Ground Subsystems remain operational to meet warfighter requirements. Unless otherwise specified, “Government” refers specifically to the Intercontinental Ballistic Missile Systems Directorate (ICBMSD).

All Ground Subsystems-related sustainment will be within the scope of the GSSC. Some sustainment efforts will have separate Contract Line Item Numbers (CLIN) and separate Statements of Objectives (SOO) as part of the Request for Proposal (RFP). The nature of Ground Subsystems-related sustainment will necessitate new requirement generation for future efforts; the Government will retain the option of assigning them to the GSSC contractor, or openly competing them if it is determined to be in the best interest of the Government. Any future efforts against GSSC will be added as a contract modification, using a separate CLIN and SOO/Statement of Work (SOW).

1.1 Purpose

The purpose of the GSSC is to provide program management support, engineering services, and emergency response that adheres to defined requirements specified in this PWS. This PWS identifies contract effort and products necessary to perform required support in operational and sustainment activities, encompassing areas such as analyses; system and subsystem evaluation; technical advice and assistance; risk management and mitigation; equipment reviews; Acquisition Category (ACAT) II, ACAT III, and non-ACAT acquisitions; and training in support of sustainment of the Minuteman III (MMIII) Intercontinental Ballistic Missile (ICBM) Weapon System (WS) Ground Subsystems. The use of “contractor” hereafter refers to the GSSC contractor. All references to other contractors will be specifically stated (e.g., Integration Support Contract (ISC) contractor, Guidance Subsystem Support Contract (Guidance SSC) contractor, and other subsystem contractors, etc.).

1.2 Background

The MMIII is a mature weapon system currently in the Operations and Support Phase of its life cycle. General system performance parameters that reflect the suitability (degree of readiness to perform the mission) for the MMIII weapon system are availability, reliability, maintainability, compatibility, transportability, usage, human factors, manpower, logistics supportability, environmental effects and impacts, training, sources of supply and maintenance, and critical manufacturing processes. Effectiveness is defined as degree of mission accomplishment and is defined by the key performance parameters of availability, reliability, accuracy, and hardness as identified in Weapon System Specification (WSS) S-133-128, System Specification for MMIII, (WS-133A-M, Wings I, III, V) (WS-133B, Wing I) End Item Specifications threats and vulnerabilities defined in Appendix III of the WSS, and operations doctrine developed and maintained by United States Strategic Command (USSTRATCOM). Further details are contained in the draft Operational Safety, Suitability and Effectiveness (OSS&E) Baseline Document (OBD). The primary ICBM activity is the sustainment of the operational force in a state of readiness such that national defense strategies involving these systems can be successfully executed. Many major components have exceeded their life cycles and others are projected to exceed them in the future. Critical emphasis must be focused on prudent logistical intervention through such methods as aging surveillance (AS), Service Life Extension Programs (SLEP), modifications, and replacement programs to ensure the WS continues to reliably operate through the end date currently projected through 2030. Weapon system sustainment includes incorporating MMIII system modifications in response to requirements of the following:

Performance improvements Correction of system deficiencies Life extensions Advances in technology Policies mandated by Congress or directed by other higher authorities Threat or safety-driven changes Changes in the operational environment such as support and maintenance policies Requirements for changes or modifications to fielded subsystem(s) are usually driven at the subsystem or lower level. Satisfying these requirements for performance improvements or deficiency corrections generally involves subsystem modification activities that inherently include potential for impacting system-level performance parameters.

1.3 Applicable Ground Subsystem(s)

The contractor role is to provide support for MMIII Ground Subsystems equipment in system and sustainment engineering, and relevant operations and maintenance (O&M) tasks as directed. The contractor will be responsible for providing support to the Government as needed to repair and/or maintain Ground Subsystems components. The contractor will also provide support during Missile Potential Hazard Network (MPHN) events. A MPHN is initiated in response to abnormal situations outside of technical data that create potential personnel or system safety hazards.

The following represents Ground Subsystems Integrated Program Team (IPT) structure of current programs and is provided for informational purposes only. This is to serve as a guide to enable the contractor to scope the total effort, provide the optimal skill level, and labor category mix required to effectively accomplish the required support. For additional information on ICBM Ground Subsystems reference the following documents: Ground Subsystems Division Work Unit Code Manuals, Work Breakdown Structure, Minuteman Ground Subsystems Reference Book, and the Product WBS in APPENDIX E: WORK BREAKDOWN STRUCTURE (WBS).

Mechanical: Heating, Ventilation, and Air Conditioning (HVAC), Rivet Minuteman Integrated Life Extension (MILE), Access Control, Hardness Protection Launcher Support Systems, Airborne Launch Control Systems, Trainers, Test Unique Equipment (Kwajalein Missile Impact Scoring System), Vandenberg Air Force Base (AFB) Launch Support System (LSS), Guided Missile Launcher Electrical Circuit (GMLEC), Simulated Electronic Launch Minuteman (SELM), Transportation and Handling Electrical: Power Systems, Security Systems, ICBM Operational Software Sustainment Program (IOSSP), Ground Minuteman Automatic Test System (GMATS), Programmer Group, Command Message Processing Group, ICBM Code Processing System (ICPS): Wing Code Processing System (WCPS), Hardware Certification/Verification System (HCVE), & Shielded Enclosure (SE); Rapid Execution and Combat Targeting (REACT), Strategic Automated Command and Control System (SACCS), Minimum Essential Emergency Communications Network (MEECN), and Hardened Intersite Cable System (HICS) support equipment. NOTE: SACCS is a stand-alone weapon system and global communication network managed by ICBMSD.

1.4 Future ICBM Sustainment and Acquisition Construct (FISAC) Description The Government has prepared a sustainment concept to ensure a safe, secure, and reliable MMIII ICBM Weapon System through 2030. This FISAC replaced the ICBM Prime Integration Contract (IPIC). The FISAC structure and its relationship to the Ground Subsystem are described in Figure 1:

Figure 1: FISAC Structure

1.4.1 ICBMSD/GSSC Relationship

The contractor shall perform the subsystem(s) functions shown in Figure 2 and described in this PWS. The contractor will provide the Government with technical expertise for Ground Subsystems in system engineering to include sustainment, aging surveillance, modification of subsystems and equipment, developmental engineering, production engineering, procurement, assessment, anomaly resolution, test and evaluation (T&E), configuration management (CM), software updates, Interface Control Working Group (ICWG) participation, nuclear surety, and system safety. Other technical and programmatic services in Figure 2 are required as needed to ensure the WS will continue to meet key performance parameters (KPP) through 2030. The contractor will provide breadth and depth of capabilities for the functional disciplines listed in the APPENDIX E. WORK BREAKDOWN STRUCTURE (WBS), across the Ground Subsystems. Ensuring complete integration of any modification is critical and will be the responsibility of the contractor. All modifications accomplished by the contractor or their subcontractors will be analyzed for any potential integration impact whether it is only the Ground Subsystems or the weapon system as a whole.

Figure 2: FISAC Working RelationshipsICBM Systems Directorate Function: Weapon System Integrator Subsystem Contractor Function: Hardware/Software Providers Cross Communication

1.4.2 ICBMSD/GSSC/ISC Relationship

While the contractor will provide sustaining engineering support to the Ground Subsystems, the ISC contractor will also provide weapon system expertise and support that may produce requirements and other documentation for subsystem acquisitions that would create an Organizational Conflict of Interest (OCI) if produced by the subsystem contractor. As GSSC Subsystems programs requiring ISC contractor support are initiated, new CLINs will be added to the ISC for those tasks. This is required to ensure the proper appropriations are used and each program pays for the additional support required.

The ISC contractor will only provide contractual direction to its subcontractors. Likewise, the GSSC contractor will only provide direction to its subcontractors. See Figure 1 above. However, when tasked by the Government, the GSSC contractor will provide technical assistance to the ISC contractor in any Ground Subsystems-related issues as required. Activities may include trade studies, safety analyses, nuclear surety related investigations, technical order (TO) changes, engineering changes, specification changes, review boards, working groups, long-range planning activities, feasibility studies, WS integration issues, and mishap investigations.

In order to competently and conscientiously support the MMIII, the Air Force (AF) requires its contractors and their subcontractors to effectively share information concerning the status of programs and technical issues with the weapon system. This communication will need to occur with the Government and among other support contractors to the maximum extent consistent with proper protection of classified and/or other sensitive information. To achieve this, the GSSC contractor will have appropriate Non-Disclosure Agreements (NDA) with other contractors and subcontractors as applicable and demonstrate the ability and willingness to communicate openly.

The IPIC was structured with the F-900 clause to prevent disruption of repairs, modifications, or additional tasks. The GSSC contractor will interface with GSD F-900 programs under the IPIC (F42610-98-C-0001). Along with the ISC contractor, the GSSC contractor will also interact with additional Government-managed programs to integrate those efforts and ensure weapon system needs are being met. Performance on F-900 efforts by the IPIC contractor will continue until completion of the task, subject to availability of funds, unless terminated by the Government and regardless of whether or not a succeeding option for engineering services is exercised.

1.4.3 GSSC Contractor/Other Government-Managed Contractors Relationships Each subsystem sustainment contract in the FISAC will include the system and sustainment engineering efforts for that subsystem and any relevant support tasks required to sustain the subsystem that are not accomplished on a different contract or by an organic entity. ACAT II, and ACAT III programs, and nonACAT efforts may be executed by the contractor, or openly competed. It is not the intent of the Government to include ACAT I Programs on this contract; however, it is not prohibited. Nuclear Safety Cross Check Analysis (NSCCA), Performance Analysis Technical Evaluation (PATE), and Independent Verification and Validation (IV&V) for software will be managed by the AF and performed by an independent contractor (see Note below). The contractor will be responsible for integration of all Ground Subsystems efforts and will collaborate with other Government contractors as required.

Note: The NSCCA/PATE/IV&V contractor is required to maintain technical, managerial, and financial independence from ICBM Program software developer contractors. In order to maintain technical independence, the ICBM Program software developer contractors shall not have access to the NSCCA/PATE/IV&V contractor’s test plans, test procedures, and Final Design Certification Reports (FDCR). Similarly, the NSCCA/PATE/IV&V contractor will not have access to the developer’s test documentation.

1.4.4 Technical Council

The contractor and its subcontractors (those requested or approved by the Government) will be key participants on the ICBM Technical Council. The ICBMSD establishes and chairs this council which will meet at a minimum semi-annually and maximum quarterly, as determined by the Director, ICBMSD, and be comprised of contractor and ICBMSD representatives from each of the subsystems. The Technical Council will provide a forum where the ICBMSD and key suppliers at various levels can directly, and on an equal level, engage on issues important to ICBM systems.

1.4.4.1 Government Members

Director, ICBMSD (Chair), Director of Engineering (Alt Chair), Chief Engineer, ICBM Flight Systems, Chief Engineer, ICBM Ground Systems, Chief Engineer, Systems Engineering. Representatives from the following organizations will also be included: 748th Supply Chain Management Group (SCMG), Air Force Global Strike Command (AFGSC) (HQ/OL-J), Air Force Nuclear Weapons Center (AFNWC) Engineering and Technical Management Directorate (AFNWC/EN), AFNWC Logistics Directorate (AFNWC/LG), AFNWC Intelligence and Capabilities Integration Directorate (AFNWC/XR), AFNWC Logistics Directorate (AFNWC/LG), AF Program Executive Officer, Strategic Systems (AFLCMC/SS), 309th Maintenance Wing, and others as determined appropriate by the ICBMSD.

1.4.4.2 Associate Government Members

Associate Government members are designated by the relevant Integrated Product Team (IPT) Chief or Director of Engineering.

1.4.4.3 Contractor Primary Members

Contractor primary members are ISC, Guidance Subsystem, Propulsion Subsystem, Reentry System/Reentry Vehicle Subsystem, and Ground Subsystems contractors.

1.4.4.4 Associate Contract Members

The relevant Government IPT Chief or Chief Engineer will designate associate contractor members chosen from the contractors currently on contract to perform ICBM support. Examples of expected members are Finite Element Analysis provider, C3 provider, ICBM crypto/codes provider, and Rapid Execution and Combat Targeting (REACT) console provider. If an associate contractor is also a subsystem contractor and primary technical council member, then additional membership is not required.

1.4.4.5 Ground Rules

Meetings of the ICBM Technical Council are expected to be a place of frank and open discussion of ICBM issues. Classified discussion at the SECRET level may occur, requiring proper visitor clearances be on file with the ICBMSD security office. The Technical Council is not intended to be a decision making body, nor does it provide contractual direction. The technical council shall be conducted in a non-attribution environment with clear attention paid to protection of proprietary rights. Prior to each meeting a call for topics and agenda will go out to all participating members. Topics for discussion will be prioritized by the Director of Engineering. The Director of Engineering reserves the right to defer topics to another meeting to maintain focus on priority topics. Each meeting will allow time for review of all action items to ensure the proper personnel are assigned and aware.

1.5 APPLICABLE DOCUMENTS

Applicable documents related to specifications, standards, handbooks, regulations, instructions, and applicable to the work required in the performance of this contract are listed in APPENDIX B: APPLICABLE DOCUMENTS. The documents in Appendix B form a part of this PWS to the extent specified. In the event of conflict between the document referenced and contents of this PWS, the PWS shall be considered a superseding requirement. If vendors are knowledgeable of critical documents or requirements not listed in this PWS, it is expected they inform the Government to ensure adequate coverage.

The contractor shall comply with the current versions of applicable documents unless specifically exempted by the Government.

1.6 REQUIREMENTS SUMMARY

The contractor shall perform support services as defined in this PWS and further specified in separately issued task orders. These requirements apply to all task orders issued under the GSSC unless otherwise stated.

1.6.1 Contractor Overarching Capabilities

1.6.1.1 The contractor shall provide a capability to perform the following activities as directed in the performance of the GSSC:

Conduct systems and sustaining engineering to provide breadth and depth of capabilities to support the Ground Subsystems listed in the APPENDIX E. WORK BREAKDOWN STRUCTURE (WBS).

Design, development, production, and installation of Government-directed modifications to Ground Subsystems to include hardware, software, and firmware as directed by future delivery/task orders.

Provide oversight of all modification/replacements and present the Government with recommended options to ensure the best value for the least cost. The primary focus will be to ensure any modifications or changes to the system will maintain and/or improve system-level performance.

Design, development, and production of replacement equipment (new redesigned non-ACAT I equipment configurations).

Repair and maintenance of Ground Subsystems in support of Contractor Logistics Support (CLS) tasks.

Assess the current and anticipated health and status of the Ground Subsystems.

Provide on-site troubleshooting, technical assistance, Missile Potential Hazard Network (MPHN) support, and other emergency situation support.

1.6.2 Integration

1.6.2.1 The contractor shall assess, advise, coordinate, complete, test, verify, validate, and document systems integration for Ground Subsystems.

1.6.2.2 The contractor shall be responsible for the integration of the activities identified in 1.6.2.1 with the Government, all ICBM contractors, and other stakeholders to include:

AFGSC

STRATCOM

20 AF

Navy Airborne Launch Control System (ALCS) 625th Strategic Operations Squadron ALCS 414th Supply Chain Management Squadron (equipment specialists) Vandenberg Air Force Base (AFB) Missile Range AF Safety Center National Security Agency 309th Missile Maintenance Group (Strategic Missile Integration Complex (SMIC), Rivet MILE, etc.)

Missile Wings

AFNWC

Little Mountain Test Facility Missile Engineering Office (MEO)

1.6.2.3 The contractor shall ensure assessment and analysis of modifications are accomplished using Government integration processes as defined in the following Government documents: ICBMSD Operating Instruction (OI) 62-02, Interface Control Management and ICBMSD OI 6203, Configuration Management Policies and Procedures.

1.6.2.4 The contractor shall proactively engage with the Government, ISC contractor, other subsystem contractors, and those contractors awarded future modification efforts to ensure any proposed modifications will have no negative impact on the Ground Subsystems, other subsystems, or the weapon system as a whole.

1.6.2.5 The contractor shall coordinate with the ISC contractor to assess and validate all modifications for any potential integration impact(s) on the subsystems or the weapon system as a whole.

1.6.3 Program Management Support

According to the Program Management Institute’s Standard for Program Management, Third Edition, “Program management is the application of knowledge, skills, tools, and techniques to a program to meet the program requirements and to obtain benefits and control not available by managing projects individually. It involves aligning multiple components to achieve the program goals and allows for optimized or integrated cost, schedule, and effort.”

The contractor shall perform program management processes for all Ground Subsystems acquisition and sustainment projects placed on this contract through the basic contract or through separate task orders. Program management processes include integration management, scope management, time management, cost management, quality management, human resource management, risk management, and subcontractor management. The contractor shall perform program management within the framework of the Defense Acquisition System as described in Department of Defense Instruction (DODI) 5000.02, Operation of the Defense Acquisition System.

1.6.3.1 Program Management Processes

1.6.3.1.1 Integration Management

1.6.3.1.1.1 Develop Program Management Plan: The contractor shall define, prepare, and coordinate all subsidiary project plans integrating them into a comprehensive program management plan. The contractor’s program planning shall incorporate cost effective program management concepts and use approaches that will provide affordable services and products meeting system requirements. [Contract Data Requirements List (CDRL) A002, DI-MGMT-81797, Program Management Plan]

1.6.3.1.1.2 Direct and Manage Program Work: The contractor shall lead and perform the work defined in the Program Management Plan and implement approved changes to achieve the program objectives.

1.6.3.1.1.3 Monitor and Control Project Work: The contractor shall track, review, and report project progress against the performance objectives defined in the Program Management Plan. For each assigned effort greater than $20M, the contractor shall create, monitor, and analyze Earned Value Management System (EVMS) reports and submit Integrated Program Management Report (IPMR) for sustainment efforts (excluding Fixed Price), development subcontracts, and report any issues to the appropriate IPT. The contractor’s EVMS, when applicable, shall adhere to guidelines in the National Defense Industrial Association American National Standards Institute/Electronic Industries Alliance (ANSI/EIA)–748, Earned Value Management Systems. [CDRL A001, DI-MGMT-81861, Integrated Program Management Report (IPMR)]

1.6.3.1.1.4 Perform Integrated Change Control: The contractor shall review all requests for changes or modifications to project documents, deliverables, baselines, or Project Management Plans, obtain Government approval, and manage and document those changes which are approved IAW the ICBMSD OI 62-01, Configuration Control Board.

1.6.3.1.1.5 Close Project or Phase: The contractor shall finalize all activities across all program management processes areas defined in the Program Management Processes section of this PWS to formally complete the project or phase.

1.6.3.1.2 Scope Management

1.6.3.1.2.1 Plan Scope Management: For each project, the contractor shall create a Scope Management Plan that documents how the project scope will be defined, validated, and controlled.

1.6.3.1.2.2 Collect Requirements: The contractor shall determine, document, and manage stakeholder needs and requirements to meet program objectives.

1.6.3.1.2.3 Define Scope: The contractor shall develop a detailed description of the project and product.

1.6.3.1.2.4 Create Work Breakdown Structure: The contractor shall subdivide project deliverables and project work into manageable components. The Contract Work Breakdown Structure (CWBS) shall be generated at level 4 or greater for all discrete projects, unless specifically relieved by the Government. [CDRL A017, DI-MGMT-81334D/T, Contract Work Breakdown Structure]

1.6.3.1.2.5 Validate Scope: The contractor shall obtain formalized acceptance of the completed project deliverables.

1.6.3.1.2.6 Control Scope: The contractor shall monitor the status of the project and product scope and manage changes to the scope baseline.

1.6.3.1.3 Time Management

1.6.3.1.3.1 Plan Schedule Management: The contractor shall establish procedures and documentation for planning, developing, managing, executing, and controlling the project schedule.

1.6.3.1.3.2 Define Activities: The contractor shall identify and document the specific actions to be performed to produce the project deliverables.

1.6.3.1.3.3 Sequence Activities: The contractor shall identify and document relationships among the project activities.

1.6.3.1.3.4 Estimate Activity Resources: The contractor shall estimate the type and quantities of material, human resources, equipment, and supplies required to perform each activity.

1.6.3.1.3.5 Estimate Activity Durations: The contractor shall estimate the number of work periods needed to complete individual activities with estimated resources.

1.6.3.1.3.6 Develop Schedule: The contractor shall analyze activity sequences, durations, resource requirements, and schedule constraints to create a project schedule model.

1.6.3.1.3.7 Control Schedule: The contractor shall monitor the status of project activities to update project progress and manage changes to the schedule baseline to achieve the plan.

1.6.3.1.3.8 Corrective Action Plans: For issues or delays, the contractor shall define and provide corrective action plans consistent with previously defined deployment plans. [CDRL A111, DIMGMT-80501/T, Contractor’s Corrective Action Plan]

1.6.3.1.4 Cost Management

1.6.3.1.4.1 Plan Cost Management: The contractor shall establish procedures and documentation for planning, managing, expending, and controlling project costs.

1.6.3.1.4.2 Estimate Costs: The contractor shall develop an approximation of the monetary resources needed to complete project activities.

1.6.3.1.4.3 Determine Budget: The contractor shall aggregate the estimated costs of individual activities or work packages to establish an authorized cost baseline.

1.6.3.1.4.4 Control Costs: The contractor shall monitor the status of the project to update the project cost and manage changes to the cost baseline.

1.6.3.1.4.5 Individual Baseline Reviews: The contractor shall establish and maintain the capability to prepare and conduct Integrated Baseline Reviews (IBR) as directed.

1.6.3.1.4.6 Cost Related Reports: The contractor shall report current and projected program cost, schedule, technical issues, and status. Reports shall be comprehensive and sufficiently detailed to provide insight into program approach, status, and prognosis including subcontractors’ activities. [CDRL A001 DIMGMT81861, Integrated Program Management Report (IPMR)] [CDRL A013, DIADMN80447A/T, Contract Summary Report] [CDRL A014, DI-MGMT-81468, Contract Funds Status Report (CFSR)] [CDRL A016, DI-FNCL-80912, Performance & Cost Report]

1.6.3.1.5 Quality Management

1.6.3.1.5.1 Plan Quality Management: The contractor shall identify quality requirements and/or standards for the project and its deliverables and document how the project will demonstrate compliance with quality requirements. [CDRL A057, DI-QCIC-81794, Quality Assurance Program Plan]

1.6.3.1.5.2 Perform Quality Assurance: The contractor shall audit the quality requirements and the results from quality control measurements to ensure that appropriate quality standards and operational definitions are used.

1.6.3.1.5.3 Control Quality: The contractor shall monitor and record results of executing the quality activities to assess performance and recommend necessary changes.

1.6.3.1.6 Human Resource Management

1.6.3.1.6.1 Plan Human Resource Management: The contractor shall identify and document project roles, responsibilities, required skills, reporting relationships, and create a staffing management plan.

1.6.3.1.6.2 Build Team Structure and Partnership: The contractor shall confirm human resource availability and obtain the team necessary to complete project activities. The contractor shall establish and maintain an organizational team structure (including subcontractors) possessing the knowledge, skills, processes, and experience necessary to effectively support all GSSC requirements. See Section J Attachment 5, Labor Categories Description for personnel qualifications.

1.6.3.1.6.2.1 The contractor shall ensure skills, experience, training, and education are directly related to the specific service or specialty which the individual is designated to perform.

1.6.3.1.6.2.2 The contractor shall ensure at all times, personnel have sufficient expertise to perform the tasks identified in this PWS.

1.6.3.1.6.2.2.1 The contractor shall ensure a minimum of 50 percent of personnel have 5 years or greater strategic nuclear weapon experience (at least 60 percent of the strategic nuclear weapon experience shall be ICBM specific).

1.6.3.1.6.2.2.2 The contractor shall ensure at a minimum, an additional 20 percent of personnel have 10 years or greater strategic nuclear weapon experience (at least 60 percent of the strategic nuclear weapon experience shall be ICBM specific).

1.6.3.1.6.2.2.3 The contractor shall ensure at a minimum, an additional 15 percent of personnel have 15 years or greater strategic nuclear weapon experience (at least 60 percent of the strategic nuclear weapon experience shall be ICBM specific).

1.6.3.1.6.2.3 The contractor shall provide an initial listing of all personnel, positions, etc. [CDRL A117, DI-MGMT-81834, Contractor’s Personnel Roster].

1.6.3.1.6.2.4 The contractor shall provide an updated listing annually and the Government shall randomly select 20 percent from those required in paragraph 1.6.3.1.6.2.2 to review for verification. The Government reserves the right to require resumes of the 20 percent selected for verification. [CDRL A117, DI-MGMT-81834, Contractor’s Personnel Roster] [CDRL A115, DI-MGMT-81597, Personnel Resumes]

1.6.3.1.6.2.5 The contractor shall submit resumes of all key personnel. Key personnel specified for this GSSC effort are considered to be essential to work performance of the Ground Subsystems support in accordance with (IAW) the work breakdown structure. Key personnel shall comply with Section J, Attachment 5 labeled “Labor Categories Description” qualifications. [CDRL A115, DI-MGMT-81597, Personnel Resumes]

1.6.3.1.6.2.6 In the event an individual designated as key personnel retires, is reassigned, or otherwise terminates his or her employment, the contractor shall notify the Procuring Contracting Officer (PCO), in writing, of such action at least 30 days prior to the effective date of this action, or within 5 business days if action is immediate/unplanned. The notification shall include name of the individual leaving, the effective date of departure, and the name and resume of the replacement individual to be assigned to the key position. The contractor shall provide updated key personnel resumes to the PCO IAW Clause 9952.736-H736. [CDRL A115, DI-MGMT-81597, Personnel Resumes]

1.6.3.1.6.3 Develop Team: The contractor shall improve competencies, team member interaction, and overall team environment to enhance project performance.

1.6.3.1.6.4 Manage Team: The contractor shall track team member performance, providing feedback, resolving issues, and managing changes to optimize project performance.

1.6.3.1.6.5 Commercial Small Business Involvement: The contractor will apply good faith efforts toward meeting small business subcontracting goals to include HubZone, Service Disabled Veteran Owned, 8(a), and Woman Owned small business. The Small Business Subcontracting Requirements and Incentives clause will require the contractor to meet an overall minimum small business subcontracting requirement as a goal. The contractor will also be encouraged to meet and/or exceed goals for each socioeconomic category stated in the clause. A Small Business Subcontracting Plan will be required IAW with Federal Acquisition Regulation (FAR) 19.704. The Small Business Subcontracting Plan will be coordinated through and approved by the Hill Air Force Base Small Business Office upon contract award. [CDRL A015, DI-MGMT-81642, Small Business Subcontractor Report]

1.6.3.1.6.6 Contractor Manpower Reporting: The contractor shall report all contractor labor hours (including subcontractor labor hours) required for performance of services provided under this contract for the Ground Subsystems via a secure data collection site. The contractor is required to completely fill in all required data fields at http://www.ecmra.mil. Reporting inputs will be for the labor executed during the period of performance for each Government fiscal year (FY), which runs 1 October through 30 September. While inputs may be reported any time during the FY, all data shall be reported no later than 31 October of each calendar year. Contractors may direct questions to the Contractor Manpower Reporting Application (CMRA) help desk.

1.6.3.1.7 Risk Management

1.6.3.1.7.1 Plan Risk Management: The contractor shall define how to conduct risk management activities for all Ground Subsystems projects consistent with ICBMSD OI 62-10, Risk Management and the Minuteman III Weapon System Sustainment Systems Engineering Plan 62-SEP. [CDRL A004, DI-MGMT-81808, Contractor’s Risk Management Plan]

1.6.3.1.7.2 Identify Risks: The contractor shall determine which risks may affect the project and document their characteristics.

1.6.3.1.7.3 Perform Qualitative Risk Analysis: The contractor shall prioritize risks for further analysis or action by assessing and combining their probability of occurrence and impact.

1.6.3.1.7.4 Perform Quantitative Risk Analysis: The contractor shall numerically analyze the effect of identified risks on overall project and program objectives.

1.6.3.1.7.5 Plan Risk Responses: The contractor shall develop options and actions to enhance opportunities and reduce threats to project and program objectives.

1.6.3.1.7.6 Control Risks: The contractor shall implement risk response plans, tracking identified risks, monitoring residual risks, identifying new risks, and evaluating risk process effectiveness throughout the project.

1.6.3.1.8 Subcontractor Management

1.6.3.1.8.1 Plan Subcontractor Procurement Management: The contractor shall document project subcontracting decisions, specifying the approach, and identifying potential subcontractors.

1.6.3.1.8.2 Conduct Subcontractor Procurements: The contractor shall obtain subcontractor responses, select subcontractors, award a contract and ensure proper flow-down of Government PWS requirements.

1.6.3.1.8.3 Control Subcontractor Procurements: The contractor shall manage subcontractor relationships, monitoring contract performance, and making changes and corrections as appropriate. The contractor shall be responsible for ensuring proper integration and test of products, and any changes to the products from a subcontractor.

1.6.3.1.8.4 Close Subcontractor Procurements: The contractor shall complete and document each project subcontractor procurement.

1.6.3.2 Transition

1.6.3.2.1 The contractor shall cooperate with the PBC contractor and the ISC contractor to ensure a smooth transition of support for the Ground Subsystems from the PBC to the GSSC awarded under the FISAC.

1.6.3.2.2 Following the Contract Post Award Conference, the contractor shall meet with the Government (with ISC support) and the PBC contractor to jointly plan transition of responsibility of relevant workload from the PBC to the contractor and Government.

1.6.3.2.3 The contractor shall submit a Transition Plan for approval by the Government. [CDRL A003, DI-MGMT-80790/T, Transition Plan]

1.6.3.2.3.1 The contractor shall identify, in the Transition Plan, the risks for transitioning Ground Subsystems tasks from the PBC to the GSSC/Government and provide ranking of the identified risks and the criteria used. The Transition Plan shall include recommended mitigation strategies to overcome the identified transition risks.

1.6.3.2.3.2 The contractor shall include, in the Transition Plan, a transition schedule, detailing identification, impacts, and mitigation(s) for on-going Ground Subsystems efforts. The contractor shall execute the Transition Plan and be responsible for performance of all tasks covered within this PWS not later than 6 months after the Contract Post Award Conference.

1.6.3.2.3.3 The contractor shall address, in the Transition Plan, all necessary material used in the execution of sustainment and acquisition in support of the Ground Subsystems. At minimum, the contractor shall identify how Government-furnished property (GFP), software code (and associated compilers), data, documentation, tools, and models can be effectively used to ensure completion of all tasks covered within this PWS while avoiding, to the maximum extent possible, negative impacts to on-going Ground Subsystems efforts on other contracts.

1.6.3.2.3.3.1 The contractor shall have the capability to establish or have access to the facilities, equipment, and qualified personnel necessary to meet the requirements of the PWS. The contractor shall have the ability to obtain and effectively utilize these facilities, equipment, and qualified personnel not later than 6 months after the Contract Post Award Conference. The Government is not obligated to provide these facilities/equipment; however, the contractor may opt to make arrangements or partnerships to use Government or other facilities/equipment.

1.6.3.2.3.3.2 If the contractor proposes alternative tools, models, equipment, etc., in supporting Ground Subsystems sustainment and acquisition, the verification, validation, and accreditation of those items shall be included in the Transition Plan.

1.6.3.2.4 The contractor shall describe, in the Transition Plan, how the entrance and exit criteria will be accomplished for each task, the responsible person for the respective contractors, and the milestone schedule for achieving transfer of responsibility.

1.6.3.2.5 The contractor shall present any issues regarding the transfer of data, tools, and models used in the execution of sustainment and acquisition support to the PCO for equitable resolution.

1.6.3.2.6 The contractor shall document responsibility transfer for each task with the PBC contractor and submit a copy of the transfer documents to the Government Procuring Contracting Officer (PCO).

1.6.3.2.7 The contractor shall meet with the Government on an agreed upon schedule (at least once every 2 weeks) to review the transition schedule, report status, and track progress until all tasks have been transitioned.

1.6.3.3 Data Rights

1.6.3.3.1 All data developed, delivered, and/or otherwise provided in performance of this contract by the contractor and subcontractors shall be IAW Section J Attachments titled “Government Rights in Data (GRID)” and “CDRL Instructions and Master Listing” of the solicitation.

1.6.3.3.2 The contractor shall cooperate with the Government during contract drafting for all task orders to ensure the proper data clauses are included in the contract and the Government owns and has unlimited rights and access to all data developed or modified by the contractor during execution of this contract.

1.6.3.3.3 The contractor shall ensure subcontracts contain the proper data clauses. Anything other than unlimited data rights shall be approved by the Government.

1.6.3.4 Data Management

1.6.3.4.1 Initially the Government plans to utilize current (and existing) Government tools for managing data. The current tools available include TopVue (currently third party hosted), Integrated Missile Data Base (IMDB), Life Cycle Management Process tool, Integrated Maintenance Data System (IMDS), and SharePoint. The contractor shall input GSSC contractors’ and subcontractors’ developed data into one or more of the data management tools to be specified by the Government.

1.6.3.4.2 The contractor shall ensure all data delivered is compatible with the tools specified.

Note: These tools will be the central repository for all Government and contractor developed data until a complete evaluation of the Government’s data management architecture is completed. The Government plans to use one or more of these tools for managing data throughout the initial stages of the FISAC program. Specific guidance pertaining to the tools that must be utilized will be provided by the Government.

1.6.3.4.3 The contractor shall develop a plan for managing program data in collaboration with the Government. The contractor’s plan for managing program data shall include:

Implementing and maintaining a seamless Electronic Data Interchange (EDI) Network, utilizing web-enabled technology to provide continuous (>98% availability), secure, encrypted remote access to the Government Implementing processes for version control, data search, back-up, and management of all data within the EDI Maintaining a Data Accession List (DAL) on the EDI [CDRL A118, DI-MGMT-81453A, Data Accession List] Providing Government access and ability to download all items on the EDI Transferring historical electronic data from the incumbent contractor and Government-managed systems to the EDI with no data loss Transferring historical hard copy data from the incumbent contractor to the contractor facility which shall include storage and retrieval capability

1.6.3.4.4 The contractor shall provide the plan for managing program data in the Systems Engineering Management Plan (SEMP). [CDRL A052, DI-SESS-81785, Systems Engineering Management Plan (SEMP)]

1.6.3.4.5 The contractor shall begin executing the plans for data management within 5 days of the PCO notifying the contractor of SEMP approval.

1.6.3.4.6 The contractor shall use a digital delivery system approved by the PCO (e.g., email, direct electronic access) to minimize program hard copy documentation.

1.6.3.4.7 The contractor shall use the digital delivery system to generate record, disclose, and deliver technical data over the life of the contract.

1.6.3.4.8 The contractor shall provide a DAL of all data items required to execute the program, including Contract Data Requirements List (CDRL), nondeliverable data (e.g., assembly instructions, development specifications and manufacturing instructions, unique tooling documents, and engineering notes and records), and subcontractor and associate contractor data. [CDRL A118, DI-MGMT-81453, Data Accession List (DAL)]

1.6.3.4.9 The contractor shall provide Government access to all data items listed in the DAL.

1.6.3.4.10 Should the Government develop and deploy an integrated data environment (IDE), the contractor shall collect data from numerous tools, both contractor and Government-managed, with the goal of ensuring all Ground Subsystems data transitions with no data loss, compatibility issues, or data inaccuracies, to the new IDE.

1.6.3.4.11 The contractor shall ensure the integrity of the data pertaining to Ground Subsystems within the IDE, including delivered data is compatible and data modifications and versioning is controlled. The contractor shall be capable of storing Government hard copy data as required.

1.6.3.4.12 The contractor shall ensure hard copy data is compatible with the ISC created Technical Data Package Index tool that facilitates locating and viewing Government hard copy data. All new hardcopy data indexed and/or stored by the contractor shall be considered delivered to the Government for purposes of data rights. [CDRL A116, DI-EGDS-80918, Technical Data Package Index]

1.6.3.5 Response to Government Requests

1.6.3.5.1 The contractor shall provide impact statement inputs and/or rough order of magnitude (ROM) estimates for program contract modification exercises. These exercises may include budget increases or decreases, schedule accelerations or stretch-outs, or program scope or content changes. [CDRL A024, DI-MISC-80508B/T, Tradeoff Studies and Analysis (subtitle)]

1.6.3.5.2 The contractor shall prepare and provide responses to the Government for approval on the comments Government provides on delivered documents IAW the CDRL Instructions and Master Listing.

1.6.3.5.2.1 The contractor shall participate in associated technical reviews, program management reviews, meetings, working groups, and work all associated actions as assigned and prepare agendas, briefing materials, and minutes as requested by the Government. Support and participation for the reviews are projected to average once a month. [CDRL A005, DI-ADMN-81249A, Meeting Agenda (subtitle)] [CDRL A006, DI-MGMT-81605, Briefing Material] [CDRL A007, DI-ADMN-81505, Report, Record of Meeting/Minutes]

1.6.3.5.2.2 The contractor shall prepare reports based on contractor findings within the specified periods for each performance objective shown in SECTION–II – SERVICES SUMMARY.

1.6.3.5.2.3 The contractor shall compile, track, and provide the data for use in trend analysis using industry standards. Data must be compatible with Government software. [CDRL A027, DIMISC-80508B/T, Trend Analysis (subtitle)]

1.6.3.5.3 The contractor shall support the Government IPTs and individual programs as needed in the following activities:

Provide technical writing capability Provide support in…