Atch_01-0001_-_MCCC_Transition_TO_SOO.pdf

SECTION J, ATTACHMENT 1, TRANSITION STATEMENT OF OBJECTIVES

Section J, Attachment 1, Transition Statement of Objectives: FA8707-11-R-0010-0001

MOBILE CONSOLIDATED COMMAND CENTER (MCCC)

TRANSITION

STATEMENT OF OBJECTIVES (SOO)

27 OCTOBER 2011

SOLICITATION NO.: FA8707-11-R-0010

TASK ORDER NO.: 0001

ATTACHMENT 1

MCCC Program Office

Space C2 and Surveillance Division

Command and Control, Intelligence, Surveillance, and Reconnaissance Directorate

Electronic Systems Center

TABLE OF CONTENTS

Page

1. EXECUTIVE SUMMARY

1.1 Introduction

1.2 System Description

1.3 Product/Service Description

1.4 Expected Contract Structure

2. RELATIONSHIPS WITH OTHER GOVERNMENT AGENCIES

3. MCCC REQUIREMENTS PROCESS

4. MCCC PO RESPONSIBILITIES REQUIRING CONTRACTOR SUPPORT

5. DESCRIPTION OF GOVERNMENT OBJECTIVES FOR CONTRACTOR

5.1 General Objectives

5.2 Management Objectives

5.3 Technical and Administration Objectives

5.4 Engineering Support Objectives

5.5 Sustainment and LSF/SIL Management

5.6 Modernization Objectives

6. SERVICES SUMMARY

LIST OF TABLES

Table Title Page

TABLE 6-1 SERVICES SUMMARY

MOBILE CONSOLIDATED COMMAND CENTER (MCCC)

TRANSITION

STATEMENT OF OBJECTIVES (SOO)

1. EXECUTIVE SUMMARY

1.1 Introduction

The Mobile Consolidated Command Center (MCCC) Program Office (PO) is pursuing a task order for transition under a single-award Indefinite Delivery / Indefinite Quantity (IDIQ) contract for transition, sustainment and modernization work. Transition activities are funded by 3400 funds (Operations &

Maintenance). The overarching objective of the new IDIQ contract is to deliver the required capabilities and performance with reduced Total Ownership Costs (TOC). The task order Period of Performance

(PoP) from 1 Aug 12 through 30 Sep 12.

1.2 System Description

No change from the Overarching SOO.

1.3 Product/Service Description

To ensure mission continuity, the MCCC platform requires continued sustainment and modernization support. To keep these efforts affordable, reducing the Total Ownership Cost of ongoing sustainment and modernization is a high priority for the program. Efficient transition from the existing contract to the new contract will be important to effective initiation of the new contract.

Maintaining mission integrity is paramount. The contractor shall assure the Reliability, Availability and

Maintainability of the MCCC platform, to include Operational Availability (Ao) and integrity of C2 functions on the first day following the end of the transition period. The contractor shall transition all required support activities – sustainment support, unit support, repair capabilities, depot support, Government Owned Contractor Operated (GOCO) Logistics Support Facility (LSF) management, GOCO information system management, documentation management, etc. The contractor shall address support at the GOCO LSF located in Albuquerque, NM; and the operational unit at F.E. Warren AFB, WY as a minimum. The contractor shall ensure the MCCC PO has sufficient near-real-time insight to understand the status of the transition and the costs associated with it.

1.4 Expected Contract Structure

The planned award is for a single Cost Plus Fixed Fee Contract Line Item Number service contract.

2. RELATIONSHIPS WITH OTHER GOVERNMENT AGENCIES

No change from the Overarching SOO.

3. MCCC REQUIREMENTS PROCESS

Not applicable to this SOO (note: hereafter, paragraphs from the Overarching SOO that are not applicable to this SOO will be annotated as “n/a”).

4. MCCC PO RESPONSIBILITIES REQUIRING CONTRACTOR SUPPORT

During the PoP, the MCCC PO will require collaborative support from the contractor. In the past, the support applicable to this transition has included ensuring proper coordination with all stakeholders on mission system equipment and security issues and identifying government dependencies that affect execution of the MCCC Program. Similar support expected throughout the PoP of this contract.

5. DESCRIPTION OF GOVERNMENT OBJECTIVES FOR CONTRACTOR

The overarching objectives for the contractor are described in the following sections. The contractor shall list all information materials/products produced or modified during the execution of the contract that are not covered under other formal Contract Data Requirements List (CDRL) requirements on the Data

Accession List (DAL). (A009 Data Accession List (DAL))

5.1 General Objectives

5.1.1. The contractor shall accomplish the transition actions identified in the Transition Plan submitted with the proposal. The contractor shall be prepared to assume responsibility for uninterrupted mission support for all activities and functions currently performed by the incumbent contractor immediately following the end of the transition period. The contractor shall execute the Transition Plan that establishes a time-phased plan for “ramping up” staffing, transitioning assets and assuming responsibility for GOCO facility management; the plan will address ensuring the MCCC PO is informed of any risks identified during transition and their associated mitigation strategies and has near-real-time status (cost, schedule, performance) of the Plan’s execution.

5.1.2. The contractor shall accomplish activities related to transition efficiently and effectively to minimize TOC. The contractor shall accomplish the requisite activities and where required, will interface with MCCC PO, other Government agencies and other contractors.

5.2 Management Objectives

5.2.1. No change from the Overarching SOO.

5.2.2. No change from the Overarching SOO.

5.2.3. The contractor shall support a “kick-off” meeting for this task order. The contractor shall provide status on program and transition activities on a weekly and monthly basis as a minimum. The contractor shall support additional management and other necessary meetings to foster government insight and support required government oversight of the program. Examples of these meetings within the current program include: weekly Program Management Meetings, weekly Integrated Master Schedule reviews and weekly Risk and Opportunity Management Boards. The contractor shall support monthly

Performance Status Meetings. (A002 Briefing Material and Agenda – Presentation Materials, A005

Conference Minutes, A021 Project Plan)

5.2.4. n/a

5.2.5. n/a

5.2.5.1. n/a

5.2.5.2. n/a

5.2.5.3. n/a

5.2.6. The contractor shall provide effective Cost Management support. The contractor shall provide a

Contract Funds Status Report. Earned Value Management System requirements (Defense Federal

Acquisition Regulation Supplement 252.234-7002 Earned Value Management System (May 2011)) are not applicable. The contractor shall integrate cost and schedule using the Contract Work Breakdown

Structure (CWBS). (A006 Contract Funds Status Report)

5.2.7. n/a

5.2.8. n/a

5.2.9. n/a

5.2.10. For those activities that require interfaces or “hand-offs” between task orders, the contractor shall ensure the elimination of all duplication of effort between task orders.

5.2.11. n/a

5.2.12. n/a

5.2.13. No change from the Overarching SOO.

5.3 Technical and Administration Objectives

5.3.1. n/a

5.3.2. n/a

5.3.2.1. n/a

5.3.2.2. n/a

5.3.2.3. n/a

5.3.2.4. n/a

5.3.2.5. n/a

5.3.2.6. n/a

5.3.2.7. n/a

5.3.2.8. n/a

5.3.3. n/a

5.3.3.1. n/a

5.3.4. The contractor shall meet industrial and physical security program requirements in accordance with (IAW) the DD Form 254 and the National Industrial Security Program Operating Manual.

5.3.5. No change from the Overarching SOO.

5.3.6. No change from the Overarching SOO.

5.3.7. n/a

5.3.8. n/a

5.3.9. n/a

5.4 Engineering Support Objectives

5.4.1. The contractor’s approach to satisfying technical requirements shall be disciplined and comprehensive enough to allow for Government insight and oversight as required.

5.4.1.1. n/a

5.4.1.2. n/a

5.4.1.3. n/a

5.4.1.4. n/a

5.4.1.5. No change from the Overarching SOO.

5.4.1.6. n/a

5.4.1.7. n/a

5.4.1.8. Deleted

5.4.1.9. n/a

5.4.1.10. n/a

5.4.2. n/a

5.4.3. n/a

5.4.4. n/a

5.4.5. n/a

5.5 Sustainment and LSF/SIL Management

5.5.1. n/a

5.5.2. n/a

5.5.3. n/a

5.5.3.1. n/a

5.5.3.2. n/a

5.5.4. n/a

5.5.4.1. n/a

5.5.4.2. n/a

5.5.4.3. n/a

5.5.4.4. n/a

5.5.4.5. n/a

5.5.4.6. n/a

5.5.4.7. n/a

5.5.5. n/a

5.5.5.1. n/a

5.5.5.2. n/a

5.5.5.3. n/a

5.5.5.4. n/a

5.5.5.5. n/a

5.5.6. n/a

5.5.7. n/a

5.5.8. No change from the Overarching SOO.

5.5.9. n/a

5.5.9.1. n/a

5.5.9.2. n/a

5.6 Modernization Objectives

This section does not apply to this SOO.

6. SERVICES SUMMARY

The Services Summary (SS) in Table 6-1 captures the service requirements that can be measured and are important to the overall operational requirements. The SS includes Performance Objectives that describe the desired end result or outcome the Contractor shall achieve. The

Performance Thresholds state the minimum acceptable level of the performance in terms of quality, timeliness and quantity in realistic and achievable standards. The measurement criteria will be co-developed by the Government and Contractor teams. The Performance Objective is merely a reference point for Government personnel and does not relieve the Contractor of any contractual requirements. The Contractor shall refer to the Performance Plan for the definitions of the “Method of Surveillance” noted in column 3 in Table 6-1.

Table 6-1 Services Summary

Service Provided Performance Threshold Method of Surveillance

Cost Control and

Reporting

The contractor manages the overall contractual responsibilities in a cost effective manner, with the objective of lowering total ownership cost, offering and implementing opportunities to lower total cost while meeting contractual requirements and maintaining operational performance ensuring the systems achieve Performance Work Statement, Technical Requirements Document, and mission requirements.

The contractor informs the Government of issues/opportunities and impacts pertaining to cost, schedule and performance in sufficient time to allow effective government actions.

Contractor Metrics; Periodic

Inspection

Management The contractor Management Plan is comprehensive and is followed in the execution of the contract. Cost, schedule and plans efficiencies keep costs controlled and facilitate expeditious responses. The contractor collaborates with the MCCC PO to establish valid priorities.

- The contractor establishes an effective industrial security program that complies with the DD

Form 254, paying particular attention to operational security.

- The contractor identifies options to reduce total ownership cost of MCCC sustainment, modernization and GOCO LSF operation.

- The contractor proactively identifies, analyzes and manages issues at the lowest practicable level, working as an integrated team with the Government.

- The contractor manages cost, schedule and performance risks and opportunities by proactively determining risks and effectively mitigating their influence using proven risk mitigation techniques to include continuing evaluation of risk burn-down and cost savings.

- The contractor has an effective integrated change control process.

- The contractor’s system performance, sustainment, engineering and management metrics include all elements of the MCCC system. The contractor randomly spot checks data collection to ensure quality of collected data.

- The contractor interfaces with other contractors, subcontractors, and/or Government Agencies in support of issues surrounding the evolution and operation of MCCC C2 systems.

- The contractor delivers CDRL items IAW with the CDRL requirements with no critical errors or issues. Critical errors or issues of a very serious nature that will preclude final approval and publication of the document and which will result in a government non-concur on the delivery.

These are the “show-stoppers.”

Periodic Inspection; Contractor

Metrics; Customer Complaints