12_Atch_05_Award_Fee_Plan_(29_Apr_09).doc

ATTACHMENT 5: AWARD FEE PLAN

GPS Advanced Control Segment (OCX)

Attachment 5: Award Fee Plan for

FA8807-09-R-0003

29 April 2009

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AWARD FEE PLAN

For

GPS Advanced Control Segment (OCX)

Contractor Name TBD

Contract Number TBD

COORDINATED:

DAVID M. MADDEN, Col, USAF

DATE

Commander, GPSW

JOY M. WHITE, SES, DAF

Director of Contracting, SMC

APPROVED:

Fee Determining Official:

JOHN T. SHERIDAN, Lt Gen, USAF

Commander, SMC

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TABLE OF CONTENTS

61. Introduction

62. Organizational Responsibilities

73. Award Fee Process

84. Fee Allocations by Evaluation Period

95. Areas of Evaluation/Criteria

106. Interim Letters

107. Provisional Award Fee Payments

108. Award Fee Integrity

119. Award Fee Plan Change Procedure

1110. Termination for Convenience

12Annex 1 Available and Earned Award Fee Pool by Period

13Annex 2 Award Fee Evaluation Criteria

38Annex 3 AFRB Members List

39Annex 4 Sample Calculations

TABLES

9Table 1 Criteria Ratings and Percentages

12Table 1-1 Available and Earned Award Fee Pool by Period

13Table 2-1 Criteria Categories

14Table 2-2 Criteria for Area A: Program Effectiveness

23Table 2-3 Criteria for Area B: Technical Performance

29Table 2-4 Criteria for Area C: Systems Integration

32Table 2-5 Criteria for Area D: Cost Management

35Table 2-6 Criteria for Area E: Operations and Sustainment

38Table 3-1 Award Fee Board Membership

1. Introduction

a. This Award Fee Plan is one part of a three part incentive program for this GPS Advanced Control System (OCX) contract. The award fee covered by this plan is approximately one-third of the OCX fee pool. The other incentives include a performance and schedule incentive and the incentive fee associated with the Cost-Plus Incentive Fee (CPIF) contract type. Each incentive stands alone and has its own governing provisions. The performance and schedule incentive will be paid according to the terms in contract Attachment 15, “Performance and Schedule Incentive Plan”. The CPIF incentive fee will be paid according to FAR 52.216-10, “Incentive Fee”. The performance and schedule incentive and the CPIF incentive fee are not discussed in or governed by this plan.

b. This Award Fee Plan is the basis for the Global Positioning Systems Wing’s (GPSW) evaluation of the Contractor’s performance and for presenting an assessment of that performance to the Fee Determining Official (FDO). The specific criteria and procedures used to assess Contractor performance and to determine the amount of award fee earned are described herein.

c. The principal goal of this Award Fee Plan is to provide an incentive to motivate optimum Contractor performance, to satisfy performance criteria, and to emphasize mission success. Award fee shall only be earned for performance rated Satisfactory or above as defined in this plan.

d. If the Contractor’s performance during any particular award fee period fails to meet any of the basic (minimum essential) requirements of the contract as defined in Section 5, the Contractor will not be entitled to receive any award fee for that period irrespective of the Government’s assessment of the Contractor’s performance. For examples of award fee calculations, see Annex 4, “Sample Calculations”.

2. Organizational Responsibilities The award fee organization consists of the FDO, the Award Fee Review Board (AFRB) with a chairperson and other membership approved by the FDO, the Procuring Contracting Officer (PCO) (or designee), Performance Monitors, and the Recorder as defined below:

a. FDO. The Space and Missile Systems Center (SMC) Commander will serve as the FDO unless he/she delegates FDO responsibilities to the SMC Vice Commander or SMC Executive Director. The FDO approves the Award Fee Plan, reviews the AFRB recommendation, considers the Contractor self-assessment report and other pertinent data, and unilaterally determines the amount of award fee earned and payable to the Contractor for each evaluation period.

b. AFRB. The GPSW Commander (or designee) will serve as the AFRB Chairperson. AFRB members (Annex 3, “AFRB Members List”) are approved by the FDO and will review the Performance Monitors’ evaluation of the Contractor’s performance, review the Contractor’s self-assessment report and other pertinent data, provide briefings as required, and recommend changes to this plan as necessary. The AFRB will arrive at a fee recommendation to be presented to the FDO by the AFRB Chairperson after consideration of all information obtained from pertinent sources. The AFRB Chairperson will determine whether or not to make a provisional award fee payment and the amount of that payment in accordance with Section 7 of this Award Fee Plan.

c. PCO. The PCO is the liaison between Contractor and Government personnel. The PCO transmits the FDO’s award fee determination letter to the Contractor, prepares and distributes the contract modification awarding the fee authorized upon FDO decision, and maintains appropriate award fee documentation as part of the official contract file.

d. Performance Monitors. Performance Monitors continually monitor and maintain written records of the Contractor's performance in their assigned evaluation area(s) so that a fair and accurate evaluation is obtained. Performance Monitors prepare interim and end-of-period evaluation reports as directed by the AFRB. Performance Monitors will not be voting members of the AFRB.

e. Recorder. The Recorder is responsible for coordinating the administrative actions of the Performance Monitors, AFRB, and FDO and accomplishing other actions to ensure the smooth operation of the award fee process. The Recorder will not be a voting member of the AFRB.

3. Award Fee Process

a. The award fee earned and payable under this plan is unilaterally determined by the FDO based upon review of the Contractor’s performance. The Contractor begins each evaluation period with the potential to earn 100% of the available award fee (see Annex 1 Table 1-1, “Available and Earned Award Fee Pool by Period”).

b. At the end of the evaluation period, the AFRB will convene at the time, date, and place established by the Chairperson and will consider information to make an award fee recommendation to the FDO including evaluations submitted by designated Performance Monitors and a self-assessment by the Contractor.

c. A written self assessment may be submitted by the Contractor to the AFRB Chairperson through the PCO for each evaluation period under consideration. Self-assessments shall be no more than 15 pages in length and be submitted no later than five working days following the close of an evaluation period in briefing chart format. The Contractor will be provided an opportunity each period to present its self-assessment to the AFRB for a period not to exceed 30 minutes. After presentation of the self-assessment to the AFRB, participation by Contractor personnel is limited to providing data or answering questions from AFRB members. The Contractor will not be present during AFRB deliberations or voting.

d. All of the AFRB members will deliberate after receiving the Contractor’s self assessment and presentations of the Performance Monitors’ evaluations and point score recommendations, and will review all other available information as appropriate. Voting members will vote on each evaluation area and performance milestone by signed ballot (each member shall have only one vote). After individual point scores are tallied and displayed for the rest of the AFRB, there will be a chance for questions or discussion and members will have an opportunity to adjust their votes.

e. Subsequent to the AFRB deliberations, the AFRB Chairperson will direct the Recorder and Performance Monitors to draft the award fee letter to the Contractor and make any AFRB chart corrections directed by the Board. The AFRB Chairperson will also schedule the FDO Review. The following personnel shall attend the FDO session: the FDO, the AFRB Chairperson, the Program Manager, the PCO, other available AFRB Members, SMC/PK or designee, SMC/JA or designee, and any additional advisors desired by the FDO.

f. The AFRB Chairperson will present an AFRB recommendation to the FDO on the award fee percentage and dollar amount to be paid to the Contractor and will also describe the changes made to the Award Fee Plan for the upcoming period. The Contractor will be invited to attend the FDO briefing and may be invited to speak for a period not to exceed 30 minutes, at the FDO’s discretion. The Contractor may be invited to stay for the Government’s presentation to the FDO, but will be excused from the room prior to the Government deliberations.

g. At the end of the award fee period, the FDO will determine an overall rating and the award fee amount for the evaluation period and sign an award fee determination letter for the PCO to send to the Contractor within 5 working days of the decision. This letter informs the Contractor of the earned award fee amount and the major strengths and weaknesses for that evaluation period. When the FDO’s determination differs from the AFRB recommendation, the Recorder will document the justification/rationale in the minutes explaining the difference and this justification/rationale will become part of the official contract file.

h. Within 15 working days after the FDO signs the award fee determination letter, the PCO will unilaterally modify the contract to include the earned award fee amount.

4. Fee Allocations by Evaluation Period

a. The award fee earned by the Contractor will be determined at the completion of the evaluation periods shown in Annex 1, Table 1-1. The dollar amount shown corresponding to each period is the maximum amount that may be earned during that particular period.

b. The total available award fee pool for each Level of Effort Option CLIN will be based upon the actual number of hours expended during the evaluation period multiplied by the applicable potential award fee pool per hour defined in the associated Section H clause for that Option CLIN.

c. Rollover of unearned award fee to the next period should only occur in exceptional cases with the FDO’s approval. If rollover is used, the Contractor may only earn a portion of the unearned fee, even for subsequent excellent performance. Factors that may be considered in determining how much fee may be rolled over include, but are not limited to, how close the Contractor came to meeting “Satisfactory” performance for a given area of evaluation in terms of cost, schedule, and performance. If the FDO approves the use of rollover, the contractile file must be documented with rationale for the use of rollover and the Contractor must be notified.

5. Areas of Evaluation/Criteria

a. Prior to the beginning of each award fee period, the AFRB Chairperson will unilaterally determine the award fee criteria categories to be evaluated during that period and their weightings. The PCO will issue a unilateral modification updating the Award Fee Plan to reflect the AFRB Chairperson’s determination. If the PCO does not give specific notice to the Contractor of any change to the award fee criteria categories prior to the start of a new evaluation period, the same criteria for the preceding period will be used in the new award fee evaluation period. Annex 2, Table 2-1, “Award Fee Evaluation Criteria” lists the award fee areas for each period. Annex 2, Tables 2-2 through 2-6 identify potential award fee areas that may be evaluated and define the criteria for those award fee areas. Every potential award fee evaluation area identified in Annex 2, Tables 2-2 through 2-6 may not be evaluated in every award fee period (e.g., award fee period 1 does not include an evaluation of Area E: Operations and Sustainment).

b. During the Government’s evaluation at the end of each award fee period, a score will be assigned for each award fee criteria category. The available award fee pool for each category will be determined by multiplying the weighting percentage for that category by the total available award fee pool for that period. This amount will then be multiplied by the category percentage score to determine the award fee amount earned for that category. The total amount of award fee earned is the sum of the award fee earned in each category. The total award fee will be divided by the total award fee available to derive the overall percentage of award fee earned for the period. In order for the Contractor to earn any award fee dollars for a period, the Contractor must meet the minimum essential requirements for that period. The minimum essential requirements are defined as a total award fee score greater than or equal to 50. Therefore, if the Contractor’s total award fee score is less than 50, the Contractor shall earn zero award fee dollars. Adjectival ratings for the Award Fee Score are shown in Table 1 below.

Table 1 Criteria Ratings and Percentages

6. Interim Letters At approximately the midpoint of the evaluation period, the AFRB Chairperson shall send an interim letter to the Contractor that addresses the Contractor’s performance with emphasis on areas that need improvement. The AFRB Chairperson may also issue letters at any time when it is deemed necessary to highlight areas of Government concern. For each letter issued, the Contractor shall provide a written response within 30 calendar days setting forth plans for increasing effectiveness in the areas addressed or explaining why it is not feasible to do so.

7. Provisional Award Fee Payments

a. Pending a final determination by the FDO of the total amount of award fee earned for an evaluation period, a portion of the available award fee for that period may be paid to the Contractor. The AFRB Chairperson will determine whether or not to make a provisional award fee payment and the amount of the payment. The provisional award fee payment is limited as follows:

(1) For award fee Period 1, not more than 50% of the award fee available for that period.

(2) For subsequent award fee periods, not more than 80% of the evaluation score for the prior evaluation period times the award fee available for the current period. For example, if the Contractor received 90% of the award fee available for Period 1, the provisional payment for Period 2 will not exceed 72% (90% x 80% = 72%) of the award fee available for Period 2.

b. The determination and methodology for determining the provisional award fee amount are unilateral decisions made solely at the discretion of the AFRB Chairperson. The award fee portion paid, if any, shall be commensurate with the work accomplished.

c. At the end of the evaluation period, the formal award fee process shall be conducted, and the FDO will determine the earned award fee amount for that period. Based on the FDO determination, the difference between the provisional payment and the FDO’s final determination for that period will be authorized for payment to the Contractor. In the event the amount of award fee earned, as determined by the FDO at the end of the award fee period, is less than the provisional payment made for that period, the Contractor shall repay the difference (with interest) to the Government in the manner directed by the PCO. For purposes of FAR 52.232-17, “Interest”, the due date shall be the date of the overpayment (i.e., date of the provisional payment in the affected award fee period).

d. The PCO will issue a contract modification that identifies the amount of the provisional award fee payment. The modification will obligate the necessary funds and provisionally increase the contract value for each provisional payment. The modification implementing the FDO’s final determination of the award fee earned for the period will definitize the provisional adjustments to the contract.

8. Award Fee Integrity

Although this Award Fee Plan is subjective, every effort will be made to ensure reasonableness and fairness. The written records of Performance Monitors, inputs from other pertinent sources, and the Contractor's self-assessment of their performance provide the checks and balances necessary to ensure award fee integrity.

9. Award Fee Plan Change Procedure

a. The FDO hereby delegates to the AFRB Chairperson the authority to approve all significant changes to the Award Fee Plan. Examples of significant changes include changing evaluation criteria, adjusting weights to redirect the Contractor’s emphasis to other areas needing improvement, changing AFRB membership, and revising the distribution of the award fee dollars.

b. Unilateral changes may be made to the Award Fee Plan by the Government with written notification provided to the Contractor prior to the start of the upcoming evaluation period. After the beginning of the period, any changes affecting the current evaluation period may only be made by mutual agreement of the parties.

10. Termination for Convenience

In the event of termination of this contract for convenience, the award fee period in which termination occurs shall end, and the award fee process shall be implemented as if the period had been completed. The Government will evaluate the Contractor's performance for the period in which the termination occurs and the amount of award fee will be prorated, based upon the amount of work completed, as determined by the PCO. In the event of a termination for default, the award fee is payable only to the extent earned through the last period prior to termination.

Annex 1 Available and Earned Award Fee Pool by Period

Table 1-1 Available and Earned Award Fee Pool by Period

ATP -

15 Aug 10

3600 Completion CLINs

Available

Earned

3600 LOE CLINs

Available

Earned

3400 LOE CLINs

Available

Earned

3080 LOE CLINs

Available

Earned

The base award fee amount is $* (applies to CLINs 0100, 0200, 0300, 0350, 0600, and 0710).

Annex 2 Award Fee Evaluation Criteria 2-1 Summary

The AFRB Chairperson will identify the award fee criteria categories to be evaluated during that period and their weightings. The PCO will incorporate this information into Table 1-1 prior to the beginning of each award fee period. The sum of the weightings for a period must add up to 100% in each period.

Table 2-1 Criteria Categories

Period 1 Total

* To be completed by the Government upon receipt of proposals.

** To be completed by the Government at the end of each award fee period.

2-2 Award Fee Criteria The tables below identify the criteria for each award fee category. These tables will be updated as necessary to emphasize key areas of performance critical to mission success.

Table 2-2 Criteria for Area A: Program Effectiveness UNSATISFACTORY = Contractor fails to meet criteria for Satisfactory performance

A1: Management Performance

b. Contractor develops a reliable PMB that includes work scope, schedule, and cost. The contractor or government may discover system deficiencies or baseline planning errors through either routine surveillance or data inaccuracies in the

CPRs. Contract changes and undistributed budget are normally incorporated into the baseline in a timely manner. Management reserve is tracked and used properly, and elimination of performance variances is limited to correcting errors.

b. Contractor develops a reliable PMB that includes work scope, schedule, and cost. The contractor or government may discover system deficiencies or baseline planning errors through either routine surveillance or data inaccuracies in the CPRs. Contract changes and undistributed budget are normally incorporated into the baseline in a timely manner. Management reserve is tracked and used properly, and elimination of performance variances is limited to correction of errors.

b. The contractor builds a proper and realistic baseline in a timely way. The contractor ensures that work packages are detailed and consistent with scope of contract and planned consistent with schedule. The contractor conducts routine surveillance that reveals minor system deficiencies or minor baseline planning errors that are quickly assessed and corrected, resulting in little or no impact to data accuracy. Contractor’s EVM system is effectively integrated with other management processes.

b. The contractor proactively manages the baseline and maintains timely detailed planning as far in advance as practical and implements proper baseline controls. The contractor controls and minimizes changes to the baseline, particularly in the near term, and system deficiencies or planning errors are few and infrequent. The contractor takes initiative to streamline internal processes and maintains a high level of EVM system competency and training across the organization.

b. Needed program documentation (both Classified and Unclassified) is accessible to appropriately cleared Contractor, subcontractor, and Government personnel.

a. Contractor is proactive in ensuring the Government is informed of all upcoming decisions that will potentially impact Contractor/ subcontractor performance (e.g., cost, schedule, and technical). Contractor ensures Government is asked to participate in meetings, etc., when appropriate.

b. Contractor has established and maintains a collaborative environment for data exchange between the Contractor and the Government.

c. Electronic working environments and other relevant networks/servers are operating with minimal downtime and contain well-organized and up-to-date information.

a. When problems are identified that affect cost, schedule or performance, the Contractor is proactive in informing the Government.

b. Contractor fully coordinates with the Government when changes occur to key documents, specs, plans, etc., or when trade studies are performed.

c. Contractor notifies Government of System Level integration issues in a timely manner.

d. Contractor effectively addresses user requests/ suggestions.

a. Contractor supports the use of Contractor-peculiar systems by Government personnel, as required.

b. Contractor established an excellent collaborative environment that is fully populated and used effectively as a communication tool.

b. Risk Mitigation Plans identify alternative solutions.

c. Risk Mitigation Plans are executed.

a. Risk Mitigation actions are properly budgeted and tracked to ensure mitigation of the risks.

b. Contractor identifies open issues and risk resolution alternatives and defines preferred solutions. Contractor provides and coordinates comprehensive status of open items and risk items at IPT and management levels and provides results to the Government.

c. Contractor performs risk assessment before integrating new technology or new commercial item or GOTS products.

d. Risk Handling Plans identify alternative solutions within boundaries of available cost and schedule.

e. Contractor maintains a complete, comprehensive, and accessible risk tracking system.

a. Software and hardware risks are identified, assessed, documented, and managed down to the Computer Software Configuration Item/ Hardware Configuration Item/Sub-system where appropriate according to its documented process.

b. Effective Risk Mitigation Plans are successfully executed in a timely manner.

c. Contractor provides detailed risk assessment; trade-off analyses among cost, schedule, and performance; plans of action, and implementation schedule. Contractor’s risk management process is effectively implemented providing a valuable tool for Contractor program management as well as Government insight.

a. Contractor performs extensive analysis and testing before integrating commercial items, re-use, or new development code.

b. Contractor demonstrates initiative in planning, analyzing, and assessing the total impact of potential risks. Contractor anticipates risk areas and problems early, and keeps the Government well informed of developments. Life cycle costs are minimized by problem solutions.

c. Contractor identifies achievable opportunities to offset cost of identified program risks.

b. The Contractor routinely reviews the subcontractors’ PMB.

a. Contractor actively seeks status information from all subcontractors to search for early problem definition and resolution.

b. Contractor’s management control of problem areas result in early risk identification, problem resolution, and minimal program impacts.

c. The management system is structured for oversight of subcontractor performance.

a. Contractor maintains and uses the subcontractor status information to effectively manage the development and delivery of the subcontract delivery items.

b. Contractor maintains positive management control of requirements flow down, risk identification, and problem resolution to minimize program impacts.

c. Subcontractor deliverables are high quality, complete, timely, and meet Government requirements under budget.

d. Contractor actively reviews and manages subcontractor progress so that it provides clear and accurate status reporting to the Government.

a. Contractor provides full insight and access into the subcontractors’ processes, activities, and work status. Contractor proactively integrates subcontractor into the OCX team (Government and Contractor).

b. The effective and timely communication of subcontractor cost and schedule status are reported to the Government, and issues are proactively managed.

b. Contractor has a system in place to provide adequate employee training.

a. Contractor re-evaluates staffing and resources to re-forecast requirements to meet long range contract re-planning with minimum inefficiency due to reallocated resources. Contractor constantly evaluates staff needs to coordinate needs at Government and IPT levels and takes action to ensure appropriate attendance. Contractor focuses on personnel retention, especially the key personnel.

b. Contractor has an effective training process whereby personnel receive essential, current training to ensure program success. The Government is considered for training slots when available.

a. a. Contractor continuously reviews labor resource allocations providing a proactive and effective staffing process. Maintains a highly trained workforce, which is extremely knowledgeable and understands all aspects of the program

b. b. Contractor has low overall staff turnover compared to industry average and no changes to key personnel, except in extreme extenuating circumstances. In such cases, key personnel changes are to be made with PCO approval.

a. Demonstrates strong emphasis on maintaining critical skills necessary to deliver high quality products to ensure mission success through the completion of the program.

b. Contractor has a comprehensive and ongoing training program. All employees have the required skills to ensure current and future program success. Government personnel are regularly offered training slots.

b. Proposal data, including subcontractor data, are logically organized and give the Government a view adequate to support cost analysis and technical review. A basis of estimate is documented for each element, and when insufficiently detailed. The Contractor provides it to the Government on request. The proposal is submitted by the mutually agreed to due date.

a. Proposals exhibit thorough fact-finding and coordination with the appropriate Government counterparts.

b. Contractor provides detailed analysis for subcontractor and material costs.

a. Proposals and other contractual actions are completely responsive to GPSW requests, and include thorough and complete subcontractor proposal evaluations.

b. Proposal data are traceable and give the government a view for supporting a detailed technical review and thorough cost analysis; only minor clarification is required by government. Potential cost savings are considered and reported in the proposal

a. Subcontractor proposals are consistently submitted with prime proposals, are thoroughly evaluated and reflect realistic settlement positions.

b. Change proposals stand alone and require no iteration for Government understanding. The contractor stays in communication during proposal preparation and resolves issues effectively before submission.

b. All cost and schedule reports are clear and reconcile to a common data base. Cost and schedule variances (including subcontractor) are identified early and plans for recovery are revised, reported, and implemented.

c. Contractor meets schedule identified in the contract and takes measures to avoid cost growth. Corrective actions are briefed to the Government and are generally accepted without changes.

d. Contractor quickly and accurately evaluates impacts of changes and minimizes schedule impact in response to changes in requirements.

a. Contractor’s IMS represents all required elements of the contract with some tangible benefit to the Government. Although some areas of schedule management might require improvement, these areas are minor with minimal adverse impact to the program.

b. Management identifies problems, causes and solutions that have a potential for impact on program cost, schedule or performance. Solutions decrease impacts and life cycle costs. Contractor implements an effective program to identify and resolve internal problems that adversely affect Contractor's performance in meeting Government deadlines.

c. Contractor prepares and develops graphic program cost and schedule data that provides clear Government visibility into current and forecasted program costs and schedules. Variances recovered without serious impact to technical or schedule goals when recovery plans are implemented. Schedule variances are well explained and recovered with minor impact to overall program goals.

a. The Contractor's IMS represents all contract tasks, is fully integrated, and provides tangible benefits to the Government. Changes to the IMS are coordinated with all major participants and incorporated in a timely fashion. This results in numerous significant, tangible, or intangible benefits to the Government.

b. Contractor plans, develops and executes viable procedures that incorporate the flexibility necessary to be responsive to changing priorities and schedules without adversely effecting overall system cost and completion schedule.

c. Risk analyses of all proposed or required schedule changes, including the impact on all levels of the program, performed accurately and timely. Contractor employs early corrective action and planning to preclude potential delays in the schedule. Contractor communicates schedule risk areas and proposed action to the Government well in advance of required action.

Contractor plans, develops and executes procedures that allow completion of milestones ahead of schedule with no adverse impact on coordination, performance or cost and which cause the accrual of benefits to the program. Schedule milestone tracking and projections are accurate and prevent program impact.

Table 2-3 Criteria for Area B: Technical Performance UNSATISFACTORY = Contractor fails to meet criteria for Satisfactory performance

Area B:

Technical Performance

b. The Engineering Review Boards (ERB) and Configuration Control Board (CCB) process adequately establishes and maintains baselines for Configuration Items (CIs).

a. Contractor uses a fully integrated approach to problem resolution within the Contractor, Government, and subcontractor IPTs. Software defect metrics are reported and used to improve the OCX software product.

b. Configuration Management (CM) effectively updates and strictly controls baselines and documentation as requirements and products are changed, modified, or added.

c. Open dialog is maintained regarding requirements issues. Multi-discipline working groups are used to ensure proper implementation of requirements.

a. Contractor has a defined process and procedure to analyze defects for trends and root causes and takes action to prevent future occurrences. Causal Analysis is performed and corrective action taken.

b. All requirement definitions and interpretations are formally approved per contractual requirements and approval procedures.

c. The Contractor actively involves the Government in the problem resolution process and seeks resolution in a timely manner.

a. Contractor implements metrics, reviews, trade studies, cost-benefit analyses, or any combination thereof, prior to accepting any changes to the baseline under development.

b. The Contractor brings issues to management attention early in the development process to facilitate decision making which results in favorable design decisions thus minimizing program cost and schedule impacts.

UNSATISFACTORY = Contractor fails to meet criteria for Satisfactory performance

b. Contractor identifies implementation options and schedules for incorporation.

c. Contractor establishes key contacts within relevant organizations and, if applicable, has written draft memorandums of agreements and certification agreements.

d. Security architecture is clearly depicted and solutions articulated to avoid ambiguity.

e. Contractor security architecture is acceptable to the Government.

a. Contractor shows a thorough understanding of the information assurance as proven by implementation.

b. Certification & Accreditation (C&A) approach is no more than moderate risk. Risk mitigation is clearly defined.

a. C&A approach is low risk.

b. Contractor security architecture is robust enough to accommodate architectural changes.

Contractor shows an in-depth and complete understanding of the information assurance requirements and has implemented robust and innovative solutions that exceeds security requirements.

b. Contractor complies with required processes and standards leading to PSICA certification.

a. Contractor has demonstrated a fully integrated approach for PSICA.

b. Aviation certification analyses are fully integrated into the design and development processes as evidenced by IMP/IMS and participation in appropriate reviews and developing design and test artifacts.

Contractor defines and complies with an internal and external auditing function that is focused on demonstrating compliance with aviation certification requirements and processes.

Contractor is proactively involved in identifying and resolving system-level PSICA certification issues.

UNSATISFACTORY = Contractor fails to meet criteria for Satisfactory performance

b. Peer reviews are conducted on test plans, procedures, and reports.

c. Contractor follows a disciplined integration approach to software and OCX system tests.

d. Contractor test plans and processes leading to operational testing and certification are comprehensive and documented. Regression testing is performed as needed.

e. The Contractor executes test program in accordance with documented plans to address requirements, performance, and TPMs.

f. Simulator based testing is used.

a. Verification methods and Acceptance Test Plans are coordinated with Government to support verification schedule.

b. Formal tests are conducted according to approved plans and procedures. Open items from testing have work-off plans in place.

c. Contractor follows a well planned and efficient integration approach to software and OCX system tests.

d. Contractor test procedures are automated to increase test efficiency as measured from the proposed baseline.

e. Test preparation results in no impact on test time, test assets, and does not impact schedule. Test assets are available to appropriate team members as needed.

f. Contractor coordinates test plans/procedures and testing with the Government and makes effective use of the IPT.

a. Requirements are traced to and verified at the appropriate level. Final Design Verification is concluded with no impact to production schedule.

b. Updated Verification and Acceptance Test Plans exhibit evidence of Government agreement.

c. Contractor anticipates test contingencies and resource contention.

a. Effective preparation results in reduced test time, test assets, and improves schedule as measured from the proposed baseline and any new baseline thereafter.

b. Contractor optimizes resource usage.

UNSATISFACTORY = Contractor fails to meet criteria for Satisfactory performance

b. Systems Engineering, Integration, and Test has visibility into program activities and focuses on delivering capabilities. For the majority of problems identified, solutions are proposed.

c. Contractor participates in GPS enterprise design reviews.

d. System engineering works with other engineering disciplines and the Government.

e. Moderate Government technical guidance and direction is required.

f. Trade studies are adequate to ensure that impacts are kept to a minimum.

g. Most design or performance problems are anticipated and acted upon. Design or performance problems have moderate impact and are resolved in a moderate amount of time.

h. Government is given full insight into engineering analyses and execution.

i. System engineering practices are employed by the engineering team, including subcontractors.

j. System engineering team provides adequate software development support.

k. Contractor supports identification, definition, and control of interfaces.

l. System engineering activities are conducted in support of system integration and interoperability.

m. Contractor adheres to the IMP.

a. Contractor seeks buy-off of Design Reviews and Data Packages from Government prior to Design Reviews.

b. Systems Engineering, Integration, and Test has high visibility and focuses on delivering capabilities. Alternative solutions are provided for problems identified, and emphasis is placed on total internal system in recommending solutions.

c. Proactively engages GPSW to support enterprise design reviews

d. System engineering works effectively with other engineering disciplines and the Government.

e. Some Government technical guidance or direction is required.

f. Trade studies are timely and virtually eliminate adverse impacts to the program.

g. Pro-active technical evaluations and analyses reduce adverse impact.

h. Standardized system engineering practices are employed by the engineering team, including all subcontractors.

i. System engineering team provides effective software development support.

a. Comments and issues are resolved and incorporated to ensure complete and timely delivery of Design Review Data Packages.

b. Contractor conducts successful Design Reviews using defined entrance and exit criteria.

c. Contractor proactively engages associate Contractors to prepare for GPSW enterprise design reviews

d. System engineering establishes a fully integrated team with other engineering disciplines and with the Government.

e. Trade studies are thorough and positively impact the program.

f. The Contractor establishes and continuously employs, throughout the entire system engineering team, team, including the Subcontractors, a comprehensive and standardized set of system engineering practices.

g. System engineering team provides comprehensive software development support.

h. System engineering proactively addresses requirements growth throughout the development.

a. Systems Engineering, Integration, and Test issues are number one priority with a focus on delivering capabilities. Alternative solutions are provided for problems identified, and emphasis is placed on total internal system in recommending solutions with least impact to integration.

b. No Government technical guidance or direction is required.

c. Pro-active technical evaluations avoid problems. Corrections are minor in nature and are expeditiously resolved.

d. System engineering activities minimize the impact of requirements growth throughout the development.

UNSATISFACTORY = Contractor fails to meet criteria for Satisfactory performance

b. The software design is modular, flexible, extensible, and maintainable. The software and database design and implementation conform to the best-accepted practices of software development and take into account the program security requirements.

c. Software testing covers software from the lowest to the highest integrated unit.

d. Management of multiple software baselines is satisfactory. Changes to baselines and the release of software products are systematically controlled via the change control and configuration auditing functions of software configuration management.

a. Proactive processes result in a low defect rate. Software defect resolution results in low program impact.

b. Contractor promptly responds to and addresses approved requirement changes throughout software product development.

c. Full and timely visibility into software status is provided to the Government.

a. Proactive management results in seamless coordination across multiple development and sustainment baselines.

b. Design findings at review milestones do not impact subsequent development activities.

c. Proactive management of multiple baselines results in no functional regression of system capability.

a. Proactive processes results in a defect rate at system integration lower than industry (satellite ground control systems) accepted standards due to highly structured and coordinated software development practices.

b. Contractor effectively incorporates approved requirement changes throughout software product development with minimal impact to the program.

Table 2-4 Criteria for Area C: Systems Integration UNSATISFACTORY = Contractor fails to meet criteria for Satisfactory performance

C1: Enterprise System

Risk Management