Historical Document HQ Information Technology Support Services III - Performance Work Statement.pdf

ATTACHMENT A

PERFORMANCE WORK STATEMENT, REV 9

FOR

HEADQUARTERS INFORMATION TECHNOLOGY SUPPORT SERVICES

(HITSS) III

CONTRACT 80HQTR18C0029

REVISED MARCH 22, 2021

NASA Headquarters

Information Technology and Communications Division (ITCD)

80HQTR18C0029

Attachment A, PWS

Revision 9 [March 22, 2021]

Document Revision History

*Changes made in Revision 9 are identified in RED text

Revision Revision Date Description of Change

9 03/22/2021 Nonsubstantive editing for readability

9 03/22/2021 Updated the following DRDs/SLAs:

DRD table for PWS 2.1

DRD 2-2-1-1

SLA 2-2-2

DRD 2-2-2-2-13

DRD 2-3-2-2

DRD 2-3-3-3

DRD 2-3-3-4

Updated DRD numbers for PWS 25A

9 03/22/2021 Updated PWS 2.3.6 to provide direction for tracking program risks.

9 03/22/2021 Updated 3.3 Key Personnel – Cloud Service Manager.

9 03/22/2021 Major Revision to PWS 25B.0.

9 03/22/2021 Moved cloud engineer skill from 27.16.2 to 36.0; Added additional skills needed.

9 03/22/2021 Updated PWS 28.0 to be restricted to active and funded MoAs.

9 03/22/2021 Added Option Year 2 qualifier to the following DRDs/Metrics/SLAs:

DRD 2-3-11-1-2

DRD 2-3-11-1-3

DRD 2-3-1-2

DRD 2-3-1-3

DRD 2-3-9-1-1

DRD 2-3-9-2-2

DRD 2-3-9-2-3

DRD 2-3-9-2-4

DRD 2-3-9-3-1

DRD 2-3-9-3-2

DRD 2-3-9-3-4

DRD 5-1-2

DRD 6-3-3

DRD 6-4-1

Metric 2-3-13-1 Metric 2-3-13-2 Metric 2-3-5-1 Metric 2-3-9-2-1 Metric 2-3-9-2-2

Revision Revision Date Description of Change

9 03/22/2021 Added Option Year 2 qualifier to the following PWS Sections:

PWS 2.2.4

PWS 4.3

PWS 6.0

PWS 7.0

PWS 11.7

PWS 13.0

PWS 18.0

PWS 19.0

PWS 20.0

PWS 26.0

PWS 30A.0

PWS 30B.0

PWS 40.0

PWS 41.0

PWS 44.11

Table of Contents

1.0 General

2.0 Program Management

2.0.1a Background 2.0.1b Program Certifications and Appraisals

2.1 Program Management Reports and Reviews

2.2 Metrics, Reporting, and Analytics

2.2.1 Metrics Definition and Metrics Management

2.2.2 Reporting

2.2.2.1 HQ ITCD Performance Management

2.2.2.2 Financial Reporting, Estimation, and Resource Management

2.2.3 Analytics

2.2.4 Earned Value Management

2.3 Program Management

2.3.1 Integrated Master Schedule

2.3.2 Project Management

2.3.3 Portfolio Management

2.3.4 Knowledge Management

2.3.5 Quality Assurance

2.3.6 Risk Management

2.3.7 Compliance

2.3.8 Technology Management

2.3.9 ITIL and Service Management

2.3.9.1 Service Portfolio

2.3.9.2 Capacity Planning

2.3.9.3 Demand Management

2.3.10 Support for Onsite Contractors

2.3.11 Contractor Staff Management

2.3.11.1 Backfill and Hire Requirements for Vacant Contractor Positions

2.3.11.2 Technical Skill Management and Technical Competency Management

2.3.12 Customer Relationship Management and Communications

2.3.13 Customer Education and Outreach

2.3.14 Customer Relationship Management (Technology and Data Management)

2.3.15 On-Boarding and Off-Boarding of HITSS Contractor Staff

2.3.16 Logistics, Asset Management, and Property Management

2.3.17 Management of and Support for Other Direct Costs

2.3.18 Hours of Operation

2.3.19 Suitability and Security Clearance Requirements

3.0 Contract Transition and Stabilization

3.1 Deliverable Development

3.2 Ongoing Updates and Actions Supporting Implementation of Transition and Stabilization Deliverables

3.3 Key Personnel and Key Functions/Roles

4.0 Portfolio Management (PfM)

4.1 Portfolio Management – Concept of Operations (CONOPS)

4.2 Portfolio Management – Metrics, Performance Measurement, and Health Check

4.3 Portfolio Management - Risk Management

5.0 Program Integration Services

5.1 Service and Program Integration

5.2 Service Level Agreements and Memorandum of Agreements

6.0 Project Management

6.1 Project Management – Planning and Execution

6.2 Project Management –Earned Value Management and Monitoring

6.3 Project Management – Risk and Issue Management

6.4 Project Management – Resource Management and Required Skills

6.5 Project Management –Metrics

7.0 Standards, Service Level Agreements, and Measurements

8.0 Performance Management and Metrics Management

8.1 Performance Management - Define

8.2 Performance Management - Design

8.3 Performance Management - Develop

8.4 Performance Management - Deploy

8.5 Metrics Management

9.0 Risk Management

10.0 Knowledge Management (KM)

10.1 Knowledge Management –Information and Data

10.2 Knowledge Management –Knowledge Retention Services and Support

10.3 Knowledge Management –Transition Planning Services and Support

10.4 Knowledge Management –Contractor Knowledge Management, Knowledge Retention, and Transition Planning

11.0 Customer Service

11.1 Customer Service - Service Coordination and Collaboration

11.2 Customer Service - Service Management

11.3 Customer Service - Incident Management

11.4 Customer Service - Service Request and Work Request Management

11.5 Customer Service – HQ RIS Service Request & QA Customer Surveys

11.6 Customer Service - Event Support

11.7 Software Release Authority Services and Support

12.0 Customer Relationship Management

12.1 Customer Relationship Management - Service Model

13.0 Customer Training

14.0 Communications Management

15.0 Onboarding and Offboarding

16.0 IT Security Management and Information Security Management

16.1 Security Assessment & Authorization and Continuous Monitoring

16.2 Vulnerability Management

16.3 Security Incident Management and Response

16.4 Inventory/Asset Management

16.5 Security Monitoring

16.6 Security Configuration Management

16.7 Access and Account Management

16.8 Contingency Planning, Training, Testing/Exercise, and Operations

16.9 Information Security Management

16.10 Information Security Training

17.0 Information Technology Infrastructure Library (ITIL) Support Services

17.1 General ITIL Services and Support

17.2 ITIL Service Strategy, Design, and Standards

17.3 ITIL Service Transition Services and Support

17.4 ITIL Service Operation and Continual Service Improvement Services and Support

17.5 Service Knowledge Management

18.0 Service Catalog Maintenance and Support

18.1 Identify and Define Service Requirements

18.2 Update, Maintain IT Service Catalog

18.3 Publish and Promote the IT Service Catalog

19.0 Information Technology Management Services and Support Requirements

20.0 Governance Development and Maintenance Support Services

21.0 Change Management Services

21.1 The Change Management Framework, Methodology, Procedure, and Process

22.0 Configuration Management – Configuration Items, Information, and Data

22.1 Configuration Management – Configuration Items, Information, and Data

23.0 Quality Assurance

23.1 Quality Management Plan

24.0 Testing and Test Management Services and Support

25A.0 Enterprise Architecture Services and Support 25A.1 Contractor Experience 25A.2 Foundational / Normative Architecture Support 25A.3 Governance and Architecture Reviews 25A.4 Enterprise Architecture Strategic Support 25B.0 Business Intelligence and Big Data Services and Support 25B.1 Define a Business Intelligence (BI) and Data Analytics (DA) Strategy:

25B.2 Define Supporting Architectures:

25B.3 Implementation of BI & DA strategy and Technical Architecture:

26.0 Application & Website Development, Web Services, and Business Architecture Requirements .. 145

26.1 Application, Software, Web Application, and IT System Development and Configuration

26.2 Website Development

26.3 Web services

26.4 Business architecture

26.5 Application Portfolio & Application Portfolio Management

26.5.1 Application Portfolio & Portfolio Management

26.5.2 Legacy Application Management

26.6 Website Portfolio & Website Portfolio Management

26.6.1 Website Portfolio

26.6.2 Website Management

26.7 Development and Design Analytics

26.7.1 Application, Software, Web Application and IT System Development and Design

26.7.2 Website Development and Design

26.8 Application and Website Architecture

26.8.1 Interface requirements

26.8.2 Integration requirements

26.8.3 Application Architecture

26.8.4 Data Models and Data Architecture (at the application level)

26.8.5 Content Architecture for Websites

26.9 Testing and Test Management

26.9.1 Application Testing

26.9.2 Mobile Application Testing

26.9.3 Website Testing

26.9.4 System Testing

26.9.5 IV&V support (provide data to the IV&V team and respond to requested actions, issues, and defects)

26.9.6 Testing Desktop Builds/Images, Browser Upgrades, Enterprise Application Releases, Etc

26.10 Application/Software, Web Service, Web Application, IT System & Website Deployment

26.11 Database Management

26.12 Application Analytics

26.13 Website Analytics

26.14 System Analytics

26.15 Change Management & Configuration Management for Applications, Websites, Web Services, and Systems

26.16 Quality Assurance (QA) and Quality Control (QC) for Application, Systems, Website, and Web Services

26.17 Usability and Related User Interface Requirements

26.18 Software and License Management

26.19 Asset Management (for Applications, Websites, Web Services, and IT Systems)

26.20 Requirements Development (Engineering) and Management

26.21 Software Development and Technical Development Lifecycle Methodologies

26.22 Estimation

26.23 Application, Software, Web Service, and IT System Analysis

26.24 Website Analysis

26.25 Development Tools

26.26 Technology Management and Planning for Applications and Websites

26.27 Data Management

27.0 Systems Engineering & Implementation Services and Support Requirements

27.1 Systems Engineering Maturity and Capabilities

27.1.1 Systems Engineering Management Plan

27.2 Technical Performance Measures (TPM)

27.3 Risk Management

27.4 Technical Reviews

27.5 Configuration Management

27.6 Requirements Management

27.7 Hardware Design

27.8 Software Development/Implementation

27.9 Reliability Supportability, and Logistics

27.10 Studies and evaluations

27.11 Continuous Improvement

27.12 Quality Assurance

27.13 Independent Verification and Validation Support

27.14 Remaining current on Systems Engineering Standards and Best Practices

27.15 Establish a Systems Engineering Community of Practice for NASA HQ

27.16 Implementation (IMP) Requirements

28.0 Emerging Technology (ET) Services and Support

28.1 Emerging Technology Practice Definition

28.2 Emerging Technology Practice Research Support

28.3 Emerging Technology Implementation

29.0 Multimedia & Web-Streaming

30A.0 Content Management Services 30B.0 Document Management Services

31.0 Form Development Services and Support

32.0 Forms Management Support and Services

33.0 Records Management

33.1 Management of NASA Headquarters Records

33.2 Management of Contractor Records

34.0 Printing and Design (Communications Support Services Center-CSSC)

34.1 Communications Support Services Center Management Support

34.2 Liaison Service Support

34.3 Customer Service Desk/ Work Intake

34.4 CSSC Task Management System

34.5 Installation Accountable Government Property

34.6 IT Security Compliance

34.7 Hours of Operation

34.8 Service Awareness

34.9 Safety and Housekeeping

34.10 Quality Assurance Requirements

34.11 Creative Design Services (CDS)

34.12 Graphic Design

34.13 Animation

34.14 Video

34.15 Multimedia

34.16 Exhibit Design

34.17 eBook

34.18 Social Media/New Technologies

34.19 Editing/Writing

34.20 508 compliance

34.21 Creative Technology Support

34.22 Communication Effectiveness

34.23 Design Services Restrictions

34.24 Ancillary Equipment Operation

34.25 Printing Management Services (PMS)

34.26 Installation Accountable Government Property

34.27 Replication Support Services (RSS)

34.28 Duplicating Volume Restrictions

34.29 Special Records Requirements

34.30 Ancillary Equipment Operation

34.31 Hours of Operation

34.32 Document Support Services (DSS)

34.33 Ancillary Equipment Operation

34.34 Online Services

34.35 Ancillary Equipment Operation

34.36 Product Delivery

34.37 Deliverables, Inspection & Acceptance

35.0 Infrastructure Services

36.0 Cloud Services

37.0 Reserved

38.0 Administrative Office Services

38.1 Account Administration

38.2 Reserved

38.3 Safety and Security Administration

39.0 Operations & Maintenance Services

39.1 Data Center Management

39.2 Hardware and Systems Software Maintenance

39.3 Systems Administration

39.4 Backup and Storage

39.5 Continuity of Operations and Disaster Recovery

39.6 Physical Control Support

39.7 Environmental Control Support

39.8 Account Administration

40.0 Computer and Mobile Device Services and Support

41.0 Desktop Services and Support

42.0 IT Catalog Service

43.0 Reserved

44.0 Cybersecurity and Information Security Services

44.1 Threat and Vulnerability Management Services

44.1.1 Threat and Vulnerability Monitoring and Communication

44.1.2 Network Vulnerability Scanning

44.1.3 Host Security Monitoring

44.1.4 Network Security Monitoring

44.1.5 Ad-Hoc Security Review and Scanning

44.1.6 Penetration Testing

44.2 Asset Security Management Services

44.2.1 Asset Inventory Support (SWAM, HWAM)

44.2.2 Security Configuration Baseline Development and Maintenance

44.2.3 Security Configuration Monitoring

44.3 Application Security Services

44.3.1 Application Security Assessment

44.3.2 Secure Coding Standards, Practices and Training

44.3.3 Secure Code Repository

44.4 Security Incident Management Services

44.4.1 Center/Organization Security Incident Management

44.4.2 Incident Reporting

44.4.3 Digital Forensics

44.4.4 Malware Analysis

44.4.5 Media Sanitization Support

44.4.6 E-Discovery Support

44.5 Security Operations Services

44.5.1 Operation of Security Tools

44.5.2 Technical Field Support

44.5.3 Maintenance

44.6 Identity, Credential & Access Management Services

44.7 Security Consulting Services

44.7.1 Security Reviews

44.7.2 Security Requirements Development and Review

44.7.3 Security Control Selection and Tailoring Support

44.7.4 Security Subject Matter Support

44.8 Security Engineering services

44.8.1 Development and Implementation of Security Tools and Solutions

44.8.2 Development and Implementation of Security Processes, Methodologies, and Rule Sets

44.8.3 Evaluation of New Security Tools

44.9 Security Data Analytics Services

44.10 Security Assessment & Authorization Services

44.10.1 SA&A Support for NASA Information System Owners

44.10.1.1 Data Categorization

44.10.1.2 Development and Maintenance of System Security Documentation

44.10.1.3 Security Self-Assessment

44.10.1.4 Risk and POA&M Management

44.10.1.5 Continuous Monitoring

44.10.2 Assessment Services

44.10.3 External System Support for NASA Information Owners

44.10.4 SA&A Oversight and Reporting Support

44.10.5 SA&A Oversight and Reporting Support for NASA SAISO

44.11 Security Governance Support Services

44.11.1 Development and Maintenance of Policies, Procedures and Standards

44.11.2 Support of IT Security boards, working groups and Program Meetings

44.11.3 Support for Strategic and Tactical Planning

44.11.4 FISMA and Compliance Reporting Services

44.11.5 Audit Support Services

44.11.6 Supply Chain Risk Management

44.12 Security Awareness and Training Services

44.12.1 Security Training Content

44.12.2 Delivery of Training

44.12.4 Compliance tracking

44.13 Information Security Support Services

44.13.1 Privacy Support

44.13.2 Privacy Breach Management

44.13.3 Support for Protection of Sensitive NASA Information

44.13.4 Compliance with Regulatory Requirements

45.0 Emergency Preparedness Planning and Support

45.1 Continuity of Operations Planning and Preparation

45.2 Emergency Operation Center and Continuity of Operations support

46.0 Reserved

47.0 COMSEC Support

48.0 Scientific and Technical Information Program Support Services

49.0 Other Support Tasks (Non-Core Support)

50.0 Greenhouse Gas Emission Reporting (Core Support)

Part 1

General Information and Requirements

1.0 General

The Chief Information Officer in the NASA Headquarters Information Technology and Communications Division (ITCD) is providing this Performance Work Statement (PWS) on behalf of NASA Headquarters. The purpose of this Performance Work Statement is to provide a framework for information technology support services for ITCD and other NASA Headquarters organizations such as Administrator Staff Offices, the Chief Information Officer (OCIO), Mission Directorates, JPL NASA Management Office, and Mission Support Directorate.

The mission of NASA Headquarters is to provide overall guidance and direction to the Agency.. NASA HQ is organized into four Mission Directorates (Aeronautics, Human Exploration and Operations, Science, and Space Technology), the Mission Support Directorate, and several Administrator Staff Offices, including the Chief Financial Officer, Chief Information Officer, Chief Technologist, of General Counsel, and Chief Engineer.

The mission of ITCD is to support NASA Headquarters (HQ) and the Agency by providing quality IT services, enabling HQ Mission Directorates, the Mission Support Directorate, and Administrator Staff Offices as well as Agency and NASA Center programs to accomplish NASA’s mission. ITCD’s vision is to deliver reliable, innovative and respected IT solutions. Its key organizational values are integrity, responsibility, helpfulness, effectiveness, and collaboration. As the Agency is moving forward with the NASA IT Infrastructure Integration Program (I3P), and Agency strategic sourcing initiatives, collaboration and integration of multiple services provided by multiple service providers is of special importance.

The contractor shall provide all personnel, equipment, supplies, facilities, transportation, tools, materials, supervision, and other items and services necessary to perform IT services and support as defined in this Performance Work Statement except for those items specified as government furnished property and services. The contractor shall perform to the standards in this contract and federal and IT industry standards.

The HQ IT Support Services (HITSS) Contractor shall:

a. Provide expert support and value-added guidance in developing cost effective solutions for IT requirements driven by but not limited to federal and Agency mandates, NASA missions and programs, and operations;

b. Provide an IT infrastructure, a technical architecture, a data architecture, a business architecture, an IT service integration architecture that fosters development of IT systems, technology platforms, IT services and technical capabilities in a robust, innovative, and evolving environment and takes full advantage of industry standards and emerging technologies;

c. Perform data management services for HQ;

d. Operate the NASA HQ data center environments in an efficient and effective manner;

e. Management of the NASA Headquarters Managed Computing Environment in the Agency’s Cloud Infrastructure Program;

f. Support IT requirements that utilize specialized IT skills and knowledge of technology trends to significantly increase user productivity and efficiency;

g. Support IT requirements that utilize specialized IT skills, knowledge, and analytics to significantly contribute to, support, and affect effective IT management, IT operations, service management and integration, planning and delivery;

h. Support IT portfolio management to ensure support stewardship of IT investments;

i. Provide and support project management in support of HQ and Agency initiatives;

j. Provide outreach, communications, and excellent customer service for a variety of IT disciplines and functional areas;

k. Incorporate IT security in all aspects of the work to ensure protection of NASA Headquarters’ data and systems, Agency data and systems, and in support of NASA Centers’ data and systems;

l. Provide support for maintenance and management of ITCD’s governance model and structure, ITIL framework, ITIL service strategy, definition, design, and standards, ITIL service transition, ITIL operations, and continuous improvement;

m. Provide, manage, maintain, track, and report all equipment associated with HQ IT systems and services;

n. Track and report HQ assets (GFE);

o. Provide support for HQ Asset Management Processes;

p. Provide web services, to include public-facing website hosting and applications;

q. Provide Knowledge Management services and assist in the management of ITCD’s, HQ’s, and the Agency’s Knowledge Management programs;

r. Effectively collaborate with all stakeholders such as Headquarters, NASA Center, OCIO, and Agency IT Contractors to provide seamless integration of services to ITCD, NASA Centers, the OCIO, and the Agency; and

s. Ensure that all IT activities meet all applicable Federal, OMB, OPM, Agency, and Headquarters requirements.

The specific support services required under this contract include: planning and management of information systems, technical solutions & capabilities; Cloud Services; Application, Web, Business, Data, and Technical Architecture services; Lifecycle Management of Technical and IT Process Implementation; Systems Engineering and Integration services; Supply Chain Risk Management;

Continuity of Operations (COOP); Operation of the NASA HQ Data Center; ITIL Services Strategy, Definition, Design, and Standards; ITIL Service Management; ITIL Service Management and Operations; ITIL Continuous Improvement; IT and Information Security; Technology Innovation and Infusion; Emerging Technology; IT Portfolio Management; Asset Management; Project Management and Integration services; Customer Service and Help Desk; Knowledge Management; IT Training; and support for approved NASA desktops, laptops, integration of HQ services into the Agency-wide Active Directory, e-mail and calendaring functionality.

Below are services provided through the NASA I3P initiative or strategic sourcing initiatives, and the NASA Shared Services Center (NSSC). The HITSS Contractor shall collaborate and integrate with, supplement and/or augment the I3P Contractors, if necessary, as well as the NSSC Contractor providing NASA-wide Enterprise Service Desk (ESD) and Enterprise Service Request System (ESRS) services. A high-level view of the I3P acquisitions or strategic sourcing initiatives include the following enterprise services: ;

NICS (NASA Integrated Communications Services): Communications Services – to include data, voice, video, LAN and WAN services;

ACES (Agency Consolidated End-user Services): End-User Services – to include NASA ACES desktops, laptops, cell phones, smartphones, Agency-wide Active Directory, e-mail and calendaring functionality;

WESTPrime (Web Enterprise Service Technologies Prime): Web Services – to include public-facing website hosting and applications; and, EAST 2 (Enterprise Applications Service Technologies): Enterprise Applications Services – to include applications services associated with the NASA Enterprise Applications Competency Center and Agency-wide collaboration services including NASA’s Identity, Credentialing, and Access Management (ICAM) in addition to new intranet environments and applications.

Networx and Enterprise Infrastructure (EIS) contracts

NASA Enterprise Licenses Management Team (ELMT) For the acquisition of Enterprise software licenses and services

This PWS represents a set of core requirements that are provided to all HQ offices in the areas of program management; program-wide services; customer service and customer relationship management;

application, web, business architecture, technical architecture, data architecture, and data management services; NASA HQ Data Center and Cloud Services support; ITIL services and support; systems engineering, integration, and implementation services; Knowledge Management; IT security; Asset Management; Project Management and Integration services; and the Emerging Technology program.

Other program or organizational unique related services may be required during the life of the contract to provide direct support to Mission Directorates and Mission Support Directorate in the areas of dedicated system development and/or subject matter expert support. These other services will be ordered through the Indefinite Delivery Indefinite Quantity (IDIQ) portion of the contract. Metrics, Service Level Agreements (SLAs), Operational Level Agreements (OLAs), Key Performance Indicators (KPIs), and other measurements contained in this PWS will be used in conjunction with standards, policies, requirements, regulations, incentive fee metrics and measurements to determine the performance of the contractor.

2.0 Program Management

Effective program management is the cornerstone of successful contract execution. The Contractor shall be responsible and accountable for ensuring the quality and timeliness of products and services delivered under this contract. This requires technical expertise and the ability to establish technical credibility with all stakeholders such as ITCD, Mission Directorates, Administrator Staff Offices, the OCIO, and the NASA Centers. However, good program management also includes, but is not limited to, the following characteristics:

Leadership – The Contractor’s program management team shall lead its team by example toward the successful accomplishment of its mission, despite the problems that any program/project will encounter.

Leadership implies more than managerial skills. It includes looking ahead to see the big picture, strategic planning for changes in the technical landscape, anticipating potential problems, resolving them as quickly as possible, and providing the environment that enables the team to be successful.

Commitment to excellence and respect for team members and partners are strong elements of leadership.

Communications – The Contractor is responsible for doing its part to facilitate productive communications among all parties, including the Government, customers, and other service providers.

Lessons Learned – Identifying, documenting, and managing lessons learned to ensure a knowledge base from which transparency of positive and negative service and support activities as well as continuous improvement of services can be achieved.

Managing Relationships – Building and maintaining effective relationships with stakeholders is critical to success of this program. Stakeholders include ITCD staff and management, Mission Directorates and Administrator Staff, the OCIO, other NASA Centers, and other service providers such as the Agency’s strategic sourcing contractors that depend on services performed under this contract.

On -Time Delivery of Quality Services and Support – A consistent delivery of services and support that meet customer expectations, quality standards, technical requirements, and schedule needs is essential to establishing and retaining credibility as a service provider.

Reporting – A strong reporting capability and framework provides visibility into the program and supports communication with the stakeholders as well as within the service provider’s staff. This is essential for corrective actions, support of lessons learned, risk management, and successful delivery.

Teambuilding – A strong, integrated Government-Contractor team is supportive and proactive. Good program management includes strategies to keep the team together and working toward mutual goals.

Institutional Support – Although technical expertise is important, a strong organization with access to resources for staffing and budgeting is a critical component of effective program management.

2.0.1a Background HQ ITCD’s program management structure consists of program integration services (includes contract management, governance, SLA management, metric definition and management, and portfolio management), Knowledge Management, Asset Management, ITIL, Lifecycle Management (including agile and iterative delivery/deployment), Project Management and Project Integration, and Financial Management. The contractor shall provide data and provide services and support required to maintain these core functions of ITCD operations and program management. The requirements outlined in section

2.0 and sub-sections define the services, support, data, information, and knowledge essential to success of ITCD’s program management functions and processes.

2.0.1b Program Certifications and Appraisals HQ ITCD requires the contractor to have the following certifications:

Lean Six Sigma (required for Service Improvement, Standards, Metrics, and Requirements Development and Management services and support). The contractor and/or subcontractor personnel performing work for services and support for the following sections of the PWS shall have a minimum of one contractor staff member with Lean Six Sigma certification. Lean Six Sigma certification is required for the following areas:

o Section 7.0 Standards, Service Level Agreements, and Measurements o Section 8.0 Performance Management and Metrics Management o Section 17.0 Information Technology Infrastructure Library (ITIL) Support Services o Section 19.0 Information Technology Management Services and Support o Section 23.0 Quality Assurance o Section 26.20 Requirements Development (Engineering) and Management

Information Technology Infrastructure Library (ITIL) (version considered current by industry at the time of contract effective date)

HQ ITCD requires the contractor to have the following Capability Maturity Model Integration (CMMI) Maturity Level 3 appraisal achievement:

Capability Maturity Model Integration (CMMI) Maturity Level 3 (in application/software development and engineering, data center and cloud operations/services, configuration management, testing, systems engineering, and estimation of work).

o Product and Service Development – CMMI for Development (CMMI-DEV) o Service Establishment and Management – CMMI for Services (CMMI-SVC)

For the purpose of compliance with certification and appraisal requirements, the contractor (prime and/or subcontractors to the prime) shall have the certifications and appraisal achievements for the discipline areas and service areas specified above. Furthermore, the contractor (prime and/or subcontractors to the prime) performing work in the service areas, for which certifications and appraisal achievement are required, shall possess the certification(s) and appraisal achievements required for those service areas.

HQ ITCD’s program management structure consists of program integration services (includes contract management, governance, SLA management, metric definition and management, and portfolio management), Knowledge Management, Asset Management, ITIL, Lifecycle Management (including agile and iterative delivery/deployment), Project Management and Project Integration, and Financial Management. The contractor shall be required to provide data and provide services and support required to maintain these core functions of ITCD operations and program management.

2.1 Program Management Reports and Reviews

A goal for the ITCD and HITSS team is for management and staff to be aware of program/project status on a continuous basis facilitated by precise, accurate, and timely reporting and reviews. In addition to face-to-face meetings, the Contractor shall provide and promote online postings of current knowledge products in an orderly and intuitive manner and minimize the need to generate and email products for distribution. The success of this service should minimize issues of versioning, multiple email attachments and enable meetings to focus more on details of status, issues, initiatives, and opportunities.

To support specific meeting requirements the Contractor shall:

a. Provision scheduling, invitation lists, and accurate documentation of minutes and actions;

The Contractor shall assess, enhance, establish, provide, and manage an online environment that achieves the following goals:

a. Provides a secure site for Contractor, ITCD, and other HITSS stakeholders to collaborate in the execution of HITSS activities and to develop products. Content posted to the site shall include linkages to and between related deliverables and supporting artifacts, outage notifications, training documentation, technical documentation, task order documentation, financial data, estimation data, schedule data, risk data, project management data, data that supports ITCD’s ITIL framework/service management/standards/strategy/operations, data architecture, technical architecture, and business architecture, actual cost data, ITCD’s IT Portfolio, security plans, baselined inventory, standard procedures, as-built drawings, configuration items/artifacts, assets, resources, processes, guidelines and DRDs (Data Requirements Documents);

b. Leverages existent authoritative data sources such as but not limited to STRAW, ITSEC-EDW, IDAMS, Solarwinds, Nagios, server logs, and configuration management databases (e.g., the application portfolio, application code repository, vm and server configuration baselines, RAM (Rational Asset Manager), procedural repositories (e.g., SOPR (Standard Operating Procedures Repository) ), RAM (Rational Asset Manager), work management systems (e.g., WRIS (the Work Request In-Take System), WMS (the Work Management System), RTC (Rational Team Concert)), lifecycle management (e.g., Rational CLM and other supporting lifecycle management tools), CCB tools (e.g., the RTC Change Request Module), the project management and portfolio management system (e.g., the HQ Project and Portfolio Management System

(HQPPMS);

c. Establishes technical approaches, procedures, standards and mechanisms to ingest new authoritative data sources in to the HQ ITCD Business Intelligence (HQBI) service;

d. Ensures visibility, at varying levels as appropriate, to project plans and management activities, including schedule, actual costs, actual hours, estimated costs, estimated hours, resources, milestones, and trending sufficient to discuss alternatives or priority tradeoffs;

e. Contains current information as well as history of key areas to determine risks, mitigations and areas for improvement;

f. Can be leveraged as the environment to ingest data from authoritative sources outside of HQ for the purpose of activity reporting (e.g., On Boarding, Off Boarding, Service Operations);

g. Manages service requests by utilizing on-line tools that enable users to initiate and track them through an online system, and integrates this system with the NSSC’s Enterprise Service Desk and Enterprise Service Request System;

h. Is accessible, at varying levels as appropriate, via web browsers to the Contracting Officer’s Representative (COR), Contracting Officer (CO), ITCD management, HQ Operations Management, ITCD Performance Monitors, Mission Directorate and Mission Support Task Managers, and other HITSS stakeholders;

i. Contains financial reporting, task order management, invoicing and similar business information from the contractor’s business system;

j. Provides ability to view documents and analysis and an option to download;

k. Is searchable, sort and retrievable by relationships and/or by common attributes;

2.3 Program Management

The Contractor shall perform program management of the HITSS contract to ensure management of resources, costs, services, products, and delivery. Program management shall be performed by the Contractor across all task orders (IDIQ) established on the HITSS contract for all services, support, deliverables, and products.

The Contractor shall utilize existing applications, tools, and technology in the development, generation, and delivery of deliverables. Identify automation and process improvements to facilitate the development, generation, and submission of deliverables. Likewise, NASA HQ ITCD will access existing applications, tools, systems, and repositories to access DRDs where and when DRDs are developed, generated, delivered, and stored in applications, tools, systems, and/or repositories. The intent of this approach is to streamline processes and delivery methods for DRDs. As several of the DRDs required for this contract are reports, the Contractor shall create and store reports (associated with DRDs) utilizing new and existing applications, tools, systems, etc. to reduce processing methods.

2.3.1 Integrated Master Schedule

The Contractor shall develop and maintain an ITCD Integrated Master Schedule (IMS) of all ongoing and planned activities. The primary purpose of the ITCD IMS, for use by the Contractor and Government, is to provide a day-to-day tool for executing the HQ IT Program, tracking individual project/work request/sprint/release technical, and schedule status sufficiently to depict any significant risks and priority trade-offs. It also serves to strengthen the effectiveness of Contractor/Government communications, providing an early warning system of issues and concerns regarding critical projects.

The Contractor shall:

a. When specified by the COR, include those projects/work requests/sprints/releases for which the Contractor is not primarily responsible;

b. Create and maintain the IMS using a scheduling system that utilizes features such as resource loading and project/work request/sprint/release dependencies to facilitate accuracy in reprioritization scenarios;

c. Enable alternate categorization views that group projects/work requests/sprints/releases by strategic portfolio, by department, by resources, by ITCD’s IT portfolio structure, by ITCD’s service structure, by ITCD’s financial reporting structure, and other structures, operational and IT management frameworks, functions, processes, and lifecycles;

d. Provide secure web access to the IMS for NASA and Contractor project management leads;

e. Use IMS briefings to ITCD staff, including progress assessments, identification of problems, and a discussion of critical path activities and urgent priorities; and

f. Provide schedule adherence data that summarizes schedule performance for all milestones to include reporting of project re-baselines with explanations;

g. Incorporate and integrate earned value management;

d. Effectively develops and disseminates information regarding available services and technologies, system outages, new initiatives, etc.;

e. Effectively coordinates with ITCD Customer Engagement Managers, HQ Organizational IT Points of Contacts, Task Managers, the Enterprise Service Desk, the Agency strategic sourcing contractors and other contractor Customer Service representatives to provide a uniform approach to customer service;

f. Understands the evolving IT requirements of the customer;

g. Coordinates with ITCD to ensure recommendations and approaches can be supported;

h. Coordinates with IT Security to ensure any recommended solution or changes are secure;

i. Provides a method, subject to NASA approval, to obtain after-hours emergency support (defined as support for senior NASA officials, time-sensitive critical action, or a service interruption that involves a significant percentage of the HQ population);

j. Proposes, for Government approval, metrics that describe service delivery activities to measure contract performance with regard to service delivery, customer feedback, quality assurance and timely delivery of products and services;

k. Provides contractor developed surveys and the means to administer them. Provides continuously available customer feedback and other information to the Government of sufficient detail to identify trends and gaps of customer requests for service and services rendered; and incorporates ITIL3 principles and practices to align with NASA service delivery and provide continuous service improvement.

2.3.13 Customer Education and Outreach

The Contractor shall provide customer training, end-user documentation, and communication activities for IT applications, services, and issues that affect the HQ user community (NASA employees, contractors, and NASA HQ consultants). The contractor shall provide training using classes, video files, and online content and printed materials. Classroom training shall be conducted in the on-site training facility (Title, To Be Determined), Monday through Friday, except Federal holidays, between 8:00 a.m.

until 4:30 p.m. local time.

The contractor shall assist NASA in planning for and implementing change associated with new IT capabilities within HQ and the Agency. NASA may call upon the contractor to provide support not only for HQ-specific system implementations, but also for Agency-wide initiatives that may impact HQ’s infrastructure, processes, or policies. Those activities include impact assessment of proposed change(s), modification, and coordination of required changes, and documentation of change management processes and procedures.

ITCD’s IT communication program provides strategic, tactical, and proactive communication support for HQ CIO and all supported IT programs. The contractor shall provide customer communication support, including development, maintenance, and execution of the ITCD Communications Plan.

Program support includes identification of stakeholder/audience; message delivery methodologies;

message timing; message content; technology to business terminology translation. Additionally, the contractor shall provide timely submission for recurring outreach messages, including NASA HQ:

The scope of these activities shall involve working with ITCD for IT Portfolio Manager, and require collaboration with other contract staff currently assisting with IT Portfolio Management related activities, Portfolio management also includes, but is not limited to, the following characteristics:

Leadership – The Contractor’s portfolio management team should lead its team by example toward the successful accomplishment of its mission, despite the problems that any program/project will encounter. Leadership implies more than managerial skills. It includes looking ahead to see the big picture, anticipating potential problems, resolving them as quickly as possible, and providing the environment that enables the team to be successful. Commitment to excellence and respect for team members and partners are strong elements of leadership

Communications – The Contractor is responsible for doing its part to facilitate productive communications among all parties, including the Government, customers, and other service providers.

Managing Relationships – Building and maintaining effective relationships with stakeholders is critical to success of this program. Stakeholders include HQ management, customers, other NASA Centers, and other service providers that depend on services performed under this contract.

Teambuilding – A strong, integrated Government-Contractor team is supportive and proactive.

Good portfolio management includes strategies to keep the team together and working toward mutual goals.

Institutional Support – Although technical expertise critical, it is also imperative the Contractor possess a strong organization with access to highly skilled resources and a plan for back-filling staff as a factor to achieve the effective management, and operation of ITCD’s portfolio management.

The HQ IT Support Services (HITSS) Contractor shall support the ITCD Portfolio

Management in the following areas:

a. Provide expert level support and value-added guidance to Headquarters in developing cost effective solutions for the ITCD Portfolio requirements;

b. Provide an IT environment that fosters development of custom applications in a robust and evolving environment and takes full advantage of industry standards and emerging technologies relating to Portfolio Management;

c. Support IT requirements that utilize specialized IT skills and knowledge of technology trends to increase user productivity and efficiency as related to IT Portfolio management;

d. Provide excellent customer service for a variety of IT disciplines and functional areas;

e. Incorporate IT security in all aspects of the work to ensure protection of NASA Headquarters’ data and systems;

f. Effectively collaborate with other Headquarters and Agency IT Contractors to provide seamless services in support of ITCD leadership; and

g. Ensure that all IT activities meet all applicable Federal (such as OMB, OPM, FITARA, etc.), Agency, and Headquarters requirements.

6.0 Project Management

Effective planning, coordination, execution, monitoring, and management of work requests and related tasks are critical to the management of work, work requests, and projects. The Contractor shall plan, coordinate, execute, monitor, and manage work, work requests, and projects utilizing project management expertise for IT projects and IT management. The Contractor shall follow ITCD’s Project Management Framework; utilize ITCD’s project management, work management, and IT request management systems; comply with NASA’s Procedural Requirements (NPRs) such as NPR 7120.7, NPR 7120.8, and other related NPRs providing guidance on the planning, execution, and management of projects; and shall follow an established software development lifecycle in conjunction with project management standards and practices.

The contractor shall have existing tools and techniques for estimation, work breakdown, resource assignments, risk and issue management, cost management, etc. The existing tools and techniques utilized and employed by the Contractor shall complement NASA HQ ITCD’s established project management framework and governance structure. The Contractor shall measure progress and shall establish success criteria to achieve successful completion of project goals and objectives for each project.

ITCD requires project management and tracking support for both internal and external projects. Internal projects are projects that are directly assigned to the Contractor by ITCD. An internal project could be a project sponsored by any HQ office and have a significant IT content. In providing this support and in executing projects, the Contractor shall use the governing documents, templates specified by the requiring HQ office and by NASA HQ ITCD.

External projects are projects where the implementation lead is not the HITSS Contractor but where the Contractor shall be responsible for coordination, participation, or analysis. The Contractor shall provide input, content, comments, and recommendations on project plans prepared by other Contractors including the Agency’s strategic sourcing contractors, and other stakeholders or other Government agencies, or other Government agencies. The contractor shall also provide data required and shall provide support to NASA HQ ITCD and other HQ organizations for successful planning, execution, and management of external projects.

The Contractor shall provide services, and support in meeting the following objectives for project management in NASA HQ ITCD, which include but are not limited to:

Guide key (IT) projects to a successful conclusion

Create a foundation for consistent project success throughout the organization

Achieve this through development of a strong and pervasive project management discipline within the organization’s project teams

Support the ITCD Project Selection process

Establish Performance Focused Project Environment: all projects for which the Contractor is accountable for successful delivery, will be regularly monitored, and measured for performance using Earned Value (EV) or some other performance calculation. All projects will regularly self-monitor performance and share these performance measurements with Project Sponsors and Stakeholders

Build Project Management Discipline and Professionalism

Keep ITCD’s management team, Project Management Office, technical monitors, and project leads/managers informed of project status

Report to Portfolio Management Office on:

o Enterprise, non-enterprise, O&M, and other projects o Special projects o Metrics that measure project management execution o Issues and opportunities o Provide reporting to the IRB o Maintain the project management and PMO software

Support and contribute to NASA HQ ITCD’s Project Management Methods and Practices o Support and assist with maintenance of IT Project Management methodology and standards o Maintain Project Management best practices, standards, and policies for maintenance of the ITCD PM framework and associated policy, procedures, processes, metrics, and templates for and for integration of the framework with other IT frameworks utilized by ITCD such as ITIL, portfolio management, NASA NPRs/NPDs, PMBOK, and Agile Scrum framework; the contractor shall have knowledge of system engineering life cycle, project management, and agile methodologies

Collaborate with Portfolio Management Office to ensure inclusion of projects and project dollars in the ITCD portfolio o Work with the IRB and the Portfolio Management Office to make the IT project-selection process successful o Maintain and publish a master IT projects schedule, including critical milestones o Perform project resource management o Alert the Portfolio Office of IT projects at risk and provide recommendations.

o Perform capacity planning with Investment Portfolio Office so that ITCD makes optimal use of its resources o Regularly monitor and measure project performance o Work with the ITCD Project Managers, ITCD PMO, ITCD Technical Leads, and Project Sponsors to make adjustments to under-performing projects o Manage all ITCD’s IT projects either directly or indirectly

For Option Year 2, the Contractor shall perform project management on approximately five (5) projects or less, monthly for NASA HQ ITCD.

For Option Year 2, the number of projects monthly excludes the work requests, IT requests, change requests, and MoAs for the Core task order for which the contractor shall provide integrated team support and services.

availability, maintainability, and interoperability requirements and agreements are addressed, planned for, managed, and implemented/supported with each project.

6.2 Project Management –Earned Value Management and Monitoring The contractor shall collect and report earned value management data for (but not limited to) each project and work request.

When required by IDIQs, earned value shall be established, collected, tracked, analyzed, and reported at the task level (detail and summary level tasks), work request level, and project level.

For the CORE task order of this contract, the Contractor shall calculate earned value utilizing the NASA HQ ITCD project management application. The Contractor shall calculate earned value through calculations and configuration implemented in the NASA HQ ITCD project management application.

The following metrics will be monitored by the Contractor:

Schedule Variance (SV)

Cost Variance (CV)

Schedule Performance Index (SPI)

Cost Performance Index (CPI)

Estimate At Completion (EAC)

Earned Value (EV)

Planned Value (PV)

Estimate to Completion (ETC)

Budget at Completion (BAC)

The contractor shall have an established practice/framework of earned value management to ensure accurate collection, maintenance, and…