Draft_Performance_Work_Statement_(PWS).pdf

Performance Work Statement (PWS)

Cost Assessment Data Enterprise (CADE) Project For

The Office of the Secretary of Defense (OSD), Cost Assessment and Program Evaluation, (CAPE)

07 February 2013

1.0 Background

The Department of Defense (DoD) is many years ahead of other United States government agencies in the collection of cost data. Engrained in our training of program managers and acquisition professionals from the Services to Office of the Secretary of Defense (OSD), is the knowledge that data should be collected on programs from the beginning of development to the end of their life cycles. But until recently at the OSD Cost Assessment and Program Evaluation (CAPE) level we collected data in ways that were not conducive to conducting analysis quickly and efficiently without a large amount of upfront work.

CAPE has in place a cost data collection and retrieval system within the Defense Cost and Resource Center (DCARC). DCARC houses both the Defense Automated Cost Information Management System (DACIMS) and the Earned Value Management Central Repository (EVM- CR). Both of these systems hold cost data for use by the Department to generate cost estimates and conduct independent program analysis. CAPE developed limited prototype efforts of collecting and storing data into a comprehensive database in addition to possible automated toolsets that will improve the productivity of a cost analyst while making better use of the data that has been housed within DACIMS and the EVM-CR. CAPE also developed a visualization tool to analyze Visibility and Management of Operating and Support Costs (VAMOSC) data, a collection of historical Operations and Sustainment (O&S) cost data on fielded major weapon systems, for use in developing independent estimates.

CAPE wants to create a seamless environment for the DoD program analyst to quickly and easily have access to program data – cost, schedule, programmatic and performance – both historical and that of future plans. Today a Cost Assessment (CA) analyst requires six months to create an Independent Cost Estimate (ICE) – often three of those months are spent simply in collection of the basic data and getting reacquainted with the program. Tomorrow we want to sidestep the lengthy process of collecting and formatting data and developing basic programmatic view graphs each time an analyst looks at a program. The data should be ready to analyze, with basic quick views automatically generated for the program analysts as they begin their work.

The Cost Assessment Productivity Program (CAPP) vision is designed for an analyst that has a basic understanding of a program but hasn’t looked into the program for a couple years, for an analyst new to a program, or for an analyst that’s been following a program for years, but no longer has to manually update his or her charts with new numbers monthly. An analyst should, within a day or two, have a solid understanding of how the program is performing and have access to the basic data needed to produce independent analysis and ICEs. In the future an analyst using the CAPP vision will not have to worry about the source and quality of the data s/he works with, or have to wait on the program office or contractor to provide them with the latest data. The analyst shall be able to pull relevant and updated data with a push of a button.

When a CAPE analyst sits down to look at data, s/he should be able to automatically generate basic views and analysis and spend his or her time on the deeper analysis that really matters.

Since the beginning of OSD CAPE’s effort to modernize the collection of data, CAPE has made great progress in turning some data submissions into readable and useable data, and developing useable tools for analysts to become more productive and efficient, but there is much more work to be done.

Moving forward, this PWS takes the next step of integrating the prior efforts to operate and sustain the DCARC with the automated toolsets previously developed and sets the stage for further major enhancements. This new PWS melds these prior efforts into a unified CADE effort.

CAPP Vision – Total Data Access for Program Management & Analysis (Image 1)

Image 1

CADE: Three Primary Cost Data Collection Systems

The CADE has three primary cost data collection systems for Major Defense Acquisition Programs (MDAPs) and Major Automated Information System (MAIS) programs. The first, DACIMS, holds Cost and Software Data Reports (CSDR), which are the primary source of Acquisition cost data for major contracts and subcontracts associated with MDAPs and MAIS.

The second, the EVM-CR is used to collect and archive EVM reporting documents. The third, Visibility and Management of Operating and Support Costs (VAMOSC), collects historical

Portfolio Cost Staffing Management Reserve

Schedule

Initiate II/IIA SV Procurement

Initiate IIR SV Procurement

Initiate IIF SV Procurement

Initiate IIRM Retrofit

Initiate IIIA SV Procurement

End IIRM Retrofit

End II/IIA SV Procurement

End IIR SV Procurement

2.0

1.5

1.0

.5

Budget

SARs

DAES

Reports

CPR

Data

CCDR

Data

SRDR

Data

ADMs Acq Strats

Acquisition Documents

CARDs

IMP/IMS

Data

FYDP

Data

ICEs

CAPE

Memos

USC

NDAA

Law & Language

Reports

Virtual Library

Super Views

All Inclusive Database

Study Collection

Cost Community

FFRDC

Reports

Program History

O&S Data operating and support (O&S) costs for fielded major weapon systems. For the first two systems, this contract is responsible for housing the data, creating a useable database for that data, and analysis tools to work with this data. VAMOSC, the third system, is maintained separately by the Services, and this contract only develops and maintains tools to interface with and analyze this data.

DACIMS

The CSDR is the DoD system for collecting actual costs and software data and related business data. The resulting repository (DACIMS) serves as the primary contract cost and software data (CSD) repository for most DoD resource analysis efforts, including cost database development, applied cost estimating, cost research, program reviews, analysis of alternatives (AoA), and life cycle cost estimates. Only authorized users may access the repository to obtain CSD to estimate total program acquisition and life cycle costs (includes work by contractors and the U.S.

Government), total program contract costs (awarded and future) for a particular contractor (referred to as “contractor program estimates”), and individual contract costs.

DACIMS is a secure web-based information system managed by the DCARC that provides:

• Centralized Actual Cost and Software Data Reporting on all MDAPs by a standardized Work Breakdown Structure (WBS)

• Contract Work Breakdown Structure (CWBS) Dictionaries

• Cost Data Reporting Plans including data submission schedules

• CSDRs submitted by weapon system contractors and subcontractors. Data is validated by the

DCARC for math errors.

• Contractor Business Data Reports (rates & forward pricing data)

• Contractor Sustainment Reports Contractor Logistics Support/Performance Based Logistics

(CLS/PBL)

• Historical actual cost data as far back as 1967

Earned Value Management Central Repository (EVM-CR)

The EVM-CR is a joint effort between CAPE/DCARC and The Under Secretary of Defense for Acquisition, Technology and Logistics (USD (AT&L)), managed by the Office of Performance Assessment and Root Cause Analysis (PARCA) that provides:

• Centralized reporting, collection, and distribution for Key Acquisition EVM data

• A reliable source of authoritative EVM data and access for OSD, the Services, and DoD

Components

• Houses Integrated Program Management Reports (IPMRs), Contract Performance Reports

(CPRs), Contract Funds Status Report (CFSR), and the Integrated Master Schedules (IMS) submitted by contractors (and reviewed and approved by Program Management Offices) for ACAT 1C & 1D (MDAP) and ACAT 1A (MAIS) programs

• Host of tools for Visualization of cost, schedule, and performance data

• EVM Data Quality Dashboard

Visibility and Management of Operating and Support Costs (VAMOSC) DoD requires that each military department maintain a system that collects historical data on the O&S costs for major fielded weapon systems. The Deputy Director for Cost Assessment provides policy guidance on this requirement, known as the VAMOSC program; specifies the common format in which the data are to be reported; and monitors its implementation by each of the military departments.

Each department has its own unique VAMOSC data system that tracks actual O&S cost experience for major weapon systems. The data can be displayed by time frame, at various levels of detail, and by functional elements of cost (such as depot maintenance, fuel, consumable items, etc.). Each VAMOSC system provides not only cost data, but related non-cost data such as system quantities and operating tempo, as well. VAMOSC data can be used to analyze trends in O&S cost experience for each major system, as well as to identify and assess major cost drivers.

VAMOSC data systems are managed by each military department as follows:

• The Navy’s VAMOSC management information system collects and reports U.S. Navy and U.S. Marine Corps historical weapon system O&S costs. VAMOSC provides the direct O&S costs of weapon systems; some indirect costs (e.g., ship depot overhead); and related non-cost information such as flying hour metrics, steaming hours, age of aircraft, personnel counts for ships, etc. It is managed by the Naval Center for Cost Analysis.

• The Army’s VAMOSC system, called the Operating and Support Management Information System (OSMIS), tracks operating and support information for over 1,400 major Army weapon/materiel systems and is maintained by the Office of the Deputy Assistant Secretary of the Army for Cost and Economics. OSMIS-tracked systems include combat vehicles, tactical vehicles, artillery systems, aircraft, electronic systems, and miscellaneous engineering systems.

• The Air Force’s VAMOSC system, called the Air Force Total Ownership Cost system, is managed by the Air Force Cost Analysis Agency. It provides O&S cost information on all Air Force aircraft, space systems and missiles. The O&S cost information collected includes unit-level manpower, fuel, depot maintenance overhaul costs, depot-level reparable costs, and condemnation costs of major U.S. Air Force aircraft and engines.

2.0 Scope/Objective.

The purpose of this requirement is to provide non-personal technical support and overall project management support services to CAPE for the integration and overall project management of CADE. Previously these tasks were all separate, and this contract is the comprehensive integration and improvement of them all. The previous contracts were:

• DCARC Analytical Support and Training. The contractor shall provide analytical support required by the DCARC to administer the CSDR system and maintain the business processes necessary to collect and store the CSDR data from DOD weapon system contractors. The contractor provided Analytical and Training support for all major defense programs including CLS, PBL, and MAIS Data Collection to include providing customer and administrative support, developing CSDR Plans, receiving and validating Contractor Cost Data Reports (CCDRs), Software Resource Data Reports (SRDRs), and Contractor Work Breakdown Structure (CWBS) dictionaries. Policy and Training activities involve leading policy discussions, developing strategic and outreach plans, developing training modules and courses, and conducting training. The historical level of effort for the total contract efforts has been approximately 16,500 hours per year.

• DCARC Mission Applications, Databases, and Portal Management. This contract provided the mission application, database, and Portal management support needed to administer the CSDR system and maintain the business processes necessary to collect and store the CSDR data from DOD weapon system contractors. The contract required the contractor to provide in-depth knowledge of DCARC Portal Systems, Databases and the Cost and Software Data Reporting (CSDR) system. The contractor provided a team of programmers, and analysts capable of ensuring that DCARC databases and applications systems remained in operation and updated as required. The historical level of effort for the total contract efforts has been approximately 7,500 hours per year.

• EVM-CR for the office of PARCA. This contract provided the technical support required by PARCA as the designated office for the administration of the Earned Value Management System. The services of technical specialists and functional experts were required to maintain and upgrade the EVM-CR. The contract requires the contractor to provide services to include the maintenance of the existing EVM-CR systems as well as developing improvements to EVM-CR, supporting software requirements development, software application development, testing, acceptance, and the hosting of third party software. The historical level of effort for the total EVM-CR effort has been approximately 11,000 hours per year.

• Cost Assessment Productivity Program (CAPP). Under the previous CAPP effort, the contractor developed, tested, and integrated new high priority analytical reporting and data charting functions into the EVM-CR framework to improve cost analysis across the CAPE portfolio. This capability was implemented for CAPE and USD/AT&L stakeholders with the intention of being fully integrated into the EVM-CR framework for utilization by program office reviewers, Service-level staff, and other DoD cost analyst users. The historical level of effort for the total CAPP effort has been approximately 19,000 hours per year. The expectation for this PWS is to leverage COTS application software to the maximum extent possible through the use of the IPMR UN/CEFACT data.

The new contract will integrate these tasks according to the following Work Breakdown Structure (Image 2):

Image 2

This includes the management and oversight of all activities performed by contractor personnel, including subcontractors, to satisfy the requirements identified in this Performance Work Statement (PWS). The contractor shall identify a Program Manager (PM) by name, which shall provide management, direction, administration, quality assurance, and leadership of the execution of this total contract.

3.0 Tasks

The Contractor shall be directly responsible for ensuring the accuracy, timeliness, and completion of all tasks under this effort, none of which are considered inherently governmental functions as defined in FAR 2.101 or Subpart 7.5. In accordance with FAR 37.104, Personal Services are prohibited and will not be performed under this contract. The following tasks will be listed and numbered according to the WBS structure as seen in Image 2.

WBS: 1.0 CADE Project

WBS: 1.1 Systems Engineering, Program Management (SEPM), Integration & Test The contractor shall develop, test, and integrate a comprehensive database, new high priority analytical reporting and data charting functions across all data frameworks (DACIMS, EVM-CR

1.2.2.3 Joint Training

1.3.1.4 Major

Enhancements

Exporting to useable formats

2 Submit/Review

1.2.2.4 Outreach

3 General

1.1.5 Business Process

Documentation

5 Post Award Conferences

2 EVM-CR

1.2 Operations

1.3 Development

1.2.3 Infrastructure

Sustainment

1.3.1 Enterprise Data Use

1.2.2 User

Support

1.2.1 CSDR/EVM

Data Collection

1.2.2.1 Cost Analyst

Support

1.1 SEPM, Integration & Test

1.3.2 Analytical Tools

1.3.6 Supplemental Tools

1.2.3.2 Maintenance &

Minor Changes

1.3.1.2 Input/Output

1.3.1.1 Database

Creation

1.3.2.1 Visualizations & Comparisons

1.3.6.2 AIR

1.3.6.3 DAMIR

1.3.6.4 FYDP

Database

1.3.6.8 FFRDC

Reports

1.1.4 Manage New Requirements

1.1.3 Monthly Reviews/

Track Progress

1.1.1 Architecture/Plan

1.1.2 Leverage Common Work

1.3.6.6 CRS Reports

1.3.6.7 GAO Reports

1.3.6.5 NDAA USC

Law & Language

2 Plan & WBS Evaluation 3 Facilitation of Approval 4 Distribution of Approval Plan/Memo

1 Plan & WBS Creation

1.2.1.2 Data Validation

6 Revisions

CA Data Enterprise Project Task Organization

1 CSDR

2 EVM Q/C

2 Assessments CSDR 1 Contract Doc Review

3 Assessments EVM

1 Corrections 2 Minor Enhancements

1 cPET

1.2.3.4 Mission Apps

1.2.3.5 Network/Systems

Administration

2 eRoom 3 Public Website 4 Help Desk

1 Portal

User Accounts

1.2.3.1 Database

1 DACIMS

1.2.1.3 Compliance

Monitoring

1.2.3.3 IT General

3 Release Support

Extracting Data

1.3.1.3 Improved

Collection

1.3.4 Dev Test Env

1.1.6 Program Management

1.2.2.2 IPM User

Support

4 IPM Specific

Security Policy 1.3.2.2 COTS & Integration

1.1.7 Acceptance Test

1.3.5 Training Dev

1.2.1.1 Data Plans

1.3.3 Business

Process Development

1.3.3.3 O&S

1.3.3.2 EVM

Data Q/C

(EVM Plan & WBS Option 4.1)

1.3.3.1 New

Techniques

1.3.6.1 VAMOSC

3 O&S Data Maintenance

4 Award/RFP Monitoring and VAMOSC, among others) to improve cost analysis across the CAPE portfolio. This capability will be implemented for CAPE and USD/AT&L stakeholders with the intention of being fully integrated into the DACIMS, EVM-CR, etc. framework for utilization by program office reviewers, Service-level staff, and other DoD cost analyst users.

WBS 1.1.1 Architecture/Plan

The contractor shall assume the role of Lead System Architect and generate a detailed overarching system engineering plan that defines the tasks, resources, and schedule required to manage and execute the entire CA Data Enterprise contract. In developing the plan, the contractor shall identify a high value tool set to better use the CA Data Enterprise resources to aid analysts in more rapidly and accurately predicting the cost and schedule of both MDAPs and MAIS programs. The contractor, working with the existing workforce, shall identify improved uses of existing data, identify missing data items, and outline a process for capturing those data items. The plan shall encompass all efforts required to develop the system, including the integration of COTS applications and those efforts performed by other contractors. Periodically update the overarching system concept and schedule as new functionality is added to the approach.

WBS 1.1.2 Leverage Common Work

This capability will be made available to CAPE and AT&L stakeholders with the intention of being fully integrated into the DACIMS and EVM-CR framework for utilization by program office reviewers, Service-level staff, and other DoD cost analyst users. The contractor shall make sure that work being done towards the creation of a comprehensive database and the development of tools and views is applied to the whole CADE effort, including both DACIMS and EVM-CR.

WBS 1.1.3 Monthly Reviews/Track Progress

The contractor shall meet with government supervisors and present monthly status update on schedule and progress of tasks – what’s been completed, what tasks have been started, what’s falling behind. Troubleshoot issues and keep staff on track. Hold monthly reviews to make sure all aspects of the contract are on track.

WBS 1.1.4 Manage New Requirements The contractor shall manage new CA Data Enterprise database developments, new data reporting and charting requirements as part of the overarching system concept and manage them within the integrated CA Data Enterprise project schedule. This should encompass all development and support activities to CAPE and AT&L.

WBS 1.1.5 Business Process Documentation The contractor shall document the current business processes for mission application hosting, account management, data collection, data validation, and data upload and storage.

• The contractor shall deliver an initial business process document for government staff approval within 20 business days of contract award.

• The contractor shall keep the business process documentation up to date as required.

• The contractor shall make recommendations to contract Task Monitors or other designated government staff for changes to the processes to improve the systems.

WBS 1.1.5.1 Standard Operating Procedures (SOP).

The contractor shall develop and maintain IT systems SOP for server hardware and configurations as they pertain to hosted Mission Applications.

• The SOP shall cover critical functions governing the IT system configurations as they pertain to hosted Mission Applications; e.g., web content management, compliance testing and administration of websites.

• Initial submission of the SOP to the government staff for approval is required within 20 business days of contract award.

WBS 1.1.5.2 Account Management Standard Operating Procedure

(AMSOP).

The contractor shall create and maintain an AMSOP for all system user accounts, including but not limited to eRooms, CSDR-SR, DACIMS, EVM-CR and the DCARC Portal and all related applications.

• Initial submission of the AMSOP to the government staff for approval is required within 20 business days of contract award.

• The AMSOP will describe use and operation of the account management application; the account creation, deletion, and administration process; and related business rules.

• The contractor shall ensure all user accounts are managed per the AMSOP.

• The contractor shall ensure all user account information is normalized per the

AMSOP.

• The contractor shall ensure all user accounts are deleted or made inactive as appropriate per the AMSOP.

• The contractor shall submit a need to know verification request within 0.5 business days of receiving an account request.

• The contractor shall submit the account for final approval to government staff within .5 business days of receiving need to know verification.

WBS 1.1.5.3 Validation Process Documentation The contractor shall document the current validation procedure for both the DACIMS and EVM-CR data submissions and list all standard validation checks and whether they result in errors.

• The contractor shall deliver an initial listing of validation checks for government approval within 30 business days of contract award.

• The contractor shall keep the validation procedure document up to date as required.

• The contractor shall make recommendations for additional validation checks to improve the quality of data received from weapon system contractors.

WBS 1.1.6 Program Management

Program management support required to manage and oversee all activities performed by contractor personnel, including subcontractors, to satisfy the requirements identified in this Performance Work Statement (PWS). The Contractor shall adhere to all scheduled timelines, milestones, delivery schedules, and administrative requirements to include scheduled on-time delivery of reports, data products, billing invoices, staffing of personnel, and action item completion.

WBS 1.1.6.1 General Requirements. At a minimum, Contractor shall:

• Provide a program management capability plan to manage all PWS tasks.

• Provide a primary point of contact to work with the Government on all CADE issues.

WBS 1.1.6.2 Program Management Problem Solving. The Contractor shall identify, document, and notify the Government of actual or potential contractor program management problems and deficiencies and report unresolved problems to the CO and COR. Contractor shall also perform corrective actions for all identified contractor program management problems and deficiencies IAW time frames specified by CO.

WBS 1.1.6.3 Deliverables Management. The Contractor shall provide deliverables as specified in this PWS. The Government will be provided access to current and historical web-based contract deliverables and performance metric data. The following deliverables will be listed on DD form 1423 Contract Data Requirements List (CDRL) and are as follows:

WBS 1.1.6.3.1 Integrated Master Schedule (IMS) The contractor shall prepare an IMS that provides a standardized way for the contractor to communicate what needs to be accomplished to all team members and Government, the time required, and the interaction between project elements, thereby helping to enable the effective execution of activities towards project success.

WBS 1.1.6.3.2 Plan of Action and Milestones (POA&M) The contractor shall prepare a POA&M to describe schedule and completion dates for all remediation activity.

WBS 1.1.6.3.3 Monthly Status Report The Contractor shall prepare a status report each month that summarizes the overall project status, covering activities, objectives and results of efforts, identification of major problems/deficiencies with impact, and recommended solutions. The contractor shall identify whether or not the program/project/task is on schedule; if not, the effort planned to meet the schedule shall be indicated. Include an overall status of each milestone, task, or unit of work. The contractor shall include schedule sheets, milestone charts, or task synopsis sheets identifying phase of task and percentage of completion. The contractor shall include outstanding problems existing as of the previous status report, and their resolution status, new problem areas encountered or anticipated, their effect on the overall work effort/project and steps being taken to remedy problem situations. Report shall also include information relating to any customer complaints received and how they were resolved, during the preceding month. Significant results of conferences, trips, or directives for the COR.

The contractor shall deliver status of each deliverable end item, including data deliverables, as required by the contract, and track and report the hours worked according to tasks outlined in the IMS.

WBS 1.1.6.3.4 Trip Reports The contractor shall provide written trip reports for all travel related to this contract. The report will include the reason for the travel and what has accomplished by the trip. These reports are also required for any training sessions.

WBS 1.1.6.3.5 Conference Minutes/Meeting Minutes.

The contractor shall provide meeting minutes as required.

WBS 1.1.6.3.6 Non-Disclosure Agreements The contractor shall provide signed Non-Disclosure forms for all employee and subcontractors working on this contract.

WBS 1.1.7 Acceptance Test The contractor shall test and validate automated data toolsets; i.e., available online acquisition databases (e.g., DACIMS, DAMIR, EVM-CR other on-line Service and Agency unique data repositories). The contractor shall define test and validation, assess the toolset against those criteria, and communicate findings back to the tool developer. Provide testing for all mission applications.

WBS 1.2 Operations

WBS 1.2.1 Data Collection for CSDR/EVM

WBS 1.2.1.1 Data Plans Today only CSDR plans are required for all major contracts and subcontracts, regardless of contract type. EVM plan and WBS creation and evaluation will be covered in section 4 of this contract under option 4.1.

CSDR plans are required for all major contracts and subcontracts, regardless of contract type, for Acquisition Category (ACAT) IAM, IAC, IC, ID, Pre-MAIS, Pre- MDAP, and sustainment programs meeting the thresholds set forth in DoDI

5000.02. The contractor shall be responsible for ensuring that all data plans vetted through the CA Data Enterprise are in compliance with CSDR policy and DCARC lessons learned. The contractor shall also be responsible for assisting government program offices by facilitating approval of policy-compliant CSDR plans.

• The contactor shall facilitate CSDR WBS and plan development. The contractor shall coordinate WBS issues with PARCA. The contractor shall review and recommend approval or disapproval of all CSDR program, contract and subcontract plans submitted by Government Program Offices and/or Weapon System Contractors to the DCARC.

• The contractor shall assist with approved CSDR plan revisions.

• The contractor shall notify reporting weapon system contractors and program office of discrepancies in CSDR Reporting.

• The contractor shall ensure all CSDR requirements are satisfied.

• The contractor shall report CSDR compliance to the DCARC Director.

WBS 1.2.1.1.1 Plan & WBS Creation The contractor shall develop plans and WBSs and/or provide other CSDR plan and WBS-related feedback as directed by the DCARC government staff.

WBS 1.2.1.1.2 Plan & WBS Evaluation The contractor shall provide the program office and DCARC Director written feedback on the acceptability of all CSDR plans and WBSs submitted to the DCARC. This feedback shall include compliance with the DoD 5000 series, MIL-STD-881C, the needs of the cost estimating and systems engineering communities and DCARC best practices.

• The contractor shall provide complete feedback to the program office on CSDR plans regarding any changes or clarifications necessary within 5 business days of receipt.

• As part of the plan evaluation process, the contractor shall ensure that all required supporting documentation have been submitted and is complete with regards to CSDR reporting. Missing documentation requires the plan package to be rejected with notification to Program Office.

• The contractor shall advise DCARC Director and evaluate CSDR plans on reporting on multiple variant, multiple CLINs, and Multiple Phases included on one contract.

• The contractor shall advise and evaluate CSDR plans on special plan types such as Major Automated Information System (MAIS) Programs and Contractor Logistics Support (CLS) Reporting.

• The contractor shall ensure CSDR requirements have been flowed to subcontractors.

• The contractor, in support PARCA with the approval of the Earned Value Management WBS to ensure the appropriate level of reporting detail is established and shall advise and evaluate CSDR plans on proper application of the Military Standard 881C, “Work Breakdown Structures for Defense Materiel Items,”

• The contractor shall obtain written government approval prior to agreeing to any deviations from CSDR policy.

Similar work will be provided to PARCA for EVM Plans and WBSs under section 4 of this contract in Option 4.1.

WBS 1.2.1.1.3 Plan Facilitation of Approval The contractor shall work with the program offices and CSDR Integrated Product Teams (CSDR IPTs) to facilitate plan approval in a timely manner.

• The contractor shall ensure that the CSDR Integrated Product Team (IPT) is provided a chance to comment on all CSDR plans prior to submission for approval.

• The contractor shall make sure all supporting documentation is included in any plans received before beginning its evaluation.

• The contractor shall contact the program office for resolution if CSDR plan comments go unanswered for 5 calendar days. If comments go unanswered for 10 business days, the contractor shall inform the DCARC government staff for resolution.

• The contractor shall allow 5 business days for the CSDR IPT voting process after which a recommendation on whether to proceed or not must be provided to the DCARC government staff.

• The contractor shall draft plan approval memos for signature by Deputy Director of Cost Assessment and any necessary forwarding memos.

WBS 1.2.1.1.4 Distribution of Approved Plans & Memos

The contractor shall be responsible for distributing plan approval memoranda following signature by the Deputy Director of Cost Assessment. Plan approval memoranda shall be distributed to the Program Office and submitting weapon system contractor via email within 2 business days of being signed by Director, DCARC.

• The contractor shall ensure that the Excel and XML version of all approved CSDR plans are uploaded into the CSDR-SR system within 5 business days of approval. In doing so the contractor shall ensure that the submission events in the system are up to date with the latest version of the plan.

WBS 1.2.1.1.5 Post Award Conferences The contractor shall represent the DCARC at CSDR Post Award Conferences and provide related support as necessary.

• The contractor shall work with program offices to schedule post award conferences. The contractor shall utilize the compliance monitoring described in PWS task 1.2.1.3 to ensure all known program offices with contract awards are aware of the requirement.

• The contractor shall review all required read-ahead materials at least 2 business days prior to each post award conference and report to the DCARC government staff any issues.

• The contractor shall represent the DCARC at post award conferences to provide guidance and ensure all CSDR and EVM data requirements are met. It is anticipated that the contractor will be required to attend 12 post award conferences per calendar year.

WBS 1.2.1.1.6 Revisions The contractor shall provide the program office and DCARC Director written feedback on the acceptability of CSDR plan revisions submitted to the DCARC.

This feedback shall include compliance with the DoD 5000 series, MIL-STD- 881C, the needs of the cost estimating and systems engineering communities and DCARC best practices.

• The contractor shall follow the same requirements in PWS tasks 1.2.1.1.2 and 1.2.1.1.3 used for plan evaluations and approval in assessing all revisions.

• The contractor shall ensure that the Excel and XML version of all revised CSDR plans are uploaded into the CSDR-SR system within 5 business days of approval. In doing so the contractor shall ensure that the submission events in the system are up to date with the latest version of the plan.

WBS 1.2.1.2 Data Validation

WBS 1.2.1.2.1 CSDR Specific

The DCARC receives data submissions from industry. The contractor will be responsible for ensuring that these data submissions are compliant with CSDR policy. The contractor will also be responsible for conveying any corrections needed to the data to industry. The historical level of effort has been approximately 1,200 CCDR files/reports validated per year.

The contractor shall be responsible for the performance of validations on CCDRs, SRDRs, and CWBS data submissions from DoD weapon system contractors. The historical level of effort has been approximately 300 CWBS and 100 SRDR validations per year.

• The contractor shall evaluate the acceptability of data submissions made to the DCARC. Checks include, but are not limited to, comparing submissions to approved CSDR Plans and verifying mathematical consistency and metadata completeness to ensure CSDR submissions are prepared in accordance with the applicable Data Item Description (DID). The contractor shall also utilize the DCARC’s CSDR Planning and Execution Tool (cPET) software in performing validations as appropriate.

• The contractor shall draft validation memos and submit to the DCARC government staff within 20 business days of receiving the CCDR and SRDR reports and CWBS dictionaries. All validation memos shall take into consideration any comments made into the CSDR Submit-Review system.

• In some situations, using guidelines set forth by the DCARC government staff, the contractor shall contact the submitting organization and evaluate its ability to resubmit with clarifications/corrections within 5 business days. This may extend the contractor’s deadline, but not to exceed 10 business days following submission.

• The contractor shall incorporate any comments made by the DCARC government staff within 1 business day into the validation memo which will accept or reject the submission from DoD weapon system contractors.

The DCARC government staff may initiate and/or revise validation checks and processes (e.g. SRDR). Additionally, the DCARC government staff may approve validation processes per contractor recommendations provided as part of activities in PWS task 1.1.5.3. In such cases, the contractor shall implement and complete validation checks in accordance with the DCARC government staff initiated, revised and/or approved processes.

The contractor shall complete Manual and Math validation checks as follows:

WBS 1.2.1.2.1.1 Manual Checks

• Security Classification

• Contractor Cost and Data Reporting (CCSR) metadata vs.

Contract Plan

• Inclusion of all WBS elements and Summary Elements

Costs reported for G&A and Facilities Capital Cost of Money

(FCCM).

• Inclusion of the required Units reported for “To Date” and “At Completion” for all hardware elements on 1921, 1921-1, and 1921-2 forms

• Contract Price vs. total Price

• Appropriate and Accurate comments in remarks section

• Costs and quantities match between 1921, 1921-1, and 1921-2 forms

WBS 1.2.1.2.1.2 Math Checks

• Use cPET validation tool

• Costs and Quantities match between 1921 and 1921-1

• Sum of Children elements = Parent element

• Nonrecurring + recurring Figures = Total Figures

• Direct labor hours, Dollars and OH reported together

• To date costs <= At Completion Costs

• Summary Elements sum to Total Price

• Costs within Functional categories on 1921-1 sum to total

WBS 1.2.1.2.1.3 Validation Memos Distribution The contractor shall be responsible for distributing validation memoranda following signature by the Director, DCARC. Validation memoranda shall be distributed via email within 2 business days of being signed to the submitting DoD weapon system contractor and Program Office.

When it is brought to the attention of the DCARC that validated data may contain inaccuracies, the contractor shall implement appropriate validation business processes and checks approved by the DCARC government staff.

WBS 1.2.1.2.2 EVM Specific Data Quality & Analysis

• The contractor shall provide data technician and analysis support to help define and implement standardized methods of assessing data quality (beyond the current top-level assessment to measure compliance with policy). The contractor shall coordinate with PARCA to identify priority programs for development and pilot testing of data quality assessment methods, quality metrics, and data quality metrics reporting.

• The contractor shall assist PARCA in identifying requirements for and implement an EVM-CR dashboard that provides parametrically selectable reports on the data quality of the EVM-CR to include: On time delivery; data consistency between EVM within the EVM deliveries; and top level program assessment views into the actual cost and schedule work products.

• The contractor shall work with the Military Services and Government Agencies as required to resolve data quality gaps.

• The contractor shall interface with CAPE and other OSD entities to document requirements and publish capability priorities for quarterly builds.

WBS 1.2.1.3 Compliance Monitoring The contractor shall monitor and report on EVM and CSDR compliance for all current ACAT I programs and former ACAT I programs. The historical level of effort has been approximately 200 MDAPs requiring a monthly compliance rating requiring approximately 250 hours per month to complete.

WBS 1.2.1.3.1 Contract Documentation Review

• The contractor shall review contract documentation on ACAT 1 programs to identify any potential issues with CSDR compliance.

• The contractor shall review CSDR Contract Data Requirement Lists (CDRLs) for all programs with CSDR requirements and identify whether there any potential compliance issues with CSDR policy.

• The contractor shall review the CSDR section of the RFP language on all ACAT 1 programs to identify any potential compliance issues with CSDR policy.

WBS 1.2.1.3.2 CSDR Compliance Assessments The contractor shall provide CSDR compliance status write-ups and charts as needed. CSDR compliance status includes any outstanding issues, including, but not limited to: late CSDR submissions, CSDR submissions found unacceptable and not corrected, failure to hold post award conferences, failure to include approved CSDR plans in RFPs requiring them, and awarding contracts over the reporting threshold without CSDR requirements.

• The contractor shall provide a monthly update to the CSDR compliance summary chart and supporting narratives for all programs with CSDR reporting requirements. The contractor shall upload the CSDR Compliance Assessments to the DCARC Portal monthly.

• The contractor shall upload the CSDR Compliance Assessments to the Defense Acquisition Management Information Retrieval (DAMIR) system on a monthly basis based on Defense Acquisition Executive Summary (DAES) groups.

• The contractor shall provide each government program office with outstanding issues and updated status at a minimum on a quarterly basis to correspond with the DAMIR Defense Acquisition Executive Summary (DAES) cycle.

WBS 1.2.1.3.3 EVM Compliance Assessments

• The contractor shall support PARCA in assessing compliance with the PARCA EVM policy. The contractor shall perform EVM data quality and reporting compliance assessments in support of monthly DAES assessments.

The contractor shall continue to work closely with the Service Oriented Architecture (AV/SOA) and DAMIR team as well as AT&L, CAPE, and PARCA stakeholders to define new EV reporting compliance and data quality metrics to support the DAES. This may involve development of automated data checks and tripwires or other specialized analytic and reporting functions within the EVM-CR to quickly identify data quality and reporting problems which need more in-depth investigation and resolution.

WBS 1.2.1.3.4 Contract Award/RFP Monitoring The contractor shall monitor all DoD contract awards and RFP releases for contracts meeting CSDR and EVM reporting thresholds using readily available information.

• The contractor shall monitor public contract announcements for contracts meeting the CSDR and EVM requirement and keep the DCARC plan/contract tracking system up to date within 5 working days. The contractor shall upload findings to the DCARC Portal weekly.

• The contractor shall assist the DCARC with researching data sources and developing business processes to ensure that the DCARC is informed on all impending ACAT 1 programs. The contractor’s research and reports shall include release of RFPs for contracts and subcontracts exceeding CSDR and EVM reporting thresholds. The contractor shall upload the CSDR Compliance Assessments to the DCARC Portal weekly.

WBS 1.2.2 User Support

WBS 1.2.2.1 Cost Analyst Support The contractor shall provide analytical support services and system requirements and automation support to the Government in the collection, review, trending, and analysis of data supporting ongoing analytical efforts. The government requires

1.5 to 2 FTEs annually at the Pentagon offices to support government analysts.

WBS 1.2.2.1.1 “Walk-In” Data Support

• The contractor shall assist customers via supervised access with queries, printing reports and making these data available to the analysts after verifying a customer’s need to access data and obtaining approval from the government staff for data release. The contractor shall assist customers with locating and retrieving any cost data and providing bulk downloads when necessary.

• The contractor shall assist government stakeholders in finding data in the CADE. The contractor shall also pull datasets of cost data needed for either an estimate or general analysis for government stakeholders and staff.

WBS 1.2.2.2 Integrated Program Management (IPM) User Support

• The contractor shall provide analytical support services and system requirements and automation support to government in the collection, review, and implementation of analysis capability to support AT&L analytical efforts.

The government requires 1 FTE annually at the Suffolk Bldg. offices to support this effort.

• Contractor shall maintain the EVM-CR to provide PARCA, the Service Acquisition community, and the DoD acquisition and cost communities timely access to EVM data when needed to support management oversight and cost estimate activities.

WBS 1.2.2.3 Joint Training

Today data training is only performed for the CSDR system and CAPP tools within the scope of this contract.

WBS 1.2.2.3.1 Training Support

The contractor shall be primarily responsible for running the CADE training program. This requires that the contractor be an expert in all areas of DoD CSDR and EVM requirements. This training program will primarily teach cost analysts, program office and program executive office representatives, defense contracting personnel, and industry representatives about the CADE system and how to properly comply with policy. Students are government employees (civilian and military) and DoD Weapon system contractors supporting government contracts.

WBS 1.2.2.3.1.1 Training Materials

The contractor shall be responsible for providing all training materials required for CADE and EVM-CR training sessions.

• The contractor shall develop all training materials and presentations for CADE training and submit to the government staff for approval at least 3 weeks prior to the scheduled training session. The contractor shall incorporate any feedback received from the government into the training session or training materials accordingly.

• The contractor shall be responsible for the preparation of any necessary training materials as directed by the government staff and ensuring that hard copy materials, if necessary, arrive at the training site at least one day prior to the training session.

WBS 1.2.2.3.1.2 Training Sessions and Workshops

WBS 1.2.2.3.1.2.1 Large “Auditorium” Training Sessions The contractor shall organize and perform a minimum of two, but no more than three annual “auditorium” training sessions permitting at least 75 attendees, the first of which must be held within 120 days after contract award. Historically, these sessions have attendee numbers ranging up to 150 people.

• The contractor shall prepare and coordinate all necessary supporting documents such as email notifications, invitation letters, logistics, and any other necessary event planning requirements.

• The contractor shall present training materials at the training sessions.

• The contractor shall record a list of attendees and any comments, and concerns made during the presentations. The contractor shall meet with government personnel within five calendar days after each course to discuss and adjudicate changes to the training material. The government staff shall provide guidance on needed changes, as appropriate, after each of these meetings.

WBS 1.2.2.3.1.2.2 Small “Classroom” Training Sessions

The contractor shall organize and perform small “classroom” training sessions as necessary. These training sessions shall occur on an as-needed basis and it is estimated that there will be eight (8) a year. These training sessions may range from approximately 10 to 50 attendees and may occur on-site, in CADE government offices or at other locations. The government staff will identify the locations for the training sessions. If travel is required, it will be funded under travel and ODC costs under this contract.

• The contractor shall prepare and coordinate all necessary supporting documents such as email notifications, invitation letters, logistics, and any other necessary event planning requirements.

• The contractor shall present training materials at the training sessions.

• The contractor shall record a list of attendees and any comments, and concerns made during the presentations. The contractor shall meet with government personnel within five calendar days after each course to discuss and adjudicate changes to the training material. The government staff shall

WBS 1.2.2.3.1.2.3 Plan Development Workshops

The contractor will be required to lead Plan Development Workshops to assist program offices develop CSDR and EVM plans. It is anticipated there will be 12 Plan Development Workshops per calendar year.

• The contractor shall prepare and coordinate all necessary supporting documents such as email notifications, invitation letters, logistics, and any other necessary event planning requirements.

• The contractor shall present training materials at the training sessions.

• The contractor shall record a list of attendees and any comments, and concerns made during the presentations. The contractor shall meet with government personnel within five calendar days after each course to discuss and adjudicate changes to the training material. The government staff shall

WBS 1.2.2.3.1.3 Facility Requirements

For “Large Auditorium” training sessions only, the contractor shall be responsible for securing a single conference room at a hotel that will support 210 people, podium, and head table for instructors, projection/dual screen capabilities, tables in back with light refreshments and sign in table for arriving students.

• Hotel shall guarantee up to 150 rooms at a government rate for two nights.

• Breakout Rooms: A minimum of three breakout rooms must be available to host small individual meetings of 10 individuals each.

These rooms should be available from 7:00am to 5:00pm on Day 2.

These breakout sessions are separate from the small classroom sessions in PWS task 1.2.2.3.1.2.2.

• Conference facility must provide an IT support person who will oversee the set up and operation of computers and projectors and be available to troubleshoot this equipment in the event of equipment failure. The contractor shall need to provide back-up equipment to replace any equipment that fails during the training session.

• The contractor shall dedicate an individual as the CSDR and EVM- CR training coordinator. This individual will manage all activities associated with planning and executing each training class with the hotel staff and including managing student registration and student coordination (directions, emails, etc.).

• Costs for the training facility will be funded by contract ODC.

WBS 1.2.2.4 Outreach

WBS 1.2.2.4.1 CADE Focus Groups The contractor shall be responsible for preparing briefing materials and presenting those materials at CADE and EVM-CR Focus Group meetings.

This content may include, but is not limited to CSDR and EVM policy changes, metrics, future events, and frequent issues. It is anticipated that the Focus Group will be a 1.5 day meeting and occur on a quarterly basis. The Focus group meeting will be scheduled by government staff and location is expected to be in the National Capital Region.

WBS 1.2.2.4.2 Whole Enterprise Outreach Support

The contractor shall attend various meetings such as the following: (1) Aviation IPT, (2) Society for Cost Estimating and Analysis (SCEA), (3) EVM World, (4) CA Steering Committee, and (5) PARCA) Stakeholders Meetings (6) National Defense Industrial Association (NDIA) Program Management Systems Committee (PMSC) Quarterly Mtgs.