Attachment_J-01_TEAMS_A3_PWS.pdf

HQ0147-16-R-0017

Amendment 0001

Attachment J-01 AA&AS

TEAMS Performance Work Statement Agency Advisory and Analytical Support

(AA&AS)

October 12, 2016

Attachment J-01 AA&AS

1. Top Level Functional Requirements/Scope

1.1 Purpose

To support the Missile Defense Agency’s (MDA’s) development and deployment of the Ballistic Missile Defense System (BMDS) by providing advice, assessment, assistance, documentation, and recommendations with strategies, plans, and analyses. Support includes providing assessments for policy development and decision tools for BMDS baselines, acquisition planning, program management, engineering, testing, and small business innovation and cooperative research.

This support is required for the Acquisition Directorate (DA), Engineering Directorate (DE), and Test Directorate (DT), and covers geographically dispersed locations identified in this Performance Work Statement (PWS) - i.e., the National Capital Region (NCR); Dahlgren, VA (DHL); Huntsville, AL (HSV); Kirtland AFB, NM (KAFB); Hanscom AFB, MA (HAN);

and, Colorado Springs, CO (COS).

1.2 Technical Instructions (TIs)

Performance under this Contract will generally be of a non-recurring, and event-specific nature, such as an executive-level policy or decision-making forum, or a sequence of milestones associated with a specific event. The Government will provide written direction to perform advisory and analytical work specified under the PWS utilizing TIs, noting the specific events and conditions requiring executive-level advisory and analytical support.

1.3 Organizational Description

a. The Director for Acquisition is the principal advisor to the Director of MDA on issues relating to acquisition and contracting. The mission of the Acquisition Directorate is to facilitate BMDS and program development and deployment by establishing acquisition and contracting policies and processes, developing direction and guidance for the BMDS and associated programs, assessing program performance, developing an acquisition workforce to support mission needs, and providing support through all phases of the acquisition cycle. The support for this Contractcovers three (3) subordinate organizations in the Directorate for Acquisition Policy and Program: Policy Development, Program Support and Analysis, Review and Assessment. Figure 1 depicts the DA organization chart.

Acquisition Policy Development, Program Support and Analysis, and Review and Assessment support activities are concentrated in Huntsville, AL with the Acquisition Directorate executive office and a small staff located at MDA Headquarters in the National Capital Region.

Figure 1: MDA Acquisition (DA) Organization Chart

The MDA/DA organization provides matrixed Acquisition and Program Management support for day-to-day operations across the MDA. Matrixed analysts are co-located within the following programs:

− The Aegis Ballistic Missile Defense (ABMD) program office (AB) is an element of the BMDS utilizing existing U.S. Navy Aegis-class Cruisers and Destroyers armed with interceptors designed to defend against short-to-intermediate range ballistic missiles. Ships outfitted with Aegis BMD capability can detect, track, engage, and destroy ballistic missile threats using the Standard Missile (SM)-3. The AB organization is a hybrid program office (MDA/Navy) providing sea-based missile defense as well as Aegis Ashore, the land-based variant of the Aegis Weapons System.

− The Command and Control, Battle Management, and Communications program office (BC) has the mission to develop an integrated, layered BMDS to defend the United States, its deployed forces, and the forces and populations of friends and allies, from attack by ballistic missiles of all ranges. The BMDS Command and Control, Battle Management, and Communications (C2BMC) and BMDS Overhead Persistent Infrared Architecture (BOA) systems are two of several elements that comprise the BMDS. The C2BMC and BOA systems, together with the other sensors, weapons, and fire control systems of the BMDS, support the MDA mission by providing early warning of missile attack, tracking ballistic missiles during all phases of their flight, assessing the threat posed to the United States, its deployed forces and other friendly forces and assets, and finally by engaging and destroying threat warheads before they reach their targets.

− The Program Executive (PE) for Command Control, Communication, Intelligence, Surveillance, and Reconnaissance (C4ISR) (office symbol CR) directs and manages the BMDS design, development, systems integration and testing of element programs.

It also supports the MDA Director in executing a single research and development program to develop, field, deploy and support operations of the BMDS and to maintain key MDA external program interfaces vital to the mission. CR oversees the development and deployment of all C2BMC systems, BMDS sensors, along with current and future space system increments. CR coordinates with external space, sensors, integrated air and missile defenses, and other Agency programs along with technical interfaces that affect the BMDS.

− The PE for Advanced Technology (DV) identifies innovative concepts and technological changes that can be applied across the BMDS to outpace the threat, improve system performance and reliability, reduce risk, lower life-cycle costs, and leverage technology investments of other Department of Defense (DoD) organizations, industry, and other Government agencies and international partners.

The DV PE works closely with the Engineering Directorate to plan, assess, and define future capabilities and with the programs to transition for product development.

− The Global Deployment program office (GD) conducts siting, site development, system deployment, weapon system integration, and the Host Nation coordination of assigned BMDS deployments. GD teams with and synchronizes the efforts of the MDA, foreign nations, DoD, Combatant Commands (CCMDs), service components, and construction agents to support successful deployment of BMDS capabilities. GD integrates MDA products and services through the Global Deployment Integration Task Force (GDITF), existing MDA processes, and Geographic Combatant Commander (GCC) relationships to deliver BMD capability.

− The Ground-Based Midcourse Defense program office (GM) is an element of the BMDS that is deployed in Alaska and California to defend the U.S. homeland against a limited attack of intermediate and long-range Ballistic Missiles (BMs). The GM system is comprised of fire control, interceptors, and associated communications and support assets.

− The U.S.-Israeli Cooperative Program Office (IP) manages MDA's cooperative missile defense programs with the Israeli Missile Defense Organization (IMDO). Its mission is to jointly develop and/or procure the systems that enable Israel to defend itself against regional threats and to jointly promote interoperability between these systems and the U.S. BMDS.

− The Sensors program office (SN) develops, tests, acquires, deploys, and sustains BMDS Radars including Long Range Discrimination Radar (LRDR), Army/Navy Transportable Radar Surveillance and Control Model-2 Radar (AN/TPY-2), Sea- Based X-Band Radar (SBX), Ground-Based Radar-Prototype (GBR-P), Upgraded Early Warning Radars (UEWRs), and COBRA DANE Radar (CD). SN activities include the acquisition of new radar systems; radar systems engineering and requirements development; radar hardware/software engineering; radar sustainment engineering; radar test planning, analysis, and performance assessment; radar tracking and discrimination improvements; and radar modeling and simulation capability development.

− The Space Systems program office (SS) develops, operates, exploits, and integrates Joint Space Capabilities for BMDS in a Central Collaborative Environment.

− The Terminal High Altitude Area Defense (THAAD) program office (TH) is an element of the BMDS, which provides both endo- and exo-atmospheric terminal phase intercept capability to protect the U.S. forward deployed forces, friends, and Allies against short and medium range Ballistic Missile threats using hit-to-kill technologies.

b. The Engineering Directorate is responsible for technical design and development of the BMDS. This Contractspecifically addresses support for both system and product engineering technical support to agency staff, program executive offices, and program offices. As shown in Figure 2, the BMDS Architect, MDA Systems Engineer, and MDA Chief Engineer report to the Director for Engineering.

The BMDS consists of various Elements, where the term “Element” refers specifically to Ballistic Missile Defense (BMD) systems either in development or already fielded.

Elements often consist of two or more Components developed as separate configuration items, then integrated with other Components into Elements to provide desired BMDS capability. In each of the product offices shown at the bottom center in Figure 1, an “Element System Engineer” leads the system engineering activities and reports to the MDA Systems Engineer, and an “Element Chief Engineer” leads the product engineering activities and reports to the MDA Chief Engineer. This effort will include Engineering A&AS support to the matrixed organizations in AB, DV, GM, IP, and TH.

c. The Test Directorate (DT) serves as the Test Functional Manager (TFM) and is the principal MDA executive on matters relating to BMDS testing. The responsibilities of the TFM include providing programmatic and technical direction, and orchestrating execution of the BMDS test program. The Test Directorate performs the functions of an ombudsman for the BMDS test program and serves as the MDA senior test authority to the test and evaluation community, international collaborative program representatives, and other organization representatives. Other areas of responsibility include maintaining insight and accountability for the BMDS test program; allocating resources, including test infrastructure and test support assets, supporting execution of the BMDS test program;

developing and promulgating MDA test policy, guidance, Concept of Operations (CONOPS), and best practices for the BMDS test program; supporting the Verification, Validation, and Accreditation (VV&A) of BMDS Modeling and Simulation (M&S);

collecting and characterizing test truth data; and, acting as the single point of contact for coordination among the various test ranges, facilities, programs, organizations, and personnel. Test Functional personnel are matrixed to support program test offices (e.g., the “Element”) of the BMDS Test Program. Figure 3 depicts the DT organization chart.

Figure 2: MDA Engineering (DE) Organization Chart

Figure 3: MDA Test (DT) Organization Chart

1.4 Forums

Several forums are applicable to this PWS, including, but not limited to:

− Critical Design Review (CDR): A review to assess the system final design, as captured in product specifications for each configuration item in the system's product baseline, and ensure the detailed design documentation included each configuration item in the product baseline.

− Data Assessment Review (DAR): Technical/management reviews to determine whether the type, quantity, and quality of data needed to support Agency decisions have been achieved.

− Detailed Test Readiness Investigation/Review (DTRI): Conducted at the Assembly, Integrated Component, Launch and Test Support Equipment, System Integration Lab and Integrated Weapon System levels to confirm readiness to proceed with Component and Element level integration and test. Components may be combined for the assembly and integrated component DTRIs.

− Engineering Review Board (ERB): A review of prioritized technical changes and issues affecting the current product based on detailed requirements and specifications.

− Failure Investigation Team (FIT): A review of a failed event through a timetable of all commanded/responded actions leading up to and beyond the failure. Evaluates information collected to develop fault tree diagrams and determine potential causes of failure.

− Failure Review Board (FRB): A review to identify design, integration, test, and readiness deficiencies discovered during an investigation that did not directly contribute to a failure. Investigates the potential risks before a test and/or determine the root cause or contributing conditions to a test failure. Provides corrective action(s) suggestions and recommendations resulting from the board to preclude the reoccurrence of a similar event on future missions.

− Feasibility Study/Assessment: Study or assessment to identify strengths and weaknesses of existing business or proposed venture, opportunities, and threats; as presented by the environment, resources required, and prospects for success.

− Flight Readiness Review (FRR): A review to verify that the required work is complete, engineering issues are resolved and dispositioned, and forward work is scheduled for completion prior to the upcoming mission. The review assists leadership in determining if the test objectives and requirements are adequate, the assessment of overall test design feasibility is complete, baselines and configuration identifications applicable to each configuration item are maintained, and analyses are performed to show pretest mission predictions and reliability. The review also verifies that assessments of readiness to http://en.wikipedia.org/wiki/Natural_environment http://en.wikipedia.org/wiki/Resources http://en.wikipedia.org/wiki/Success proceed with final flight preparations are performed, as well as final launch preparations, assessment of final launch preparations and risk mitigation activities are completed to support the test execution.

For DT, the FRR examines tests, demonstrations, analyses, and audits that determine the overall system (all projects working together) readiness for a safe and successful flight/launch and for subsequent flight operations. It also ensures all flight and ground hardware, software, personnel, and procedures are operationally ready.

− Flight Test Risk Review (FTRR): Identifies, analyzes, mitigates, and tracks risks associated with MDA Flight Tests.

− Launch Readiness Review (LRR): A review of all remaining activities to be completed for the upcoming mission and to ensure that all test preparation work, procedures, personnel certification, component certification, and risk mitigation activities are scheduled for completion to support the test execution.

− Management Review (MR): Combined management/technical reviews at a specific milestone on a program focused on the main deliverables in the Statement of Work (SOW) and issues.

− Material Release Board (MRB): A review of the product to identify capabilities and shortcomings to maintaining the product’s functionality and safety, including capabilities or shortcomings which require actions by the user. Helps ensure established criteria are being met to transfer the product to the service.

− Materiel Review Board: A review at the Prime Developer (contractor) level of subcontractor or supplier disposition of nonconforming items and material to maintain visibility and ensure effective corrective action throughout the supply chain.

− Mission Analysis Review (MAR): A review to present all pre-flight prediction analyses to the senior technical leadership for the mission, and ensure that acceptable system performance is expected.

− Mission Design Review (MDR): A review of system design for compliance with stakeholder missions and needs; to identify and assess risks, and address plans to resolve impacts not fully understood (e.g., Data Handling and Management Plan, mission assurance plans, analysis plans, requirements closure, and non-compliance resolution).

− Mission Readiness Review (MRR): A review to ensure the execution team is ready to conduct the flight test, test and component documentation for the upcoming test are baselined/released, pre-mission analyses have been completed and reviewed, plans for the mission completion through post test evaluation are on track, and risks associated with the upcoming mission have been identified, assessed and planned for disposition.

For DT, the MRR examines detailed test preparations to ensure the mission is achievable, resources are being readied, and test integration is sufficiently mature to proceed to the Test Execution Phase (Phase 4).

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− Post Test Data Analysis: Provides timely test and assessment results to provide evidence that data collection and analysis support the evaluation of test objectives, and facilitates the systems engineering process for continued system development and fielding.

− Preliminary Design Review (PDR): A review to ensure a system is ready to proceed into detailed design and can meet stated performance requirements within cost (program budget), schedule (program schedule), risk, and other system constraints. Assesses the system preliminary design as captured in performance specifications for each configuration item (CI) in the system and ensures each function in the baseline has been allocated to one or more system CIs.

− Pre-Ship Readiness Review (PSRR): A review providing an independent assessment of hardware and, if applicable, associated software or firmware readiness prior to release for shipment to another facility. Assists with the identification, and possible correction, of discrepancies or unresolved problems while the item remains under supplier purview.

− Product Acceptance Review (PAR): The PAR review determines a product’s technical acceptance for systems, components, and boxes prior to storage or shipment to the next level of integration.

− Production Readiness Review (PRR): A formal examination of a program to determine if the design is ready for production and if the producer has accomplished adequate production planning.

− Reliability, Availability, and Maintainability (RAM) Scoring/ Assessment: A review to provide quantitative measures of the levels of RAM required by the user and to determine performance parameter objectives and thresholds, affordability constraints, scheduling constraints, and technical constraints. Applies scoring and assessment in support of trade-off studies to balance cost and performance; develop test plans and evaluation; and, operational test and evaluation.

− Risk Board: A review of baseline impacts, mission risks, mitigation, and burn-down for upcoming test event(s).

− Risk Management Board (RMB): Technical/management review of baseline, element, and program risks to address process development, improvements, and identify other risks topics.

− System Requirements Review (SRR): A review to ascertain progress in defining system technical requirements, and to help determine the direction and progress of the systems engineering effort and the degree of convergence on a balanced and complete configuration.

− Technical Interchange Meeting (TIM): Discussions of technical performance criteria for each increment of capability to be developed and fielded; assessment of capabilities and limitations; review and analysis of suitability and survivability plans; and, identification and provision of detailed descriptions on problem areas, root cause investigations, test incident report status, and other technical topics. This includes reviewing and responding to evaluator assessments and proposed mitigations for technical and operational risks and issues.

− Test Planning Review (TPR): A review of test and VV&A planning and design information, acceptability resource architecture implementation, environmental compliance and information, and asset management information. Ensures readiness to proceed into Phase 3 of the BMDS Test Concept of Operations (CONOPS).

− Test Readiness Review (TRR): A multi-disciplined technical review to ensure a subsystem or system is ready to proceed into formal test. Assesses test objectives, test methods and procedures, scope of tests, and safety, and confirms that required test resources have been properly identified and coordinated to support planned tests.

− Test Requirements Review: A review of test objectives, test requirements, M& VV&A requirements, and asset management requirements. Defines an executable environmental compliance strategy and ensures readiness to proceed to Phase 2 of the BMDS CONOPS.

− Test Resource Readiness Review (TRRR): Ensures all test assets and resources are technically capable, available and ready to support the test event. This review identifies ranges, test communications, instrumentation, and test assets in support of test event situational awareness/mission viewing infrastructure and architecture; ensures all test support assets are ready; ensure all documentation is prepared on required schedule; and assists in defining support plans and required documentation.

2.0 Data Rights

The contractor shall comply with Government data rights in accordance with (IAW) the Defense Federal Acquisition Regulations Supplement (DFARS), as identified below in the PWS and incorporated in the contract.

All data (including but not limited to technical data, computer software, algorithms and related models, and documentation) produced or developed under this contract shall be delivered to the Government with unlimited data rights; source code shall be delivered for all computer software produced or developed under this contract. During contract performance, data shall be delivered to the contracting officer in its entirety upon written request. Absent such a request, all data produced or developed under this contract shall be delivered by the end of contract performance. Data shall be produced or developed with only Government funds.

Open source computer software shall not be incorporated into any deliverable absent prior written approval from the contracting officer. Copyright ownership for all data produced or developed under this contract shall be assigned to the Government pursuant to DFARS 252.227-7020, incorporated herein.

3.0 Performance Objectives and Detailed Requirements

Table 3.0 below is the Performance Objectives Index outlining the objectives to be performed in accordance with this PWS. Required products for each objective shown in Table 3.0 are included, where applicable, in the sections below.

Performance Objectives Index Location

1. BMDS Acquisition, Programmatic, Strategic Planning, and Engineering Technical

Assessments and Recommendations

NCR, DHL, HSV,

KAFB, HAN, COS

2. BMDS Test Assessments and Recommendations All Table 3.0 Performance Objectives

3.1 Performance Objective #1: BMDS Acquisition, Programmatic, Strategic Planning, and Engineering Technical Assessments and Recommendations

The stakeholders for this Performance Objective (PO) are DA, including matrix Element Acquisition offices, and DE, including matrix Element Engineering offices.

Task Details: The contractor shall advise and provide executive-level independent assessments and recommendations regarding BMDS programmatic interdependencies, critical paths, and technical constraints. The contractor shall deliver briefings, analyses, white papers, point papers, oral assessments, action items, and/or reports based on activities performed under this PWS. Product samples will be available for review to aid the contractor in the definition of the scope of effort associated with the collection, analysis, delivery, and strategic support, as described in this objective. Preparation and analysis before and after executive reviews and meetings is vital to supporting the independent assessments of BMDS program execution, alternatives, and approaches. The contractor shall advise and provide executive-level independent assessments, studies, reports, and recommendations regarding BMDS engineering, baselines, critical paths, interdependencies, technical constraints, and concepts. The contractor shall participate in and provide independent assessments or reports for engineering and technical reviews. The contractor shall also perform analysis and provide recommendations in compliance with the MDA Single Technical Authority guidelines.

• Key Products: Briefings, Analysis, Assessments, White Papers, Oral Assessments, Action Item Responses, Interim Reports, and Final Reports

a. BMDS Programmatic Support. Advise on BMDS policy development, program concept development, strategic planning, issue resolution, and decision-making processes including best practices, process improvements, and streamlining initiatives for programmatic and/or acquisition issues.

b. Advise and provide executive-level independent assessments, studies, reports, and recommendations regarding BMDS engineering, baselines, critical paths, interdependencies, technical constraints, and concepts. Provide analysis and recommendations for engineering and technical reviews and meetings. Develop briefings, analysis, white papers, action items, and reports pertaining to efforts identified in this contract.

c. Executive Reviews and Independent Assessments. Advise and engage in executive-level meetings and reviews; conduct independent reviews and assessments; and routinely provide recommendations, analyses, and/or reports in the Agency prescribed format to support the Senior Leadership decision processes. This includes quick-response analysis, assessments, and/or reports.

1) Review and advise on BMDS evolution and provide independent programmatic assessments and analysis to determine whether progress is in accordance with current baselines, plans, and schedules. Provide recommendations on alternatives to address variances, shortfalls, and/or risks.

2) Recommend topics that require independent assessments/reviews focused on determining program priorities. Establish the appropriate independent assessment groups to address approved topics.

3) Review program data and provide assessments to determine if progress is in accordance with the program’s current plans and schedules.

4) Assess critical program technical estimate, schedule, performance, and risk issues.

5) Engage in and/or conduct meetings, reviews, and studies for data collection in collaboration with stakeholders and programs. Develop and routinely provide advice and analysis in white papers, reports, point papers, and/or action item responses regarding a topic(s).

6) Identify impacts to the overall BMDS mission, shortcomings in program execution that may hinder achievement of stated goals, challenges to near and far term execution, and provide recommendations to optimize program efforts from a strategic and tactical perspective.

7) Disseminate independent assessments, track implementation of recommendations, obtain feedback from programs and/or functional organizations, and routinely provide advice and progress reports.

8) Assess MDA organizations and provide recommendations for improved efficiencies and effectiveness regarding organizational structure, roles, responsibilities, management processes, product and program integration, functional support services, and provisions for adjustments throughout the life cycle(s).

9) Perform assessments to develop strategic planning for integration of program activities with other elements of the MDA and Science and Technology (S&T) investments.

d. Participate in and provide independent assessments or reports for engineering and technical reviews, such as CDRs, ERBs, FITs, FRBs, FRRs, LRRs, MRBs, Material

Review Boards, MARs, Management Reviews, MDRs, PDRs, PSRRs, PRRs, RAM Scoring/Assessments, Feasibility Study/Assessment, RMBs, SRRs, TIMs, TPRs, and TRRs.

1) For FRBs, provide a Pre-Positioned FRB Chairman in case of flight test failures as directed by the Government.

e. Independent Engineering Assessments. Perform analysis and provide recommendations in compliance with the MDA Single Technical Authority guidelines. Deliver briefings, analyses, white papers, action items, and reports after task execution. Perform independent assessments on critical BMDS issues for the following:

1) Recommend topics requiring independent assessments to Agency Executives and Program Managers.

2) Review technical analysis and other related program data and provide assessments to determine whether progress is in compliance with current plans and schedules.

3) Identify shortcomings in program execution of goals, address challenges, and provide recommendations to optimize program efforts.

4) Conduct independent reviews and provide characterization and performance regarding technical operations.

5) Identify alternate strategies for affordable, cost effective, and technically advanced systems and provide recommendations. Evaluate the adequacy of the current approach and architecture, address existing and developing threats, and provide recommended courses of action for strategy.

6) Collect data and findings from Agency Executives, Senior Leadership, Program Managers and their staff for white papers, reports, and/or action items regarding technical assessment topics.

7) Identify, analyze, and track safety risks associated with technical performance.

Assign hazard category, probability of occurrence, consequence and recommended risk handling strategy approaches or actions to include potential mitigation actions (design, procedures, controls, limits, etc.). Review safety data and documentation, and assess characterization and performance objectives.

8) Assess specific issues for impacts to performance, cost, schedule and risk.

9) Assess MDA technical organizations and provide recommendations for improved efficiencies and effectiveness regarding structure, roles, responsibilities, management processes, product and program integration, functional support services, and provisions for adjustments throughout the life cycle.

10) Disseminate assessments, track implementation of recommendations, and obtain feedback from programs and/or other stakeholders.

11) Conduct Independent Fleet Assessments to thoroughly investigate fleet issues, including identification of any design, manufacturing, quality, process, acceptance test, and reliability issues; review and assessment of testing results to identify residual design certification issues; identify and assess recommended design and manufacturing changes; review prime and supply chain pedigree data; identify configuration changes made for design/manufacturing improvements; execute and assess Failure Modes and Effects Criticality Analyses (FMECA), physical configuration audits, design certification reviews, design verifications, and assess reliability programs/predictions. The contractor will be required to deliver briefings, analysis, white papers, action items, interim, and final reports after task execution.

f. Integration and Testing Assessments. Perform analysis and provide recommendations in compliance with the MDA Single Technical Authority guidelines by performing independent engineering assessments on critical BMDS issues for the integration and testing of the BMDS, to include components, flight test readiness, and missile system design/testing. The contractor will be required to deliver briefings, analysis, white papers, action items, and reports after task execution.

g. Pre/Post Event Analysis. Attend and actively participate in the readiness and analytical reviews and provide unbiased analysis of issues and technical approaches for consideration and courses of action recommendations to MDA leadership.

Performance Objective #1 Standards Objective Standard AQL

BMDS Acquisition, Programmatic, Strategic

Planning, and Engineering Technical Assessments and

Recommendations

Quality - Error-free and technically accurate

No more than 2 validated customer complaints, in writing, within the monthly reporting period / across all locations

Quality - Effective.

Works independently with minimum corrective action required

No more than 2 corrective action events within the monthly reporting period / across all locations.

Note: A corrective action event is when an action is taken, in a corrective manner, due to lower than satisfactory performance.

Schedule - Timely - Meets Schedules.

Completes actions within specified deadlines

No more than 1 late or missed scheduled action or event within the monthly reporting period / across all locations.

Table 3.1: Performance Objective #1 Standards

3.2 Performance Objective #2: BMDS Test Assessments and Recommendations

The stakeholder for this PO is DT, including matrix Element Test offices.

Task Details: The contractor shall provide advice and recommendations for Agency Executives and Senior Leaders to capitalize on test policy development, and decision-making. The contractor shall maintain flexibility to be called upon for various degrees and types of independent test assessments. The advisory and analytical assistance shall include:

Special projects that result in analyses, assessment, and reports.

Independent analysis, evaluation, and reporting on agency functional or program concepts, baselines, plans, tests, and documents.

Independent assessments and analyses results for use in issue resolution on specific test concerns, inquiries, or initiatives.

Quick-response analysis, assessment, and reporting on agency defined test efforts.

Evaluation and assessment on the ability for national test ranges to support MDA test requirement objectives for current and future flight tests.

The contractor shall prepare briefings, analysis, white papers, action items, and reports.

Preparation and analysis before and after executive reviews and meetings is vital to supporting the independent assessments of BMDS program execution, alternatives, and approaches. The contractor shall complete all tasks defined applicable to this PWS.

• Key Products: Briefings, Analysis, White Papers, and Reports

a. Advise and prepare executive-level independent test assessments, and make recommendations regarding test, interdependencies, critical paths, and constraints. Assist with the development, coordination, and mitigation of conflicts regarding test policies, schedules, resource planning (manpower, Government Furnished Equipment, network/computer access), deployment planning, security planning, execution plans, CONOPS, Standard Operating Procedures (SOPs), and analysis.

b. Advise and make recommendations concerning test analysis, to include strategy, process improvement, implementation, and measurement; and requirements development, allocation, and assessment processes.

c. Perform independent assessments and make recommendations for Detailed Test Readiness Investigation Review, TRR, FRR, MRR, TRRR, and Post Test Data Analysis.

Independent reviews and assessments include the following tasks:

1) Assess MDA Test Processes

a) Assess test design, planning, execution, and analysis processes for BMDS integration, testing, and fielding conducted by the Test Directorate. Recommend methods and processes to increase the efficiency and effectiveness of test and fielding events while improving the quality of the test and assessment data.

b) Track and report on the implementation of approved Independent Assessment recommendations. Tracking includes updating impacts and risks associated with not implementing recommendations.

2) Assess the Readiness to Test

a) Assess the readiness of BMDS ground and flight tests, including technical rationale for test scenario and test case development. Advise on data quality relative to Ground and Flight Testing yielding required system behavior characteristics.

b) Assess configurations, scenarios, and test cases to determine readiness for integrated BMDS performance and Warfighter command and control of BMDS.

Address implications of the test event limitations expected based on threat representations and modeling and simulation relative to expected operationally realistic conditions.

c) Assess flight test architectures and the ability to meet truth data collections requirements, as identified in the Critical Engagement Capabilities (CECs) and Empirical Measurement Events (EMEs) in the Test Objective Memorandum (TOM), to include redundancy and diverse plans necessary to ensure successful data collection.

d) Assess flight test architectures and the ability to meet truth data collections requirements, as identified in the CECs and EMEs in the TOM, to include redundancy and diverse plans necessary to ensure successful data collection. The following reviews are associated with readiness: DTRI, TRR, TRRR, MRR, FRR, FTRR, and Post Test Data Analysis.

3) Assist with Ground Based Midcourse Defense (GMD) Program Test Activities

a) Act as a Technical Agent and assist, as needed, in planning, testing, and execution of all GM Test activities. Assist with the investigation testing anomalies.

Participate in MDA FRBs and serve as investigative leads or panel members, as directed by the Government.

b) Prepare independent on area such as: kill vehicles, Government-As-Integrator, and other GM specified test and follow-on assessments.

c) Evaluate, interpret, and prepare recommendations on test planning and reporting related to the kill vehicles, Robust Homeland Defense and other GM efforts.

Additionally, assist with the development of improved and more reliable capabilities, components, and integration. Participate in the MDA FRBs and serve as investigative leads or panel members, as directed by the Government.

d. Assess national range infrastructure shortfalls, as needed; identify impacts to MDA regarding ability to test, evaluate element fielding readiness, and prepare a report.

e. Engage in and/or conduct meetings, reviews, and studies across a wide range of possible BC and GM activities. Collect data and findings from Executives, Senior Leaders, and program reviews, meetings, and other venues. If requested, provide meeting minutes and disseminate. Collaborate within test community to gather data and provide advice and analysis.

limmert Highlight

f. Disseminate independent assessments, as needed; track implementation of recommendations, obtain feedback from programs and/or functional organizations, and provide advice in a progress report.

g. Advise, guide, and make recommendations regarding cybersecurity testing for BMDS ground test and flight test events. Assist with strategy, test configurations, and execution guidance for cybersecurity. Evaluate cyber test results and incorporate lessons learned into future events. Prepare a report at the conclusion of each cyber analysis or assessment.

h. Advise, guide, and make recommendations to Test Defense Design (TDD) activities to include TDD Weekly Meetings and other related meetings. Provide and present briefings, meeting minutes, and action items. Provide advice to plans, configurations, force laydowns, and test cases to support TDD.

i. Advise, guide, and make recommendations to Deployment Plans and Deployment Rosters, as needed. Provide coordination with DT and monitor personnel listings to ensure the proper access to mission data. Provide guidance on previously conducted deployments for both Flight and Ground Tests for future planning.

j. Review and make recommendations to the development of publically releasable materials and coordination with the Public Affairs Directorate.

Performance Objective #2 Standards Objective Standard AQL

BMDS Test Assessments and

Recommendations

Quality - Error-free and technically accurate

No more than 2 validated customer complaints, in writing, within the monthly reporting period / across all locations

Quality - Effective. Works independently with minimum corrective action required

No more than 2 corrective action events within the monthly reporting period / across all locations.

Note: A corrective action event is when an action is taken, in a corrective manner, due to lower than satisfactory performance.

Schedule - Timely - Meets

Schedules. Completes actions within specified deadlines

No more than 1 late or missed scheduled action or event within the monthly reporting period / across all locations.

Table 3.2: Performance Objective #2 Standards

4. Contract Management

4.1 Limitation of Funds (LOF) and Limitation of Cost (LOC) Notifications

The contractor shall provide the notifications required by FAR Clause 52.232-22, Limitation of Funds, or FAR Clause 52.232-20, Limitation of Cost, by Contract Line Item Number (CLIN). One letter will suffice for multiple CLINs that meet the requirements of the clause(s) within the same time period. In no event shall the costs reports required by Paragraph 4.3 below negate the requirement for required LOF or LOC notifications.

4.2 Monthly Status Report (CDRL A001)

The contractor shall develop and deliver a Monthly Status Report. The report is due the 15th of each month utilizing the format provided as an attachment to the Contract. The status report shall be submitted to the Procuring Contracting Officer (PCO) with a copy to the designated Contracting Officer’s Representative (COR), Alternate Contracting Officer’s Representative (ACOR), and the Small Business Office via electronic means. The report shall include the following details:

a. Status of required products and services for performance objectives identified in the contract. The contractor shall identify the product by title and the office that received those products during the reporting period. Delineate those that have been delivered by location, those that are planned to be delivered, and the estimated date of delivery.

b. Status of Other Direct Costs (ODCs). List all ODCs that have been approved by the Contracting Officer. Include by item(s) the approved amount and the actual cost incurred if the purchase has already been made. Also show when the item was received or planned to be received. Segregate the current information and the cumulative information for the applicable CLIN.

c. Submit data in the format provided in the attachment to the contract identifying support for each location identified in the PWS.

4.3 Cost Report (by CLIN) (CDRL A002)

The Cost Report shall be submitted using the formats provided as attachments to the Contract.

4.4 Travel Status Report (CDRL A002)

The contractor shall deliver a Travel Summary Report, submitted under CDRL A002,on a weekly basis using the Government provided format that reports stakeholder travel balances by sub-CLIN and Accounting Classification Reference Number (ACRN). Weekly reports are due every Friday. The report shall be submitted to the PCO with a copy to the designated ACOR via electronic means.

4.5 Quarterly Self-Assessment

The contractor shall deliver a quarterly self-assessment that addresses contract performance.

These quarterly reports are due on the 15th of the month following the end of each quarter from the beginning of the period of performance. The report shall be submitted to the PCO with a copy to the designated COR via electronic means. The report shall be in narrative format and address contract performance as defined in the template provided as an attachment to the contract, Quarterly Self-Assessment Report (QSR). All aspects of this contract to include PWS requirements, contract clauses, attachments and delivered products may be measured during quarterly assessments and subsequently in Contractor Performance

Assessment Reports (CPARs). The contractor’s self-assessment should not exclude any portions of the contract they believe are relevant to their performance, and all self-assessments with ratings above “Satisfactory” must show what requirement was exceeded and what corresponding benefit to the Government was realized in Cost, Schedule, and Performance in either this contract or another BMDS related program/contract vehicle.

While this data is collected quarterly, the contractor may, at its discretion, include this data in the Monthly Status Reports, in lieu of a separate QSR.

4.6 Enterprise-wide Contractor Manpower Reporting Application (eCMRA)

The contractor shall report ALL contractor labor hours (including subcontractor labor hours) required for performance of services provided under this contract for the Missile Defense Agency via a secure data collection site. The contractor is required to completely fill in all required data fields using the following web address: http://www.ecmra@mda.mil.

Reporting inputs will be for the labor executed during the PoP for each Government fiscal year (FY), which runs October 1 through September 30. While inputs may be reported at any time during the FY, all data shall be reported no later than October 31 of each calendar year.

Contractors may direct questions to the help desk at http://www.ecmra@mda.mil.

4.7 Small Business

Small Business Participation Plan: In order to gather data to assess the contractor’s small business participation IAW FAR 52.219-8, the contractor shall submit a report in accordance with the Table below and in concert with Electronic Subcontracting Reporting System (eSRS) reporting requirements throughout the life of the contract. The report shall provide the actual achievements against the small business participation plan. The contractor shall include a narrative explanation regarding the efforts associated with complying with the participation dollars and percentages of the small business participation plan that is incorporated in the contract. Include actions taken to increase small business utilization and actions used to grow small businesses (i.e., mentor protégé agreements). If applicable, the contractor shall provide an explanation for why the contractor is not meeting goals outlined in the plan and any mitigating circumstances surrounding that performance. The contract shall submit the report segregated by base period and each option period.

Small Business Subcontracting Plan: In order to gather data to assess the contractor’s small business subcontracting plan IAW FAR 52.219-9, the contractor shall ensure timely and accurate small business subcontract reporting in the eSRS for all tiers of subcontracting in accordance with FAR 52.219-9.

http://www.ecmra@mda.mil/ http://www.ecmra@mda.mil/

Table 4.7.1 - Small Business Participation Dollars and Percent

TOTAL CONTRACT VALUE - $

Category

SB Percent of Total Contract Value as stated in the SB Participation Plan

SB Participation Dollars as stated in the SB Participation Plan

Actual SB Percent of

Total Contract Value

Actual SB Participation

Dollars

Small Business HUBZone Small Business Veteran Owned Small Business

Service-Disabled Veteran- Owned Small Business

Small Disadvantaged Business

Women-Owned Small Business

4.8 Performance Objectives/Metrics

The Government's assessment of the contractor's performance in achieving the performance objectives contained in this PWS will utilize the standards, acceptable quality levels, and surveillance methods as described herein and in the quality assurance surveillance plan (QASP). Although the criteria and acceptable quality levels of Small Business, Cost, Management, and Regulatory Compliance are not specifically included in the PWS; the overall performance assessment will include these criteria.

4.9 Identification of Contractor Employees

All contract personnel attending meetings, answering Government telephones, and working in other situations where their contractor status is not obvious to third parties are required to identify themselves as such to avoid creating an impression in the minds of members of the public that they are Government officials. They must also ensure that all documents or reports produced by contractors are suitably marked as contractor products or that contractor participation is appropriately disclosed.

4.10 Administrative

Base labor rates will be attached to the contract in Section J and used to evaluate the reasonableness of future changes.

4.11 Task Instruction Approach

The contractor shall incur costs under TI Labor CLINs only in the performance of TIs and revisions to TIs issued by the Contracting Officer. No other costs under these CLINs are authorized without the authorization of the Contracting Officer. All program management and program support hours will be covered by the TIs.

The Contracting Officer is the only individual authorized to issue TIs under this contract. All TIs are subject to the terms and conditions of the contract; in the event of a conflict between a TI and the contract, the contract shall prevail. The contractor shall use its best efforts to accomplish the tasks within the estimated hours set forth in the TI. The contractor shall invoice the actual cost incurred for the Task Instruction effort in accordance with Section G of the contract.

TIs shall be issued by the Contracting Officer in writing in accordance with the procedures outlined in 4.11 below. TIs will include, but are not be limited to, the following information:

(1) effective date of TI;

(2) contract and TI number;

(3) description of the task(s) to be performed;

(4) description of the exit criteria and deliverable(s);

(5) the period of performance for the task:

(6) the estimated number of labor hours, including the contractor/subcontractor mix and labor hours.

TIs may be amended orally by the Contracting Officer in emergency circumstances; oral amendments shall be confirmed by issuance of a written TI within five working days from the time of the oral communication amending the instruction.

4.12 Task Instruction Procedures

When the Government has a Task Instruction requirement, the Contracting Officer will issue a Draft Task Instruction on the attached form to the contractor with a request to the contractor to submit a plan for accomplishing the task. The Draft Task Instruction will include, but not be limited to, the description of the task to be performed, the period of performance, and a description of the deliverables. Issuance of a Draft Task Instruction does not authorize performance of the task. Signature of the Contracting Officer is required for implementation.

The contractor shall submit a Task Plan within seven (7) working days after receipt of the Request for TI and Task Plan, or within such time as otherwise agreed by the contractor and Contracting Officer.