18F8002_PWS.pdf

Contract: HQ079617D0001

Order: HQ079618F8002

IRES

Integrated Research & Development for

Enterprise Solutions

Order Number: HQ079618F8002

IRES Systems Engineering and

Program Integration (SEPI)

Performance Work Statement, Rev L

Period of Performance:

Base: January 5, 2018 – July 4, 2022

Award Term 1: July 5, 2022 – July 4, 2023

Award Term 2: July 5, 2023 – July 4, 2024

Award Term 3: July 5, 2024 – July 4, 2025

Page i

Change History

Version Date Mod # Changes

Original Sep 21, 2016 RFP

Rev A Nov 28, 2017 Award • Added task order number.

• Removed content prior to the cover page.

• Added period of performance to the cover page.

• Added Change History chart.

• Added CLIN Structure chart.

• Added language to 6.0 to clarify CDRL delivery dates (due to early start of this task order prior to the end of the transition period).

• Added language to 11.0 to clarify the effective date of service summary items (due to early start of this task order prior to the end of the transition period).

• Appended Contractor’s Performance Work

Statement.

• Appended Task Order Award Fee Table.

Rev B Feb 05, 2018 P00003 • Appended Task Order Award Fee Table as

Enclosure 1.

• Merged the RFP SOO with the proposed Contractor

Performance Work Statement (CPWS) to develop the PWS.

o SOO Section 5.0 deleted; sections following

Section 5.0 renumbered.

o CPWS Sections 1.0, 2.0, 3.0 and 4.0 deleted.

CPWS Section 5.0 moved to PWS Section 10.0;

all paragraphs renumbered. All references to the SOO deleted. All references to Jacobs Team

SEPI Objectives deleted.

o SOO Section 4.0 (SSIs) merged with CPWS

Section 7.0 (SSIs) into PWS Section 4.0.

o SOO Section 6.0 (CDRLs) merged with CPWS Section 6.0 (CDRLs) into PWS Section 6.0.

• CDRLs o Header information and distribution instructions updated on all CDRLs.

o Added specific delivery dates to block 12.

o Revised CDRLs: C001, C002, C006, C009, C010, C013, C016 and C027.

o Added CDRLs C030 (Cost Data Summary

Report (DD Form 1921)) and C031 (Contractor

Business Data Report (DD Form 1921-3. Note:

These reports had previously been delivered under C009.

Page ii o Added CDRL TBD (¶10.6).

o Added CDRL C032 – Software Accountability

Report (¶10.2.4).

• PWS revised:

o 10.2.3: revised to include delivery of Sustainability Metrics (DAL item).

o 10.3.1: revised to include a Configuration Management Maturity Assessment to document the current state of the documentation.

o 10.3.4: revised to include Event Coordinators to comply with procedure 480.

o 10.6: Enterprise Architecture added.

Rev C May 08, 2018 P00004 • CDRLs o C003 - content modified.

o C006 - corrected fire alarm submission requirements.

o C033 - corrected date of first submission.

o C034 – added.

• SSI Table - modified SSI 5 to 9, added SSI 10.

• Updated Section 5.1 to reflect new task numbering.

• Updated Section 7.0.

• PWS revised:

o Included “standardized Section 10.1” Task Order Administration.

o Tasks realigned and regrouped to better reflect how work is actually accomplished.

o SSI Performance Thresholds removed— duplication of QASP content.

Rev D Jul 2, 2018 P00005 • Incorporate Award Fee Plan Revision 1 o Replace the Award Fee Table with the entire Award Fee Plan.

o Return to the criteria as originally solicited and awarded by removing the unintentional changes included in PWS Rev B.

o Incorporate administrative changes.

• Incorporate administrative changes to the PWS.

Rev E Oct 1, 2018 P00007 • Incorporate Award Fee Plan Revision 1.

o See the Change History section of the Award Fee Plan for the summary of significant changes.

o Note: PWS Revision D also incorporated an

Award Fee Plan marked as Revision 1. That version of Revision 1 was administrative in nature and was created to incorporate into the task order the entire IRES Systems Engineering and Program Integration (SEPI) Award Fee Plan

Page iii

(as originally awarded) in place of just the award fee criteria. When obtaining the Fee

Determining Official’s (FDO) approval for plan updates associated with Evaluation Period 2, the

“Revision 1” label was mistakenly duplicated.

Since the reference to Award Fee Plan Revision

1 is also in the Evaluation Period 2 expectations letter, correction of the revision number was not sought.

Rev F Feb 25, 2019 P00010 • Tasks 2.0, 3.0, 4.0, 6.0. Multiple administrative changes to update and clarify.

• Tasks 5.1 and 10.9.2. Add CDRL C035, Mission

Assurance Plan.

• Task 5.1. Clarification of delivery dates on CDRLs and multiple administrative changes to ensure standardization across all CDRLs.

• Task 5.2. Replaced existing Exhibit C with new

Exhibit C.

• Task 10.6.1. Clarification of the content of the

Program Review CDRL.

• Task 10.6.2.3. Clarification of eCMRA requirements.

• Task 10.6.3. Multiple clarification and administrative changes.

• Task 10.6.4. Added additional requirement in consideration of the government’s deletion of the

VPP requirement from task 10.6.5.

Rev G Apr 12, 2019 P00011 • Add PWS 10.6.2.6, Software Asset Management and

Accountability.

Rev H Sep 25, 2019 P00013 • Revise the cover page of Award Fee Plan Revision 1

(PWS Enclosure 1) to identify applicability of the current plan to Award Fee Evaluation Period 3

(October 1, 2019 – September 30, 2020).

Rev I Aug 6, 2020 P00019 • Updated Section 4.0

• Following CDRLs deleted: C004, C006, C020-C025, C027, C032, C034, C035

• Following CDRLs added: C036 – C043

• Updated the format and made administrative clarifications to all DD Form 1423s. New Exhibit C added.

• Updated section 6.0

Extensive changes (additions and deletions) to objectives and outcomes throughout all of section 10.

Page iv

Rev J Mar 5, 2021 P00021 • Removed section 10.8.2 Event Management

• Clarified the Corrective Action Program associated with performing Mission Assurance and Quality

Assurance and updated SSI #10 to align

• Clarified the Work Screening Teams (WST) for

Event Protection Periods (EPP)

• Task 10.6.2.3 changed eCMRA website to Sam.gov

• Adjusted program review frequency from quarterly to semi-annually in 10.6.1 and associated CDRL

C014

• Added section 10.6.2.7 Supply Chain Risk

Management (SCRM) and associated CDRL C044

• Added Engineering Review Board (ERB) details to

10.8.1

• Clarified PAL 10.9.2 clarified PAL Cable and

MDIOC audit requirements

• Update CDRL-C003 to remove the requirement to report the financial details in the TOSR

• Added TO 8002 Earned Value, Funding, and

Financial status report monthly DAL to 10.1.2.2

• Added Objective #2 Outcomes #11, and 12 to

10.1.2.2 for Mission and Performance Assurance

Rev K Oct 29, 2021 P00023 • Created new section 10.6.2.8 Small Business

Operations Planning and Reporting and Data

Accession List (DAL)

• Moved Items 11-15 and associated deliverables from section 10.6.2.3 to 10.6.2.8

• Moved Item 14 from section 10.6.1 to 10.6.2.8

• Changed DM organization reference to SSM in sections 4.0 SSI #8, 10.6.5, 10.8.1, 10.8.3, 10.9.2, and 10.9.4

Rev L Apr 22, 2022 P00026 • Updated CDRL Identification Tasks (5.1) to match Rev K 10.6.2.8 Updates

• Updated C042 DID under 5.1 CDRL

Identification

• Modified CDRL to DAL language in 10.1.2.2 from Rev I updates

• Updated Exhibit C in 5.2

• Added C044 reference in 10.6.2.7 from Rev

J

CLIN Structure

Page v

CLIN Supplies / Services Type

0001 Services/Capabilities (Base) CPIF

0030 Award Fee Period 1 (Base) Cost

0031 Award Fee Period 2 (Base) Cost

0032 Award Fee Period 3 (Base) Cost

0990 Data (Base) NSP

0991 Expensed CAP Delivery (Base) NSP

1001 Services/Capabilities (Award Term (AT) 1) CPIF

1990 Data (AT1) NSP

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CLIN Supplies / Services Type

1991 Expensed CAP Delivery (AT1) NSP

2001 Services/Capabilities (AT2) CPIF

2990 Data (AT2) NSP

2991 Expensed CAP Delivery (AT2) NSP

3001 Services/Capabilities (Award Term (AT) 3) CPIF

3990 Data (AT3) NSP

3991 Expensed CAP Delivery (AT3) NSP

Page vii

Table of Contents

1.0 Vision and Purpose Statement

1.1 Vision

1.2 Purpose

2.0 Background

3.0 Scope

4.0 Service Summary Items

5.0 Contract Deliverable Requirements List (CDRL)

5.1 CDRL Identification

5.2 CDRL Tailoring

6.0 Milestones

7.0 Government Property (GP) / Government Furnished Property (GFP) / Government

Furnished Information (GFI) / Contractor Acquired Property (CAP)

8.0 Special Requirements

9.0 Applicable Directives / Regulations

10.0 Performance Requirements

10.1 Task Order Administration

10.1.1 Task Order Management

10.1.2 Enterprise Task Order Support

10.1.3 Task Order Award and Modification

10.2 Reserved

10.3 Reserved

10.4 Reserved

10.5 Reserved

10.6 Program Integration

10.6.1 IRES Program Management

10.6.2 Manage Execution of Integrated Programs

10.6.3 IRES Information Management System - Tools Training, and

Documentation

10.6.4 MDIOC Facility Integrated Schedule

10.6.5 Environmental, Safety, and Occupational Health

10.7 Reserved

10.8 Systems Engineering

10.8.1 Application

10.8.2 Reserved

10.8.3 Enterprise Architecture

10.8.4 Configuration Management (CM)

10.9 Mission Assurance

10.9.1 Risk Management

10.9.2 Mission Assurance & Event Protection

10.9.3 Reserved

10.9.4 Quality Assurance

10.10 Continuity of Services

Enclosure 1: SEPI Award Fee Plan

IRES Systems Engineering and Program Integration (SEPI)

1.0 Vision and Purpose Statement

1.1 Vision

Effective systems engineering and program integration that results in a consistent requirements execution methodology and increased mission assurance at reduced program costs. Innovative solutions are desired, but not at the expense of mission success.

1.2 Purpose

Task orders issued under the IRES program are dependent, either wholly or partially, on one another. It is the responsibility of this task order to provide efficient and effective systems engineering processes to deliver integrated solutions across all stakeholders utilizing this contract to execute requirements.

2.0 Background

Task orders issued on the legacy contract, Joint National Integration Center Research and

Development Contract (JRDC), that are considered predecessor task orders to this performance work statement (PWS) include:

• 8001, Program Execution & Systems Engineering

• 8003, Facility Support, Task B.4

• 6001, Program Execution & Engineering

• 6003, Facility Support, Task B.4

• 5002, Management and Integration

• 5001, Engineering

• 5003, Facility Support, Task H.4

• 4002, Management and Integration

• 4001, Engineering

• 3002, Management and Integration

• 3001, Engineering

• 2002, Management and Integration

3.0 Scope

The purpose of this task order is to protect Missile Defense System (MDS) baseline integrity while supporting the successful technical execution of all Missile Defense Agency (MDA) events and mission activities performed under the IRES contract.

4.0 Service Summary Items

In accordance with the IRES Performance Evaluation and Incentive Plan, Service Summary

Items (SSIs) 1 through 4 are common [required] on all task orders and will be assessed at the contract level.

SSI 5 through n [Technical Performance] captures the specific task order Service Summary

Items deemed essential to successful execution of the task order. Exhibit 1 defines the SSIs applicable to this task order.

SSI’s 5-10 will be measured on a quarterly basis and scores annotated in the QASP Performance

Report (QPR). They will be scored every six months, aligning with the PRB evaluation periods, as annotated in the IRES Performance Evaluation and Incentive Plan.

Exhibit 1. SSIs and Weights Applicable to This Task Order [All SSIs are effective on March 5, 2018]

SSI # Title Description Performance Threshold

UNACCEPTABLE

Performance Threshold

MARGINAL

Performance Threshold

ACCEPTABLE

Performance Threshold

OBJECTIVE

Weight Assessment Method

SSI 1

SSI 4

SSI's 1-4 (Integration, Small Business Utilization, Customer Satisfaction, and CDRL, Proposal and Milestone Timeliness) are as defined in the latest IRES Performance Evaluation and Incentive Plan

SSI 5 Systems

Engineering

Systems engineering focuses on how to design and manage complex systems over their life cycles. SE ensures effective processes and procedures to ensure repeatable processes are in place, trained, and enforced across the contract.

Systems engineering personnel are highly qualified, and pro-actively add value to the MDA mission.

Contractor fails to establish and enforce a contract-wide systems engineering program.

The contractor establishes, but fails to maintain a sound systems engineering program. The MDIOC facility is negatively affected by a failure to maintain standards.

Contractor establishes a contract-wide systems engineering program, but fails to enforce it.

Contractor successfully establishes and enforces a contract-wide systems engineering program.

15%

15 QPI

COTR: evaluation of the implementation and enforcement of sound engineering principles.

A score will be calculated and documented quarterly in the QPR.

QPI Score = 0 QPI Score = 5 QPI Score = 10 QPI Score = 15

SSI 6 Situational

Awareness

Contract-wide information sharing and performance transparency.

Enterprise data is timely, accurate, and accessible by IRES and MDA stakeholders, providing situational awareness for effective decision making.

The contractor and their operations are not transparent. The contractor fails to establish an integrated methodology for the rapid distribution of both operational and administrative information.

The contractor does not provide complete schedules or Plan of Action and

Milestones for projects and activities.

Schedules and POA&Ms are relevant, up to date, and used extensively to update the government on the status of projects and activities

The contractor and their operations are fully transparent. Schedules and

POA&Ms are relevant, up to date, and used extensively to update the government on the status of projects and activities. Audit information is provided to the government on a recurring basis as are rapid reporting

(FACARs) along with status information on any follow on activities.

10%

10QPI

COTR: evaluation of the contractor's ability to ensure IRES personnel are aware of

MDA leadership priorities and their alignment with those priorities while conducting daily activities

EVM Program Analyst:

task order cost or schedule impacts attributed to IRES forecasting or data accuracy.

QPI Score = 0 QPI Score = 2.5 QPI Score = 5 QPI Score = 10

A score will be calculated and documented quarterly in the QPR.

UNACCEPTABLE

Performance Threshold

MARGINAL

Performance Threshold

ACCEPTABLE

Performance Threshold

OBJECTIVE

Weight Assessment Method

SSI 7 Configuration

Management

Configuration management (CM) is a systems engineering process for establishing and maintaining consistency of a product's performance, functional, and physical attributes with its requirements, design, and operational information throughout its life.

The contractor fails to establish and enforce a sound configuration management process. The contractor does not establish and maintain a technical baseline.

The contractor establishes a contract-wide configuration management program, but fails to enforce it. The contractor has not established a technical baseline.

The contractor establishes and enforces a contract-wide configuration management program. The contractor has established a technical baseline, but fails to maintain it.

The contractor successfully establishes and enforces a contract-wide configuration management program based on an established and maintained technical baseline.

15%

15QPI

COTR: evaluation of mission or event impacts due to inadequate configuration management.

A score will be calculated and documented quarterly in the QPR

QPI Score = 0 QPI Score = 5 QPI Score = 10 QPI Score = 15

SSI 8 Mission

Assurance

Mission Assurance includes the disciplined application of system engineering, risk management, quality, and management principles to achieve success of a design, development, testing, deployment, and operations process. Mission Assurance's ideal is achieving 100% customer success every time. Mission

Assurance reaches across the enterprise, supply base, business partners, and customer base to enable customer success.

The contractor fails to establish and maintain a sound mission assurance program. Multiple

MDA/SSM supported CTTO events were negatively affected due to a lack of mission assurance.

Mission and Event PAL power and cabling checks are not completed as required.

The contractor establishes, but fails to maintain a sound mission assurance program.

Multiple MDA/SSM supported CTTO events were negatively affected due to a lack of mission assurance.

Mission and Event PAL power and cabling checks are not completed as required.

The contractor fails to maintain a sound mission assurance program. One

MDA/SSM supported CTTO event was negatively affected due to a lack of mission assurance.

Mission and Event PAL power and cabling checks are completed as required.

The contractor successfully establishes and maintains a sound mission assurance program. No MDA/SSM supported CTTO events were affected due to a lack of mission assurance.

Mission and Event PAL power and cabling checks are completed as required.

15%

15QPI

COTR: MDA/MD

Mission Assurance

Officer feedback on mission or event impacts due to inadequate mission assurance.

A score will be calculated and documented quarterly in the QPR

QPI Score = 0 QPI Score = 5 QPI Score = 10 QPI Score = 15

SSI 9 Enterprise

Architecture

Enterprise architecture (EA) is a well-defined practice for conducting enterprise analysis, design, planning, and implementation, using a comprehensive approach for the successful development and execution of strategy. Enterprise architecture applies architecture principles and practices to guide organizations through the business, information, process, and technology changes necessary to execute their strategies. These practices utilize various aspects of an enterprise to identify, motivate, and achieve these changes.

The contractor fails to establish and maintain a sound enterprise architecture program. The enterprise architecture team provide signature ready recommendations for policy adjustments and decision making.

Not applicable The contractor fails to maintain a sound enterprise architecture program. The enterprise architecture team sometimes provides signature ready recommendations for policy adjustments and decision making.

The contractor successfully establishes and maintains a sound enterprise architecture program. The enterprise architecture team regularly provides signature ready recommendations for policy adjustments and decision making.

10%

10 QPI

COTR: Review contractor performance in providing the thought leadership and overarching strategy to enable the timely and successful implementation of

MDA/MD policy and plans.

A score will be calculated and documented quarterly in the QPR

QPI Score = 0 QPI Score = 5 QPI Score = 10

UNACCEPTABLE

Performance Threshold

MARGINAL

Performance Threshold

ACCEPTABLE

Performance Threshold

OBJECTIVE

Weight Assessment Method

SSI

Corrective

Action

Programs

Corrective actions ensure that conditions adverse to quality are promptly identified and corrected.

For significant conditions identified as adverse to quality, the measures must ensure that the cause of the condition is determined and corrective action is taken to preclude repetition.

A comprehensive system of planned and periodic QA checks to verify project compliance with all applicable standards.

The contractor fails to establish and maintain a sound corrective action program (CAP). CAP program documents are published but not widely used. Some significant adverse conditions/findings are not entered into the CAP.

Analysis of events of potential or actual mission impact do not prevent root cause recurrence. Corrective actions are not always tracked to completion.

<80% of in-progress project QA findings are not fixed prior to project closure.

The contractor establishes and maintains a CAP.

Almost all (>95%) adverse conditions are recorded in a central location, reviewed for severity, and appropriately analyzed in a timely manner

Analysis of events of potential or actual mission impact address root causes adequately.

All corrective actions are tracked to completion and reviewed by management for completeness. Employees are encouraged to and actually use the CAP.

80-99% of in-progress project QA findings are fixed prior to project closure.

All conditions adverse to quality are recorded in a central location, reviewed for severity, and appropriately analyzed in a timely manner.

All events of potential or actual mission, MDIOC technical baseline, have causes adequately addressed.

Corrective actions are always prioritized and tracked to completion.

Corrective actions are reviewed by management for completeness within 1 month of closure.

All in-progress project QA findings are fixed prior to project closure.

All conditions adverse to quality are recorded in a central location, reviewed for severity, assigned to the proper owner within 3 business days of entry into the system, and appropriately analyzed in a timely manner.

All events of potential or actual mission impact, or MDIOC technical baseline impact have causes adequately addressed.

100% of Corrective Actions are entered into the CAP and assigned to the proper owner prior to analysis closure.

Corrective actions are always prioritized and tracked to completion.

Corrective actions are reviewed by management for completeness within 1 month of closure. Effectiveness reviews are performed for events of potential or actual mission impact.

All in-progress project QA findings are fixed prior to project closure.

10%

10QPI

COTR: Evaluation of the contractor's CAP processes, database, corrective actions themselves, and management reviews of

CAP.

A score will be calculated and documented quarterly in the QPR.

QPI Score = 0 QPI Score = 2.5 QPI Score = 5 QPI Score = 10

5.0 Contract Deliverable Requirements List (CDRL)

The point of delivery for all CDRL products, except as noted in Exhibit C, is the MDA E-CaRT system. The Contractor shall deliver all such products by saving and profiling them in E-CaRT, with the appropriate notification of delivery letter transmitted electronically to the Government’s

Data Management Office. Reference Exhibit C for specific CDRL delivery instructions. Days after contract award (DAC) for CDRL C017 is January 5, 2018. For all other CDRLs, DAC is

March 5, 2018 where CDRL block 12 states "X DAC."

5.1 CDRL Identification

Task CDRL DID Title Description

10.1.1.1 C001 DI-MGMT-81861A/T 18F8002:

Integrated

Program

Management

Report

Contains data for measuring cost and schedule performance. The IPMR is structured around seven formats that contain the content and relationships required for the electronic submissions.

C002 RESERVED

10.1.1.1 C003 DI-MISC-80508B/T 18F8002: SEPI

Task Order Status

Report

Provides significant accomplishments, issues, concerns, lessons learned, and risks associated with the task order.

C004 (Reserved)

10.8.1 C005 DI-SESS-81785 IRES Program

Systems

Engineering

Management Plan

(SEMP)

Defines the technical approach and proposed plan for the conduct, management, and control of the integrated activities performed under the contract.

C006 (Reserved)

10.6.5 C007 DI-MISC-80508B/T MDIOC Facility

Chemical

Inventory and

Hazardous

Material Usage Report

Identifies and provides the location, quantity and status (e.g., used, depleted, destroyed) of all chemicals and/or hazardous material in the inventory or acquired for use on Schriever

AFB to ensure compliance with federal, state, and local regulations.

10.6.1 C008 DI-MGMT-80004/T IRES Program

Management Plan

Defines the contractor’s organization, assignment of functions, duties, and responsibilities, management procedures and policies, and reporting requirements for the conduct of contractually-imposed tasks, projects, or programs.

10.6.2.3 C009 DI-MGMT-81334D IRES Contract

Work Breakdown Structure (CWBS)

CWBS using the latest version of MIL-STD-

881D as a guide.

10.6.2.3 C010 DI-MGMT-81468 IRES Contract

Funds Status

Report (CFSR)

Provides funding data about task orders for the purpose of: (a) updating and forecasting contract funds requirements, (b) planning and decision making on funding changes to contracts, (c) developing funds requirements and budget estimates in support of approved programs, (d) determining funds in excess of contract needs and available for de-obligation, and (e) obtaining rough estimates of termination costs.

10.6.2.3 C011 DI-FNCL-81566C IRES Functional

Cost-Hour Report

(DD Form 1921-1)

Identifies funding source, contracting vehicle, organization supported, mission and function performed, and labor hours and costs for contracted efforts providing services to the

Task CDRL DID Title Description

MDA. Required for prime and all subcontractors.

10.6.2.8 C012 DI-MGMT-82041A Small Business

Utilization Report

Provides actual achievements relative to the utilization goals in the Small Business

Participation and Commitment Plan and the results of the Contractor’s efforts to achieve other Plan objectives.

10.6.2.3 C013 DI-MGMT-81861A/T Contract Summary

Integrated

Program

Management Report

The IPMR contains data for measuring cost and schedule performance. The IPMR is structured around seven formats that contain the content and relationships required for the electronic submissions.

10.6.1 C014 DI-MISC-80508B/T IRES Program

Review, [Date]

The results of the semiannual Program

Review—contract status, accomplishments, and issues.

10.6.2.8 C015 DI-MGMT-81453A Data Accession

List (DAL)

Provides a medium for identifying contractor internal data which has been generated by the contractor in compliance with the work effort described in the Statement of Work (SOW).

The DAL is an index of the generated data that is made available upon request.

10.6.2.4 C016 DI-MISC-80508B/T IRES

Cybersecurity

Risk Management

Plan

Cybersecurity Risk Management Plan that includes threat analysis, system exposure to threats, integration of Cybersecurity risk management with other systems engineering process areas, and Cybersecurity risk mitigation.

10.6.2.4 C017 DI-MISC-80508B/T IRES

Cybersecurity

Controls

Statement of

Compliance

Statement of compliance that specify the contractor’s policies, procedures and standards for protecting CUI from unauthorized access from both internal and external sources.

10.6.2.4 C018 DI-MISC-80508B/T [Enter Company

Name, Report #]:

Cyber Incident or

Compromise Report(s)

Contractor shall report as much of the information defined in DFARS Clause

252.204-7012 (d)(1) as can be obtained within 72 hours of any reportable cybersecurity incident.

10.6.2.4 C019 DI-MISC-80508B/T IRES

Cybersecurity

Workforce

Management Report

This CDRL reports the status of IRES contractors performing Cybersecurity functions in order to verify compliance with guidelines found in DOD 8570.01-M

C020 (Reserved) IRES Quality

Assurance Program Plan

Effective with Mod I, this document is no longer be a CDRL and is provided as a DAL under task 10.9.4.

C021 (Reserved) IRES Risk

Management Plan

Effective with Mod I, this document is no longer a CDRL and is provided as a DAL under task 10.9.1.

C022 (Reserved) IRES

Configuration

Management Plan

Effective with Mod I, this document is no longer a CDRL and is provided as a DAL under task 10.8.4.

C023 (Reserved) IRES

Environmental

Program Plan

Effective with Mod I, this CDRL is no longer required.

C024 (Reserved) IRES Mishap

Prevention and Safety Plan

Effective with Mod I, this CDRL is no longer required

C025 (Reserved) IRES MDIOC

Facility

Evacuation Plan

Effective with Mod I, this CDRL is no longer required

10.6.2.5 C026 DI-MISC-80508B/T [Enter Task

Order #]: Task

Order Close-Out

Report

Provides a summary of the activities / accomplishments of each task order.

C027 (Reserved)

10.6.3 C028 DI-MISC-80508B/T IRES Program

Information

Management

System

Documentation

Provides a description, user documentation and source code (if applicable) of the contractors’ program information management system employed to track

CDRLs and DALs.

10.10 C029 DI-MISC-80508B/T IRES Program

Phase-Out Plan

Describe activities necessary to successfully and efficiently transition the IRES contract to the follow-on contract. Lessons learned during the IRES Transition Task Order should be addressed.

10.6.2.3 C030 DI-FNCL-81565C IRES Cost Data

Summary Report

(DD Form 1921)

Identifies direct and indirect actual cost data on both a recurring and nonrecurring basis.

10.6.2.3 C031 DI-FNCL-81765B IRES Contractor

Cost Data

Reporting (CCDR) (Form 1921-3)

Identifies direct and indirect actual cost data on Government contracts.

C032 (Reserved) Effective with Mod I, this CDRL is no longer required.

10.8.4 C033 DI-MISC-80508B IRES

Configuration

Management

Maturity Assessment

Assesses the current state of the MDIOC

Configuration documentation and provides a roadmap for future efforts.

C034 (Reserved) Effective with Mod I, this CDRL is no longer required.

C035 (Reserved)

10.6.5 C036 DI-MISC-80508B/T MDIOC Facility

Mishap Prevention and Safety Plan

Provides the framework in which the MDIOC conducts its mission in a healthy and safe manner.

10.6.5 C037 DI-MISC-80508B/T

MDIOC Facility

Environmental

Program Plan

Defines the procedures and process used across the MDIOC to ensure compliance with the federal state and local laws, regulations, and programs.

10.6.5 C038 DI-MISC-80508B/T

MDIOC Facility

Evacuation Plan

Provides the procedures for a safe, orderly, and thorough evacuation of the MDIOC workforce and visitors

10.9.2 C039 DI-MISC-80508B/T MDIOC Facility

Mission Assurance

Defines approach to be used across the MDIOC in implementing mission assurance.

10.6.5

10.9.2

10.9.4

C040 DI-MISC-80508B/T

Incident

Notification

Report: [insert report number:]

[insert system]

Provides the framework for reporting investigation results into safety accidents/incidents or process escapes/technical incidents that impact MDA daily operations or test/event planning and/or execution.

10.8.1 C041 DI-MISC-80508B/T

MDIOC Facility

Systems

Engineering Plan

(SEP)

Defines products, roles & responsibilities, engineering standards, and workflows for how work will be planned, approved, and implemented at the MDIOC. Provides a framework for implementing the ERB.

10.8.1 C042 DI-SESS-808588D Defines the MDIOC Facility configuration management program and the methods, procedures, and controls used for effective configuration identification, change control, status accounting, and audits of the total

MDIOC Facility

Configuration

Management Plan configuration, including hardware, software and firmware.

10.8.1 C043 DI-MISC-80508B/T

MDIOC Facility

Quality Assurance

(QA) Plan

Defines the MDIOC quality assurance program and the methods, procedures, and controls employed for effective mission assurance.

10.6.2.7 C044 DI-MGMT-82256

IRES Supply

Chain Risk

Management Plan

Defines how IRES will comply with DoD

5200.44, Protection of Mission Critical

Functions to Achieve Trusted Systems and

Networks

5.2 CDRL Tailoring

Reference Task Order HQ079618F8002 Exhibit C

18F8002-Exhibit-C_(

Rev_L).pdf

6.0 Milestones

Task Activity Date / Days After Contract (DAC)

10.1.1 Integrated Baseline Review Initial IBR: 180 DAC & annually thereafter

10.6.1 Program Reviews Semi-annually

10.6.2.6 See 10.6.2.6 See 10.6.2.6

Note: DAC = Days after task order period of performance start date

7.0 Government Property (GP) / Government Furnished Property (GFP) /

Government Furnished Information (GFI) / Contractor Acquired

Property (CAP)

7.1 In addition to the any GP associated with IRES Contract SOO, paragraph 6.0, the following GP is applicable to this task order:

• None

7.2 In addition to the GFP identified on IRES Contract Attachment 5, the following GFP is applicable to this task order:

• None

7.3 The following GFI is applicable to this task order:

• CMDB/Remedy assets associated with this task order

• MDA approved SW List 20151207 (Bidders’ Library)

7.4 All CAP shall be managed under the terms and conditions associated with task order

18F8900 – Government Property Management task order.

8.0 Special Requirements

In addition to the Special Requirements identified in IRES Contract SOO, paragraph 7.0, the following are applicable to this task order:

• None

9.0 Applicable Directives / Regulations

In addition to the directives and regulations identified in RFP Attachment J-07, the following are applicable to this task order:

• CFR, Title 29, Subtitle B, Chapter XVII Part 1910.1200, Hazard Communication

Program

• 50th Space Wing Instruction 32-2001, Emergency Services

10.0 Performance Requirements

10.1 Task Order Administration

This PWS section contains the scope, objectives, and outcomes to provide Task Order (TO) administration and management within the integrated framework of the IRES contract. This

PWS element includes both TO specific and IRES contract scope required to manage and administer TOs.

10.1.1 Task Order Management

This PWS element represents the Stakeholder Technical Integration Management and IRES

Integration Management activities required to support the management of requirements of the overall task order, which includes all reporting, briefings, awards, modifications, SSIs, etc.

Objective #1: The contractor shall manage TO execution, resources, and information to conduct, deliver, and communicate TO requirements delivery.

Outcomes:

1. Manage the cost, schedule, risk, and technical performance in accordance with the PWS.

2. Provide status and insight on performance, to include the metrics outlined in the Quality

Assurance Surveillance Plan.

3. Manage activities in accordance with the processes defined in the IRES Program

Management Plan (CDRL TO8002 C008).

4. Ensure all requirements are identified, managed, validated, and verified in accordance with the contractor’s IRES Systems Engineering Management Plan.

5. Ensure a common Enterprise Architecture vision is implemented to support MDA “to-be” architectures, including the identification of gaps and lessons learned.

6. Task Order workforce is managed efficiently, mitigating workforce surge and drawdown impacts, analyzing workforce trends, and forecasting workforce needs and hiring to those requirements.

7. Processes required by the TO are documented, revised, improved and trained as required.

8. Report status (e.g., technical, cost, schedule) in accordance with CDRL requirements.

Status includes cost and schedule performance by WBS and IRES organization structure;

significant accomplishments; customer concerns or issues; TO risks and mitigation status;

performance against the IRES contract, SE&PI, and TO SSIs (TOSR)

9. Identify, track, and share performance trends with the COTR, ACOTR and applicable government stakeholders.

10. Integrated Program Management Reports (IPMR) are delivered per DD Form 1423

11. A task order Integrated Baseline Review is performed within 180 days of task order award. At a minimum, annual IBRs will be held, or when a major contract modification, or other major event results in a significant change of the Performance Measurement

Baseline, or when warranted by the Government Program Manager or COTR.

Deliverables

Deliverable Initial Delivery Frequency

Integrated Baseline Review 180 DAC Annual

(C001) 18F8002: Integrated Program Management Report Per DD Form 1423 Per DD Form 1423

(C003) 18F8002: SEPI Task Order Status Report 120 DAC Per DD Form 1423

10.1.2 Enterprise Task Order Support

This PWS element scope represents the processes and toolsets of contract wide enterprise support required for delivery of the IRES contract. This support provides the back office functions that enables the TO’s work and resources.

10.1.2.1 Enterprise Management

Objective #1: The contractor shall provide the resources and data to enable enterprise management of this TO for contracting, human resources, business/finance, and JEMS/Cobra integration.

Outcomes:

1. Contracting office provides subcontracting, limitation of funds oversight and processes

TO modifications and awards in accordance with contractual requirements.

2. Provide on-demand access to program data for MDA customers and stakeholders.

3. Manage export control requirements to comply with DoD and MDA requirements, including International Traffic in Arms Regulations (ITAR) (22 CFR 120-130) and

Technical Assistance Agreements processes as required.

4. Provide HR staff and functions to support needs for recruiting, hiring, and training a qualified workforce.

5. Provide business office functions to enable the execution of payroll, timekeeping, accounts receivable/payable, and travel services.

6. Administer small business and teammate agreements in order to achieve MDA and IRES small business goals.

7. Manage the workforce in a way that will mitigate workforce surge and drawdown impacts, analyze workforce trends, and forecast workforce needs to ensure the required staffing is available to meet the requirements of the task order.

8. Maintain a trained and qualified workforce that is able to perform the functions necessary to operate, support, and sustain MDIOC facilities and systems required under this task order.

9. Develop and document processes that will enable the requirements of the task order to be met.

10. Deliver quality and innovative work in accordance with the policy and direction provided in the IRES Management System set of processes and tools.

Objective #2: The contractor administers an IRES TO Portfolio delivery system that delivers financial, earned value, and SSI performance across task orders. The contractor shall utilize task order dashboards and automated workflows in order to manage the portfolio.

Outcomes:

11. Utilize an IRES Information Management System portal to host and communicate TO earned value/performance data/metrics, trends, and continuously evaluate and improve performance through the use of objective performance measures.

Objective #3: The contractor shall provide information security, physical security, export control and cybersecurity training and processes in accordance with federal, DoD and agency requirements to safeguard the conduct of the MDA mission through the IRES contract.

Outcomes:

12. Protect MDA-identified Critical Program Information (CPI) and Critical Technologies

(CT) to the standards required in DoDI 5200.39.

13. Protect Controlled Unclassified Information from unauthorized access, disclosure, incident, or compromise.

14. Maintain System Authorization for contractor-managed systems in accordance with

DoDI 8510.01, Risk Management Framework.

15. Integrate cybersecurity requirements and considerations into systems engineering, design, and risk management processes.

16. Operate contractor-managed systems in accordance with cybersecurity requirements.

17. Provide security administration in accordance with applicable DoD, MDA, and local security directives, policies, procedures, and instructions for physical security and for the safeguarding of MDS controlled and classified information, to include proper document marking, classification, storage, accountability, transmittal, and destruction.

18. Manage and report the status of personnel requiring privileged access and the required

DoD approved 8570 certifications for the operating system(s) and/or security related tools/devices they support or operate.

10.1.2.2 Mission and Performance Assurance

Objective #1: The contractor shall perform Program Control to provide an Earned Value

Management (EVM) System (EVMS); associated Control Account Management and Scheduling common tools, training, standards, and resources; and contract wide Portfolio and Project

Management common tools, training, standards, and resources.

Outcomes:

1. Develop and manage an EVMS which provides required IPMR formats and IBR/BR artifacts.

2. Perform an Integrated Baseline Review (or Baseline Review) within 90 days or as otherwise specified in the Task Order.

3. Perform financial management activities in a way that ensures EVM reporting accurately reflects the current state of financial performance and status.

4. Structure the TO Integrated Master Schedule (IMS) for integration into the contractor’s

IRES Integrated Schedule (IIS).

5. Manage Portfolio/Project practices in a way that enables technical consistency and cost effectiveness while providing an adaptable framework for planning, managing, and completing projects for a broad range of tasks and missions.

Objective #2: The contractor shall perform Mission Assurance, Configuration Management, Risk Management, and Quality Assurance and Safety that promote and enforce safe and sustainable work practices to prevent personnel injury, damage to property or harm to the environment.

Outcomes:

6. Manage risks in accordance with the IRES Risk Management Plan (Delivered as

DAL).

7. Manage the quality of TO activities in accordance with the Quality Assurance Program

Plan (Delivered as DAL).

8. Manage asset configurations in accordance with the IRES Configuration Management

Plan (Delivered as DAL ).

9. Perform activities in accordance with the Mishap Prevention and Safety Plan

(Delivered as DAL) to prevent personnel injury and property damage.

10. Perform activities in accordance with the Environmental Program Plan (Delivered as

DAL) to prevent harm to the environment and maximize sustainable practices.

11. Ensure that conditions adverse to quality, such as failures, malfunctions, deficiencies, deviations, defective material and equipment, and nonconformances, are promptly identified and corrected. In the case of a significant condition identified as adverse to quality, the measures must ensure that the cause of the condition is determined and corrective action is taken to preclude repetition. The identification of the significant condition adverse to quality, the cause of the condition, and the corrective action taken must be documented and reported to appropriate levels of contract management and affected TO government as well as in the QA Monthly Report DAL.

12. Perform a comprehensive system of planned and periodic audits to verify compliance with all aspects of the quality assurance program and to determine the effectiveness of the program. The audits must be performed in accordance with written procedures or checklists by appropriately trained personnel not having direct responsibilities in the areas being audited. Audited results must be documented, reviewed by contract management having responsibility in the area audited, and then reported to affected TO government as well as in the QA Monthly Report DAL. Follow-up action, including re-audit of deficient areas, must be taken where indicated.

Objective #3: The contractor shall produce and deliver program data to ensure the products and services provided under this TO utilize established integrated processes and practices that are standardized across the IRES contract.

Outcomes:

13. Integrate systems integration requirements, capability gaps, and a common architecture vision across the enterprise.

14. Manage critical assets, to include conflict forecasting and de-confliction, across the enterprise.

15. Track and deliver CDRLs on time and with accurate information.

16. Solicit and track customer satisfaction with the services and products delivered.

17. Collect and share lessons learned, best practices, and accomplishments with the COTR, ACOTR, other government stakeholders, and IRES workforce.

18. Provide systems integration and a common MDIOC system vision and oversight that are integrated enterprise-wide in accordance with the Program Management Plan.

19. Provide AS9100 compliant core IRES processes, as well as tailored processes.

20. The contractor shall provide a monthly TO 8002 Earned Value, Funding, and Financial status report as a DAL. The Financial Status report shall include forecast and actual FTE, schedule & cost variances for the month, cumulative schedule and cost variances, as well as the variance at completion information for the individual SEPI program elements listed in the control account plan.

Objective #4: The contractor shall submit compliant TO CDRL’s and reports and monitor status of all TO’s CDRL delivery performance in accordance with CDRL and milestone requirements.

The contractor shall document approved processes as part of an IRES-wide management system in compliance with the IRES Program Management Plan.

Outcomes:

21. Track upcoming CDRL deliveries for all TO’s, requirements for technical editing support, and schedule to meet on-time deliveries in support of IRES SSI #4.

22. Coordinate technical editing, process engineering, stakeholder review, and posting of approved MDA and IRES process documents in the IRES Process Asset Library (PAL).

23. Provide contractual deliverables within the agreed to schedule, in the correct formats and to a high level of quality. Post all deliverables to e-Cart and/or IRES PAL.

10.1.2.3 Functional Organizational Support

This area is not applicable to Task Order 8002.

10.1.2.4 Procurement Services Support

Objective #1: The contractor shall provide accurate and timely procurement service functions which meet the needs of the TO.

Outcomes:

1. Maintain a procurement capability and system that supports the procurement needs and provides status of procurements to stakeholders.

2. Purchase supplies and equipment in accordance with the IRES Supply Chain Risk

Management Plan including an authorized suppliers list for critical systems.

10.1.3 Task Order Award and Modification

Objective #1: The contractor shall provide the resources and data to provide timely and accurate proposals to government requirements for proposal and other contract modification actions, to include providing support to the Integrated Product Team and proposal development for the follow-on Task Order as directed by the Government.

10.2 Reserved

10.3 Reserved

10.4 Reserved

10.5 Reserved

10.6 Program Integration

Program integration provides for the planning, coordination, technical direction, surveillance, and reporting of the activities necessary to assure disciplined work performance and timely resource application to accomplish all task orders issued under the IRES contract.

Program integration also assures the technical excellence, cost effectiveness, non-duplication of services, and timeliness of all ordered (procured) work and deliverable products/services. The driving requirement is coordinated, cost effective contract execution with unity of effort supported by shared situational awareness.

10.6.1 IRES Program Management

Objective #1: The contractor shall provide the resources and information to integrate, communicate, and manage performance of all task orders issued under the IRES contract.

Outcomes:

1. The contractor shall provide a Program Manager who is the single representative to the

MDA for the IRES enterprise and who will act on behalf of the entire contractor team.

2. The contractor’s Program Manager shall have local autonomy and full authority to commit the corporate resources of the entire contractor team as needed to respond to the

MDA’s dynamic operational environment.

3. The contractor shall perform all management functions required to ensure proactive and sustained operational excellence in providing accurate, safe, secure, timely, and efficient systems engineering and program integration to meet the government’s objectives.

4. The contractor shall assign senior leaders as process owners and Key approach champions to promote accountability and ensure the disciplined and cost-effective use and continual improvement of the contractor’s processes and key approaches.

5. The contractor shall perform semiannual Program Reviews with the government to review status, accomplishments, and issues to promote full and transparent communications (C014).

6. The contractor shall perform Program Integration (PI) to provide the planning, coordination, technical direction, and surveillance of activities necessary to assure disciplined work performance and timely resource application to accomplish all task orders issued under the IRES contract.

7. The contractor shall ensure the technical excellence, cost-effectiveness, non-duplication of services, and timeliness of all ordered work and deliverable products/services.

8. The contractor shall deliver an organizational approach that ensures agility and responsiveness, while optimizing resources and maximizing the depth and breadth of capabilities across the contractor’s team.

9. The contractor shall deliver a methodology for meaningful technical interchange by discipline area to ensure commonality in IRES management system procedures and discipline-specific collaboration.

10. The contractor shall define internal stakeholder groups to perform tactical and strategic reviews of project, event, task order, and enterprise status; establish priorities; and perform de-confliction of assets and resources.

11. The contractor shall balance risks and opportunities with clear intent to adjust processes and resources to achieve mission success.

12. The contractor shall implement PI elements to ensure the vertical integration of people, processes, and tools that will produce innovative and efficient IRES products.

13. The contractor shall implement its Jacobs Network of Engineering and Technical Subject

Matter Experts (JNETS) approach to provide access to specialized skills for niche requirements.

14. The contractor shall deliver an IRES Program Management plan that provides governance to the execution of the outcomes associated with this objective.

(C008) IRES Program Management Plan Per DD Form 1423 Per DD Form 1423

(C014) IRES Program Review, [Date] Per DD Form 1423 Per DD Form 1423

10.6.2 Manage Execution of Integrated Programs

10.6.2.1 Process Management/Innovation

Objective #1: The contractor shall provide the resources and information to integrate, communicate, and manage contract performance.

Outcomes:

1. The contractor shall evaluate organizational approaches across task orders and assess available emerging technology from a task order perspective to drive integration across the contract.

2. The contractor shall provide vertical integration of reports and enterprise plans to ensure contractor leadership and MDA customers are able to make decisions using reliable data that comes directly from those executing the work.

3. The management system shall define the processes, policies, supporting procedures, work instructions, and metrics applicable to the execution of all IRES contract task orders in a searchable, configuration-controlled environment.

4. The contractor shall develop, standardize, and deploy processes for event management, mission assurance, configuration management, mission support, systems integration, and analysis.

5. The contractor shall provide Mission Assurance processes that are based on the contractor’s SE…