HQ0858-21-R-0014_Attachment J-01 Statement of Work PPA 11May2021.pdf

HQ0858-21-R-0014

Attachment J-01 Program Planning and Acquisition SOW

Approved for Public Release 21-MDA-10824 (18 May 21)

TEAMS-Next Statement of Work

Program Planning and Acquisition

11 May 2021

Approved for Public Release 21-MDA-10824 (18 May 21)

Revision History

Author Date MR Number P00000 Reason For Change(s) SOW Version

Approved for Public Release

1.0 Top Level Overview

1.1 Purpose

This Statement of Work (SOW) supports the Missile Defense Agency's (MDA) mission to develop, test, and field an integrated, layered Missile Defense System (MDS) to defend the United States (U.S.), its deployed forces, allies, and friends against all ranges of enemy ballistic missiles in all phases of flight. The types of support required includes: 1) studies, analyses, and evaluations, and 2) management and professional services.

1.2 Organizational Description and General Requirements

a. Acquisition Directorate (MDA/DA) – Performs acquisition management in accordance with the MDA’s acquisition framework and lifecycle called the Comprehensive Acquisition Process (CAP). The CAP begins with a requirements definition, followed by acquisition planning, solicitation and evaluation, award and post award activities and products. Provides support for acquisition assessment, oversight, documentation and assistance throughout MDA to Missile Defense System (MDS) development through all phases of the acquisition life cycle, analysis, assessments and decision tools supporting MDS baselines. Key products include acquisition strategies, acquisition plans, contract requirements packages, industry engagement, source selection plans, contract opportunity and fee documents, baseline management, data and property acquisition management.

b. MDS Baseline Integration and Synchronization (MDA/MSZ) – Serves as the executing agent for MDS programmatic integration and synchronization across the six baselines (Schedule, Technical, Test, Operational Capacity, Resource and Contracts) and the MDA Change Management Process (CMP), performing integration and synchronization analyses; providing MDS Increment Champions (MIC) analyses of increment status and health; and providing Schedule Baseline integration management on behalf of the Schedule Baseline Functional Manager. MSZ is responsible for integrating, synchronizing and aligning overarching missile defense element product development and delivery timelines to ensure on-time capability delivery to the Warfighter. MSZ manages and executes the MDS CMP to address changes to the MDS program baselines.

MSZ also oversees the MDS Schedule Baseline for the Functional Manager (MS) on all matters regarding schedule policies, processes, and procedures; and manages and executes the integration review processes to synchronize and integrate MDS development, testing, and deployment.

c. Earned Value Directorate (MDA/DAV) – Responsible for developing and issuing Earned Value Management (EVM) and Integrated Baseline Review (IBR) policies for the Agency. They assess contractor cost and schedule performance, execute integrated baseline reviews, and provide recommendations for tailored contract reporting or EVM deviations. They also

Approved for Public Release 21-MDA-10824 (18 May 21) work with the Defense Contract Management Agency on EVM Compliance reviews and reporting. They support engagements with Industry by preparing MDA senior leaders with Program Status Reports and summaries of compliance issues. MDA/ DAV as the EVM functional owner, supports and develops their workforce, and provides expert stakeholder advice and assists with execution of EVM compliance and reporting. This ensures consistency and shared lessons learned across the MDA enterprise.

d. International Affairs: Foreign Military Sales (MDA/DI) –MDS Implements national security strategy through international cooperation on missile defense systems. Tasks includes international strategy development and execution, providing advice and assistance for regional and global policy affairs, armaments cooperation planning and execution, and MDS Foreign Military Sales (FMS) planning and execution.

e. Strategic Planning (MDA/DOM) – Responsible for providing comprehensive and dedicated support to the Agency’s senior leadership and support organizations. This support includes executive communications, strategic planning, internal support of critical initiatives, internal and external Agency communications, external liaison activities, facilitation of executive meetings and travel, and resource management support.

1.3 General Requirements

a. Non-Personal Services – The Government shall neither supervise Contractor employees nor control the method by which the Contractor performs the required work within the hours invoiced for each employee. It shall be the responsibility of the Contractor to manage its employees and to guard against any actions that are personal services in nature, or give the perception of personal services as defined in Federal Acquisition Regulations (FAR) 37.104. If the Contractor believes that any actions constitute, or are perceived to constitute personal services, it shall be the Contractor’s responsibility to notify the Procuring Contracting Officer (PCO) and Contracting Officer’s Representative (COR) immediately.

b. Business Relations - The Contractor shall successfully integrate and coordinate all activities needed to execute the requirement. The Contractor shall manage the timeliness, completeness, quality of problem identification, and fraud prevention/reporting (i.e., obligation to ensure expenses charged to the contract are properly accounted for before submitting invoices to MDA). The Contractor shall provide corrective action plans, proposal submittals, timely identification of issues, and effective management of Subcontractors. The Contractor shall seek to ensure customer satisfaction and professional and ethical behavior of all Contractor personnel in support of the United States Government.

Approved for Public Release

1.4 Reference Documents

The following documents are applicable to this SOW:

a. Joint Travel Regulation (JTR), at https://www.defensetravel.dod.mil/

b. Synchronized Pre-deployment and Operational Tracker (SPOT), at https://www.acq.osd.mil/log/PS/spot.html

c. MDA Directive 5013.01 Acquisition Management

d. MDA Instruction 5013.02-INS Acquisition Management

e. MDA 5013.03-M Acquisition Team Manual

f. MDA 5013.14-M Acquisition Plan Development and Staffing

g. MDA 5013.16-M ASB and ASP Processes

h. MDA 4161.01-M MDA Property Accountability Reporting Manual

i. MDA 5013.83-M Broad Area Announcement Manual

j. MDA 5013.84-M Contract Data Management Program

k. MDA 5013.86-INS Contract Property Management

l. MDA DA-07-F1 Contract Requirements Package

m. MDA 5013.56-M Director’s Program Review Process

n. MDA 5013.34-M Incentive Contracts

o. MDA 5013.04-M Justification and Approval for Other Than Full and Open Competition

p. MDA 5013.05-M Market Research Manual

q. MDA 5013.20-INS Technical Evaluation Procedures

r. MDA 5013.85-M Preparation and Coordination of Support Agreements

s. MDA 5013.52-M Selected Acquisition Reporting System

t. DA-19-IGM Services Review Interim Guidance

u. DA-84-G Technical Data Package Guidance

v. MDA 5013.57-M Technology Baseline Review and Developmental Baseline Review

Process

w. MDA 5013.31-M Undefinitized Contract Actions and Unpriced Change Order Process

x. The MDA Comprehensive Acquisition Process (CAP) hosted on the MDA Portal at https://mko.mda.mil/sites/da/dap/cap/default.aspx

y. MDA Directive 5012.01 Missile Defense System Scheduling Policy

z. MDA Manual 5012.01-M Missile Defense System Guide to Scheduling

aa. Missile Defense System Integrated Working Group (MISWG) Charter

bb. MDA EVM Instruction 5003.01-INS

cc. MDA EVM Manual 5003.01

dd. MDA Integrated Baseline Review (IBR) Instruction 5004.01-INS

ee. MDA IBR Manual 5004.01-M

Note: Support under this requirement will be completed using the referenced documents listed in this section. If any document referenced in this section is replaced or superseded, the replacement or superseding document shall be applicable to this SOW unless MDA provides other guidance. In addition, while this section provides documents to be used completing this requirement, work is not limited to these documents. Other documents may be provided by https://www.defensetravel.dod.mil/ https://www.acq.osd.mil/log/PS/spot.html https://mko.mda.mil/sites/da/dap/cap/default.aspx

Approved for Public Release 21-MDA-10824 (18 May 21) the Government, or required by the Government, for use in supporting this requirement throughout the life of the contract.

2.0 Government Information Protections

2.1 Government and Proprietary Information

In the performance of this contract, the Contractor may be provided access to privileged government information. Government information may include items such as plans, policies, reports, studies, financial plans, or data which has not been released or otherwise made available to the public. The Contractor shall ensure that all such information is protected in accordance with any restrictions imposed on such information. The contractor agrees that that without the prior written approval of the Contracting Officer, it shall not:

a. Use such information for any private purpose unless the information has been released or otherwise made available to the public.

b. Compete for work based on such information after the completion of this contract, or until such information is released or otherwise made available to the public, whichever occurs first.

c. Submit an unsolicited proposal to the Government which is based on such information unless such information is released or otherwise made available to the public, whichever occurs first.

d. Release information unless such information has previously been released or otherwise made available to the public by the Government.

The Contractor agrees that, to the extent it receives or is given access to proprietary data, trade secrets, or other confidential or privileged technical, business, or financial information (hereinafter referred to as "proprietary data") under this contract, it shall treat such information in accordance with any restrictions imposed on such information. The Contractor further agrees to enter into a written agreement for the protection of the proprietary data of others and to exercise diligent effort to protect such proprietary data from unauthorized use or disclosure.

2.2 Non-Disclosure Agreements

The contractor shall require all employees, and all subcontractor employees at all tiers, to sign the Missile Defense Agency Non-Disclosure Agreement (MDA NDA) set forth in Section J Attachment 06 within 10 days of employment. The signed forms shall be submitted to the PCO and the COR within 10 days of employee signature.

The Contractor shall obtain from each employee under this contract, a written MDA NDA (Section J Attachment 06) which shall provide that the employee shall not, during his/her employment by the Contractor or thereafter, disclose to others or use for their benefit, Approved for Public Release 21-MDA-10824 (18 May 21) privileged government information or proprietary data received in connection with the work under this contract. The Contractor shall educate its employees regarding the philosophy of FAR Part 9.505-4 so that they will not use or disclose government information or proprietary data acquired in the performance of this contract.

The MDA NDA is required of all Contractor employees and Subcontractors supporting this effort; however, there may be additional NDAs required dependent upon the support required at any given time throughout period of performance of the contract. The Contractor shall certify completion of the MDA NDA requirement and others applicable NDAs for each employee via the Monthly Manpower Report (Contract Data Requirements List (CDRL) A004).

3.0 Scope of Work

3.1 Acquisition Analysis and Support

3.1.1 The Acquisition Team.

The contractor shall support the Government in the initiation, formation, management and administration of the acquisition team IAW MDA 5013.03-M paragraph 5 to include the preparation of the acquisition team Program Objectives and Milestones (POAM) and other acquisition team documents.

3.1.2 Market Research Support.

a. The contractor shall support the government in using market research methods to identify potential vendors.

b. The contractor shall support the government in the development and staffing of sources sought synopsis and requests for information in the market research.

c. The contractor shall support the analysis of market data from numerous sources and the preparation of market research reports including recommended courses of actions.

3.1.3 Acquisition Strategy Development and Approval.

The contractor shall support the government in the development of an acquisition strategy and the preparation and presentation of the Acquisition Strategy Board and/or Panel (ASB/ASP) and the staffing process with all stakeholders of the ASB/ASP.

3.1.4 Acquisition Plan Completion and Approval.

The contractor shall support the Government in the preparation and staffing of Acquisition Plans IAW MDA 5013.14-M and Justification & Authorization, and Determination & Finding Documents and or Source Selection Plans

3.1.5 Contracts Requirements Package Building.

The contractor shall support the Government in the preparation of a Contracts Requirements Package (CRP) for acquisition which often includes: Statements of Work, Performance Work Statements, Contracts Data Requirements List, requirements

Approved for Public Release 21-MDA-10824 (18 May 21) attachments (e.g. specifications and standards), CLIN Checklists, fee plans, Sections L&M, Work Breakdown Structure, Government Furnished Property List and other documents unique to each acquisition.

3.1.6 Request For Proposal Review.

The contractor shall support the Government in the preparation and review of the Request for Proposal which includes coordination and Independent Government Estimate (IGCE) and a Funds Availability Statement (FAS). The contractor shall support the Government in preparation for OSD Peer Reviews.

3.1.7 Proposal Evaluation.

The contractor shall support the Government in the preparation of technical evaluations of proposals.

3.1.8 Source Selection.

The contractor shall provide administrative source selection support to the Government within the Source Selection Facility.

3.1.9 Announcement.

The contractor shall provide support to the Government in preparation and staffing for a synopsis release, public release statement or Congressional Notifications.

3.1.10 Post Award Contract Administration Acquisition Activities.

The contractor shall support the Government in the following contract administration activities:

a. Preparation of Engineering Change Order and Contract Change Order – Requests for Proposal

b. Preparation of Unpriced Change Order and Unpriced Change Action documentation

c. Technical Evaluation of Change Order Proposals

d. Data Management

e. Task Order/Instruction Documentation Preparation

f. Acquisition Property Documentation

g. Other modifications as necessary

The contractor shall support the Government in the preparation of acquisition reviews and reports as follows:

a. Missile Defense Accountability Report

b. Selective Acquisition Report

c. Developmental Baseline Review

Approved for Public Release 21-MDA-10824 (18 May 21)

d. Technology Baseline Review

e. Director’s Program Review

f. Technology Program Review

3.1.11 Support Agreement Support.

a. The contractor shall assist the MDA Program Offices in the annual and regular updates in preparation, analysis, staffing, and approval process for all Support Agreements to include Memorandums of Understanding, Memorandums of Agreement, Interagency Support Agreements, Interagency Agreements, Overarching Memorandums of Agreement, and associated annexes.

b. The contractor shall support the Government by ensuring that Support Agreements meet internal control audit readiness and are compliant with FAR 17.502, DoD 7000.14-R, MDA Manual 5013.85-M, DoD Instruction 4000.19, OMB Guidance Memo on Improving the Management and Use of Interagency Acquisitions”(June 6, 2008) and The Economy Act (31 U.S.C.

1535). Support the Government in the transition to G-invoicing for intragovernmental transactions.

3.1.12 Inter/Intra-Agency Acquisition Requirements Support

The contractor shall support the Government by ensuring that Inter/Intra-Agency Acquisition Requirements (IARs) are properly documented and approved in accordance with Federal Government, DoD, and MDA processes and policies to justify the Inter/Intra- Agency Acquisition (IA) as MDA’s best procurement decision.

3.1.13 Services Requirements Review Board (SRRB) Analysis and Coordination

The contractor shall support the Program Office in products delivered to the SRRB Advisory Group (SAG) in the review and analysis of Agency-wide services requirements in the identification of recommended service providers and economic alternatives to obtain enterprise wide efficiencies.

a. Provide updates on critical acquisition events and assist with collection of data and integration of changes affecting the MDS programs. Develop a matrix to identify acquisition resource allocations for projects across the agency and update weekly for status reporting.

b. Assist with acquisition policy implementation and synchronizing acquisition documentation with ongoing MDS development. Review government developed documents for compliance with agency and acquisition policies, e.g., strategies, plans, analysis, and briefings. Provide analysis with recommendations. Engage in coordination to provide information regarding policies, procedures, and compliance.

c. Program management, including cost, schedule, performance, risk, and progress updates.

3.1.14 Acquisition Directorate War Room Support

The contractor shall support DA War Room by providing written, verbal, presentation and data analytics communication and associated materials in support of MDA headquarters staff. This shall include the use of MDA supplied data tools and managing data for reporting to external leadership within the Department of Defense, executive and legislative branches, Defense Industrial Partners and data for potential public affairs release.

3.1.15 Foreign Military Sales

The contractor shall support and prepare all acquisition processes and products in accordance with the MDA CAP in support of FMS acquisitions.

3.1.16 Small Business Innovative Research/Small Business Technology Transfer

(SBIR/STTR) - for MDS Supported Programs

The SBIR/STTR program stimulates technology innovation, promotes R&D enhancements, and often advances technological needs for MDS program evolution.

There are Congressional mandates that engage in the conversion of prototype technologies into commercial products. The contractor shall support the oversight and management of the MDA SBIR/STTR Program.

a. Assist with capturing, organizing, monitoring, storing, tracking, and reporting of

SBIR/STTR information and processes through one, holistic view of Small Business efforts on the DV Directorate portal.

b. Perform SBIR/STTR outreach, which includes traveling to and assisting with small business conferences and/or other events. Assist with Industry Day preparation. Assist with venue arrangements and presentations; provide progress updates and coordinate with the PE offices and DA Directorate on the event; and attend the meeting.

c. Conduct SBIR/STTR unique training sessions; with video-teleconference requirements to multiple locations. Develop training materials that provide information on small business outreach policies, processes, program management, and best practices. Tailor training based on identified need for DV Directorate. Provide materials, including using the VIPC for reproduction requirements. Coordinate with the Human Resources Directorate (DOH) and provide documentation for participants to receive training credit. Upgrade training materials based on feedback from training sessions.

d. Participate in forums producing an exchange of SBIR/STTR Program Office information, knowledge, and best practices:

Approved for Public Release 21-MDA-10824 (18 May 21)

• Attend and participate in forums such as organization stand-ups, staff calls, working groups, and inter-organizational meetings. Provide information, analysis and recommendations to enhance or improve program products and processes while promoting information exchange and communication in those forums.

• Prepare analysis, draft reports, spreadsheets, documents, and briefings for meetings or other acquisition and program management events. Prepare for meetings, reserve space, publish meeting notices and agendas, provide access control, collect and distribute read-ahead materials, prepare information books, record minutes and track actions to closure.

e. Assist in the tracking and reporting of MDA small business and university products that have been transitioned to the MDS and/or to another organization or company; and prepare a comprehensive list of all small businesses and associated dollars.

f. Assist in the acquisition of university and industrial research and development for technologies relevant to the MDS. Prepare analysis, draft reports, spreadsheets, documents, and briefings for meetings or other acquisition and program management events. Prepare for meetings, prepare information books, record minutes and track actions to closure.

3.2 MDA Schedule Integration and Analysis

Accurate, integrated MDS schedules, based on well-planned, reliable, networked, and up-to-date program and functional Integrated Government Schedules (IGS), are an invaluable program management tool that assists senior leadership in managing and integrating the varied, complex MDS activities. MDS schedule baselines and forecasts aide in specifying when work will be performed in the future, allocating use of appropriated funds effectively, and measuring performance and risk against draft and approved plans. There are five tasks under Schedule Management supporting MDA Executive Leadership, Functional and Program Elements in planning, monitoring, and execution of U.S. and FMS programs: (1) Schedule Management Planning; (2) Schedule Development; (3) Schedule Assessment and Schedule Analysis; (4) Schedule Maintenance and Control; and (5) Schedule Documentation and Communication. The contractor shall develop, support and deliver MDS schedules and reports using both Program Element and Functional specified tools and MDS Project Server, utilizing the MDA Knowledge Online (MKO) SharePoint framework associated with the following task details in support of Program Element, Functional, and System-level integration efforts. The contractor shall consider an integrated approach to support these responsibilities to the maximum extent possible to capitalize on the interdependencies existing between the tasks.

Approved for Public Release 21-MDA-10824 (18 May 21)

3.2.1 Schedule Management Planning.

Establishes the principles, processes, and best practices for development and management of the Integrated Government Schedule (IGS) throughout the Program’s life cycle and Missile Defense System Increment to meet requirements. This task consists of collecting all the requirements necessary for the development of the schedule, the assessment and analysis of the schedule, schedule performance measurement and control, and the documentation and communication of the schedule information. The Schedule Management Planning task produces the Program Element’s or Functional’s IGS, coordinated with the contractor’s Integrated Master Schedule (IMS) to support the MDS’s Increment Summary Schedules (ISS), which guide the development, implementation, and execution of the MDS Increments (see Figure 3.2.1). The contractor shall:

Figure 3.2.1 MDA’s Top-Down Guidance to MDS Schedule Baseline

a. Provide subject matter expertise in support of MDA Schedule and Earned Value Management (EVM) policy reviews and provide recommendations for changes to schedule processes to improve schedule discipline, accuracy and consistency throughout MDA. Summarize and report impacts of schedule policy changes within 3 working days of receiving policies for review;

b. Conduct periodic reviews of contractor’s schedule(s) and ensure implementation of scheduling best practices such as, but not limited to, the GAO Schedule Assessment

Approved for Public Release 21-MDA-10824 (18 May 21)

Guide, the NDIA Planning and Scheduling Excellence Guide (PASEG), and the DCMA 14-point assessments. Provide reports of the periodic reviews;

c. Advise and assist in the development of the Program Acquisition Strategy, including the contractor scope of work, Request for Information (RFI), and Request for Proposal (RFP);

d. Advise and assist in the development and integration of Functional schedules (e.g.

Integrated Master Test Plan (IMTP), Phased Implementation Plan (PIP), Increment Summary Schedule (ISS), etc.);

e. Advise between government and the contractor regarding schedule content, level of detail, formats, reporting frequency, tools, thresholds, responsibilities, and controls;

f. Evaluate contractor proposals, including Integrated Master Schedules, Critical Path analysis, and Schedule Risk Analysis;

g. Evaluate the assumptions behind the Planning, Programming, Budgeting, and

Execution (PPBE) budget submit and determine how the PPBE compares to any other schedule analyses that was performed;

h. Ensure schedules capture integrated aspects of the other programmatic functions that overlap Schedule Management (e.g. Earned Value, Funding, etc.);

i. Ensure schedules capture integrated aspects of the other Program Element, Functional and System schedule dependencies (both deliverables and receivables);

j. Analyze how internal and external stakeholders and dependencies may affect the implementation of the schedule management and adjust processes as required;

k. Enable knowledge capture of processes, results, lessons learned, and the development of a repository for future capability; and

l. Develop and conduct schedule training covering schedule development, schedule health metrics, analysis of contractor IMS, critical paths and driving paths, schedule risk assessments, SDDs conducted for contractor baseline reviews, etc. (pertains to SME-level support only).

3.2.2 Schedule Development

Schedule Development is initiated early in the Formulation of a contract and an Increment with the objective to define, develop and deploy a scheduling capability, including the capability to display time-phased activities in an IGS, IMTP, Program Objective

Approved for Public Release 21-MDA-10824 (18 May 21)

Memorandum (POM) and ISS. The Missile Defense System’s Project Server (PS) is the community database for sharing all unclassified schedule data across the Agency, and is a primary product of schedule development. The contractor shall:

Develop, maintain, control, analyze, integrate, synchronize and archive Program Element, Functional, and MDA-level IGS necessary to develop, test, field, and sustain the MDS throughout the lifecycle and across the Future Years Defense Program (FYDP). The IGS constitutes the basis for time phasing and coordinating all program / project efforts to ensure that objectives are accomplished within approved commitments. Integrated schedules are crucial for all levels of management oversight within MDA. The MDS level ISS must contain integrated, networked tasks and milestones for both contractor effort and effort being worked internally by MDA personnel that affects MDS missions. It is critical that the IGS contain data addressing the total scope of work to allow for integration, management visibility, and critical path identification and control. The IGS should adhere to MDA Schedule Policy (5012.01) and follow the Scheduling best practices as outlined in the MDS Guide to Scheduling (5012.01-M);

a. Support the development of Integrated Master Plans and Integrated Government

Schedules, conducting traces to Contractor Integrated Master Schedules and analyzing gaps and/or disconnects.

b. Collaborate with stakeholders and project team members (programmatic and technical) to ensure accuracy of IMS/IGS/ISS schedule tasks/milestones

c. Apply rolling wave planning to PE IGS in 180-day increments. Detail Planning should be not less than “MDS IMP Outline Level 5”

d. Analyze with cost, technical, contract and test baseline management to ensure alignment of program documents.

e. Ensure schedules are detail planned with enough fidelity (i.e. outline level 5 & durations > 44d) to allow for proper schedule management, assessment and analysis.

Areas of higher risks may require more details.

f. Ensure that horizontal traceability is valid and complete to facilitate credible critical path and driving path identification.

g. Recognize improper use of leads and lags and encourage justification for use of technique as required.

h. Ensure appropriate task and resource calendar assignments have been made.

Approved for Public Release 21-MDA-10824 (18 May 21)

i. Inform technical team members on techniques/methods/tools available to better estimate task durations.

j. Utilize Agency tools and databases to extract historical information to inform the schedule estimate.

k. Advise and assist the PM to determine proper margin allocation/adequacy throughout the schedule based on Agency guidelines.

l. Coordinate with Cost Analyst to assess how the schedule margin relates to the budget.

m. Ensure that external impacts (i.e. receivables/deliverables) are properly considered and integrated into the schedule.

3.2.3 Schedule Assessment and Schedule Analysis

This task is initiated early and operated routinely throughout the contract and the Increment’s lifecycle. Schedule Assessment determines the validity and integrity of the schedule and Schedule Analysis evaluates the magnitude, impact, and significance of actual and forecast variances to the schedule and/or baseline. The contractor shall:

a. Monitor, assess, and evaluate the Government Schedules/Plans. Review, compare and report current program developments against approved plans and baselines to identify potential and actual problems. Conduct and/or support Schedule Risk Analysis (SRA), Government Accounting Office (GAO) and 14-point DCMA schedule assessments on the IGSs. Conduct risk identification and mitigation and propose risk elimination strategies. Prepare, report, and maintain metrics to track risk reduction progress and resolution for risks.

b. Monitor, assess, and evaluate the Contractor’s IMS. Review, compare and report current program developments against approved plans and baselines to identify potential and actual problems. Conduct schedule risk identification and mitigation and propose risk elimination strategies. Prepare, report, and maintain metrics to track risk reduction progress and resolution for risks (e.g., concurrency, missing logic, compressed timelines, etc.).

c. Support and assist the MISWG project team to refine the System-level IGS and ISS, conduct “what-if” drills to support course of action (COA) decision until an agreed upon schedule has been developed. Effectively communicate the schedule development process by providing relevant information from the schedule in effective formats.

Approved for Public Release 21-MDA-10824 (18 May 21)

d. Prepare for and support independent Schedule Staff Assistance Visits (SAV) on Program Element and Functional IGSs to determine compliance with MDA Policy 5012.01-M.

e. Specify, build, and deploy advanced schedule assessment tools.

f. Address schedule non-compliances and makes corrections consistent to project's constraints and requirements.

g. Conduct benchmarking against historical data/independent schedule estimates.

Demonstrate data analysis and correlation capabilities that support generating analogies from historical data.

h. Assess whether the schedule calculates correctly and properly identifies the critical path(s); confirm with technical leads that calculated critical paths are realistic; and analyze critical path to project's previously identified critical path and explain the changes.

i. Follow consistent methods for calculating critical path(s) (e.g. critical tasks only, float less than or equal to zero/1day, etc.; margin/LOE/summary tasks removed).

j. Test arbitrary activities to ensure that the workflow is logical and the total float response is correct.

k. Identify defects and corrects the IGS appropriately.

l. Coordinate with the Resource Manager to ensure that the schedule is consistent with the budget and cost phasing plan.

m. Identify schedule, budget, and cost phasing inconsistencies and recommends action for change (re-plan, re-phasing).

n. Lead the development and execution of the Schedule Risk Assessment (SRA).

o. Derive schedule uncertainty based on actual project performance and/or EVM data or any other uncertainty derivation method.

p. Work with the risk manager and technical leads to provide a quantitative assessment of risks impacting the schedule, including probabilities, appropriate distribution functions, and risk impact ranges to be used in a SRA.

Approved for Public Release 21-MDA-10824 (18 May 21)

q. Develop sensitivity (“what if”) analysis, including schedule duration sensitivity and risk impact analysis for work-around planning and to prioritize risk for mitigation purposes.

r. Recommend risk prioritization and risk mitigation strategies based on analysis results

(i.e., evaluating the impact that each top risk has to the milestone or end date).

s. Analyze the results of the SRA to understand risk drivers (i.e. which risks may require the use of schedule margin and/or cost reserves).

t. Determine feasibility of alternative courses of action or recovery of slipped schedules

u. Use schedule risk analysis to aid in the establishment and allocation of margin, and evaluate allocation and sufficiency based on potential impacts of risks.

v. Analyze results of the SRA to alert management of threats to the critical path, degradation of float, and the need for schedule margin utilization based on potential impacts of uncertainty and risks.

w. Conduct sensitivity analysis to understand uncertainty and probabilistic risk impacts to the schedule, as well as whether the project has adequate margin and is allocated appropriately.

x. Analyze project budget and technical requirements to ensure cost and schedule compatibility, such as the schedule aligns to the cost-phasing plan.

3.2.4 Schedule Maintenance and Control

This task occurs continuously throughout the Increment’s lifecycle. It ensures that the schedule performance baseline is set and routine updates are being made. Schedule Maintenance routinely updates the IGS, the ISS, and MDS Project Server with data from current performance reports as well as implementing approved change orders. Schedule Control is performance measurement and corrective actions needed to ensure the timely execution of the activities. It is imperative for Schedule Control to be performed in conjunction with Schedule Assessment and Analysis to ensure the integrity of the entire Schedule Management function. The contractor shall:

a. Input and maintain on a regular basis at a minimum Key MDS Milestones, as identified in the MDS Guide to Scheduling (5012.01-M) Enclosure 4 in MDS Project Server (Microsoft Project Server), or other Government provided scheduling tool.

b. Understand and utilize software tools and techniques to develop, maintain, control and assess the IGS. Ensure baseline data is set, maintained, and updated using the

Approved for Public Release 21-MDA-10824 (18 May 21) appropriate fields in the IGS and MDS Project Server Schedule, or other scheduling tool.

c. Understand and utilize software management tools and techniques to analyze, review, and assess the contractor IMS. Ensure baseline data is set, maintained, and updated using the appropriate fields in the IMS.

d. Support the Government’s quality review on contractor’s IMS contract delivery requirements list (CDRL), and provide Government representative with a recommendation (accept, approve or reject) the contractor’s IMS CDRL within ten

(10) working days of receipt.

e. Assist programs with file transfer protocols, and transfer of data into analysis tools.

f. Trace prime and subcontractor schedules; integration of the delivery of Government furnished items (GFX), such as Government furnished information, facilities, test ranges, hardware, software, services, etc.

g. Assess the impact of change requests on the project schedule and incorporate them into the project schedule once approved.

h. Develop schedule-related content to support the PPBE process and IBR, documenting schedule-related findings from the IBR and communicating them to the team for further action.

i. Coordinate with Resource Manager (Business Manager) to affirm that resources

(budget, workforce, etc.) align to the schedule plan. Where there are inconsistencies, recommends corrective actions to management.

j. Coordinate with EVM analyst (or Resource Manager) that EVM techniques have been applied appropriately, as it relates to the integrated baseline.

k. Collaborate with other programmatic functions (cost, schedule, EVM, resources, risks) to ensure that all data is properly phased together.

l. Baseline the schedule as required in MDA Directive 5013.01 Acquisition

Management, with the approved technical work scope, content changes and implementation plans according to project guidelines.

m. Assess quality and integrity of the contractor's and in-house schedules, and perform deep-dive analysis, if needed to further understand schedule logic, feasibility, etc.

Approved for Public Release 21-MDA-10824 (18 May 21)

n. Use past project performance and trend analysis data to calculate EVM and non-EVM metrics in order to forecast future project performance (e.g. inputs to SRA model).

o. Evaluate project cost reporting to identify disconnects between cost and schedule performance.

p. Inform management on whether the project’s objectives are being met within the plan.

q. Evaluate resource availability, cost, and capabilities (e.g. fabrication, assembly, test facilities and equipment, test beds, ground support equipment, launch sites, communication networks and mission operations centers).

r. Produce and issue reports on variances against baselines and forecasts.

s. Utilize key metric indicators (early start, late start, on time start, etc.) to measure activity variances.

t. Assess the control thresholds/variations from the plan, identify root cause and recommend corrective actions for variations.

u. Assess the impacts of margin and contingency burn-down.

v. Generate trend data to assess the probability of on time deliveries, risk-based completion trends, and sufficiency of margin.

w. Apply corrective actions technique to bring schedule into compliance.

x. Coordinate with the configuration manager (CM)/data manager (DM) to ensure that changes are properly tracked (Baseline Change Requests).

y. Consider how external changes can impact baselines and/or re-baselines.

3.2.5 Schedule Documentation and Communication

This task details how the IGS and ISS documents and disseminates schedule information among various internal and external stakeholders. It is reliant upon configuration and data management (CM/DM) and the baselining activities and subsequent management and control of content change. The contractor shall:

a. Prepare, support and attend the MISWG, as needed. Conduct schedule analysis of formal change requests that are coming before the MISWG for impact to the MDS Schedule Baseline. Provide schedule related materials to the MISWG upon request by

Approved for Public Release 21-MDA-10824 (18 May 21) the Chair or Secretariat. Review MISWG Read-Ahead briefings, schedules, topic materials, and agenda prior to the MISWG meeting to support discussions and deliberations. Perform analysis and reporting on materials to support BISWG activities, and respond to MISWG taskings and action items.

b. Provide relevant participation and authoritative schedule perspective in various types of reviews, e.g., the Integrated Baseline Reviews, Program Management Reviews, Technical Baseline Reviews/Developmental Baseline Reviews, Acquisition Strategy Panel/Boards, Directors Program Review, Integration Synchronization Council/Group and other MDA decision-making forums.

c. Review summary schedules as required for briefing charts and prepare products to support MDA Reviews and Reports, (e.g., Director’s Program Reviews (DPR), Technical Baseline Review (TBR), Development Baseline Reviews (DBR), and the Missile Defense Accountability Report, etc.), using Government furnished reporting tools (e.g. Milestones Professional, OnePagerPro, PowerPoint, etc.). Ensure the information used is linked to the contractor IMS, Program Element/Functional schedule, or MDS-level Integrated Government Schedule. Ensure the format for each briefing is followed per MDA policy and guidance, and contains the proper security markings.

d. Prepare and deliver monthly Executive Summaries, Quick-Look, and Schedule

Analysis, in coordination with the EV analyst and EV metrics, including: summary level schedule health metrics; identify schedule drivers; analyze critical paths and driving paths and conduct traces to validate logic; identify impacts to key program milestones and contract deliveries; and report recommendations to improve schedule

e. Collaborate with EV analyst on independent Estimate at Completion (iEAC), funding impacts, and estimated schedule completion date (SCD).

f. Gather, collate, document, assess, and analyze historical Department of Defense schedules.

g. Serve as a liaison between technical and programmatic functions within and between

MDA Functional and/or Program Elements to ensure integration and synchronization of MDS and/or Program Schedules.

h. Support/attend integrated product team (IPT) meetings/working groups/program status meetings/ brown-bag sessions, as assigned.

Approved for Public Release 21-MDA-10824 (18 May 21)

i. Collaborate with Agency schedule management community (via working groups, technical interface meetings, program reviews, etc.) and extract and deploy best practices.

j. Ensure that appropriate level/format of schedule output charts/data have been chosen the intended audience.

k. Ensure that the information retained in the MDS Project Server is accurate and complete.

l. Ensure that schedule version with major change (re-plans and re-baselines) are archived to reflect the time of the change.

m. Maintain records so that changes to the schedule-related data is clearly documented and understood.

n. Captures data associated with schedule risk analysis (inputs, models, results, and scenarios) to be formally archived for repeatability and easy recovery.

o. Capture/influence the development of project lessons learned in a lessons learned database for all products, including supporting documentation.

p. Ensure schedule related data is consistent and final for distribution.

q. Synthesize schedule related data in a format that meets stakeholder needs/expectations. Tailor reports for the appropriate level of granularity for the audience.

3.2.6 Military Construction (MILCON) and Sustainment, Restoration, and Modernization

(SRM) Facility Lifecycle and Deployment Schedule Support

This scheduling support is directly provided to MS Real Property Investments and Deployments (MSR). MSR manages the MILCON and deployment portion of the Program Manager Integrated Master Schedule in the deployment of a Real Property centric weapons or sensor system for the MDS as well as follow on facility related sustainment, restoration and modernization upgrades to the facility portion of the MDS. The contractor shall:

a. Provide Agency Facility Lifecycle and Deployment Scheduling Support integration and operations functions necessary to synchronize the facility and deployment component portion of the integrated schedule supporting the Agency PM’s deployment of real property centric weapons system facilities and admin support facilities and infrastructure worldwide.

Approved for Public Release 21-MDA-10824 (18 May 21)

b. Similar to EVM support, provide design and construction execution scheduling and analysis based on design and construction contractor’s estimated and actual work completion during the construction phase of MILCON and SRM project execution.

c. Provide scheduling products representing the potential impacts of schedule delays (what if drills) and schedule analysis of claims of construction contractor’s request for equitable adjustment for government imposed delays or scheduling products in support of the application of liquidated damages due to construction contractor imposed delays.

d. Participate in strategic and organizational planning, integration, and agreements and prepare project plan of action and milestones (POAM) and courses of action schedules.

e. Prepare analysis briefings, information papers, reports, and decision documents required to support schedule analysis.

f. Participate in Integrated Task Forces (ITFs), Integrated Product Teams (IPTs), working groups, tiger teams, and meetings.

g. Update and maintain databases and maintain facility lifecycle project schedule files. This effort includes electronic schedules in Microsoft Project, Primavera, PowerPoint, Milestone Professional, and/or Portable Document Format or other tools used in the facility construction industry for data submissions, reporting, meetings, reviews, and/or other forums.

h. Engage in facilities, infrastructure, and environmental trade studies. Prepare analysis of alternatives and planning excursions. Document findings from studies, analyses, and excursions in reports.

i. Engage in developing and maintaining integrated baseline project schedules for MDA Real Property facilities, infrastructure, and environmental management, which includes siting, site activation and deployment, facilities requirements, design, construction, and commissioning through transition to operations.

j. Prepare and/or update schedules and plans of action and milestones for projects in government specified format. This includes electronic schedules in Microsoft Project, Primavera, PowerPoint, Milestone Professional, and/or Portable Document Format or other tools used in the facility construction industry to support data submissions, reports, meetings, reviews, or other forums.

k. Coordinate schedules and plan with other government organizations and industry, make recommendations, and secure approval. Distribute schedules and/or post at designated websites and/or agency portals.

Approved for Public Release 21-MDA-10824 (18 May 21)

l. Engage in facilities and infrastructure program management, integration activities, and other real property management and environmental processes and forums.

Assist with developing supporting documents such as POAMS and schedules for facilities, infrastructure, and environmental resource management and environmental assessments; integrated baseline reviews; deployment readiness reviews; change management program and/or project management; and acquisition reviews.

m. Analyze the contractor’s monthly construction schedule submission during the facility and infrastructure construction phase of MILCON and SRM projects;

provide Critical Path Analysis Reports, Schedule Assessment Reports, schedules showing path to Joint Occupancy Date (JOD) and Beneficial Occupancy Date (BOD) and convert construction contractor’s schedule submission to provide monthly updates to the Agency Project Server Integrated Master Schedule and the PMs integrated master schedule.

n. Engage analyze the contractor’s monthly construction schedule submission.

Maintain project files and documentation in the MDA Facility Acquisition Support System (FASS) database accordance with MDA Records Management guidelines.

o. Prepare decision documentation in support of scheduling product such as briefings and supporting materials, (e.g., white papers, fact sheets, status reports, progress reports, and information papers) that support life-cycle management of MDA facilities, infrastructure, and environmental activities.

3.3 MDA Earned Value

3.3.1 Cost and Schedule Advisor, Program Management, and Data Analysis.

In support of this effort, the Contractor shall provide the following functions:

a. Serve as an advisor on cost and schedule performance data to support the development of EVM reports and briefing charts for Director Program Reviews (DPRs), Acquisition Strategy Panels (ASP), Program Management Reviews, the annual MDA Annual Report to Congress, and MDA Corporate boards and corporate decision-making meetings.

b. Assist the program offices with periodic program reviews covering programmatic status of cost and schedule data trends, future projections for estimates to complete (ETC), estimated cost at completion (EACs), schedule delays, impact assessments, budget and schedule impacts of variances.

c. Review and assess the Integrated Master Schedule (IMS) in conjunction with Cost

Performance Report (CPR) and/or Integrated Program Management Report (IPMR)

Approved for Public Release 21-MDA-10824 (18 May 21) data, or Integrated Program Management Data Analysis Report (IPMDAR) data; and identify inconsistencies with various data sources, and identify schedule trends that may impact EACs.

d. Conduct Schedule Risk Analysis (SRA), Schedule Deep Dive (SDD), GAO and 14-point DCMA schedule health assessments for contract IMS. Prepare a monthly IMS analysis report to identify contractor’s missed tasks, late tasks, margin and slack, driving paths, and tasks completed ahead of schedule to determine the overall schedule status and compare it to the data contained within the assigned CPRs/IPMRs/IPMDARs for integration and reporting.

e. Prepare or review summary schedules as required for briefing charts and prepare products to support MDA Reviews (e.g., DPR/TBR/ DBR), using Government furnished reporting tools.