Section_C.docx

SECTION C: DESCRIPTION/PERFORMANCE WORK STATEMENT

Introduction This performance work statement incorporates the software engineering tasking required to support Department of Homeland Security (DHS) and United States Coast Guard (USCG) enterprise applications and information systems developed and/or maintained by the USCG Operations Systems Center (OSC) located in Kearneysville, West Virginia. The OSC is the Coast Guard’s software development center (SDC) and hosting facility providing full life cycle support for operationally focused Coast Guard Automated Information Systems (AIS) and critical infrastructure services and components.

This performance work statement incorporates software development and operations and maintenance services required for full lifecycle support for all current and future DHS and USCG enterprise IT business applications developed, hosted and maintained by the OSC. Support services provided for under this Contract shall include all solutions, processes, and procedures necessary to sustain business applications at the highest levels of service and availability consistent with cost, schedule, and performance objectives. These services shall include: project management, business application software and services procurement support, system life cycle management, software engineering, software development, software upgrades and maintenance, commercial off the shelf/Government off the shelf (COTS/GOTS) software integration and support, quality control, configuration management, software integration, database administration, system administration, data management, system documentation services, business application fielding services, business application training, business application technical support, business application continuity support, business application information assurance support, and system transitions.

The Contractor shall be required to work according to the architectures, standards, guidelines and procedures as set forth in DHS, DOD and USCG guidance. The Contractor shall support any and all phases of software design, development, maintenance and enhancement in alignment with the DHS Enterprise Architecture (EA) framework, Service Oriented Architecture (SOA), and Federal Information Security Management Act (FISMA), Clinger-Cohen, OMB Circular A-11, Federal Acquisition Streamlining Act (FASA), Federal Managers’ Financial Integrity Act (FMFIA), DHS Financial Accountability Act (FAA), and Executive Order 12958.Background OSC is one of the three Centers of Excellence (COEs) within the Coast Guard’s Command, Control, Communications, Computers, and Information Technology (C4IT) Service Center, which was established on 9 February 2009. A primary mission of the C4IT Service Center is to unify the Coast Guard’s information technology support structure and business practices into a single mission support model for the entire Coast Guard. OSC’s mission within the C4IT Service Center is to provide enterprise software life-cycle support (i.e. design, development, implementation, hosting, maintenance, production operation, and enhancement) of mission critical enterprise software applications. These applications will support the Coast Guard’s five strategic missions: Protection of Natural Resources, National Defense, Maritime Safety, Maritime Mobility, and Maritime Security.

Organizationally, OSC business applications and support areas are aligned under one of three OSC Divisions: The Product Lines Division, the Core Technologies Division, and the Command Logistics Division. The Product Lines Division encompasses the bulk of the business applications developed, hosted and maintained by OSC. The Core Technologies Division includes OSC and enterprise infrastructure services (hardware, networks, etc.), enterprise information systems, and Information Assurance (IA) capabilities. The Command Logistics Division has oversight and management responsibility for all OSC data floors and facilities as well as Command Security operations. An organizational chart depicting OSC’s position within the C4IT Service Center organizational structure, along with OSC Divisions and the Branches under each OSC Division, and is provided as Figure 1 to follow.

Figure 1: C4IT Service Center Organizational Structure

Historically, OSC IT support services have been acquired under a single contract vehicle. There have been four competitively awarded contracts for supporting DHS and USCG operational and business systems since OSC was commissioned in 1991. The most recently awarded Task Order was the Systems Engineering and Technical Services II (SETS II) Task Order which was awarded in June 2005 as a five year (base year plus four one-year options) cost-plus-award fee Task Order. The SETS II Task Order is extended for a 6-month period from 31 May – 30 November 2010 in accordance with the Continuity of Services clause. SETS II was a competitive 8(a) set-aside award issued under GSA’s ITOP II contract Government-Wide Acquisition Contract, DTTS59-99-D-00457.

The SETS II Task Order will expire on 30 November 2010 and the software engineering services currently provided will be incorporated into the Application Product Lines Enterprise Services (APLES) Indefinite Delivery Indefinite Quantity (IDIQ) contract vehicle. The Task Orders issued under the APLES IDIQ Contract will include the full range of software engineering services required to design, develop, implement, operate, maintain, and enhance USCG enterprise software applications supporting the six DHS and USCG product lines: Financial Systems, Human Resources Systems, Intelligence Systems, Logistics Systems, Operations Systems, and Enterprise Information Services.

Integrated Contract Support Services The OSC has multiple contract vehicles to provide services to support IT operations. A general description of each contract vehicle is provided for reference in the subsections to follow. The APLES IDIQ Contractor shall integrate and work cooperatively with all Contractors supporting OSC requirements in order to ensure compliance with all Federal, DHS, and USCG regulations, policies, and instructions, as well as the requirements of this Contract.

Facilities & Data Floor Management IT support and management responsibility for the OSC data floors (classified and unclassified) and facilities are provided for under OSC’s DHS EAGLE Task Order # HSCGG3-09-R-TWV066. This Task Order also includes property and inventory management for all OSC property.

Information Assurance, Configuration Management, and Quality Assurance (IACMQA) Information Assurance (IA) includes computer security and certification and accreditation (C&A) processes and procedures. The OSC IA program and associated consultation services are managed under OSC’s DHS EAGLE Task Order # HSCGG3-09-R-002. The services provided under this task order ensure that IT investments managed by the OSC meet the requirements of the Federal Information Security Management Act (FISMA), Federal Managers’ Financial Integrity Act (FMFIA) and Executive Order 12958. The IA consultants will facilitate the IT systems developed, hosted and maintained by OSC through the C&A process, provide oversight and assistance with on-going computer security functions, and provide consultation in the development and maintenance of disaster recovery capabilities. It is the responsibility of the APLES Contractor to ensure that all development and maintenance activities included in Task Orders under this IDIQ Contract are compliant with DHS Information Systems Security Policy, DHS 140.01 as implemented by DHS MD 4300A Sensitive Systems Handbook or National Security Systems Policy Directive 4300B.

The Office of Management and Budget (OMB) Circular A-130, Attachment III: Security of Federal Automated Information Resources, Management of Federal Information Resources requires that all components develop a sound Information Assurance Program. The OSC has been directed to ensure that all systems follow the DHS 4300A and the COMMDINST 5500.13B or Information Assurance.

The IACMQA Task Order also includes services to support the development and implementation of a CM and QA program in accordance with DHS, USCG and OSC CM and QA policies and processes. Of special importance is the alignment of all CM processes with the USCG Configuration Management Policy (COMDTINST M4130.11). CM and QA services provided under the IACMQA Task Order will provide independent monitoring, verification, and validation of APLES Contractor compliance and alignment with DHS, USCG, and OSC processes as they relate to the systems engineering tasking and requirements allocated to the contract, as well as any supplementary Contractor CM and QA processes as approved by the Government.

Help Desk Services Help desk services are provided under OSC’s DHS EAGLE Task Order # HSHQDC-06-D-00051. Services include overall support for IT application and infrastructure users, user accounts management, and business application training as it relates to existing and future computer systems and communications networks developed and supported by the OSC.

Hardware, Infrastructure and Network Services All hardware, infrastructure and network services and capabilities are currently provided under the SETS II Task Order which expires on 30 November 2010. The follow-on work will be incorporated into the Core Technologies Services (CTS) IDIQ Contract. The CTS IDIQ Contract is planned to be awarded 1 November 2010. The CTS Contractor will be expected to maintain all hardware, infrastructure, and networks for the OSC. Attachment 6 provides additional information on the hardware, infrastructure and network services and capabilities to be provided under the SETS II Task Order and follow-on CTS Contract.

There will be a division of systems administration and hardware administration duties between the Task Orders issued of systems administration and hardware administration duties between the Task Orders issued under the APLES and CTS IDIQ Contracts. Task Orders issued under APLES may include systems administration support for the business application including maintenance and enhancement of the operating system (OS) and database management system (DBMS) supporting the application. Task Orders issued under CTS may include tasking to support procurement, configuration implementation, maintenance, enhancement, and upgrades of hardware (servers, routers, etc.) to support APLES business applications.

Applicable Documents, Definitions, and Federal Regulations Information on system documentation, OSC plans and policies, and USCG System Life Cycle Development documentation required for this Performance Work Statement (PWS) can be found in Attachment 1 to the PWS. Attachment 1 also provides information on Federal Regulations and IT engineering definitions that are applicable to this acquisition.

Scope and OSC Organization Scope As a result of Coast Guard Modernization, OSC’s scope of work for the APLES IDIQ Contract is clearly defined to support the six DHS and USCG product line areas: human resources, logistics, finance, operations, intelligence, and enterprise information services. A description of these product line areas is included in Section 2.2.

The OSC currently provides software development and maintenance support for 51 IT systems within the six product line areas. As Modernization continues, additional systems within the six product line areas may be transitioned to the OSC for software development and maintenance support. The scope of the APLES IDIQ Contract will not change with the addition of any new systems as the tasking will directly align to the six product line areas. Any new requirement that is not within the scope of the APLES IDIQ Contract will be a separate and distinct acquisition.

OSC Organization The OSC is organized into three Divisions (Product Lines, Core Technologies and Command Logistics), each of which has one or more Branches which manage IT systems, resources and information to support CG-wide information sharing, dissemination and support. Each Branch provides System Development Agent (SDA) and System Support Agent (SSA) services to develop, test, deliver, and support C4IT business applications and services over the entire product life cycle, from introduction (solution engineering and planning) to disposal/disposition.

IT functions to be provided under APLES Task Orders may include: system life cycle management, contract project management, application programming, system testing, technical writing/system documentation, system administration, software integration, upgrades and maintenance, configuration management, database administration, data management, system training and application technical field support, system transition support, disaster recovery/business continuity support and information assurance support. These services will be performed at the OSC in Kearneysville, West Virginia, and may support both current business applications and the development of new or the transition of existing IT applications.

Software development and operations and maintenance activities conducted under APLES Task Orders will provide services for IT business applications supporting the following DHS and USCG product line areas:

Financial Systems: Direct system life cycle management of DHS and USCG enterprise IT business applications that support the management and administration of all USCG financial resources, support remediation of IT audit findings, and ensure interoperability with other appropriate USCG and DHS IT systems. Services include development of new enterprise financial applications, functionality, capabilities and requirements to meet DHS and Office of Management and Budget (OMB) policies, and on-going efforts to consolidate DHS financial management into a single, enterprise baseline. In addition, software engineering services will support the transition of existing financial applications, functionality, capabilities and requirements based on DHS and USCG system consolidation efforts. The Operations System Center (OSC) will assume the roles of Software Development Agent (SDA) and System Support Agent (SSA) for all enterprise financial systems The Operations System Center (OSC) will assume the roles of Software Development Agent (SDA) and System Support Agent (SSA) for all enterprise financial systems as directed by the C4IT Service Center Director and USCG Chief Information Officer.

Human Resources Systems: Direct system life cycle management of DHS and USCG enterprise IT business applications that support the management of USCG human resources data, to include data related to both Federal military and Civilian personnel and Non-Federal (merchant mariners, auxiliary) personnel and ensure interoperability with other appropriate USCG and DHS IT systems. Services include development of new enterprise Human Resources applications, functionality, capabilities and requirements based on changing technologies and mission needs of DHS and the USCG. In addition, software engineering services will support the transition of existing Human Resources applications, functionality, capabilities and requirements based on DHS and USCG system consolidation efforts. The Operations System Center (OSC) will assume the roles of Software Development Agent (SDA) and System Support Agent (SSA) for all enterprise human resources systems as directed by the C4IT Service Center Director and USCG Chief Information Officer.

Intelligence Systems: Direct system life cycle management of DHS and USCG enterprise IT business applications that support USCG intelligence operations, as well as Maritime Domain Awareness (MDA) including vessel reporting and tracking capabilities. Services include development of new intelligence applications, functionality, capabilities and requirements based on changing technologies and mission needs of DHS and the USCG. In addition, software engineering services will support the transition of existing Intelligence applications, functionality, capabilities and requirements based on DHS and USCG system consolidation efforts.

Logistics Systems: Direct system life cycle management of DHS and USCG enterprise IT logistics and enterprise asset management applications that support tracking and centralized management of USCG air, surface, facility, and civil engineering logistical/asset information. Services include development of new enterprise logistics and enterprise asset management applications, functionality, capabilities and requirements based on changing technologies and mission needs of DHS and the USCG. In addition, software engineering services will support the transition of existing logistics and enterprise asset management applications, functionality, capabilities and requirements based on DHS and USCG system consolidation efforts. The Operations System Center (OSC) will assume the roles of Software Development Agent (SDA) and System Support Agent (SSA) for all enterprise logistics systems as directed by the C4IT Service Center Director and USCG Chief Information Officer.

Operations Systems: Direct system life cycle management of DHS and USCG enterprise IT systems that support USCG missions and operations, including but not limited to: search and rescue (SAR), law enforcement (LE), Marine Environmental Protection (MEP), Pollution Response, Migrant Interdiction, Vessel Documentation, and Legal Adjudication. Services include development of new enterprise operations applications, functionality, capabilities and requirements based on changing technologies and mission needs of DHS and the USCG. In addition, software engineering services will support the transition of existing operations applications, functionality, capabilities and requirements based on DHS and USCG system consolidation efforts.

Enterprise Information Services: Enterprise information systems, data stores and analytical capabilities that are designed for use throughout DHS and USCG, with a focus on providing centralized storage and access to cross-programmatic information to facilitate execution of DHS and USCG missions and operations. Services include development of new enterprise information applications, functionality, capabilities and requirements based on changing technologies and mission needs of DHS and the USCG. In addition, software engineering services will support the transition of existing enterprise information applications, functionality, capabilities and requirements based on DHS and USCG system consolidation efforts.

Contract Performance Period of Performance The period of performance for the APLES IDIQ Contract encompasses a Phase-In/Base Period of eight months from 1 May 2010 to 31 December 2010. There will be four annual 12-month Option Periods, and one final option period from 1 January – 30 April 2015.

APLES IDIQ Contract

Government Furnished Property & Equipment As the contractor will perform at the Government site and the Government will retain possession and control of all property under Task Orders issued under the APLES IDIQ Contract. GFP as defined by FAR part 45 is not applicable to the APLES Contract.

No Government Furnished Property will be transitioned to the Contractor in the performance of APLES Task Orders. All property and equipment will remain in the USCG property management system. Government Furnished Equipment (GFE) provided will be the necessary equipment/office space to accomplish tasking associated with the PWS documents. Typical GFE includes: office space, desks, chairs, workstations, telephones, infrastructure, and facilities support.

Place of Performance The primary place of performance will be the Operations Systems Center located at 408 Coast Guard Drive, Kearneysville, WV 25430, and other local OSC annexes/facilities, all of which are within a six miles radius of the main OSC campus. In addition, a limited number of Contractor personnel supporting this Contract are located at other Government facilities. Contractor performance may take place at other than the OSC with written approval from the Contracting Officer. The Contractor will be provided office and general engineering space, as required, within the OSC facilities.

Hours of Operation OSC hours of operation are 0600 - 1800. OSC’s core working hours are: 0900 – 1500. During the core working hours, all Contractor personnel are required to be at work. The lunch period should occur within the hours of 1100-1300. The Contractor shall ensure that all Contractor personnel conform to OSC core business hours and shall provide a means of accountability for personnel time and attendance to the Government periodically as requested.

After Hours Annex Access Access badges for all OSC employees will allow access to the offsite annexes from 0530-2200. Normal work hours are 0600-1800. The remote annexes will be manned by security guards from 0530-1730 Monday through Friday. After hours is defined as 2200 to 0530 Monday through Friday and from 2200 Friday to 0530 Monday. After-hours access will be authorized to OSC employees upon a request from: military personnel, government civilian employees, or senior contract managers.

In the event of unscheduled downtime or similar situation when the normal process for requesting access cannot be followed, the main campus guards will be able to issue after-hours badges for the remote annexes.

Post Award Conference The Contractor shall participate in a Post Award Conference that will be held approximately 30 business days after contract award. The purpose of the Post Award Conference is to aid both the Contractor and the Government in achieving a clear and mutual understanding of all IDIQ Contract requirements and identify and resolve potential problems (see FAR Subpart 42.5).

The Contracting Officer’s Technical Representative (COTR) is responsible for establishing the time and place of the Conference and will notify the appropriate Government representatives and the Contractor. The COTR will designate or act as the Chairperson at the Conference and shall conduct the meeting. The Conference will be located at the OSC. The Post Award Conference will establish working level points of contact, determine the administration strategy, and the respective roles and responsibilities of the Government and the Contractor.

Travel and Related Expenses Performance of Task Orders issued under this IDIQ Contract may require travel. All Contractor travel in support of task order requirements must be approved in writing by the KO prior to execution of the travel event. Travel expenses will be paid on a cost reimbursable basis. The contractor shall cite the source of the rates used in any claim for reimbursement of travel costs. Travel expenses incurred by the Contractor in performance of Task Orders under this contract shall not exceed:

Cost of air travel by most cost effective route, using “air coach” unless it is clearly unreasonable or impractical (e.g., not available for reasons other than avoidable delay in making reservations, would require circuitous routing or entail additional expenses offsetting the savings on fare, or would not make necessary connections); or Cost of coach rail travel by most direct route; or Cost of travel by privately owned auto. However, reimbursement for transportation by this means shall not exceed the cost of a. or b. above, whichever is less.

The cost of travel by privately owned auto, and subsistence costs shall be reimbursed at rates not to exceed the Government travel policy as detailed in the Joint Federal Travel Regulation (JFTR) in effect at the time such costs are incurred.

When possible, the Contractor shall utilize Tax Exemption for lodging.

Contractor costs for travel, including lodging, other subsistence, and incidental expenses, shall be allowable only to the extent that they do not exceed the amount allowed for Federal employees. The Contractor, therefore, shall invoice and be reimbursed for all travel costs in accordance with FAR 31.205-46.

Security It is the Contractor’s responsibility to ensure that the Security Clauses listed in Section H and Section I are adhered to.

Program Management Program management is the process of managing multiple related projects often with the intention of improving overall organizational performance through the application of common management structures, techniques and programs. Program management includes the following knowledge areas:

· Transition/Integration Management

· Quality Management

· Project (Schedule and Scope) Management

· Human Resources Management

· Communications Management

· Risk Management

· Cost & Procurement Management The Contractor shall be responsible for implementing, managing, measuring, and participating in all internal and external processes necessary for the adequate execution of all activities described in Task Orders issued. The Contractor shall provide, implement and maintain the requisite organization, disciplines and systems necessary to manage the personnel and resources required for the performance of tasking.

Transition/Integration Management For all Task Orders issued, the Contractor shall ensure the full and complete integration of Contractor Program Management processes with OSC operations. The Contractor shall likewise ensure proper coordination with the incumbent contractor to ensure that there is no disruption of DHS and USCG missions during Contract transition. The Contractor shall notify the KO when each transition is complete and will confirm that they have assumed full responsibility for the software engineering tasking detailed in the Task Order.

Quality Management The Contractor shall develop and adhere to a Quality Control Management Program (QCMP) for measuring and attaining quality of performance to ensure products or services are designed and produced to meet or exceed customer requirements. The Contractor’s QCMP shall explain the manner in which the Contractor shall ensure all requirements are being accomplished in accordance with the specifications of Task Orders issued under this IDIQ Contract against industry standards.

A sustaining focus throughout the QCMP shall be the attainment of continuous quality improvement. The QCMP shall emphasize deficiency prevention over deficiency detection. The Contractor’s QCMP and any services performed will be accepted by the COTR only when in full compliance with FAR 52.246-4, “Inspection of Services Fixed Price” and FAR 52.246-5, “Inspection of Cost Reimbursement.” The Contractor shall demonstrate a concerted effort in improving its QCMP to prevent unsatisfactory performance from recurring in any area and to ensure unsatisfactory performance is addressed and rectified in a timely manner.

Project (Schedule and Scope) Management For all task orders issued under the APLES IDIQ Contract, the Contractor shall provide project management that meets Coast Guard requirements and supports the Contractor’s business model. The Contractor’s project management model shall address overall tasking and SDLC compliance for both development/enhancement and sustainment support activities within specific Product Lines to ensure that all software engineering projects are completed on schedule, within scope and meet established performance, availability and functionality requirements.

The Government is currently evaluating tools for implementation of Government Portfolio Management at a future date which will define additional standards for cost, schedule, and resource reporting. The Contractor shall support additional reporting based on future Government requirements, which will be based on OMB A-11.

Human Resources Management Human Resources Management is the strategic and cohesive approach to the management of Contractor employee personnel in order to ensure that they individually and collectively contribute to the achievement of DHS, USCG and OSC objectives and goals.

Communications Management Communications management is the systematic planning, implementation, monitoring, and revision of all the channels of communication within an organization (both contractor to contractor and contractor to Government), and between organizations.

The Contract Management team shall meet with the KO and COTR on a routine basis as necessary to discuss Task Order progress, exchange information, and resolve issues.

Risk Management For all task orders issued, the Contractor shall perform Risk Management in order to identify, categorize, assess, and prioritize of project and program risks. Risks can come from uncertainty in financial markets, project failures, legal liabilities, credit risk, accidents, natural causes and disasters, as well as deliberate attacks from an adversary. Several risk management standards have been developed, including standards created by the Project Management Institute, the National Institute for Science and Technology, actuarial societies, and the International Organization for Standardization.

Cost and Procurement Management Cost management involves the tracking of budgeted/estimated costs against actual cost of operations, and the analysis of variances, profitability, efficiencies, etc in order to improve future cost management efforts. Procurement management involves the methodology and processes for procurement of equipment, software, licenses, maintenance, etc. to support the task order activities.

USCG System Development Life Cycle/DHS System Engineering Life Cycle Activities System Development Life Cycle (SDLC)/System Engineering Life Cycle (SELC) The DHS Systems Engineering Life Cycle (SELC) is a systems engineering framework for enabling efficient and effective delivery of capability to users. The SELC is used in conjunction with the USCG System Development Life Cycle (SDLC) to ensure that C4IT systems and infrastructure projects are managed effectively and that end-state solutions meet user requirements while supporting DHS and USCG strategic goals and objectives. Together, the SELC and SDLC guide the definition, execution, and management of an interdisciplinary set of tasks required to plan, define, design, develop, implement, operate, and dispose of systems.

The SDLC/SELC is a sequence of engineering phases used to produce, operate, and support C4IT systems. These phases begin with the identification of need and span all facets of a C4IT system’s life cycle, including planning, acquisition, deployment, operation, and retirement. The SDLC/SELC is defined by the following seven phases:

a. Conceptual Planning/Need, Analyze, Select: This phase is the first step of any system’s life cycle. It is during this phase that a need to acquire or significantly enhance a system is identified, its feasibility and costs are assessed, and the risks and various project planning approaches are identified. All C4IT systems shall be approved by the CIO before advancing to the next phase.

b. Planning and Requirements Definition/Obtain: This phase begins after the project has been characterized and appropriate resources have been committed. The first portion of this phase involves collecting, defining, and validating business, functional, support, and training requirements. The second part involves developing initial life cycle management plans, including project planning, project management, configuration management, information assurance, support, operations, and training management.

c. Design/Obtain: During this phase, requirements are translated into preliminary and detailed designs. Decisions are made to address how the system will meet functional requirements. A preliminary (general) system design, emphasizing the functional features of the system, is produced as a high-level guide. Then a final (detailed) system design is produced that expands the design by specifying all the technical detail needed to develop the system.

d. Development and Testing/Obtain: During this phase, systems are developed or acquired based on detailed design specifications. The objective is to ensure that the system functions as expected and that the Sponsor’s requirements are satisfied. All system components, communications, applications, procedures, security controls, and associated documentation are developed and/or acquired, tested, and integrated. This phase requires strong user participation in order to verify thorough testing of all requirements and to ensure all business needs are met. All C4IT systems shall be approved by the CIO before advancing to the next phase.

e. Implementation/Obtain: The new or enhanced system is installed in the production environment, users are trained, data is converted (as needed), and business processes are evaluated. This phase includes efforts required to implement/resolve system problems identified during the implementation process and to plan for sustainment.

f. Operations and Maintenance/Produce, Deploy, Support: The system becomes operational during this phase. The emphasis during this phase is to ensure that the Sponsor’s needs continue to be met and that the system continues to perform according to specifications. Routine hardware and software maintenance and upgrades are performed to ensure effective system operations. User training continues during this phase, as needed, to instruct new users or to introduce new features to current users. Additional user support is provided, as an ongoing activity, to help resolve reported problems.

g. Disposition: This phase represents the end of the system’s life cycle. It provides for the deliberate termination of a system to ensure that vital information is preserved for potential future access and/or reactivation. The system, when placed in the Disposition Phase, has been declared surplus and/or obsolete and has been scheduled for shutdown. The emphasis of this phase is to ensure that the system (e.g., equipment, parts, software, data, procedures, documentation) is properly packaged and data/records are managed per prescribed scheduled disposition.

The SDLC/SELC process provides for appropriate technical and management reviews at specified decision points in the life cycle to measure the progress of C4IT and infrastructure projects and systems towards successful capability deployment. These reviews allow for the timely identification and resolution of critical issues affecting the success of each project and system.

The engineering services provided under task orders issued under the APLES IDIQ Contract will support IT business applications executing in the SDLC Operational/Mixed Life Cycle, Operations & Maintenance/DHS SELC Produce, Deploy, Support phase of the system life cycle. Contractor deliverable requirements shall be mapped to the appropriate SDLC/SELC Artifact defined in Attachment 2. The Contractor shall provide resources to support any and all phases, stages and deliverables of the USCG SDLC and DHS SELC in accordance with USCG SDLC policy (as detailed in Commandant Instruction 5230.66), DHS SELC policy (as detailed in DHS Acquisition Directive 102-01), and all DHS, USCG and OSC policies, procedures and standards.

Development Methodology There is a strong relationship between development methodology and the SDLC process. The SDLC is an engineering review process and practice designed to ensure that key phases are transited through the life-cycle and that key deliverables and artifacts are generated, updated and maintained to support the system over its life. The development methodology is the specific means used to actually deliver the system and the artifacts and deliverables required under the SDLC. The key is to define a relationship between the SDLC process and the selected development methodology as to when specific deliverables will be required and reviews held.

OSC currently follows the Rapid Applications Development/Joint Application Development (RAD/JAD) and Agile Software Development methodologies for development of new applications and enhancement of existing IT capabilities. The Contractor shall propose their development methodology and how this methodology shall be implemented to ensure compliance with legal, regulatory and DHS and USCG Enterprise Architecture (EA) and Services Oriented Architecture (SOA) requirements.

The USCG’s rapidly-evolving technological and mission environment demands new and improved ways to:

Share critical business and mission-related information Respond to the surging and receding emergency mission needs Service volatile and rapidly changing support staffing needs Leverage existing information assets to meet emerging mission challenges Optimize the benefits of IT investments Provide seamless, reliable and trusted communication and connectivity services to support DHS and USCG missions and comply with Office of Management and Budget (OMB) and DHS directives.

Protect the integrity of USCG IT systems, data, and infrastructure.

Provide the USCG with common, enterprise-wide C4IT solutions and services through the implementation of Enterprise Architecture.

Support DHS and USCG modernization and transformation efforts through the consolidation of IT systems support at the designated USCG Centers of Excellence (COEs) and DHS data centers, and the integration of the Coast Guard Data Network Plus (CGDN+) with DHS OneNet.

Provide enhanced support for C4IT governance policies and practices.

Technical Reference Model The DHS Technical Reference Model (TRM) governs the range of compliant platforms to be utilized to support requirements for task orders issued under the APLES IDIQ Contract. Conformance to these reference models is required in the performance of work described herein. An abstract of the TRM is provided as Attachment 4 to this PWS.

Enterprise Architecture All USCG systems must align to DHS and USCG Enterprise Architecture policies, standards, and procedures, and (to the maximum extent possible) the technologies detailed in the DHS Technical Reference Manual. Specifically, all USCG systems shall comply with the following Homeland Security Enterprise Architecture (HLS EA) and USCG EA requirements:

All developed solutions and requirements shall be compliant with the HLS and USCG EA.

All IT hardware or software shall be compliant with the HLS EA Technical Reference Model (TRM) Standards and Products Profile and with the USCG IT Products and Standards Inventory.

All data assets, information exchanges and data standards, whether adopted or developed, shall be submitted to the USCG Enterprise Data Management Office (EDMO) and DHS EDMO for review and insertion into the USCG and DHS Data Reference Models.

In compliance with Office of Management and Budget (OMB) mandates, all network hardware shall be IPv6 compatible without modification, upgrade, or replacement.

DHS Geospatial Information System Compliance: All implementations shall comply with the policies and requirements set forth in the DHS Geospatial Information Infrastructure (GII), including the following:

All developed solutions and requirements shall be compliant with the HLS EA.

All IT hardware or software shall be compliant with the HLS EA Technical Reference Model (TRM) Standards and Products Profile.

The DHS geospatial data model shall be used building to the GII.

All data within the GII, whether adopted or developed, shall be submitted to the DHS Enterprise Data Management Office (EDMO) for review and insertion into the DHS Data Reference Model.

Service Oriented Architecture (SOA) Implementation of service oriented architecture (SOA) is highlighted as essential to achieving DHS and USCG C4IT strategic goals and guiding the modernization of DHS and USCG system development. Therefore, an understanding of SOA governance in the context of EA, and how SOA can be used to elaborate the various EA reference models will be required in completing the requirements of task orders issued under this Contract.

OSC, with the approval of the CG CIO, has spent the last 3+ years architecting, designing, piloting, testing and defining the Coast Guard enterprise approach to Service Oriented Architecture (SOA). The SOA framework developed for the Coast Guard is known as SPEAR – Semper Paratus: Enterprise Architecture Realization. SPEAR is the defined architecture for the USCG’s implementation of data as services.

Distilled SPEAR to a very simple description, the Coast Guard enterprise approach to SOA is a document and doctrine-driven, asynchronous message based, loosely-coupled implementation of services via XML documents. By “document and doctrine driven” we mean that SPEAR relies on the doctrine, business documents (e.g. Procurement Request, Maintenance and Procedure Card), and work flows to derive, architect and compose the “services”. While web services can be utilized at the edges of the network or public-facing touch points (e.g. the Internet in the DMZ), SPEAR is based on the use of asynchronous messages, not web services.

The Coast Guard has implemented a JMS-based Enterprise Service Bus (ESB) from Fiorano as the backbone of our SOA infrastructure. We have also implemented XML security appliances from Vordel. The security model for SPEAR is “trust at the edges”, relying on Common Access Card (CAC) authentication, as well as Kerberos tickets from Active Directory logons. Other options are being evaluated for authentication of outside (external to the CG and DoD) sources.

SPEAR uses document managed state; that is, the state of a business process is maintained in the SPEAR document as messages are passed between component systems in the process. A SPEAR document must contain certain key identifying information for purposes of routine service requests and responses, but otherwise the XML schema of any given SPEAR document is largely driven by the service provider. The SPEAR Implementation Guide provides detailed information about SPEAR documents and the routing of messages via the ESB.

All data sharing efforts, enhancements to existing systems, and all future systems to be developed for the Coast Guard should be leveraging SPEAR as their service framework for the sharing and consumption of data to and from external systems wherever feasible.

Data Exchange Model The development of a common enterprise data model is critical to an effective SOA implementation strategy. The Coast Guard has adopted the National Information Exchange Model (NIEM) as its data exchange model. In the future, this model will govern how the USCG exchanges data both internally (between USCG systems) and externally (with other DHS agencies and systems), and will therefore conform to USCG data models. The use of established data exchange models will be required in completing the requirements of task orders issued under this Contract.

Industry Best Practices It is the Government’s desire to benefit from industry best practices that will extend the architecture to make DHS and USCG IT capabilities more adaptable, agile, interoperable, and mission-responsive. The Contractor shall propose their methodology for implementing and maintaining industry best practices for IT software engineering disciplines.

Data Center Migration The USCG may migrate systems currently hosted at the OSC to a DHS Enterprise Data Center. The Contractor shall continue to meet the requirements of task orders issued under the APLES IDIQ Contract regardless of the location of the system environments. The Contractor shall provide all appropriate application support for OSC supported systems located at the DHS Enterprise Data Center. The Contractor shall adjust OSC staffing levels to reflect any change in tasking resulting from the relocation.

Software Engineering Activities For all task orders issued under the APLES IDIQ Contract, the Contractor shall provide the full range of software engineering services required to develop, operate, maintain, update and change business applications and COTS software in accordance with the DHS SELC and USCG SDLC. The Contractor shall perform engineering integration across all software components developed, hosted and/or maintained by OSC to ensure the integrity and compatibility of the applications with USCG and DHS enterprise architecture requirements. IT engineering activities include:

Development of operations concepts, system concepts, system level requirements, and designs for hardware, software, external interfaces, internal interfaces and operations.

Technical requirements development, system analysis, systems integration and planning, and sustainment engineering.

Development of system and software designs.

Design review support for all approved IT project requirements, to include upgrades to existing systems, new requirements for existing systems, missionspecific requirements and new projects/systems and development efforts.

Review and assessment of the future direction of development efforts to take advantage of technical innovations that would result in increased quality, reliability or customer satisfaction for DHS and USCG IT systems.

Development and maintenance of a set of common engineering processes, procedures, and standards to be applied to all systems developed, hosted and maintained by OSC.

Preparation of metrics data, status reports, management reports, analysis data and other reports and data to demonstrate progress & status of these engineering efforts..

Adherence to the performance availability requirements specified in Attachment 3 for each individual application supported under APLES.

Reporting the status of activities performed under each engineering category in the MPR.

Project Management For all task orders issued under the APLES IDIQ Contract, the Contractor shall provide project management that meets Coast Guard requirements and supports the Contractor’s business model. The Contractor’s project management model shall address overall tasking and SDLC compliance for both development/enhancement and sustainment support activities within specific Product Lines. Managers shall be technically qualified to manage, supervise and coordinate all engineering projects, sustainment support activities, and day-to-day operations of their respective Product Line business area and staffs. Managers shall track the resolution of problems, project schedule, cost, task performance, and otherwise report status of business application activities and initiatives. Managers shall be physically present on-site at the OSC while Contract staffs are performing their duties.

The Government is currently evaluating tools for implementation of Government Portfolio Management at a future date which will define additional standards for cost, schedule, and resource reporting. The Contractor shall support additional reporting based on future Government requirements, which will be based on OMB A-11.

Engineering Tasking All engineering tasking associated with the first five phases within the SDLC and specific designated tasking within the other SDLC phases will be associated with a Project or Release to indicate specific criteria for project management of the tasking. Specifically, the Project or Release will be associated with a specific scope, have a Project or Release Plan and WBS generated, and will comply with the required documentation and review processes for the accomplishment of the tasking. Engineering tasking will be required to hold the appropriate reviews as specified within the SDLC for the various phases. In the planning of the Project or Release, the level of who will conduct the review and give approval to continue the assigned tasking will be designated. At a minimum, all project initiation or kickoffs and all final product deliver to be implemented in Production will require a government review and approval. Further, the Project or Release deliverables to Production are required to follow the rigor of Configuration Management and must receive government approval before the engineering change will be introduced to the Production environment in a planned and supervised manner.

Sustainment Support Tasking All routine, periodic and/or event driven support tasking, normally associated with phase 6 Operations & Maintenance of the SDLC, will be associated with a system support plan or annual maintenance activity plan. This plan will specify the specific system support activities to be accomplished by the team with an indication of the timing or event that would trigger the accomplishment of the tasking. Examples are routine system backup, system log monitoring, system metrics capture and reporting. These type activities would normally be associated with a Standard Operating Procedure to ensure the proper accomplishment of the specified activity. Additional activities may require some level of planning and testing before accomplishments such as the IAVA patching for the system OS to meet security requirements. While this is a specific change to the system configuration, it does not necessarily require an engineering rigor but does require planning and a quality rigor to ensure it is successfully accomplished. Again these type activities should be associated with a Standard Operation Procedure but would also be supplemented with WBS to show the expected to do tasking associated with a timeline to ensure proper communication and coordination with staff both within and external to the system team. Activities that upon initial evaluation are deemed to require an actual engineering rigor due to code or architectural changes will then be converted into a Project or Release and added to the Engineering tasking process.

Integrated Schedules The Contractor shall ensure that all parties involved in any engineering or sustainment support tasks are engaged via coordinated communication using an integrated schedule to accomplish the tasking.