Section_J.doc

Solicitation No. HSCGG3-10-R-PWV500

USCG-Operations Systems Center (OSC), APLES

Amendment #1, 1 March 2010

SECTION J - LIST OF DOCUMENTS, EXHIBITS AND OTHER ATTACHMENTS

J.1

LIST OF ATTACHMENTS

J.1.1 Sample Task Order PWS

J.1.2 Vendor Enrollment Payment Form

J.1.3 Automated Information Systems (AIS) User Acknowledgement Form (CG-5500A)

J.1.4 Contract Security Classification Specifications (DD 254)

J.1.5 Department of Homeland Security MD 11042.1 Safeguarding Sensitive But Unclassified Information

J.1.6 Classified Information Non-Disclosure Agreement (SF 312)

J.1.7 DHS Non-Disclosure Agreement (DHS 11000-6) iii 1 March, 2010

_1326700482.pdf

_1328618621.doc

United States Coast Guard

Operations System Center

United States Coast Guard Operations Systems Center

Application Product Lines Enterprise Services (APLES)

Sample Task Order

Performance Work Statement

Operations Systems Center

FEBRUARY 2010

TABLE OF CONTENTS

Introduction

71.1 Integrated Contract Support Services

71.1.1 Facilities & Data Floor Management

71.1.2 Information Assurance, Configuration Management, and Configuration Management (IACMQA)

81.1.3 Help Desk Services

81.1.4 Hardware, Infrastructure and Network Services

81.2 Applicable Documents, Definitions, and Federal Regulations

81.3 Task Order Deliverables

Scope and OSC Organization

92.1 Scope

102.2 OSC Organization

Contract Performance

113.1 Period of Performance

123.2 Government Furnished Property & Equipment

123.3 Place of Performance

123.3.1 Hours of Operation

123.3.2 After Hours Annex Access

133.4 Task Order Kick-Off Meeting

133.5 Task Order Program Management Meeting

133.6 Travel and Related Expenses

133.6.1 Travel Reports

133.7 Security

Program Management

144.1.1 APLES Program Management Plan

144.2 Transition/Integration Management

154.2.1 Task Order Phase-In Objectives

154.2.2 Task Order Phase-In Requirements

164.2.3 APLES Transition Program Management Plan

174.3 Project (Schedule and Scope) Management

174.3.1 Engineering Tasking

184.3.2 Integrated Schedules

184.4 Quality Management

184.4.1 Quality Control Plan

194.5 Human Resources Management

194.5.1 Human Resources Management Plan

194.5.2 Staffing Matrix and Labor Category Descriptions

204.5.3 Key Personnel Organizational Chart

204.5.4 Contractor Training

204.5.5 Insurance

204.6 Communications Management

214.6.1 Performance Reports Requirements

214.6.2 Monthly Progress Reports

214.7 Risk Management

214.7.1 Risk Management Plan

224.8 Cost and Procurement Management

224.8.1 Procurement Management Plan

224.8.2 Licensing and Maintenance Agreements

234.8.3 Cost Reports & Invoices

244.8.4 Green Purchasing Program

USCG System Development Life Cycle/DHS System Engineering Life Cycle Activities

245.1 System Development Life Cycle (SDLC)/System Engineering Life Cycle (SELC)

265.2 Development Methodology

265.3 Technical Reference Model

275.4 Enterprise Architecture

275.5 Service Oriented Architecture (SOA)

285.6 Data Exchange Model

285.7 Industry Best Practices

285.8 Data Center Migration

IT Engineering Activities

296.1 Project Management

306.2 Systems Engineering

306.2.1 Technology Exploration

306.2.2 System Design, Development & Deployment

306.2.3 System Operations & Maintenance

306.2.4 System Documentation

306.2.5 System Performance Metrics

306.2.6 System Configuration Management

316.2.7 System Analysis

316.2.8 System Testing

326.2.9 Technology Integration

326.2.10 System Fielding/Deployment

326.2.11 System Training

326.2.12 Technical Field Support

326.2.13 Information Assurance

336.2.14 Disaster Recovery and Business Continuity (DRBC)

336.2.15 System Recovery Support Services

346.2.16 System Downtime

356.2.17 System Transition

366.3 Software Engineering

366.3.1 Software Design & Development

366.3.2 Software Maintenance & Upgrades

376.3.3 Software Testing

376.3.4 Software Documentation

386.3.5 System Administration

406.3.6 Database Management and Administration

416.3.7 Data Management

416.3.8 System Integration

Contractor Performance Objectives and Metrics

427.1 Process Improvement Plan

Contract Phase-Out

Applicable Documents

Task Order Deliverables

43APPENDIX 1: SAMPLE TASK ORDER Deliverables

1 Introduction

This performance work statement incorporates the software engineering tasking required to support of Department of Homeland Security (DHS) and United States Coast Guard (USCG) enterprise applications and information developed and/or maintained by the USCG Operations Systems Center (OSC) located in Kearneysville, West Virginia. The OSC is the USCG’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 Task Order 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.

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 February 9, 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 the OSC Divisions, Branches under each Division, and the specific business applications and support areas under each Branch is provided as Figure 1 to follow.

Figure 1: OSC Organizational Chart

Historically, OSC IT support services have been acquired under a single contract vehicle. There have been 4 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, HSCGG3-05-F-TWV436.

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. Services to be provided under this Task Order 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 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-J-TWV066. This Task Order also includes property and inventory management for all OSC property.

Information Assurance, Configuration Management, and Configuration Management (IACMQA)

Information Assurance (IA) includes computer security and certification and accreditation (C&A) processes and procedures. The OSC Information Assurance (IA) program and associated consultation services are managed under OSC’s DHS EAGLE Task Order # HSCGG3-09-J-TWV076. 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 conducted under this Task Order are compliant with DHS Information 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, Appendix 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 for Information Assurance.

This 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 # HSCGG3-07-J-TWV342. Help desk 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.

There will be a division of systems administration and hardware administration duties between the Task Orders issued under the APLES and CTS IDIQ Contracts. This APLES Task Order includes systems administration support for the business application itself, to include maintenance and enhancement of the operating system (OS) and database management system (DBMS) supporting the application. Future 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 APLES IDIQ PWS. Attachment 1 also provides information on Federal Regulations and IT engineering definitions that are applicable to this acquisition.

Sample Task Order Deliverables

Information on required task order deliverables (including meetings, briefings, and contract and task order documentation) is provided in Appendix 1. A summary of the major deliverables required under this task order is provided in the table to follow:

Document Name

Document Delivery Requirements

Sample Task Order PWS Section Reference(s)

Phase-In Project Plan

Draft at Post Award Conference

Final 3 business days following receipt of Government comments

3.4 Task Order Kick-Off Meeting

4.2.2 Task Order Phase-In Requirements

Listing of Phase-In Personnel

Deliver three (3) working days prior to commencement of Phase-In.

4.2.2 Task Order Phase-In Requirements

Transition Project Management Plan

Deliver at Kick-Off Meeting for each Task Order

3.4 Task Order Kick-Off Meeting

4.2.3 APLES Transition Program Management Plan

Quality Control Plan

Deliver at Kick-Off Meeting for each Task Order

3.4 Task Order Kick-Off Meeting

4.4.1 Quality Control Plan

Human Resources Management Plan

Deliver at Kick-Off Meeting for each Task Order

3.4 Task Order Kick-Off Meeting

4.5.1 Human Resources Management Plan

Staffing Matrix

Deliver at Kick-Off Meeting for each Task Order

3.4 Task Order Kick-Off Meetings

4.5.2 Staffing Matrix and Labor Category Descriptions

Key Personnel Organizational Chart

Deliver at Kick-Off Meeting for each Task Order

3.4 Task Order Kick-Off Meeting

4.5.3 Key Personnel Organizational Chart

List of personnel requiring access to the OSC

Deliver NLT five (5) working days following the commencement of the Phase-In Period.

4.2.2 Task Order Phase-In Requirements

Property Inventory

Deliver at Kick-Off Meeting as part of Transition Project Management Plan

4.2.3 APLES Transition Program Management Plan

SF-85P (Questionnaire for Public Trust Positions) and FD-258 (Fingerprint Cards)

Deliver within seven (7) calendar days of task order award for all Contractor personnel employed at task order start.

Deliver for new Contractor personnel as hired to support Contract.

4.2.2 Task Order Phase-In Requirements

APLES Program Management Plan

Deliver within ten (10) working days of commencement of the task order transition period.

4.1.1 APLES Program Management Plan

Training Report

Monthly

4.5.6 Contractor Training

Monthly Progress Reports

Monthly

4.6.2 Monthly Progress Reports

Risk Management Plan

Monthly

4.7.1 Risk Management Plan

Procurement Management Plan

Deliver within 30 calendar days of task order issuance

4.8.1 Procurement Management Plan

Cost Reports & Invoices

Monthly

4.8.3 Cost Reports & Invoices

Process Improvement Plan

Delivery within 30 calendar days of task order issuance with annual updates

7.1 Process Improvement Plan

Contract Phase-Out Plan

90 days prior to commencement of the Phase-Out period

8 Contract Phase-Out

2 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 6 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 33 IT systems within the 6 product line areas. As Modernization continues, additional systems within the 6 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 6 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 this APLES Task Order 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. Software engineering services required under this Task Order will support current business applications as well as the development of new IT applications, and the transition of existing IT applications to the OSC for support.

Software development and operations and maintenance activities conducted under this Task Order 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 IT business applications that support the management and administration of all USCG fiscal resources and ensure interoperability with other appropriate USCG and DHS IT systems. Services include development of new or transition of existing financial applications, functionality, capabilities and requirements based on changing technologies and mission needs of DHS and the USCG. 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 IT business applications that support the management of USCG human resources data, to include data related to both USCG (Active Duty military and Federal Civilian personnel) and non-USCG (merchant mariners, auxiliary) personnel and ensure interoperability with other appropriate USCG and DHS IT systems. Services include development of new or transition of existing Human Resources applications, functionality, capabilities and requirements based on changing technologies and mission needs of DHS and the USCG. 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 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 or transition of existing intelligence applications, functionality, capabilities and requirements based on changing technologies and mission needs of DHS and the USCG.

· Logistics Systems: Direct system life cycle management of DHS and USCG IT logistics applications that support tracking and centralized management of all USCG logistical/asset information with a focus on information related to USCG assets (vessels, aircraft, and shore facilities and equipment). Services include development of new or transition of existing logistics applications, functionality, capabilities and requirements based on changing technologies and mission needs of DHS and the USCG. 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 IT and USCG systems that support traditional USCG missions and operations, including search and rescue (SAR), law enforcement (LE), Marine Environmental Protection (MEP), Pollution Response, Migrant Interdiction, and Legal Adjudication. Services include development of new or transition of existing operations applications, functionality, capabilities and requirements based on changing technologies and mission needs of DHS and the USCG.

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

3 Contract Performance

Period of Performance

The period of performance for this APLES Task Order encompasses a Phase-In/Base Period of 8 months (from 01 May 2010 to 31 December 2010), and two annual 12-month Option Periods, for a total of 32 months of performance.

APLES Task Order #1

Phase-In/ Base Period

Option Period 1

Option Period 2

01 May – 31 Dec 2010

01 Jan - 31 Dec 2011

01 Jan 31 – 31 Dec 2012

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 this APLES task order. GFP as defined by FAR part 45 is not applicable to this task order.

No Government Furnished Property will be transitioned to the Contractor in the performance of this APLES task order. 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 these OSC facilities. The locations and duties of off-site Contractor personnel are identified in Attachment 3 to the APLES IDIQ PWS.

Hours of Operation

OSC’s core working hours are: 0900 – 1100 and 1300 – 1500. During these hours, all Contractor personnel are required to be at work. The lunch period occurs between the hours of 1100-1300, and shall be for a maximum of 30 minutes. 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.

Task Order Kick-Off Meeting

A Kick-Off Meeting will be held between the Government and Contractor upon task order issuance. This meeting should be held to discuss the Phase-In project plan and goals for any transition work. The Contractor shall provide the following deliverables at the Task Order Kick-Off Meeting:

· Phase-In Project Plan

· Transition Project Management Plan

· Quality Control Plan

· Human Resources Management Plan

· Staffing Matrix

· Key Personnel Organizational Chart Contract Program Management Meeting

The Contractor’s Key Personnel shall meet on a weekly basis to discuss Task Order progress, exchange information and resolve emergent technical problems and issues. This meeting shall take place at the Government's facility. Attendees shall include the KO, COTR, Contractor Key Personnel, Division Chiefs, and other Contractor and Government staff as appropriate or requested by the KO. The Contractor will provide the Government with the meeting minutes subject to COTR approval within 1 business day of the meeting.

Task Order Program Management Meeting

The Contractor’s Key Personnel shall meet on a weekly basis to discuss the Task Order progress, exchange information and resolve emergent technical problems and issues. This meeting shall take place at the Government's facility. Attendees shall include the KO, COTR, Contractor Key Personnel, Division Chiefs, and other Contractor and Government staff as appropriate or requested by the KO. The Contractor will provide the Government with the meeting minutes subject to COTR approval within 1 business day of the meeting.

Travel and Related Expenses

Travel and all related expenses shall be in accordance with the APLES IDIQ PWS.

Travel Reports

The Contractor shall deliver a travel report to the KO and COTR within three business days of travel which details, at a minimum: traveler name, purpose of travel, destination, length of travel, summary of activities accomplished, and a detailed breakdown of the travel costs.

Security

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

4 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

· Project (Scope and Schedule) Management

· Quality Management

· Human Resources Management

· Communications Management

· Risk Management

· Cost Management

· 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 this Task Order. 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.

APLES Program Management Plan

The Contractor shall develop a Program Management Plan (PMP) for the APLES IDIQ Contract which addresses each of the Program Management knowledge areas listed previously. The PMP shall be delivered to the Government KO for approval within ten (10) business days of the commencement of the IDIQ Contract transition period. Following Government approval, the PMP shall be applied by the Contractor to manage, track, coordinate, and evaluate the Contractor’s performance for all task orders issued. The plan shall consist of control policies and procedures in accordance with standard industry practices for project administration, execution and tracking, and shall include the following:

· Identification and explanation of the basis for Contractor IT processes and procedures (e.g, Lean Six Sigma, PMI, ITIL, CMMI, etc.)

· An Integrated Master Management Plan (IMMP) describing the Contractor’s overall management approaches, policies and procedures, including suggested project metrics; and,

· A detailed staffing plan with key personnel for each task order approved by the Government.

The PMP shall be updated annually for the IDIQ Contract and for each task order issued.

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 during the Phase-In Period and beyond. 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.

Task Order Phase-In Objectives

The Contractor shall:

· Assure that the incoming Contractor Key Personnel are knowledgeable about the OSC in terms of tasking, systems documentation, systems environment, existing Standard Operating Procedures (SOPs), and hands-on operations.

· Integrate operations with other Contractors supporting acquisition vehicles at the OSC.

· Formally execute and successfully complete Operational Functional Demonstrations (OFDs) witnessed by the Government for all APLES IT requirements, to demonstrate knowledge and capability required in performing the services specified in the Contract.

· Complete a full and thorough knowledge transfer from the incumbent Contractor in order to assume full responsibility for all IT services and support required under this IDIQ Contract.

· Determine which incumbent personnel, if any, will be transitioned to the Contractor’s pay and benefits program.

Task Order Phase-In Requirements

The Contractor shall:

· Three working days priors to the commencement of the Phase-In Period, identify all personnel who shall participate in the phase-in period and provide sufficient staff on-site at OSC to kick-off the phase-in period.

· Establish working relationships with the KO, COTR, and other Government and Contractor personnel.

· Develop a Human Resources Management Plan that supports this Contract and all task orders issued, and the Human Resources Management Plan shall be submitted to the Government for approval at the Kick-Off Meeting for each Task Order

· Communicate to the KO and COTR high visibility issues, critical schedules, intentions for incumbent personnel resources, as well as requirements for any USCG resources.

· Indicate a preferred schedule, within the phase-in period, for the Government to provide an OSC familiarization session for Contractor personnel under this Contract.

· Provide a final Phase-In Project Plan no later than three business days after Post Award Conference. Upon approval of the plan by the KO and COTR, execute the proposed Phase-In Plan to successful completion to align with the incumbent Contractor’s phase-out requirement of 30 days.

· Provide a plan to transition from the incumbent Contractor, procure/transition and inventory all hardware and software licenses and maintenance agreements that are required to support this Contract at the Kick-Off Meeting for each Task Order.

· Provide a list of Contractor personnel that require access to the OSC NLT five working days following the commencement of the Phase-In Period.

· Provide SF-85P (Questionnaire for Public Trust Positions) and FD-258 (Fingerprint Cards) for all new employees within seven calendar days of task order award.

APLES Transition Program Management Plan

For all Task Orders issued, the Contractor shall provide an APLES Transition Program Management Plan at the Kick-Off Meeting. The Government has established a 30-day transition period for the incoming Contractor to coordinate and work with the incumbent Contractor. The Transition Program Management Plan shall include both a written document and Work Breakdown Structure (WBS)-based Phase-In project plan with milestones which addresses, at a minimum, the following transition items:

· Coordination with Government representatives

· Strategy to conduct phase-in activities with minimal disruption to existing computer systems and software development efforts

· Orientation phase and program to introduce Government personnel, programs, and users to the Contractor's team, tools, methodologies, and business processes

· Resources to be used during the transition period

· A chart illustrating the structure of the phase-in organization

· Number of personnel, the associated skill levels, and the related labor categories of those who shall perform phase-in activities described by position, title, and function

· For each position, title and function, the minimum qualifications required and indication as to whether the position or labor category is critical to performing the phase-in activities

· Transfer and inventory of hardware warranties and software licenses and maintenance agreements

· Transfer of all necessary business and/or technical documentation

· Transfer of compiled and un-compiled source code, to include all versions, maintenance updates and patches

· Integration of established OSC business processes and transition to Contractor’s proposed business model and processes

· Distribution of Contractor purchased Government owned assets, including equipment, computer equipment, etc.

· Issue and account for government keys, ID/access cards, and security codes

· Methodology for reporting phase-in schedule discrepancies and conflicts

· Following determination of incumbent personnel, if any, to be transitioned to the APLES Contract, provide strategy for transitioning personnel from the incumbent Contractor to APLES, with accompanying staff statistical report detailing personnel retention during the SETS II to APLES transition

· Applicable briefing and personnel in-processing procedures

· Working with incumbent staff, create OFD scripts, for all Contract activities for which no OFD script have been previously generated, or update OFD scripts that are not current

· Successfully demonstrate, through the execution of OFD scripts approved by the Government, the ability to provide the required systems engineering and technical services specified in this Contract. The Government will evaluate the completion of the OFDs on a pass or fail basis. At the completion of the required OFDs, the Government will either:

· Designate the Contractor's readiness to assume full responsibility for the Contract services, or

· Identify specific deficiencies and certify limited authority to conduct the Contract services. In the event of a limited authority determination by the Government, the Contractor shall take necessary steps to improve upon the deficient OFD assessment area and again demonstrate the failed OFD until successfully completed.

· Complete the OFDs prior to the conclusion of the Contract phase-in period. In the event of an error or conflict in the OFD scripts, the COTR, or his or her designate, will determine the validity of the error, and if deemed necessary and appropriate, waive or modify the specific OFD performance requirement in question.

· Upon successful completion of OFDs and written approval by the KO, the Contractor shall assume full responsibility for the Contract services specified in this Contract.

· Working with the KO and COTR, the Contractor shall review current SETS II Sub-CLIN Project Cost Codes and convert them to the Contractor’s accounting system. The Project Cost Codes shall be aligned with the associated Branch Sub-CLIN. The Contractor shall provide a matrix which lays out each Sub-CLIN as well as the Project Cost Codes associated with each Sub-CLIN.

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.

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.

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. This includes parties not only working directly for the Contractor but also the other Contractors and their staffs that may be supporting other aspects of the OSC’s mission and IT capabilities. The Contractor shall ensure that appropriate integrated schedules are used to ensure that communication and coordination is accomplished within the Contractor’s assignment of tasking. The Contractor shall further ensure that the appropriate integrated schedule is used to ensure communication and coordination for dependent work they may be producing that affects other OSC Contractors or for other dependent work the Contractor is expecting from the other OSC Contractors to ensure successful accomplishment of assigned tasking. These cross Contractor integrated schedules will required that one party be designated the primary for collecting, merging, publishing and communicating an integrated master schedule showing any and all tasks to be accomplished for the assigned tasking. The designation as primary does not confer the overall ownership and responsibility for tasking that maybe tasked by the government to other Contractors assigned and working at OSC; it only confers the responsibility for maintaining the schedule on behalf of all involved so the government and the associated Contractors have a single picture and WBS to work from in making decisions on behalf of the assigned tasking.

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.

Quality Control Plan

The Contractor shall develop and maintain a Quality Control Plan (QCP) describing the set of procedures used to ensure that services provided will meet the quality goals at the best value to the Government. The Contractor shall strive to continually improve the OSC’s ability to support DHS and USCG mission and goals.

The QCP shall describe how the Contractor will meet and comply with the quality standards established in the Contractor’s QCMP. At a minimum, the QCP must include a self-inspection plan, proposed performance metrics, staffing plan, and an outline of the procedures that the Contractor will use to maintain quality, timeliness, responsiveness, customer satisfaction, and any other requirements set forth in this Task Order. The Contractor shall submit a draft QCP to the KO for evaluation purposes at the Contract Kick-Off Meeting. The Government shall review the QCP and provide comments within five (5) business days of the Contract Kick-Off Meeting. The Contractor shall submit the final QCP to the KO for approval within three (3) business days following receipt of Government comments. The Contractor shall submit any changes to the QCP to the KO for approval within ten (10) business days prior to implementation of any changes.

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.

Human Resources Management Plan

The Contractor shall provide a Human Resources (HR) Management Plan that describes their strategy for recruiting, hiring, and retaining personnel with the appropriate skills, qualifications and experience to perform all tasking detailed under all task orders issued. The HR Management Plan should also describe the strategy for retaining incumbent personnel who meet the qualifications of the Contractor’s proposed labor categories.

The Human Resources Management Plan shall include a roster of all personnel available to support the initial tasking. The Plan shall include the following information: labor category title, labor category specialization (ex., Oracle DBA), and the number of Full Time Equivalent (FTE) dedicated for each labor category. The Plan shall also address the Contractor’s strategy for maintaining proficiency of all Contractor personnel. The Human Resources Management Plan shall be delivered at the Kick-Off Meeting for each Task Order and shall be updated annually.

A monthly Training Report will be delivered to the KO and COTR detailing all training completed and degrees or certifications earned during the reporting period.

Staffing Matrix and Labor Category Descriptions

The Contractor shall provide a Staffing Matrix for all resources that will support this Task Order. The Staffing Matrix should define proposed labor categories that are commensurate with the recommended labor categories provided by the Government. Any and all variations from the labor category titles provided must be addressed in the Staffing Matrix. The Staffing Matrix shall clearly indicate a mapping of Contractor proposed labor categories to the labor categories provided in Attachment 6 to the APLES IDIQ PWS, and shall provide details of the qualifications associated with each labor category.

Key Personnel Organizational Chart

The Contractor shall provide an organizational chart as a graphical means of displaying the reporting relationships of the key personnel in relation to primary Government management and administrative personnel. The Contractor shall detail lines of communication to on-site Contractor key personnel as well as corporate senior management and administration. The Key Personnel Organization Chart shall be delivered at the Kick-Off Meeting for each task order issued.

Contract Management and Administration

OSC’s primary management and administrative organization for the Contract includes: the KO, COTR, Command Management Staff, Branch Chiefs, Financial Officer, and Project Officers. These Government personnel are responsible for Contract oversight, budget planning and execution, project management, financial management, acquisition support, security, and quality assurance. To enable proper interfacing and reporting between the OSC Government organization and the Contractor management staff, the Contractor shall establish an effective management, performance, and reporting structure. The Contractor shall provide a Contractor management staffing matrix that aligns with the OSC Government organization for each individual task order issued.

Point of Contact

The Contractor shall designate a senior person from designated key personnel as the point of contact during normal business hours. This person shall be located on-site during normal business hours. Should the person be unavailable when scheduled to be on-site, the Contractor shall notify the COTR of the name of the designated replacement. The designated person shall have the authority of the Program Manager to direct personnel and shall be accountable to the directions of the COTR. The Contractor shall provide to the COTR a contact and backup contact who shall be on-call to make decisions as required during non-business hours.

The Contractor shall notify the KO not less than 30 business days in advance of replacing any individual designated as key personnel under the individual task orders. The Contractor shall submit written justification for replacement and provide the name and qualifications of any proposed substitute(s). All proposed substitutes shall possess qualifications equal to or superior to those of the key person being replaced and must be approved in writing by the KO. The OSC reserves the right to designate additional Contractor personnel as key personnel for any task order issued.

Contractor key personnel shall work on-site at OSC and manage the day-to-day performance of the requirements of each task order issued. The Contractor shall ensure that at least one member of their key personnel cadre is on site at all times during core business hours.

Contractor Training

The Contractor shall provide appropriately trained personnel and shall be responsible to ensure that necessary certifications are kept up-to-date in relevant areas. The Contractor shall be responsible to provide training in order to keep Contractor personnel up-to-date and proficient in their areas of work within six months following release of new versions of operating systems, database management systems, COTS products,…