Attachment_J.5_-_Task_Order_02.pdf

Task Order 02: Program Management Services Statement of Work

Table of Contents

1.0 BACKGROUND

2.0 SCOPE

3.0 GENERAL REQUIREMENTS

4.0 PROGRAM MANAGEMENT

4.1 Schedule Management

4.2 Human Resource Management

4.3 Communication Management

4.4 Risk Management

4.5 Procurement and Subcontractor Management

4.6 Quality Management

4.7 Change Control

4.8 Knowledge Management

4.8.1 Lessons Learned

4.9 Configuration and Data Management

4.9.1 Program Document Library

5.0 REPORTING REQUIREMENTS

5.1 Weekly Status Report

5.2 Periodic Reporting

6.0 MEETINGS, CONFERENCES, AND REVIEWS

6.1 Post-Award Conference

6.2 Contract Management Reviews (CMRs)

7.0 SECURITY POLICY

8.0 ORGANIZATIONAL CONFLICTS OF INTEREST AND PROPRIETARY INFORMATION

RFP HSTS04-14-R-CT4049

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9.0 TRAVEL

The Government expects the Contractor’s Program Management staff to be located within a reasonable commuting distance from TSA Headquarters (Defined as inside the “Washington Capital Beltway” and/or adjacent to the District of Columbia – Montgomery and Prince George’s Counties in Maryland;

Arlington and Fairfax Counties; and the independent cities of Alexandria, Fairfax, and Falls Church in Virginia). The Government will not pay travel costs for Contractor staff to commute to TSA HQ.

Contractor personnel shall travel as needed to accomplish work directed by this SOW. Travel costs are included in the fixed monthly price for Program Management Services

10.0 DELIVERABLES

11.0 GOVERNMENT FURNISHED PROPERTY

12.0 PUBLIC AND MEDIA RELATIONS

13.0 PERIOD OF PERFORMANCE:

14.0 APPENDIX A: Contract Data Requirements List (CDRL)

1.0 BACKGROUND

The Transportation Security Administration (TSA) is charged with the mission of protecting the Nation's transportation systems to ensure freedom of movement for people and commerce. The mission of TSA’s Office of Security Capabilities (OSC) is to implement the most advanced security technology solutions to protect the nation’s transportation systems ensuring freedom of movement for people and commerce.

As a part of these solutions, TSA counters threats to security with technologies and procedures that will prevent, deter, or render ineffective any attempt to sabotage transportation. Key to the success of this program is the ability to rapidly integrate new technologies in operational environments in a variety of locations; as well as redesign, modify, and update security screening areas to accommodate the new technologies.

2.0 SCOPE

The scope of this contract encompasses the Program Management Services (PMS) requirement for the TSA Transportation Security Equipment Deployment Services (TEDS), Indefinite Delivery/Indefinite Quantity (IDIQ) contract. This Task Order’s (TOs) Period of Performance (PoP) is twelve (12) months from date of award with four option years of 12 months each.

3.0 GENERAL REQUIREMENTS

To meet the requirements of the TSA, the Contractor shall provide PMS for the requirements as outlined in this Statement of Work (SOW) to include overarching IDIQ level PMS for each individual follow on TO awarded to the Contractor within the IDIQ as outlined in this document.

Additional PMS for individual TOs will be addressed as the requirements are developed and the SOWs are provided. In the case that IDIQ contracts are awarded to multiple Contractors, it is the

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TSA’s expectation that each Contractor will work together as necessary in a collaborative effort (i.e. collaborative conference calls, new scope development, scheduling, etc…).

4.0 PROGRAM MANAGEMENT

The Contractor shall establish and maintain a formal organization to manage this IDIQ and associated TOs. A clear line of project authority shall exist among all organizational elements.

The Contractor shall develop and implement a Management Program to efficiently and effectively execute the requirements of this contract, and to successfully perform all of the activities directed by this SOW. The Contractor’s management program shall be fully documented in a Program Management Plan (PMP). The Program Management Plan shall be submitted to the TSA within 30 Calendar days of contract award. The TSA acknowledges that this will be a living document. At a minimum, the PMP is to be updated annually and as required when new TOs are awarded. The Program Management Plan shall include, but not be limited to, the following components:

Program Management Components:

o Schedule Management o Cost Management o Human Resource Management o Communication Management o Risk Management o Procurement and Subcontractor Management o Quality Management o Change Control o Knowledge Management o Configuration and Data Management

Deliverables:

CDRL 01: Program Management Plan (PMP)

4.1 Schedule Management

The Contractor shall develop and maintain an Integrated Master Schedule (IMS) as part of the PMP. This IMS shall incorporate all work scheduled on any active TOs within their region. The IMS shall have the ability to be filtered by Airport, Airport CAT, State, TSA Region, Technology, TO and Date. The Contractor shall provide sufficient detail to demonstrate that the tasked efforts are appropriately resourced, thoroughly planned, and proceeding according to contract requirements. The IMS shall be consistent with the Contractor’s PMP and the associated Contract Work Breakdown Schedule (CWBS), and shall be developed using Microsoft Project software. The schedule(s) shall conform to the TSA methodology for deployment and identify subordinate-tier activities, dependencies between task activities, and milestones required to demonstrate successful completion of the task. The schedule(s) shall identify the exit criteria required to satisfy milestone requirements that enable the Contractor to

Attachment J.5 Page 3 proceed with follow-on activities. The individual TO schedules shall be base lined and updated bi-weekly and more often as required. Only the Contracting Officers Representative (COR) can approve re-base lining of schedules. The Contractor shall provide a compelling need to re-baseline and not merely the fact that a change has occurred. The key schedule milestones will be detailed in individual TOs.

A first draft baseline IMS is due for review 15 days from TO award date (baseline cannot be changed without TSA approval). A final IMS is due within 30 days of TO award unless otherwise stipulated by the COR. The schedule should be detailed in a manner that all key milestones are identified. The key milestones will be detailed in individual TOs

The Contractor is required to report on variances to the base-lined IMS on a bi-weekly basis, and will be evaluated on the base-lined vs. actual timelines. The Contractor is responsible for all aspects of the IMS and adherence to the schedule. Should outside factors threaten to affect schedule adherence the Contractor should bring that to the COR’s attention as soon as the threat is identified. Should a particular project location fall behind schedule it is the Contractor’s responsibility to proactively explore opportunities to make up the lost time or to minimize the delays. It is critical that the Contractor (Site Lead) communicate all scheduled milestones to the local stakeholders at the airport level. This should be done at the kick- off meeting and any schedule variations must be communicated immediately to avoid confusion.

At this time the TSA is not able to provide guidance on scheduling priorities by airport due to the fact that many of the TSE purchases have not yet been finalized. Upon individual TO awards an initial priority listing of airports will be provided.

CDRL Component: Schedule Management Plan (a component of CDRL 01 – PMP) CDRL 02: Integrated Master Schedule CDRL 03: Schedule Variance Report

4.2 Human Resource Management

The Human Resource Planning process identifies what Human Resource standards are required for the project and how to apply them. The Contractor shall provide a Staffing Management Plan that describes the Contractor’s management approach to meet project human resource requirements, including staff acquisition and training plans. A clear plan needs to be identified regarding how many staff members will be required and how quickly they can be added to the project. A discussion of how appropriate personnel with the appropriate experience will be assigned as Site Leads should be included in the plan. Construction management experience as well as the ability to communicate effectively with stakeholders is critical. A clear plan needs to be discussed as to how the appropriate level of staffing is determined and how the contractor plans to hire those personnel in a timely manner to meet all contractual requirements. Details regarding training, both classroom as well as on-the-job training should be discussed.

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The Contractor shall identify the Program Manager who is responsible for accomplishment of all tasks required by this SOW, and who is authorized to commit the Contractor’s resources to perform the work. The Program Manager shall organize, plan, schedule, implement, control, analyze, and report on all elements of the contract. The Program Manager shall have resources and authority to ensure efficient and timely program execution, and shall be the Contractor's focal point for all required program tasks. The Contractor's Program Manager shall be prepared at all times to present and discuss the status of contract activities, requirements, and issues. The Program Manager is considered key personnel under this contract.

The contractor shall have a point of contract available 24 hours per day 7 days per week. These points of contact should have the capability of determining who to contact to resolved critical issues.

Key Personnel under this task order are identified as follows: (these are the minimum Key Personnel required. The contractor can provide for additional Key Personnel at their discretion.)

Program Manager

CDRL Component: Staffing Management Plan (a component of CDRL 01 – PMP)

4.3 Communication Management

Functioning with multiple stakeholders and a distributed network of airports across the nation is challenging. It is difficult to coordinate several stakeholders and ensure timely execution of deployments. It is imperative that the Contractor and Integrated Project Team (IPT) stakeholders effectively communicate with each other in order for deployment to smoothly complete their objectives. There are a myriad of deliverables and actions that are critical to the completion of a deployment. In order to ensure that deliverables and actions are completed, the Contractor shall establish a communications plan that will allow tailored and precise communication with each stakeholder. A communications management plan must be submitted as a section of the Program Management Plan. The plan should define the roles and responsibilities of the Contractor in communicating with the COR, Technical Monitors (TMs), local TSA staffs, airport authorities, sub-contractors, OEMs and any other stakeholders. Previous experience has shown that poor communication by a Contractor can lead to significant misunderstandings. The Site Lead at each deployment location is responsible for communicating all deployment planning and activities with the local stakeholders and TMs.

CDRL Component: Communication Management Plan (a component of CDRL 01 - PMP)

4.4 Risk Management

The Contractor shall develop and maintain as part of the PMP deliverable a Program Risk Register. This document should be included in the Weekly Status Report. The Risk Register

Attachment J.5 Page 5 shall identify cost, schedule and technical risks and describe how it will effectively manage these risks throughout the performance of the Task Order. Risks will be defined for the program and also for individual airports/TO. The Risk Register shall be discussed in the Quarterly Contract Management Reviews (CMRs).

The Contractor shall quantify risks with respect to their likelihood of occurrence and their impact on integration, installation, performance, technical parameters, schedule, and cost. The Contractor shall identify risks and assign a priority for developing a recommended course of action. The Contractor shall develop and maintain a risk register identifying, analyzing, and classifying program risks. Program risks shall be classified as low, medium, or high. The Contractor shall conduct risk mitigation planning for risks considered medium or high. The Contractor shall provide the status of and mitigation actions for identified program risks in the Weekly Status Reports and during the CMRs.

The Contractor shall identify the airports/TOs that pose the greatest schedule or cost risks. This could be a result of difficult permitting issues, seismic constraints, asbestos, or other environmental constraints. The Contractor shall submit a mitigation plan upon identification of the risk.

CDRL Component: Risk Management Plan (a component of CDRL 01 – PMP) CDRL 05: Weekly Status Report

4.5 Procurement and Subcontractor Management

The Contractor shall be responsible for managing the quality of work and timeliness of performance schedules of its subcontractors in the performance of all work under this TO/IDIQ.

All sub-contractor work is the responsibility of the Contractor and the TSA views the Contractor and any sub-contractors as one team. It is expected that the Contractor vet and hire sub-contractors early in the deployment process. It is the Contractor’s responsibility to obtain all materials required to complete the project as per the deployment schedule. The Contractor should perform a thorough review of all material requirements and identify any items with long lead times and then plan accordingly.

The Contractor shall provide a detailed plan for how subcontracting will be handled. A description of how the group will be organized will be provided and timelines should be discussed for key subcontracting milestones for the various airport categories. A clear and concise plan should be provided to demonstrate the Contractor’s competency in this area and assurances should be provided that the Contractor can handle these activities on such a large scale as will be required under this TO.

CDRL Component: Procurement and Subcontractor Management Plan (a component of

CDRL 01 – PMP)

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4.6 Quality Management

The Contractor shall establish, implement and maintain a documented quality assurance system as a means of assuring compliance with all requirements of the Contract. The Contractor shall pass the appropriate Contract requirements down to its sub-suppliers to ensure compliance with the Contract. The Contractor shall require that sub-suppliers have an appropriate documented quality system that controls the quality of the services and supplies provided. The Contractor shall identify a single point of contact for all communication on quality-related issues. The Contractor's Quality manager shall be prepared at all times to present and discuss the status of quality activities, requirements, and problems.

The Contractor will describe a proposed process to ensure that all work is conducted as per the approved TOs. As mentioned previously the punch list for each airport shall include a walk through with local TSA staff to validate that all equipment was installed as per the approved drawings. The Contractor must understand that at some locations the TSA staff member may not be familiar with reviewing Computer Assisted Design (CAD) file drawings so the Contractor must be able to explain the details of the drawings and demonstrate how the equipment has been installed correctly. The TSA will also conduct random site visits to validate that the installations have been properly completed as per the drawings.

CDRL Component: Quality Assurance Plan (a component of CDRL 01 – PMP)

4.7 Change Control

The Contractor shall establish the procedure to be followed with respect to any requested changes to the Task Order. Changes could include reductions or additions to the requirements or performance standards stated in this SOW.

The proposed Change Control process shall ensure that each change introduced to the TO is appropriately defined, evaluated and approved prior to implementation. When the TO requires a modification or change either at the request of the DLD or the Contractor, the Contractor shall submit a change request proposal to the DLD and Contracting Officer (CO) to identify any changes in cost or schedules as a result of the change. When a change is mutually agreed upon, the modification/change shall be formalized quarterly by issuance of a written modification to the TO or modification of the contract by the CO.

CDRL Component: Change Control Plan (a component of CDRL 01 – PMP)

4.8 Knowledge Management

The contractor shall follow the best practices of Knowledge Management generating value from codifying what employees know, and sharing that information internally among all employees and with all stakeholders. Particularly, the Contractor is required to ensure that all institutional knowledge is preserved by various means in order to mitigate the risk of staff turnover. Also the

Attachment J.5 Page 7 contractor should discuss how repetitive mistakes at the airport level will be identified and eliminated.

The Contractor shall notify TSA at least 5 days in advance of any Site Lead training sessions.

The TSA reserves the right to attend the training for observational purposes.

CDRL Component: Knowledge Management Plan (a component of CDRL 01 – PMP)

4.8.1 Lessons Learned

The Contractor shall document a retrospective evaluation of the beginning -to-end process with recommendations for improvement for future deployments. This is to be completed for each individual TO as well as the over-arching IDIQ as required. This is intended to be a living document to be updated if the Contractor visits a location multiple times. Each visit should delete outdated information and update any new information gathered. This is intended to be a valuable tool where the document will be handed off to any subsequent projects.

CDRL 06: Lessons Learned

4.9 Configuration and Data Management

The Contractor shall establish and maintain a library of all products delivered under this TO and subsequent TOs. Products maintained in the library shall be maintained in electronic format.

The Contractor shall make the products produced under this contract available for Government review and use.

History has shown that many problems arise with regard to construction drawings. Problems arise with regard to document accuracy as well as version control. It is the Contractors responsibility to ensure that all documents are accurate, whether they were provided as GFI or created by the Contractor. Also, it is the Contractor’s responsibility for ensuring that all stakeholders are working from the latest document version. Any re-work required as a result of the Contractor working from incorrect documents will be the responsibility of the Contractor.

CDRL Component: Configuration and Data Management Plan (a component of CDRL 01

– PMP)

4.9.1 Program Document Library

The Contractor shall maintain a digital Program Document Library (PDL) that contains all documents/data generated by the Contractor or provided to the Contractor by the government during the performance of this contract. The Contractor shall provide authorized government personnel access to the PDL. The list of documents included in the PDL shall be listed in the

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Document Library Index (DLI). Documents/data provided by Government in paper only formats are exempt from digital storage requirement.

CDRL 07: Program Document Library (Digital) CDRL 08: Document Library Index

5.0 REPORTING REQUIREMENTS

The Contractor is responsible for all contractual reporting requirements as stipulated in this TO as they relate to all active TOs within the IDIQ. The contractor will be responsible for frequent data calls from TSA. These data calls will arise from a variety of internal TSA divisions as well as external entities. The contractor should be able to quickly turn around these requests for data and should plan accordingly. Typically a data call response is required by Close of Business (COB) on the day the request is submitted.

5.1 Weekly Status Report

As previously discussed under Section 4.4, the Contractor shall submit to TSA each week a Weekly Status Report (WSR) that documents all important accomplishments, ongoing activities, risk/issues, etc.

CDRL 05: Weekly Status Report

5.2 Periodic Reporting

The Contractor shall provide data, information, and appropriate reports per the provisions of the basic contract, or as requested by TSA. It should be expected that the TSA will have frequent requests for information, often requiring a short lead time. Typically requests for information are due by COB on the day the request is submitted.

6.0 MEETINGS, CONFERENCES, AND REVIEWS

Meetings shall be held regularly to ensure effective program management, and efficient and effective resolution of problems throughout the life of the contract. The types and frequencies of these meetings shall include, as a minimum, those described in the following subparagraphs.

Where practical, at least five (5) business days before any meeting, the hosting office shall notify the other offices of the date, time, date and location of the meeting and proposed agenda.

The Contractor shall conduct meetings and reviews in accordance with the Government approved PMP, this SOW and all applicable IDIQ TOs. The Contractor shall prepare and submit meeting agendas and presentation materials for all scheduled meetings. The Contractor shall be prepared to substantiate assumptions made and methodologies used in arriving at recommendations or conclusions. The Contractor shall record meeting minutes during all meetings. The Contractor shall prepare formal written minutes, accompanied by a summary of

Attachment J.5 Page 9 action items and all presentation materials used, for Government approval. Formal minutes are to be submitted to the COR by the close of business the following business day. Meetings and reviews shall not be considered finalized until the Government has approved the minutes. If no response is received by the TSA within 5 days the minutes are considered approved.

6.1 Post-Award Conference

A Post-Award Conference shall be held at a location designated by the CO within ten (10) calendar days after contract award. At the Post-Award Conference, the Contractor shall present their understanding of the contract and identify any issues or questions about contract execution.

The Government will designate conference attendees and will identify any unique conference support requirements.

6.2 Contract Management Reviews (CMRs)

The Contractor shall conduct quarterly CMRs at the Government’s office or the Contractor's facility beginning with the Post Award Conference. The purpose of the CMRs shall be for the Contractor to present a detailed contract status, review outstanding action items, review potential and actual performance and programmatic problem areas, evaluate performance relative to cost ceilings set forth in this TO and milestones set forth in the Program Schedule, and provide a forum for highlighting activities planned for the next period. Hard copies and electronic copies of presentation materials shall be made available at the CMR for all participants.

The Contractor shall prepare and submit an agenda for Government review at least five (5) business days prior to the CMR. The CMR agenda shall include, at a minimum, accomplishments, risks, action items, issues/problems, schedule, planned activities, and financial reporting. The Contractor shall record meeting minutes during all meetings. The Contractor shall prepare formal written minutes, accompanied by a summary of action items and all presentation materials used, for Government approval. Formal minutes are to be submitted to the COR by the close of business the following business day.

Contract Management Reviews (a component of CDRL 01 – PMP)

CDRL 09: Meeting Agenda CDRL 10: Meeting Minutes

7.0 SECURITY POLICY

The Contractor shall ensure that its employees follow all policies and procedures governing physical, environmental, and information security described in the various TSA regulations pertaining thereto, good business practices, and the specifications, directives, and manuals for conducting work to generate the products as required by this contract. Personnel will be responsible for the physical security of their area and GFP issued to them under the provisions of the contract.

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The Government will require security clearances up to secret for personnel designated as key personnel, and may require clearances up to Top Secret/Secret Compartmented Information (TS/SCI) for selected personnel.

The Government will require a favorable "Suitability Determination" for all personnel. Upon receipt of a favorable "Pre-Employment Investigation," personnel will be eligible to be provided IT GFP (White-Package Computer) and a TSA email account, as determined by TO and/or COR.

The Contractor shall notify the Government (in writing) within twenty-four hours of any contractor personnel added or removed from the contract that have been granted access, issued a Badge and/or TSA Building access.

8.0 ORGANIZATIONAL CONFLICTS OF INTEREST AND PROPRIETARY

INFORMATION

The Contractor shall ensure that personnel are trained and aware of any potential organizational conflicts of interest and actively safeguard proprietary information for the vendor.

9.0 TRAVEL

The Government expects the Contractor’s Program Management staff to be located within a reasonable commuting distance from TSA Headquarters (Defined as inside the “Washington Capital Beltway” and/or adjacent to the District of Columbia – Montgomery and Prince George’s Counties in Maryland; Arlington and Fairfax Counties; and the independent cities of Alexandria, Fairfax, and Falls Church in Virginia). The Government will not pay travel costs for Contractor staff to commute to TSA HQ. Contractor personnel shall travel as needed to accomplish work directed by this SOW. Travel costs are included in the fixed monthly price for Program Management Services.

10.0 DELIVERABLES

Each work product shall be submitted in draft for Government review and approval before preparation of the final deliverable. Development or preparation schedules and Government review periods shall be as defined in this contract. Written deliverables, charts, graphs, schedules, spreadsheets, analytic products, and databases will be developed using the Microsoft Office family of applications, or other standard commercial tools and applications if approved for use by the COR. Note: in the case that IDIQ contracts are awarded to multiple Contractors, it is the TSA’s expectation that some deliverables will be provided by the Government for consistency purposes. No proprietary tools, software, or applications shall be used unless approved by the COR. All deliverables shall be delivered in both electronic and hard copy formats, and once approved by the government placed in the program library per paragraph 10.10.1.

11.0 GOVERNMENT FURNISHED PROPERTY

The Government may provide Government Furnished Property (GFP) in the form of information, data, documents, equipment or applications to the Contractor for use in providing

Attachment J.5 Page 11 defined services. The Contractor shall implement a GFP management system which shall record, label, track and report all GFP provided under any resulting contract. The Contractor shall be required to support periodic Government audit of all GFP and shall provide monthly reports of GFP as part of the PMRs. The Contractor shall not dispose of any GFP for any reason without the express written permission of the CO.

12.0 PUBLIC AND MEDIA RELATIONS

TSA deployment activities are the subject of intense public and media interest. The Contractor shall submit requests for information, interview requests, and all other inquires by the public and media to the CO. Further, Contractor’s personnel who are on-site will not respond to public or media questions or inquiries, and shall refer all such questions or inquiries to authorized government representatives.

13.0 PERIOD OF PERFORMANCE:

Date of award of TO through twelve months thereafter plus four (4) option years.

14.0 APPENDIX A: Contract Data Requirements List (CDRL)

CDRL ID Title of Deliverable Frequency

CDRL 01 Program Management Plan 30-Calendar Days after award, annually and as necessary

CDRL 02 Integrated Master Schedule 30-Calendar Days after award and updated bi-weekly

CDRL 03 Schedule Variance Report Bi-Weekly

CDRL 04 Cost Variance Report Bi-Weekly

CDRL 05 Weekly Status Report Weekly

CDRL 06 Lessons Learned As outlined in Section 4.9.1

CDRL 07 Program Document Library Upon Request

CDRL 08 Document Library Index Monthly

CDRL 09 Meeting Agenda As Necessary

CDRL 10 Meeting Minutes As Necessary

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