Section_C.docx

Solicitation # 5TP57100245

ID05160010 RFP

Logistics Transformation and Execution Logistics Capability Initiatives (LCI) U.S. Air Force HAF/A4PT

SECTION C

Performance Work Statement

1. Tasks

1.1. Data Analysis and Process Modeling

1.1.1. The contractor shall work with A4PT to ensure that all “AS IS” and “TO BE” process models and data (inputs, outputs and process block) are input and maintained in the AF and/or AFMC System Architect (SA) tool and/or another architecture tool. The contractor is required to perform work necessary to map the models to the Logistics Business Enterprise Architecture (LogBEA) and follow LogBEA standards. Contractor shall work contextual model hand offs with the acquisition community. This requires expertise and knowledge of SA modeling and the AFMC data architecture tool set.

1.1.2. Contractor personnel shall develop/Maintain/Complete DRM/COI templates for BPR for all LCIs and also capture and ensure compliance with DoD and AF standards for Data Management.

1.1.3. The contractor personnel are expected to identify and document information flows in each process, tie the information flows to information assets, identify external information (GETS) and internal information (PUTS) and associated business/validation rules. For all BPR steps the contractor shall provide the initial list of information flows, information assets, GETS, PUTS and associated business/validation rules for the DRM development.

1.1.4. The contractor shall capture and gather information at each step of BPR for DRM development. They must ensure that the data quality is followed, perform the DRM documentation and support the COA team with development of data related evaluation criteria.

1.1.5. Contractor shall provide acquisition expertise with regards to implementation of AF LCI’s BPR course of action. Contractor shall also ensure that all appropriate acquisition documentation and artifacts are developed to coincide with the BPR process for a material solution including, but not limited to, AOA and AIP Part I and II support. All artifacts shall be approved through appropriate AF governance.

1.2. Functional Requirements Management

1.2.1. The contractor shall assist AF/A4PT in facilitating development and management of all requirements for the Logistics Capability Initiatives (LCI).

1.2.2. Contractor is expected to work with the Data Capture resources to load the requirements into DOORs or other tool required by the AF.

1.3. Capability Workshop Support

1.3.1. The contractor shall support BPR workshops by providing facilitation, moderating, and business process reengineering support. The contractor shall provide resources that have experience running workshops. The contractor shall provide resources with experience in helping groups achieve their objectives without taking a particular position in the discussion.

1.4. Business Process Re-engineering

1.4.1. The contractor shall provide technical expertise to perform root cause problem solving and business process re-engineering, to include modeling in the AF system architecture tool of choice, data capture and analysis, community of interest, contextual models, Business Case Analysis (BCA) and any other technical artifacts required by BPR steps to ensure all information is appropriate and captured in the artifacts and models.

1.4.2. The contractor shall also assist in performing Course of Action /COI analysis of Alternatives/BCA analysis. This includes providing expertise in operations research analysis, industry/Commercial-off-the-Shelf (COTS) / Government-off-the-Shelf (GOTS) solutions, systems engineering, and cost analysis.

1.5. Operations Research Analysis

1.5.1. Contractor shall provide Operations Research Analysis (ORA). ORA provide support in developing the COA evaluation criteria that shall stand up to audit and protest and performing complex analyses on alternative material solutions and impact analysis across the (DOT_LPF) spectrum. ORAs also develop metrics down to the activity level for re-engineered business processes to allow for measurement of successful pain point resolution once the process has been deployed.

1.6. Cost Analysis

1.6.1. Contractor shall provide the cost analysis and cost estimate to support the Logistics Initiatives Return on Investment (ROI), Pay Back Period calculations, and Rough Order of magnitude (ROM) calculations for all BPR financial requirements.

2. Functional Skill Set Requirements

2.1. Data Analysis and Process Modeling

2.1.1. Contractor shall capture and ensure compliance with DoD and AF standards for data management, work with A4PA on developing an A4 Data Management strategic plan, and also assist in developing and maintaining data ontology standards.

2.1.2. Analysts shall also develop, maintain and complete Data Reference Model DRM/COI for all LCI’s.

2.1.3. The contractor shall identify and document information flows at step 2 of BPR in each process, ensure activities and tie information flows to information assets, identify external (GETS) and internal information (PUTS) and associated business validation rules, provide initial list of information flow for DRM development.

2.1.4. Contractor shall capture all the information from SRM for DRM development in step 3 and is expected to ensure data quality to complete DRM documentation, support COA teams with developing data related evaluation criteria.

2.1.5. The contractor shall have a thorough understanding of the BPR process, BPR artifacts and deliverables, and the BPR data requirements needed to support BPR steps.

2.1.6. The contractor shall use and maintain the A4PT data collection templates for data capture in LCI workshops.

2.1.7. The contractor shall identify all systems, and note whether they are systems of record, what types of data are needed, where the systems are housed, and other pertinent data information to parties interested in reviewing and cleansing the data.

2.1.8. The contractor is expected to sit in all workshops to capture standard template data, and then review the data with team leads to ensure that initial data capture is relevant and valid.

2.1.9. The Contractor shall help articulate strategic and capability alignment, support the business process re-engineering and support the requirement definition

2.1.10. Contractor shall develop the mission maps and business process models and facilitate the Enterprise Architecture (EA) analysis, and migrate and develop the content to the IBM Rational System Architect (SA

2.1.11. Contractor shall leverage Microsoft Visio® and IBM Rational System Architect (SA) to support the architecture view development and business process modeling at various stages of process re-engineering.

2.1.12. Contractor shall work with A4PT to ensure that all "AS IS" and "TO BE" process models and data (inputs, outputs and process block) are input and maintained in the AF and/or AFMC SA tool.

2.1.13. Contractor shall support the Business Process Re-engineering (BPR) effort as related to the “AS IS” and “TO BE” process models and complete mission maps, EA analysis, and the ACART assessment

2.1.14. Contactor shall support the Contextual Modeling, compliance certification including the Information Support Plan (ISP) development and support of the process model updates/development as required for SRM, COA, DRM and M-IMP

2.1.15. The contractor shall perform work necessary to map the models to the Logistics Business Enterprise Architecture LogBEA standards

2.1.16. Contractor shall work contextual model hand offs with acquisition community. This requires expertise and knowledge of SA modeling and particularly AF and AFMC tool set.

2.1.17. Contractor shall analyze and improved leveraging industry best practice from Business Process Modeling Notation 2.0 (BPMN 2.0).

2.1.18. Contractor shall establish and maintain Architecture and Modeling standards and guidance consistent with Department of Defense Architecture Framework (DoDAF).

2.2. Functional Requirements Management

2.2.1. The contractor shall maintain the A4PT standardized requirements management plan that includes tools, design, and proof of concept, guidelines, and templates to promote consistency in managing requirements throughout the BPR process.

2.2.2. Contractor shall work with Data Capture resources to load the requirements into IBM Product DOORS or any other tool required by the AF.

2.2.3. The contractor shall help in defining requirement types, assigning priorities, work with functional customer and PEO to validate, and assist the Functional LCI in approval.

2.2.4. The contractor shall facilitate and support the requirements governance and provide a feedback loop to the user community regarding clarifications and Gap Analysis.

2.2.5. The contractor shall provide assistance and support to the requirements team. They should possess an understanding/ familiarization of business process reengineering to facilitate appropriate data capture and understanding.

2.3. Capability Workshop Support

2.3.1. Contractor shall provide trained facilitators to plan and execute workshops that generate rapid and sustainable results aligned to strategic and tactical goals and objectives.

2.3.2. Contractor shall select and apply the most effective lean and other quality improvement tools most appropriate for problem statement analysis

2.3.3. Conduct effective root cause analyses to ensure appropriate and sustainable solutions

2.3.4. Guide the redesign of future state business processes and drive out associated functional IT requirements

2.3.5. Utilize key metrics to eliminate waste, design effective processes and monitor ongoing performance •Coach Leadership in effective continuous improvement actions.

2.3.6. Utilize project management skills to ensure adherence to defined scope, schedule, cost, and quality requirements

2.3.7. Contractor shall provide technical expertise in logistics analysis to support workshop teams.

2.3.8. Contractor shall provide high level logistics strategy expertise and assist functional LCI in aligning with Logistics Best Practices (both commercial and DOD).

2.3.9. Contractor shall provide initial gap analysis and ensure complete assessment of LCI scope, to include assessment of problem statements, performance measures, Legal Regulatory Policy (LRPs), and processes.

2.4. Business Process Reengineering

2.4.1. The contractor shall assist A4PT in performing COA/AOA/BCA analysis and package development. This includes defining COA evaluation criteria, performing effectiveness analysis, analyzing Doctrine, Organization & education, Training, Leadership & education, Personnel. & Facilities (DOTLPF) impacts, performing the benefits analysis, providing cost estimates, determining compliance requirements, and assisting in making recommendations for material solutions.

2.4.2. The contractor personnel shall look for existing implementations and technologies that can be used to satisfy all or parts of the material solution.

2.4.3. Contractor should be competent with market research. In order to perform this process, contractor will analyze existing web services, systems or GOTS solutions that may already exist within the AF and or DoD.

2.4.4. The contractor shall look for COTS products, either in use within DOD environment or not yet in use, that could meet components of the Contextual Model. The contractor shall provide the widest available set of candidate solutions to be considered during the construction of the alternate COA solution.

2.4.5. Contractor shall deliver the COA package after the market research is completed.

2.4.6. Contractor shall provide technical skills to provide Business Case Analysis in accordance with AF regulations and guidance.

2.5. Operations Research Analysis

2.5.1. Contractor shall develop metrics in the PRM, BRM, and the Contextual Model. Contractor shall support the evaluation and recommendation of the COA to the sponsor providing the following metrics: Metric in the business case, Measures of Effectiveness (MoEs) for business processes, Measure of Performance (MoPs) for Information Technology Functional requirements (ITFR)

2.5.2. Contractor shall administer the scoring for each COA criterion and ensue sufficient supporting rationale are documented for each score given to the COA

2.5.3. The ORA shall perform the professional and scientific work requiring the design, development, and adaptation of mathematical, statistical, econometric, and other scientific methods and techniques providing the insight about the probable effects of alternative courses of action regarding to implementation of Air Force Logistics Business Area (LBA).

2.5.4. The ORA shall promote interchange of information on mission requirements, capabilities, deficiencies, and technology applications.

2.5.5. The ORA shall analyze problems revealed from prior studies and advises higher officials of the feasibility of different approaches which provide a basis for action or the solution and develop the models to test, analyze, and evaluate algorithms and other logic.

2.5.6. The ORA shall identify the start points, end points and outcomes during the Process Re-engineering, ensures measures are represented in the process definitions, identify skill set and proficiencies for each process step, characterize information flows and conduct EA analysis when there are negative impacts

2.5.7. The contractor shall provide operations research analysts to support the COA/AOA/BCA analysis process.

2.5.8. The Operations Research Analyst (ORA) shall provide support in developing COA evaluation criteria that will stand up to audit and protest.

2.5.9. The ORA shall provide support in performing complex analyses on alternative material solutions and impact analysis across the (DOT_LPF) spectrum.

2.6. Cost Analysis:

2.6.1. The contractor shall generate, justify and provide inputs for Budget (BES/PB) and Program Objectives Memorandum (POM) processes for supporting transformation activities.

2.6.2. Provide the cost estimates for the Material Solution, use cost analysis software as well as resource loading an Integrated Master Schedule (IMS) for material solution and DOT_LPF-P activities. These costs include the Budgetary and Non-Budgetary costs.

2.6.3. The Contractor shall identify financial LRPs, Financial COA criteria, and COA evaluation supporting processes identified.

2.6.4. The contractor shall identify the financial events in the As-Is and the To-Be process flows in the capabilities initiatives and work with the appropriate FM organization to identify process mapping for interfaces with FM systems.

2.6.5. The contractor will support and provide the SRM evaluation of catches and throws of the financial data and the DRM evaluation for inclusion of the relevant financial data elements

2.6.6. The contractor shall identify appropriate Financial Reporting Objectives and Key Supporting Documents in support of FIAR Compliance requirements.

2.6.7. Contractor shall attend Automated Cost Estimating Integrated Tools (ACEIT) cost analysis system training, if needed, to support cost analysis projections for Logistics Capability Initiatives.

2.6.8. The contractor shall work with the cost team, to establish and coordinate cost/pricing models on all submissions.

2.6.9. The contractor shall utilize historical data (i.e. RICE objects, software/hardware costs, labor hours, etc.) to develop cost/pricing models, economic viability templates and Adhoc reports.

2.6.10. The contractor shall refine and maintain cost/pricing models for use in A4PT and A4PA budgeting discussions, subject to strategic guidance and direction from A4PA and/or A4PT leadership, and is expected to use cost models and tools as basis of estimates in planning and budgeting conversations.

2.6.11. The contractor shall produce benefits models and business case analysis, subject to modeling and theoretical guidance from A4PT or A4PA leadership. This information will help support future projections and what-if scenarios.

2.6.12. Contractor shall also produce financial charts, briefings, and briefing materials coordinating production of briefing materials with the cost team.

3. Transition

3.1.1. The contractor shall develop a transition plan at the discretion of the government to identify how it will coordinate with the incoming contractor and or Government personnel to transfer knowledge regarding the following:

· Points of contact

· Location of technical and project management documentation

· Status of ongoing technical Capability Initiatives

· Contractor to contractor coordination

· Transition of key personnel

· Identify schedules and milestones

· Identify actions required of the Government.

· Weekly status meetings.

3.1.2. A transition shall ensure no disruption to vital Government business. The contractor shall ensure that there is no service degradation during and after transition. The contractor shall propose a draft Transition Plan, as part of its proposal and provide a final Transition Plan at the kick-off meeting.

3.1.3. The Government anticipates that the support for the transition period would require up to 30 calendar days.

3.1.4. The contractor shall identify and provide support services coordinated with the outgoing contractor personnel and Government personnel, to transfer knowledge and total support requirements as they are identified and being performed in the Performance Work Statement.

3.1.5. Upon receipt of the A4PT Director’s or designated individual’s approval of the transition plan, the Contractor shall execute the Transition Plan.

4. General Requirements

4.1. Functional Guides and Playbooks

4.1.1. The contractor shall provide support in evaluation of SAF MG/B guidance to maintain the current Process Guide that can be scaled and applied to any Logistics BPR effort. It is a repeatable and executable process to prepare a sponsored need into an acquisition ready event. The contractor is expected to keep standard up to date templates; continuously capture lessons learned, Do’s and Don’ts, etc. This is a living document, which shall be updated consistently. The contractor shall provide support in developing a training guide for BPR at all levels from LCI leads up to and including AF senior Leadership. The contractor shall also maintain and update playbooks for each specific BPR skill set.

4.2. Schedule Management

4.2.1. The contractor shall work with A4PT team leads and functional LCIs to lay down complete schedules for each ongoing BPR effort. The contractor shall organize, consolidate, and provide quality assurance to the weekly activity report WAR and program management report (PMR). In addition contract personnel shall manage monthly PMRs to include scheduling, update of agenda and charts, and meeting facilitation.

4.3. Knowledge Management

4.3.1. The contractor shall maintain the A4PT knowledge management plan, both for work in process and ultimate configuration management of final process deliverables. Contractor personnel shall also maintain a SharePoint structure to facilitate knowledge management and provide expertise regarding proper disposition of working documents and final deliverables.

4.4. Integration

4.4.1. The contractor shall perform a complete integration analysis of ongoing BPR activities across LCIs, this includes, but is not limited to, comparing and contrasting scope/problem statements to identify gaps and/or redundancies, overlaying the diverse models to generate heat maps, analyzing the Log IT strategic roadmap, and reviewing “To Be” process models to ensure a single view of transformation is being pursued.

4.4.2. Execute Integration tasks and Enterprise Architecture (EA) Analysis tasks outlined in AFMAN 33-402

4.4.3. Prepare and review Integration Task Findings as part of the Integration Analysis Team (IAT)

4.4.4. Develop and sustain the AF/A4PT Integration Playbook

4.4.5. Support CI EITDR Registration and OEP certification for the CIs

4.4.6. Assist with configuration management the Enterprise Architecture and update integration requirements as LCIs progress through all the steps of BPR

4.4.7. Support CI Team Development of Legacy Migration Plans as Part of the BPR MIP

4.4.8. Monitor Functional Execution of DOTLPF Tasks

4.4.9. Develop and execute an approved Log Transformation Strategy which implements transformational capabilities

4.4.10. Publish and Update a detailed Logistics Capability Transformation Plan outlining the individual Logistics Capability Initiatives and their objectives

4.4.11. Provide Logistics Capability Initiative (LCI) information to support and inform the Enterprise Logistics Flight Plan (ELFP)

4.4.12. Provide LCI impact statements and budget inputs to support Agile Combat Support (ACS) planning

4.4.13. Build the LCI Deployment and Fielding Strategy based on the priorities outlined by the Logistics Board and the ELIT Governance

4.4.14. Build a path to future where Logistics will achieve and support the capabilities envisioned in the Air Force Future Operating Concept (AFFOC)

4.4.15. Conduct Business Process Reengineering (BPR) and identify integration points within scope of the current LCIs and legacy systems

4.4.16. Identify and evaluate disruptive technologies, to include innovations in both hardware and software, to insert in improved business processes

4.4.17. Provide input on LCIs to support AF/A4P discussions during Congressional Staffer Days

4.4.18. Provide Logistics Transformation status updates, senior leader briefings and road show presentations for use by AF/A4P Leadership and other Stakeholders.