J014 RIPSA PM DIDs.doc

DATA ITEM DESCRIPTION

3. Description/Purpose

The Program Management Plan describes the contractor’s overall strategy and approach for managing the RIPSA activities under this contract. It also provides details on management processes, organization design, and roles and responsibilities of key personnel and teammates. In addition, the Program Management Plan includes the communication channels to be used internally and externally and approaches for general program management, systems engineering, software development, test and evaluation, configuration management, risk management and logistics support.

TBD

7. Application/Interrelationship

This Data Item Description (DID) contains the content preparation instructions for the Program Management Plan requirements under this contract.

N/A

B001

10. Preparation Instructions

The content of these data products shall be prepared IAW FAA STD-021A and MIL-HDBK-061A

The Program Management Plan (PMP) shall include the following at minimum:

1. Introduction

a. Purpose – The purpose of the PMP in terms of its relationship to the management of this contract and the performance of the tasks outlined in the SOW, Section C.

b. Scope – An overview of the contractor’s approach and control processes to be utilized in the management of the contract.

2. Program Management – A description of the contractor’s management organization and the control processes, including both policies and procedures, under which the work will be performed. The PMP shall integrate functional areas as identified in the SOW, including:

· Project Management

· System Engineering

· Engineering Data and Specifications

· Software Engineering

· Configuration Management

· Quality Assurance

· Integrated Logistics Support

· Training

· Implementation

· Human Engineering

· Risk Management

· System Test and Evaluation

· Subcontract Management

Preparation Instructions Continued

a. Work tasks, at an overview level, required to meet RIPSA objectives.

b. Management Organization – Organizational chart(s) with sufficient, supplemental narrative to fully describe all organizational levels within the contractor’s overall structure. A chart showing all of the organizational elements with responsibility for performance of this contract, accompanied by a narrative identifying associated key personnel along with their qualifications, roles and responsibilities. Identify the authority, responsibility, controls, and the extent to which these apply to this contract.

c. Methodology to ensure the requirements set forth in the SOW are met.

d. Personnel/Staffing – The personnel staffing of the contractor’s management office that directs the contractual tasks, projects, and programs and assists in completing the contract. The name, background, and work experience of the personnel assigned to fill these positions. The staffing required for proper accomplishment of each contractual task by skill type, level, and number of personnel. A chart depicting the projected variations in staffing levels planned for each performance period.

e. Communication Channels – The internal and external communication methods used to communicate within and outside of the contractor’s organization to ensure maximum benefit toward successful completion of the RIPSA contract. In addition, a specific communication strategy for coordination with airports during delivery, installation, and checkout.

f. Subcontract Management – The approach to managing subcontractor and/or teammate activities. The organizational relationship maintained between the prime and subcontractors, methods of requirement flow-down, and activity progress reporting back to the prime contractor.

g. Planning and Scheduling – An integrated program schedule, which shows all formal reviews and audits, all key programmatic and technical events, and the preliminary and final submission of all documentation identified in the PMP. A depiction of task dependencies and interrelationships and a defined critical path. A description of the process the contractor will be using to track progress and report status of projects and activities to meet Earned Value Management requirements.

h. Risk Management Plan – The internal approach and method for identification, assessment, and mitigation of program risks associated with schedule, personnel, and other resources. A provision for identifying risk areas, assessing risk factors, assigning appropriate resources to reduce risk factors, identifying and analyzing alternate actions available, identifying the alternatives, and planning and implementing risk reduction.

Reference SOW Section C.3.1.4, Risk Management: The Contractor shall identify cost, schedule, and technical risks and describe how they will effectively manage these risks throughout the performance of this contract. The Contractor shall quantify risks with respect to the impact on all aspects of development, integration, manufacture, test, installation, performance, schedule, and cost. The Contractor shall identify risks and assign a priority for developing a recommended course of action to mitigate these risks. The Contractor shall develop and maintain a list identifying, analyzing, and classifying program risks. Program risks shall be classified as low, medium, or high priority. The Contractor shall identify risk management techniques and shall define risk mitigation plans for medium and high priority risks. Risks and mitigation plans shall be an attachment to the PMP. The Contractor shall provide updates to the risk analysis status and risk mitigation plans in the Program Management Reviews (PMR).

i. Human Engineering – Explanation of how the Human Factors (HF) analyses/studies, prototyping tradeoffs, user participation, and demonstrations will provide design solutions in a timely manner and support the achievement of the major RIPSA milestones. The conduct of the Human Factors Engineering (HFE) development, risk reduction activities, and Government and Contractor HFE participation in major design reviews. Schedule of human engineering activities and the associated costs.

Preparation Instructions Continued

j. Systems Engineering Management Plan – The SEMP shall describe the contractor’s planned systems engineering approach to meeting the program’s contract, objectives, and overall technical and management approach. The SEMP shall describe the contractor’s detailed operational plan for executing systems engineering. It shall be consistent with the content of the government Software Engineering Plan (SEP).

The SEMP describes the practices and procedures for functional analysis, the process for generating derived requirements, requirements allocation, traceability of requirements, and synthesis. Describe what trade studies shall be conducted and what system engineering tools shall be used. SEMP shall also cover design optimization analysis, interface compatibility analysis, and a producibility analysis. The content may be tailored depending on the scope, purpose, and the acquisition phase of the program. The contractor’s SEMP shall contain the annotated mapping between contractor and government SE processes. The government SE processes may be noted in the SEP. The SEMP shall also show alignment of contractor and subcontractor SE processes. The SEMP format shall be selected by the contractor. In the absence of a government SEP, the SEMP topics should address, at a minimum, those in the Office of the Secretary of Defense Systems Engineering Plan Preparation Guide active at the time of the Request for Proposal. The SEMP shall also include:

i. Related planning associated with application of the contractor’s systems engineering processes as tailored to meet the needs of the program and at a level of detail necessary for the contractor to manage and execute the technical effort. Details of process integration and communication with subcontractors and suppliers shall be provided.

ii. Referenced lower-level and subcontractor technical plans, e.g., risk management, requirements management, data management, and configuration management, as determined necessary by the contractor to plan and execute a total systems engineering effort.

iii. Other areas deemed necessary to execute systems engineering to meet the program’s contract, objectives, and overall technical and management approach.

k. Configuration Management Plan (CMP) – describes the contractor's configuration management program, how it is organized, how it will be conducted, and the methods, procedures, and controls effective configuration identification, change control, status accounting, and audits of the total configuration, including hardware, software and firmware. The principle use is to provide the government a basis for review, evaluation, and monitoring of the CM program and its proposed components. The following references may be useful in defining content: ANSI/EIA-649-1998, National Consensus Standard for Configuration Management (paragraphs 5.2.5 and 5.3.3); ISO 10007, Quality Management-Guidelines for Configuration Management.

11. Distribution Statement

DATA ITEM DESCRIPTION

3. Description/Purpose

The Contractor Work Breakdown Structure (CWBS) shows the overall breakdown of tasks relevant to the successful completion of this contract. Specific elements are contained on the FAA’s Acquisition Management System (AMS) website at http://fast.faa.gov/wbs/wbssec.htm.

TBD

7. Application/Interrelationship

This Data Item Description (DID) contains the content preparation instructions for the Contractor Work Breakdown Structure requirements under this contract.

N/A

B002

10. Preparation Instructions

The CWBS shall be:

10.1 Maintained and updated to a minimum level 3 unless otherwise specified, and at a sufficient level to identify all high-cost or high-risk elements and any elements of special interest to management.

10.2 Developed by the Contractor based on a logical and efficient sequence of tasks designed to accomplish the effort described in this contract and to map to the FAST WBS Section 3 and 4.

10.3 Reflected in a report that consists of two parts. Part I is an index, and Part II is a dictionary.

10.4 There shall also be available a correlation matrix that shows the mapping between the CWBS and the functional Organization Breakdown Structure (OBS). This correlation matrix shall enable reporting of cost, schedule, and technical performance and task responsibilities by either WBS or OBS elements if necessary.

10.5 The Contractor shall present cost/schedule performance by CWBS element at each subsequent PMR. Quarterly, the Contractor shall report cost and schedule activities at the OBS level (Section 3.1.3) at the PMRs in addition to the WBS reporting.

Part I - Contract Work Breakdown Structure Index. The CWBS shall contain the data elements as shown in the attached Part I sample format.

a. Line number. Enter line number for each CWBS. Line numbers should be sequential starting with 1.

b. CWBS element. Enter the title of the CWBS element (using the specific name or nomenclature, when applicable), intended to reflect the level. Level 1 is the total contract. Level 2, 3, etc., are successively lower levels of the program.

c. CWBS code. Enter the CWBS code, if applicable. Contract line item(s). Enter the number of the contract line item(s) which is (are) associated with the CWBS element, if applicable.

Preparation Instructions Continued

d. Statement of work (SOW) paragraph number(s). Enter the applicable paragraph number(s) from the Statement of Work (SOW), if applicable.

Part II - Contract Work Breakdown Structure Dictionary. The CWBS dictionary shall describe the effort and tasks associated with every CWBS element.

a. Level of CWBS. Enter the level of each CWBS.

b. CWBS element. Enter the title of each CWBS element in the same order as give in Part I, Contract Work Breakdown Structure Index.

c. CWBS definition. Enter a complete description of the technical and cost content of each CWBS element. The statement should be as descriptive as possible about the efforts, tasks, tests, components, etc. that shall be included in the CWBS element by the contractor.

11. Distribution Statement

CONTRACT WORK BREAKDOWN

STRUCTURE INDEX

CONTRACT NO:______________________

DATE:

LEVEL NAME:

1 2 3 4 5

CWBS

CODE

DATA ITEM DESCRIPTION

3. Description/Purpose

The Contract Master Schedule (CMS) is a plan developed by logically networking detailed program activities specified in the RIPSA contract and SOW, from contract award to the completion of the contract. The CMS is the foundation of the program schedule and provides a hierarchy for schedule traceability and summarization. The CMS shall correlate to the CWBS and the cost reporting instrument used to evaluate progress.

TBD

7. Application/Interrelationship

This Data Item Description (DID) contains the content preparation instructions for the data product generated by specific and discrete task requirements as delineated in the contract.

N/A

B003

10. Preparation Instructions

10.1 Introduction. This section shall describe the purpose and scope of the CMS, which the contractor must submit in Microsoft Project 2010 format.

10.2 Schedule Management. This section shall provide a description of how the Contractor will implement a fully integrated, defined, planning and control system. The description shall include discussion of interrelationship of tasks, and tracking criticality of tasks. If subcontractor(s) are used, similar information shall be presented and shall include a discussion on how Contractor and subcontractor schedules shall be integrated and updated.

10.3 Program Milestones and Definitions. This section shall provide information on the key programmatic events that define the progress and completion in each CWBS along with the definition for the successful completion of the milestone.

10.4 Schedule. Present summary master schedule and processes for control of the schedule.

a. Summary Master Schedule. A graphical display of top-level key program activities and milestones that depict major work activities in an integrated fashion at the summary level of the CWBS.

b. Intermediate schedules. A graphical display of top-level program activities and key milestones that depict major work activities in a major CWBS element.

c. Detailed schedules. A graphical display of detailed activities and milestones that depict work activities in a particular CWBS element.

10.5 Integrated Program Network. Logical diagram of all activities in the program. The key elements of an integrated network to be constructed in the diagram are as follow:

a. Milestone or event – A specific definable accomplishment in the program, recognizable in a particular point in time. Milestones are numbered and may be contained within an activity box.

b. Activity or task- A time consuming element, e.g. work in progress between independent events, represented by an activity box.

Preparation Instructions Continued

c. Duration – Planned length of time needed to accomplish an event or activity.

d. Constraint – A line that defines how two events or activities are logically linked:

· FS (finish to start) – An activity must finish before another can start.

· SS (start to start) – An activity depends on the start of another of another activity.

· FF (finish to finish) – One activity cannot finish until another activity is finished

· SF (start to finish) – An activity cannot finish until another activity starts.

e. Slack or Float – Extra time available on an activity before it will impact the activity on the critical path.

f. Lag – The delay or wait period between two events.

g. Critical Path – A sequence of activities on the network that has the longest total duration through the program or project. Activities along the critical path has zero or negative slack or float. It should be easily distinguishable on the report formats (e.g. thick line, patterned or red ink). This should be calculated by computer-based software.

h. Target Start (TS) – A program defined of when an activity should start. This is an operator defined data rather that a computer calculated date.

i. Target Complete (TC) - A program defined of when an activity should finish. This is an operator defined date rather that a computer calculated date.

j. Actual Start (AS) - Actual start date of an activity.

k. Actual Finish (AF) - Actual finish date of an activity.

l. Early Start (ES) – The earliest start date an activity can begin based on the precedence relationships. Computer calculated date.

m. Early Finish (EF) - The earliest finish date an activity can end based on the critical path analysis. Computer calculated date.

n. Late Start (LS)- The latest start date can start without delaying the program or project completion date. Computer calculated date.

o. Late Finish (LF)– The latest finish date without delaying the program or project completion date. Computer calculated date.

p. Percent Complete (PC) – Actual progress of an activity based on the ratio of percent completed work to total work in the activity.

10.6 CMS. It shall display all of the proposed program activities, events, milestones from contract award to the completion of the contract. It shall specifically address all dates of interchanges with external organizations (e.g. Government, Airport Authority, Suppliers) required for meeting Contractor schedules. This shall include dates for delivery of products, Government decisions required, approvals required, etc.

10.7 Descriptive titles. Activities, tasks, events, and milestones shall be labeled with a brief descriptive title, numbered or coded and contain time constraints (e.g. durations, TS, ES, EF, LS, etc.). Standard abbreviations may be used to conserve space. Descriptive titles on activities, events, and milestones shall be identical on all program schedules. A legend shall be provided.

10.8 Schedule Risk Assessment (SRA). Optimistic, pessimistic, and most likely durations for each CMS activity/task and milestone/event shall be provided as the basis for determining the probability of meeting schedule dates.

10.9 The content of the Integrated Master Schedule shall be prepared IAW FAA-PM-007

11. Distribution Statement

DATA ITEM DESCRIPTION

3. Description/Purpose

The monthly status reports must include an updated Contract Master Schedule, project accomplishments, issues, risks, and risk mitigation strategies. The monthly report must include financial data including incurred labor costs, project travel costs, Other Direct Costs (ODC), as well as cumulative amounts and monthly burn rate.

TBD

7. Application/Interrelationship

This data item description (DID) contains the content preparation instructions for monthly status reports as delineated by this contract.

N/A

PM06

10. Preparation Instructions

11. Distribution Statement

DATA ITEM DESCRIPTION

3. Description/Purpose

The Post Award Conference is to be presented by the Contractor to brief their work plan for satisfying the tasks to be performed under this SOW.

TBD

7. Application/Interrelationship

This Data Item Description (DID) contains the content preparation instructions for Meeting Minutes requirements under this contract.

N/A

B005

10. Preparation Instructions

11. Distribution Statement

DATA ITEM DESCRIPTION

3. Description/Purpose

The Program Metrics Report provides quantifiable data on cost, schedule, quality, and project size as it relates to the source lines of code developed.

TBD

7. Application/Interrelationship

This Data Item Description (DID) contains the content preparation instructions for the Program Metrics Report requirements under this contract.

N/A

B006

10. Preparation Instructions

11. Distribution Statement