EXHIBIT_E-5_CDRLS_FINAL_10.31.16__.pdf

DRAFT

Exhibit E-5

CDRL/DID INDEX

CDRL

CDRL TITLE

DID

SOW

PARAGRAPH

A001 Integrated Master Plan (IMP)

DI-MGMT-81650, DI-

MGMT-81334D, DI-

MGMT-81466A

4.1.7.1

A002 Status Report

DI-MGMT-80368A 4.1.14.2

A003 Conference Agenda

DI-ADMN-81249B 4.1.14.4

A004 Conference Minutes

DI-ADMN-81250B 4.1.14.5

A005 Report, Record of Meeting/ Minutes

DI-ADMN-81505 4.1.14.5

A006 Software Development Plan (SDP) DI-IPSC-81427A 4.1.15, 4.1.15.1, 4.1.15.2

A007 Software Delivery Contractor Format 4.1.17, 4.1.17.1

A008 Technical Data Package (Tailored)

DI-SESS-80776A 4.1.17.2

A009 Data Accession List (DAL) DI-MGMT-81453A 4.1.17.3

A0010 Software Test Plan (STP) DI-IPSC-81438A 4.1.18

A0011 Software Test Report (STR)

DI-IPSC-81440A 4.1.18

A0012 Technical Report-Study/Services

DI-MISC-80508B 4.2.7

CDRL EMAIL ADDRESSES:

OFFICE SYMBOL

TITLE/OFFICE

EMAIL ADDRESS

MC3 Contracting Officer Jodie.Shifflett@usmc.mil

MC3 Contract Specialist Patricia.Peterson@usmc.mil

MC2SA COR Marian.Balsley@usmc.mil

MC2SA/C2PC C2PC Project Officer/IPT Lead Jason.Howe@usmc.mil

MC2SA/TSOA TSOA Project Officer/IPT Lead Austin.Bonner@usmc.mil

MC2SA/C2PC C2PC Lead Systems Engineer Jorge.Esparza@usmc.mil

MC2SA/TSOA TSOA Lead Systems Engineer Todd.A.Mitchell@usmc.mil

CONTRACT DATA REQUIREMENTS LIST

(1 Data Item)

Form Approved OMB No. 0704-0188

The public reporting burden for this collection of information is established to average 110 hours per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing the burden, to Department of Defense, Washington Headquarters Services, Directorate for Information Operations and Reports (0701-0188), 1215 Jefferson Davis Highway, Suite 1204, Arlington VA 22202-4302. Respondents should be aware that not withstanding any other provision of law, no person shall be subject to any penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number. Please DO NOT RETURN your form to the above address. Send completed for to the Government Issuing Contracting Officer for the Contract/PR No. listed in Block E.

A. CONTRACT LINE ITEM NO.

TBD

B. EXHIBIT

A

C. CATEGORY:

TDP ____ TM ____ OTHER ____X________________

D. SYSTEM/ITEM

MC2SA

E. CONTRACT/PR NO.

TBD

F. CONTRACTOR

TBD

D. DATA ITEM NO.

A001

2. TITLE OF DATA ITEM

Integrated Master Plan (IMP)

3. SUBTITLE

4. AUTHORITY (Data Acquisition Document No.)

DI-MGMT-81650, DI-MGMT-81334D

5. CONTRACT REFERENCE

PWS Paragraph 4.1.7.1

6. REQUIRING OFFICE

MC2SA

7.DD 250 REQ 9.DIST.

STATEMENT

REQUIRED

10. FREQUENCY 12. DATE OF FIRST

SUBMISSION

14. DISTRIBUTION

See Block 16.

LT MTHLY See Block 16 b. COPIES

8.APPROVAL

CODE

D 11. AS OF DATE 13. DATE OF SUBSEQUENT

SUBMISSION

a. ADDRESSEE

Draft

Final

N/A N/A See Block 16 Reg Repro

16. REMARKS: COR 1

The contractor shall provide an IMP to manage all aspects of this contractual effort, including all exercised options. This IMP, and it’s supporting detailed Integrated Master Schedule (IMS) shall be a single plan that establishes the program and project fundamentals. The IMP shall be a top level plan consisting of a hierarchy of Program Events. Each event shall be decomposed into specific accomplishments and each specific accomplishment is decomposed into specific Criteria. The IMP shall be revised as necessary to provide a common schedule for this contract. The deliverable shall be submitted in accordance with the contractor’s internal quality assurance standards.

Block 4: Data Item Description DI-MISC-81183A that jointly addressed both the IMP and the IMS has been replaced with DI-MGMT-81650 (IMS), DI-MGMT-81334A (CBWS) and

DI-MGMT-81466A (CPR).

Block 4: The Department of Defense Integrated Master Plan and Integrated Master Schedule Preparation and Use Guide, Version 0.9, dated October 21, 2005 is available via any internet browser and is recommended as a useful tool for the development of the IMP.

Block 4: Data Item Descriptions have been tailored to meet only those requirements that apply to this RFP. Non-applicable information is reflected via text “strikeout”

Block 9: Distribution statement D. Distribution authorized to the Department of Defense and U.S. DoD Contractors only, Administrative or Operational Use, 31 October 2016.

Other requests shall be referred to Commander, MARCORSYSCOM, Attention: MC2SA, 2200 Lester Street, Quantico, VA 22134-6050.

Block 12: Shall be due with cost reporting cycle 30 days after contract award.

Block 13: Shall continue monthly through life of the basic contract.

Block 14: Deliver initial delivery in electronic format suitable for editing and printing by the Government. Deliver updates in electronic format suitable for editing and printing by the Government.

The Government will have 10 days to acknowledge receipt of each submission.

C2PC PO 1 1

TSOA PO 1 1

C2PC Lead SE 1 TSOA Lead SE 1

15. TOTAL 2 5

G. PREPARED BY

Marian Balsley

H. DATE

20161021

I. APPROVED BY

J. DATE

DD FORM 1423-1, FEB 2001 PREVIOUS EDITION MAY BE USED. Page ___1___ of ___1___ Pages

DATA ITEM DESCRIPTION

TITLE: INTEGRATED MASTER SCHEDULE (IMS)

NUMBER: DI-MGMT-81650

APPROVAL DATE: 20050330

AMSC NUMBER: D7544

LIMITATION: Where stated (via strikethrough)

DTIC APPLICABLE: N/A

GIDEP APPLICABLE: N/A

PREPARING ACTIVITY: MCSC

APPLICABLE FORMS: None

USE/RELATIONSHIP: The Integrated Master Schedule (IMS) is an integrated schedule containing the networked, detailed tasks necessary to ensure successful program execution. The IMS is vertically traceable to the Integrated Master Plan (IMP) (if applicable), the Contract Work Breakdown Structure (CWBS), and the Statement of Work (SOW). The IMS shall be used to verify attainability of contract objectives, to evaluate progress toward meeting program objectives, and to integrate the program schedule activities with all related components. This DID is applicable to development, major modification, and low rate initial production efforts;

it is not typically applied to full rate production efforts.

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

b. This DID shall be applied to contracts that require Earned Value Management (EVM) and other contracts based on the contract risk assessment. Refer to the Earned Value Management Implementation Guide (EVMIG) for guidance on tailoring reporting.

c. The prime contractor is required to include significant external interfaces and critical items from suppliers, teammates, or other detailed schedules that depict significant and/or critical elements and Government furnished equipment or information dependencies for the entire contractual effort in a single integrated network. The determination of significant and critical shall be agreed to by the Government and the contractor and shall be defined and documented in the Contract Data Requirements List (CDRL).

d. The IMS shall be statused according to the contractor’s management control system and shall be submitted no less frequently than monthly. If a Contract Performance Report (CPR) is required, the IMS shall be statused and submitted to the procuring activity prior to or concurrently with CPR Formats 1-5 (as applicable). The IMS may reflect data either as of the end of the calendar month or as of the contractor’s accounting period cutoff date, provided it is consistent and traceable to the CPR (if applicable). When subcontractor schedule data reflects a different status date than the prime contractor’s schedule status date, these status dates shall be described in the analysis section of the IMS.

e. This DID shall be used in conjunction with the CWBS DID, DI-MGMT-81334A, and the CPR DID, DI- MGMT-81466. (Note: The IMS DID may be required when there is no EVM (CPR) requirement.)

REQUIREMENTS:

1. Format. The IMS shall be created using a network capable Commercially Off-the-Shelf (COTS) scheduling software application. Unless otherwise provided in the CDRL, the IMS shall be delivered electronically in the native digital format (i.e., an electronic file produced by the contractor’s scheduling tool). (Note: When the technology is available, the CDRL may be tailored, upon agreement between the prime contractor and the Government representative, to allow the American National Standards Institute (ANSI) X12 standard (806 Transaction set), the United Nations Electronic Data Interchange for Administration, Commerce and Transport (UN/EDIFACT) standard (PROTAP message), or the XML equivalent to be used to submit data electronically to the procuring activity with on-line access to the data.)

2. Content. The schedule shall contain the contract milestones, accomplishments, and discrete tasks/activities (including planning packages where applicable) from contract award to the completion of the contract. The Schedule shall be an integrated, logical network-based schedule that correlates to the CWBS, and is vertically and horizontally traceable to the cost/schedule reporting instrument used to address variances such as the CPR (if applicable). The schedule shall have a numbering system that provides traceability to the IMP (if applicable) and SOW. It shall contain contractual milestones and descriptions and display summary, intermediate, and detailed schedules, and periodic analysis of progress to date. It shall include fields and data that enable the user to access the information by product, process, or organizational lines.

2.1 Contract Milestones and Definitions. Key programmatic events, which define progress and completion for each CWBS element, along with the definition for successful completion of the milestone.

2.2 Summary Master Schedule. A top-level schedule of key tasks/activities and milestones at the summary level of the CWBS and IMP (if applicable). It shall be an integrated roll up of the intermediate and detailed schedules (see 2.3 and 2.4 below) (vertical integration).

2.3 Intermediate Schedules. Mid-level contract schedules that include key tasks/activities and milestones and all associated accomplishments in the summary master schedule, traceable to the CWBS element or IMP event as necessary to display work effort at the intermediate level of summarization. There may be several intermediate schedules that depict varying levels of detail. They shall be integrated roll ups of the detailed schedules (see 2.4 below) (vertical integration).

2.4 Detailed Schedules. The lowest level of contract tasks/activities that form the network. The detailed schedules shall contain horizontal and vertical integration, as a minimum, at the work package and planning package level. The detailed schedules shall include all tasks/activities, work packages, and planning packages identified in the contract Performance Measurement Baseline (PMB). Every discrete task/activity, work package, and planning package shall be clearly identified and directly related to a control account. Work packages and planning packages shall be individually represented and summarize to or reconcile with the total budget for that control account. If Level of Effort (LOE) control accounts, work packages, or planning packages are included as tasks in the IMS, they shall be clearly identified as such. The detailed tasks/activities, work packages, and planning packages shall be traceable to only one CWBS, IMP, and performing organizational element, as applicable. The level of detail in the IMS (including number and duration of tasks/activities) shall follow the contractor’s EVM process as documented in the EVMS system description, program directives, etc. Shorter-term work packages (ideally equal in length to the statusing interval) are preferred because they provide more accurate and reliable measures of work accomplished.

2.4.1 Key Elements of Detailed Schedules. The key elements of the detailed schedules include the following:

2.4.1.1 Task/Activity. An element of work with duration.

2.4.1.2 Milestone. A specific definable accomplishment in the contract network, recognizable at a particular point in time. Milestones have zero duration and do not consume resources.

2.4.1.3 Duration. The length of time estimated (or realized) to accomplish a task/activity.

2.4.1.4 Percent Complete (Schedule). The proportion of an activity or task that has been completed to time now. This usually involves updating or statusing the activity or task utilizing one of two methods: (1) update the remaining time to complete (remaining duration) and the scheduling software will then automatically update the schedule percent complete or (2) update the schedule percent complete and allow the scheduling software to calculate the time remaining (remaining duration) to complete. Either method will use the following formula: Percent of Duration Completed = (Actual Duration / Total Duration) X 100.

2.4.1.5 Task/Activity and Milestone Descriptions. These are descriptive titles that are concise, complete, and clearly identify the work effort being accomplished.

Abbreviations may be used to shorten the descriptive titles.

2.4.1.6 Task/Activity Codes and Data Dictionary. A list of field definitions and code structures. This list shall be provided to the procuring activity.

2.4.1.7 Relationship/Dependency. These identify how predecessor and successor tasks/activities and milestones are logically linked. Relationships, also called network logic, are modeled in four ways:

2.4.1.7.1 FS (Finish to Start). A predecessor task/activity or milestone that must finish before a succeeding task/activity or milestone can start. FS relationships shall be used whenever possible.

2.4.1.7.2 SS (Start to Start). A predecessor task/activity or milestone that must start before a succeeding task/activity or milestone can start.

2.4.1.7.3 FF (Finish to Finish). A predecessor task/activity or milestone that must finish before a succeeding task/activity or milestone can finish.

2.4.1.7.4 SF (Start to Finish). A predecessor task/activity or milestone that must start before a succeeding task/activity or milestone can finish.

2.4.1.8 Total Float/Slack. The amount of time a task/activity or milestone can slip before it delays the contract or project finish date.

2.4.1.9 Free Float/Slack. The amount of time a task/activity or milestone can slip before it delays any of its successor tasks/activities or milestones.

2.4.1.10 Lag. An interval of time that must occur between a predecessor and successor task/activity or milestone. Since negative time is not demonstrable, negative lag is not encouraged. (Note: Lag should not be used to manipulate float/slack or constrain schedule.)

2.4.1.11 Early Start (ES). The earliest start date a task/activity or milestone can begin the precedence relationships. A computer-calculated date.

2.4.1.12 Early Finish (EF). The earliest finish date a task/activity or milestone can end. A computer-calculated date.

2.4.1.13 Late Start (LS). The latest start date a task/activity or milestone can start without delaying the contract or project target completion date. A computer-calculated date.

2.4.1.14 Late Finish (LF). The latest date a task/activity or milestone can finish without delaying the contract or project target completion date. A computer-calculated date.

2.4.1.15 Critical Path. A sequence of discrete tasks/activities in the network that has the longest total duration through the contract or project. Discrete tasks/activities along the critical path have the least amount of float/slack. The critical path and near-critical paths (reporting requirements for near-critical paths shall be specified in the CDRL) are calculated by the scheduling software application. The guidelines for critical path and near-critical path reporting are as follows:

2.4.1.15.1 Methodology. The IMS software application computes a critical path and near-critical paths based on precedence relationships, lag times, durations, constraints, and status. Artificial constraints and incorrect, incomplete, or overly constrained logic shall be avoided because they can skew the critical path and near-critical paths.

2.4.1.15.2 Identification. The critical path shall be easily identified.

2.4.1.16 Constraints. Limits applied to network start and finish dates (e.g., “finish no later than”). (Note: Certain types of constraints should be used judiciously because they may impact or distort the network critical path.)

2.4.1.17 Current Schedule. The IMS reflects the current status and forecast. It includes forecasted starts and finishes for all remaining tasks/activities and milestones. Significant variances to the baseline schedule shall be explained in the periodic analysis. Thresholds for reporting shall be specified in the CDRL.

2.4.1.18 Baseline Schedule. Baseline dates in the IMS shall be consistent with the baseline dates in the PMB for all work packages, planning packages, and control accounts (if applicable). The guidelines for maintaining the baseline schedule are as follows:

2.4.1.18.1 Schedule Changes. Changes to the schedule shall be baselined when incorporated into the schedule.

2.4.1.18.2 Baseline Schedule Changes. Changes to the baseline schedule shall be made in accordance with the contractor’s EVM process. Any movement of contractual milestones in the baseline schedule shall be derived only from either authorized contract changes or an approved over target schedule.

2.4.1.19 Schedule Progress. The IMS shall reflect actual progress and maintain accurate start and finish dates for all tasks/activities and milestones. The guidelines for reflecting schedule progress are as follows:

2.4.1.19.1 Actual Start and Finish Dates. Actual start and actual finish dates shall be recorded in the IMS. Actual start and actual finish dates, as recorded, shall not be later than the status date.

2.4.1.19.2 Progress Line. The progress line depicted in a Gantt chart shall be applied to the current schedule.

2.4.1.20 Retention of Data for Completed Tasks/Activities. Historical performance on completed tasks/activities shall be maintained electronically for analytical use. Historical performance shall be maintained at the time of key program events (Integrated Baseline Review, Critical Design Review, etc.) for all critical tasks/activities. Data to be retained includes logic, actual and baseline durations, actual and baseline start and finish dates, and the three-point estimates that were used before the task/activity started.

2.4.1.21 External Dependencies. The IMS shall identify significant external dependencies that involve a relationship or interface with external organizations, including all Government furnished items (e.g., decisions, facilities, equipment, information, data, etc.). The determination of significant shall be agreed to by the Government and contractor and shall be defined and documented in the CDRL.

The required or expected delivery dates shall also be identified in the IMS.

2.4.1.22 Schedule Margin. A management method for accommodating schedule contingencies. It is a designated buffer and shall be identified separately and considered part of the baseline. Schedule margin is the difference between contractual milestone date(s) and the contractor’s planned date(s) of accomplishment.

2.4.1.23 Schedule Risk Assessment. A schedule risk assessment predicts the probability of project completion by contractual dates. Three-point estimates shall be developed for remaining durations of remaining tasks/activities that meet any of the following criteria: (1) critical path tasks/activities, (2) near-critical path tasks/activities (as specified in the CDRL), (3) high risk tasks/activities in the program’s risk management plan. These estimates include the most likely, best case, and worst case durations. They are used by the contractor to perform a probability analysis of key contract completion dates. The criteria for estimated best and worst case durations shall be applied consistently across the entire schedule and documented in the contractor’s schedule notes and management plan. The guidelines for estimates are as follows:

2.4.1.23.1 Most Likely Estimate. Schedule durations based on the most likely estimates.

2.4.1.23.2 Best/Worst Case Estimates. Best and worst case assumptions shall be disclosed. The contractor schedule risk assessment shall explain changes to the critical path, margin erosion, and mitigation plans. It shall be incorporated into the contractor’s program risk management process.

The schedule risk assessment shall be submitted as specified in the CDRL and prior to the Integrated Baseline Review. The risk analysis may be performed within the IMS or within a separate risk tool as appropriate based on the capability of the automated scheduling tool.

2.4.1.24 User Defined Fields. All user defined fields in the IMS shall be identified by providing a mapping of all fields used in the scheduling software application.

2.4.1.25 Reserved Fields. The Government may reserve some fields and/or require the contractor to use certain fields for specific information. The requirement for reserved fields shall be specified in the CDRL.

2.4.1.26 Calendar. The arrangement of normal working days, together with non-working days, such as holidays, as well as special work days (i.e.

overtime periods) used to determine dates on which project work will be completed.

2.5 Monthly Analysis. Monthly analysis is a monthly assessment of schedule progress to date and includes changes to schedule assumptions, variances to the baseline schedule, causes for the variances, potential impacts, and recommended corrective actions to minimize schedule delays. The analysis shall also identify potential problems and an assessment of the critical path and near-critical paths. Thresholds for reporting significant variances to the baseline schedule and near-critical paths shall be specified in the CDRL.

END OF DI-MGMT-81650

TITLE: CONTRACT WORK BREAKDOWN STRUCTURE

NUMBER: DI-MGMT-81334D

APPROVAL DATE: 20110518

AMSC NUMBER: D9199

LIMITATION: Where stated (via text strikethrough)

DTIC APPLICABLE: N/A

GIDEP APPLICABLE: N/A

PREPARING ACTIVITY: MCSC

APPLICABLE FORMS: None

Use/relationship: This documents the Contract Work Breakdown Structure (CWBS) and its extension by the contractor using terminology and definitions, as applicable, in MIL- HDBK-881. This DID summarizes the format for the CWBS and provides preparation instructions to support the data and frequency requirements specified in the contract. This DID applies to all contracts that require a Work Breakdown Structure (WBS). It is related to the four Contractor Cost Data Reporting (CCDR) formats: DD Form 1921, “Cost Data Summary Report” (DI-FNCL-81565); DD Form 1921-1, “Functional Cost-Hour Report” (DI-FNCL-81566); and DD Form 1921-2, “Progress Curve Report” (DI-FNCL-81567); This DID is also related to the “Contract Performance Report” (DI-MGMT-81466) and DD Form 1586, “Contract Funds Status Report” (DI-MGMT- 81468). For those contracts with Cost and Software Data Reporting (CSDR) requirements, the CWBS must agree with the contract CSDR Plan approved by the Office of the Secretary of Defense (OSD) Deputy Director, Cost Assessment (DDCA).

a. The purpose and intent of the CWBS and CWBS dictionary is to document the contractor’s deliverable products and planned approach to performing the contract scope of work. It also contains the technical description of the military end item being developed/procured by the contract.

b. The technical definitions and descriptions of each product-oriented (i.e., hardware) WBS element should be derived from the contractor’s systems engineering Integrated Product Team (IPT) or related technical department. The cost content of each WBS element definition should be produced by the contractor’s finance department.

c. MIL-HDBK-881 serves as the basis for developing the CWBS. Routine reporting shall be at CWBS level 3 for all contractors. Extensions of the CWBS can be tailored to the specific program but will be consistent with MIL-HDBK-881. More detailed reporting of the CWBS shall be required only for those lower-level elements that address high-risk, high-value, or high-technical-interest areas of a program. Identifying these additional elements for inclusion in the CWBS is a critical early assignment for the Cost Working-Group Integrated Product Team (CWIPT) for inclusion in the CWBS.

d. The reporting contractor must prepare and submit, using the CSDR Submit-Review System, the first contract CWBS Index and Dictionary at the same time the first Interim Report is due or, when the Initial Report, if required, is due. However, contractors also have the option to submit the Index and Dictionary earlier to facilitate report planning. The reporting contractor must also maintain and update the Dictionary throughout the life of the contract. If changes to the CWBS occur, the contractor must submit an updated CWBS Index and Dictionary with the next affected CSD Reports. The contractor is not required to submit the updated CWBS Index and Dictionary more frequently than its CSDR submissions.

e. This DID supersedes DI-MGMT-81334C.

Requirements:

1. Reference documents. The applicable issue of the documents cited herein, including their approval dates and dates of any applicable amendments, notices, and revisions, shall be as cited in ASSIST at the time of the solicitation; or, for non-ASSIST documents, as stated herein.

2. References.

a. MIL-HDBK-881, “Work Breakdown Structures for Defense Materiel Items,” available at http://dcarc.pae.osd.mil.

b. DoD 5000.4-M, “Cost Analysis Guidance and Procedures,” [current version], available at http://www.dtic.mil/whs/directives/.

c. DoD 5000.04-M-1, “Cost and Software Data Reporting (CSDR) Manual,” [current version], available at http://www.dtic.mil/whs/directives/.

d. DD Form 2794, “Cost and Software Data Reporting Plan,” [current version], available at http://www.dtic.mil/whs/directives/. Commonly referred to as the CSDR Plan, a completed DD Form 2794 must be approved by the OSD DDCA.

3. Formats. The CWBS shall be reflected in an electronic report that consists of two parts. The first part, the CWBS Index, lists the individual elements by their CWBS Codes and Levels. The second part, the CWBS Dictionary, describes the effort and tasks associated with every CWBS element shown in the CWBS Index.

Examples of the CWBS Index and CWBS Dictionary are shown in Figures 1 and 2, respectively. These are examples only, and are not intended to be a set format. If a contractor wishes to use an existing WBS internal to its organization, the contractor must first map their internal elements and definitions to the OSD DDCA-approved CSDR plan, and then develop a CWBS that conforms to the guidance in this DID.

The CWBS Dictionary must be submitted as a stand-alone Word-compatible file to the Defense Cost and Resource Center (DCARC) secure Web site using the CSDR Submit-Review System. Uploading requires the use of a DoD Common Access Card (CAC) or a DoD-approved External Certificate Authority (ECA) certificate. See the DCARC Web site for certificate instructions.

Preparation Instructions:

1. Contract Work Breakdown Structure Index:

a. CWBS Code. Enter the code, if applicable. The CWBS codes used in the CWBS Index and Dictionary must be identical to those in the OSD DDCA-approved contract CSDR Plan. The preferred convention is to use a numeric structure starting with 1.0 for the level 1 CWBS element (as displayed in Figure 1. CWBS Index Example). Every element on the OSD DDCA-approved CSDR Plan must be included in the Index, regardless of applicability on the contract. The contractor must not include any elements that are not on the OSD DDCA-approved CSDR plan.

b. CWBS Element Level. Enter the level of the CWBS element. Level 1 is the total contract. Levels 2, 3, and so on, are successively lower levels of the contract.

c. CWBS Element Name. Enter the title of the CWBS element using the specific name or nomenclature. The CWBS element names used in the CWBS Index and Dictionary must be identical to those in the OSD DDCA-approved contract CSDR Plan.

2. Contract Work Breakdown Structure Dictionary:

a. CWBS Code. Enter the same codes used in the Index.

b. CWBS Element Name. Enter the same element names used in the Index.

c. CWBS Definition. Enter a complete description of the technical, cost, and work content of each CWBS element. For the technical content, the dictionary must include a general system level description (i.e., highest level WBS element) of the military end item that captures top-level attributes of the system. If the system has a known official military designation (e.g., AN/ S L Q -32A (V) 2), this designation should be included in the top-level description. The contractor must provide general descriptions of the physical characteristics of each individual element below the system level. It is important that the contractor specify all hardware and software equipment that are associated with each WBS element. Each WBS element definition must provide the end user with the means to determine what the item is, what it does within the system, and how the item is physically defined. The CWBS dictionary must also include a description of the cost and work content for each element. Cost content definitions must include explanations of recurring versus nonrecurring efforts, functional cost element inclusion or exclusion, and purchased versus made in-house decisions. The description of the cost content must also include characterizations by functional category (i.e., engineering, tooling, quality control, and manufacturing) as appropriate. The cost content portion of the definition for each element should be tied to the contractor’s control account, work package, and work scope definitions. The work content definition must include a short description of the process used to design, produce or sustain the end item or service. The description must address the types of activities (e.g., design, production, analysis, or management) included within the WBS element. These descriptions must include information on whether the reporting contractor or a supplier/subcontractor is performing the work being described. CWBS dictionaries must reflect only the work being done on the contract for which the document is being submitted. If work is not expected to occur for a given WBS element, the CWBS dictionary definition must indicate that this element is not applicable. If work at some elements is being performed by a supplier/subcontractor, the dictionary must state this. Similarly, if the CWBS is for a subcontract/supplier, the work defined for each element must be specific to the subcontractor/supplier’s scope of effort, and must not include the prime contractor’s work. Definitions of a generic nature are acceptable for some parent level elements provided that more detailed definitions are given for the lower level elements. If there are GFE items being integrated into the end item, it is not expected that a detailed description of those items be provided, however, all GFE items being integrated into the system as part of the contract must be labeled as such in the CWBS dictionary under the appropriate elements. The contractor must not include any elements that are not on the OSD DDCA-approved CSDR plan.

END OF DI-MGMT-81334D

TITLE: CONTRACT PERFORMANCE REPORT (CPR)

NUMBER: DI-MGMT-81466A

APPROVAL DATE: 20050330

AMSC NUMBER: D7549

LIMITATION: Where stated (via text strikethrough)

DTIC APPLICABLE: N/A

GIDEP APPLICABLE: N/A

PREPARING ACTIVITY: MCSC

APPLICABLE FORMS: DD Forms are available and shall be used to submit required formats as follows:

• CPR Format DD Form Number Sample Format No.

o Work Breakdown Structure 2734/1 1 o Organizational Categories 2734/2 2 o Baseline 2734/3 3 o Staffing 2734/4 4 o Explanations and Problem Analyses 2734/5 5

USE/RELATIONSHIP: This report consists of five formats containing data for measuring contractors' cost and schedule performance on Department of Defense (DoD) acquisition contracts. Format 1 (Sample Format 1) provides data to measure cost and schedule performance by product-oriented Work Breakdown Structure WBS) elements, the hardware, software, and services the Government is buying. Format 2 (Sample Format 2) provides the same data by the contractor's organization (functional or Integrated Product Team (IPT) structure). Format 3 (Sample Format 3) provides the budget baseline plan against which performance is measured. Format 4 (Sample Format 4) provides staffing forecasts for correlation with the budget plan and cost estimates. Format 5 (Sample Format 5) is a narrative report used to explain significant cost and schedule variances and other identified contract problems and topics. CPR data shall be used by DoD system managers to: (1) integrate cost and schedule performance data with technical performance measures, (2) identify the magnitude and impact of actual and potential problem areas causing significant cost and schedule variances, and (3) provide valid, timely program status information to higher management. The CPR is a management report. It provides timely, reliable summary-level data with which to assess current and projected contract performance. The CPR's primary value to the Government is its ability to reflect current contract status and reasonably project future program performance. It is important that the CPR be as accurate as possible so it may be used for its intended purpose, which is to facilitate informed, timely decisions. It will be used by the DoD component staff, including program managers, engineers, cost estimators, and financial management personnel, to confirm, quantify, and track known or emerging contract problems and serve as a basis for communicating with the contractor. The CPR data shall accurately reflect how work is being planned, performed, and measured and shall be consistent with the actual contract status.

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

b. This DID shall be used in conjunction with the Integrated Master Schedule (IMS) DID, DI-MGMT- 81650. This DID may be used in conjunction with the Contract Funds Status Report (CFSR) DID, DI-MGMT- 81468, the Contract Work Breakdown Structure (CWBS) DID, DI-MGMT-81334A, the Cost Data Summary Report DID, DI-FNCL-81565A, and the Functional Cost-Hour and Progress Curve Report DID, DI-FNCL-

81566A. The same WBS shall be utilized for the Integrated Master Plan (IMP), IMS, CPR, and Contractor Cost Data Report (CCDR) as applicable.

c. The CPR shall be used to obtain cost and schedule performance information on contracts requiring compliance with the American National Standards Institute/Electronic Industries Alliance Standard 748 (ANSI/EIA-748), Earned Value Management Systems (EVMS) (current version in effect at time of contract award). Refer to the Federal Acquisition Regulation (FAR) or Defense Federal Acquisition Regulation Supplement (DFARS) clause on contract. The CPR data elements shall reflect the output of the contractor's ANSI/EIA-748 compliant integrated management system.

d. The CPR shall be required no less frequently than monthly. All formats shall be submitted to the procuring activity no later than 12 working days following the contractor’s accounting period cutoff date. This requirement may be tailored through contract negotiations to allow submission as late as 17 working days, provided that the contractor and Government agree that program complexity and integration of subcontractor and vendor performance data warrant additional time and will yield more accurate performance. Reports may reflect data either as of the end of the calendar month or as of the contractor's accounting period cutoff date, provided it is consistent with the IMS. Formats 2, 3, and 4 may be submitted on a less frequent basis in some cases. Refer to the Earned Value Management Implementation Guide (EVMIG) for guidance on tailoring reporting. (Note: Contractors may elect to attach subcontractor Format 5 reporting and cross reference this analysis in the Format 5 reporting submitted to the Government to gain time efficiencies and meet submission dates.)

e. Unless otherwise provided in the contract, data reported in the CPR shall pertain to all authorized contract work, including both priced and unpriced effort. Refer to the [Earned Value Management Implementation Guide (EVMIG) for guidance on tailoring reporting.

f. Submission of Format 1 using a product-oriented WBS in accordance with the WBS Handbook, MIL- HDBK-881, and the CWBS DID, DI-MGMT-81334A, is mandatory. (Note: For contracts that require CCDRs, the CWBS shall be developed, approved, and maintained in accordance with DoD 5000.4-M-1, Cost and Software Data Reporting Manual, and the CWBS DID.) Certain aspects of the report are subject to negotiation between the Government and the contractor, such as:

f.l: The level of detail to be reported in Format 1 normally will be at level three of the CWBS, but lower levels may be specified for high-cost or high risk items. The Government and the contractor shall periodically review and adjust as necessary CWBS reporting levels on Format 1 to ensure they continue to provide appropriate visibility without requiring excessive information. If there is a significant problem at a lower level, detailed reporting for that CWBS element may be required until the problem is resolved.

f.2: Formats 1 and 5 are mandatory in all cases. Formats 2, 3, and 4 are optional in some cases.

Refer to the EVMIG for guidance on tailoring reporting.

f.3: Variance analysis thresholds which, if exceeded, require problem analysis and narrative explanations in Format 5. If the contract does not specify variance analysis thresholds, the contractor shall provide appropriate variance analyses. (See 2.6.3 below.) Variance analysis thresholds shall be reviewed periodically and adjusted as necessary to ensure they continue to provide appropriate visibility.

f.4: If the organizational categories for Format 4 are different from Format 2, the Government may request that different organizational categories be used for reporting staffing in Format 4 instead of those used in Format 2. If so, the Government and the contractor shall negotiate the Format 4 categories.

If required, the Format 2 categories shall reflect the contractor's internal organization being used to execute the contract.

g. Subject to f., the CPR Contract Data Requirements List (CDRL) is subject to tailoring. Requiring more information in the CPR CDRL than specified in this DID is contrary to DoD policy. All negotiated reporting provisions shall be specified in the contract. Refer to the EVMIG for guidance on tailoring reporting.

REQUIREMENTS:

1. Format. Use the relevant DD Forms as listed above. All formats shall be submitted electronically in accordance with the following requirements. All formats shall be in a readable digital format (e.g., pdf files are not acceptable). The American National Standards Institute (ANSI) X12 standard (839 transaction set), the United Nations Electronic Data Interchange for Administration, Commerce and Transport (UN/EDIFACT) standard (PROCST message), or the XML equivalent shall be used to submit data electronically to the procuring activity. Contractor formats may be substituted whenever they contain all of the required data elements at the specified reporting levels and are compliant with the X12 standard, XML schema, or equivalent.

On-line access to the data may be provided to augment formal CPR submission. (Note: Until the ANSI X12/XML standards are redefined to incorporate the changes to the forms, the new data elements shall be reported in Format 5.)

2. Content. The CPR shall contain the following:

2.1 Heading Information - Formats 1 - 5. Preparation instructions for Heading Information (Blocks 1 through 4) apply to Formats 1 through 5.

2.1.1 Contractor. Enter in Block 1.a the contractor's name and division (if applicable). Enter in Block 1.b the facility location and mailing address of the reporting contractor.

2.1.2 Contract. Enter the contract name in Block 2.a, the contract number (and the applicable Contract Line Item Number(s) (CLIN(s)) in Block 2.b, the contract type in Block 2.c, and the contract share ratio (if applicable) in Block 2.d.

2.1.3 Program. Enter in Block 3.a the program name, number, acronym, type, model, and series, or other designation of the prime item(s) purchased under the contract. Indicate the program phase (development, production, etc.) in Block 3.b. Indicate whether the contractor’s EVMS has been accepted by the Government and the date of the acceptance.

2.1.4 Report Period. Enter the beginning date in Block 4.a and the ending date in Block 4.b of the period covered by the report.

2.1.5 Security Classification. Enter the appropriate security classification at the top and bottom of each page.

2.1.6 Dollars in thousands. (If reported dollar amounts are in thousands, millions, or billions, enter the factor at the top of each page.

2.2 Format 1 - Work Breakdown Structure.

2.2.1 Contract Data.

2.2.1.1 Quantity. Enter in Block 5.a the number of principal items to be procured on this contract.

2.2.1.2 Negotiated Cost. Enter in Block 5.b the dollar value (excluding fee or profit) on which contractual agreement has been reached as of the cutoff date of the report. For an incentive contract, enter the definitive contract target cost. Amounts for changes shall not be included in this item until they have been priced and incorporated in the contract through contract change order or supplemental agreement. For a cost plus fixed fee, award fee, or incentive fee contract, enter the estimated cost negotiated. Changes to the estimated cost shall consist only of estimated amounts for changes in the contract scope of work, not for cost growth ("overrun") above the original estimated cost.

2.2.1.3 Estimated Cost of Authorized, Unpriced Work. Enter in Block 5.c the amount (excluding fee or profit) estimated for that work for which written authorization has been received, but for which definitized contract prices have not been incorporated in the contract through contract change order or supplemental agreement.

2.2.1.4 Target Profit/Fee. Enter in Block 5.d the fee or percentage of profit that shall apply if the negotiated cost of the contract is met. (See 2.2.1.2 above.)

2.2.1.5 Target Price. Enter in Block 5.e the target price (negotiated contract cost plus profit/fee) applicable to the definitized contract effort.

2.2.1.6 Estimated Price. Based on the most likely estimate of cost at completion for all authorized contract work and the appropriate profit/fee, incentive, and cost sharing provisions, enter in Block 5.f the estimated final contract price (total estimated cost to the Government). This number shall be based on the most likely management EAC in Block 6.c.1 and normally will change whenever the management estimate or the contract is revised.

2.2.1.7 Contract Ceiling. Enter in Block 5.g the contract ceiling price applicable to the definitized effort.

2.2.1.8 Estimated Contract Ceiling. Enter in Block 5.h the estimated ceiling price applicable to all authorized contract effort including both definitized and undefinitized effort.

2.2.1.9 Over Target Baseline/Over Target Schedule. Enter in Block 5.i the date the last over target baseline or over target schedule was implemented (if applicable).

2.2.2 Estimated Cost at Completion. These blocks shall present the contractor's range of estimated costs at completion. The range of estimates is intended to allow contractor management flexibility to express possible cost outcomes. Contractors shall provide the most accurate Estimates at Completion (EACs) possible through program-level assessments of factors that may affect the cost, schedule, or technical outcome of the contract. Such program-level assessments shall include consideration of known or anticipated risk areas, and planned risk reductions or cost containment measures. EACs shall be reported without regard to contract ceiling.

2.2.2.1 Management Estimate at Completion - Best Case. Enter in Block 6.a.1 the contractor's best case EAC. The best case estimate is the one that results in the lowest cost to the Government. This estimate shall be based on the outcome of the most favorable set of circumstances. If this estimate is different from the most likely EAC (Block 6.c.1), the assumptions, conditions, and methodology underlying this estimate shall be explained briefly in Format 5. This estimate is for informational purposes only; it is not an official company estimate. There is no requirement for the contractor to prepare and maintain backup data beyond the explanation provided in Format 5.

2.2.2.2 Management Estimate at Completion - Worst Case. Enter in Block 6.b.1 the contractor's worst case EAC. The worst case estimate is the one that results in the highest cost to the Government. This estimate shall be based on the outcome of the least favorable set of circumstances. If this estimate is different from the most likely EAC (Block 6.c.1), the assumptions, conditions, and methodology underlying this estimate shall be explained briefly in Format 5. This estimate is for informational purposes only; it is not an official company estimate. There is no requirement for the contractor to prepare and maintain backup data beyond the explanation provided in Format 5.

2.2.2.3 Management Estimate at Completion - Most Likely. Enter in Block 6.c.1 the contractor's most likely EAC. This estimate is the contractor's official contract EAC and, as such, takes precedence over the estimates presented in Column (15) of Formats 1 and 2 and Blocks 6.a.1 and 6.b.1. This EAC is the value that the contractor's management believes is the most likely outcome based on a knowledgeable estimate of all authorized work, known risks, and probable future conditions. This value need not agree with the total of Column (15) (Block 8.e). However, any difference shall be explained in Format 5 in such terms as risk, use of Management Reserve (MR), or higher management knowledge of current or future contract conditions. The assumptions, conditions, and methodology underlying this estimate shall be explained briefly in Format 5. This EAC need not agree with EACs contained in the contractor's internal data, but must be reconcilable to them. The most likely EAC shall also be reconcilable to the contractor's latest statement of funds required as reported in the CFSR, or its equivalent, if this report is a contractual requirement.

2.2.2.4 Contract Budget Base. Enter in Block 6.c.2 the total of negotiated cost (Block 5.b) and estimated cost of authorized, unpriced work (Block 5.c).

2.2.2.5 Variance. Enter in Block 6.c.3 the Contract Budget Base (Block 6.c.2) minus the most likely estimate at complete (Block 6.c.1). This value shall be explained in Format 5 according to applicable contractual requirements.

2.2.3 Authorized Contractor Representative. Enter in Block 7.a the name of the authorized person (program manager or designee) signing the report. Enter that person’s title in Block 7.b.

The authorized person shall sign in Block 7.c. Enter the date signed in Block 7.d. Electronic signatures are encouraged.

2.2.4 Performance Data.

2.2.4.1 Column (1) - Work Breakdown Structure Element. Enter in Column (1) of Block 8.a the noun description of the CWBS items for which cost information is being reported.

CWBS elements and levels reported shall be those specified in the contract. (See f.1 above.)

2.2.4.2 Cost of Money. Enter in Columns (2) through (16) of Block 8.b facilities Capital Cost of Money applicable to the contract.

2.2.4.3 General and Administrative. Enter in Columns (2) through (16) of Block 8.c the appropriate General and Administrative (G&A) costs. If G&A costs have not been included in the CWBS costs reported in Block 8.a above, G&A shall be shown as an add entry in Block 8.a. If G&A costs have been included in the CWBS costs reported in Block 8.a above, G&A shall be shown as a non-add entry in Block 8.c with an appropriate notation to that effect. For contracts that require CCDRs, contractors may also have to submit separate costs without G&A for the CWBS elements reported in Block 8.a on an exception basis if the Government specifies such a requirement in the CDRL. If a G&A classification is not used, no entry shall be made other than an appropriate notation to that effect.

2.2.4.4 Undistributed Budget. Enter the amount of budget applicable to contract effort that has not yet been identified to CWBS elements at or below the reporting level. For example, if contract changes were authorized late in the reporting period, they should have received a total budget; however, assignment of work and allocation of budgets to individual CWBS elements may not have been accomplished as of the contractor’s accounting period cutoff date. Budgets that can be identified to CWBS elements at or below the specified reporting level shall be included in the total budgets shown for the CWBS elements in Block 8.a and shall not be shown as Undistributed Budget (UB).

Enter in Column (15) of Block 8.d the EAC for the scope of work represented by the UB in Column (14) of Block 8.d. Enter in Column (16) of Block 8.d the variance, if any, and fully explain it in Format 5. The reason(s) for UB shall be fully explained in Format 5.

2.2.4.4.1 Use of Undistributed Budget. UB is used to accommodate temporary situations where time constraints prevent adequate budget planning or where contract effort can only be defined in very general terms. UB shall not be used as a substitute for adequate contract planning. Formal budgets shall be allocated to contract effort and responsible organizations at the earliest possible time, preferably within the next reporting period.

2.2.4.5…