ATT J05 QASP.pdf

Attachment J05

M67854-24-R-7603/TO M67854-24-F-7611

QUALITY ASSURANCE

SURVEILLANCE PLAN

(QASP)

Global Combat Support System – Marine Corps

(GCSS-MC)

Table of Contents

1 INTRODUCTION

1.1 Purpose

1.3 Scope

1.4 Performance Management Approach

1.5 Performance Management Strategy

2 GOVERNMENT RESOURCES AND RESPONSIBILITIES

2.1 The Contracting Officer

2.2 The Contracting Officer’s Representative

3 IDENTIFICATION OF REQUIRED PERFORMANCE STANDARDS/QUALITY LEVELS ... 5

4. QUALITY ASSURANCE DOCUMENTATION

5. ANALYSIS OF QUALITY ASSURANCE ASSESSMENT

5.1 Monitoring

6. REVIEWS AND RESOLUTION

QUALITY ASSURANCE SURVEILLANCE PLAN (QASP)

1 INTRODUCTION

This Quality Assurance (QA) Surveillance Plan (QASP) establishes methods for monitoring and surveilling the Contractor’s performance of the requirement in the Performance Work Statement (PWS) entitled Global Combat Support System – Marine Corps (GCSS-MC) Post Deployment System Support

(PDSS). This Plan sets forth the procedures and guidelines GCSS-MC will use to ensure the required performance standards or service levels are achieved by the Contractor.

1.1 Purpose

1.1.1 The purpose of the QASP is to describe the systematic methods used to monitor performance and to identify the required documentation and resources to be employed. The QASP provides a means for evaluating whether the Contractor is meeting the performance standards/quality levels in accordance with the PWS. This QASP serves as the principal basis for assessing overall performance quality associated with this effort. This document will be used by the Government to assess the effectiveness of the Contractor’s management and technical services. This QASP provides the methodology by which the Contractor's performance will be monitored to determine compliance with established performance objectives and to establish performance benchmarks that ensure a quantifiable basis for measuring effectiveness. The Plan is designed so that surveillance is limited to that which is necessary to verify the Contractor is performing management and technical services satisfactorily and relates directly in performance of the objectives delineated in the PWS.

1.1.2 This QASP defines the roles and responsibilities of all members of the Integrated Product Team

(IPT), identifies the performance objectives, defines the methodologies used to monitor and evaluate the Contractor’s performance, and QA documentation requirements.

1.2 Authority

Authority for issuance of this QASP will be provided under the resultant contract Inspection and

Acceptance section, which provides for inspections and acceptance of the services and documentation called for in service contracts, to be executed by the Contracting Officer’s

Representative (COR).

1.3 Scope

a. The QASP is put in place to provide Government surveillance oversight of the Contractor’s efforts to assure that they are timely, effective and are delivering the results specified in the Task

Order (TO).

b. An evaluation will be performed on each deliverable submission as cited within the PWS, as well as a single evaluation of the Contractor’s overall performance on an annual basis for the base contract and after the period of performance for each TO. The evaluation will encompass all work performed by the Contractor at any time during the specific period of evaluation.

Additional interim evaluations may be conducted at the discretion of the Government.

1.4 Performance Management Approach

1.4.1 The PWS structures the acquisition around “what” service or quality level is required, as opposed to “how” the Contractor shall perform the work (i.e., results, non-compliance). This QASP will define the performance management approach taken by GCSS-MC Program Management Office

(PMO) to monitor and manage the Contractor’s performance to ensure the expected outcomes or performance objectives communicated in the PWS are achieved. Performance management rests on developing a capability to review and analyze information generated through performance assessment. The ability to make decisions based on the analysis of performance data is the cornerstone of performance management; this analysis yields information that indicates whether expected outcomes for the project are being achieved by the Contractor.

1.4.2 Performance management represents a significant shift from the more traditional QA concepts in several ways. Performance management focuses on assessing whether outcomes are being achieved and to what extent. This approach migrates away from scrutiny of compliance with the processes and practices used to achieve the outcome. A performance-based approach enables the Contractor to play a large role in how the work is performed if the proposed processes are within the stated constraints. The only exceptions to process reviews are those required by law (federal, state, and local) and compelling business situations, such as safety and health. A “results” focus provides the

Contractor flexibility to continuously improve and innovate over the course of the contract if the critical outcomes expected are being achieved and/or the desired performance levels are being met.

1.5 Performance Management Strategy

1.5.1 The Contractor is responsible for the quality of all work performed. The Contractor measures that quality through the Contractor’s own Quality Control (QC) program. QC is work output, not workers, and therefore includes all work performed under this contract regardless of whether the work is performed by Contractor employees or by Subcontractors. The Contractor’s QC program will set forth the staffing and procedures for self-inspecting the quality, timeliness, responsiveness, customer satisfaction, and other performance requirements in the PWS.

1.5.2 The Government representative(s) will monitor performance by the Contractor to determine how the Contractor is performing against communicated performance objectives. The Contractor will be responsible for making required changes to any documents.

2 GOVERNMENT RESOURCES AND RESPONSIBILITIES

2.1 The Contracting Officer

The Contracting Officer (KO) is responsible for monitoring contract compliance, contract administration, and cost control and resolving any differences between the observations documented by the Contracting

Officer’s Representative (COR) and the Contractor. The KO is a person duly appointed with the authority to enter contracts and make related determination and findings on behalf of the Government. The Procuring

Contracting Officer (PCO) for the resultant contract will be identified in the Contract Administration section. KOs are designated via a written warrant, which sets forth limitations of authority. The KO is the only person with the authority to make changes to the contract or resultant TOs.

2.2 The Contracting Officer’s Representative

The KO will designate and appoint in writing a COR as the Government authority for performance management. The COR will be responsible for technical administration of the contract and will assure proper Government surveillance of the Contractor’s technical performance. The number of additional representatives serving as technical inspectors depends on the complexity of the services measured, as well as the Contractor’s performance, and must be identified and designated by the KO. The COR is not empowered to make any contractual commitments or to authorize any contractual changes on the

Government’s behalf. Any changes that the Contractor deems necessary may affect contract price, terms, or conditions shall be referred to the KO for action. The designation will contain the scope of responsibilities.

3 IDENTIFICATION OF REQUIRED PERFORMANCE STANDARDS/QUALITY LEVELS

The Performance Requirements Summary (PRS) Table 3 is the list of performance objectives and standards that must be performed by the Contractor. This matrix details the surveillance methods the COR will use to validate and inspect these performance elements. Inspection of each element will be documented in the

COR file. Performance standards define the desired outcomes. Acceptable Quality Level (AQL) defines the level of service required under this contract to successfully meet the performance objectives. Quality

Plus Content Plus Timeliness Equals AQL. Acceptable (A) Equals 90%-100% based on applicable PRS;

Reject 79%-89%; Rework <79.

Performance Evaluation Criteria. The Contractor’s performance will be evaluated using the criteria and standards provided for each objective and identified in Tables 1, 2, and 3.

a. Organization. Program Management Warfare 230, Marine Corps System Command, Quantico VA.

b. This performance evaluation does not replace any other requirement for evaluating contractor performance that may be required by this contract such as a CPARS report.

The inspection methodology defines how, when, and what will be assessed in measuring performance.

Surveillance Methods - Surveillance of Contractor performance is the method used by the Government to determine whether the Contractor is effectively and efficiently complying with all terms and conditions of the contract. The COR plays a critical role in adequately evaluating Contractor performance. The methods of surveillance listed below will be used as indicated with the performance standards delineated by the

PWS element in the PRS.

• Analysis. A qualitative and quantitative method that is carried out by examining and assessing the application of techniques and metrics to determine if they are appropriate and sufficient.

The quality of performance can be determined from Government or contractor task- based or

Management Information System reports; Contractor International Standards Organization

(ISO) 9000 techniques and procedures; or from Government observation of completed tasks.

In some instances, reports may be available in the form of information on a Contractor’s performance against contract requirements. Reports generally provide information regarding various characteristics of tasks and can, therefore, be used to determine acceptability of a

Contractor’s performance.

• Inspections. A qualitative method that can be accomplished through one of the following techniques:

o Random Sampling: With random sampling, services are sampled to determine if the level of performance is acceptable. Random sampling works best when the number of instances of the services being performed is very large and a statistically valid sample can be obtained. Stratified sampling for example focuses on selected parts of total contractor output for sampling. Computer programs may be available to assist in establishing sampling procedures.

o Periodic Inspection, Judgmental Inspection, or Planned Sampling: This method, sometimes called "planned sampling,” consists of the evaluation of tasks selected on other than a 100% or random basis.

o 100% Inspection: This method includes a full review and evaluation of all outputs required.

• Direct Observation: This method includes the physical observation of task performance and the required outcome.

• Customer Complaints (Customer Feedback): The Contractor is expected to establish and maintain professional communication between its employees and customers. The primary objective of this communication is customer satisfaction. Customer satisfaction is the most significant external indicator of the success and effectiveness of all services provided and can be measured through customer complaints. Performance management drives the Contractor to be customer focused through initially and internally addressing customer complaints and investigating the issues and/or problems. The customer will communicate complaints to the

COR as opposed to the Contractor. Customer complaints will set forth clearly and in writing the detailed nature of the complaint and is forwarded to the COR. The COR will investigate and determine if the complaint is valid or not. If considered valid, the Contractor shall provide a resolution. Customer feedback may also be obtained either from the results of customer satisfaction surveys or from random customer complaints through initially and internally addressing customer complaints and investigating the issues and/or problems.

TABLE 1: TASK PERFORMANCE EVALUATION CRITERIA AND STANDARDS

CRITERION UNSATISFACTORY MARGINAL SATISFACTORY VERY GOOD EXCEPTIONAL

Task

Performance

Work product fails to meet Acceptable

Quality Levels (AQLs) defined in

Performance

Requirements

Summary

Table, Table 3

Work product occasionally fails to meet AQLs defined in

Performance

Requirements

Summary Table, Table 3

Work product routinely meets AQLs defined in

Performance

Requirements

Summary Table, Table 3

Work product always meets and occasionally exceeds AQLs defined in

Performance

Requirements

Summary Table, Table 3

Work product exceeds AQLs defined in

Performance

Requirements

Summary Table, Table 3

Staffing Contractor provides marginally qualified or unqualified personnel.

Lapses in coverage occur regularly.

Contractor provides marginally qualified personnel. Lapses

Contractor provides qualified personnel.

Lapses in coverage may occasionally occur and are

Contractor provides a mix of qualified and some highly qualified

Contractor provides highly qualified personnel.

Contractor reassigns personnel to ensure in coverage occur more than occasionally managed per contract policy.

personnel. Lapses in coverage occur infrequently and are managed per contract policy.

proper coverage.

Actual lapses in coverage occur very rarely, if ever, and are managed per contract policy.

Contractor ensures staff training remains current.

Timeliness Contractor frequently misses deadlines, schedules, or is slow to respond to

Government requests or is non-responsive to

Government requests.

Contractor occasionally misses deadlines, schedules or is slow to respond to

Government requests or is occasionally non-responsive to

Government requests.

Contractor routinely meets deadlines, schedules, and responds quickly to

Government requests.

Contractor routinely meets deadlines and schedules and occasionally delivers early and responds immediately to

Government requests.

Contractor routinely delivers ahead of deadlines, schedules, and responds immediately to

Government requests.

Customer

Satisfaction

Fails to meet customer expectations

Contractor occasionally fails to meet customer expectations

Meets customer expectations.

Routinely meets or occasionally exceeds customer expectations.

Exceeds customer expectations.

Table 2: CONTRACT PERFORMANCE ASSESSMENT PERFORMANCE EVALUATION CRITERIA AND

STANDARDS

CRITERION UNSATISFACTORY MARGINAL SATISFACTORY VERY GOOD EXCEPTIONAL

Problem

Resolution

Problems are unresolved, repetitive, or take excessive

Government effort to resolve.

Problems are generally resolved but take unusual

Government effort to resolve or take an excessive amount of time to resolve

Problems are resolved quickly with minimal

Government involvement.

Problems occur

Infrequently and are generally resolved quickly with minimal

Government involvement.

Problems are non-existent or the contractor takes corrective action without Government involvement.

Responsiveness Contractor is completely unresponsive to

Government requests and concerns.

Contractor is occasionally unresponsive to

Government requests and concerns

Contractor is responsive to

Government requests and concerns.

Contractor is responsive to

Government requests and concerns and occasionally is proactive in anticipating

Government concerns

Contractor takes proactive approach in dealing with

Government representatives and anticipates

Government concerns.

CRITERION UNSATISFACTORY MARGINAL SATISFACTORY VERY GOOD EXCEPTIONAL

Communication Contractor often fails to communicate with Government in an effective and timely manner.

Contractor occasionally fails to communicate with

Government in an effective and timely manner

Contractor routinely communicates with Government in an effective and timely manner.

Contractor routinely communicates with

Government in an effective and timely manner and is frequently proactive in managing communications

Contractor takes a proactive approach such that communications are almost always clear, effective, and timely.

Table 3: PERFORMANCE AND REQUIREMENTS SUMMARY

PWS Para

Performance-based Task

Performance Requirement

Indicator

Acceptable

Quality

Level

Surveillance

Method

How will performance be documented and by whom

TO PWS Para:

2.4.1

Asset Tracking /

Government

Furnished

Property (GFP)

--Provide management, accountability, tracking, and reporting of GCSS-MC

Enterprise HW/SW, GFP, licenses, and warranty/support.

'--Execute HW procurements and warranty/support agreements and renewals required to sustain and maintain the system.

--Format (≤ 3 errors), content completeness

(≤ 3 missing items), and timeliness of report (≤ 3 working days late).

99% Direct observation, quarterly reviews, periodic inspection, and random sampling

Government

Lead/COR review of deliverables and written response

TO PWS Para:

2.4.3

Obsolescence

Management

--Review and update the

Obsolescence

Management Plan annually and as needed.

'--Notify the PMO of announced HW/SW end of life or end of support, loss, or impending loss of manufacturers of items or suppliers of items.

'--Provide technology-related assessments and recommendations for upgrades, migrations, or tech refresh options to mitigate obsolescence risks or issues and implement approved solutions in a timely manner.

'--Provide procurement and implementation costs to replace obsolete items and provide source data to support forecasting of obsolescence risks and support disposal of HW assets.

--Obsolescence

Management followed on

100% of the system components.

99% Direct observation, quarterly reviews, periodic inspection, and random sampling

Government

Lead/COR review of deliverables and written response

TO PWS Para:

4.3.3.1.4

System

Performance and

Metric Analysis

'--Develop and maintain a

Metrics Virtual Dashboard as a repository for all metrics identified in the Metrics

Management SOP and metrics requirements within this PWS e.g., Agile Metrics and Trend

Analysis, and provide a Metrics

Virtual Dashboard Status Report.

--Format (≤ 3 errors), content completeness

(≤ 3 missing items), and timeliness of report (≤ 3 working days late).

95% Quarterly reviews, periodic inspection, customer complaints and random sampling

Government

Lead/COR review of deliverables and written response

TO PWS Para:

4.3.5.2

Release

Management

--Provide status updates for ongoing release plans at release planning meetings.

'--Provide incremental release plans identifying change request for appropriate releases based on the problem management backlog assignments and PMO ranking that are broken down into sprints or iterations.

--Effective execution of

Release

Management as detailed in

Section 4.3.5.2 of PWS.

'--Format (≤ 3 errors), content completeness

(≤ 3 missing items), and timeliness of report (≤ 3 working days late).

95% Direct observation, quarterly reviews, periodic inspection, and random sampling

Government

Lead/COR review of deliverables and written response

TO PWS Para: 4.4 Service Level

Management

-- Establish SLM framework; manage service delivery and

Quality of Service (QoS)

'--Develop SLAs and underpinning contracts required for performance.

'--Examine and assess all service management processes, Service Level Agreements and underpinning contracts against appropriate performance metrics established throughout the TO

PWS.

'- Apply metrics established for the GCSS-MC and the Operating

Forces’ User Performance

Assessments to measure GCSS-

MC performance against established performance objectives throughout the TO

PWS.

'--Measure GCSS-MC performance against established performance objectives.

'--Identify the approach to be used to collect supporting data, measurement, and analysis, and reporting with recommendations to improve the system.

--Effective execution of

Agile HW and

SW Changes as detailed in

Section 4.4 of

PWS.

'--Format (≤ 3 errors), content completeness

(≤ 3 missing items), and timeliness of report (≤ 3 working days late) .

95% Quarterly reviews, periodic inspection, customer complaints and random sampling

Government

Lead/COR review of deliverables and written response

TO PWS Para:

4.4.1.3, and 4.8.2

Agile Hardware and

Software Changes

Agile Metrics and

Trend Analysis

Agile Systems

Engineering /

Sustaining

Engineering Plan

(SEP)

--Provide Agile Product

Teams, and Development and Sustainment resources that are cross-functional to support

HW/SW changes.

'--Track and manage Agile lifecycles in an Agile management tool and provide access, reports, and usable data to the Government

'--Provide recommendations to enhance or streamline processes.

--Effective execution of

Agile HW and

SW Changes as detailed in

Section 4.4.1.3 of PWS.

Acceptable and executable integrated sustainment

Engineering processes.

95% Direct Observation

Weekly, Monthly, and Quarterly

Briefings Quarterly reviews, periodic inspection, and random sampling

Government

Lead/COR review of deliverables

TO PWS Para:

4.4.2

Solution

Development

Environment

-Maintain the SDE to remain fully compatible with the existing

GCSS-MC PROD and PSS environments in terms of hardware, virtual machines, OSs, and application software2. '-

Maintain scalable SDE hardware and software necessary to replicate the current PROD baseline, development and enhancement baselines, data quality and conversion, and major release support used for development and integration testing.

'-Monitor, document, and immediately report to the COR or contracting Officer any capacity increase needs the contractor forecasts before the parties begin negotiating for an increase to the maximum capacity established for the SDE.

--SDE 100%

available for use.

99% Direct observation, quarterly reviews, periodic inspection, customer complaints and random sampling

Government

Lead/COR review of deliverables and written response

TO PWS Para:

4.4.2.1

SDE Sustainment

Support

--Provide technical planning, change resolution, and test support to CRs and report details, status, and action items at O&S meetings.

'--Establish PROD support instances in the DEV, Patch, and

CM environments necessary to develop, test, troubleshoot, and integrate changes prior to promotion to the PSS and to the

PROD environment.

--Support instances 100% available for use.

99% Direct observation, quarterly reviews, periodic inspection, customer complaints and random sampling

Government

Lead/COR review of deliverables

TO

PWS

Para:

4.4.2.2

SDE

Operations

Support

--Evaluate capacity requirements and performance and shall update the SDE Capacity Plan at least annually or when a change is made to the infrastructure.

'--Configure and develop Logical

Volume Management (LVM) storage virtualization that offers system administrators a more flexible approach to managing disk storage space than traditional partitioning.

'--Monitor the Oracle website for certified versions of integrated SW and provide recommendations so that the

PROD solution remains within Oracle support guidelines.

'--Deliver technical drawings, diagrams, and other technical data to support Government data requirements, including, but not limited to, applying relevant patches and Critical Patch Updates

(CPUs) to keep the equipment and software current.

--SDE 100%

available for use.

99% Direct observation, quarterly reviews, periodic inspection, customer complaints and random sampling

Government

Lead/COR review of deliverables and written response

TO

PWS

Para:

4.4.3.1 and

4.12

GCSS-MC

PROD/PSS

Environment

Sustainment

--Cohesively integrate and sustain the

PROD/PSS environment and ensure its synchronization with the SDE, DR/COOP, and training environments.

'--Maintain and sustain the current production system, including hardware, software, and ancillary equipment.

'--Maintain configuration control of the system baseline and ensure all changes to production configuration items are properly documented and reported.

'--Maintain control of production assets and support physical inventories and configuration audits.

'--Apply security patching and risk management framework (RMF) artifact updates to ensure system accreditation and sustainment of its Authority To Operate (ATO).

'--Provide recommendations for improvement for potential software and proposed hardware used in the Production environment via ECPs utilizing the

Engineering Change Proposal.

--Production system

99.99% available for users.

'--Configuration control of baseline properly always documented.

'--Production asset physical inventory maintained 100%.

--ATO

maintained 100% of time.

99% Direct observation, quarterly reviews, periodic inspection, customer complaints and random sampling, analysis

Government

Lead/COR review of deliverables and written response

TO

PWS

Para:

4.4.3.2

Internal

Networking and Ancillary

Storage

--Deliver secure, reliable, and scalable IPv6 network connections, to include specifications for establishing a link between Contractor sites, Contractor personnel, and

Government sites.

'--Maintain the internal network connectivity (server-to- server and enclave to point-of-presence) at a minimum of 10 Gigabit Ethernet.

'--Prepare CRs to address COTS updates and configuration changes for the network switches.

'--Provide technical support in configuring the SDE to replicate the

PROD environment’s configuration.

--Network connections meet requirements.

99% Direct observation quarterly reviews, periodic inspection, customer complaints and random sampling

Government

Lead/COR review of deliverables and written response

TO

PWS

Para:

4.4.4

Capacity

Management

--Perform capacity planning to accommodate for usage growth through scaling of existing infrastructure (servers, licenses, storage, bandwidth, etc.) and emerging technologies.

'--Effective execution of

Capacity

Management support detailed in Section 4.4.4 of PWS.

''--Format (≤ 3 errors), content completeness

(≤ 3 missing items), 99% Direct observation, quarterly reviews, periodic inspection, customer complaints and random sampling

Government

Lead/COR review of deliverables and timeliness of report (≤ 3 working days late).

TO

PWS

Para:

4.4.5.1

Change

Analysis

--Analyze CRs and provide the technical approach to implement the change.

'--Conduct an RCA of

SRs/Incidents for trouble tickets, to include detailed estimate analysis, and RICECPW impact assessments.

--Effective execution of

Change Development detailed in Section

4.4.5.1 of PWS.

'--Format (≤ 3 errors), content completeness

(≤ 3 missing items), and timeliness of report (≤ 3 working days late).

99% Direct observation, quarterly reviews, periodic inspection, and random sampling

Government

Lead/COR review of deliverables and written response

PWS

Para:

4.4.5.2

Change

Development

--Incorporate all system changes into the code repository and provide code migration documentation and/or procedures to the Government for

Independent Verification and Validation

(IV&V).

'--Ensure the code being developed and released to the Government meets the requirements for a secure baseline and support all IA/Cybersecurity activities required to operate, maintain, and sustain the SDE.

--Effective execution of

Change Development detailed in Section

4.4.5.2 of PWS.

'--Ensure RICEPW functions properly.

'--Format (≤ 3 errors), content completeness (≤

3 missing items)

, and timeliness of report (≤ 3 working days late)

99% Direct observation, quarterly reviews, periodic inspection, and random sampling

Government

Lead/COR review of deliverables and written response

TO

PWS

Para:

4.4.5.3

Change to System -

Functional Testing

--Conduct all necessary testing in the DEV and CM environments to verify that patches and fixes successfully resolve identified issues in accordance with PWS

Section 4.4.5.3.

'--Create and perform all required testing.

99% Direct observation, quarterly reviews, periodic inspection, and random sampling

Government

Lead/COR review of deliverables and written response

TO

PWS

Para:

4.4.5.5

Change to

System

Promotion and Change

Requests

(CRs)

--Participate in required change management boards (Change Assessment

Boards (CABs), CCBs, and Release

Management).

'--Utilize the CR process for changes to

GCSS-MC and upon approval, create a

CR, in accordance with PWS Section

4.4.5.6.

'--Execute and/or validate each CR has reached the Definition of Done.

'--Manage and sustain new and existing

GCSS-MC Enterprise interfaces, including, but not limited to, inspecting, testing, analyzing, and repairing interfaces.

'--Analyze the CR prioritization and recommend the best approach to execute system changes and maximize completion of CRs.

'--Promote approved changes to the PSS and PROD following established GCSS-

MC Enterprise release processes in the

CMP.

--Follow promotion process for approved

Production releases.

'--100% of problems are evaluated within process guidelines.

99% Direct observation, quarterly reviews, periodic inspection, and random sampling

Government

Lead/COR review of deliverables

Para:

4.4.6

GCSS-MC

PROD/PSS

HW Suite

--Maintain consistent HW/SW baselines between all environments, ensuring test results and developed solutions from testing and development environments provide a technically valid forecast of

PROD environment results.

'--Ensure system backup data is up-to-date and ready for emergency disaster recovery.

'--Adhere to the established

GCSS-MC SLAs to coordinate, administer, monitor, and maintain infrastructure and hosting services provided for

GCSS-MC Enterprise.

'--Manage the current configuration of

OEM Cloud Controls '--Maintain and provide accurate system information including system diagrams, network and data flow diagrams, system configurations, system diagrams, and network configurations.

'--Provide infrastructure, personnel, and documented OUM TA.155 SOPs to support required offsite storage and restoration activities.

'--System backup data is up to date and available 100% of the time

99% Direct observation, quarterly reviews, periodic inspection, customer complaints and random sampling

Government

Lead/COR review of deliverables and written response

TO

PWS

Para:

4.4.7

Service

Operations

--Execute and maintain GOC and ESD services, functions, and processes for the GCSS-MC PROD system and

DR/COOP.

--Provide technical expertise in SA, System Integration (SI), database administration, application administration, implementation of code, system software support, networking support, system functionality, ITIL, and trouble ticket (SR/Incident)/change management to sustain 24-hours-a day/7-days-a-week/365-days-a-year system operations.

'--Provide integrated incident/problem management to resolve issues and problems, and unplanned outages.

--'Effective execution of Service Operations as detailed in Section

4.4.7 and

Subparagraphs of

PWS.

100% Direct observation, analysis, inspections, and customer complaints

Government

Lead/COR review of deliverables and written response

TO

PWS

Para:

4.4.8

Product

Lifecycle

Support

--Measure and assess the system’s performance against established RAM metrics and provide cost-effective solutions and recommendations to achieve and maintain RAM objectives.

'--Track and report RAM data in O&S briefs and meetings.

'--Research and recommend new methodologies and tools for reliability analysis and maintain system performance measures archival spreadsheets and records for the life of the contract.

Format (≤ 3 errors), content completeness (≤

3 missing items)

, and timeliness of report (≤ 3 working days late)

99% Direct observation, quarterly reviews, periodic inspection, and random sampling

Government

Lead/COR review of deliverables and written response

TO

PWS

Para:

4.4.8.1 and

4.4.8.2

Reliability and

Availability

--Collect data and use the Mean Time

Between Failures (MTBF) and reliability formulas provided in PWS

Figure 4-3 to compute the weekly

MTBF and reliability percentage.

'--Report events that result in deviations from the established threshold.

'--Collect the data and use the formula provided in PWS Figure 4-4 to

'--Reliability:

threshold

=99.44%;

objective=99.99

Ao:

threshold=95.00%;

objective=98.00%

99% 100%

Inspection, analysis, direct observation

Government

Lead/COR review of deliverables compute the weekly Ao.

PWS

Para:

4.4.8.3

Maintainability --Compute and report the Mean

Corrective Maintenance Time (MCMT) and Corrective Maintenance Downtime

Occurrences using the formulas provided in PWS Figure 4-5.

--Threshold:> 4 hours for 90.00% of downtime occurrences.

99% Direct observation, quarterly reviews, periodic inspection, formal reporting

Government

Lead/COR review of deliverables and written response

TO

PWS

Para:

4.4.9

GCSS-MC

Operations Center

(GOC)

--Create an event record for each event

'--Coordinate planned system outages, including providing notification to the user community before and during outages '--Initiate, request, coordinate resources, monitor, manage and resolve all required GCSS-MC PROD and PSS planned and unplanned outages and periods of unavailability.

'-Identify, coordinate, and execute troubleshooting efforts with KCITC

(PSS and PROD) and DISA

(DR/COOP) in response to unplanned issues, poor network performance, hardware upgrades, OS upgrades, or software related issues '--Investigate the cause(s) and corrective course(s) of action for the workflow communicating a fix or

TA.105PROD24 SOP update via CR.

--100% of incidents recorded in system logs per PWS.

'--Change request implemented for

100% of new types or workflow errors detected.

100% 100% inspection

Direct observation

Government

Lead/COR review of deliverables

TO PWS

4.4.9.1

Database

Administration

--Monitor PROD/DR/COOP interfaces to support problem identification and create CRs to address valid issues.

'--Analyze issues forwarded to

Tier 3 by Tier 2 and research, design, build, test, and implement approved changes per the Government’s

Service Transition processes and validate patches to

RICECPW components.

'--Analyze scope, prepare, and execute CRs which may arise from high priority CRs authorized by the change management process.

'--Perform weekly backups and prior to, unplanned, and planned backups, in accordance with Government’s

Backup SOP, and initiate recoveries and refreshes as required to ensure data is not lost for duration of the contract.

'--Perform health checks and monitor system integrity and usability.

'-- Monitor the growth of the database segments and conduct capacity planning and forecasting and present this data to the Government in O&S briefs and meetings.

--'Effective execution of

Database

Administration as detailed in Sections

4.4.7 and 4.4.9.1 of

PWS.

99% Direct observation, quarterly reviews, periodic inspection, customer complaints and random sampling

Government

Lead/COR review of deliverables and written response

TO PWS

Para:

4.4.10

Enterprise

Service Desk

(ESD)

--Establish and maintain an integrated ESD that includes

Request Fulfillment, Access

Management, Event Management, IM, and Problem Management.

'--Track and manage trouble tickets.

'--Develop, maintain, update, and use ESD Templates.

'--Manage all web, e-mail, phone, voicemail, and ticketing system for customer inquiries/requests from receipt to resolution using established tools, including, but not limited to, the ITSM tool.

'--Report the Service Desk’s efforts and status at O&S briefs and meetings.

--Effective execution of ESD as detailed in

Section 4.4.10.2, Table 4-3 of PWS.

'Conduct Customer

Satisfaction Surveys

90% Customer complaint, random sampling

Government

Lead/COR review of deliverables and written response

TO PWS

Para:

4.4.10.1.1

Tier 1 ESD --Provide a 24-hour-a-day, 7-day-a-week, 365-day-a-year fully functional Tier 1 ESD.

'--Identify and route issues or defects to internal

Government and contractor teams, including, but not limited to, SMEs, IA/Cybersecurity, Interface, and the GOC.

'--Create new KBs or UPKs to document the solutions.

--Effective execution of

Tier 1 as detailed in

Section 4.4.10.1.1 of

PWS.

'--100% of user issues documented in

Remedy FAQs.

99% Direct observation, quarterly reviews, periodic inspection, customer complaints and random sampling

Government

Lead/COR review of deliverables and written response

TO PWS

Para:

4.4.10.1.2

Tier 2 ESD --Update the GCSS-MC KB when a Tier 2 level SR issue response is not already scripted or documented in the

Knowledge Base.

'--Analyze issues to determine, if possible, trends exist.

--Effective execution of

Tier 2 as detailed in

Section 4.4.10.1.2 of

PWS.

'--100% of Tier 2 SR issue responses in

KBs.

99% Direct observation, quarterly reviews, periodic inspection, customer complaints and random sampling

Government

Lead/COR review of deliverables and written response

TO PWS

4.4.10.1.3

Tier 3 ESD --Provide a Tier 3 Service

Desk comprised of functional and technical SMEs to provide timely and effective responses to operational or technical problems or issues that may arise during system operation and maintenance.

'--Provide troubleshooting, performing RCAs, solution development, and implementation of approved changes to resolve Trouble

Tickets (SRs/Incidents), data quality, integration, data exchanges, and customization

'--Incorporate the use of robots or

“bots” to automate some of the manual tasks being performed by the

Service Desk in the Remedy ticketing system.

'--Be available within a 2-hour window to perform a required task through its resolution during an unexpected outage.

--Effective execution of

Tier 3 as detailed in

Section 4.4.10.1.3 of

PWS.

'--100% of issues responded to within

2-hour window.

99% Direct observation, quarterly reviews, periodic inspection, customer complaints and random sampling

Government

Lead/COR review of deliverables and written response

TO PWS

Para:

4.4.10.3

Incident

Management

--Provide assessment, diagnostic, and escalation procedures to resolve incidents within this PWS’ reliability requirements and ensure services are restored in accordance with GCSS-

MC availability requirements, as detailed in RAM Section 4.4.8.

'--Provide assessment, diagnostic, and escalation procedures to resolve incidents within specified timeframes.

'--Gather information regarding incidents and provide classification as well as provide trend analysis.

'--If incidents cannot be resolved technically or in a timely manner, escalate the issue to Problem

Management.

--Format (≤ 3 errors), content completeness (≤

3 missing items)

, and timeliness of report (≤ 3 working days late)

95% Quarterly reviews, periodic inspection, customer complaints and random sampling

Government

Lead/COR review of deliverables and written response

TO PWS

Para:

4.4.10.4

Problem

Management

--Analyze and resolve functional issues and provide technical and functional support for the GCSS-MC

Enterprise system to include COTS products, RICECPW components, and related trouble tickets

(SRs/Incidents) that could not be resolved at lower tiers.

'--Manage Tier 3 support, coordinating with external interface partners and application developers to obtain and verify system fixes.

'--Identify root causes, perform RCAs, and document their findings in an RCA report.

'--Conduct technical aspects of functional user testing and collaborate with the PMO on code fix designs in accordance with the

Government’s Configuration and

Change Management processes.

--Functional Unit

Testing performed.

90% Quarterly reviews, periodic inspection

, system log reports

Government

Lead/COR review of deliverables and written response

Para:

4.4.10.5

Systems

Integration

--Integrate all hardware, software, applications, data, network, and component subsystems into a single, efficient system.

'--Provide daily workflow administration and troubleshooting to prevent or resolve redline and document script issues.

'--Provide RCA and resolution recommendations for issues requiring additional resources or change management approval.

--Effective execution of Systems Integration as detailed in Sections

4.4.7 and 4.4.10.5 of

PWS.

99% Direct observation, quarterly reviews, periodic inspection, customer complaints and random sampling

Government

Lead/COR review of deliverables and written response

TO

PWS

Para:

4.4.10.6

Interface

Administration

--Coordinate with GCSS-MC

Enterprise’s external partners to maintain efficient interfaces required to satisfy user data requirements and analyze, troubleshoot, and resolve interface issues between GCSS-MC

Enterprise and external systems.

'--Provide daily, weekly, and periodic

Interface, External Tracking Reports, and Error Handling Framework

Report with required interface metrics during the past 24 hours, including, but not limited to, interface status, downtime over the total records, total success, and success percentage.

'--Analyze tracking reports and provide holistic assessments on GCSS-MC system impacts and provide recommendations for solutions.

'--Coordinate with internal and external interface stakeholders to troubleshoot interface issues, determine corrective action, and implement approved solutions.

--Effective execution of

Service operations as detailed in Section

4.4.10.6 of

PWS.

'--Format (≤ 3 errors), content completeness (≤

3 missing items)

, and timeliness of report (≤ 3 working days late).

95% Quarterly reviews, periodic inspection, customer complaints and random sampling

Government

Lead/COR review of deliverables and written response

TO

PWS

Para:

4.5 and

4.5.1

Configuration

Management and

Configuration

Management

Process

--Develop, maintain, implement, and adhere to a CMP per deliverable requirements in Appendix C

Deliverables List that outlines the contractor's strategy for identifying, creating, recording, reporting, changing, controlling, and managing all GCSS-MC Enterprise

Configuration Items (CIs).

'--Ensure that releases are coordinated with change management and release management.

'--Ensure that all CRs properly document affected CIs.

--Effective execution of Configuration

Management as detailed in Sections

44.5 and

4.5.1 of PWS.

'--Releases occur every quarter '--

Format (≤ 3 errors), content completeness (≤ 3 missing items)

, and timeliness of report (≤ 3 working days late).

95% Direct observation, quarterly reviews, periodic inspection, and random sampling

Government

Lead/COR review of deliverables and written response

TO

PWS

Para:

4.5.2.1

Test

Environment

--Create a CR for test configurations and test scripts for test events as required.

'--Maintain CM of the code used for SIT and GAT and coordinate Government involvement to observe SIT.

'--Use automated testing and adopt applicable test best practices including, but not limited to, Agile, Development Operations and Scaled

Agile Framework to achieve continuous improvement and accelerate capability release.

--Manage 100% of the test environment system.

99% Direct observation, quarterly reviews, periodic inspection, and random sampling

Government

Lead/COR review of deliverables and written response

PWS Para:

4.5.2.3

Test Execution --Execute acceptance tests in accordance with the

Government approved DTP.

'--Submit exploratory or incremental test results reflecting all completed test scripts, remaining test scripts, number passed, number failed, and status of failed tests.

-Execute 100% of the test requirements effectively.

95% Direct observation, quarterly reviews, periodic inspection, and random sampling

Government

Lead/COR review of deliverables

Para:

4.5.3

Audit

Compliance

--Provide support for audit compliance and financial audits of GCSS-MC.

--Remediation and sustainment activities associated with audit site visits, findings

(notification of findings and recommendations

(NFR), requests for information, provide by client (PBC) request, and observations or satisfactorily completed in accordance with audit timelines.

99% Direct observation of audits

Weekly, Monthly and

Quarterly

Briefings and

Metrics

Government

Lead/COR review of deliverables and written response

TO

PWS

Para:

4.6.1

End User

Training

--Provide an integrated approach to training management and training development following the

SAT.

--Approach utilizes logical lifecycle sustainment methodology.

95% Direct observation, quarterly reviews, periodic inspection, customer complaints and random sampling

Government

Lead/COR review of deliverables and written response

TO

PWS

Para:

4.6.2

Training

Management

--Manage the training curriculum transition to formal schools throughout the Marine

Corps Training and Education

Command (TECOM) and

Marine Forces via the “Gold

Disk.”

--Provide process changes due to updates or replacement of the MTS including, but not limited to, the cloud.

'--Modify the existing GCSS-

MC UPK courses using training development software such as

Adobe Captivate or Moodle.

--Effective execution of

Configuration

Management as detailed in Section 4.6.2 of PWS. '--Format (≤ 3 errors), content completeness (≤ 3 missing items)

, and timeliness of report (≤ 3 working days late).

95% Direct observation, quarterly reviews, periodic inspection, customer complaints and random sampling

Government

Lead/COR review of deliverables and written response

TO

PWS

Para:

4.6.3

Curriculum

Development /

Instructor and Key

Personnel Training

(I&KPT)

Development

--Develop and update GCSS-MC curriculum resulting from ECPs, CRs, new capabilities, and fleet requests in accordance with SAT for the training of Instructor and Key Personnel

(I&KPT) and all Marine Corps users, to include but not limited to, FLCs, Materiel Readiness Centers (MRTCs), MEUs, and MEFs as required.

--Training follows same Configuration

Management and release management process 100% of the time.

'--100% of Training material included in

TDP.

'-- Access to training library always maintained.

'--Format (≤ 3 errors), content completeness (≤

3 missing items)

, and timeliness of report (≤ 3 working days late).

99% Direct observation, quarterly reviews, periodic inspection, customer complaints and random sampling

Government

Lead/COR review of deliverables

Para:

4.6.5

Training

Resource

Management

--Coordinate with the Government

Manpower, Personnel and

Training lead on all training execution events

'--Provide all instructions in accordance with the SAT Guide and training methods outlined in the SAT Guide.

'--Assess current training methods and provide recommendations to improve training methodologies.

--Effective execution of

Configuration

Management as detailed in Section 4.6.5 of PWS. '--Format (≤ 3 errors), content completeness (≤ 3 missing items)

, and timeliness of report (≤ 3 working days late).

99% Direct observation, quarterly reviews, periodic inspection, customer complaints and random sampling

Government

Lead/COR review of deliverables and written response

TO

PWS

Para:

4.6.6

Training

Device

Sustainment and Mobile

Training Suite

Support

--Maintain all training aids, devices, and virtual training environments including, but not limited to, HW/SW maintenance, setup and loading of training material, SW, and updates.

'--Distribute copies of the Gold Disk to all locations hosting an MTS.

--Maintain 100% of

MTS laptops with approved images, scripts, and processes/ procedures.

99% Direct observation, quarterly reviews, periodic inspection, customer complaints and random sampling

Government

Lead/COR review of deliverables and written response

TO

PWS

Para:

4.6.7

Training

Studies

--Conduct training studies including, but not limited to, upfront training gap analysis, assessments and recommendations for new training methodologies and approaches within the Marine Corps Curriculum

Development Requirement.

'--Provide updates as deemed necessary by the Government to the GCSS-MC User’s

Manual (UM) 4000 to include MFS, Denied, Degraded, Intermittent, Low-

Bandwidth (DDIL), DIF, E-Mail Mobile

Query, and Fixed Asset Module and all other GCSS-MC applications.

--Studies delivered when requested

95% 100% inspecti on

Government

Lead/COR review of deliverables and written response

TO PWS

Para: 4.7

Cybersecurity/Inform ation Assurance

--Provide ITSM ticket assessments to the GCSS-MC Enterprise

IA/Cybersecurity team with user accounts and system access issues and adjudicate at the lowest level or reassign tickets to the GCSS-MC

IA/Cybersecurity team. '--Provide

Role Based Access Control implementation.

'--Support IA/Cybersecurity testing by delivering and maintaining an

IA/Cybersecurity DTP per deliverable requirements in

Appendix C Deliverables List.

'--Maintain, update, and deliver a

Security Plan of Actions and Milestones

(SPOAM) quarterly per deliverable requirements in Appendix C Deliverables

List that lists all vulnerabilities identified by every assessment

'--Provide system use of Electronic

Data Interchange Personal

Identifier and provide Oracle Web certificate wallet management.

'--Conduct user account auditing to include audit log reviews and deliver a report on anomalies.

'--Provide augmented GOC support to maintain the Authentication

Stack base SW and RICECPW.

--Effective execution of

Service operations as detailed in

Sections 4.7,

4.71. 4.7.2,

4.7.3 and 4.7.4 of PWS.

'--100% of user account audits conducted.

'--100% of solutions must be STIG aligned.

'--Format (≤ 3 errors), content completeness (≤

3 missing items)

, and timeliness of report (≤ 3 working days late).

99% Direct observation, quarterly reviews, periodic inspection, customer complaints and random sampling

Government

Lead/COR review of deliverables and written response

TO

PWS

Para:

4.8.3

Systems

Engineering

Support

--Maintain the existing solution architecture (logical, physical, and network topology) and system diagrams.

'--Provide updates to system diagrams and architectural drawings to reflect changes to the baseline architecture to maintain the integrity of the technical solution.

'--Support data calls and data extracts required for

IA/Cybersecurity certifications.

--Solution architecture, data calls and data extracts correctly define the current system baseline

99% Direct observation, quarterly reviews, periodic inspection, and random sampling

Government

Lead/COR review of deliverables

Para:

4.8.5

Software

Engineering

--Employ the use of industry recommended SW engineering principles, methods, practices, and tools to produce and sustain reliable GCSS-MC

Enterprise applications and associated

RICECPW objects.

--Implement sound, economical software engineering and application development principles.

95% Direct observation, quarterly reviews, periodic inspection, and random sampling

Government

Lead/COR review of deliverables and written response

TO

PWS

Para:

4.10

System

Administration

--Provide 24-hours-a day, 7-days-a-week, 365-days-a-year SA event and performance monitoring for application, Web tier, OS, servers, HW, third-party

SW, storage, network appliances, Riverbed components, network security and applications load balancer, and administrative user maintenance used within the PROD, PSS, and DR/COOP environments.

'--Manage the production hardware warranties, resolve SRs, and perform system backups.

'--Support IAVA…