MCBOOT Phase IV SSN Enclosure 1 - DRAFT PWS 9Feb24.pdf

PERFORMANCE WORK STATEMENT (PWS)

Deputy Commandant Programs and Resources (P&R) Resources Fiscal Division (RFD)

Marine Corps Operations Optimization Team (MCBOOT) Phase IV Sustainment Support Services

09 February 2024

CHANGE LOG

This record shall be maintained throughout the life of the document. Each published update shall be recorded. Revisions shall be incorporated via a bilateral contract Modification.

CHANGE / REVISION RECORD

Date Page / Paragraph Description of Change Made By:

09 Feb 2024 Initial Publication Initial Publication RSR

Part 1

General Information

1. General: This is a non-personal services contract to provide the Deputy Commandant Programs and Resources (DC P&R) Resources Fiscal Division (RFD) Marine Corps Operations Optimization Team (MCBOOT) Phase IV Sustainment Support Services as detailed herein. The Government shall not exercise any supervision or control over the contract service providers performing the services herein. Such contract service providers shall be accountable solely to the Contractor who, in turn is responsible to the Government.

1.1. Description of Services/Introduction: The Contractor shall provide all personnel, equipment, supplies, facilities, transportation, tools, materials, supervision, and other items and non-personal services necessary to perform MCBOOT Phase IV Sustainment Support Services as defined in this Performance Work Statement except for those items specified as government furnished property and services. The Contractor shall perform to the standards in this contract.

1.2. Background:

1.2.1. The Resources Fiscal Division (RFD), Financial Management (FM) Functional Area aims to ensure the right capabilities, resources, and materials are delivered to warfighters in compliance with the Risk Management Internal Control (RMIC) Program. In direct support of this Business Mission Area (BMA), the RFD FM seeks to achieve continued success in the identification, assessment, and evaluation of risk and internal controls that results in improved audit readiness through the continued optimization and enhancement of optimized business operations capitalizing on modern technology, industry best practices, and understood risks. The RFD’s FM strategy for success is through the continued migration of the Marine Corps’ technology investments to a service & application centric architecture utilizing the existing Authorized to Operate (ATO) Platform as a Services (PaaS) capabilities and the implementation of a distributed (decentralized control) yet federated (centralized command) Business Operations Automation (BOA) Program. The intent is that the two actions together will allow business leaders to capitalize on enterprise provided modern technology as services with local control of how technology can be applied to their immediate business needs. This action follows efforts that have been executed under a phased approach and executed at the “TEAM” level of the Scaled Agile Framework (SAFe) to tie into the Program and Portfolio tiers of the BMA management and executed using SCRUM logical processes.

1.2.1.1. Phase I – Phase I was a proof of concept from August 2017 through March 2018 to define how Business Process Automation (BPA) would be performed in a way that would blend best practices such as strategic human capital management, business process improvement/engineering, business process digitalization, system engineering, and DevOps/Scrum. Key lessons learned were gaps in the skillset of the team’s composition and the need to focus on the business operations as a whole versus just the business process.

1.2.1.2. Phase II – Phase II was a follow-on proof of concept from June 2018 through 2018 through June 2019. Phase II expanded multiple, simultaneous, distributed Unit Level (Portfolio or Business Unit) MCBOOT support to automate processes on a select set of Platforms as a Service (PaaS). Further, Phase II integrated a system engineering work feedback loop to ensure that the enabling infrastructure (Marine Corps Business Operations Support Services (MCBOSS)) and MCBOOT/MCBOSS related modifications traced to Marine Corps business requirements.

1.2.1.3. Phase III – Phase III began September 2019, and the work thereunder advanced the configuration and implementation of the systems engineering work-feedback loop and documentation for the operations and sustainment of the Managers Internal Controls Reporting and Remediation (MICRR), Financial Management Evaluations and Assessments (FMEA) and Appointment and Authorization (A&A) suite of applications. Phase III utilized and refined a time-boxed agile SCRUM Logical processes to fulfill the government’s requirements timelier versus the traditional event-driven, waterfall approach that has typically failed to deliver value to business operations of Marine Corps IT investments. The agile SCRUM processes permitted the government’s Product Owner to prioritize the work to be done within the time-box, and the time-box broken down into independent phases solutions composed of sprints with phase each phase ending in measurable improvements to business operations. Further, the automation aspects of the MCBOOT practices were integrated with the additional practice of DevOps (referred to in the Marine Corps as DevSecOps) further enhancing the timeline in which solutions were provisioned. The efforts executed to date under Phase III to date have allowed a shift in focus to sustainment and enhancement of the MICRR, FMEA, and A&A applications which will continue under Phase IV.

1.2.1.4. Phase IV – Phase IV seeks to sustain and enhance the MICRR, FMEA, and A&A Suite of applications and iteratively adapt to DoD policy changes as required, thus improving the risk management and remediation posture of the Marine Corps. Phase IV efforts shall utilize the “TEAM” level of the Scaled Agile Framework (SAFe) to tie into the Program and Portfolio tiers of the BMA management and executed using SCRUM logical processes as the predecessor phases. See Section 1.3 Objective and Section 1.4 Scope for additional information.

1.2.1.5 Figure 1 Scaled Agile Framework.

1.2.1.6 Figure 2 SCRUM Logical Process

1.3. Objectives: The objective of this contract is to acquire the necessary support services which continue to assist DC P&R in its progress towards digitizing the Marine Corps business operations, integrated risk management, and implementation of the RMIC program; as well as documenting the return on investment for the Marine Corps Operations Optimization Team (MCBOOT). The following goals are identified for Phase IV Support Services:

(1) Optimize the digitization of DC P&R’s business operations and ensure the details of the business operations are captured in a way that effectively informs the Planning, Programming, Budgeting, and Execution (PPBE) process for the respective Program Portfolio Management (PPM) Team;

(2) Inform Government Mission Owner’s prioritization efforts of backlog items to enable their guidance in a timely manner;

(3) Increase the effectiveness of government business process managers / product owners’ engagement with the MCBOOT to ensure requirements are provided in a timely manner;

(4) Validate the agnosticism and transportability of the automated business processes sustained and maintained in the Marine Corps’ chosen environment, whether on premise, in the MCBOSS cloud or in a commercial government-approved cloud; and

(5) Validate scalability of Marine Corps owned and managed cloud web services in a timely manner to support the operations of both MCBOOT and MCBOSS to inform the Marine Corps’ platform(s) and infrastructure growth needs over time, including but not limited to expert interaction with the platform vendor.

1.4. Scope: This acquisition provides MCBOOT Phase IV Support Services as detailed within this PWS.

MCBOOT Phase IV Support Services will continue the sustainment and improvement of the MICRR, FMEA, and A&A Suite of applications and iteratively adapt to DoD policy changes as required, thus improving the risk management and remediation posture of the Marine Corps. Phase IV Support Services shall follow the Agile Software Development and the Scrum methodology. These sustainment requirements are categorized as iterations on the basic release of the existing software applications and are limited to routine maintenance. Therefore, no significant performance improvements or extensive testing will be executed under this contract. However, the sustainment activities under this contract may include minor improvements in functionality accomplished during routine maintenance. Such sustainment activities may include assessing, designing, implementing, and testing system changes in response to production outages, system bugs, and system change requests.

1.5. Period of Performance: The period of performance for this contract shall be in accordance with the Contract Line Item Numbers (CLINs) listed in the Description of Supplies / Services section of the contract.

1.6. General Information.

1.6.1. Quality Control: Quality Control is the responsibility of the Contractor. The Contractor is responsible for the delivery of quality services/supplies to the Government. The Contractor shall develop and maintain an effective quality control program to ensure services are performed in accordance with this PWS. The Contractor shall develop and implement procedures to identify, prevent, and ensure non-recurrence of defective services. The Contractor’s quality control program is the means by which he assures himself that his work complies with the requirement of the contract. They shall develop and submit to the Contracting Officer (KO) through the Contracting Officer’s Representative (COR) a Quality Control Plan (QCP) for Government review within 10 days after date of contract award (CDRL A001).

1.6.1.1. Contractor format is acceptable for the QCP. However, at a minimum, the QCP must include and answer the following to be acceptable:

(a) A chart showing the organizational structure and lines of authority, the names, qualifications, duties, responsibilities, and classification of each member of the Contractor's Quality Control Team;

(b) How the Contractor will monitor work to ensure performance complies with all deliverables (etc.

timelines, deadlines, and goals);

(c) How the Contractor will monitor work to ensure performance complies with all specifications and requirements of the contract, including the contract’s clauses;

(d) How the Contractor will monitor and ensure staff qualifications remain current and valid including Department of Defense (DoD) Contractor Personnel Office (DOCPER) processes/approvals throughout contract performance;

(e) How the Contractor will ensure all keys issued will remain controlled items (Paragraph 1.7 Key Control);

(f) How the Contractor will inventory and track maintenance of all Government Provided Equipment / Materials;

(g) How the Contractor will identify, investigate, and correct any non-conforming performance and prevent similar deficiencies in the future; and

(h) How the Contractor will file and save all Quality Control related documents for the life of the contract plus 5 years.

1.6.1.2. The Government will review and either notify the Contractor in writing of acceptance of the plan or return their comments to the Contractor within 5 days. If the Government has provided comments, the Contractor shall then have 5 days to submit a Final QCP. After receipt of the Final QCP, the Contractor may receive the Contracting Officer’s acceptance in writing. Any proposed changes to the accepted QCP are required to be resubmitted for acceptance by the Contracting Officer no later than 5 days prior to the anticipated change and before implementation by the Contractor. After acceptance of the quality control plan, the Contractor shall consider any proposed changes to their QCP from the Contracting Officer (KO).

The timeline noted above will apply for review and acceptance for proposed changes.

1.6.2. Quality Assurance: The government shall evaluate the Contractor’s performance under this contract in accordance with the Quality Assurance Surveillance Plan. This plan is primarily focused on what the Government must do to ensure that the Contractor has performed in accordance with the performance standards. It defines how the performance standards will be applied, the frequency of surveillance, and the minimum acceptable defect rate(s).

1.6.3. Recognized Holidays: The United States Government recognizes the following U.S. federal holidays.

Holiday Date New Year’s Day January 1 Martin Luther King Jr.’s Birthday The third Monday in January President’s Day The third Monday in February Memorial Day The last Monday in May Juneteenth National Independence Day June 19 Independence Day July 4 Labor Day The first Monday in September Columbus Day The second Monday in October Veterans Day November 11 Thanksgiving Day The fourth Thursday in November Christmas Day December 25

1.6.4. Hours of Operation: No specific hours of operation or support are mandated by the Government under this contract. However, refer to PWS 1.6.10.2.2 Program Management Team for the Government’s requirements on the availability of the Primary and Alternate Program Managers. When hiring personnel, the Contractor shall keep in mind that the stability and continuity of the workforce is essential. The Contractor is responsible for conducting business as required to ensure the uninterrupted performance of all tasks and to accomplish the performance objectives defined within this PWS to include instances when communicated by the COR, sustainment and enhancement efforts covered under the scope of this contract, are critical and/or are time sensitive and require an expedited completion.

1.6.5. Place of Performance: The work to be performed under this contract will be primarily performed at the Contractor’s facility unless in the instance of required travel to a United States Government Facility in support of the PWS requirements. See 1.6.13 Contractor Travel for additional information.

1.6.6. Type of Contract: The Contract type shall be in accordance with the Contract Line Item Numbers (CLINs) listed in the Description of Supplies / Services section of the contract.

1.6.7. Security Requirements: The Contractor may have access to unclassified information and/or Controlled Unclassified Information (CUI) level in the performance of this Contract / Task Order.

Contractor personnel with access to CUI level information in the performance of this contract shall comply will all applicable CUI Safeguarding requirements.

1.6.7.1. Physical Security: RESERVED.

1.6.7.2. Key Control: RESERVED

1.6.7.3. Lock Combinations: RESERVED

1.6.8. Post Award Conference/Periodic Progress Meetings: The Contractor shall attend any post award conference convened by the contracting activity or contract administration office. Additionally, the Contractor shall attend quarterly contract performance meetings and other periodic meetings requested by the Government. These meetings shall be at no additional cost to the government. All meetings under this section shall be conducted via telephone or virtually via MS Teams unless otherwise requested by the Government. Should these meetings take place in person, travel for Contractor personnel to attend will not be reimbursed by the Government.

A. Post award conference: Within 5 working days of the contract award, the Contractor shall participate in the post-award conference.

B. Quarterly Contract Performance Meetings: Upon coordination, on a minimum quarterly basis, the Contractor shall participate in quarterly Performance Meetings with the Contracting officer, Contracting Officer’s Representative (COR), and other Government personnel as appropriate. At these meetings, the contracting officer will apprise the Contractor of how the Government views the Contractor's performance and the Contractor will apprise the Government of problems, if any, being experienced. Appropriate action shall be taken to resolve outstanding issues. A basic agenda will be generated by the Government and the Contractor will be provided an opportunity to identify any specific topics for inclusion in the agenda in advance of the meeting.

Each contract performance status meeting will cover the following topics, as appropriate:

Contract performance status including discussion on Contractor performance based on COR monthly surveillance, encountered, or expected performance concerns (e.g., potential delays), discussion on Contractor Performance Assessment Report System (CPARS), or other performance related items.

Contract administration items including but not limited to funding concerns; invoicing issues; in process or potential new modifications; and requests for equitable adjustment, claims, or disputes.

C. Other Periodic Meetings: The Contractor shall participate in any other periodic meetings regarding contract progress or performance requested by the Government, as needed, in support of this contract.

1.6.9. Contracting Officer Representative (COR): The (COR) will be identified by separate letter. The COR monitors all technical aspects of the contract and assists in contract administration. The COR is authorized to perform the following functions; assure that the Contractor performs the technical requirements of the contract; perform inspections necessary in connection with contract performance;

maintain written and oral communications with the Contractor concerning technical aspects of the contract;

issue written interpretations of technical requirements, including Government drawings, designs, specifications; monitor Contractor's performance and notifies both the Contracting Officer and Contractor of any deficiencies; coordinate availability of government furnished property, and provide site entry of Contractor personnel. A letter of designation issued to the COR, a copy of which is sent to the Contractor, states the responsibilities and limitations of the COR, especially regarding changes in cost or price, estimates or changes in delivery dates. The COR is not authorized to change any of the terms and conditions of the resulting order.

1.6.10. Contractor Personnel Functions and Qualifications:

1.6.10.1. General: The Contractor shall provide all personnel, management and supervision required to meet the requirements, tasks, and performance objectives of this contract. The Contractor shall ensure the labor categories, labor rates, and man-hours utilized in the performance of this PWS shall be the minimum necessary to accomplish the task. The Contractor shall provide the necessary resources and infrastructure to manage, perform, and administer the work required in this PWS. The Personnel/Functions needed to support this contract and the required minimum qualifications for those personnel/functions are detailed in Section 1.6.10.2 below.

1.6.10.2. Personnel / Functions and Qualifications:

1.6.10.2.1. Contractor Management Team: Contractor shall identify a management team, if other than the designated Program Manager (See 1.6.10.2.2), designed to provide the customer with a point of contact for operational requirements.

1.6.10.2.2. Program Management Team: The Contractor shall designate a Program Manager who shall be responsible for the performance of the services. The name of this person and an Alternate who shall act for the Contractor when the manager is absent shall be designated in writing to the Contracting Officer / COR upon contract award. The Contractor must notify the government, through the COR, in writing, within 5 days of any changes in these positions. The Program Manager or Alternate shall have full authority to act for the Contractor on all contract matters relating to daily operation of this contract. The Program Manager or Alternate shall be available between 8:00 a.m. to 4:30p.m, Monday thru Friday, eastern time, except federal holidays or when the government facility is closed for administrative reasons. The defined roles/responsibilities and minimum qualification are as follows.

A. Program Manager:

1. Role: The Contractor’s Program Manager or Contract Management Team Representative (if so designated) shall be the focal point for all issues in this program and shall keep the Contracting Officer and Contracting Officer’s Representative (COR) fully informed verbally and in writing.

2. Education: Bachelor’s Degree in Business Administration, Organizational Engineering, or related field; Master’s Degree preferred.

3. Experience: 10+ years managing large technology programs.

4. Certifications: Project Management Professional (PMP™), Professional Scrum Master, Pega Certified

Business Architect

5. Other: Personnel performing this function must be a U.S. citizen.

1.6.10.2.3. MCBOOT Phase IV Sustainment Integrated Product Team (IPT) Support: The Contractor shall provide qualified personnel to execute the following Phase IV Integrated Product Team Support Service functions:

B. Business Process Analyst:

1. Role: Responsible performing industry standard continuous improvement and business process re-engineering, or equivalent discipline providing the Product Owner with:

a. Business Operation Nodal Assessment and Business Process Improvement Engineering capabilities to Calculate resource requirements for each step of the Business Process including time required to complete each step for a given number of FTE with specified training;

b. Business Process Improvement/Engineering to formally evaluated the business process to determine points in which risks exist that can be mitigated with internal controls, inefficiencies exist, etc., and design those process improvements consistent with Pega capabilities and development standards;

c. Establish and lead the IPT’s Agile Scrum ceremonies, ensuring adherence to the delivery methodology;

d. Coordinate with the Product Owner regarding questions from the MCBOOT related to user stories or other requirements; and

e. Coordinating with the Marine Corps enterprise resources of any issues that are affecting the performance of the MCBOOT or blocked user stories/requirements. Also has experience in either performing operations within the functional domain or supporting the functional domain on similar projects.

2. Education: Bachelor’s Degree in Business, Engineering, Mathematics, or related discipline required.

3. Experience: Two (2) or more years’ experience, including prior experience with risk management and internal controls,

4. Certifications: ScrumMaster, Pega Certified Business Architect (PCBA).

C. Sustainment Lead:

1. Role: The Sustainment Lead is responsible for:

a. The Sustainment Lead will be responsible for the design and architecture of any sustainment configuration needs determined and prioritized by the Product Owner and Integrated Product Team;

b. Ensuring the MCBOOT understands the data available, data required for the business operations, and that the MCBOOT automation component is using the correct data from the correct source to digitize the business operations;

c. Develop training curriculum and materials for the transformed and newly developed enhancements to business operations, plan the training implementation, perform training in in-person, virtual, and hybrid environments, and perform other life cycle support for the transformed business operations.

This curriculum includes, but is not limited to, Annual Recertification Training for RMIC personnel, on-demand targeted refresher application training, and incrementally hosted office hours for ad hoc training and support.

d. Coordinating with the Marine Corps enterprise resources, including but not limited to MCBOSS, various PEOs, Department of the Navy, and Office of the Secretary of Defense, on the data needs of the MCBOOT from external sources so interfaces can be developed, master data published, and data exposed for use by the MCBOOT;

e. Modeling and defining, as required, the data requirements of the business operations across data domains (master, reference, transaction, analytic) in a way defined by the Marine Corps Chief Business Architect; and

f. Supporting the Chief Business Architect to identify and define changes and extensions to the Defense

Business Enterprise Architecture logical data model.

2. Education: Bachelor’s Degree in Business, Engineering, Mathematics, or related discipline required.

3. Experience: Three (3) or more years’ experience with data modeling with SQL, JavaScript

(e.g., data context file for an application), and UML; including prior experience with risk management and internal controls.

4. Certifications: Pega Certified Data Scientist, Pega Certified Senior Systems Architect

(PCSSA).

D. Senior Configuration Subject Matter Expert (SME):

1. Role: Responsible for implementing the User Stories which are within the MCBOOT’s backlog including performing development and configuration within on the Pega platform and utilizing an automated development process that are consistent with Pega capabilities and development standards.

2. Education: Bachelor’s Degree in Business, Engineering, Mathematics, or related discipline required.

3. Experience: 2+ years’ experience implementing Pega in projects of similar size and scope and experience, including prior experience with risk management and internal controls.

4. Certifications: Pega Certified Senior System Architect (PCSSA).

E. Configuration SME:

1. Role: Responsible for implementing the User Stories which are within the MCBOOT’s backlog including performing development and configuration within on the Pega platform and utilizing an automated development process that are consistent with Pega capabilities and development standards.

2. Education: Bachelor’s Degree in Business, Engineering, Mathematics, or related discipline required.

3. Experience: 6+ months Pega project experience with agile Scrum delivery methodology.

4. Certifications: Pega Certified Senior System Architect (PCSSA).

1.6.11. Key Personnel / Functions:

1.6.11.1. The following personnel / functions are considered key by the government: Sustainment Lead / Data Architect and Senior Configuration SME.

1.6.11.2. Key Personnel Substitution: The Contractor agrees to provide personnel that meet or exceed the minimum qualifications set forth in Section 1.6.10 for the respective key functions designated in Section 1.6.11.1, including in the event of Key Personnel Substitution. Substitution of key personnel shall be kept at a minimum to ensure continuity of Contractor operations and limit impact to the Government operations.

During the first ninety (90) days of the contract/task order performance period no key personnel substitutions by the Contractor will be made unless substitutions are necessitated by an individual's sudden illness, death, termination of employment or non-acceptance of an offer of employment. In any of these events and in other instances where the need arises during contract performance, the Contractor shall promptly notify the COR and Contracting Officer of the need and intent to make a key personnel substitution and advise as to what, if any, impact the substitution may have on contract performance.

1.6.12. Identification of Contractor Employees: All contract personnel attending meetings, answering Government telephones, and working in other situations where their Contractor status is not obvious to third parties are required to identify themselves as such to avoid creating an impression in the minds of members of the public that they are Government officials. They must also ensure that all documents or reports produced by Contractors are suitably marked as Contractor products or that Contractor participation is appropriately disclosed.

1.6.13. Contractor Travel: Contractor personnel may be required to travel to other locations within the Continental United States (CONUS)in support of this contract.

The Contractor shall be responsible for making all necessary arrangements for its personnel to execute travel in support of this PWS. These include but are not limited to medical examinations, immunizations, and passports/visas/etc. Travel arrangements shall be planned in accordance with the Federal Travel regulations, (FTR) and the Joint Travel Regulation, (JTR) and coordinated with Contracting Officers Representative (the COR) prior to incurring any expenses for these purposes.

All travel must be specifically requested in writing by the Contractor and approved in advance by the COR, prior to incurring any travel expense or conducting any travel. The Contractor must submit the written request to the COR at least five (5) days in advance. The travel request shall include at a minimum, the following:

• Base Contract Number / Task Order for which the travel is proposed;

• Date, time, and place of proposed travel to include origin and destination for all travelers;

• Purpose of travel and how it relates to the contract;

• Name(s) of individual(s) traveling;

• Contractor’s estimated cost of travel with a breakdown of the estimated costs of transportation and lodging; and

• Evidence that sufficient funding is available on the contract to cover the cost of the trip including the amount of obligated funding in relation to invoiced/paid and executed but not yet billed travel costs, if any.

The COR must review and approve/disapprove (as appropriate) all travel requests submitted, giving written notice of such approval or disapproval to the Contractor. The COR will verify status of available funds are available on the applicable Contract Line Item (or sub–Line Item) as part of their review. The concurrence by the COR affirms that the travel is reasonable, appropriate, and necessary to execute the contract requirements. The COR will immediately coordinate with the Contracting Office to address any apparent funding shortfall on contract.

The Contractor shall adhere to the following travel regulations as applicable (see FAR 31.205-46):

• FTR – Prescribed by the General Services Administration, for travel in the contiguous United States.

• JTR, Volume 2, DoD Civilian Personnel, Appendix A. Prescribed by the Department of Defense for travel in Alaska, Hawaii, and outlying areas of the United States.

• Department of State Standardized Regulations (DSSR) (Government Civilians, Foreign Areas), Section 925, "Maximum Travel Per Diem Allowances for Foreign Areas," prescribed by the Department of State for travel in areas not covered in the FTR or JTR.

The Contractor will be reimbursed for the reasonable actual cost of transportation, lodging, meals, and incidental travel expenses incurred in support of executing this contract / task order performance requirements, as set forth in this section and in accordance with FAR 52.216-7 Allowable Cost and Payment. For the purposes of this contract and resultant task orders, actual travel expenses include airfare, airport parking, taxi or ride-share services, rental car, rental car fuel, mileage (if using Personally Owned

Vehicle), lodging and meals. For reimbursement, actual costs must be considered reasonable and necessary, allowable, and allocable (properly assignable) to the contract / task order under which reimbursement has been requested. Actual costs do not include handling charges, general and administrative cost, overhead, profit or any other indirect cost.

The Contractor shall not exceed the allowable Government personnel rates for transportation, lodging, and meal/incidental rates. Reimbursement for airfare must not exceed the lowest customary standard, coach, or equivalent airfare quoted during normal business hours. Pursuant to FAR 31.205-46, airfare costs in excess of the lowest priced airfare available to the Contractor during normal business hours are unallowable except when such accommodations require circuitous routing, require travel during unreasonable hours, excessively prolong travel, result in increased cost that would offset transportation savings, are not reasonably adequate for the physical or medical needs of the traveler, or are not reasonably available to meet mission requirements. However, in order for airfare costs in excess of the above airfare to be allowable, the applicable condition(s) set forth above must be documented and justified. In such cases, advance approval via the COR is required. The Contractor will not be reimbursed for travel expenses unless audited records for transportation contain evidence, such as original receipts, substantiating actual expenses incurred for travel. In no event will reimbursement exceed the published rates of common carriers. Expenses for lodging, meals and incidental expenses must be reimbursed to the Contractor, provided that the overnight stay was documented as necessary. Expenses for lodging, meals and incidentals will be limited to the approved Government per-diem rates for the destination posted at https://www.gsa.gov/travel/plan-book/per-diem-rates.

The specific quantity of trips, origin and destination, quantity of travelers, and cost are not readily determinable but the total travel costs for all task orders cannot exceed the specific annual not-to-exceed amount specified as the not-to-exceed ceiling amount at the Contract/Order CLIN level. The Contractor shall notify the Contracting Officer and the COR, and any other Government official identified by the Contracting Officer when the Contractor expects travel funding expended to reach 85 percent of the total funds available on the Travel CLIN. The notice must state the estimated amount of additional funds required to continue performance for the period specified in the contract. The Contractor shall not exceed or incur costs that exceed the no-to-exceed funded amount of the CLIN.

The Government is not obligated to reimburse the Contractor for otherwise reimbursable travel in excess of the funded amount stated on the reimbursable Travel CLIN and the Contractor is not obligated to continue performance of any reimbursable work under this Contract or otherwise incur costs for reimbursable travel in excess of the funded amount stated on the reimbursable Travel CLIN unless the Contracting Officer notifies the Contractor in writing that the funded amount stated under the applicable reimbursable Travel CLIN has been increased. In the event notification is made orally, such notification must be followed up in writing within two (2) working days. No notice, communication, or representation from any person other than the Contracting Officer must affect the Government’s obligation to reimburse the Contractor.

The not-to-exceed ceiling amounts, once established under this contract / order are not anticipated to change. However, should the Government determine that a revision to the not-to-exceed ceiling amount is needed at the task order, the changes will be negotiated/coordinated with the Contractor and adopted via contract modification at that time.

Contract modifications shall not be considered an authorization to exceed the funded amount stated under the reimbursable Travel CLIN unless they contain a statement expressly increasing the funded amount of that reimbursable CLIN by a sufficient amount to cover the change order.

All contract/program management and ramp-up travel not specifically directed by the Government will be funded by the Offeror as part of their program management and ramp-up pricing via indirect rates or within the Offeror’s Firm Fixed Price for contracted services. Routine program management travel shall not be funded by any cost based CLIN.

1.6.14. Other Direct Costs: RESERVED

1.6.15. Data Rights: Any information obtained in the course of duties, or the performance of services, under this effort/contract/task order including, but not limited to, information that may be made available for use that relates to the technical data, trade secrets, processes operations, style of work, or apparatus, or to the technical data, statistical data, amount or source of any income, profits, losses, or expenditures of any person, firm, partnership, corporation, or association is included in this clause. Contract personnel shall not publish, divulge, disclose, or make known this information (hereinafter, singularly or collectively, included in “Items”) or any other Items created or provided expressly for this contract, in any manner, or to any extent not previously authorized in writing by the Contracting Officer or the COR. Moreover, when the Contractor’s need for any such Items ends, the Items shall be returned promptly (within ten (10) business days) to the appropriate Government program personnel. The Contractor and its employees and subContractors are obligated to protect from unauthorized use or disclosure all Government confidential and/or Government-owned proprietary and/or Personally Identifiable Information Items obtained in the course of performance under this effort/contract/PWS, as long as such Items remain proprietary, confidential, sensitive, or classified.

1.6.16. Organizational Conflict of Interest: RESERVED

1.6.17. Phase in / Phase out Period: To minimize any decreases in productivity and to prevent possible negative impacts on additional services, the Contractor shall have personnel on board, during the phase in and phase out periods as required to meet PWS requirements.

1.6.17.1. Phase-In. Unless the Contractor is currently providing support under a contract to which this is the successor, the first thirty (30) days of the base period of performance shall be a transition period.

During this period the Contractor shall cooperate with the existing Contractor (if any) to ensure a smooth and seamless assumption of all required support. The Contractor shall execute its Phase-In Plan to ensure minimum disruption to vital Government business. The Contractor shall ensure that there will be no service degradation during and after transition. At the end of the transition period the Contractor shall be fully and solely responsible for all required support.

1.6.17.1.1. The Contractor’s Phase-In Plan shall detail how it will conduct operations during the transition from the period of performance (PoP) start date to full operational capability at PoP start plus 30 days. The Contractor shall achieve the following service milestones:

A. PoP Start Date:

1. The Contractor shall be prepared to provide Contract Management and Administrative

Support including Program Management support for this contract.

B. PoP Start Date plus 30-days:

1. The Contractor shall be prepared to provide 100% of the scope of services required to meet the requirements of this PWS.

1.6.17.1.2. The Contractor shall prepare and submit a detailed Phase-In Plan for the governments review and approval within 10 days after award to the Contracting Officer and/COR (CDRL A002).

The Government shall have 5 days to review the plan.

1.6.17.2. Phase-Out. Prior to the completion of this contract, an observation period shall occur, at which time key personnel of the incoming Contractor may observe operations. This will allow for orderly turnover of facilities, equipment, and records and will help to ensure continuity of services. The outgoing Contractor is ultimately responsible for performing full services IAW the contract during the phase-out period and shall not defer any requirements for the purpose of avoiding responsibility or of transferring, such responsibility to the succeeding Contractor. The outgoing Contractor shall fully cooperate with the succeeding Contractor and the Government, so as not to interfere with their work or duties. All outgoing Contractor personnel shall out-process through the designated Government personnel to ensure compliance with the Government’s requirements for closing email accounts, terminating access, turning in CACs, computers, radios, etc.

1.6.17.2.1. Unless Contractor is the awardee on the successor contract (if any), the last thirty (30) days of the performance period then current shall be a transition period. The outgoing Contractor shall develop a Phase-Out plan to affect a smooth and orderly transfer of contract responsibility to a successor or to the Government if no successor contract is awarded.

The phase out plan shall:

Fully describe the Contractor’s approach to the following issues, at a minimum: removal of Contractor property, data and information transfer; clean-up of Contractor work areas; and security debriefings in accordance with applicable DON/USMC procedures for incumbent personnel holding security clearances (if applicable); and any other actions required to ensure continuity of operations;

Address how the Contractor intends to ensure all Contractor personnel will out-process through the designated Government personnel and ensure compliance with the Government’s requirements for closing email accounts, terminating access, turning in CACs, computer, radios, etc.

1.6.17.2.2. The Contractor shall provide the COR a draft of the plan no later than seventy-five (75) days prior to expiration of the base period, forty-five (45) days before the commencement of the phase-out period (CDRL A003). In the event the government exercises one or more options, the plan shall be updated as appropriate and submitted not later than seventy-five (75) days prior to the expiration of the option period then current, forty-five (45) days before the commencement of the phase-out period. The Phase-Out Plan shall be finalized and must be submitted no later than sixty (60) days before the expiration of the applicable contract period, thirty (30) days before the commencement of the phase-out period.

PART 2

DEFINITIONS & ACRONYMS

2. DEFINITIONS AND ACRONYMS:

2.1. DEFINITIONS:

2.1.1. CONTRACTOR. A supplier or vendor awarded a contract to provide specific supplies or service to the government. The term used in this contract refers to the prime.

2.1.2. CONTRACTING OFFICER. A person with authority to enter into, administer, and or terminate contracts, and make related determinations and findings on behalf of the government. Note: The only individual who can legally bind the government.

2.1.3. CONTRACTING OFFICER'S REPRESENTATIVE (COR). An employee of the U.S. Government appointed by the contracting officer to administer the contract. Such appointment shall be in writing and shall state the scope of authority and limitations. This individual has authority to provide technical direction to the Contractor if that direction is within the scope of the contract, does not constitute a change, and has no funding implications. This individual does NOT have authority to change the terms and conditions of the contract.

2.1.4. DEFECTIVE SERVICE. A service output that does not meet the standard of performance associated with the Performance Work Statement.

2.1.5. DELIVERABLE. Anything that can be physically delivered but may include non-manufactured things such as meeting minutes or reports.

2.1.6. KEY PERSONNEL. Means in general, Contractor employees who are executing the roles and responsibilities of specific designated key positions or functions described within this Performance Work Statement (PWS) which are considered by the Government to be essential resources in the work performance.

2.1.7. PHYSICAL SECURITY. Actions that prevent the loss or damage of Government property.

2.1.8. QUALITY ASSURANCE. The government procedures to verify that services being performed by the Contractor are performed according to acceptable standards.

2.1.9. QUALITY ASSURARANCE SURVEILLANCE PLAN (QASP). An organized written document specifying the surveillance methodology to be used for surveillance of Contractor performance.

2.1.10. QUALITY CONTROL. All necessary measures taken by the Contractor to assure that the quality of an end product or service shall meet contract requirements.

2.1.11. SUBCONTRACTOR. One that enters into a contract with a prime Contractor. The Government does not have privity of contract with the subContractor.

2.1.12. WORKDAY. The number of hours per day the Contractor provides services in accordance with the contract.

2.1.12. WORK WEEK. Monday through Friday, unless specified otherwise.

2.2. ACRONYMS:

ACOR Alternate Contracting Officer's Representative BCTF Boards, Commissions, and Task Forces

CFR Code of Federal Regulations CONUS Continental United States (excludes Alaska and Hawaii) COR Contracting Officer Representative COTR Contracting Officer's Technical Representative COTS Commercial-Off-the-Shelf DD Form 254 Department of Defense Contract Security Requirement List DFARS Defense Federal Acquisition Regulation Supplement DMDC Defense Manpower Data Center DOD Department of Defense EM Enterprise Management Directorate FAR Federal Acquisition Regulation HIPAA Health Insurance Portability and Accountability Act of 1996 KO Contracting Officer OCI Organizational Conflict of Interest OCONUS Outside Continental United States (includes Alaska and Hawaii) ODC Other Direct Costs PIPO Phase In/Phase Out POC Point of Contact PRS Performance Requirements Summary PWS Performance Work Statement QA Quality Assurance QAP Quality Assurance Program QASP Quality Assurance Surveillance Plan QC Quality Control QCP Quality Control Program TE Technical Exhibit

PART 3

GOVERNMENT FURNISHED PROPERTY, EQUIPMENT, AND SERVICES

3. GOVERNMENT FURNISHED ITEMS AND SERVICES:

3.1. Services:

3.1.1. The Government will provide Common Access Cards via the Trusted Associate Sponsorship System (TASS) which is accessible at https://tass.dmdc.osd.mil/tass/ for any necessary Contractor access to DoD Information Systems.or any necessary Contractor access to DoD Information Systems.

3.1.2. The Government will provide any necessary access to the Marine Corps Enterprise Network (MCEN) and Marine Corps intranet (internal website) in support of this contract via a Virtual Private Network (VPN), as applicable.

3.1.3. The Government will access to the Marine Corps Business Operations Support Services (MCBOSS) via a Software Development Kit (SDK) for developing its sustainment automated solutions the modeling of data and business process, the lifecycle development plan, and other deliverables under this contract.

3.2. Facilities: The Government will provide visitor access to the Naval Support Facility and Pentagon, as needed.

3.3. Utilities: RESERVED

3.4. Equipment: The Government will provide MCEN compatible laptop computers for Contractor personnel’s use under this contract.

3.5. Materials: RESERVED

PART 4

CONTRACTOR FURNISHED ITEMS AND SERVICES

4. CONTRACTOR FURNISHED ITEMS AND RESPONSIBILITIES:

4.1. General: The Contractor shall furnish all supplies, equipment, facilities, and services required to perform work under this contract that are not listed under Section 3 of this PWS.

4.2. Facility Clearance: RESERVED

4.3. Materials: RESERVED

4.4. Equipment: RESERVED

PART 5

SPECIFIC TASKS

5. Specific Tasks:

5.1. Basic Services. The Contractor shall provide all personnel, equipment, supplies, facilities, transportation, tools, materials, supervision, and other items and non-personal services necessary to perform the MCBOOT Phase IV support services to the acceptable quality levels and time frames specified in this contract.

5.2. Tasks.

5.2.1. Task Area 1 Contract Management and Administration Support.

5.2.1.1. Subtask Program Management: The Contractor shall provide management and oversight of all activities performed by the Contractor personnel, including subContractors, to satisfy the requirements identified in this award. The Contractor shall effectively and efficiently manage project cost, schedule and performance utilizing integrated program management processes across all aspects of the PWS tasks and activities and shall identify opportunities for potential cost savings such as crossed trained personnel, to provide the best value to the Government. The Contractor shall provide Contract management, transition planning, quality assurance, metrics management, project control, risk management, lessons learned, cost management, integration and configuration management, communications management (including telecommunications) and time management. The Contractor shall provide complete program, financial, technical, and Contractor personnel management support pertaining to the areas below that will fully integrate, manage, control, and document all phases of the PWS requirements.

5.2.1.2. Monthly Status Report: The Contractor shall develop and deliver a Monthly Status Report (MSR)for all work efforts by the close of business on the 10th calendar day of the month following the month covered by the report to the Technical Point of Contact and COR via electronic mail (CDRL A004).

The MSR shall include details on:

A. Performance Status including:

1. Activities during reporting period, by task (include on-going activities, new activities, and activities completed, and progress to date on all above-mentioned activities). Each section shall start with a brief description of the task.

2. Identify significant challenges or risks encountered that impact the successful delivery of required services and corrective actions taken. Also include issues or concerns and proposed resolutions to address them.

B. Schedule Status including:

1. Major tasks, milestones, and deliverables; planned and actual start and completion dates for each.

2. Notwithstanding, the Contractor shall notify the government immediately in the event of schedule slippage or significant changes in resource requirements and provide recommended corrective action and revised completion/delivery dates.

C. Financial Status including:

1. Accumulated invoiced cost for each CLIN up to the previous month.

2. Projected cost of each CLIN for the current month.

3. Planned vs actual burn rates.

4. Provide a detailed description of the ODC’s authorized at time of award and ODC costs incurred to date.

D. Personnel/Staffing Status including:

1. Personnel gains, losses, and status (security clearance, training, etc.), status of available resources and how new resources will be implemented.

2. Identify labor hours planned for each task and the actual cumulative total to date.

E. Travel Including:

1. Summary of any travel accomplished with sufficient detail to support…