B2. 01RFP Sec J Attachment 1 SOW MTC Rev1.docx

MANUFACTURING TECHNOLOGY (MANTECH)

NAVY

METALWORKING

TECHNOLOGY

CENTER

(MTC)

CENTER OF EXCELLENCE (COE)

IDIQ STATEMENT OF WORK

Navy Metalworking Technology Center (MTC) Center of Excellence (COE)

STATEMENT OF WORK

1.0 Overview

1.1 Background of Navy Manufacturing Technology (ManTech) Program

The Secretary of Defense established a Manufacturing Technology Program to further the national security objectives of Section 2501(a) of U. S. Code Title 10 – Armed Forces, through the development and application of advanced manufacturing technologies and processes that will reduce the acquisition and sustainment costs of defense weapon systems and reduce manufacturing and repair cycle times across the life cycles of such systems. The purpose of the program is to improve the manufacturing quality, productivity, technology, and practices of business and workers providing goods and services to the Department of Defense (DoD). DoD Directive 4200.15 implements the Manufacturing Technology Program, and it dictates that DoD is to rely on private-sector investment and the “free enterprise” system to provide the manufacturing technology necessary to produce DoD material.

The Navy Manufacturing Technology (ManTech) Program, operated by the Office of Naval Research (ONR), is primarily focused on affordability improvements for specific key acquisition platforms as defined in the annual Navy ManTech Investment Strategy. Key platforms currently targeted include the CVN 78 Class aircraft carrier; the DDG 51 Class destroyer; the VIRGINIA Class (VCS) and COLUMBIA Class (CLB) submarines, the CONSTELLATION Class frigate (FFG), and the F-35 Lightning II aircraft. ONR ManTech helps these Navy programs achieve their respective affordability goals by transitioning developed manufacturing technology which, when implemented, results in needed cost reduction or cost avoidance. These projects may often have additional related goals such as build schedule compression, improved on-time delivery, and additional performance. In addition, the current Investment Strategy also allows for approximately 20 percent of projects to support Capability Acceleration for platforms or systems which may or may not be listed above. Capability Acceleration includes sustainment efforts as well as projects associated with developing new capabilities or accelerating the delivery of a capability to the warfighter. Capability Acceleration projects may include efforts in support of weapons or systems such as unmanned vehicles, high energy weapons, and energetic systems as indicated by the ManTech Program Office. The Investment Strategy is developed by the ManTech Program Office and approved by ONR leadership on an annual basis and is subject to change.

Navy ManTech executes through Centers of Excellence (COEs) using this key acquisition platform approach to develop cost-reduction/-avoidance platform portfolios and specific projects. There are presently seven Navy ManTech COEs, and they serve as focal points for the development and technology transfer of new and advanced manufacturing processes and technology in a cooperative environment with industry, academia, and the Naval Research Enterprise. The COEs serve as corporate repositories of expertise in particular technological areas and collaborate with acquisition Program Executive Offices (PEOs) / Program Offices (POs) and relevant industry to identify and resolve manufacturing issues impacting key Navy acquisition platforms. The COEs develop and demonstrate manufacturing technology solutions for identified Navy manufacturing requirements, provide consulting services to naval industrial activities and industry, and facilitate the implementation of developed manufacturing technologies.

1.2 Overview of MTC

Inasmuch as the assigned missions of the ONR ManTech Navy Metalworking Technology Center (MTC) Center of Excellence (COE)) are dynamic, this Statement of Work (SOW) is not intended to be all inclusive or restrictive, but is intended to provide a broad framework and general scope of the work to be performed at the MTC. This SOW does not represent commitment to, or imply funding for, specific projects or programs. The ONR ManTech work requirements are developed through strategic planning and project plans.

The Contractor shall, in accordance with the provisions of this Contract, provide the resources, intellectual leadership, and management expertise necessary and appropriate to manage and operate the MTC and to accomplish its primary missions. The primary missions of the MTC are to develop metalworking or related manufacturing technologies and deploy them in U.S. shipyards and other relevant industry, with the goals of facilitating industry improvements and ultimately reducing the cost and time required to build and repair naval ships and other key naval platforms, as defined in the ONR ManTech Investment Strategy.

In addition, the MTC shall perform all supporting functions for a Navy ManTech COE, such as serving as a corporate repository of expertise in its particular technological area; performing special projects and industry surveys related to the mission as required; planning and conducting outreach activities to increase awareness of the MCNA; disseminating manufacturing technology throughout the nation’s shipyards and industrial base to achieve additional implementations beyond the primary implementation site; and any other functions as assigned by the ONR ManTech Program Office.

The contractor shall have a Government approved secret facility or provide a timeline of when such a facility shall be made operational. It shall have adequate capacity and safeguarding capability to handle any center-specific activities.

1.3 NMC Core Mission and Scope of Work

The core mission and function of the MTC are to identify, develop, and facilitate the deployment of potential solution sets, in this case that of metalworking or related manufacturing technologies, to domestic shipyards, factories, and other industrial facilities to reduce the cost and time to build and repair key naval and defense platforms and systems.

The primary focus of the MTC is to provide shipbuilding, aircraft manufacturing, and facility improvements through the development and implementation of enhanced metalworking or related manufacturing technologies. The platforms for these improvements will be captured in the current Navy ManTech Investment Strategy, which is focused largely on submarine, aircraft carrier, and surface combatant platforms. However, since the current ManTech Investment Strategy also includes the F-35 Lightning II and Capability Acceleration efforts, projects intended to help aircraft assembly and fabrication, as well as other areas, may be developed and executed through the MTC as well. However, as the Navy ManTech Investment Strategy is updated annually, the target platforms and key thrust areas (i.e., Capability Acceleration) are expected to vary over time.

In accomplishing its mission, the MTC will work closely with the Navy’s acquisition community, the U.S. industrial base, the Navy’s system commands and warfare centers, and public and private repair facilities to identify metalworking technologies and related processes that negatively impact shipyard or facility output or products, with respect to both cycle-time and cost. MTC will then solicit, select, award, and manage projects to address improvements in the following (but not limited to) focus areas of expertise.

Primary Focus Areas:

· Metals and Advanced Metallic Materials-Based Systems

· Primary Metalworking and Related Manufacturing Processes (i.e., Casting, Forging, Rolling, Machining, Drilling, etc.)

· Welding and Joining Techniques

· Robotics and Automation (e.g., robotic manufacturing, adaptive processing etc.) as applied to metallic materials

Secondary Focus Areas

· Metallic Additive Manufacturing

· Surface and Heat Treatments

· Metal Manufacturing Process Modeling and Simulation

· Process Design Control and Optimization

· Destructive and Non-Destructive Inspection Technologies

· Material Characterization and Testing

· Metallic to Non-Metallic Joining and Interface Issues

· Application and Removal of Coatings, Paints, and Similar Treatments for Metallic Substrates

· Metal Matrix Composites

· Material Handling and Installation as Applied to Metallic Materials (i.e., lead installation and packing)

· Ceramics and Ceramic Matrix Composites

· Other technology areas as directed or approved by the ManTech Program Office

The Contractor will operate and manage the Center in its mission to develop naval platform-related manufacturing technologies and transition the technology to the relevant industrial base. In addition to accomplishing the MTC core mission, the Contractor shall manage, operate, sustain, the MTC, and ensure its ability to function as an ONR ManTech Center of Excellence.

The Contractor shall, with the highest degree of vision, quality, integrity, and technical excellence, maintain a strong scientific and engineering resource base responsive to manufacturing technology issues of national importance. The scope of work of this Contract includes:

1. Operating and managing the COE in an efficient, cost-effective, and innovative manner to accomplish its core mission of developing and facilitating the implementation of metalworking and related manufacturing technologies to U.S. industry to reduce the cost and time to build and repair key naval platforms, or provide an accelerated capability to the warfighter.

2. Organizing, facilitating, and executing a naval platform and shipyard/industrial base driven, manufacturing-focused project selection process that supports the key naval platform programs identified by the ONR ManTech Investment Strategy and the ONR Program Officer, in order to recommend technical work. Projects selected should be important to both the Navy and the naval industrial base that builds and/or repairs naval platforms and be consistent with ManTech mission and guidance.

3. Initiating and managing ManTech projects approved by the ONR Program Officer. Communications shall be optimized throughout project management, technical task execution, and technology/solution insertion activities by utilizing structured government/industry interfaces and actively bringing together the organizations, resources and processes that will efficiently meet Navy Manufacturing Technology (ManTech) program requirements. Management of projects should include the use of an earned-value or similar methodology that tracks and relates technical progress, schedule, and funding..

4. Supporting special projects or non-ManTech funded projects that relate to the COE mission, as directed by the ONR Program Officer.

5. Providing all required reporting, including COE-level and project-level deliverables, for the evaluation of the technical and financial progress of the Center and of each technical project.

6. Planning, coordinating, and conducting outreach activities and projects to increase awareness of the MTC and to facilitate technology transition and implementation of ManTech-developed manufacturing technology at Navy shipyards and industrial facilities beyond the initial implementation site of any particular technical project.

7. Traveling in support of the MTC. Travel shall be planned and conducted in such a fashion to provide maximum flexibility and use of time in support of the COE. All travel shall be in accordance with the FAR and applicable federal travel regulations.

The Center contract will be structured with multiple task orders. This Statement of Work covers two general activity areas critical to the Center’s accomplishment of its mission: First Task Order: CoE Center Operations and Management and Second Task Order: Project Development and Management. Both Task Orders will be numbered after execution of the Base Award Indefinite Delivery/Indefinite Quantity (IDIQ) contract. Projects will be awarded on one or more subsequent task orders.

2.0 First Task Order: COE Operations and Management and COE Business Operations

The Contractor shall operate the Center to function as an ONR ManTech Center of Excellence to serve as a national resource in metalworking and related manufacturing technologies in general and to accomplish the Center core mission in particular. The Contractor shall manage and operate the COE in an efficient, cost-effective, and innovative manner -- developing strategies to plan, track, and analyze projects and expenditures to ensure efficient operation of the COE.

2.1 Center Operations

Center operations can be broken down into the following activities:

2.1.1 COE Core Mission Management and Support Activities

The Contractor shall provide management and programmatic support as required to accomplish the Center core mission of identifying, developing, and facilitating the transition of metalworking and related manufacturing technologies to reduce the cost and time to deploy critical systems to Naval ships, aircraft, submarines, and unmanned systems. In so doing, this includes but may not be limited to:

· Managing the Center as a whole;

· Submitting COE-level deliverables as directed by the ONR Program Officer and as specified in the Annual Navy ManTech Guidance;

· Responding to “data calls” as requested by the ONR Program Officer or their representatives; and

2.1.2 Naval Technical Advisor Activities

The Contractor shall provide programmatic and technical advice or assistance in the areas of metalworking, other relevant and related manufacturing technologies, or related areas as necessary and as directed by the Government. This may take the form of assessments and recommendations on specific metalworking and/or other related manufacturing technologies as required by the Government. Reports delivered to the Government shall include independent analyses and specific recommendations by the Contractor. The Contractor shall avoid any conflicts of interest and act as an independent advisor (honest broker) to the Government. The Contractor will provide management, control, and support for Navy- and DoD-funded developments and coordinate the research of participating government, industry, and academic organizations.

The contractor shall assess U.S. industrial manufacturing capabilities for affordability of various metalworking and related manufacturing technologies and recommend programs to improve the industrial base. The contractor shall promote new manufacturing technology initiatives that improve the competitiveness and responsiveness of the metallic materials industrial base.

Special Projects: As part of Naval Technical Advisor Activities, the Contractor shall perform Special Projects as directed by the ONR ManTech Program Officer. Special Projects may include, but are not limited to, the following: support to Navy PEOs, POs, and PMSs/PMAs to identify and resolve critical manufacturing issues for metalworking and related materials, conduct industrial base benchmarking surveys; development of technology roadmaps; and assessment of foreign manufacturing. Special Projects are other short-term, low-dollar value efforts, not necessarily connected with an acquisition or repair Program Office, to further evaluate technical issues related to DON manufacturing.

A Special Project should satisfy the following criteria:

· Clearly defined statement of work

· Address a legitimate manufacturing technology issue which will ultimately benefit the Navy but does not need to have a direct transition at this time

· Funding level of $200K or less

· Duration of 6 months or less

· Written authorization is required from the PO / COR to the COE to pursue the issue of the project.

· Examples include, but are not limited to, manufacturing trade studies, benchmarking activities, build strategy development, etc.

Special Project funds should not be used to accomplish the initial phase of a typical or normal project, or be used for a normal project simply because it does not require a large budget. In addition, Special Project funding is not intended to be a catch-all accounting line to be used for a variety of different charges.

2.1.3 Connectivity to U.S. Industrial Base and Other Organizations

The Contractor shall develop and maintain working relationships and technical interchanges with metalworking fabricators and/or other relevant industries, public and private shipyards, prime system integrators, Navy and DoD laboratories, relevant academia, and other organizations and utilize these relationships to facilitate technology transfer to the nation’s shipyards and other defense industries.

2.1.4 Outreach Activities

The Contractor shall perform outreach activities as approved by the ONR ManTech Program Officer. The objectives of these activities are to encourage partnering with government, industry, and academic organizations and to facilitate transfer of developed manufacturing technologies to achieve implementation beyond the primary shipyard(s) or industrial facility on any particular project team. This includes, but is not limited to, the following:

· Providing uninterrupted maintenance of the Center public domain website and server.

· Providing promotional materials and logistics support for exhibits, demonstrations, conferences, workshops, and displays.

· Attending and showcasing the Center mission and accomplishments at specific conferences, expositions, exhibitions, symposiums, trade shows, and/or other similar events. This may include events such as the Defense Manufacturing Conference, ShipTech, NSRP All Panel Meeting, FabTech, Sea-Air-Space, and/or other relevant conferences or expositions. Attendance and exhibition at trade shows, conferences, and the like must be approved in advance by the ONR ManTech Program Officer. Typically this is 3-6 events annually.

· Attending and providing briefs for Joint Defense ManTech Panel (JDMTP) subpanel reviews.

· Distributing an electronic newsletter at the direction of the ONR ManTech Program Officer (anticipated on a quarterly basis) to key government and industry personnel.

2.2 Center Business Operations

0. The Contractor shall manage and administer a system of internal controls for all COE business and administrative operations. Management of the Center business and administrative operations shall include integrating common systems of internal controls across the Center and implementing business processes that are risk-based, cross-functional, and cost-effective; that optimize and streamline operations; and that increase efficiency and enhance productivity. Included shall be plans to accomplish the following:

2.2.1 COE Performance Management

The Contractor shall develop and institute an in-house financial management system (Earned Value Management System [EVMS]) or equivalent) to help the ONR ManTech Program Officer measure the performance and effect corrective actions as needed for each technical project. This system must be capable of accurately tracking expenditures, analyzing the expenditure of funds in light of work accomplished, and quantifying technical problems in terms of cost and schedule. Favorable and unfavorable cost and/or schedule variances that exceed +/- 10% shall be identified and reported along with proposed corrective actions. This does not need to be a complex EVMS. It is intended to provide a simple means of correlating technical progress to budget progress.

2.2.2 COE Performance to Fiscal Benchmarks

The Contractor shall develop a plan to meet the Navy’s obligation and expenditure fiscal benchmarks, track center performance with respect to these benchmarks, and develop “get well” plans if necessary.

2.3 COE-Level Meetings and Travel

Center personnel shall participate in meetings as directed by the ONR ManTech Program Officer. These are expected to include, but are not limited to, the following:

· ManTech “All Hands” or Center Director Meetings - typically 2-3 times annually.

· Candidate Project Selection Meetings - typically once annually.

· Quarterly Program Management Reviews (PMRs) - quarterly with the ONR ManTech Program Officer at ONR, the COE, or other site as approved by the ONR ManTech Program Officer. Other attendees will be at the option of the ONR ManTech Program Officer. Each PMR shall address, at a minimum: center financial performance and plans; updates on active projects including information such as technical; progress and accomplishments, schedule status, and adherence to spend plan; technology implementation updates; and planned meetings and activities;. The PMR shall address other technical and programmatic topics as directed by the ONR ManTech Program Officer.

· Integrated Platform Team (IPT) Reviews – Navy ManTech currently holds IPT review meetings for each platform supported by the Navy ManTech Investment Strategy approximately two times per year per platform. To make effective use of ManTech resources, these meetings are often co-located, resulting in a total of 6-10 meetings annually.

· ManTech Conferences/Workshops – as directed by the ONR ManTech Program Officer, but typically includes the annual Defense Manufacturing Conference (DMC), ShipTech, and other conferences/workshops approved by the ONR ManTech Program Officer.

· National and International Technology Conferences, Workshops, and Trade Shows - as directed by the ONR ManTech Program Officer.

2.4 COE-Level Deliverables

The Contractor shall submit COE-level ManTech deliverables as directed by the ONR ManTech Program Officer and as specified in the Annual Navy ManTech Guidance, expected to include but not limited to:

· COE Monthly Status Reports – monthly

· COE Funding Allocation Spreadsheets – typically semi-annually

· COE Expenditure Estimates – typically semi-annually

· COE Monthly Expenditure Reports (MERs) - monthly

· COE Affordability Assessments – typically semi-annually

· COE Implementation Workbooks – typically annually

· COE Small Business Utilization Report – annually

· COE Website

· COE Newsletter

· Contract Final Report – once

2.5 COE-Level Data Requirements

The Contractor shall submit all data requirements as specified in the Contract Data Requirements List (DD Form 1423) which is attached to the solicitation and will be attached to the resultant contract. Some data items are included in DD Form 1423 with multiple Distribution Statements to provide direction to the Contractor in the event that a specific data item has different restrictions. Contractors should cost out the specific data item, e.g., Contract Final Report, not the cost of a Contract Final Report with three different Distribution Statements.

3.0 Second Task Order: Project Development and Management

In support of the ONR ManTech Program, the Center shall identify, develop, and transition metalworking or related manufacturing technologies to the U.S. industrial base to reduce the cost and time to design, build, and test critical Navy technology, as identified in the Navy ManTech Investment Strategy. Primary means of accomplishing this core mission is through the development and execution of technical projects whose results will be transitioned to industry.

The three basic types of ManTech projects are:

Rapid Response projects – These projects are small dollar, urgent requirements. The projects are typically 4-6 months in duration and in the $50K-$200K range. Rapid Response projects will be managed and executed under the Second Task Order.

Standard ManTech projects: These projects are typically 12-36 months in duration and funding ranges from $500K - $5M. Standard Projects will be managed under the Second Task Order but will be executed under separate Task Orders awarded under the base contract.

Mega Rapid Response projects – These projects are larger dollar and address urgent requirements. The projects are typically 6-9 months in duration and less than $500K (with up to$750K in certain cases). Mega Rapid Response projects will be managed under the Second Task Order but will be executed under separate Task Orders awarded under the base contract.

Note: Non-ManTech Projects - At the discretion of the ONR ManTech Program Officer, the Center may execute and manage technical projects, other than Navy ManTech projects, that are related to metalworking and related technologies in shipbuilding, aircraft fabrication, or other naval- or defense-related industries or platform. Examples of these projects may include, but are not limited to, projects from other ONR Technical Codes, congressional interest (“plus-up”) projects, or Office of the Secretary of Defense (OSD)-funded Manufacturing Science and Technology efforts. These Non-ManTech projects are typically awarded under separate, individual task orders and the management of these efforts is charged directly to those projects, not the Second Task Order, unless coordinated with and approved by the ONR ManTech Program Officer.

3.1 Project Development

Project development is generally broken down into the following three steps.

Note: The information shown below is based on current ONR ManTech policy and guidance. ONR reserves the right to revise and refine the project development process outlined below.

3.1.1 Issue Identification

The Contractor, via its relationships with Navy PEOs, program offices, warfare centers, etc., as well as its relationships with shipbuilders and other relevant industry, will identify metalworking manufacturing technology issues and/or needs. These needs shall be turned into ManTech project candidates. The Contractor shall document these issues as appropriate by generating an issue sheet, quad chart, and/or other documentation as appropriate and directed by the ONR ManTech Program Officer.

3.1.2 Candidate Project Selection

The Contractor shall continuously prioritize candidate projects so that resources may be properly allocated. This prioritization shall be based on interactions among the Center, the ONR ManTech Program Officer, shipyards and other industry, and various Systems Commands program offices (Program Executive Offices, Program Management Offices, etc.). The Contractor shall assist in matching these needs to recommended ManTech projects, Mega Rapid Response projects, Rapid Response projects, or other proposed solutions. The contractor shall endeavor to provide its best efforts to provide the Navy with technology readiness and manufacturing level assessments.

Project selection will be in accordance with guidance and timelines set by the ONR ManTech Program Office in effect at that time. Currently, the COEs present their prioritized list of candidate projects to the ONR ManTech Program Officers at a Candidate Project Selection Meeting in the late fall or early winter of the prior fiscal year (e.g. candidate projects for Fiscal Year 2023, which begins October 1, 2022, will be presented in October or November 2021). The ONR ManTech Program Officers will then select project ideas for further development based on anticipated availability of funds. Off-cycle project candidates will be considered based on need and funding availability. This project selection process should also be in keeping with the approved ManTech Investment Strategy and any key platforms or PEO(s) identified within.

3.1.3 Individual Project Development

Projects may be developed as Standard ManTech projects, Mega Rapid Response projects, or Rapid Response projects. As the majority of efforts are expected to be ManTech projects, the ManTech project development process is described below. Mega Rapid Response and Rapid Response projects may have an alternate, simplified development processes as described by ONR guidance and/or ONR ManTech Program Officer direction.

As part of project development, the Contractor will endeavor to obtain quality cost share from participating project subcontractors, Program Offices, etc. as well as identify available leveraging opportunities and other methods to augment the Navy ManTech investment.

Upon candidate selection and approval by the ONR ManTech Program Office, each ManTech project shall be initiated under the three-step process outlined below.

3.1.3.1 Program Planning Document (PPD) Development: The Contractor will coordinate the development of a Program Planning Document with teaming partners and Navy points of contact. This PPD will contain a list of performers / team members, estimated project costs, technical statement of work outline, benefit information, draft schedules, draft metrics, and other information as requested by the ONR ManTech Program Officer. This PPD will then be submitted to the ONR ManTech Program Officer for review and approval.

For Navy ManTech-funded projects, the Contractor will employ a strategy of utilizing subcontracting authority as appropriate with industry (weapons system prime contractors, system integrators, technology providers, and/or their associated vendors and suppliers) or other commercial entities where expertise or technologies are required to be deployed or are already resident.

Upon approval of the PPD, the ONR ManTech Program Officer will issue the Center a Project Development Request (PDR) which authorizes the COE to develop a project plan for the proposed effort. The PDR signals an intention to provide, but is not a guarantee of, eventual project funding.

3.1.3.2 Project Plan Submittal: The Contractor will submit a Project Plan (also known as the proposal package) to the Navy for analysis. This plan shall generally include an executive summary; background; goals, objectives, and benefits; technical scope/approach and plans; technical analyses; financial spend plans; statements of work; schedules, milestones and deliverables; risk assessments; detailed cost and budget proposals; detailed cost analyses and summaries; investment cost sharing plans and cost leveraging summaries; technology transition plans (TTPs); and Stakeholder and Technical Assistant concurrences. PDF copies of these documents are acceptable.

In addition, the Contractor shall also assure the following documents are included and/or used in each project plan submission:

a. Use of the ONR Cost Template submitted in Excel for prime and subcontractor proposals;

b. Word version for prime and subcontractor Statements of Work;

c. Prime’s analysis of all proposed subcontractor(s) cost to include fee; and

d. Request to all proposed subcontractors to submit their unsuppressed proposals to the Contracting Officer and ONR ManTech Program Officer.

Project plans which are modified shall identify the following when submitted:

a. Use of the ONR Cost Template showing the overall impact from the award amount, modification amount, and total proposed modification amount;

b. Word version for prime and subcontractor (if required) Statements of Work detailing work which is added or removed from the original project plan;

c. Prime’s analysis of all proposed subcontractor(s) cost to include fee; and

d. Request to all proposed subcontractors to submit their unsuppressed modification proposals to the Contracting Officer and ONR ManTech Program Officer.

Note that technical or cost analysis will not commence on the project until all documents required in the project plan, or modification to project plan, have been submitted to the Contracting Officer and ManTech Program Officer.

3.1.3.3 Project Plan Review and Approval: The ONR ManTech Program Officer will review the submitted Project Plan. If approved, the ONR ManTech Program Officer will provide a technical evaluation to the ONR Contracting Officer. The Contracting Officer will negotiate/award a new task order or modify the task order for performance of the approved project.

3.2 Project Management

Awarded projects are to be managed by the Contractor as instructed by the ONR ManTech Program Officer. This includes, but is not limited to, providing technical, programmatic, and financial oversight and guidance to the project team; coordinating project activities with government stakeholders and technical authorities; and completing all project management documentation (quarterly reports, quad charts, project final report, etc.). It is expected that for each awarded project, the Contractor will hold regular status telecons with the project IPT members and hold project kickoff meetings, periodic project status and milestone gate reviews, and final reviews. The Contractor shall determine that all presentation tools are compatible with Navy IT systems. Projects shall be tracked using the EVMs or equivalent process.

3.3 Project Development and Management Meetings and Travel

Center personnel shall be expected to travel and participate in meetings in support of Project Development and Management efforts. Typically, these meetings include, but are not be limited to: future FY planning meetings at specific shipyards and industrial facilities; project kickoff and coordination meetings, final project reviews, etc.

3.4 Project-Level Deliverables

For each ManTech project, the Contractor shall submit items as directed by the ONR Program Officer, which include, but are not limited to, the following:

· Project Program Planning Document (PPD)

· Project Plan

· Quarterly Reports

· Project Briefings for Platform IPT Meetings

· Final Report In addition, the Contractor shall submit project-level ManTech deliverables as specified in the Annual Navy ManTech Guidance, including but not limited to:

· Technology Transition Plan (TTP)

· Projects Database Information

· Project Book Information

· Project Quad Chart

· Project Briefings, as applicable

· Success Story, as applicable Other deliverables may include any and all prototypes, mock-ups, tooling, software, samples, and components purchased and/or fabricated under ManTech funding during the execution of individual projects, if applicable. This may also include process specifications, designs (both components and tooling), manufacturing cost data for tooling and component fabrication, and all test results.

3.5 Project-Level Data Requirements

The Contractor shall submit all data requirements as specified in the Contract Data Requirements List (DD Form 1423) which are attached to the solicitation and will be attached to the resultant contract. Some data items are included in DD Form 1423 with multiple Distribution Statements to provide direction to the Contractor in the event that a specific data item has different restrictions. Contractors should cost out the specific data item, e.g., Quad Chart, not the cost of a Quad Chart with three different Distribution Statements.

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