Performance Work Statement.docx

Strategic Systems Programs (SSP)

Performance Work Statement

Navy Enterprise Resource Planning (ERP) Support

1.0 General

This is a non-personal services contract to provide Navy Enterprise Resource Planning (ERP) Support. 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

This Performance Work Statement (PWS) describes minimum performance requirements for Strategic Systems Programs (SSP) focused Navy ERP sustainment activities, future Navy ERP solution deployment support for Naval Facilities Engineering Command (NAVFAC) & Commander, Navy Installations Command (CNIC) (hereafter referred to as BSO52), and the minimum performance requirements for the Bureau of Medicine and Surgery (BUMED) focused Navy ERP sustainment activities.

1.2 Background

Strategic Systems Programs (SSP) is a United States Navy Command, headquartered in Washington, D.C. with military members and civilian employees stationed across multiple sites in the continental United States and the United Kingdom. SSP has deployed approximately 1,649 Navy Enterprise Resource Planning (Navy ERP) system seats across multiple General Fund sites henceforth referred to as the SSP Navy ERP Enterprise. SSP Power users consist of 811 users.

The Bureau of Medicine and Surgery (BUMED) is a United States Navy Command, headquartered in Washington, D.C. with military members and civilian employees stationed across multiple sites in the continental United States and around the globe. SSP has supported BUMED’s transition of approximately 1,533 personnel and Navy Enterprise Resource Planning (Navy ERP) system across multiple General Fund sites henceforth referred to as the BUMED Navy ERP Enterprise. BUMED Power users consist of 758 users.

Navy ERP is the Department of the Navy (DON) financial and supply chain system of record. Navy ERP is an integrated business management capability that modernizes and standardizes Navy business operations, provides unprecedented management visibility across the enterprise, and increases the effectiveness and efficiency of the Navy’s support for the warfighter.

The SSP Enterprise Business Office (SPEBO) mission provides comprehensive Navy ERP support services that enable efficient, value-added, and cost-effective business operations and functional support on behalf of the SSP and BUMED competency leaders. It is the Center of Excellence for providing SSP and BUMED Navy ERP subject matter expertise for program related activities. In addition, the SPEBO is the sole interface and liaison to include the origination and management of all SSP and BUMED interactions with the Navy ERP Program Office and Business System Center (BSC) or follow-on organizations. In coordination with competency leaders, it is the single central point of resolution for SSP and BUMED Navy ERP Enterprise business process and technical sustainment matters to ensure continuity of business and mission operations.

The SPEBO responsibilities include comprehensive Navy ERP operations and business process support, testing, issue resolution, business process and system deficiency identification, data quality management, help desk services, end-user support, complex data and analytics reporting and development, user management and role resolution, training management and delivery, SSP and BUMED Navy ERP Enterprise customer advocacy, communications, and liaison on behalf of the SSP and BUMED Navy ERP Enterprise with Tier 1 Navy ERP Program Office and BSC.

1.3 Objective

The objective of this Performance Work Statement (PWS) is to procure contractor support services to perform tasks within the scope established in this specification. This contract shall provide services to support the SPEBO, which will consist of supporting the ERP system to include, but not limited to, Navy ERP deployment, sustainment, stabilization, operations and business process support, development, testing, issue resolution, business process and system deficiencies, data quality, end-user support, training, reporting, user management, role resolution and major upgrades.

1.4 Scope

The Contractor shall provide all personnel, equipment, supplies, facilities, transportation, tools, materials, supervision, and other items necessary to perform services as described in the PWS and deliver associated contract documents, except for those items specified in Section 3 Government Property and Services. The Contractor shall perform to the standards and acceptable quality levels identified in this PWS and associated contract documents (CDRL A001).

1.5 Period of Performance

The base period of the contract will commence on 1 November 2024 and shall continue for a period of twelve (12) months. Four (4) twelve (12) month options may be exercised in accordance with the Option provisions contained herein. The total contract period of performance is 60 months (twelve-month base year plus four, twelve-month option years).

1.7 Quality Assurance

The government shall evaluate the contractor’s performance under this contract in accordance with the Quality Assurance Surveillance Plan. This plan is focused primarily 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).

1.8 Recognized Holidays

Work shall not be performed at Government Facilities on U.S. federally recognized holidays occurring during the normal workweek. When a U.S. holiday occurs on a Saturday or a Sunday, the holiday is observed on the preceding Friday or following Monday, respectively. If submittal of any documentation (e.g., deliverables, submittals, etc.) deadlines fall on a holiday, the closest work day prior to the holiday will apply as the deadline for submittal. The holidays observed by the Government, pursuant to 5 U.S.C. 6103 are currently available at https://www.opm.gov/policy-data-oversight/pay-leave/federal-holidays/.

1.9 Type of Contract

The government will award a Firm Fixed Priced (FFP) type contract.

1.10 Security Requirements

All contractor personnel shall maintain security clearance eligibility commensurate with the level of classification of the work performed as annotated in the Department Of Defense Contract Security Classification Specification (DD Form 254) which is provided as an attachment to the contract (Attachment 1). The Contractor shall adhere to all local security procedures required by the Government, as well as SSP’s employee check-in and checkout procedures.

1.11 Physical Security

The Contractor shall safeguard all Government Furnished Material (GFM), Government Furnished Property (GFP), Government Furnished Equipment (GFE), or Government Furnished Information (GFI) provided for Contractor use. At the close of each work period, Government facilities, and any issued GFM, GFP, GFE, or GFI shall be secured in accordance with (IAW) facility procedures.

1.12 Post Award Conference/Periodic Progress Meetings

The Contractor shall attend, participate in, and furnish input to a post award conference convened by the contracting activity within thirty (30) days after contract award in accordance with FAR Subpart 42.5. The purpose of this review is for the contractor to review and demonstrate to the Government management procedures, provide progress assessments, review of technical and other specialty area status, and to establish schedule dates for near term critical meetings/actions. The Contractor shall present management, key personnel, and program implementation processes. The Contracting Officer, COR, and other Government personnel, as appropriate, may meet periodically with the Contractor to review the Contractor's performance. At these meetings, the Contracting Officer will apprise the Contractor of how the Government views the Contractor's performance and the Contractor shall apprise the Government of problems, if any, being experienced. Appropriate action shall be taken to resolve outstanding issues.

1.13 Contracting Officer’s Representative

As determined by the Contracting Officer, a COR will be appointed and identified by letter of designation, a copy of which will be provided to the Contractor by the Contracting Officer. The designation letter states the responsibilities and limitations of the COR, especially with regard to 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 contract. The COR monitors all technical aspects of the contract and assists in contract administration. The COR is not authorized to obligate the Government. If the work is not written in the contract, the COR is not authorized to request new work. 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 specifications, monitor Contractor's performance and notifies both the Contracting Officer and Contractor of any deficiencies, coordinate availability of Government property, and coordinate site entry of Contractor personnel.

1.14 Key Personnel

The following personnel are considered key personnel by the government: Senior SME and Mid-level SME personnel. At least 80% of the key personnel must be committed as full-time resources for this effort. The contractor shall provide a contract manager who shall be responsible for the performance of the work. 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. The contract manager or alternate shall have full authority to act for the contractor on all contract matters relating to daily operation of this contract. The contract manager or alternate shall be available between Monday thru Friday except Federal holidays or when the government facility is closed for administrative reasons. Qualifications for all key personnel are listed below: Key Personnel qualifications are identified in the Labor Mix chart in 1.14.3.

1.14.1 Substitution of Key Personnel

The Contractor agrees that a partial basis for award of this contract is the list of key personnel proposed. Accordingly, the Contractor agrees to assign to this contract those key persons whose resumes were submitted with the proposal necessary to fulfill the requirements of the contract. No substitution shall be made without prior notification to and concurrence of the Contracting Officer in accordance with this requirement. Substitution shall include, but not be limited to, subdividing hours of any key personnel and assigning or allocating those hours to another individual not approved as key personnel.

All proposed substitutes shall have qualifications equal to or higher than the qualifications of the person to be replaced. The Contracting Officer shall be notified in writing of any proposed substitution at least forty-five (45) days, or ninety (90) days if a security clearance is to be obtained, in advance of the proposed substitution. Such notification shall include: (1) an explanation of the circumstances necessitating the substitution; (2) a complete resume of the proposed substitute; (3) an explanation as to why the proposed substitute is considered to have equal or better qualifications than the person being replaced; (4) payroll record of the proposed replacement; and (5) any other information requested by the Contracting Officer to enable him/her to judge whether or not the Contractor is maintaining the same high quality of personnel that provided the partial basis for award. Key personnel are identified in 1.14.

1.14.2 Personnel Requirements

The Offeror shall propose its overall allocation of personnel labor hours to meet the recommended percentage allocations of senior, mid-level and junior personnel described in the table below. The Offeror’s resulting labor mix allocation shall include all key personnel. Key personnel shall be considered Mid-level and Senior.

1.14.3 Labor Mix

Offerors' proposals may not deviate from the total number of hours and labor mix are included in the below charts. The Offeror shall address how the labor mix proposed supports the technical approach utilized in its offer. Offerors have the latitude to propose the labor mix they believe is best to accomplish the requirements identified within the PWS in a high quality, efficient, and cost effective manner. Nevertheless, in the table provided above, the Government has provided a labor mix estimate to serve as a reference for prospective Offerors to better understand the overall distribution of skills throughout this effort. This estimate is based on historical requirements; as such, this estimate will be considered in evaluating proposals. The Offeror may deviate from the estimate provided above, but such deviation shall be explained in the Offeror's narrative. If the proposed labor mix differs from the estimate provided above, the Offeror shall describe how/why the proposed labor mix will result in a high quality, efficient, and cost effective solution. If the Offeror does not explain deviations from the above labor mix it may result in upward cost adjustments or one or more weaknesses/deficiencies during evaluation.

Key Personnel are deemed essential to the performance of this effort and cannot be replaced without prior notice to the Government (IAW section 1.14.1 Substitution Of Key Personnel). If any changes are needed to the labor categories assigned to tasks that were proposed and approved at time of contract award, the contractor must notify the Government.

Offerors shall provide one resume for each person the Offeror proposes to fulfill the positions identified as Key Personnel. The resumes may be submitted in the format of the Offeror’s choosing and are limited to two (2) pages each. For this requirement, the following positions are considered Key Personnel: Senior SME and Mid-level SME personnel.

The table below provides SPEBO desired qualifications for Key Personnel and Categories, and includes the following: Labor Category; Clearance Requirement; Desired Qualifications and Certifications; Required Qualifications and Certifications; Anticipated Place of Work.

Labor Mix Across Experience Levels

Percentage of Personnel as Compared to Offeror’s Total Number of Labor Resources

60%

10%

30%

1.14.4 Key Personnel and Letter of Intent

Any Key Personnel positions that are “pending” may indicate a higher risk of unsuccessful performance. Each resume shall demonstrate the Key Personnel’s qualifications to complete the tasking for which the Offeror has proposed that person.

Read together with the other parts of the Offeror’s Technical and Management Volume, these resumes should demonstrate the Offeror’s ability to successfully meet the requirements of this solicitation.

Describe where key personnel are located within the organizational structure and describe the specific planned responsibilities (both technical and management, if applicable) for each proposed key personnel. Contractor shall provide details of each key personnel, not just their functional job titles.

The Offeror shall submit a current “Letter of Intent” (with salary information redacted) with all resumes supplied for contingent Key Personnel hires. The Letter of Intent does not count against resume page limitations and must be signed by the contingent hire employee and the Offeror.

Personnel resumes shall include, as a minimum, the following information:

· Name, years of experience, training, unique or special qualification, positions held and tenure with the firm

· Degrees held by each individual and/or other pertinent education. Include date(s), degree(s), and respective college or university from which the degree(s) was received

· Years of related professional job experience (to include employer name/company, tenure dates by position, position title, responsibilities, and experience as it relates to the anticipated PWS task(s) to be assigned to that individual

· Special experiences, qualifications and/or certifications. Include title, description, dates and from where/whom attained.

· Security Clearance Level

· Citizenship

Offerors shall only propose Key Personnel and provide resumes for individuals that, at the time of proposal submission, the Offeror has a good faith expectation of providing at award. Additionally, the Government considers the submission of Letters of Intent for proposed contingent Key Personnel to be material to the proposal since these Letters of Intent demonstrate the Offeror's ability to hire personnel with the qualifications offered at the salary proposed.

1.15 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. All contract personnel are required to obtain and wear SSP badges when entering SSP spaces. 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.

1.16 Data Rights

The Government has unlimited rights to all documents/material produced under this contract. All documents and materials, to include the source codes of any software, produced under this contract shall be Government owned and are the property of the Government with all rights and privileges of ownership/copyright belonging exclusively to the Government. These documents and materials may not be used or sold by the contractor without written permission from the Contracting Officer. All materials supplied to the Government shall be the sole property of the Government and may not be used for any other purpose. This right does not abrogate any other Government rights.

1.17 Organizational Conflict of Interest

Contractor and subcontractor personnel performing work under this contract may receive, have access to or participate in the development of proprietary or source selection information (e.g., cost or pricing information, budget information or analyses, specifications or work statements, etc.) or perform evaluation services which may create a current or subsequent Organizational Conflict of Interests (OCI) as defined in FAR Subpart 9.5. The Contractor shall notify the Contracting Officer immediately whenever it becomes aware that such access or participation may result in any actual or potential OCI and shall promptly submit a plan to the Contracting Officer to avoid or mitigate any such OCI. The Contractor’s mitigation plan will be determined to be acceptable solely at the discretion of the Contracting Officer and in the event the Contracting Officer unilaterally determines that any such OCI cannot be satisfactorily avoided or mitigated, the Contracting Officer may affect other remedies as he or she deems necessary, including prohibiting the Contractor from participation in subsequent contracted requirements which may be affected by the OCI.

1.18 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 90 day phase in/ phase out periods. During the phase in period, the Contractor shall become familiar with performance requirements in order to commence full performance of services on the contract start date.

2.0 Government Furnished Property, Equipment, and Services

The Government will provide office supplies, desk telephones, and cubicle space for all Contractor personnel performing on-site at SSP HQ. The Government estimates 30 laptops will be furnished to Contractor personnel performing on-site at SSP HQ.

3.0 Contractor Furnished Items and Responsibilities

3.1 Secret Facility Clearance

The contractor shall possess and maintain a SECRET facility clearance from the Defense Security Service. The Contractor’s employees, performing work in support of this contract shall have been granted a SECRET security clearance from the Defense Industrial Security Clearance Office. The DD 254 is provided as Attachment [Insert the attachment number].

4.0 Performance Requirements

4.1 CLIN 0001 FY25 SSP Enterprise Business Office Support Services (FFP)

4.1.1 General Support

During the period commencing on the date of contract award and ending 12 months thereafter, the Contractor shall provide support services defined as programmatic, technical and business process subject matter expertise (SME), execution of SPEBO SSP Navy ERP Enterprise sustainment activities, and support for future Navy ERP system technical and functional updates, upgrades, and technical or functional system issue resolution. The Government will provide office supplies, desk telephones, and cubicle space for all Contractor personnel performing on-site at SSP HQ. The Government estimates 30 laptops will be furnished to Contractor personnel performing on-site at SSP HQ.

The Government estimates the support services defined under CLIN 0001 shall take approximately 57,600 Labor Hours to perform. However, the Contractor shall be responsible to provide the below support services irrespective of the Government estimate.

4.1.1.1 Configuration Management

Configuration Management is defined as full lifecycle approaches to support development of new, monitoring and maintaining accuracy of existing, and provisioning documentation to impacted groups thereby enabling proper functioning of the SSP Navy ERP Enterprise. Items identified under this Section are applicable to all subsequently identified SPEBO Teams if not specifically identified in those Sections. The Contractor shall provide technical, functional, and otherwise skilled subject matter expertise to execute configuration management activities for the following:

4.1.1.1.1 Program Governance

4.1.1.1.2 Documentation Version Control

4.1.1.1.3 SPEBO Sustainment Schedule and Action Items

4.1.1.1.4 Business Process Handbooks

4.1.1.1.5 Business Process Learning Aids

4.1.1.1.6 Business Process Flows

4.1.1.1.7 Business Process Rules

4.1.1.1.8 Standard Operating Procedures (SOP)

4.1.1.1.9 Navy ERP Engineering Change Proposals (ECP)

4.1.1.1.10 SSP Navy ERP Enterprise White Papers

4.1.1.2 Release Management

Release Management is defined as full lifecycle management activities related to planning, coordination, preparation and resourcing, executing, testing, validating, and mitigating risks to the SSP Navy ERP Enterprise from Navy ERP. Items identified under this Section are applicable to all subsequently identified SPEBO Teams.

The Contractor shall provide technical, functional, and otherwise skilled subject matter expertise to execute release management activities for the following:

4.1.1.2.1 Conduct trend and root cause analysis for Navy ERP and extended system-of-systems impacts to the SSP Navy ERP Enterprise.

4.1.1.2.2 Coordinate testing, validation, and verification of training, development, and production system functional changes.

4.1.1.2.3 Coordinate Navy ERP scheduled maintenance.

4.1.1.2.4 Coordinate Continuity of Operations activities.

4.1.1.2.5 Conduct review, analysis, and impact categorization for technical and functional changes.

4.1.1.2.6 Develop risk-based functional change packages.

4.1.1.2.7 Manage, coordinate, and execute SPEBO defects, action items, change requests, engineering change proposal, conversion items, and maintenance item activities via ALM Quality Center (QC) test and tracking tool or equivalent future capability.

4.1.1.2.8 Conduct analysis and recommend improvements for performance measurements and metrics.

4.1.1.2.9 Analyze and document incidents, problems, and defective data pursuant to standard operating procedures.

4.1.1.2.10 Document, review, and maintain accuracy of Release Management SOPs and desk guides on a quarterly basis.

4.1.1.2.11 Coordinate with the Customer Liaison Team to disseminate communications to the SSP Navy ERP Enterprise for impacts to normal business operations.

4.1.1.2.12 Participate in Release Management working group efforts, such as Tier 2/Tier 3 and SYSCOM working groups

4.1.1.2.13 Provide SPEBO Government Managers and Leads with post facto debrief information, action items, and other relevant information.

4.1.1.3 Training Support

Training support is defined as planning, development, logistical support instructor-led, over-the-shoulder and other potential delivery, training environment verification and validation, and mitigating risks to the SSP Navy ERP Enterprise business operations from improperly trained or qualified personnel.

Items identified under this Section are applicable to all subsequently identified SPEBO Teams if not specifically identified in those Sections.

The Contractor shall provide technical, functional, and otherwise skilled subject matter expertise to execute release management activities for the following:

4.1.1.3.1 Coordinate training plans, schedule, and resources.

4.1.1.3.2 Coordinate all preparatory logistics related to training.

4.1.1.3.3 Identify, develop, verify and validate, and maintain all data across multiple training environments for SSP Navy ERP Enterprise training requirements

4.1.1.3.4 Conduct training as identified and directed via instructor-led, over-the-shoulder, or other delivery methods.

4.1.1.3.5 Coordinate, develop, and deliver training communications.

4.1.1.3.6 Coordinate all post-training logistics related to the training.

4.1.1.3.7 Conduct post training participant evaluations and provide reports to Government Leads and SPEBO Management.

4.1.1.4 Clerical Support

Clerical support is defined as those activities requiring planning, logistical support, meeting coordination, communication, presentation development, material preparation and reproduction, meeting attendance, and resultant meeting notes and action items.

Items identified under this Section are applicable to all subsequently identified SPEBO Teams if not specifically identified in those Sections.

The Contractor shall provide administrative support for the following:

4.1.1.4.1 Prepare SPEBO and Navy ERP specific briefings and associated materials.

4.1.1.4.2 Provide logistical support for planning and conducting SPEBO and Navy ERP related conferences, workshops, meetings, web meetings seminars, and teleconferences.

4.1.1.4.3 Organize SPEBO and Navy ERP related meetings.

4.1.1.4.4 Develop meeting agendas and communications.

4.1.1.4.5 Coordinate attendee notification and participation.

4.1.1.4.6 Prepare and distribute meeting information packets and handouts.

4.1.1.4.7 Record and provision meeting minutes including outcomes and actions.

4.1.1.4.8 Produce meeting reports as directed.

4.1.1.4.9 Prepare and deliver presentations as directed.

4.1.1.4.10 Collect, reproduce, and archive Navy ERP meeting materials.

4.1.1.4.11 Track and report on Navy ERP meeting actions and resolution.

4.1.2 Program Management Support

Program Management support is defined as senior program management activities to ensure risk mitigated SPEBO sustainment and support of SSP utilized Navy ERP capabilities, proper resourcing, scheduling, cost, monitoring, reporting, and tactical and strategic guidance.

In addition to tasks identified in this Section, the Contractor shall incorporate and perform the tasks identified under Section General Support for Program Management support activities when not otherwise identified in this Section. The Government will have unlimited rights and required copyright license to all the documents provided and delivered under this contract.

The Contractor shall provide a Progress Status Report (CDRL A001) and Program Management support for the following:

4.1.2.1 Program Management and Planning

Program management planning support shall include best practice management and operations oversight to facilitate programmatic priorities and reduce risk for the SSP Navy ERP Enterprise.

4.1.2.1.1 Provide a program manager knowledgeable of the current United States Navy policies and procedures governing fraud, waste, and abuse.

4.1.2.1.2 Designate capable alternate points of contact (POCs) to fulfill requirements in the on-site manager's absence.

4.1.2.1.3 Planning Management

4.1.2.1.3.1 Prepare drafts of management plans and strategies.

4.1.2.1.3.2 Prepare and execute milestone planning and tracking.

4.1.2.1.4 SPEBO Management Meetings and Briefs

4.1.2.1.4.1 Prepare draft agendas for key meetings, prepare presentation materials, and draft the minutes and action items.

4.1.2.1.4.2 Organize, attend, and facilitate program meetings tasked by the Director, Deputy, Team Leaders, Contracting Officer's Representative (COR) or Technical Point of Contact (TPOC).

4.1.2.1.4.3 Prepare technical briefing materials in both hard copy and soft copy format.

4.1.2.1.5 Team Resource Management

4.1.2.1.5.1 Manage the contractor team’s workforce schedule to ensure office coverage in support of SPEBO.

4.1.2.1.5.2 Implement and actively enforce steps to prevent all occurrences of fraud, waste, and abuse.

4.1.2.1.5.3 Immediately notify the COR and Contracting Officer upon observance of behavior constituting fraud, waste, or abuse by contractor employee or any of its subcontractor employees.

4.1.2.1.5.4 Monitor contractor employee activities and take necessary corrective actions for behavior resulting in fraud, waste and abuse.

4.1.2.1.6 Deliverable Management

4.1.2.1.6.1 Designate an on-site manager who shall be responsible for management and oversight of contractor team’s work performance, serve as a point of contact for all customer relations with the government client, and be responsible for resolving all quality, timeliness, and accuracy issues.

4.1.2.1.6.2 Track deliverables to include the planning and review of program data deliverables.

4.1.2.1.6.3 Provide quarterly review of existing SPEBO Program Management and Team level SOPs and desk guides documenting processes performed and update as processes change.

4.1.2.1.6.4 Monitor and report on completion metrics for SOP documentation of newly implemented Navy ERP business processes impacting the SSP Navy ERP Enterprise and SPEBO operations.

4.1.2.2 Cost Management

Cost management support shall include best practice approaches to ensure sustainment activities remain within budget and facilitate risk-based adjustments to enable effective sustainment support for the SSP Navy ERP Enterprise.

4.1.2.2.1 Perform best practice financial and managerial oversight, monitoring, and accounting related to programmatic cost and related performance risk.

4.1.2.3 Schedule Management

Schedule management support shall include best practice approaches and maintenance of integrated programmatic priorities and activities to enable effective management monitoring of SPEBO activities and reduce risk for the SSP Navy ERP Enterprise.

4.1.2.3.1 Maintain the program schedule using MS Project.

4.1.2.3.2 Conduct evaluations of program schedules.

4.1.2.4 Reporting Management

Reporting support shall include best practice program management approaches to track, compile, and generate reports on program status that proactively identify and enable effective sustainment activities and reduce risk for the SSP Navy ERP Enterprise.

4.1.2.4.1 Prepare a program management report or reports on a monthly basis.

4.1.2.4.1.1 Schedule

4.1.2.4.1.2 Cost

4.1.2.4.1.3 Resources

4.1.2.4.1.4 Quality

4.1.2.4.1.5 Customer Focus Metrics

4.1.2.4.1.6 Other categories as identified by the SPEBO Director.

4.1.2.5 Risk Planning and Mitigation Management

Risk planning and mitigation support shall include best practice risk-based management approaches to proactively identify and enable program management priorities and reduce risk for the SSP Navy ERP Enterprise.

4.1.2.5.1 Ensure adequate programmatic controls are applied in each task area

4.1.2.5.1.1 Schedule

4.1.2.5.1.2 Resources

4.1.2.5.1.3 Management oversight and direction

4.1.2.5.1.4 Cost

4.1.2.5.1.5 Quality control

4.1.2.5.1.6 Report preparation

4.1.2.5.1.7 Program records generation and management.

4.1.2.5.1.8 Customer complaints resolution.

4.1.2.6 Strategic and Tactical Analysis, Assessments, and Guidance Management Strategic and tactical analysis, assessments, and guidance support shall include best practice management approaches to proactively identify and enable program management priorities and reduce risk for the SSP Navy ERP Enterprise.

4.1.3 Customer Liaison Support

Customer Liaison Team support is defined as SSP Navy ERP Enterprise user management, role maintenance, user access reporting and monitoring, SSP Navy ERP training, SPEBO communications, customer facing Help Desk, and Navy ERP tools access management.

In addition to tasks identified in this Section, the Contractor shall incorporate and perform the tasks identified under Section General Support for Customer Liaison support activities when not otherwise identified in this Section.

The Contractor shall provide Customer Liaison Team support for the following:

4.1.3.1 Navy ERP and SAP Functionality and Processes

Customer Liaison Team support is not inherently technical or functional; however, the Contractor shall endeavor to provide personnel with proficient knowledge and understanding of SAP functionality and Navy ERP business processes given the broad interaction with all SSP Navy ERP Enterprise business processes.

4.1.3.1.1 Navy ERP Enterprise - User Management

4.1.3.1.2 Naval Identity Services (NIS) - Account Management

4.1.3.1.3 Navy ERP Enterprise - Role and System Access Maintenance

4.1.3.1.4 Navy ERP Enterprise - User Access Reporting, Monitoring, and Audit

4.1.3.1.5 Navy ERP Enterprise – Training (Enable Now (OLT) and ILT)

4.1.3.1.6 Navy ERP Enterprise – Training Client Management

4.1.3.1.7 Navy ERP Enterprise – Training Certifications (Success Factors)

4.1.3.1.8 Navy ERP Enterprise – Communications

4.1.3.1.9 Navy ERP Enterprise – National Help Desk Service Management (NHDSM) Tool

4.1.3.1.10 HQ Customer Facing Help Desk

4.1.3.2 Customer Liaison Standard Activities

Customer Liaison standard support shall include subject matter expertise, analysis, and guidance activities to enable SSP Navy ERP Enterprise business processes under the Customer Liaison area of responsibility.

4.1.3.2.1 Provide Tier 2 Help Desk Support

4.1.3.2.2 Provide customer liaison status reporting.

4.1.3.2.3 Provide root cause analysis and remediation.

4.1.3.2.4 Provide functional and technical support for identification, documentation, analysis, and resolution of Customer Liaison area of responsibility production and business processing issues.

4.1.3.2.5 Provide functional, integration, and regression testing for the Customer Liaison area of responsibility.

4.1.3.2.6 Provide quarterly review and update SOPs, desk guides, learning aids, and other documentation as required to maintain accuracy for Customer Liaison support activities.

4.1.3.2.7 Conduct Tier 2 problem analysis and produce associated documentation

4.1.3.2.8 Conduct Tier 2 solution analysis and produce associated documentation

4.1.3.3 Customer Liaison User Management

Customer Liaison standard support shall include subject matter expertise, analysis, and guidance activities to enable SSP Navy ERP Enterprise user management processes.

4.1.3.3.1 Naval Identity Services (NIS)

Account Maintenance support shall include technical, functional, analysis, and documentation, process expertise, and guidance activities to enable SSP Navy ERP Enterprise user access to Navy ERP.

4.1.3.3.1.1 Manage and track basic access to Navy ERP for the SSP Enterprise.

4.1.3.3.1.2 Submit all account requests for HQ, to include: New Accounts; Reactivate Accounts; Terminate Accounts; Track all submitted requests from inception to completion; Validate and verify user account access.

4.1.3.3.1.3 Provide back-up support for SSP Navy ERP Enterprise non-HQ AE request submissions, to include: New Accounts; Reactivate Accounts; Terminate Accounts; Advise and coordinate request status resolution with non-HQ UM representatives

4.1.3.3.2 Access Enforcer (AE) Role Mapping

AE Role Mapping support shall include system technical, functional, analysis, and documentation, process expertise, and guidance activities to enable SSP Navy ERP Enterprise user access to Navy ERP.

4.1.3.3.2.1 Manage and track role-mapping and role access in Access Enforcer for the SSP Navy ERP Enterprise, to include SSP Navy ERP Enterprise, Cross Command, Ad Hoc

4.1.3.3.2.2 Submit all AE user requests for SSP Headquarters (HQ), to include: Change/Update Accounts; Track all submitted requests from inception to completion; Validate and verify users’ new role access.

4.1.3.3.2.3 Provide back-up support for SSP Navy ERP Enterprise non-HQ AE request submissions, to include Change/Update Accounts; Advise and coordinate AE request status resolution with non-HQ AE representatives.

4.1.3.3.3 User Account Maintenance Management

User Account Maintenance support shall include monitoring, proactive engagement, and issue resolution with and on behalf of SSP Navy ERP Enterprise system users to ensure access to Navy ERP and Business Intelligence (BI) capabilities.

4.1.3.3.3.1 Navy ERP User Management

4.1.3.3.3.1.1 Produce Navy ERP production system monthly ‘Last Logon’ reports for SSP Navy ERP Enterprise users.

4.1.3.3.3.1.2 Verify and terminate accounts for SSP Navy ERP Enterprise users with a verified ‘terminated’ employment status.

4.1.3.3.3.1.3 Monitor and perform account support for infrequent or ad hoc SSP Navy ERP Enterprise account holders.

4.1.3.3.3.1.3.1 Activate expired and terminated accounts for active employees.

4.1.3.3.3.1.3.2 Provide proactive, expedited support to SSP Navy ERP Enterprise Leadership, Military, Supervisors, and extended TDY personnel.

4.1.3.3.3.1.3.3 Provide standard support to Contractors, Interns, and other situation specific personnel.

4.1.3.3.3.1.4 Prepare and submit SPEBO enhanced access User Access Request (UAR) forms to Tier 3.

4.1.3.3.3.1.5 Navy-ERP non-production special access data and system environments.

4.1.3.3.3.1.6 Extend access rights for special SPEBO support situations.

4.1.3.3.3.2 Navy ERP and BI External Working Groups

4.1.3.3.3.2.1 User Management Working Group (UMWG)

4.1.3.3.3.2.1.1 Participate in required weekly UMWG conference calls.

4.1.3.3.3.2.1.2 Identify and provide recommendations for improvement to the UMWG regarding Navy ERP user management processes and procedures.

4.1.3.3.3.2.2 Coordinate and participate in future working groups with the BI Team that focused on BI user management.

4.1.3.4 Help Desk Tools

National Help Desk Service Management (NHDSM) support shall include system technical, functional, analysis, and documentation, process expertise, and guidance activities to enable SSP Navy ERP Enterprise user access to Navy ERP.

4.1.3.4.1 Create, monitor, review, engage necessary SMEs and POCs, research and resolve tickets in accordance with service level agreements to ensure access to Navy ERP and processing activities with business segments.

4.1.3.5 Training Management

Training Management, in-application learning help and e-learning support shall include system technical, functional, analysis, and guidance activities to enable SSP Navy ERP Enterprise business processes.

4.1.3.5.1 Manage SSP Navy ERP Enterprise Instructors

4.1.3.5.2 Monitor and maintain the roster of certified Government Civilian and CSS trainers for SSP Navy ERP Enterprise business process and role access requirements.

4.1.3.5.3 Plan and provide logistical support for yearly SSP Navy ERP Enterprise trainer re-certification events.

4.1.3.5.4 Coordinate the development and support of BI training activities in alignment with SOPs, rules,

4.1.3.5.5 Review and maintain accurate Instructor Led Training (ILT) materials in support of training site POCs. This support will cover all areas covered in the Navy ERP and SAP functionality and processes sections of this document.

4.1.3.5.6 Review and maintain any written briefing materials.

4.1.3.5.7 Create, review and maintain accurate and tailored learning aids to include tip sheets and desk guides.

4.1.3.5.8 Create, review and maintain Enable Now or an in-app learning and e-learning tools.

4.1.3.6 Interface Monitoring

Interface monitoring support shall include system technical, functional, execution, analysis, issue identification and resolution, guidance, and related communication activities to enable SSP Navy ERP Enterprise business processes.

4.1.3.6.1 Coordinate with Command SME POC in the testing and validation of new interfaces.

4.1.3.6.2 Create, review and maintain interface error correction SOPs with Command SME POCs

4.1.3.6.3 Execute and document monitoring and error corrections IAW SOPs and other guidance.

4.1.3.7 Separation of Duty (SOD) Compliance

SOD Compliance Management support shall include end-to-end monitoring, issue resolution, documentation, and guidance activities to enable SSP Navy ERP Enterprise compliance with regulations and requirements.

4.1.3.7.1 Update and maintain the GRC library.

4.1.3.7.2 Conduct analysis with SPEBO SMEs to identify existing or future SOD compliance issues.

4.1.3.7.3 Manage SOD compliance issues for SSP Navy ERP Enterprise Audit requirements.

4.1.3.7.4 Conduct monthly review, verification, and validation of all annually signed SOD Mitigations. Prepare and submit annual re-certification and signature forms for SOD Mitigation and BOD approval to functional owners prior to expiration.

4.1.3.8 SOD Key Supporting Document (KSD)

SOD KSD support shall include end-to-end preparation, routing, issue resolution, documentation, review, verification, validation, and guidance activities to enable SSP Navy ERP Enterprise compliance with regulations and requirements.

4.1.3.8.1 Prepare new and update existing KSD step-by-step guidance and work packages for SSP Navy ERP Enterprise reviewing officials

4.1.3.8.2 Prepare Key Supporting Documentation (KSD) packages on behalf of the SSP Navy ERP Enterprise.

4.1.3.8.3 Coordinate and perform routing, completion, and submission of KSD packages for the SSP Navy ERP Enterprise.

4.1.3.9 WFM Organizational Structure Management

WFM Organizational Structure support shall include coordination, review, validation, verification, and guidance activities to enable SSP Navy ERP Enterprise Supervisory role accuracy.

4.1.3.10 Role Mapping / Qualification Management

Role Mapping and Qualification support shall include internal SPEBO maintenance, validation, and verification to ensure accuracy for SSP Navy ERP Enterprise user role mappings and qualifications.

4.1.3.10.1 Maintain SSP Navy ERP Enterprise organizational codes and updates.

4.1.3.10.2 Manage and execute weekly updates to the internal SPEBO role mapping and training qualification tracker.

4.1.3.10.3 Produce and provide bi-weekly SSP Navy ERP Enterprise User Management Reports to SPEBO Management.

4.1.3.10.4 Provide expert guidance and facilitate resolution of SSP Navy ERP Enterprise user non-conforming or otherwise unique requests.

4.1.4 Business Solutions Support

Business Solutions Team support is defined as SSP Navy ERP Enterprise Workforce Management, Business Intelligence, Robotic Process Automation, and Field Activity Structure related support.

4.1.4.1 Workforce Management Support

Workforce Management Team support is defined as SAP out-of-box, Navy ERP customized capabilities, system-of-system interfaced business systems that are integrated to enable Navy and SSP workforce, personnel, and the pay related business processes.

In addition to tasks identified in this Section, the Contractor shall incorporate and perform the tasks identified under Section General Support for Workforce Management (WFM) support activities when not otherwise identified in this Section.

The Contractor shall provide WFM Team support for the following:

4.1.4.1.1 Navy ERP and SAP Functionality and Processes

WFM Team technical and functional support shall include the following SAP/Navy ERP and SAP ERP+ functional skill sets and associated business processes.

4.1.4.1.1.1 SAP – Personnel Management / Administration

4.1.4.1.1.2 SAP – Organizational Management

4.1.4.1.1.3 SAP – Time Management

4.1.4.1.1.4 SAP – Training Management

4.1.4.1.1.5 Navy ERP Process – Check-In to Check-Out

4.1.4.1.2 Workforce Management Standard Activities

WFM standard support shall include system technical, functional, analysis, and guidance activities to enable SSP Navy ERP Enterprise business processes.

4.1.4.1.2.1 Provide Tier 2 Help Desk Support

4.1.4.1.2.2 Provide master data management

4.1.4.1.2.3 Provide business process reporting.

4.1.4.1.2.4 Provide functional, technical, and business process root cause analysis.

4.1.4.1.2.5 Provide functional and technical support for identification, documentation, analysis, and resolution of Navy ERP system production and business processing issues.

4.1.4.1.2.6 Provide functional, integration, and regression testing.

4.1.4.1.2.7 Provide quarterly review and update SOPs, desk guides, learning aids, and other documentation as required to maintain accuracy.

4.1.4.1.2.8 Conduct Tier 2 problem analysis and produce associated documentation

4.1.4.1.2.9 Provide expert guidance to the WFM Team Lead.

4.1.4.1.2.10 Review and report findings associated with WFM daily, weekly, monthly and annual metrics.

4.1.4.1.3 Personnel Management / Administration

Personnel Management and Administration support shall include system technical, functional, analysis, and guidance activities to enable SSP Navy ERP Enterprise business processes.

4.1.4.1.3.1 Create personnel numbers for contractors and interns.

4.1.4.1.3.2 Perform PA40 actions.

4.1.4.1.3.3 Track, perform actions, and update civilian Personnel Notifications.

4.1.4.1.3.4 Track, monitor, and perform actions related to monthly military related PRDs.

4.1.4.1.4 Organizational Management

Organizational Management support shall include system technical, functional, analysis, and guidance activities to enable SSP Navy ERP Enterprise business processes.

4.1.4.1.4.1 Create contractor positions.

4.1.4.1.4.2 Update, create or delimit organizations.

4.1.4.1.5 Time Management

Time Management support shall include system technical, functional, analysis, and guidance activities to enable SSP Navy ERP Enterprise business processes.

4.1.4.1.5.1 Assist SSP Navy ERP Enterprise users with variant, time entry, and approval.

4.1.4.1.5.2 Create time approver and time keeper relationships for time approval access.

4.1.4.1.6 WFM Reporting

WFM reporting support shall include system technical, functional, execution, analysis, guidance, and related communication activities to enable SSP Navy ERP Enterprise business processes.

4.1.4.1.6.1 ATR Workflow Reports

4.1.4.1.6.2 OPINS, NES & CIV Position

4.1.4.1.6.3 TFMMS file

4.1.4.1.6.4 Month End Close (MEC) Report

4.1.4.1.6.5 Tour of Duty (TOD) Report

4.1.4.1.6.6 TDTQP Report (list of IDP quals currently in system/available)

4.1.4.1.6.7 Work Schedule Rule (WSR)

4.1.4.2 SSP Navy ERP Enterprise – Field Activities

Field Activity support is defined as senior Tier 3 level functional and technical multi-functional and integrated Navy ERP business process expertise for SAP out-of-box, Navy ERP customized capabilities, and system-of-system interfaced business systems that are integrated to enable SSP Navy ERP Enterprise Field Activity comprehensive (all) standard and localized processes that may be unique to a particular location.

In addition to tasks identified in this Section, the Contractor shall incorporate and perform the tasks identified under Section General Support for Financial Operations & Planning support activities when not otherwise identified in this Section.

The Contractor shall provide Field Activity support for the following:

4.1.4.2.1 Navy ERP and SAP Functionality and Processes

Field Activity technical and functional support shall include the following SAP and Navy ERP Tier 3 functional skill sets and Navy ERP associated business processes to enable SSP Navy ERP Enterprise Field Activity business processes.

4.1.4.2.1.1 Financial Operations & Planning – All Navy ERP and SAP Functionality and Process identified in the Financial Operations & Planning Section.

4.1.4.2.1.2 Acquisition and Property Management – All Navy ERP and SAP Functionality and Processes identified in the Acquisition and Property Management Section.

4.1.4.2.1.3 Customer Liaison – All Navy ERP and SAP Functionality and Processes identified in the Customer Liaison Section.

4.1.4.2.1.4 Business Solutions – Business Intelligence (BI) and Workforce Management (WFM)

4.1.4.2.1.4.1 Primary point of contact with Field Activities for requirement vetting, documenting, and functional expertise.

4.1.4.2.1.4.2 Support SPEBO Business Intelligence and WFM Teams with test, verification, and validation for Field Activity requirements.

4.1.4.2.1.4.3 Primary point of contact for Field Activity production operational BI capabilities.

4.1.4.2.2 Field Activity Structure Support

Field Activity technical and functional support shall account for primary eastern and western geographical locations to ensure adequate support.

Field Activities by geographic region include:

4.1.1.1.1 East Locations –…