SMIT Attch J-1 PWS v1.0_Final Rev1.docx

NAVAL ENTERPRISE NETWORKS (NEN)

Service Management, Integration, and Transport (SMIT) Performance Work Statement (PWS)

Final v 1.0 Rev1 DATE: 17 December 2018

Program Executive Office Enterprise Information Systems Program Manager, Naval Enterprise Networks 1325 10th Street, SE, Suite 301 Washington, DC 20374

UNCLASSIFIED

For Official Use Only This document has not been reviewed for releasability.

Table of Contents

PERFORMANCE WORK STATEMENT DRAFT V12 NGEN-R TEAM REVIEW

For Official Use Only

UNCLASSIFIED

Table of Figures

Table of Tables

INTRODUCTION

The Department of the Navy (DON) operates one of the largest combined networks in the world, comprised of the Navy Marine Corps Intranet (NMCI), the Outside Continental United States (OCONUS) Navy Enterprise Network (ONE-Net), the Marine Corps Enterprise Network (MCEN), and other legacy networks. The NMCI, Government Owned/Contractor Operated (GO/CO) and the MCEN, Government Owned/Government Operated (GO/GO) together provide secure end-to-end Information Technology (IT) services to more than 400,000 hardware devices and 600,000+ users at over 1,600 Continental United States (CONUS) sites and Hawaii, Alaska, and Puerto Rico, as well as the MCEN OCONUS sites, including Germany, Japan, Korea, Guam, Australia, and Bahrain, varying from installations to single user locations. For the Navy, ONE-Net provides equivalent secure end-to-end IT services to nearly 30,000 hardware devices and 45,000+ users across 82 locations within three OCONUS regions based out of Yokosuka, Japan; Manama, Bahrain; and Naples, Italy. ONE-Net is currently managed and operated as a hybrid of GO/CO and GO/GO methodology. See the Service Management, Integration, and Transport (SMIT) Navy Site Listing (Attachment J-4) and the USMC Physical Characteristics of the MCEN Physical Characteristics of the Management Domain (Attachment J-23) for more information on locations.

The Naval Networking Environment (NNE) will comprise the NMCI, MCEN, and ONE-Net, as well as other networks across the DON. Naval Enterprise Networks (NEN) is the DON Program Office that procures services and solutions to satisfy requirements for the NMCI, ONE-Net, and the MCEN. Services provided will be interoperable with, and leverage, other Department of Defense (DoD) net-centric enterprise services. This contract will provide services that implement an enterprise-wide capability for effective and integrated operations, oversight, responsibility, and accountability for the NMCI and the MCEN, incorporate the ONE-Net into a converged enterprise IT services business model, and support DoD Agency/military department (MILDEP) convergence to the same enterprise IT services business model albeit in separate management domains. The converged NMCI and ONE-Net enterprise IT baseline will retain the NMCI name. Accordingly, the term NMCI within sections 3.1-3.3 refers to the converged NMCI/ONE-Net environment when in the DON management domains.

The Contractor shall follow Section 5 for preparing and migrating other DoD agencies and/or MILDEP services to the SMIT Contract.

Management domains define the roles and responsibilities related to the ownership, operation, and support of the network. The two management domains are Navy Management Domain and Marine Corps Management Domain. All services and supplies described in this PWS are available to both management domains.

Navy Management Domain The Navy CONUS Management Domain will consist of the existing NMCI and a new Navy Enterprise Operations Support System (NOSS) domain and framework. The NOSS, which includes an out of band network and a cross domain solution (CDS) must be delivered to operationally integrate and align all current and future information technology and cyber-enabled initiatives, while simultaneously allowing for end-to-end reporting, management, and defense of the DoD Information Networks, Navy (DODIN-N) starting with the NMCI. The NOSS will be a GO/GO, contractor supported operational framework for which the DODIN-N ecosystem can be holistically managed as a warfighting platform. The NMCI will remain a GO/CO network. The Navy OCONUS Management Domain is GO/GO and GO/CO, but will migrate to GO/CO during the ONE-Net convergence process. With the exception of end user hardware (EUHW) and commercial cloud services, the Navy will provide the current NMCI and ONE-Net infrastructure as Government Furnished Property (GFP) in accordance with the Contractor’s approved transition and/or convergence plans from CDRL A001 NMCI Transition Plan, CDRL A002 ONE-Net Transition Plan, and CDRL A003 ONE-Net Convergence Plan. EUHW will be procured as a Service (aaS) via the EUHW Contract and integrated into the NMCI in accordance with Section 3.3 Services.

Marine Corps Management Domain The Marine Corps Management Domain will consist of the existing MCEN framework. The MCEN encompasses both CONUS and OCONUS. The MCEN, which includes out of band networks and a cross domain solution (CDS), must be delivered to operationally integrate and align all current and future information technology and cyber-enabled initiatives, while simultaneously allowing for end-to-end reporting, management, and defense of the DoD Information Networks and the MCEN. This starts with the garrison MCEN regarding the DON NGEN program. The MCEN will continue to be a CONUS/OCONUS GO/GO, contractor supported, operational framework from which the MCEN will be managed as a warfighting platform and National Security System, both in garrison and when supporting deployed Marine Forces. With the exception of commercial cloud services, the Marine Corps intends to operate the current MCEN infrastructure as part of its GO/GO, contractor supported framework and may also order contractor-operated services such as Enterprise Service Desk.

REFERENCE DOCUMENTS

Appendix A includes the acronyms used in the PWS.

Appendix B includes the documents referenced in the PWS.

Attachments are listed in Section J of the contract.

SCOPE

The Contractor is the single Service Manager, Integration Manager, and Transport Provider for the NMCI and may be for other DoD management domains. Where solutions are obtained from other sources, the Contractor shall perform service management and integration of those solutions.

All services and supplies described in this PWS are available to all management domains. Due to the differences in the DON and DoD management domain network operating models, services will be priced, ordered, and performed independently. Marine Corps intends to use a level of effort methodology for ordering support, but may also request proposals for any of the managed services outlined in this PWS.

NMCI Services are structured under seven service areas: Productivity, User Support, Transport Services, Cloud Computing Services, Network Operations, IT Service Management, and Enabling Activities.

NOSS Services support DODIN-N Operations and Cyber Defense (DCO IDM) process and functions. NOSS services are being evolved and will eventually fully align to horizontal layers (Information Sharing, Customer Management and Operations, DODIN Security Monitoring and Management, Service Management, Operations, Resource Management and Operations, Cyberspace Observation and Decision Support) as depicted in NOSS Framework.

Navy may also request proposals for any of the managed services outlined in this PWS supporting the NOSS. Similar to the Marine Corps, Navy may also use a level of effort methodology for ordering NOSS support.

Program Management Program Management encompasses the Contractor's personnel, processes, and tools necessary to execute and deliver the scope of the contract. The Government may review resumes of Contractor personnel proposed to be assigned and reserves the right to determine if a given work history contains necessary and sufficiently detailed, related experience to reasonably ensure the ability for effective and efficient performance.

The Contractor shall:

a. Develop and execute a Program Management Plan (CDRL A004 Program Management Documentation and Plan).

b. Develop and submit a Subcontract Management Methodology and Competitive Subcontracts Report (CDRL A005 Certification/Data Report).

c. Provide a Weekly Staffing Status Report (CDRL B001 Weekly Staffing Status Report).

d. Maintain a formal program management organization in the vicinity of MCB Quantico to support Marine Corps requirements.

e. Ensure personnel assigned to or utilized by the Contractor in the performance of this contract, as a minimum, meet the experience, educational, or other background requirements set forth in this PWS and the Labor Rate Card and Material Discounts (J-13) and shall be fully capable of performing in an efficient, reliable, and professional manner.

f. Have personnel, organization, and administrative control necessary to ensure that the services performed meet all requirements specified in delivery orders. The work history of each Contractor employee shall contain experience directly related to the tasks and functions to be assigned.

Key Personnel and Named Technical Representatives Key Personnel The Contractor shall provide, as key personnel, a dedicated Program Manager, Chief Network Architect, and Contracts Manager for the duration of the Contract. Key personnel must be approved by the Government and shall meet the minimum qualifications. During the first 60 days of the contract period of performance, no substitutions may be made to the key personnel unless such substitutions are necessitated by an individual's sudden illness, death, or termination of employment. In any of these events, the Contractor shall promptly notify the Contracting Officer and provide the information required below.

All requests for approval of substitutions under this contract shall be in writing and provide a detailed explanation of the circumstances necessitating the proposed substitutions. Requests shall contain a complete resume for the proposed substitute or addition, and any other information requested by the Contracting Officer to approve or disapprove the proposed substitutions. All substitutions proposed during the duration of this contract shall have qualifications of the person being replaced. The Contracting Officer will evaluate such requests and notify the contractor of approval or disapproval.

The key personnel shall comply with the following minimum criteria:

a. Program Manager

i. Role: Retains overall programmatic (cost, schedule, performance) responsibility for the execution of the Contract. Single point of contact (POC) for program-related issues and incidents. Communicates critical and time sensitive program-related information directly to the NEN Program Manager, Deputy Program Manager, and other delegated Government program personnel. Represents the Contractor at program-related meetings attended by, or at the request of the NEN Program Manager or Deputy Program Manager.

ii. Minimum Qualifications:

a) General experience: At least 10 years combined experience managing and/or executing the planning, provisioning, and delivery of network services, and/or other technically complex information technologies services to large organizations internationally.

b) Specialized experience: At least five years combined experience managing the planning, provisioning, and delivery of IT services to large organizations. This experience shall include regular communications with the supported organization’s senior executives and direct accountability for managed activities.

c) Security Clearance: Shall hold an active SECRET DoD Clearance; must be eligible for a TOP SECRET DoD Clearance with access to Sensitive Compartmented Information (SCI).

b. Chief Network Architect

i. Role: Leads development of NMCI network plans, oversees implementation of network architecture and engineering efforts, and responsible for setting direction and promoting continuous evolution of the network, including architecture refresh and cloud integration. Responsible for creating, reviewing, analyzing, and incorporating technical requirements into enterprise wide architectures. Communicates critical and time sensitive network planning, performance, and vulnerability information directly to the designated Government representatives. Represents the Contractor at program-level technical meetings. Provides guidance, oversight, and direction for application of state-of-the-art IT within the DON, ensuring that the Navy and Marine Corps utilize best-in-class technologies and practices in support of their missions.

ii. Minimum Qualifications:

a) Education: Bachelor's degree, from an accredited college or university, in computer science, information systems, engineering, or a related field.

b) Specialized experience: Shall have at least 10 years of combined experience performing network engineering and architecting duties. This experience shall include designing, developing, building, and implementing information security within networks using DoD information security standards, network infrastructure life cycle management, researching, and proposing new networking technologies for inclusion in future designs, and developing detailed end-to-end network performance assessments.

c) Security Clearance: Shall hold an active TOP SECRET DoD Clearance; must be eligible for access to SCI.

c. Contracts Manager

i. Role: Retains overall responsibility for the execution of the contract, including providing formal contractual information and notifications as well as representing the Contractor in negotiations or modifications to the Contract. Is the single point of contact for the Procuring Contracting Officer (PCO) for contract-related actions. Represents the Contractor at contracts-related meetings attended by, or at the request of the PCO or their delegates.

ii. Minimum Qualifications:

a) Education: Bachelor’s Degree

b) General experience: At least 15 years of contracting experience. This experience shall include managing contracting efforts involving complex IT or systems engineering contracts.

c) Specialized experience: At least five years’ experience performing contracting duties for U.S. Government IT contracts in excess of $10 million annually.

d) Security Clearance: Shall meet qualifications for a SECRET DoD Clearance.

Named Technical Representatives The Contractor shall:

a. Provide a list of points of contact for recognized IT Service Management roles and responsibilities and services described in section 3.3 Services, as well as section 6.1 Law Enforcement, who are empowered to represent the Contractor in matters pertaining to their role.

b. Provide a list of points of contact for USMC Program Manager and USMC Contracts Manager who are empowered to represent the Contractor in matters pertaining to their role.

Program Management Reviews The Contractor shall:

a. For the Navy:

i. Provide a venue for the monthly Program Management Reviews (PMRs) in the Washington, DC area, unless otherwise directed by the Government.

ii. Provide an agenda, slides, and minutes (CDRL A006 Meeting Agenda, CDRL A007 Meeting Presentation Material, and CDRL A008 Meeting Minutes).

iii. Semi-annually, include participation from the EUHW Contractor, unless otherwise directed by the Government.

iv. Coordinate the Meeting Agenda, Meeting Presentation Material, and Meeting Minutes with the EUHW Contractor for the jointly held PMRs.

b. For the Marine Corps:

i. Provide a venue semiannual PMRs, in the Quantico, VA area, unless otherwise directed by the Government.

ii. Provide an overview, during the PMR, of enterprise operations, schedule performance, contract status (including a discussion of open issues and negotiations in process), status of operations, operational metrics and trending, metrics for key projects, and an overall assessment of program risk.

Cost and Software Data Reporting The Contractor shall systematically collect and report actual contract costs to provide DoD cost analysts with data necessary to estimate the costs of ongoing and future Government programs. Cost and Software Data Reports (CSDRs) shall be prepared in accordance with Cost and Software Data Reporting (CSDR) Plan (Attachment J-27) (CDRL A009 Flexfile Data Report, CDRL A010 Quantity Data Report, and CDRL A011 Contractor Business Data Report).

Schedule Management The Government will review, as part of the monthly PMR, the Contractor’s Master Schedule.

The Contractor shall:

a. Develop, submit, and execute a Schedule Management Plan (SMP) (CDRL A012 Schedule Management Plan (SMP)).

b. Manage the joint Integrated Master Schedule (IMS). The joint IMS is the combined Government, SMIT, EUHW and other contractors providing services IMS for the NMCI with all interdependencies.

c. Include the information from the Contractor’s project progress and tracking system specified in section 4.1 Project Management in the joint IMS.

d. Identify and track interdependencies with third party schedules. Third parties are those contractors other than the SMIT Contractor.

Risk, Issue, and Opportunity Management The Contractor shall:

a. Develop, submit, and execute a Risk, Issue, and Opportunity Management Implementation Plan (RMIP) (CDRL A013 Risk, Issue, and Opportunity Management Implementation Plan (RMIP)).

b. Report the status of joint risks, issues, and opportunities in the PMR presentation. “Joint” is inclusive of Government SMIT, EUHW, and other contractors providing services for the NMCI.

c. Conduct analysis and submit the risk report (CDRL B002 Risk Analysis Report).

Program Security Work performed and access requirements under this contract will be up to the TOP SECRET level, including access to Sensitive Compartment Information Facilities (SCIFs).

While there is no requirement for the Contractor to access North Atlantic Treaty Organization (NATO) information on this contract, Naval Intelligence Security Policy Directive 17-008 states that those contractors that are SCI cleared with SIPRNet accounts shall be read-on for NATO access (in the event of inadvertent disclosure to NATO information) and complete the derivative classification training prior to being granted access to SIPRNet; training is provided by the facility security officer.

The Contractor shall:

a. Obtain and manage DoD-approved Cybersecurity Workforce (CSWF) certifications appropriate for each category and level in accordance with SECNAV M-5239.2 and DoD 8570.01 as required (CDRL A014 Contractor Personnel Access List Report).

b. Make appropriate IT Level assignments (by position) in accordance with SECNAV M-5239.2 and DD Form 254 section for IT Systems Personnel Security Program Requirements (CDRL A014 Contractor Personnel Access List Report).

c. Ensure Contractor personnel who do not have the correct, current certifications and background investigations are denied access to DoD information and systems for the purpose of performing network functions.

d. Submit a Program Protection Implementation Plan (PPIP) (CDRL A015 Program Protection Implementation Plan (PPIP)).

e. Notify in writing, the Trusted Agent, Contracting Officer, and Program Security Manager within 24 hours of discovering any Common Access Card (CAC) lost, stolen, or destroyed; the CAC will be revoked and application for a replacement shall be submitted.

f. Submit to Program Security, the final disposition of CACs and their return to the Government (CDRL A014 Contractor Personnel Access List Report).

g. Report all security incidents via email to the NEN Program Security Manager. A security incident is an incident involving a Contractor or Subcontractor employee that involves personnel adjudication criteria as described in DoDM 5200.02.

h. Report all cyber incidents covered by DFARS 252.204-7012, Safeguarding Covered Defense Information and Cyber Incident Reporting, via email to the NEN Program Security Manager; in addition to the required reporting to DoD at http://dibnet.dod.mil.

i. Ensure Contractor employees and Subcontractor employees identify themselves as contractors or subcontractors during meetings, telephone conversations, in electronic messages, or other correspondence related to this contract.

j. Ensure Contractor employees are clearly identifiable while on Government property by wearing appropriate picture badges.

k. Provide a list of personnel requiring picture badges to the COR to verify that the contract or delivery/task order authorizes performance at specified Government installations. A contractor picture badge may be issued to contractor personnel by the issuing office upon receipt of a valid visit request from the Contractor and a picture badge request from the COR. The Contractor shall ensure requests are submitted timely so as not to delay work.

l. Assume full responsibility for the proper use of identification badges and shall be responsible for the return of the badge upon termination of personnel or expiration or completion of the contract.

m. Forward to issuing office(s) a list of all unreturned badges with a written explanation of any missing badges at the completion of the contract.

Service Order Management Service Order Management is the planning, submission, review, funding, approval, receipt, delivery (to include initial ordering, modification, discontinuance, and cancellation of services), validation, and reporting on services contained in the Service Catalog in the Government Owned and Managed Ordering (GOMO) Application. The GOMO Application represents the current and future Order to Payment Systems (OTPS), which includes the Requirements Award Process Tool (RAPT) and NMCI Enterprise Tool (NET).

The Contractor shall:

a. Integrate the Contractor’s Service Ordering applications with the GOMO Application as outlined in the GOMO Interface Control Document (ICD) (Attachment J-9) within ninety (90) days of contract award. Prior to integrating GOMO application, execute Service Order Management functions using email and other file sharing mechanism(s) as the primary mode of data transmission to and from the Government.

b. Interface with the GOMO Application to receive, process, fulfill, and report on Task Order requirements via automated means, including the following:

i. Provide all information/attributes required for Government-approved Contractor service offerings to enable their incorporation into the Service Catalog in accordance with section 3.3.6.16 Service Catalog Management.

ii. Provide data sets and elements to comply with GOMO Interface Control Document (ICD) (Attachment J-9) via exposed method calls and endpoint channels.

iii. Include secure transactions in conformance with DoD Public Key Infrastructure (PKI).

iv. Retain all ordering data for the entire life of the contract.

v. Provide new and/or modified Contractor service offerings and service attributes for incorporation in the Service Catalog via the identified GOMO Application.

vi. Acknowledge, track, and send status of received task orders and any modification to the GOMO Application, including but not limited to the following required notifications:

a) Send an electronic acknowledgement notification upon receipt of an initial task order.

b) Review and approve modifications to task/delivery orders within one day.

vii. Submit electronic invoices to the Government workflow tool for routing to Government financial systems or other Government processes and provide copy of submitted invoice to the GOMO Application:

a) Provide actual dates and quantities.

b) Reconcile discrepancies between the Government and Contractor records.

Earned Value Management Earned Value Management (EVM) is required by federal regulation and DoD Instruction 5000.02 and is defined in DFARS 252.234-7002 Earned Value Management System (EVMS). The DoD EVMS Interpretation Guide provides the overarching DoD interpretation of the 32 Guidelines where an EVMS requirement is applied. It serves as the authoritative source for EVMS interpretive guidance and is used as the basis for the DoD to assess EVMS compliance to the 32 Guidelines in accordance with DFARS Subpart 234.2 and 234.201. The 32 EVMS Guidelines are prescribed in Section 2 of the Electronic Industries Alliance Standard-748 EVMS (EIA-748).

The Contractor shall:

a. Establish, maintain, and use an integrated performance management system in order to perform earned value management in accordance with DFARS 252.234-7001 Notice of EVMS and DFARS 252.234-7002 EVMS and the 32 Guidelines for an EVMS contained in EIA-748 as required as part of a Task Order.

b. Link the EVMS to the IMS, CWBS, change management, material management, procurement, cost estimating, and accounting systems. The correlation and integration of these systems and processes shall provide for early indication of cost and schedule problems, and their relation to technical achievement.

c. Include cost, schedule, and technical status updates produced from outputs of the Contractor’s EVMS in the PMR, to include discussion of the root cause of cost, schedule, and technical issues, corrective action identification and tracking, and resulting impacts to the program’s cost, schedule, and technical performance.

d. Provide monthly Integrated Program Management Report (IPMR) detailing the integrated cost and schedule status of work progress on the contract (CDRL A016 Integrated Program Management Report (IPMR)).

e. Conduct a Schedule Risk Assessment (SRA) as part of the IPMR (CDRL A016 Integrated Program Management Report (IPMR)) in accordance with the Government Accountability Office (GAO) Schedule Assessment Guide (GAO-12-120G). Integrate the SRA process into the Contractor’s RMIP (CDRL A013 Risk, Issue, and Opportunity Management Implementation Plan).

f. Implement a formal baseline or re-baseline of the Performance Measurement Baseline (PMB) only after receiving written Government approval. There shall be no gap in IPMR reporting when the Contractor is re-baselining the PMB.

g. Provide Government access to the Contractor’s EVMS to perform a Compliance Review of the Contractor's EVMS if the Government determines from Integrated Baseline Reviews (IBR), Joint Surveillance Reviews with the Defense Contract Management Agency, or quality assessments of cost and schedule data delivered in the monthly IPMR, that EVMS deficiencies exists.

Integrated Baseline Review An Integrated Baseline Review (IBR) is required to establish or occasionally re-baseline the PMB. The IBR is conducted jointly with the NEN Program Manager and technical staff and is focused on evaluating the realism and inherent risks in the Contractor's proposed integrated PMB, on each task order where EVM is applicable.

IBR artifacts include:

· Contractor’s Earned Value Management System (EVMS)

· Contract Work Breakdown Structure (CWBS) and CWBS Dictionary

· Contractor’s Accounting Calendar

· Contractor’s Organizational Structure

· Baselined Integrated Master Schedule and associated Schedule Risk Assessment (SRA)

· Rolling Wave Planning schedule

· Contractor’s Risk Management Process Description/Current Risk Register

· Contractor’s Change Control Process

· Prime Contractor’s Subcontract Integration Plan (if applicable)

· Prime Contractor’s Intra-organizational work agreements (if applicable)

· Responsibility Assignment Matrix (to include all subcontracted effort)

· All Work Authorization Documents

· All Control Account Plans

· All Baseline Control Logs

· Bill of Material

· GFE, GFI, GFP Delivery Schedule, if applicable

· PWS to WBS control account matrix IBR entrance and exit criteria includes:

Figure 3.1.8.1: IBR Entrance & Exit Criteria

a. A plan for the integrated baseline has been established.

b. The IBR conference location has been determined.

c. An agenda has been formulated, accepted, and sent to all participants prior to the review.

d. Advance IBR planning documentation and artifacts have been submitted in accordance with the IBR CDRL requirements.

e. The Government APM/PM/COR and the Government EVMS representative have determined the Contractor is ready for the IBR based on comprehensive review of IBR artifacts.

a. Concerns have been identified, and closure plans have been developed.

b. Action items have been included in the risk management plan and mitigation strategies are in place.

c. The PMB reflects the scope of contracted work and determines the PMB is achievable.

d. Close-out activities and documentation of action items into the program’s tracking tool, and action item closure has been completed.

The Contractor shall:

a. Present the contents and underlying/supporting assumptions of its initial PMB to Government representatives via an IBR to be held at the Contractor's facilities on the date approved in the Contractor’s NMCI Transition Plan (CDRL A017 Integrated Baseline Review (IBR) and CDRL A001 NMCI Transition Plan).

b. Develop a CWBS (CDRL A018 Contract Work Breakdown Structure (CWBS)).

c. Conduct a Schedule Risk Assessment (SRA) as part of the IBR when establishing the PMB or a re-baseline (CDRL A016 Integrated Program Management Report (IPMR)).

d. Ensure that the Government is reviewing no less than 12 months of future work at the time of the IBR, ensuring the detail planning and rolling wave segments are in sync with contractual milestones.

e. Establish and maintain a reliable PMB that includes the entire contract scope of work; is consistent with contract cost targets and schedule requirements; has adequate resources assigned; and uses effective Earned Value techniques/methods to accurately reflect technical achievement/progress.

f. Record any indications that effective EVM is not being used as part of the IPMR (CDRL A016 Integrated Program Management Report (IPMR)).

g. Conduct subsequent IBRs, as required, within a reasonable time after the occurrence of the program event. Tailor the scope of subsequent IBRs to the nature of the event, activity, or work effort.

h. Flow-down IBR requirements to those subcontractors who meet the applicable thresholds for EVM reporting.

i. Provide ongoing access to its records and data that underlie and support the PMB and cost and schedule data reported.

Integrated Subcontract Management Under certain conditions, EVM may be required of subcontractors. The Contractor is responsible for reviewing and assuring the validity of all subcontractors’ EVM reporting through surveillance and other means. It may be necessary to conduct IBRs even with subcontractors who do not meet the dollar value threshold because of the risk inherent in their work, criticality of their performance to the total program, or percent of the total work share. Exceptions will be mutually agreed upon by the Contractor and the Government.

The Contractor shall:

a. Flow down the contractual reporting requirements to subcontractors meeting the applicable thresholds except where mutually agreed upon with the Government in writing.

b. Include any subcontractor with a contract flow down requirement for EVM in the IBR. A separate IBR may be conducted at the subcontractor’s facility, in which case the Contractor shall conduct the IBR, with Government participation.

c. Incorporate/integrate into and report in cycle subcontracted scope and performance information where EVM and IMS requirements are not flowed down.

d. Ensure no lag in the EVMS for subcontractor performance data.

Over Target Baseline/Over Target Schedule Approval An Over Target Baseline(OTB)/Over Target Schedule (OTS) exists if the PMB is no longer adequate to provide performance measurement information relative to the remaining work using the principles of EVM and where improved control of the project would result.

The Contractor shall:

a. Formally request permission in writing to the PCO to implement an OTB and/or OTS. The request shall include a detailed plan and schedule for implementing the OTB/OTS that includes the ground rules, assumptions, remaining work scope impacted, variance adjustment plans and justifications, potential reporting changes/suspensions, documentation recommendations, and planned dates for implementation. The request shall identify EVMS discipline problems that contributed to rendering the current work plan unrealistic, and provide plans/corrective actions that shall prevent these problems from reoccurring.

b. Implement the OTB/OTS following formal written approval from the PCO.

c. Conduct an IBR Following implementation of any Government approved OTB/OTS.

Contractor Performance Assessment Reporting System (CPARS) The Contractor Performance Assessment Reporting System (CPARS) has been established to collect Past Performance information on defense contractors as required by FAR 42.1502 (Class Deviation 2013-O0018).

The Contractor shall submit CPARS reports (initial, intermediate, final, out-of-cycle, and addendum) as required in the CPARS Policy Guide that is available at https://www.cpars.gov/pdfs/CPARS-Guidance.pdf. For orders placed against contracts and agreements, the Contractor’s performance shall be assessed on a total contract basis.

Associate Contractor Agreements (ACA) The Contractor shall enter into Associate Contractor Agreements (ACAs) for any portion of the contract requiring cooperation and coordination (with Contractors under other DON contracts) in the accomplishment of the Government’s requirement. The agreements shall include the basis for sharing information, data, technical knowledge, expertise, and resources essential to the implementation of services, which shall ensure the greatest degree of cooperation to meet the terms of the contract. The Contractor will not be relieved of any contract requirements or entitled to any adjustments to the contract terms because of a failure to resolve a disagreement with an Associate Contractor.

The following are “Associate Contractors” with whom ACAs are required:

EUHW

Contract Number TBD

a. Provide the following general information in all ACAs:

i. Identification of the program(s) involved and relevant Government contracts of the Associate Contractors.

ii. Identification of the Associate Contractors and their relationships.

iii. Description of the Associate Contractor interfaces by general subject matter.

iv. Specific categories of information to be exchanged or support to be provided.

v. Potential conflicts between relevant Government contracts and the ACA, and include agreements on protection of proprietary data and restrictions on employees

vi. Expiration date or event of the ACA

b. Provide a copy of all ACAs to the PCO for review before executions of the ACA documents by the cooperating Associate Contractor. The PCO has the right to ask questions and receive answers from each party, make comments and suggestions, and provide edits prior to execution by the parties.

c. Ensure ACAs are in place three (3) months after contract award. Subsequent ACAs required during contract performance shall be accomplished within three (3) months of written notice from the PCO to the Contractor.

d. Responsible for resolving any Associate Contractor disagreements. The Contractor is not relieved of any contract requirements or entitled to any adjustments to the contract terms because of a failure to resolve a disagreement with an Associate Contractor.

e. Be responsible of proprietary data contained in or referenced by any ACA. Liability for the improper disclosure of any proprietary data contained in or referenced by any agreement shall rest with the parties of the agreement, and not the Government.

f. Allow for amendments to ACAs as required by the Government during contract performance.

Enterprise-wide Contractor Manpower Reporting Application (ECMRA) The contractor shall report contractor labor hours (including subcontractor labor hours) required for performance of services provided under this contract for the Department of the Navy via a secure data collection site. Contracted services excluded from reporting are based on Product Service Codes (PSCs). The excluded PSCs are:

(1) W, Lease/Rental of Equipment;

(2) X, Lease/Rental of Facilities;

(3) Y, Construction of Structures and Facilities;

(4) D, Automatic Data Processing and Telecommunications, IT and Telecom- Telecommunications Transmission (D304) and Internet (D322) ONLY;

(5) S, Utilities ONLY;

(6) V, Freight and Shipping ONLY.

The contractor is required to completely fill in all required data fields using the following web address: https://www.ecmra.mil.

Reporting inputs will be for the labor executed during the period of performance during each Government fiscal year (FY), which runs October 1 through September 30. While inputs may be reported any time during the FY, all data shall be reported no later than October 31 of each calendar year. Contractors may direct questions to the help desk, linked at https://www.ecmra.mil.

Governance NEN has established an Enterprise Governance Model for CONUS/OCONUS incorporated within the NEN Operating Model. This governance uses decision-making boards/bodies, controls and/or metrics, and standards to ensure the performance of the Service Lifecycle is in compliance with DON requirements. Governance efforts will render decisions to manage risks and ensure service levels and performance measures are met. The NEN Enterprise Governance Model will support a multi-vendor/multi-contract (MVMC) environment. The Contractor shall attend Governance entities and recommend improvements that align with industry and Government standard frameworks.

Table 3.2: NEN Program Governance Entities

GOVERNANCE ENTITY

Decision Making

The PMR evaluates program status, progress toward meeting program objectives, program risks and proposed mitigation plans, and provides DoD/DON guidance to the Contractor. The PMR also serves as a forum to present recommendations for approval, to review the Contractor’s master schedule, and to review open or upcoming actions.

Decision Making

The USMC PMR evaluates task order and staffing status, progress toward meeting staffing and turnover goals, program risks and proposed mitigation plans, and provides guidance to the Contractor.

Decision Making

The Service Operations Meeting focuses on Network Operations (NetOps) and Defensive Cyber Operations (DCO) functions.

Decision Making

The Service Level Management Working Group reviews the accuracy of Service Level Requirements (SLR) reports, verification and validation findings, planned activities, recommendations for improvements, and steps required to remediate performance-reporting discrepancies.

Decision Making

The Service Request Management Review Board reviews issues related to Service Delivery (tools, processes, and people) and strategies to resolve outstanding issues.

Decision Making

The USMC Engineering Integrated Product Team (IPT) is a cross-functional engineering and architectural evaluation of proposed technical solutions and Engineering Change Proposals (ECPs) for the USMC garrison IT environment. This IPT, comprised of PM N&I personnel, reviews the technical documentation describing the solution to determine impacts to other engineering functional areas and serves as the unifying body for advising on the technical feasibility of IT solutions in preparation for a Systems Engineering Technical Review (SETR) or Configuration Control Board (CCB).

The Technical Review Board (TRB) evaluates current, proposed, and recommended changes to technical solutions.