AMEND_04.doc

SECTION SF 30 BLOCK 14 CONTINUATION PAGE

SUMMARY OF CHANGES

SECTION A - SOLICITATION/CONTRACT FORM

The following have been added by full text:

QUESTIONS AND ANSWERS CONT'D

This amendment provides a continuation of the list of questions and comments received in response to this solicitation. The questions and comments are provided for all potential offerors to review. All available, necessary information and any necessary changes to the RFP, resulting from consideration of these questions, have been incorporated into the revised RFP (see changes highlighted in yellow) provided by this amendment.

Q77: For each of the systems to be evaluated:

Q77a: What system, application or hardware monitoring tools are used?

A77a: None.

Q77b: What software/code testing tools are used?

A77b: None. The contractor will be required to develop functional test scripts based on a Functional Requirements Document (FRD). IBM Rational Dynamic Object Oriented Requirements System (DOORS) is the requirements management tool currently in use.

Q77c: What data base application(s) and tools are used?

A77c: SQL Server, JAVA.

Q77d: What Data Management and Data Warehousing application(s) and tools are used?

A77d: Ab Initio.

Q77e: What Business Intelligence application(s) and tools are used?

A77e: Business Objects.

Q78: Where as DODAF V2 is mentioned under Enterprise Architecture, what tools are used to support these artifacts?

A78: System Architect.

Q79: Other than those tools listed in the Navy Standard Toolset clause are any other tools available for use, e.g. Magic Draw?

A79: Microsoft Office Suite, including Microsoft Project and Microsoft Visio. Plus IBM DOORS, IGraf and System Architect.

Q80: Does the Visio option include the DODAF compliant add-on?

A80: No.

Q81: Are all directives readily available?

A81: All directives are available.

Q82: At which location will the majority of the work be performed?

A82: See section B.

Q83: What is the estimated travel requirement per employee function?

A83: Minimal travel requirement per employee function.

Q84: Are all employees required to have a DoD Secret Clearance? If so, must this be an active clearance or may an Interim be used while processing the clearance?

A84: See DD254. All personnel will be required to have an NACLC. For all personnel that have access to PII or material covered under the Privacy Act, they are required to have a favorably adjudicated NACLC (or ANACI or SSBI/PR).

Q85: Is Six Sigma Black Belt and Green Belt Certification a requirement, or may adequate experience be substituted?

A85: Section 5.1.7 is hereby revised.

Q86: Please clarify the intention of section 5.8 Quality Assurance of Government Deliverables. Does the government intend for the offeror to conduct QA on only the deliverables identified in this solicitation? Deliverables from the Systems Integrator for NSIPS or other developmental contracts and if so please provide list of these deliverables and contracts? Or both?

A86: Quality Assurance assessments are expected on any artifact provided to the Government. This includes deliverables identified in this solicitation section 5.8. The scope and breadth of the QA assessment on each artifact will be left to the discretion of the contractor.

Q87: The list of specified labor categories appear to be a collection of specifications from multiple sources that together do not provide a seamless coverage of the skills and experience required. In some cases there is very little differentiation (e.g., management analyst 1, 2, and ), in one case there appears to be irrelevant requirements (the sr. systems consultant “oversees the department responsible for supporting the sales representatives…”), and in other cases there are significant gaps (e.g., the Sr. Program Manager coordinates and monitors “company programs”, but there is no allowance for a project manager focused on a particular project). Sections 5.5.1 and 5.5.4 require coordination with “subject matter experts”, but there is no such labor category or other labor category that calls for in-depth knowledge in specific areas backed up by extensive experience and appropriate education (e.g., MS/MA/MBA or Doctorate, 10-15 years of experience, etc.). Will the government consider revising this list, or allow for contractor additions to accommodate specific experience that may be beyond that currently listed?

A87: The labor category list has been revised per Amendment 02 to this RFP.

Q88: Section B of the RFP provides a distribution of labor hours across both the labor categories and the Base and Option Years of the Contract. In paragraph 2, SCOPE, of the RFP, the government states: “The primary locations where work is to be performed are New Orleans, LA; Millington, TN; the National Capital Region; Pensacola, FL; San Diego, CA; and Orlando, FL.” Since labor costs in these areas vary significantly will the government please provide an estimated number of man hours per labor category per year at each location?”

A88: Section B has been revised per Amendment 02 to this RFP.

Q89: SECTION L, III. PROPOSAL CONTENT, (2) Volume II – Price/Cost,- Please clarify how proposed labor rates are to be used in future task order requests? Are proposed labor rates simply an estimate or will they be used as a rate card for future task order requests?

A89: See A25 and A26.

Q90: SECTION B, LEVEL OF EFFORT (COST TYPE CONTRACT)(MULTIPLE AWARD)(JUN 1995)(Variation), If the Government does not require all Offerors to propose the same the Level of Effort of 650,923 hours in Section B, please advise what will used as the basis for hours proposed by Offerors? Can the Government provide a sample Task Order that all Offerors can propose?

A90: See A52. Offerors should propose in accordance with the hours specified in Section B for evaluation purposes. Awardees will be free to propose their own innovative level of effort at the task order level. The Government will not provide a sample task.

Q91: SECTION L, III. PROPOSAL CONTENT, (2) Volume II – Price/Cost, Can the Government provide a standard Microsoft Excel format for how Price/Cost should be presented in the Price/Cost volume?

A91: See A68. Offerors are free to propose utilizing their own pricing templates, in Microsoft Excel. Formulas, direct and indirect rates and percentages should be easily identifiable.

Q92: Reference PWS Section 5.5.7 Functional Testing - the last sentence of 5.5.7.2 is identical to the sole text of 5.5.7.4. Please provide rationale for duplicity. If the duplicity is not the Government's intention, we respectfully request the removal of 1 reference to the sentence "The Contractor shall identify, regression test, track, document, and report to Government during each phase, the outcome of executed test cases."

A92: The sole text of 5.5.7.4 is a duplicate sentence and is hereby removed.

Q93: Some Navy Commands have Tripwires that are enforced with their procurements in the form of rate and ODC thresholds. Are there any rate or ODC thresholds associated with this procurement?

A93: The offeror shall propose in accordance with the RFP.

Q94: Per A30 [within Amendment 02], please reconfirm that MANAGEMENT ANALYST ONE (I) is the analyst that requires 5+ years of experience, or should that experience be intended for Management Analyst III instead.

A94: Management Analyst I is the "senior" position, with Management Analyst III being the "junior" position.

Q95: Section 5.1.10 of the Statement of Work (and the companion “deliverable”) requires the Contractor to prepare Monthly Burn Rate and Project Status Reports. Developing this type of information requires direct labor be performed by dedicated individuals at contractor site. Will the Government allow offerors to propose Management Analyst 3 labor category hours performed at the Contractor’s site?

A95: For purposes of evaluating any/all offerors at the contract award level, the offeror shall propose in accordance with criteria set forth within the RFP.

Q96: Reference Q&A #’s 18 and 20 of Amendment 02. Does this also mean offerors do not need to address sections 5.2 and 5.8 in their Past Performance Information Forms?

A96: The offeror shall demonstrate relevant past performance under contracts or efforts within the past 5 years that is the same as, or similar to, the scope, magnitude and complexity of the work described by this solicitation.

No further questions or comments will be considered.

SECTION C - DESCRIPTIONS AND SPECIFICATIONS

The following have been modified:

STATEMENT OF WORK

STATEMENT OF WORK

INTRODUCTION

BACKGROUND

SCOPE

APPLICABLE DIRECTIVES

PERFORMANCE REQUIREMENTS

105.1 Program Management Support / Project Management Support

105.1.1 Briefings, Meetings, and Production of Support Materials

105.1.2 Project Management in accordance with PMI

105.1.3 Research, Analysis and Review of DoD and DoN Issues

115.1.4 Report/Data Collection

115.1.5 Program/Project Documentation

115.1.6 CMMI-AM Support

115.1.7 Continuous Process Improvement

115.1.8 Integrated Master Schedule (IMS)

115.1.9 Develop Standard Operating Procedures (SOP)

115.1.10 Monthly Execution/Burn Rate Reports

115.1.11 Quality Control Plan (QCP)

125.2 Administrative

125.2.1 Program Office Documentation

125.2.2 Training

125.2.3 Calendar of Events

125.2.4 Hours of Work

125.2.5 Administrative Supplies

125.2.6 Telework

135.2.7 Travel

135.3 Navy Personnel and Pay Strategy Development

135.3.1 Effective Strategy Development

135.3.2 Executive Consulting

135.3.3 Link between Navy’s Pers/Pay Business Processes and Technology Strategies

135.3.4 Executive Level Change Management Support

135.3.5 Navy Personnel and Pay Planning and Integration

145.3.6 Business Case Analysis

145.3.7 Organizational Alignment

145.3.8 Key Milestones

145.3.9 Cost and Economic Analysis Support

145.3.10 Performance Measures

155.4 Governance and Stakeholder Management Support

155.5 Business Process Management

155.5.1 Business Process Mapping and Data Flow Modeling

155.5.2 Cost Analysis

155.5.3 Human Resource Management, Financial Management, and Audit Readiness

165.5.4 Business Process Re-engineering (BPR) / Business Process Simulation (BPS)

175.5.5 Requirements Determination, Gap Analysis, and Requirements Implementation

175.5.6 Functional Data Analysis

185.5.7 Functional Testing

185.5.8 Functional Analysis of Legacy Systems

185.5.9 Interface Support

185.6 Data Management

185.6.1 Data Governance

195.6.2 Data Development

195.6.3 Data Operations Management

195.6.4 Data Security Management

205.6.5 Data Architecture Management

215.6.6 Reference and Master Data Management

215.6.7 Data Warehousing (DW) and Business Intelligence (BI)

215.6.8 Document and Content Management

215.6.9 Meta-Data Management

225.6.10 Data Quality Management

Error! Bookmark not defined.5.7 reserved

225.8 Quality Assurance of Government Deliverables

225.9 Enterprise Architecture

235.9.1 Assist in Developing Specific EA Standards

235.9.2 EA Formal Processes and Structures

235.9.3 EA Alignment and Integration

245.9.4 Architecture Product Development

245.10 Strategic Communications Planning and Change Management

255.10.1 Internal Communications

255.10.2 External Communications

255.10.3 Fact Sheets

255.11 Risk Management Plan

255.12 Contractor Staffing Management Plan

DELIVERABLES

GOVERNMENT FURNISHED PROPERTY

ELECTRONIC AND INFORMATION TECHNOLOGY (EIT) SECTION 508 ACCESSIBILITY STANDARDS DETERMINATION OF APPLICABILITY

SECURITY

NAVY MARINE CORPS INTRANET (NMCI)

ACRONYMS

DEFINITIONS

PERFORMANCE WORK STATEMENT (PWS)

Personnel and Pay Modernization

Management and Functional Support Services for the Bureau of Naval Personnel

1 INTRODUCTION

The Bureau of Naval Personnel is acquiring management and technical support services to assist in performing strategic planning and business change management activities, business process re-engineering, functional data management, and business architecture documentation and analysis in support of the effort to modernize Navy’s personnel and pay service delivery environment. The Navy is required to increase operational effectiveness and efficiency in the personnel and pay business area in order to provide services at less cost, and to meet audit requirements for the control of government resources.

2 BACKGROUND

Navy needs a modern and cost effective human resources capability that fully integrates business processes, tools, and authoritative data to efficiently and effectively manage the military workforce. Current personnel management and support processes in the Navy lack tight linkages, relying on fragmented and often uncoordinated systems and data transactions across multiple organizations, while employing discrete business processes, stove-piped databases and multiple aging IT support systems. Problems are compounded in the afloat environment where competition for bandwidth and synchronization between afloat and ashore systems is problematic. Considerable effort is required to coordinate and operate this patch-work collection of systems and perform manual “workarounds” and corrections. In fact, because of the growing operational expense, many of the legacy systems have been “browned out,” receiving only minimal attention and support.

In Navy’s Total Force Vision for the 21st Century, the CNO stated the need for “a seamless Navy Total Force valued for their service to the nation.” His vision states that critical to achieving this vision is “a human resource system which provides seamless integration of personnel through a continuum of service.” Such integration requires highly coordinated management and support functions, tools, data and systems. To serve a more mobile and dispersed workforce, the CNO vision also calls for “enhanced virtual collaboration capabilities.” To increase Sailor empowerment, workforce satisfaction, and decision transparency, a new HR capability will need to “maximize the development and use of Sailor-centric career management interface tools.”

3 SCOPE

The objective of this PWS is for a contractor or contractors to provide comprehensive program management support for strategic planning, change management, business process re-engineering for personnel and pay processes, business architecture development and support services, functional data management and governance support, and functional data quality management for Navy’s Personnel and Pay (Pers/Pay) Modernization effort. The primary locations where work is to be performed are New Orleans, LA; Millington, TN; and the National Capital Region [DELETED Pensacola, FL; San Diego, CA; and Orlando, FL]. The Contractor shall have the ability to support meetings with the Government client in New Orleans, LA; Millington, TN; and the National Capital Region areas within one hour of notification.

[Title 10, United States Code, Section 2674 (f)(2) provides the following definition: The term “National Capital Region” means the geographic area located within the boundaries of (A) the District of Columbia, (B) Montgomery and Prince Georges Counties in the State of Maryland, (C) Arlington, Fairfax, Loudoun, and Prince William Counties and the City of Alexandria in the Commonwealth of Virginia, and (D) all cities and other units of government within the geographic areas of such District, Counties, and City. Section 7302(a) (7) of the Intelligence Reform and Terrorism Prevention Act of 2004 (Pub. L. 108-458), December 17, 2004, has since amended the definition of the National Capital Region: The term “National Capital Region” or “Region” means the area defined under section 2674(f) (2) of title 10, United States Code, and those counties with a border abutting that area and any municipalities therein.]

4 APPLICABLE DIRECTIVES

Navy Manual

DoN Budget Guidance Manual

OMB

Office of Management and Budget Circular 11

US Navy

Integrated Personnel and Pay System-Navy

Concept of Operations (ConOps) 10-Aug-2011

National Defense Authorization Act (NDAA)

Defense Change Management Organization (DCMO)

Memo

DCMO Guidance

Defense Change Management Organization (DCMO)

Memo

5 PERFORMANCE REQUIREMENTS

The Contractor shall perform the following tasks in accomplishing the requirements as set forth in this Performance Work Statement. The Contractor shall provide the necessary timely assistance to meet emergent requirements as requested by the BUPERS CIO and/or COR.

5.1 Program Management Support / Project Management Support

5.1.1 Briefings, Meetings, and Production of Support Materials The Contractor shall support Pers/Pay Modernization including Financial Management, Accounting, and Audit Readiness efforts with on-going production and integration efforts in working group meetings, Integrated Product Team (IPT) sessions, in-process reviews (IPR), Milestone Reviews, and prepare meeting materials and briefs as assigned. The Contractor shall provide support in preparing, updating, and maintaining briefings, graphic arts, audio-visuals, demonstrations, and other related support.

The Contractor shall provide technical and planning support for meetings, special events, conferences and working groups, as necessary. This support shall include the coordination of the meetings, drafting meeting agendas, setup and operation of multimedia presentations, Video Teleconferencing (VTC) equipment, and other audio-visual equipment.

The Contractor shall also be required to prepare minutes of meetings and conferences, as required. The Contractor shall take meeting minutes as assigned by the meeting planner. The meeting minutes shall be typed in a Microsoft Word 2007 (or later version) readable format, and include pertinent information such as, but not limited to participants, synopsis of presentations purpose, and action items. Meeting minutes shall be distributed to appropriate personnel.

5.1.2 Project Management in accordance with PMI

The Contractor shall ensure that the project management tasks are performed in accordance with the principle established by the Project Management Institute (PMI).

5.1.3 Research, Analysis and Review of DoD and DoN Issues

5.1.3.1 The Contractor shall conduct research/analysis/review of program and/or process approval issues, and provide comments/recommendations regarding program efforts for Pers/Pay Modernization, Financial Management, Accounting, and Audit Readiness in all phases of program life cycle (cradle-to-grave).

5.1.3.2 The Contractor shall assist in the development, review and/or revision of program documentation as required, such as Strategy/Plan; Cost, Budget, Schedule, Performance; requirements and system specifications documents; Milestone Decision documentation; test and evaluation plans; logistics, configuration management; quality assurance and quality control plans; economic analyses and associated program resource documents; and other program related documentation as specified by the Government.

5.1.4 Report/Data Collection

The Contractor shall provide support for the daily collection and storage of information for Pers/Pay Modernization, Financial Management, Accounting, and Audit Readiness.

5.1.5 Program/Project Documentation

The Contractor shall prepare, coordinate and manage documentation as required for contracting pre- and post- award acquisition documentation, which includes but is not limited to Delivery Order and Task Order documentation. Examples of work would include preparation of Statements of Work (SOW), Performance Work Statements (PWSs), Statement of Objectives (SOOs) and Data Deliverables. The Contractor shall ensure acquisition documentation files are complete, properly audited and closed out.

5.1.6 CMMI-AM Support

The Contractor shall provide Capability Maturity Model Integration-Acquisition Module (CMMI-AM) support, including process identification, document creation, and related Program training for CMMI-AM and the following Process Assets (PAs): Organizational Process Focus, Organizational Process Definition, Organizational Training, Program/Project Planning, Program/Project Monitoring & Control, Integrated Project Management, and Risk Management.

5.1.7 Continuous Process Improvement

The Contractor shall provide at least one (1) qualified Black Belt consultant and should provide at least one (1) Green Belt consultant to support Pers/Pay Modernization, Financial Management, Accounting, and Audit Readiness continuous process improvement projects and events, including Theory of Constraints, Lean, and Six Sigma approaches. These consultants are NOT in addition to the labor categories specified within the RFP.

5.1.8 Integrated Master Schedule (IMS)

The Contractor shall produce and continuously maintain an IMS of significant activities, document due dates, and milestones in support of Navy requirements. Monthly reports detailing work accomplished, schedule slippage, and future planned activities will be provided to the Government on a regular and timely basis. The Contractor shall provide timelines, work breakdown schedules, user reports, and communication plans as appropriate to execute Government requirements.

5.1.9 Develop Standard Operating Procedures (SOP)

Ensure SOPs remain current and up-to-date for each position. SOPs will be delivered to the designated Government point of contact for validation.

5.1.10 Monthly Execution/Burn Rate Reports

The Contractor shall assist the Government in planning and tracking the financial/project status and burn rate of the contract, as well as assist in the preparation of monthly financial and project status reports to the Government.

5.1.11 Quality Control Plan (QCP)

The Quality Control Plan shall provide a basis for the Contracting Officer’s Representative to evaluate the quality of the Contractor's performance. The oversight of the contract and this plan will ensure that service levels are maintained at or above the required levels throughout the contract term.

The Contractor shall submit an appropriate written QCP within thirty (30) calendar days after award to the COR and as changes are made thereafter. The COR will approve or disapprove the plan within (5) workdays of receipt. If the initial submission is disapproved, the Contractor shall submit a revised QCP within five (5) workdays after disapproval. The Quality Control Program shall include the following:

· It shall describe how deficiencies will be identified.

· It shall describe what progress or quality metrics will be measured.

· It shall describe how progress or quality metrics will be monitored.

· It shall describe what control measures are in place to correct the deficiency.

· It shall specify the areas to be subjected to Quality Control/Quality Assurance and how often quality assurance reports will be documented and distributed to the Government (quality assurance reports shall be provided no less than monthly).

If the Government determines that the Contractor has failed to maintain the approved Quality Control Program, the Government will give the Contractor written notice of deficiencies. The Contractor shall correct all deficiencies within five (5) calendar days of receipt of written notice. If the deficiencies are not corrected to the satisfaction of the Government, the Government may terminate the contract for default.

5.2 Administrative (Informational- this section is not required to be addressed within Performance Approach)

5.2.1 Program Office Documentation

The Contractor shall be responsible for the collection, organization, filing and retrieval of Pers/Pay Modernization, Financial Management, Accounting, and Audit Readiness program documentation. Documentation shall be promptly filed in accordance with local procedures. The Contractor shall create a method that supports document tracking and filing that monitors progress through the routing chain.

5.2.2 Training

The Contractor shall maintain a record of all required trainings for members to remain eligible to use essential Navy hardware and software.

5.2.3 Calendar of Events

The Contractor shall maintain up to date, accurate appointment, office, event, conference, and conference room calendars as appropriate.

5.2.4 Hours of Work

The normal week is considered a 40-hour week, Monday through Friday, with core hours between 0800-1600 local time and the day beginning not earlier than 0700 local time.

5.2.5 Administrative Supplies

The Contractor staff shall assist in supply inventory and maintenance. The Contractor shall prepare and present the Government ordering representative a required supplies list on a monthly basis, or sooner if necessary, and assist in ordering and restocking of supplies.

5.2.6 Telework

Contractors may work from home provided the following conditions are met:

· COR approval prior to start of Telework period.

· Provide the COR with proposed dates of telework.

· Location of the telework office is documented and contact information provided (address and telephone number).

· Scope of work, performance, and deliverables are clearly stated and defined.

· Proper equipment is available (i.e., a computer, high-speed internet connection, telephone, NMCI access). The Contractor will provide a documented inventory that sufficiently demonstrates the ability to complete work from home.

5.2.7 Travel

The Contractor may be required to travel in performance of this contract. All travel must be approved by the Contracting Officer and COR at the task order level prior to being scheduled. In addition, the contractor should provide a proposed travel itinerary, purpose of travel, proposed travel dates, names of travelers, and estimated cost with a breakdown (Airfare, hotel, rental car, daily per diem) to the COR along with the request for travel.

The Contractor shall be reimbursed only for travel authorized in advance by the Contracting Officer. Contractor shall submit travel receipts supporting travel expense reimbursement. Reimbursement of travel expenses shall be limited to the allowances depicted in the Federal Travel Regulations DoD/JTR Volume 2 for civilian personnel travel.

5.3 Navy Personnel and Pay Strategy Development

5.3.1 Effective Strategy Development

The Contractor shall provide effective strategy development and deployment support, in a structured form, that is customer and capability driven, results in a clear vision, and defines a set of business objectives that transcend both business and technology.

The strategy deployment process will translate the vision into a clearly defined transformation roadmap containing both near term tactical wins and long-range milestones that can be monitored and influenced. Additionally, consulting support will foster an understanding of the overall direction of the Navy’s Pers/Pay Modernization, Financial Management, Accounting, and Audit Readiness effort and provide support for executive level change management.

5.3.2 Executive Consulting

The Contractor shall support development of a capability driven Navy Pers/Pay Modernization to include Financial Management, Accounting, and Audit Readiness strategy that is customer centric and used to create coherence and alignment around a common organizational vision.

5.3.3 Link between Navy’s Pers/Pay Business Processes and Technology Strategies

Provide support to establish a better future capability definition and identify the need for change associated with required business, technical, human capital, and infrastructure environments.

5.3.4 Executive Level Change Management Support

Ensure understanding of Navy’s Pers/Pay Modernization, Financial Management, Accounting, and Audit Readiness strategy and effective two-way engagement at all organizational levels by clearly communicating the reason for change, customer value propositions, and business objectives.

5.3.5 Navy Personnel and Pay Planning and Integration

The Contractor shall provide comprehensive planning support to detail how the Navy will align activities and resources in support of realizing the deployment of new Pers/Pay capabilities and achievement of business objectives. This includes planning activities associated with all aspects the Navy’s Pers/Pay Modernization, Financial Management, Accounting, and Audit Readiness efforts ensuring the integration of sound business, technical, and financial planning designed to effectively support organizational alignment.

Planning support will involve cross-organizational coordination, thorough analysis, resulting in meaningful timelines, and provide mechanisms for defining clear responsibilities and accountabilities to enable execution. From a leadership perspective, these plans must provide congruence and ensure collective activities and resources are aligned and supportive of the transformation strategy and business objectives.

5.3.6 Business Case Analysis

The Contractor shall provide support, to include business case analysis, risk identification/risk management, evaluation of proposed courses of action, prioritization and sequencing of transformation activities, and evaluation of required program investment planning.

5.3.7 Organizational Alignment

The Contractor shall evaluate the organizational alignment associated with the Navy’s Pers/Pay Modernization, Financial Management, Accounting, and Audit Readiness effort to identify interdependencies, constraints, areas of misalignment, and use this analysis to support more effective planning and management of activities.

The Contractor shall provide support to enable cross-organizational coordination and collaboration by assessing and defining clear roles, responsibilities, authorities, and accountabilities for the effort. Contractor will provide evaluation and advisement support including review of related policies, business processes, functional requirements, human capital, and aspects of organizational alignment.

5.3.8 Key Milestones

The Contractor shall provide program and project management support to effectively identify and baseline proposed schedules/timelines and defined key performance metrics.

5.3.9 Cost and Economic Analysis Support

The Contractor shall provide support for the preparation of business cases, analysis of alternatives, program office estimates, cost analysis requirements documentation, and software cost estimating to including the use of tools like those found in the Constructive Cost Model (COCOMO) suite.

5.3.10 Performance Measures

The Contractor will establish meaningful performance measures to be used to assess the impacts of change (both quantitative and qualitative), monitor the effectiveness of Navy’s Pers/Pay Modernization, Financial Management, Accounting, and Audit Readiness efforts, and capture the return on investment.

5.3.10.1 The Contractor shall assist in identifying and developing suggested baseline Key Performance Parameters (KPP). In this context the KPP are the performance parameters that the program and projects will be assessed and evaluated against during the testing phases and should be based on measurable values.

5.3.10.2 The Contractor shall identify and develop performance attributes for Pers/Pay Modernization to include Financial Management, Accounting, and Audit Readiness systems. These attributes can be operational or support related. Each attribute will have a measurable value associated with cost and schedule.

5.3.10.3 The Contractor shall assist in the development of performance metrics. These metrics shall include but are not limited to; cost metrics and schedule metrics to include variance and identified thresholds.

5.3.10.4 Provide evaluation of Navy Pers/Pay functional requirements to ensure alignment with Navy PSDT objectives and future Navy Pers/Pay CONOPS, as well as advisement support to identify opportunities for innovation, enhancement of organizational agility, applicability of available technologies and their use to enhance solution design

5.4 Governance and Stakeholder Management Support

The Contractor shall provide support to enable effective governance, informed decision-making, stakeholder management, and enable executive level change management. This support must bridge traditional organizational silos, support the creation and sustainment of organizational alignment throughout the lifecycle of the Navy’s Pers/Pay Modernization, Financial Management, Accounting, and Audit Readiness efforts, and be formalized to ensure effective decision making, risk management, and performance management.

In performing this function, the Contractor will be required to design, develop, and implement a management structure designed to clearly define the decision making process to include criteria for strategy alignment, performance evaluation, financial reporting, and risk management. Additionally, this support must ensure transparency across the entire organization, to include informing both members of the workforce and constituents, regarding progress and challenges.

5.5 Business Process Management

5.5.1 Business Process Mapping and Data Flow Modeling

The Contractor shall support the business process mapping of current “As-Is” and future “To-Be” business processes and data flows within specific DoD and Navy legacy IT systems. This will encompass a wide range of activities, including planning, scheduling, and coordinating events with Subject Matter Experts (SMEs), and creating business process models using various software programs. The mapping should include documentation of current authoritative source, update permissions, and cleansing rules for each data element used in the business processes being examined. The Contractor shall develop an “As-Is” data flow model that identifies all corresponding interfaces as required.

All BPR activities will be performed in accordance with BUPERS defined standards of quality and follow existing BUPERS methodology for development of artifacts. The contractor will use the Navy standard toolset, which include, but not limited to the following: iGrafx, Dynamic Object Oriented Requirement System (DOORS), JAVA, Sequel Server, System Architect (SA), and various Microsoft Office Products to include Microsoft Project and Microsoft Visio.

5.5.2 Cost Analysis

Contractor shall support BUPERS Business Transformation Office (BBTO) with performing cost capture and analysis of current “As-Is” business processes and data flows. This will encompass a wide range of activities, including planning, scheduling, and coordinating events with SMEs. The analysis and costing of the individual corporate systems themselves will entail the necessity to look at the human-machine interfaces associated workflow and efforts as well as tracing the data flow through the systems to the next system external interface.

Contractor shall support the BBTO team by providing cost projections of future “To-Be” business processes and data flows. This will encompass a wide range of activities, from planning, scheduling, and coordinating events with SMEs. Contractor will also assist in the cost out of a number of “What-If” scenarios, decided upon in conjunction with the customer, which may lead to a “To-Be” design.

5.5.3 Human Resource Management, Financial Management, and Audit Readiness

Contractor shall support BBTO in process modeling of the Navy’s full spectrum of Human Resource Management, Pay and Compensation, Financial Management, Financial Accounting, Financial Reporting and Audit Readiness business processes. As needed, the Contractor will support other Navy organizations in the process modeling of the Navy’s Human Resource, Financial Management and Audit business process modeling.

5.5.3.1 The Contractor shall conduct BPR planning, and shall conduct BPR to produce “As-Is”, and “To-Be” process models and simulations in support of defining future IT requirements. The contractor shall assist in the development of operational performance measures, and will perform business process simulation to help establish and validate “As-Is” and “To-Be” performance benchmarks.

5.5.3.2 The Contractor shall provide support in performing business case analyses in support of Navy and DoD investment plan development and reviews. Business Capability Analysis (BCA) work will include coordinating the activities necessary to prepare a BCA in accordance with Navy and DoD policy, conducing analysis, determining economic viability, and documenting all findings into a BCA template. The Contractor shall support analyses with integrated mission benefits and calculated return on investment for potential IT programs. The contractor shall support development of Organizational Execution Plans for resource sponsors as part of the annual IT investment planning and oversight process with OSD.

5.5.3.3 The contractor shall conduct BPR related activity that is required as part of the systems engineering process to support use case development, end-to-end process modeling, and detailed requirements decomposition as part of specified and approved IT system design, development, modernization, and testing activities. The contractor shall assist in the development of testing and performance measures, and will support testing activities throughout the development life cycle.

5.5.4 Business Process Re-engineering (BPR) / Business Process Simulation (BPS)

The Contractor shall support performing process improvement in accordance with standard BPR practices developed by BUPERS. The goals of the BPR are to increase the effectiveness and efficiency of current Navy processes, reduce redundancy and errors, and lower overall cost, and/or gain more control and oversight of the business process.

5.5.4.1 The BPR process consists of:

· Discovery and Planning - project scoping and planning, assembling and organizing teams, and preparing technical materials.

· “As-Is” Modeling of current business processes.

· Gap Analysis: analyzing/assessing the difference between the “As-Is” business processes and performance requirements.

· “To-Be” Process Design and Modeling - designing and documenting business processes that meet functional/technical performance requirements. It means conducting interviews, focus groups, designing “To-Be” business processes, developing “To-Be” business models, and validating those “To-Be” models with stakeholders and users.

· Development of requirements and business rules for the future state, along with validation of those requirements and business rules with subject matter experts.

5.5.4.2 BPS is a process-based change methodology that provides for simulation techniques, which connect the aims of BPR to the strategic aims of the Navy in order to achieve successful implementation of a redesigned process. BPS incorporates process and system variability (in the form of probabilities) and scenario analysis to communicate process performance changes, making it a useful technique to provide a realistic assessment of the need for, and results of, a change. BPS consists of:

· Defining overall expected business process performance based on the designed and documented process model.

· Collecting all relevant process metrics including inputs, outputs, time, cost, etc.

· Quantifying time and cost of executing the business process.

· Setting maximum and the minimum control limits of executing the business process.

· Recording and documenting the effect on performance of making changes to resources, business rules and process model.

· Providing summary documentation of the results of each scenario.

5.5.5 Requirements Determination, Gap Analysis, and Requirements Implementation

The Contractor shall assist enterprise business owners, in accordance with industry standards, with Requirements Management, Requirements Management Plan Development, and Requirements Implementation. Requirements Management includes the development of schedules, methodologies, and processes for performing analysis of the gaps between the current and future systems.

5.5.6 Functional Data Analysis

The Contractor shall conduct functional data analysis in support of business process mapping, architecture, and migration of data to integrated systems, applications, and databases.

5.5.7 Functional Testing

5.5.7.1 The Contractor shall assist in functional testing of applications, to include the following test phases: Application Functional Testing, Application Systems Integration Testing, End-to-End Testing, and Operational Evaluation.

5.5.7.2 The Contractor shall provide technical services in support of testing. The test phases include: Application Functional Testing, Application Systems Integration Testing, End-to-End Testing, Developmental Testing and Operational Evaluation. The Contractor shall identify, regression test, track, document, and report to Government during each phase, the outcome of executed test cases.

5.5.7.3 The Contractor will determine the number of required test phases, which is dependent on the complexity of the application being tested and the Government’s guidelines.

5.5.7.4 RESERVED.

5.5.7.5 The Contractor shall conduct/assist in a Release Readiness Board, held with all stakeholders, to review the testing results and endorse the implementation of the application.

5.5.8 Functional Analysis of Legacy Systems

The Contractor will perform analysis for the consolidation and modernization of Navy’s legacy Personnel and Pay systems. These systems include, but are not limited to: Navy Enlisted System (NES), Officer Personnel Information System (OPINS), Reserve Headquarters System (RHS), Inactive Manpower and Personnel Management Information System (IMAPMIS), Navy Personnel Database (NPDB), Force Management (FORMAN), Navy Standard Integrated Personnel System (NSIPS), and Navy Personnel Corporate Report (NPCR).

5.5.9 Interface Support

The Contractor shall work with the functional and technical communities to provide the analysis, documentation and validation of existing legacy Personnel and Pay system interfaces, including data elements. In addition, the Contractor shall document those interfaces and data elements required to support the “To-Be” business processes resulting from the consolidation of the legacy Personnel and Pay systems.

5.6 Data Management

The Contractor shall assist in planning, implementation, and execution of the following data management capabilities.

5.6.1 Data Governance

The contractor shall provide support in exercising authority and control (planning, monitoring, and enforcement) over the management of data assets to include:

5.6.1.1 Coordinate Data Governance Activities

5.6.1.2 Maintain Data Management Strategy to ensure alignment with current strategic focus and change made within the enterprise and domain.

5.6.1.3 Develop data policies, standards and procedures as required.

5.6.1.4 Monitor and ensure regulatory compliance and conformance with data policies, standards and Architecture.

5.6.1.5 Develop metric governance by standardizing key metrics across the domain.

5.6.1.6 Establish a Data Stewardship policy to ensure that the data environment supports the business processes of the domain.

5.6.2 Data Development

5.6.2.1 Identify and analyze information requirements and business rules to ensure that the needs of the domain are met.

5.6.2.2 Develop Conceptual Data Models to provide a common consistent view of shared data across the domain.

5.6.3 Data Operations Management

5.6.3.1 Identify and document the data technology requirements of the domain.

5.6.3.2 Evaluate and select data technology software and tools that meet the business lines and focus areas needs.

5.6.3.3 Inventory and track software licenses to ensure compliance with all licensing agreements and regulatory requirements.

5.6.3.4 Define the data technology architecture of the domain.

5.6.3.5 Plan for the retention, archive, retrieval and purging of data assets

5.6.4 Data Security Management

5.6.4.1 Implement Data Transfer Policy to ensure that MPT&E domain data is only transferred to secure and compliant information systems for approval by the COR.

5.6.4.2 Conduct compliance reviews for MPT&E data transfers as specified in the Data Transfer Policy for approval by the COR.

5.6.4.3 Assist in development and refinement of data security policies and standards to ensure that data is protected for approval by the COR.

5.6.5 Data Architecture Management

5.6.5.1 Assist in defining the data needs of the enterprise, and assist in designing the master blueprints to meet those needs, for approval by the COR. This function includes the development and maintenance of enterprise data architecture, within the context of all enterprise architecture, and its connection with the application system solutions and projects that implement enterprise architecture.

5.6.5.2 Data Development: Designing, implementing, and maintaining solutions to meet the data needs of the enterprise. The data-focused activities within the System Development Lifecycle (SDLC), including data modeling, data requirements analysis, and design, implementation, and maintenance of databases' data-related solution components.

5.6.5.3 Data Operations Management: Planning, control, and support for structured data assets across the data lifecycle, from creation and acquisition through archival and purge.

5.6.5.4 Data Security Management: Assist in planning, development, and execution of security policies and procedures to provide proper authentication, authorization, access, and auditing of data and information for approval by the COR in accordance with the appropriate Government security policy.

5.6.5.5 Reference and Master Data Management: Planning, implementation, and control activities to ensure consistency with a "golden version" of contextual data values.

5.6.5.6 Data Warehousing and Business Intelligence Management: Planning, implementation, and control processes to provide decision support data and support for knowledge workers engaged in reporting, query and analysis.

5.6.5.7 Document and Content Management: Planning, implementation, and control activities to store, protect, and access data found within electronic files and physical records (including graphics and images {e.g. scanned service record documents}).

5.6.5.8 Metadata Management: Planning, implementation, and control activities to enable easy access to high quality, integrated meta-data.

5.6.6 Reference and Master Data Management

5.6.6.1 Standardize data element names and definitions for reuse and sharing across the domain.

5.6.6.2 Identify authoritative data sources and reference data to ensure consistency across the domain.

5.6.6.3 Identify Reference and Master Data Management solutions to govern "golden version" of contextual data values.

5.6.7 Data Warehousing (DW) and Business Intelligence (BI)

5.6.7.1 Gather information requirements for reporting and analysis in order to deliver consistent integrated data for all BI activity across the domain.

5.6.7.2 Define DW/BI Architectures to document the design and implementation of components of the data environment.

5.6.7.3 Identify BI Tools and user interfaces to match user level capabilities and requirements.

5.6.7.4 Support implementation of a MPT&E authoritative data warehouse to support and enable effective business analysis and decision making.

5.6.8 Document and Content Management

5.6.8.1 Define and create a MPT&E Document Management Strategy and Roadmap.

5.6.8.2 Implement a document and content management system.

5.6.8.3 Define the MPT&E Information Content Architecture to create a structure for information or content.

5.6.8.4 Define and document the domain taxonomy to ensure a controlled vocabulary for classification.

5.6.8.5 Support implementation of content management governance to ensure high quality, accurate and up to date information.

5.6.9 Meta-Data Management

5.6.9.1 Implement DoD meta-data requirements; define the meta-data architecture and develop meta-data standards to integrate meta-data across the domain.

5.6.9.2 Create and document meta-data to improve both business and technical understanding of data and data-related processes.

5.6.9.3 Maintain and refine meta-data Standards to ensure alignment with business needs.

5.6.9.4 Support implementation of a managed meta-data Environment to standardize meta-data definition and exchange between legacy systems in the domain to meet both business and technical user requirements.

5.6.10 Data Quality Management

5.6.10.1 Create and implement a Data Quality Program to manage the lifecycle of data creation, transformation and transmission and to meet the information needs of all data consumers.

5.6.10.2 Measure and monitor Data Quality.

5.6.10.3 Manage Data Quality issues.

5.6.10.4 Clean and correct Data Quality defects.

5.6.10.5…