New N615 ITESS PWS_V4.30.pdf

PROCUREMENT SENSITIVE DRAFT

PERFORMANCE WORK STATEMENT (PWS)

1. Task Order Title. Information Technology Engineering Support Services (ITESS)

2. Background. The U.S. Navy's Military Sealift Command (MSC) is the premier provider of ocean transportation to the Department of Defense. The Commander, MSC (COMSC), in the role as single DOD manager for sea transportation, operates a worldwide command using a Government/Contractor-owned fleet of approximately 125 active ships, which supply strategic and operational sealift to meet national defense objectives. Additionally, MSC has an extensive global shore support organization focused on ensuring that the MSC fleet will meet United States Navy (USN) Fleet and Joint commander requirements. This shore infrastructure includes a headquarters element in Norfolk, VA, area commands, and support units located worldwide. MSC’s operating model differs substantially from that practiced by the USN Fleet. Civilian personnel, primarily focused on mission operations, crew MSC ships. MSC ships maintain high levels of operational availability and operate in and out of ports not typically frequented by the USN Fleet. To meet the need for high operational availability, MSC shore personnel and the Contractor workforce provide support for troubleshooting, repair, sustainment, and maintenance. The technical products and services provided through the ITESS contract delivers support for MSC Organizations and ship classes.

3. Objectives. The objective of this contract is to obtain Information Technology (IT) Engineering Support Services (ITESS). The ITESS Contract shall assist the Military Sealift Command’s (MSC) Command, Control, Communications, and Computers Department (N6) in providing and sustaining Department of Defense (DOD) and Department of the Navy (DoN) compliant technical solutions for MSC. Support provided by the ITESS contract shall be delivered through execution of Task Orders that incorporate the Task Area performance requirements defined in section 6. These technical efforts satisfy emerging requirements and enhance and develop IT capabilities in support of MSC’s mission and to ensure capabilities align to MSC N6’s Strategic Business Support Plan, MSC N6’s technical architecture road maps, and DOD and DoN mandates. Additionally, the solutions developed and maintained satisfy emergent cybersecurity mandates and provide continuous life cycle sustainment for deployed systems.

4. Scope. The Contractor shall provide IT Systems Engineering Support Services necessary to maintain systems engineering personnel, processes, products, and provide new IT capabilities and services required by MSC worldwide. The Contractor shall ensure the application of sound system engineering practices and cybersecurity adherence and the realization of effective and affordable design of MSC IT systems, throughout the life cycle. All systems shall be developed and maintained in accordance with IT Systems engineering best practices, DOD 5000.01, DOD/DON/MSC directives and instructions, the Defense Information Systems Agency (DISA) Security Technical Implementation Guides (STIGs) and are assessed using the applicable checklist and benchmarks available at https://public.cyber.mil/stigs/. Compliance with and variations of these requirements shall be documented in the appropriate form as described in Task Area 3, Cybersecurity Support Services.

IT Systems Engineering Support Services responsibilities include transforming IT System requirements into detailed engineering system requirements, plans, design specifications and deliver essential program engineering staffing needs necessary to realize IT solutions. Responsibilities include managing the infusion of innovation through modernization and transformation into effective, suitable and secure system designs. The Contractor shall plan, manage and provide oversight of system synthesis, development and validation ensuring overall design compatibility with DOD/DoN shipboard and maritime environments. MSC N6 In-Service Engineering Activity (ISEA) provides support for hardware and software technical refresh efforts throughout the systems’ life cycles.

The Contractor shall foster engineering teams working across multiple competencies, integrate engineering and technical management efforts, and deliver engineering products from requirements definition, through conceptual design, acquisition, integration, test & evaluation, deployment and in-service support.

The Contractor shall adhere to and apply processes that are equivalent to those articulated by Capability Maturity Model Integration (CMMI) for Development, Version 1.3 (CMMI-DEV, V1.3) capability level 3. The Contractor shall comply with all DOD and DoN mandates and instructions, and perform the work requirements identified within the following PWS.

Unless otherwise indicated, copies of the specifications, standards, and handbooks referenced in this PWS are http://iase.disa.mil/ available upon request from the Document Automation and Production Service (https://www.defense.gov/Resources/Forms-Directives-Instructions/). MSC unique documents are available from the Military Sealift Command Headquarters (MSCHQ), Military Sealift Command 471 East C Street, Bldg. SP 64, Norfolk, VA 23511-2419.

In the event of a conflict between the text of this document and the references cited herein, refer to the text of this document as it takes precedence. Nothing in this document, however, supersedes applicable laws and regulations unless a specific exemption has been obtained.

The below Task Areas are identified within the following PWS and detailed herein to identify specific areas for performance under this requirement. Requirements for each task areas are defined in section 6 Performance Requirements.

Task Area 1 – Program Management Support Services Task Area 2 – MSC C4 Engineering Lab (MCEL) Support Services Task Area 3 – Cybersecurity Support Services Task Area 4 – Change Management (CM) Support Services Task Area 5 - MSC Service, Validation and Testing (SV&T) Support Services Task Area 6 – Enterprise Architecture (EA) Support Services Task Area 7 – Systems Engineering Support Service Task Area 8 – In-Service Engineering Activity (ISEA) Support Services

Task Orders (TO). This is an indefinite-quantity contract for the services and products identified. Individual TOs specify the support services and products delivered under this contract. Requirements for specific TOs are provided from task areas defined in section 6. Performance Requirements.

Surge Support. The Government may require surge support during the base or any option period for any of the activities listed in the eight (8) Task Areas. Surge modifications are within the scope of the contract and provide increased support for the defined task areas of this PWS. Surge support over the life of the contract will not exceed 50% of the Contractor’s total proposed cost/price for the base and all option periods, excluding any six-month extension of services pursuant to FAR 52.217-8.

The Contractor shall be responsible for the purchase of small, consumable parts and equipment. These items include cables, CD spindle, laminating supplies, drop cloths, earplugs and other minor items in order to complete the full scope of work. These items should be included in the fully burdened rates under the contract. Below is a list of historical data that includes material previously purchased in support of this requirement.

a. Hardware, Rack Mount Kits,

b. Compatible USB Console Cables

c. Multi-length USB to RJ45 FTDI Chip RS232 Console Cables for Routers

d. White Clear Plastic Drop Cloth

e. OSHA approved (OSHA Std. 1926.101) Bullet Earplugs, general-purpose hearing protecting

f. OSHA approved (OSHA Std. 1910.133(a)) eye protection (as required by shipyard)

g. OSHA approved hard hats (Type I or as required by shipyard)

h. DVD-R 100 Spindle

i. Resealable Anti-static Shielding Bags

j. DP DVD+R Double Layer Branded 8X Laminator

k. Laminator Pouches

l. Cat 6 cabling

5. Current Operating Environment. The Command operates approximately 125 civilian-crewed ships that replenish U.S. Navy ships, conduct specialized missions, strategically preposition combat cargo at sea around the world and move military cargo and supplies used by deployed U.S. forces and coalition partners. An inventory of the vessels by Hull Number is available at the following location: https://www.msc.usff.navy.mil/Ships/Ship-Inventory/. The fleet inventory and operating status change as required to support mission requirements.

https://www.defense.gov/Resources/Forms-Directives-Instructions/)

5.1 Afloat Environment. The network infrastructure deployed on MSC ships includes a combination of MSC designed and developed systems as well as Navy Program of Record (POR) systems. The system listed below are not all-inclusive and will change throughout the duration of the contract.

5.1.1 Shipboard Management Information System (SMIS) Unclassified Afloat Release. Afloat Release (AR) 2.0 and

2.1 Unclassified (SMIS-U) network consists of workstations, primary and backup domain controllers, a database server, a switch, router, accelerator, encryptor/decryptor, and link to the MSC Network Operations Center (MNOC) via commercial satellite transport services. The MSC Shipboard SMIS-U environment currently operates using Microsoft operating systems. The workstations use both Commercial-off-the-shelf (COTS) and Government-off-the-shelf (GOTS) software. Depending on ship class, the number of workstations can range from 15 to 120. The AR2 and AR2.1 networks are currently deployed on approximately 60 MSC ships. ISEA provides AR2.0 and AR2.1 hardware and software technical refresh throughout the system life cycle.

5.1.2 SMIS Afloat Classified GOSUP. Afloat Classified GOSUP(V)2 (ACG(V)2) and ACG(V)3 network consists of thin-client workstations, primary and backup domain controllers, a switch, router, accelerator, encryptor/decryptor.

The MSC Shipboard SMIS-C environment currently operates using Microsoft operating systems. The workstations use both COTS and GOTS software. The networks connect to the MNOC via commercial satellite transport services. The ACG(V)2 and ACG(V)3 networks are currently deployed on approximately 40 MSC ships. ISEA provides ACG(V)2 and ACG(V)3 hardware and software technical refresh throughout the system life cycle.

5.1.3 SMIS Unclassified Mini. SMIS Unclassified Mini (SMIS-U-Mini) is a non-domain workgroup with satellite transport to the MNOC. The system includes a desktop-laptop workstation environment. The system connects to the MNOC via commercial satellite transport services. This system is currently deployed on 21 MSC ships. ISEA provides SMIS-U-Mini hardware and software technical refresh throughout the system life cycle.

5.1.4 SMIS Classified Mini: SMIS Classified Mini (SMIS-C-Mini), is anon-domain workgroup with satellite transport to the MNOC. The system includes a desktop-laptop workstation environment. The system connects to the MNOC via commercial satellite transport services. This system is currently deployed on 56 MSC ships. ISEA provides SMIS-C-Mini hardware and software technical refresh throughout the system life cycle.

5.1.5 Mobile Expeditionary Communications Kit (MECK). The MECK consists of two Windows 10 (WIN10) Secure Host Baseline (SHB) laptops with a custom MSC image. This system is connected via an Ethernet switch located on the red side or plain text (PT) side of the Executive Communications Kit (ECK). The ECK tunnels secure data and voice to the DISA Defense Information System Network (DISN) Enterprise Classified Travel Kit-Gateway (DECTK-GW) for classified data processing. The ECK black side, or cipher text (CT) side uses several different types of reach backs to connect to the DECTK-GW. The MECK uses commercial satellite transport for access to the internet and to the MNOC-East for Secret Internet Protocol Routed Network (SIPRNet) services. MNOC-East provides Computer Network Defense (CND) services via Virtual Private Network (VPN) access. ISEA provides MECK hardware and software technical refresh throughout the system life cycle.

5.2 Standalone and Single PC Solutions. MSC deploys a number of standalone and single PC solutions:

5.2.1 Navigation Aids (NAVAIDS). NAVAIDS is a classified system that consists of a stand-alone desktop workstation designed to support navigation planning applications. MSC navigators utilize the NAVAIDS system to perform celestial, chart planning, tides prediction, and waypoint marking. NAVAIDS applications are loaded on a single, standalone workstation not connected to the DODIN. Due to the disconnected nature of the system, manual updating, patching and scanning for vulnerabilities is required. The collection of NAVAIDS applications provide tidal predictions, celestial navigation, navigational routing, and electronic charting display capabilities. ISEA provides NAVAIDS hardware and software technical refresh throughout the system life cycle.

5.2.2 Visual Information (VI) System. The VI system is a stand-alone UNCLAS system comprised of one laptop and photographic equipment to support tactical level operations. The VI system provides the ability to collect, process and disseminate photographic data essential to achieve timely, factual information for operational decision-making, intelligence analysis and public information operations centers within 60 minutes of a reportable event.

5.3. Integrated Navy Program of Record (POR) Systems. The integration and test for various Navy POR systems is required to interface with the MSC SMIS Networks. Engineering Support Services for the afloat environments include the following effort:

5.3.1 Integrated Shipboard Network System (ISNS) / Common PC Operating System Environment (COMPOSE).

ISNS/COMPOSE is a Navy POR supported system that provides a common network infrastructure across multiple security domains and supports cross-domain and coalition operations. COMPOSE combines COTS and GOTS products to deliver directory services, e-mail, Web acceleration, office automation applications, collaboration tools and antivirus software for the ISNS, Combined Enterprise Regional Information Exchange System (CENTRIXS).

5.3.2 Naval Modular Automated Communications System (NAVMACS). A ship-to-ship or ship/shore/ship message processing system. NAVMACS processes and records all incoming and outgoing message traffic and serves as an automated shipboard terminal for the Common User Digital Information Exchange System (CUDIXS). The NAVMACS system architecture provides a RS-232 serial output that interfaces with MSC SMIS Classified ACG(V)2/3 network.

5.3.3 Assured Command and Control (AC2) Modem integration efforts. The AC2 effort is required to integrate an additional modem onto MSC’s Next Generation Wideband (NGW) connected networks for network monitoring in a reduced operating status.

5.4 MSC Network Operations Centers – MNOC-East) / MNOC-West). The MSC Network Operation Center(s) provide vital communications to the MSC fleet. Services include Telephony, Naval Messaging (C20IX), Email, Web Browsing, CND services, and data transport. MSC manages two Network Operating Centers to support the MSC fleet. MNOC-East is located at Pensacola Naval Air Station, Pensacola, FL, Building 603 and MNOC-West, located at the Pacific Regional Network Operation Center (PRNOC), Wahiawa, HI at the Naval Computer and Telecommunications Area Master Station (NCTAMS) PAC facility. MNOC-West services are hosted within the NCTAMS PAC facility.

6. Performance Requirements

6.1 Task Area 1 - Program Management Support Services. The Contractor shall prepare plans in accordance with the Contract Data Requirements Lists (CDRL), describing the technical approach, organizational resources, and management controls employed to meet the cost, performance, and schedule requirements throughout task order execution. The Contractor shall deliver all necessary personnel, administrative, financial, and managerial resources necessary for the performance of the plans submitted for this order. The Contractor shall oversee all contract program level activities and provide the leadership and controls necessary to meet deliverable requirements, maintain staffing at levels required to satisfy customer requirements, interface directly with Government leads for all supported areas, and exercise control over all assigned task personnel. The Contractor shall designate a single point of contact (POC) as the Program Manager (PM) who shall work closely with the Government in communicating issues, concerns, or problems on this task order. The PM shall deliver contract level program management to ensure successful completion of the overall contract Program Management effort and oversee all Task Areas (1-8). The PM position is designated as a key position for the contract. The PM shall have the authority to commit and make decisions for the Contractor’s organization in response to Government issues, concerns, or problems. The PM shall be readily available to respond to questions, concerns, and comments, as well as be proactive in alerting the Government to potential contractual/technical issues. Although government staff may coordinate with other Contractor staff, the PM shall serve as the single Contractor representative responsible for resolving all issues, concerns, and problems.

The Contractor shall comply with MSC Instruction COMSCINST 5239.3C Military Sealift Command Cybersecurity Policy (COMSCINST 5239.3 series, (Attachment J-01). Compliance with this instruction is mandatory during the performance of design, development, and implementation and maintenance tasks within the task order. The Contractor shall comply with DOD Manual 8140.03 Cyberspace Workforce Qualification and Management Program (Attachment J-02). In accordance with DOD 8140.03, the Contractor shall use only certified personnel for all tasks performed under this contract where certification is a requirement.

Performance Standards. The Contractor agrees to perform all tasks and provide deliverables as set forth in the Contract. The Government will be entitled at all times, upon request, to be notified as to the status of work being performed by the Contractor and of the details thereof with respect to Cost, Quality and Timeliness.

6.1.1 Program Kick-off. In support of the contract kick-off, the Contractor shall complete the following tasks:

a. Schedule an ITESS Program Kick-off meeting to be held within 10 business days of contract award.

b. Develop an agenda for the meeting in accordance with CDRL A101.

c. Document and distribute meeting minutes and action items five business days after the kick-off meeting in accordance with CDRL A102. Distribute final meeting minutes within 1 day after government approval in accordance with CDRL A102.

d. Deliver a Program Management Plan (PMP), in accordance with CDRL A103, detailing the Contractor’s plan and process for providing management and oversight of the contract. Minimally, the PMP shall include:

i. Title Page

ii. Table of Contents

iii. Introduction to the PMP

iv. PMP Overview

v. Organization data including a Program organization chart and Program/functional organization relationship chart

vi. Personnel & Manpower Plan,

vii. A detailed description of the Program Management processes,

viii. Program Quality Assurance,

ix. Product & Deliverable Inspection and Acceptance process,

x. Method for Monitoring Performance-Based Objectives,

xi. Government furnished equipment (GFE), Government furnished information (GFI) Management,

xii. Invoice Review,

xiii. Contract Change Control,

xiv. Review of Contractor’s Requests for Equitable Adjustments process,

xv. Contract Performance Risk Areas,

xvi. Key Performance Metrics for clarifying Contractor performance,

xvii. Near-Term Deliverables and Hold Points or Gates,

xviii. Contract Records, Contract Closeout, and

xix. Any other Special Emphasis Areas.

6.1.2 Deliver a Program Phase-In and Phase-Out Transition Plan (PTP) for describing both the phases for transitioning into the new contract and transitioning out upon completion. The PTP shall at a minimum discuss the Contractor’s process, details and schedule for ensuring an orderly transition for the contract phase in and phase out, including a written comprehensive plan describing actions required to complete the transition effort.

6.1.2.1 Phase-In Plan. No later than five business days after the Contract kick-off meeting and subsequent tasks commencing, the Contractor shall develop, with government input, a plan of action to ensure the smooth project transition The transition period will be from the date of award to the period of performance start date. The Government intends to provide a 30 calendar-day transition period unless otherwise specified during the Task or Project kick-off meeting. (CDRL A104)

6.1.2.2 Phase-Out Plan. No later than 90 calendar days prior to the end of the Task Area Period of Performance or upon notification of Task Area termination, the Contractor shall develop, with input from the Government, a plan of action to facilitate the transition of services to the incoming Contractor with no degradation in services. (CDRL A105)

6.1.2 Personnel & Manpower Support. The objective of the Personnel & Manpower support is to identify, plan, resource and acquire personnel with the education, skills and experience required to meet the performance requirements of the program. Contractor staff shall possess the requisite education, training, skills, and experience necessary to provide support for all task areas of the contract.

In conjunction with the PMP (CDRL A103) the Contractor shall develop and deliver a plan demonstrating the Contractor's approach for ensuing task areas are appropriately manned (quantity) with personnel possessing the applicable education, certifications, background and experience to ensure successful performance across all task areas. The Contractor shall identify personnel and work force thresholds and objectives for mitigating risk to the task areas, and detail plans for recovering from unexpected personnel loss, which does not put other task areas at risk. Emphasis shall be placed on the Contractor’s approach for maintaining coverage for individual TOs, and the plan for providing coverage for surge support or increased projects and tasking. The Personnel Manpower Plan shall be prepared and updated annually in the PMP.

6.1.3 Cybersecurity workforce (CSWF) Report. The Contractor shall prepare and deliver a monthly CSWF report that describes the current CSWF level for each contract team member. The CSWF shall include the approved Information Assurance baseline certifications with expiration date, sustainment training/continuing education completion hours to maintain certification status, operating certifications for privileged user access and required certifications for the appropriate computing environment for the operating systems(s) and or security related tools/devices they support by the DOD 8140.03. The CSWF Report shall be developed and delivered in accordance with CDRL A106.

Additionally, the Contractor shall provide personnel CSWF Certifications to the COR/ACOR for all identified CSWF labor categories. (CDRL A131)

6.1.4 Periodic Government Inspections and Quality Control. The Government has the authority to perform inspections and reviews to assure compliance and adherence to DOD and Federal policy, standards, guidelines, and established Industry best practices throughout the contract performance period. The Contractor shall be responsible for taking corrective action based upon the impact and severity of identified risks and weaknesses. Details for Government Inspections and Quality Control shall be provided in the Quality Assurance Inspection Plan (QASP).

6.1.5 Data Management. The Contractor shall implement a Data Management (DM) process for identification, acquisition, control, maintenance, status accounting and timely delivery of data items. The Contractor shall maintain an index, of all data, documents, reports, studies, etc. All data shall be made available to the Government upon request.

6.1.5.1 The Contractor shall transfer data and information to the Government electronically to the maximum extent possible to facilitate more rapid communications between Government and Contractor organizations. This objective includes the creation of a cost-effective on-line digital data environment that allows the program acquisition and operational support activities, throughout the life cycle of the program, to create, store, access, manipulate, share and exchange all programmatic and technical data.

6.1.5.2 Documentation. The Contractor shall establish configuration identification through the development of formal documentation (i.e., specifications, drawings, views and documents) that describes the baseline to be used for controlling program requirements. The Contractor shall document the configuration of all new and modified configuration items established under the Project. The documentation shall include configuration item performance requirements, design, test procedures, maintenance, and version description.

6.1.6 Quality Assurance. The Contractor shall have at contract award, and shall maintain, an existing quality management system per the International Organization of Standards ISO 9001:2015 or above which is standard for all work performed at the Contractor’s facilities and onsite in support of this effort. The Government reserves the right to require the Contractor to present its current ISO 9001 certificate of compliance at any time. The Contractor shall support all MSC ISO 9001 assessments by adhering to N6 processes for work performed under this effort. The Contractor shall develop and deliver a Quality Assurance Plan (QAP). The QAP Draft shall be included in the Program Kickoff meeting agenda and reviewed during the Kickoff meeting. The Final QAP shall be delivered within 15 business days following the Program Kickoff meeting. (CDRL A108)

6.1.7 Configuration Management of Engineering Artifacts and Documentation. The Contractor shall collect, categorize and maintain all artifacts or work product created by the Contractor or their sub-Contractors in a manner consistent with DOD and DISA standards for knowledge management. The Contractor shall use MSC’s Approved Property System of Record (APSR) to manage the life cycle of MSC C4I assets afloat and ashore from installation to disposal. MSC’s APSR is Corrective Maintenance and Logistics System (CMLS) & Shipboard Configuration and Logistics Information Program (ShipCLIP). All configuration changes performed by Contractor (adds, changes and deletes) shall be processed using the feedback function in CMLS/ShipCLIP.

6.1.8 Monthly Program Management Review (PMR). Monthly PMR meetings shall be conducted with the Government Program Management Representative, designated COR, or Government Technical Point of Contact (TPOC) for each TO. The review shall address overall program status and provide details regarding technical, programmatic, scheduling, service implementation, completion, operation, administration and management issues, dates, locations, agenda, risks and attendance requirements shall be specified by the appropriate Government representative. The Monthly Program Reviews shall be delivered in accordance with CDRL A109.

6.1.9 Task Order Project Management Support. The Contractor shall provide support for technical management processes and project management in support of Systems Engineering development projects and task areas: Program Management Support Services, MCEL, Cybersecurity (Information Assurance), CM, SV&T, EA, Systems Engineering Support Services, and ISEA. Additionally, this support is used to ensure management and control of task area management activities, including Post Award Task Order Meetings, Project Planning, Schedule Management, Technical Reviews, Configuration Item Baseline Management, and specific actions as defined in each of the ITESS Task Areas. The description defines the required design configuration or performance requirements, and procedures required to ensure adequacy of item performance and adherence to policies, standards, instructions and directions. It consists of applicable technical data such as SOPs, models, drawings, associated lists, specifications, standards, performance requirements, QAP, software documentation and packaging details.

6.1.9.1 WIPT Meeting. The Contractor shall hold a Working Integrated Product Team (WIPT) meeting at the Project level for subsequent tasks:

a. Schedule weekly Project WIPT meetings within five business days of award/project kickoff.

b. Develop an agenda for the meeting in collaboration with the Government WIPT lead and ensure that all identified participants have received the meeting agenda two business days in advance.

c. Develop and distribute meeting minutes and action items two business days following each WIPT meeting in accordance with CDRL A111.

6.1.9.2 Task Order Status and Progress Report. The Contractor shall establish, implement, and maintain a TO management system that provides timely, reliable, and verifiable information to the Government. The Contractor’s TO management system shall track the status of each TO from planning to completion, estimate time to complete activities, provide associated milestones, reflect associated risk, record projected and actual resources (cost and personnel), and summarize technical activities expended on each TO. This information shall be presented monthly to the N615 PM, TPOC and the COR for each task order. (CDRL A112).

6.1.9.3 Technical Exchange Meetings (TEM). TEMs and/or technical orientation conferences may be necessary to resolve problems and to facilitate understanding of the requirements of the task order. TEM are conducted with subject matter experts, stakeholders, and the sponsor (as required) to share information about the task, problem or technology space. A TEM may consist of a series of presentations and discussions that can influence how the problem is viewed, the weights assigned to the evaluation criteria, and to provide guidance for both the government and Contractor in the subject area. Key success factors for a TEM include:

a. Identifying and inviting the right people (Sponsors, SMEs, Stakeholders)

b. Documentation, Architecture diagrams and presentations that are relevant

c. Participation among subject matter experts who may not be familiar with the project and can offer a new, alternate perspective.

Records of these meetings shall be documented by the Contractor and delivered to attendees, within five business days following conclusion of the meeting. (CDRL A113)

6.1.9.4 Project Management Support. The Contractor shall provide Project Management support service in accordance with the DOD acquisition life cycle and industry best practices including:

a. Develop and update as required by project a Work Breakdown Structure (WBS) compliant with MIL-STD- 881E Appendix J (Attachment J-03) (or as appropriate) specific to each engineering project. (CDRL A114)

b. Develop a project Basis of Estimate (BOE) / Cost Estimate.

c. Develop and update as required by project phase, a Project Management Plan (PMP) specific to each task order.(CDRL A115)

d. Prepare and update Plan of Actions and Milestones (POA&Ms) as specified to support the Project

Management Plan and required technical process areas specific to each project

e. Prepare and update the Task Area or Project Integrated Master Schedule (IMS) in support of the project plan. The project schedule shall include all necessary activities required to complete the effort(s) and products produced and delivered. The project schedule shall include “stop light” indicators indicating activity status. Stop light indicators shall be Red, Yellow and Green to indicate the status of each task in the project schedule; Green: Complete and On Schedule, Yellow: In Progress and On Schedule, Red:

Incomplete and Behind Schedule. Additional status indicators should be utilized as needed to provide additional task status granularity.

f. Provide Stakeholder Management, develop Stakeholder Register and ensure communications objectives are planned and met. A stakeholder register identifies the people, groups and organizations that have any kind of interest in your project. The stakeholder register will be used to identify people and groups required for project status updates, attendance for systems engineering technical reviews, or inclusion in the project working integrated project group (WIPT)

g. Provide review and preparation of engineering and technical analysis, reports, change proposals, and other technical documentation.

h. Apply engineering rigor and experience to perform functions such as configuration management, quality assurance testing, and acquisition and resource management.

i. Analyze project performance and determine the effect of current performance on overall program schedule and resource requirements for review by Government personnel.

j. Analyze program acquisition strategies and determine the cost benefit(s), if any, of integrating acquisition requirements for review by Government personnel.

k. Translate technical requirements and program constraints into inputs for acquisition documentation.

l. Maintain contract deliverable status to ensure that their receipt or non-receipt aligns to related schedule information.

m. Generate and produce presentation materials (including slides, diagrams and other briefing materials) to support program/project requirements.

n. Attend meetings/conferences with Government personnel to gather information to support program/project requirements as requested. Track and report on action items resulting from meetings, training, and to other activity requests.

o. Perform Risk Management in accordance with guidance provided in the “Department of Defense Risk, Issue, and Opportunity Management Guide for Defense Acquisition Programs”. (Attachment J-04)

p. Provide support for Systems Engineering Project Risk Management, create and maintain risks in Risk Exchange, Provide bi-weekly status briefs of status for all risks

q. Release and Transition Management including planning, scheduling, and controlling the transition of releases to test and live environments, ensuring the integrity of the product baselines, the live environment and that the correct configuration items are released.

r. Provide technical assessment to deliver real-time visibility into the project and demonstrate technical readiness.

s. Provide requirements management and maintain requirements baselines.

t. Provide configuration management and change control; provide Technical Data Management, manage

Configuration Item and technical baselines, and manage changes to new and existing baselines.

u. Provide Decision Analysis and Resolution. (CDRL A127)

v. Provide Interface Management. support Interface Control Document (ICD) development

w. Provide Deployment planning and management. (CDRL A120)

x. Provide Transition planning and management. (CDRL A121)

6.1.9.5 Schedule Management and Tracking. The Contractor shall ensure that project IMS are developed and tracked to provide schedule management performance data for each task order. Project schedule management shall be conducted at a level sufficient to report project schedule performance with objective technical measures of performance. The Contractor shall identify the magnitude and impact of realized and potential performance problem areas that may cause schedule variances. Review of the TO IMS status shall be performed during WIPT meetings and schedule performance reported monthly at the PMR.

6.1.9.6 Basis of Estimate (BoE). The Contractor shall prepare and submit a basis of estimate for all task areas as part of the initial contract kick off. Additionally, the Contractor shall prepare a BoE for all subsequent Tasks awarded during the Contractor’s proposal for those efforts. The purpose of the Basis of Estimate template is to document and communicate how the project's cost estimate was derived and provide supporting data to establish estimate ranges and confidence levels. The four major analytical methods or cost estimation techniques used to develop cost estimates for acquisition programs are Analogy, Parametric (Statistical), Engineering (Bottoms Up), and Actual Costs. The Contractor shall provide the analysis and rationale for the method used. (CDRL A123)

6.1.9.7 Risk Management. The Contractor shall comply with the ITESS Risk Management Plan for all Risks and Issues associated with all ITESS Task Areas. The Risk Exchange+ risk management tool located in Naval Systems Engineering Resource Center (NSERC) (https://nserc.navy.mil/) shall be used for input, tracking and management.

A description of Risk Management shall be included in the PMP. . In support of this area, the Contractor shall perform activities including (CDRL A115):

a. Risk Identification

b. Risk Documenting

c. Risk Analysis

d. Risk Mitigation Planning

e. Implement Risk Mitigation Plan

f. Risk Tracking

6.1.9.8 Configuration Management (CM). A description of Configuration Management shall be included in the Project Management Plan. In support of this area, the Contractor shall perform activities including:

a. Configuration Management Planning

b. Configuration Identification

c. Configuration Change Management

d. Configuration Status Accounting

e. Configuration Verification and Audit

6.1.9.9 Technical Data Management. A description of Technical Data Management shall be included in the Project Management Plan. In support of this area, the Contractor shall perform activities including:

a. Identify data requirements

b. Acquire data

c. Receive, verify, and accept data

d. Use and exchange data

6.1.9.10 Technical Project Measurement and Metrics. The Contractor shall ensure that project metrics collection, measurement and tracking is performed in accordance with the Project Management Plan. The Project Metrics Report shall be delivered in accordance with CDRL A124. The Key Performance Indicators (KPIs) where metrics should be collected and monitored include:

a. Hardware metrics (space, weight and power (SWaP), available RAM, storage)

b. Hardware reuse

c. Technical Staffing (labor hours by labor category per task)

d. Risk

e. Schedule (task completion)

f. Quality (defects in products or project artifacts)

g. IT Network Benchmarks

h. Change Management (Change Request (CRQ) quantity, category, priority, duration per phase)

6.1.9.11 Travel Request. The Contractor shall prepare and submit a Travel Request to the TPOC and COR prior to any travel in accordance with CDRL A125. The travel request shall include detailed travel information as well as specific details for the associated costs, purpose, requirements, objectives, summary of activities, and the name(s) of https://nserc.navy.mil/ individuals traveling. The travel request must be submitted 10 business days prior to any travel that is not considered urgent. The COR will provide final written approval/disapproval of the Travel Requests.

6.1.9.12 Trip Report. The Contractor shall develop and deliver a trip report within five business days after the conclusion of all travel in support of project efforts while containing detailed travel information and accomplishments. (CDRL A126) The Trip Report shall contain sufficient detail of the trip including:

a. Dates

b. Purpose

c. Location

d. Traveler’s Names

e. Dates at Site

f. Personnel Contacted

g. Summary

h. Chronology of Events

i. Observations

j. Deliverables Left

k. Training Provided

l. Software Performance & metrics

m. Action Items

n. Conclusion

o. Recommendations

6.1.9.13 Decision and Analysis Resolution. The Decision Analysis and Resolution process area involves establishing guidelines to determine which issues should be subject to a formal evaluation process and applying formal evaluation processes to these issues. The Contractor shall perform a formal evaluation process using a structured approach to evaluating alternative solutions against established criteria to determine a recommended solution. The decision shall be delivered in a DAR report prepared in accordance with CDRL A127, logged as a decision in the Decisions Log, and reviewed during WIPT meetings. In support of this area, the Contractor may perform activities including:

a. Identify methods and tools used in the analyses

b. Identify, document and track assumptions

c. Analyze sensitivities, outside influences to the program or service

d. Develop decision briefing with action/implementation plan(s)

e. Make appropriate recommendation(s) to decision maker as expected/requested

f. Maintain a decision log documenting all decision points.

6.1.13 Program Management Deliverables

All deliverables shall be provided electronically, in a Microsoft (MS) Office commercially available product format unless otherwise defined.

PWS

Task#

Deliverable Title

CDR

L

Due Date Distribution/Copies Frequency and Remarks

6.1.1 Kickoff

Meeting Agenda

A101 10 business days of contract award

Standard Distribution* plus all meeting attendees

One time

6.1.1 Kickoff

Meeting Minutes

A102 Five business days after the kick-off meeting

Standard Distribution* plus all meeting attendees

After contract award, and updated as required

6.1.1 PMP A103 Preliminary PMP due at

Program Kickoff Meeting. Draft due to N615 PM 10 business days following Program Kickoff Final

Standard Distribution* plus all TPOCS

Monthly due 30 calendar days after contract award

6.1.2.1 Phase-In Plan A104 Five business days after

the contract kick-off meeting

Standard Distribution* One time

6.1.2.2 Phase-Out

Plan

A105 90 calendar days prior to the end of the contract

Standard Distribution* One time

6.1.3 CSWF

Report

A106 30 Calendar days after the contract kick-off meeting

COR, ACOR Monthly

6.1.3 CSWF

Certifications

A131 Within 30 days of personnel hire

COR, ACOR Within 30 days of personnel hire

6.1.6 Quality

Assurance Plan (QAP)

A108 Draft due at Program Kickoff Meeting.

Final due 30 calendar days after contract award

Standard Distribution* One time

6.1.8 PMR A109 30 calendar days after

contract award

Standard Distribution* Monthly

6.1.9.1 WIPT

Meeting Minutes

A111 Weekly, 2 business days following scheduled meeting.

Standard Distribution* WIPT Attendees

Weekly

6.1.9.2 Task Order

Status and Progress Report

A112 30 days following start of Task Order

Standard Distribution*

TPOC

Monthly

6.1.9.3 Technical

Exchange Meetings Minutes

A113 Within five business days following conclusion of the meeting

Standard Distribution* All Attendees

Ref. CDRL

6.1.9.4 a WBS A114 15 business days after task or project award.

Standard Distribution*

TPOC

Due after fifteen (15) business days after task or project award.

6.1.9.4 c PMP A115 Preliminary/Draft PMP due at kick-off meeting and annually, and as required to support emergent project support work

Standard Distribution*

TPOC, WIPT

updated PMP due within 15 business days after the kick-off meeting.

6.1.9.4 v. ICD A119 Task Order IMS based Standard Distribution*

TPOC, WIPT

Ref. CDRL

6.1.9.4 w Deployment Plan

A120 Task Order IMS based The Draft Deployment Plan is due at Test Readiness Review, the Final Deployment Plan is due at the DRR.

Standard Distribution*

TPOC, WIPT

The Draft Deployment Plan is due at Test Readiness Review, the Final Deployment Plan is due at the DRR.

6.1.9.4 x. Transition Plan

A121 Task Order IMS based The Draft Transition Plan is due at the Test Readiness Review (TRR), the Final is Due at the DRR

Standard Distribution*

TPOC, WIPT

The Draft Transition Plan is due at the TRR, the Final is Due at the DRR

6.1.9.5 Schedule

Management and Tracking

A122 At each Project Status Review

Standard Distribution*

TPOC

Monthly

6.1.9.6 BOE A123 Delivered with Task

Order Proposal

Standard Distribution*

TPOC

Due: BOE to accompany each cost estimate / proposal

6.1.9.10 Project

Metrics

A124 At each Project Status Review

Standard Distribution*

TPOC

6.1.9.11 Travel

Request

A125 10 business days prior to travel unless otherwise directed by the Government

Standard Distribution*

TPOC

As Required based on IMS

6.1.9.12 Trip Report A126 Submitted within five

business days upon completion of travel.

Standard Distribution*

TPOC

As Required

6.1.9.13 Decision

Analysis and Resolution (DAR) Report

A127 Five business days following initiation of the DAR Process

Standard Distribution*

TPOC, WIPT

Five business days following initiation of the DAR Process

*Standard Distribution: 1 copy of the transmittal letter without the deliverable to the Contracting Officer; 1 copy of the transmittal letter with the deliverable to the Primary COR and ITESS PM/N615 Branch Head.

6.2 Task Area 2 – MSC C4 Engineering Lab (MCEL) Support Services

The Contractor shall deliver products and services required to support the MCEL activities for MSC. The Contractor shall ensure the MCEL is continuously capable of providing C4 network development and software integration and validation capabilities for the MSC Afloat environment defined in section 5 (Current Operating Environment). The MCEL task area and associated processes may overlap and interface with other N6 processes and task areas.

The MCEL fills a critical role for the C4 program, providing a facility to support the design, development, testing, and troubleshooting of C4 capabilities and ensuring MSC Afloat IT systems are developed to a rigorous systems engineering standard prior to their use in the MSC fleet. MCEL maintenance support includes all equipment located in the MCEL space (SP-312, Rm 131) as well as the accompanying external satellite transport equipment, cables and peripherals necessary sustain MCEL capabilities.

The MCEL is a certified open secret storage space therefore all authorized personnel must have a Secret clearance and be added to the Access Control List (ACL). Normal hours of operation are 0600 – 1800 Eastern Standard Time (EST) / Eastern Daylight Time (EDT), Monday - Friday. MCEL operation is authorized Sunday-Saturday, 24hrs daily. Notification to the Government MCEL Program Manager and COR/ACOR approval is required for work performed outside of normal hours of operation. Additionally, the Contractor may be required to work outside of normal work hours to support critical cybersecurity updates or to support emergent test events. Personnel not authorized in the MCEL access list may not access the MCEL without a formal visit request and require an escort while in the MCEL.

6.2.1 MCEL Program Management Support

The Contractor shall provide a structured Project Management support effort to manage delivery of all MCEL performance activities including but not limited to government support, deliverable submission, MCEL calendar scheduling and upkeep, submission of meeting agenda/minutes, oversight of engineering support, documentation updates, and risk management. In addition, the Contractor shall assist the government project manager with oversight and management of MCEL procurement needs. The Contractor shall utilize existing engineering artifacts and Configuration Items (CIs) associated with the product technical data package in all areas applicable.

6.2.1.1 MCEL Management Plan (MMP). The Contractor shall develop, deliver, and maintain throughout the contract period of performance, a MCEL Management Plan and schedule that shall be used as the baseline for technical, resource, production and management planning for all ISEA, Cybersecurity and new capability implementation support. The Contractor shall provide MMP within 30 business days after the kick-off meeting. The MMP will define all technical and management process areas required to support the MCEL operations. The MMP will support the design, development, testing, and troubleshooting of C4 capabilities and ensuring MSC Afloat IT systems are developed to a rigorous systems engineering standard prior to their use in the MSC fleet. (CDRL A201)

6.2.1.1.1. Requirements Management. The process for MCEL Requirements management shall be fully defined in the MMP. In support of this area, the Contractor may perform activities including:

a. Define future MCEL requirements and budget requests

b. Establish and maintain a Requirements Traceability Matrix (RTM)

c. Support the development of Business Case Analyses (BCAs) that support IT investment decisions

d. Support the development of an Analysis of Alternatives (AoAs)

e. Support Initial Technical Reviews (ITRs) and Alternative System Reviews (ASRs)

f. Support the development of Capabilities Development Documents (CDDs) and Capability Production

Documents (CPDs)

6.2.1.1.2 Risk Management. The process for MCEL Risk Management shall be fully defined in the MMP. In support of this area, the Contractor shall comply with MSC N6 risk management plans, as applicable. The Contractor shall perform activities including:

a. Risk Identification

b. Risk Analysis

c. Risk Mitigation Planning

d. Implement Risk Mitigation Plan

e. Risk Tracking

6.2.1.1.3 Configuration Management. The MCEL is maintained as an operationally representative shipboard environment. Configuration Management for the MCEL is aligned with requirements management in that the MCEL includes each instance of system and network supported and will incorporate all hardware configurations and software applications necessary for shipboard operation. The process for MCEL Configuration Management shall be fully defined in the MMP. The Configuration Management process establishes and maintains the consistency of each MCEL system’s functional, performance and physical attributes with its requirements, design and operational information and allows technical insight into all levels of the system design throughout the system’s life cycle. In support of this area, the Contractor shall comply with MSC N6 Configuration Management plans, as applicable the Contractor shall perform activities including:

a. Planning and Identification.

b. Version Control and Baseline configuration management

c. Change Control

d. Configuration status Accounting

e. Audits and Configuration Validation Reviews

6.2.1.1.4 Change Management (CM) Process. The Contractor shall follow the MSC CM guidance for establishing and…