HITSS_III_RFP_Attach_A_-PWS_Rev_7,_Amend_9.pdf

CLAUSE J.1, ATTACHMENT A

PERFORMANCE WORK STATEMENT, REV 7

FOR

HEADQUARTERS INFORMATION TECHNOLOGY SUPPORT SERVICES

(HITSS) III

NNH17579608R

SEPTEMBER 8, 2017

NASA Headquarters

Information Technology and Communications Division (ITCD)

Attachment A

INDEX

Contents

1.0 General

2.0 Program Management

2.0.1a Background

2.0.1b Program Certifications and Appraisals

2.1 Program Management Reports and Reviews

2.2 Metrics, Reporting, and Analytics

2.2.1 Metrics Definition and Metrics Management

2.2.2 Reporting

2.2.2.1 HQ ITCD Performance Management

2.2.2.2 – Financial Reporting, Estimation, and Resource Management .. 24

2.2.3 Analytics

2.2.4 Earned Value Management

2.3 Program Management

2.3.1 Integrated Master Schedule

2.3.2 Project Management

2.3.3 Portfolio Management

2.3.4 Knowledge Management

2.3.5 Quality Assurance

2.3.6 Risk Management

2.3.7 Compliance

2.3.8 Technology Management

2.3.9 ITIL and Service Management

2.3.9.1 Service Portfolio

2.3.9.2 Capacity Planning

2.3.9.3 Demand Management

2.3.10 Support for Onsite Contractors

2.3.11 Contractor Staff Management

2.3.11.1 Backfill and Hire Requirements for Vacant Contractor Positions

2.3.11.2 Technical Skill Management and Technical Competency

Management

2.3.12 Customer Relationship Management and Communications

2.3.13 Customer Education and Outreach

2.3.14 Customer Relationship Management (Technology and Data

Management)

2.3.15 On-Boarding and Off-Boarding of HITSS Contractor Staff

2.3.16 Logistics, Asset Management, and Property Management

2.3.17 Management of and Support for Other Direct Costs

2.3.18 Hours of Operation

2.3.19 Suitability and Security Clearance Requirements

3.0 Contract Transition and Stabilization

3.1 Deliverable Development

3.2 Ongoing Updates and Actions Supporting Implementation of

Transition and Stabilization Deliverables

3.3 Key Personnel and Key Functions/Roles

4.0 Portfolio Management (PfM)

4.1 Portfolio Management – Concept of Operations (CONOPS)

4.2 Portfolio Management – Metrics, Performance Measurement, and

Health Check

4.3 Portfolio Management - Risk Management

5.0 Program Integration Services

5.1 Service and Program Integration

5.2 Service Level Agreements and Memorandum of Agreements

6.0 Project Management

6.1 Project Management – Planning and Execution

6.2 Project Management –Earned Value Management and Monitoring . 88

6.3 Project Management – Risk and Issue Management

6.4 Project Management – Resource Management and Required Skills . 90

6.5 Project Management –Metrics

7.0 Standards, Service Level Agreements, and Measurements ... 92

8.0 Performance Management and Metrics Management

8.1 Performance Management - Define

8.2 Performance Management - Design

8.3 Performance Management - Develop

8.4 Performance Management - Deploy

8.5 Metrics Management

9.0 Risk Management

10.0 Knowledge Management (KM)

10.1 Knowledge Management –Information and Data

10.2 Knowledge Management –Knowledge Retention Services and

Support

10.3 Knowledge Management –Transition Planning Services and Support

10.4 Knowledge Management –Contractor Knowledge Management, Knowledge Retention, and Transition Planning

11.0 Customer Service

11.1 Customer Service - Service Coordination and Collaboration

11.2 Customer Service - Service Management

11.3 Customer Service - Incident Management

11.4 Customer Service - Service Request Management

11.5 Customer Service – HQ RIS Service Request & QA Customer

Surveys

11.6 Customer Service - Event Support

11.7 Software Release Authority Services and Support

12.0 Customer Relationship Management

12.1 Customer Relationship Management - Service Model

13.0 Customer Training

14.0 Communications Management

15.0 Onboarding and Offboarding

16.0 IT Security Management and Information Security

Management

16.1 Security Assessment & Authorization and Continuous Monitoring

16.2 Vulnerability Management

16.3 Security Incident Management and Response

16.4 Inventory/Asset Management

16.5 Security Monitoring

16.6 Security Configuration Management

16.7 Access and Account Management

16.8 Contingency Planning, Training, Testing/Exercise, and Operations

16.9 Information Security Management

16.10 Information Security Training

17.0 Information Technology Infrastructure Library (ITIL)

Support Services

17.1 General ITIL Services and Support

17.2 ITIL Service Strategy, Design, and Standards

17.3 ITIL Service Transition Services and Support

17.4 ITIL Service Operation and Continual Service Improvement

Services and Support

17.5 Service Knowledge Management

18.0 Service Catalog Maintenance and Support

18.1 Identify and Define Service Requirements

18.2 Update, Maintain IT Service Catalog

18.3 Publish and Promote the IT Service Catalog

19.0 Information Technology Management Services and Support

Requirements

20.0 Governance Development and Maintenance Support

Services

21.0 Change Management Services

21.1 The Change Management Framework, Methodology, Procedure, and Process

22.0 Configuration Management – Configuration Items, Information, and Data

22.1 Configuration Management – Configuration Items, Information, and

Data

23.0 Quality Assurance

23.1 Quality Management Plan

24.0 Testing and Test Management Services and Support

25A.0 Enterprise Architecture Services and Support

25A.1 Contractor Experience

25A.2 General EA Tasks

25A.3 Enterprise Architecture Segment Definition

25A.3.1 Business Architecture

25A.3.2 Information Architecture

25A.3.3 Application Architecture

25A.3.4 IT Infrastructure & Technology Architecture

25B.0 Business Intelligence and Big Data Services and Support

25B.1 Define a Business Intelligence (BI) and Data Analytics (DA)

Strategy:

25B.2 Define a Supporting Technical Architecture:

25B.3 Implementation of BI & DA strategy and Technical Architecture:

26.0 Application & Website Development, Web Services, and

Business Architecture Requirements

26.1 Application, Software, Web Application, and IT System

Development and Configuration

26.2 Website Development

26.3 Web services

26.4 Business architecture

26.5 Application Portfolio & Application Portfolio Management

26.5.1 Application Portfolio & Portfolio Management

26.5.2 Legacy Application Management

26.6 Website Portfolio & Website Portfolio Management

26.6.1 Website Portfolio

26.6.2 Website Management

26.7 Development and Design Analytics

26.7.2 Website Development and Design

26.8 Application and Website Architecture

26.8.1 Interface requirements

26.8.2 Integration requirements

26.8.3 Application Architecture

26.8.4 Data Models and Data Architecture (at the application level) ... 185

26.8.5 Content Architecture for Websites

26.9 Testing and Test Management

26.9.1 Application Testing

26.9.2 Mobile Application Testing

26.9.3 Website Testing

26.9.4 System Testing

26.9.5 IV&V support (provide data to the IV&V team and respond to requested actions, issues, and defects)

26.9.6 Testing Desktop Builds/Images, Browser Upgrades, Enterprise

Application Releases, Etc

26.10 Application/Software, Web Service, Web Application, IT System &

Website Deployment

26.11 Database Management

26.12 Application Analytics

26.13 Website Analytics

26.14 System Analytics

26.15 Change Management & Configuration Management for

Applications, Websites, Web Services, and Systems

26.16 Quality Assurance (QA) and Quality Control (QC) for Application, Systems, Website, and Web Services

26.17 Usability and Related User Interface Requirements

26.18 Software and License Management

26.19 Asset Management (for Applications, Websites, Web Services, and

IT Systems)

26.20 Requirements Development (Engineering) and Management

26.21 Software Development and Technical Development Lifecycle

Methodologies

26.22 Estimation

26.23 Application, Software, Web Service, and IT System Analysis

26.24 Website Analysis

26.25 Development Tools

26.26 Technology Management and Planning for Applications and

Websites

26.27 Data Management

27.0 Systems Engineering & Implementation Services and

Support Requirements

27.1 Systems Engineering Maturity and Capabilities

27.1.1 Systems Engineering Management Plan

27.2 Technical Performance Measures (TPM)

27.3 Risk Management

27.4 Technical Reviews

27.5 Configuration Management

27.6 Requirements Management

27.7 Hardware Design

27.8 Software Development/Implementation

27.9 Reliability Supportability, and Logistics

27.10 Studies and evaluations

27.11 Continuous Improvement

27.12 Quality Assurance

27.13 Independent Verification and Validation Support

27.14 Remaining current on Systems Engineering Standards and Best

Practices

27.15 Establish a Systems Engineering Community of Practice for NASA

HQ

27.16 Implementation (IMP) Requirements

28.0 Emerging Technology (ET) Services and Support

28.1 Emerging Technology Practice Definition

28.2 Emerging Technology Practice Research Support

28.3 Emerging Technology Implementation

29.0 Multimedia & Web-Streaming

30A.0 Content Management Services

30B.0 Document Management Services

31.0 Form Development Services and Support

32.0 Forms Management Support and Services

33.0 Records Management

33.1 Management of NASA Headquarters Records

33.2 Management of Contractor Records

34.0 Printing and Design (Communications Support Services

Center-CSSC)

34.1 Communications Support Services Center Management Support

34.2 Liaison Service Support

34.3 Customer Service Desk/ Work Intake

34.4 CSSC Task Management System

34.5 Installation Accountable Government Property

34.6 IT Security Compliance

34.7 Hours of Operation

34.8 Service Awareness

34.9 Safety and Housekeeping

34.10 Quality Assurance Requirements

34.11 Creative Design Services (CDS)

34.12 Graphic Design

34.13 Animation

34.14 Video

34.15 Multimedia

34.16 Exhibit Design

34.17 eBook

34.18 Social Media/New Technologies

34.19 Editing/Writing

34.20 508 compliance

34.21 Creative Technology Support

34.22 Communication Effectiveness

34.23 Design Services Restrictions

34.24 Ancillary Equipment Operation

34.25 Printing Management Services (PMS)

34.26 Installation Accountable Government Property

34.27 Replication Support Services (RSS)

34.28 Duplicating Volume Restrictions

34.29 Special Records Requirements

34.30 Ancillary Equipment Operation

34.31 Hours of Operation

34.32 Document Support Services (DSS)

34.33 Ancillary Equipment Operation

34.34 Online Services

34.35 Ancillary Equipment Operation

34.36 Product Delivery

34.37 Deliverables, Inspection & Acceptance

35.0 Infrastructure Services

36.0 Cloud Services

37.0 Reserved

38.0 Administrative Office Services

38.1 Account Administration

38.2 Reserved

38.3 Safety and Security Administration

39.0 Operations & Maintenance Services

39.1 Data Center Management

39.2 Hardware and Systems Software Maintenance

39.3 Systems Administration

39.4 Backup and Storage

39.5 Continuity of Operations and Disaster Recovery

39.6 Physical Control Support

39.7 Environmental Control Support

39.8 Account Administration

40.0 Computer and Mobile Device Services and Support

41.0 Desktop Services and Support

42.0 IT Catalog Service

43.0 Reserved

44.0 CYBERSECURITY AND INFORMATION SECURITY

SERVICES

44.1 Threat and Vulnerability Management Services

44.1.1 Threat and Vulnerability Monitoring and Communication

44.1.2 Network Vulnerability Scanning

44.1.3 Host Security Monitoring

44.1.4 Network Security Monitoring

44.1.5 Ad-Hoc Security Review and Scanning

44.1.6 Penetration Testing

44.2.1 Asset Inventory Support (SWAM, HWAM)

44.2.2 Security Configuration Baseline Development and Maintenance

44.2.3 Security Configuration Monitoring

44.3 Application Security Services

44.3.1 Application security assessment

44.3.2 Secure coding standards, practices and training

44.3.3 Secure code repository

44.4 Security Incident Management Services

44.4.1 Center/Organization Security Incident Management

44.4.2 Incident reporting

44.4.3 Digital Forensics

44.4.4 Malware Analysis

44.4.5 Media Sanitization Support

44.4.6 E-Discovery Support

44.5 Security Operations Services

44.5.1 Operation of Security Tools

44.5.2 Technical Field Support

44.5.3 Maintenance

44.6 Identity, Credential & Access Management Services

44.7 Security Consulting Services

44.7.1 Security Reviews

44.7.2 Security Requirements Development and Review

44.7.3 Security Control Selection and Tailoring Support

44.7.4 Security Subject Matter Support

44.8 Security Engineering services

44.8.1 Development and Implementation of Security Tools and Solutions

44.8.2 Development and Implementation of Security Processes, Methodologies, and Rule Sets

44.8.3 Evaluation of New Security Tools

44.9 Security Data Analytics Services

44.10 Security Assessment & Authorization Services

44.10.1 SA&A Support for NASA Information System Owners

44.10.1.1 Data Categorization

44.10.1.2 Development and Maintenance of System Security

Documentation

44.10.1.3 Security Self-Assessment

44.10.1.4 Risk and POA&M Management

44.10.1.5 Continuous Monitoring

44.10.2 Assessment Services

44.10.3 External System Support for NASA Information Owners

44.10.4 SA&A Oversight and Reporting Support

44.10.5 SA&A Oversight and Reporting Support for NASA SAISO

44.11 Security Governance Support Services

44.11.1 Development and Maintenance of Policies, Procedures and

Standards

44.11.2 Support of IT Security boards, working groups and Program

Meetings

44.11.3 Support for Strategic and Tactical Planning

44.11.4 FISMA and Compliance Reporting Services

44.11.5 Audit Support Services

44.11.6 Supply Chain Risk Management

44.12 Security Awareness and Training Services

44.12.1 Security Training Content

44.12.2 Delivery of Training

44.12.4 Compliance tracking

44.13 Information Security Support Services

44.13.1 Privacy Support

44.13.2 Privacy Breach Management

44.13.3 Support for Protection of Sensitive NASA Information

44.13.4 Compliance with Regulatory Requirements

45.0 Emergency Preparedness Planning and Support

45.1 Continuity of Operations planning and preparation

45.2 Emergency Operation Center and Continuity of Operations support

46.0 Reserved

47.0 COMSEC Support

48.0 Scientific and Technical Information Program Support

Services

49.0 Other Support Tasks (Non-Core Support)

50.0 Greenhouse Gas Emission Reporting (Core Support)

Part 1

General Information and Requirements

1.0 General

The Chief Information Officer in the NASA Headquarters Information Technology and

Communications Division (ITCD) is providing this Performance Work Statement (PWS) on behalf of

NASA Headquarters. The purpose of this Performance Work Statement is to provide a framework for information technology support services for ITCD and other NASA Headquarters organizations such as

Administrator Staff Offices, the Chief Information Officer (OCIO), Mission Directorates, JPL NASA

Management Office, and Mission Support Directorate.

The mission of NASA Headquarters is to provide overall guidance and direction to the Agency.. NASA

HQ is organized into four Mission Directorates (Aeronautics, Human Exploration and Operations, Science, and Space Technology), the Mission Support Directorate, and several Administrator Staff

Offices, including the Chief Financial Officer, Chief Information Officer, Chief Technologist, of

General Counsel, and Chief Engineer.

The mission of ITCD is to support NASA Headquarters (HQ) and the Agency by providing quality IT services, enabling HQ Mission Directorates, the Mission Support Directorate, and Administrator Staff

Offices as well as Agency and NASA Center programs to accomplish NASA’s mission. ITCD’s vision is to deliver reliable, innovative and respected IT solutions. Its key organizational values are integrity, responsibility, helpfulness, effectiveness, and collaboration. As the Agency is moving forward with the

NASA IT Infrastructure Integration Program (I3P), and Agency strategic sourcing initiatives, collaboration and integration of multiple services provided by multiple service providers is of special importance.

The contractor shall provide all personnel, equipment, supplies, facilities, transportation, tools, materials, supervision, and other items and services necessary to perform IT services and support as defined in this Performance Work Statement except for those items specified as government furnished property and services. The contractor shall perform to the standards in this contract and federal and IT industry standards.

The HQ IT Support Services (HITSS) Contractor shall:

a. Provide expert support and value-added guidance in developing cost effective solutions for IT requirements driven by but not limited to federal and Agency mandates, NASA missions and programs, and operations;

b. Provide an IT infrastructure, a technical architecture, a data architecture, a business architecture, an IT service integration architecture that fosters development of IT systems, technology platforms, IT services and technical capabilities in a robust, innovative, and evolving environment and takes full advantage of industry standards and emerging technologies;

c. Perform data management services for HQ;

d. Operate the NASA HQ data center environments in an efficient and effective manner;

e. Management of the NASA Headquarters Managed Computing Environment in the

Agency’s Cloud Infrastructure Program;

f. Support IT requirements that utilize specialized IT skills and knowledge of technology trends to significantly increase user productivity and efficiency;

g. Support IT requirements that utilize specialized IT skills, knowledge, and analytics to significantly contribute to, support, and affect effective IT management, IT operations, service management and integration, planning and delivery;

h. Support IT portfolio management to ensure support stewardship of IT investments;

i. Provide and support project management in support of HQ and Agency initiatives;

j. Provide outreach, communications, and excellent customer service for a variety of IT disciplines and functional areas;

k. Incorporate IT security in all aspects of the work to ensure protection of NASA

Headquarters’ data and systems, Agency data and systems, and in support of NASA

Centers’ data and systems;

l. Provide support for maintenance and management of ITCD’s governance model and structure, ITIL framework, ITIL service strategy, definition, design, and standards, ITIL service transition, ITIL operations, and continuous improvement;

m. Provide, manage, maintain, track, and report all equipment associated with HQ IT systems and services;

n. Track and report HQ assets (GFE);

o. Provide support for HQ Asset Management Processes;

p. Provide web services, to include public-facing website hosting and applications;

q. Provide Knowledge Management services and assist in the management of ITCD’s, HQ’s, and the Agency’s Knowledge Management programs;

r. Effectively collaborate with all stakeholders such as Headquarters, NASA Center, OCIO, and Agency IT Contractors to provide seamless integration of services to ITCD, NASA

Centers, the OCIO, and the Agency; and

s. Ensure that all IT activities meet all applicable Federal, OMB, OPM, Agency, and

Headquarters requirements.

The specific support services required under this contract include: planning and management of information systems, technical solutions & capabilities; Cloud Services; Application, Web, Business, Data, and Technical Architecture services; Lifecycle Management of Technical and IT Process

Implementation; Systems Engineering and Integration services; Supply Chain Risk Management;

Continuity of Operations (COOP); Operation of the NASA HQ Data Center; ITIL Services Strategy, Definition, Design, and Standards; ITIL Service Management; ITIL Service Management and

Operations; ITIL Continuous Improvement; IT and Information Security; Technology Innovation and

Infusion; Emerging Technology; IT Portfolio Management; Asset Management; Project Management and Integration services; Customer Service and Help Desk; Knowledge Management; IT Training; and support for approved NASA desktops, laptops, integration of HQ services into the Agency-wide Active

Directory, e-mail and calendaring functionality.

Below are services provided through the NASA I3P initiative or strategic sourcing initiatives, and the

NASA Shared Services Center (NSSC). The HITSS Contractor shall collaborate and integrate with, supplement and/or augment the I3P Contractors, if necessary, as well as the NSSC Contractor providing

NASA-wide Enterprise Service Desk (ESD) and Enterprise Service Request System (ESRS) services. A high-level view of the I3P acquisitions or strategic sourcing initiatives include the following enterprise services: ;

NICS (NASA Integrated Communications Services): Communications Services – to include data, voice, video, LAN and WAN services;

ACES (Agency Consolidated End-user Services): End-User Services – to include NASA

ACES desktops, laptops, cell phones, smartphones, Agency-wide Active Directory, e-mail and calendaring functionality;

WESTPrime (Web Enterprise Service Technologies Prime): Web Services – to include public-facing website hosting and applications; and, EAST 2 (Enterprise Applications Service Technologies): Enterprise Applications

Services – to include applications services associated with the NASA Enterprise

Applications Competency Center and Agency-wide collaboration services including

NASA’s Identity, Credentialing, and Access Management (ICAM) in addition to new intranet environments and applications.

Networx and Enterprise Infrastructure (EIS) contracts

NASA Enterprise Licenses Management Team (ELMT) For the acquisition of Enterprise software licenses and services

This PWS represents a set of core requirements that are provided to all HQ offices in the areas of program management; program-wide services; customer service and customer relationship management;

application, web, business architecture, technical architecture, data architecture, and data management services; NASA HQ Data Center and Cloud Services support; ITIL services and support; systems engineering, integration, and implementation services; Knowledge Management; IT security; Asset

Management; Project Management and Integration services; and the Emerging Technology program.

Other program or organizational unique related services may be required during the life of the contract to provide direct support to Mission Directorates and Mission Support Directorate in the areas of dedicated system development and/or subject matter expert support. These other services will be ordered through the Indefinite Delivery Indefinite Quantity (IDIQ) portion of the contract. Metrics, Service Level Agreements (SLAs), Operational Level Agreements (OLAs), Key Performance Indicators

(KPIs), and other measurements contained in this PWS will be used in conjunction with standards, policies, requirements, regulations, incentive fee metrics and measurements to determine the performance of the contractor.

2.0 Program Management

Effective program management is the cornerstone of successful contract execution. The Contractor shall be responsible and accountable for ensuring the quality and timeliness of products and services delivered under this contract. This requires technical expertise and the ability to establish technical credibility with all stakeholders such as ITCD, Mission Directorates, Administrator Staff Offices, the OCIO, and the NASA Centers. However, good program management also includes, but is not limited to, the following characteristics:

Leadership – The Contractor’s program management team shall lead its team by example toward the successful accomplishment of its mission, despite the problems that any program/project will encounter.

Leadership implies more than managerial skills. It includes looking ahead to see the big picture, strategic planning for changes in the technical landscape, anticipating potential problems, resolving them as quickly as possible, and providing the environment that enables the team to be successful.

Commitment to excellence and respect for team members and partners are strong elements of leadership.

Communications – The Contractor is responsible for doing its part to facilitate productive communications among all parties, including the Government, customers, and other service providers.

Lessons Learned – Identifying, documenting, and managing lessons learned to ensure a knowledge base from which transparency of positive and negative service and support activities as well as continuous improvement of services can be achieved.

Managing Relationships – Building and maintaining effective relationships with stakeholders is critical to success of this program. Stakeholders include ITCD staff and management, Mission Directorates and

Administrator Staff, the OCIO, other NASA Centers, and other service providers such as the Agency’s strategic sourcing contractors that depend on services performed under this contract.

On -Time Delivery of Quality Services and Support – A consistent delivery of services and support that meet customer expectations, quality standards, technical requirements, and schedule needs is essential to establishing and retaining credibility as a service provider.

Reporting – A strong reporting capability and framework provides visibility into the program and supports communication with the stakeholders as well as within the service provider’s staff. This is essential for corrective actions, support of lessons learned, risk management, and successful delivery.

Teambuilding – A strong, integrated Government-Contractor team is supportive and proactive. Good program management includes strategies to keep the team together and working toward mutual goals.

Institutional Support – Although technical expertise is important, a strong organization with access to resources for staffing and budgeting is a critical component of effective program management.

2.0.1a Background HQ ITCD’s program management structure consists of program integration services (includes contract management, governance, SLA management, metric definition and management, and portfolio management), Knowledge Management, Asset Management, ITIL, Lifecycle Management (including agile and iterative delivery/deployment), Project Management and Project Integration, and Financial

Management. The contractor shall provide data and provide services and support required to maintain these core functions of ITCD operations and program management. The requirements outlined in section 2.0 and sub-sections define the services, support, data, information, and knowledge essential to success of ITCD’s program management functions and processes.

2.0.1b Program Certifications and Appraisals

HQ ITCD requires the contractor to have the following certifications:

Lean Six Sigma (required for Service Improvement, Standards, Metrics, and Requirements

Development and Management services and support). The contractor and/or subcontractor personnel performing work for services and support for the following sections of the PWS shall have a minimum of one contractor staff member with Lean Six Sigma certification. Lean Six

Sigma certification is required for the following areas:

o Section 7.0 Standards, Service Level Agreements, and Measurements o Section 8.0 Performance Management and Metrics Management o Section 17.0 Information Technology Infrastructure Library (ITIL) Support Services o Section 19.0 Information Technology Management Services and Support o Section 23.0 Quality Assurance o Section 26.20 Requirements Development (Engineering) and Management

Information Technology Infrastructure Library (ITIL) (version considered current by industry at the time of contract effective date)

HQ ITCD requires the contractor to have the following Capability Maturity Model Integration (CMMI)

Maturity Level 3 appraisal achievement:

Capability Maturity Model Integration (CMMI) Maturity Level 3 (in application/software development and engineering, data center and cloud operations/services, configuration management, testing, systems engineering, and estimation of work).

o Product and Service Development – CMMI for Development (CMMI-DEV) o Service Establishment and Management – CMMI for Services (CMMI-SVC)

For the purpose of compliance with certification and appraisal requirements, the contractor (prime and/or subcontractors to the prime) shall have the certifications and appraisal achievements for the discipline areas and service areas specified above. Furthermore, the contractor (prime and/or subcontractors to the prime) performing work in the service areas, for which certifications and appraisal achievement are required, shall possess the certification(s) and appraisal achievements required for those service areas.

HQ ITCD’s program management structure consists of program integration services (includes contract management, governance, SLA management, metric definition and management, and portfolio management), Knowledge Management, Asset Management, ITIL, Lifecycle Management (including agile and iterative delivery/deployment), Project Management and Project Integration, and Financial

Management. The contractor shall be required to provide data and provide services and support required to maintain these core functions of ITCD operations and program management.

2.1 Program Management Reports and Reviews

A goal for the ITCD and HITSS team is for management and staff to be aware of program/project status on a continuous basis facilitated by precise, accurate, and timely reporting and reviews. In addition to face-to-face meetings, the Contractor shall provide and promote online postings of current knowledge products in an orderly and intuitive manner and minimize the need to generate and email products for distribution. The success of this service should minimize issues of versioning, multiple email attachments and enable meetings to focus more on details of status, issues, initiatives, and opportunities.

To support specific meeting requirements the Contractor shall:

a. Provision scheduling, invitation lists, and accurate documentation of minutes and actions;

b. Plan, operate and support daily operational status to brief the team on previous day’s issues/status and current day’s plans, review of escalated Work Requests, status of critical operational issues;

c. Plan, operate and support weekly Configuration Control Board (CCB) meetings to review deployment packages and infrastructure change request packages;

d. Plan, operate and support daily Functional Change Control Board (FCB) to review and disposition new Work Requests, proposed change requests and work requests for applications, services, infrastructure, architecture, and systems, issues of cross-Contractor or cross-service support and functions;

e. Plan, operate and support weekly Preliminary Design Reviews (PDR), Critical Design

Reviews (CDR), and Operational Readiness Reviews (ORR) status;

f. Plan, operate, and support weekly Program and Project Management Review Board

(PMRB/PMR) for review and vetting of potential IT investments, for proposed service changes, for Agency and federal mandates, for potential projects, and other IT related initiatives and requests;

g. Plan, operate, and support monthly program meetings, and other forums/reviews as required to ensure focus on specific issues requiring leadership attention and coordination such as project risk versus planned, priority adjustment requests and analysis, outstanding critical project or program issues.

DRD Description Frequency

DRD 2-1-1 Contract Status Meeting Monthly – no later than last week of the month

DRD 2-1-2 PMRB/PMR Meeting Weekly

DRD 2-1-3 CCB Weekly

DRD 2-1-4 FCB Daily

DRD 2-1-5 Gate Review Meetings Weekly

DRD 2-1-6 Operational Status Daily

2.2 Metrics, Reporting, and Analytics

Metrics, reporting and analytics are vital to IT Management, portfolio management, ITIL execution, service management, risk management, IT operations, and continuous improvement. The objective of services and support that the Contractor shall provide to ITCD in support of defining, documenting, managing, maintaining, reporting, and analyzing metrics, reports, and other data is to establish effective oversight of information technology processes, assets/artifacts/resources, delivery, management, and operations for the program. It is essential the Contractor have an established metrics and statistical analysis competency for the success of these requirements and business needs.

2.2.1 Metrics Definition and Metrics Management

The Contractor shall collect data, define and implement processes and systems, and enhance ITCD’s metric framework, metric methodology, and metric management for ITCD’s operational management, IT management, and program management to include (but not limited to) the following:

Earned Value Management

Project Management

Knowledge Management

Financial Reporting and estimation at the program level, project level, work request level, sprint level, release level, service level. (cost and hours)

Portfolio Management

Metrics Definition and Metrics Management

Quality Assurance

Transition Planning and Execution

IT Service Management

ITIL Service Strategy, Definition, Design, and Standards

Risk Management

Software and Web Development, Systems Engineering & Implementation, and Technology

Management Lifecycles

Compliance

ITIL Lifecycles, Processes, and Functions

Enterprise Architecture (Data Architecture, Technical Architecture, Business/Program-Level

Architecture)

Customer Relationship Management and Customer Service Lifecycle and Processes

Capacity Planning

Demand Management

Information Security

Technical Skill Management and Technical Competency Management

DRD 2-2-1-1 Metrics Data & Metric Status

Report: Definition, collection, review, assessment, evaluation, management, maintenance, and enhancement of metrics and analytics for ITCD’s metric framework, metric methodology, and metric management for ITCD’s operational management, IT management, and program management. Report must include (but not limited) the following metrics:

•Earned Value Management

•Project Management

•Knowledge Management

•Financial Reporting and estimation at the program level, project level, work

Updated and available weekly during the first three months of contract start date; enhancements and additional content added monthly thereafter request level, sprint level, release level, service level(cost and hours)

•Portfolio Management

•Metrics Definition and

Metrics Management

•Quality Assurance

•Transition Planning and

Execution

•IT Service Management

•ITIL Service Strategy, Definition, Design, and

Standards

•Risk Management

•Software and Web

Development, Systems

Engineering &

Implementation, and

Technology Management

Lifecycles

•Compliance

•ITIL Lifecycles, Processes, and Functions

•Enterprise Architecture

(Data Architecture, Technical Architecture, Business/Program-Level

Architecture)

•Customer Relationship

Management and Customer

Service Lifecycle and

Processes

•Capacity Planning

•Demand Management

•Information Security

•Technical Skill

Management and Technical

Competency Management

2.2.2 Reporting

2.2.2.1 HQ ITCD Performance Management

The Contractor shall leverage opportunities for collaboration and shall satisfy all stated deliverables and metrics that are identified throughout this PWS. The Government requires minimizing the submission of paper documents during this contract and maximizing the online discovery of and relationship between documentation, configuration items, financial information, program data, project data, work request data, service level data, inventory, assets, plans, metrics, process and standards, resources, and analytical artifacts. The Contractor shall assess, enhance, establish, provide, and manage an online environment that achieves the following goals:

a. Provides a secure site for Contractor, ITCD, and other HITSS stakeholders to collaborate in the execution of HITSS activities and to develop products. Content posted to the site shall include linkages to and between related deliverables and supporting artifacts, outage notifications, training documentation, technical documentation, task order documentation, financial data, estimation data, schedule data, risk data, project management data, data that supports ITCD’s

ITIL framework/service management/standards/strategy/operations, data architecture, technical architecture, and business architecture, actual cost data, ITCD’s IT Portfolio, security plans, baselined inventory, standard procedures, as-built drawings, configuration items/artifacts, assets, resources, processes, guidelines and DRDs (Data Requirements Documents);

b. Leverages existent authoritative data sources such as but not limited to STRAW, ITSEC-EDW, IDAMS, Solarwinds, Nagios, server logs, and configuration management databases (e.g. the application portfolio, application code repository, vm and server configuration baselines, RAM

(Rational Asset Manager), procedural repositories (e.g. SOPR (Standard Operating Procedures

Repository) ), RAM (Rational Asset Manager), work management systems (e.g. WRIS (the

Work Request In-Take System), WMS (the Work Management System), RTC (Rational Team

Concert)), lifecycle management (e.g. Rational CLM and other supporting lifecycle management tools), CCB tools (e.g. the RTC Change Request Module), the project management and portfolio management system (e.g. the HQ Project and Portfolio Management System (HQPPMS);

c. Establishes technical approaches, procedures, standards and mechanisms to ingest new authoritative data sources in to the HQ ITCD Business Intelligence (HQBI) service;

d. Ensures visibility, at varying levels as appropriate, to project plans and management activities, including schedule, actual costs, actual hours, estimated costs, estimated hours, resources, milestones, and trending sufficient to discuss alternatives or priority tradeoffs;

e. Contains current information as well as history of key areas to determine risks, mitigations and areas for improvement;

f. Can be leveraged as the environment to ingest data from authoritative sources outside of HQ for the purpose of activity reporting (e.g. On Boarding, Off Boarding, Service Operations);

g. Manages service requests by utilizing on-line tools that enable users to initiate and track them through an online system, and integrates this system with the NSSC’s Enterprise Service Desk and Enterprise Service Request System;

h. Is accessible, at varying levels as appropriate, via web browsers to the Contracting Officer’s

Representative (COR), Contracting Officer (CO), ITCD management, HQ Operations

Management, ITCD Performance Monitors, Mission Directorate and Mission Support Task

Managers, and other HITSS stakeholders;

i. Contains financial reporting, task order management, invoicing and similar business information from the contractor’s business system;

j. Provides ability to view documents and analysis and an option to download;

k. Is searchable, sort and retrievable by relationships and/or by common attributes;

l. Provides an index and explanations of variances for metrics falling outside the minimum standard; and provides visibility into all aspects of technology updates including schedules for quarterly refresh, bi-annual technical infusion, prototypes, pilots, and plans.

Within 60 days of contract effective date, the Contractor must deliver an assessment of the HQ Business

Intelligence System, a recommendation document for enhancements and improvements, a proposed design document for the recommended enhancements and improvements, a schedule for delivery and implementation of the enhancements and improvements, a cost estimate, and a functional, deployable solution (in the HQ ITCD R&D environment) for the recommended enhancements and improvements.

The enhancement, establishment, provisioning, and/or management of the online environment shall be completed and delivered within 6 months of the effective date of this contract.

DRD 2-2-2-1-1 Documentation environment of metrics, data, information, work requests, analytics, and deliverables implementation plan and implementation schedule

Delivered 60 days after contract start date. Updated and available weekly

DRD 2-2-2-1-2

Product Backlog Updates Established 60 days after contract start date. Updates to the product backlog to be made weekly thereafter as prescribed by IT industry Agile concepts and procedures and ITCD’s Agile SOPs and framework

DRD 2-2-2-1-3 Product Backlog Report Delivered every two weeks

2.2.2.2 – Financial Reporting, Estimation, and Resource Management The Contractor shall provide financial, estimation, and resource management reporting at the following levels for this contract:

Contract Level – pricing plan, actual costs, resource plans, actual hours, cost variance, hour variances, and forecasts for costs, hours, and resources.

Program Level – pricing plans, actual costs, resource plans, actual hours, cost variance, hour variances, forecasts for costs, hours, and resources for each major PWS section outlined in this contract.

Service Level – pricing plans, actual costs, resource plans, actual hours, cost variance, hour variances, forecasts for costs, hours, and resources for each service supported by the contract.

Project Level – estimated hours, estimated costs, estimated resources, planned schedules, actual hours, actual costs, actual resources, actual schedule, cost variance, hour variance, and schedule variances for each project and sub-project.

Task Order Level – estimated hours, estimated costs, estimated resources, planned schedules, actual hours, actual costs, actual resources, actual schedule, cost variance, hour variance, pricing plans, forecasts for costs, hours, and resources.

Work Request Level – estimated hours, estimated costs, estimated resources, planned schedules, actual hours, actual costs, actual resources, actual schedule, cost variance, hour variance, schedule variance, and velocity (estimated and actual).

Asset Level – estimated O&M hours, estimated O&M costs, estimated O&M resources, actual

O&M hours, actual O&M costs, estimated O&M resources, O&M cost variance, O&M resource variance, O&M hour variance, forecasts for costs, hours, and resources.

Sprint and Release Level ---- estimated velocity, estimated hours, estimated costs, estimated resources, actual velocity, actual hours, actual resources, actual costs, velocity variance, hour variance, resource variance, and cost variance.

Resource Level – for each HITSS staff on the contract, the Contractor shall provide estimated hours, estimated costs, actual hours, actual costs, and forecasts for costs, hours, and resources at the following levels for each monthly.

o Program level o Service level o Project level o Task Order level o Work Request Level o Asset Level o Sprint and Release Level

The Contractor shall perform earned value management at the program, service, project, task order, work request, asset, sprint and release levels of delivery. The Contractor shall provide financial reporting, estimation, and resource management information based on a WBS reporting structure comparable, compatible, and traceable to the HQ ITCD’s WBS, financial, program, project, work request, portfolio management, sprint, and release, and asset reporting structures. Financial data and reports, estimates, resource information and related/supporting data and information shall be stored in a system developed and implemented by the contractor within the NASA hosting environment and/or shall be stored in an existing HQ ITCD system that shall be enhanced by the contractor.

Within 3 days of contract effective date, the Contractor shall demonstrate a functional, operational, system that can produce artifacts to support ITCD financial, estimation, and resource management requirements.

DRD 2-2-2-2-1 Program Level Financial, Estimation, and Resource

Reporting

Delivered monthly

DRD 2-2-2-2-2

Contract Level WYE

Reporting

Total Number of

WYES – Actual (on-site and off-site)

Total Number of

WYES – Planned

(on-site and off-site)

Number of WYES by

Technical Area (on-site and off-site)

Number of WYES by prime versus subcontractor

For the contract, Variance explanation for WYE planned versus actual

Program Level Reporting

Total Number of

WYES grouped by

PWS section

For each PWS section, the Number of WYES Actual (on-site and off-site)

For each PWS section, Total

Number of WYES –

Planned (on-site and off-site)

For each PWS section, Number of

WYES by Technical

Area (on-site and off-site)

For each PWS section, Number of

WYES by prime versus subcontractor

For each PWS section, Variance explanation for WYE planned versus actual.

DRD 2-2-2-2-3 Contract Level Reporting – includes 533s (and other financial and planning data), status reports (work planned, work accomplished, work in progress, risks, issues)

DRD 2-2-2-2-4 Program Level Reporting -includes 533s (and other financial and planning data), status reports (work planned, work accomplished, work in progress, risks, issues)

Delivered monthly

DRD 2-2-2-2-5 Service Level Report Delivered monthly

DRD 2-2-2-2-6 Task Order Report - includes

533s (and other financial and planning data), status reports

(work planned, work accomplished, work in progress, risks, issues)

Delivered monthly

DRD 2-2-2-2-7 Contract Level Financial, Estimation, and Resource

Reporting

Delivered monthly

DRD 2-2-2-2-8 Project Level Report Delivered monthly

DRD 2-2-2-2-9 Work Request Level Report Delivered monthly

DRD 2-2-2-2-10 Asset Level Report Delivered monthly

DRD 2-2-2-2-11 Sprint and Release Level

Report

Delivered monthly

DRD 2-2-2-2-12

Reserved

DRD 2-2-2-2-13 EVM Report Delivered monthly

DRD 2-2-2-2-14 WBS Matrix First delivery 5 days after contract effective date; second delivery 20 days after contract effective date;

thereafter delivered and maintained monthly

DRD 2-2-2-2-15 WBS and Financial Review Monthly

Metric # Description Metric

Metric 2-2-2-2-2-1 On-time submission of program management data deliverables

On-time delivery 99% of the time

Service Level

Agreement #

Description Service Level Agreement

SLA 2-2-1 Report the Accuracy of program management data and reporting

Program Management data and reporting will be 100% accurate

SLA 2-2-2 Reasonableness of estimates Estimates provided for decision making purposes and planning purposes will be accompanied with a justification. Estimates must be provided within 48 hours of request or process/framework requirements unless otherwise negotiated with the government

2.2.3 Analytics

The Contractor shall provide services and support of the analysis of metrics, resource management, asset management, financial management, portfolio management, service management, change and configuration management, and other IT management products to ensure effective execution and management of ITCD’s ITIL framework, ITIL lifecycles, and processes.

The Contractor shall utilize ITCD systems (such as but not limited to (e.g. SOPR (Standard Operating

Procedures Repository) , RAM (Rational Asset Manager), work management systems (e.g. WRIS (the

Work Request In-Take System), WMS (the Work Management System), RTC (Rational Team

Concert)), lifecycle management (e.g. Rational CLM and other supporting lifecycle management tools), CCB tools (e.g. the RTC Change Request Module), the project management and portfolio management system (e.g. the HQ Project and Portfolio Management System (HQPPMS)) and vendor systems to:

a. Perform analysis of metrics, reports, market research, and other IT management data and information to assist and support ITCD in continuous service improvement, operations improvement, program improvement;

b. Develop and implement a repository to store analysis results, track recommended corrective actions, track status, and other related information;

c. Support the management and maintenance of the repository for analysis results;

d. Provide statistical analysis, trending/trend analysis, and forecasting of metric outcomes to support ITCD’s IT management activities such as but not limited to the following to compare as-is and to-be results based on identified corrective actions and proposed mitigations of issues and deficiencies:

i. Service management and service integration

ii. Portfolio management

iii. ITCD’s ITIL framework

iv. Software development, systems engineering and implementation, and technology lifecycle execution and management

v. Asset management and inventory management

vi. Technology management

The Contractor shall provide support to HQ ITCD for viewing and understanding as-is state of services, the portfolio, ITIL framework, operations, financials/costs, lifecycle management, etc. and the consequences of these areas if deficiencies and issues identified based on analysis of metrics, data, information, reports, etc. are not addressed. The Contractor shall provide support to ITCD with identifying and understanding what the to-be state would look like if corrective actions and mitigations of the issues and deficiencies identified in the analysis are addressed and implemented.

DRD 2-2-3-1 Analytics Report (must address 2.2.3a – d and subsections)

Monthly

DRD 2-2-3-2 Analytics Database Design, Development Schedule, and

Implementation Plan

Delivered 10 days after contract effective date

DRD 2-2-3-3 Analytics Database (for to storing analysis results, tracking recommended corrective actions, tracking status, and other related information)

Delivered 60 days after contract effective date

DRD 2-2-3-4 Analytics Database Data

Management Plan, SOP and

CONOPS

Delivered 30 days after contract effective date

DRD 2-2-3-5 Analytics Database Data

Management Plan, SOP, and

CONOPS Updates

Delivered quarterly

DRD 2-2-3-6

Product Backlog Updates Established 15 days after contract start date. Updates to the product backlog to be made weekly thereafter as prescribed by IT industry Agile concepts and procedures and ITCD’s Agile SOPs and framework

DRD 2-2-3-7 Product Backlog Report Delivered every two weeks

2.2.4 Earned Value Management

The Contractor shall calculate earned value for this contract including all task orders under this contract. Upon request, NASA HQ ITCD and/or IDIQ customer request, the Contractor shall establish, maintain, and manage a WBS structure, the cost account, and work package constructs for the appropriate levels of data capture to ensure alignment with ITCD metrics/metrics management, analytics, financial, and other reporting requirements. Otherwise, the Contractor shall calculate earned value (related metrics) to level 2 of the WBS at the program level and to a WBS level requested by

NASA HQ ITCD and/or IDIQs for project level reporting.

The Contract shall utilize an earned value management process ( when a formal EVM requirement is requested) and shall utilize a tool (provided by NASA HQ ITCD) to calculate earned value. The

Contractor shall ensure that…