NTIA Independent IT Org Assessment_Draft SOW.pdf

Statement of Work for IT Organizational and Technical Assessment

Contents

Background Objectives Scope Tasks Government-Furnished Property, Material, Equipment, or Information (GFP, GFM, GFE, or GFI) Security Facility Access DOC Appropriate badging Travel Onboarding/In processing Place of Performance Hours of Operation Period of Performance Key Personnel Personnel Qualifications:

Project Manager Technical Exhibit 1 – Performance Requirements Summary Technical Exhibit 2 – Deliverables Schedule

Background This Statement of Work (SOW) is issued in accordance with the Federal Information Technology Acquisition Reform Act (FITARA), the Presidential Memorandum on "Enhancing the Security of the Federal Information Systems", and the Clinger-Cohen Act. This SOW is further aligned with the Federal Chief Information Officer (CIO) Council's strategic roadmap, aiming at optimizing IT investments, enhancing security, and facilitating effective service delivery.

The National Telecommunications and Information Administration (NTIA), located within the Department of Commerce, is the Executive Branch agency that is principally responsible by law for advising the President on telecommunications and information policy issues. NTIA’s programs and policymaking focus largely on expanding broadband Internet access and adoption in America, expanding the use of spectrum by all users, and ensuring that the Internet remains an engine for continued innovation and economic growth. These goals are critical to America’s competitiveness in the 21st century global economy and to addressing many of the nation’s most pressing needs, such as improving education, health care, and public safety.

The NTIA provides IT services to a diverse workforce of approximately 900 individuals, including 600 government employees and 300 contractors. The agency operates from three primary locations: Washington, D.C., Boulder, Colorado, and Gettysburg, Pennsylvania, in addition to supporting a remote workforce. NTIA manages its operations across two security domains, Secret and Unclassified, and utilizes Azure cloud services to enhance its IT capabilities. This setup supports NTIA's crucial role in advising the President on telecommunications and information policy issues, while fostering innovation and economic growth through its programs.

In response to significant growth over the past few years, driven by new initiatives and programs, NTIA has recognized the need to scale and adapt its IT capabilities to meet increased demands. NTIA has initiated an IT assessment to review its current organizational and technical capabilities and to outline strategies for future improvements. This assessment will examine the administration’s existing IT organizational structure and technical capacities, evaluating how well these elements support the administration’s expanded goals and identifying areas where enhancements could be made.

This assessment is designed to support the transformation of NTIA’s IT infrastructure into a streamlined, secure, and efficient framework, effectively supporting its mission-critical operations and strategic initiatives considering its recent growth and evolving responsibilities.

Objectives The objectives of the NTIA IT assessment are designed to evaluate and recommend enhancements to the administration’s IT framework, ensuring it supports NTIA’s operational and strategic needs efficiently. The assessment aims to provide the following:

• Comprehensive Assessment: Conduct a detailed review of NTIA's IT organizational structure to evaluate staffing, roles, responsibilities, and processes against industry standards and similar-sized organizations. This assessment aims to identify gaps and opportunities for improvement, ensuring the IT setup effectively supports current and future operational demands.

• Strategic Alignment: Align the IT infrastructure and organizational strategy with NTIA’s and DOC’s broader strategic goals. This involves tailoring IT functions and systems to support core operations more effectively and accommodate future growth within NTIA and across the DOC.

• Targeted Improvements: Based on the assessment findings, provide specific recommendations for enhancing the organizational and technical aspects of NTIA’s IT environment. This will focus on increasing efficiency and the functionality of IT systems and processes.

• Future State Roadmap Development: Develop a clear and actionable IT roadmap that outlines the necessary steps to transition to a more optimized IT infrastructure. The roadmap will detail key initiatives, resource requirements, and timelines needed to implement recommended changes.

Scope The project encompasses three main tasks, each focusing on a distinct aspect of the IT environment to ensure a comprehensive assessment and effective planning for future improvements:

Tasks Task 1: IT Organizational Assessment

Objective: To thoroughly examine the IT division's organizational structure to evaluate staffing levels, roles, responsibilities, and operational processes against industry best practices and benchmarks from similarly sized organizations.

Subtasks:

1) Data Collection: Gather existing organizational charts, job descriptions, and current process documentation.

2) Stakeholder Interviews: Conduct interviews with IT staff and key stakeholders to understand their roles, challenges, and perceptions of current processes.

3) Benchmarking: Compare organizational structure, staffing, staffing mix (Government/Contractor), resource costs, and processes against those of similar-sized organizations and industry standards.

4) Gap Analysis: Identify discrepancies between current practices and best practices, highlighting areas for improvement.

5) Recommendation Development: Formulate recommendations for restructuring, staffing adjustments, and process optimizations.

6) Briefings on the Current State: Deliver comprehensive briefings that explores the key aspects of the NTIA's current IT organizational structure. These briefings will present the findings on staffing, roles, responsibilities, and processes, providing a clear picture of the current operational landscape. In addition to this analysis, highlight any identified quick wins and real-time opportunities for process improvement, enabling NTIA to begin implementing changes immediately for enhanced efficiency and effectiveness.

Task 2: IT Technical Assessment

Objective: Conduct a detailed evaluation of all IT systems, including software, hardware, and network infrastructure, to identify technological deficiencies and areas requiring updates or enhancements.

1) Inventory Documentation: Catalog all IT hardware, software, and network resources currently in use.

2) Performance Assessment: Evaluate the effectiveness and efficiency of existing systems through reviews and benchmarking..

3) User Feedback Collection: Gather and analyze user feedback on the effectiveness and usability of IT systems.

4) Technology Gap Analysis: Compare current technology with industry standards to identify outdated systems or processes.

5) Upgrade Recommendations: Develop recommendations for system upgrades, replacements, or consolidations based on the analysis.

6) Briefings on the Current State: Deliver comprehensive briefings that explores the key aspects of the NTIA's current IT organizational structure. These briefings will present the findings on staffing, roles, responsibilities, and processes, providing a clear picture of the current operational landscape. In addition to this analysis, highlight any identified quick wins and real-time opportunities for process improvement, enabling NTIA to begin implementing changes immediately for enhanced efficiency and effectiveness.

Task 3: IT Future State Planning

Objective: Use the findings from the organizational and technical assessments to develop a NTIA Future State Roadmap. This roadmap will outline the necessary organizational structure, technical capabilities, resource allocations, and IT functions and applications required to support NTIA’s strategic objectives.

1) Assessment Analysis:

a. Compile and analyze the results from both the IT organizational and technical assessments to determine the future requirements of NTIA's IT environment.

b. Identify key areas where IT functions and applications need to be enhanced, consolidated, or newly implemented.

2) Technical and Organizational Roadmap:

a. Outline the future state organizational structure that supports an optimized IT function, including descriptions of new roles or redefined existing roles.

b. Develop a detailed plan for the technical capabilities required to support future operational and strategic needs.

c. Define the IT functions and applications that align with NTIA’s long-term goals, including specifications on whether these should be developed internally, acquired, or outsourced.

3) Resource Mapping and Budget Forecasting:

a. Identify the human, technical, and financial resources required to achieve the future state vision.

b. Create a budget forecast that includes the cost of new technologies, training for IT staff, and other resources necessary for implementing the future state IT roadmap.

4) Stakeholder Engagement:

a. Engage with key stakeholders across various levels of NTIA and DOC CIO office to gather input and build consensus around the proposed future state roadmap.

b. Facilitate workshops or meetings to discuss the roadmap details, gather feedback, and ensure that the future state aligns with the needs of all stakeholders.

5) Roadmap Implementation Strategy:

a. Finalize the future state roadmap incorporating stakeholder feedback and risk management strategies.

b. Develop a phased implementation strategy that outlines timelines, milestones, and performance metrics to ensure successful adoption and transition.

c. Identify opportunities within the DOC and related bureaus where the NTIA can take advantage of shared services or contract vehicles to enhance efficiency.

6) Briefings on the Identified Future State and Gap Analysis: Deliver comprehensive briefings outlining the envisioned future state of the NTIA's IT operations. Articulate a clear vision of how a highly effective organization should run, emphasizing optimal staffing levels, roles, responsibilities, and processes. Subsequently, outline the root causes identified and present actionable recommendations to bridge the gap between the current state and the desired future state of NTIA's IT operations. Provide an understanding of the challenges impacting root causes and the recommended solutions. The insights will inform decision-making and drive meaningful progress toward achieving NTIA operational objectives.

Government-Furnished Property, Material, Equipment, or Information (GFP, GFM, GFE, or GFI) The Contractor must be responsible for safeguarding all government equipment, information and property provided for Contractor use as outlined in FAR 52.245-1 Government Property. The Contractor must not use GFP/E/I for any purposes other than official Government business as performed under this statement of objectives. At the close of each work period, government facilities, equipment, and materials must be secured.

Contractors working on Government sites will be provided with standard business equipment including all or some of the following: desk, chair, phone, computer and access to office equipment such as printers, copiers, fax, etc.

Security All work performed requires personnel, at a minimum, to have a successfully adjudicated National Agency Check with Inquiries (NACI).

The industry partner shall be responsible for properly protecting all information used, gathered, or developed because of this Contract. The industry partner shall implement procedures that ensure that appropriate administrative, technical, and physical safeguards are established to ensure the security and confidentiality of sensitive government information, data, and/or equipment. The Industry partner ’s procedures shall be consistent with Government and Department of Commerce policies, OMB Circular A-130, Management of Federal Information Resources, the Computer Security Act of 1987, the Federal Information Security Modernization Act of 2002 (FISMA), and the Privacy Act, and in addition, during all activities and operations on government premises the Industry partner shall comply with the policies, rules, procedures and regulations governing the conduct of personnel or protection of government facilities and data as expressed by Department of Commerce, written or oral.

Facility Access All Industry partner personnel who work at the Department of Commerce must have approval for facility access; the industry partner must supply the names of those employees selected to perform the work.

DOC Appropriate badging The Government shall provide system access for on-site and off-site work in accordance with agency standards, local security regulations and rules of conduct. For industry partners that require HSPD-12 compliant badges, badging is estimated to take 14-21 days.

Travel There is no out-of-area travel anticipated for this task order.

If required, the Contractor shall travel with prior approval from the designated COR during the performance of this Task Order to attend meetings, conferences or conduct other official business covered under this task order. Authorized travel is reimbursable in accordance with the contract and in alignment with (IAW) the Federal Travel Regulation (FTR) and FAR Part 31.205-46 – Travel Costs. The Contractor shall ensure adequate funding is available for costs of travel prior to incurring costs.

Local travel to HCHB, meetings, conferences or other official business covered under this task order is not reimbursable as a direct charge.

In the event the Contractor is authorized, the Contractor will submit a Trip Report as outlined in Exhibit 2 Deliverables Schedule.

Onboarding/In processing The Contractor must manage the onboarding of its staff to NTIA. Onboarding includes steps to obtain an NTIA PIV card, network and email account, complete training, initiate background investigations, and gain physical and logical access to NTIA. In addition, the Contractor must identify individuals who may require elevated privileges to the necessary development and test environments for the various systems to be enhanced.

After review between the Contractor and NTIA COR, a decision will be made as to the necessity of obtaining GFE for the onboarding staff. If approved, the Contractor must follow the appropriate steps to obtain the equipment.

A single Contractor Onboarding point of contact (POC) for each TO must be designated by the Contractor that tracks the onboarding status of all Contractor personnel. The Contractor Onboarding POC must be responsible for submitting all required onboarding paperwork 48 hours from the start date provided to the NTIA COR and identified

Government representative. The Contractor must be responsible for tracking the status of all its staff’s onboarding activities to include the names of all personnel engaged on the statement of objectives, their initial training date for NTIA Privacy and Information Security training, and their next required training date. The Contractor Onboarding POC and the Contractor TO PM must communicate any issues with in-processing/onboarding of an incoming contractor and must follow-up with the identified Government representative as required. The Contractor Onboarding POC must also report the status of the staff level during onboarding status meetings. The Contractor must provide an Onboarding Status Report weekly for any staff with outstanding onboarding requests for review by the identified Government representative.

Place of Performance Department and other Government activity location(s) Herbert C. Hoover Building located at 1401 constitution Avenue, NW, Washington, DC 20230.

When place of performance is at a contractor facility, the complete address for all performance locations is required to be identified by the contractor and approved by the

COR.

Hours of Operation The Contractor is responsible for conducting business Monday thru Friday during normal business hours (9AM – 5PM EST) except Federal holidays or when the Government facility is closed due to local or national emergencies, administrative closings, or similar government directed facility closings.

Occasional emergency workload peaks, or changing government priorities, may necessitate that the Contractor discuss workload priorities with the COR and request the approval of a variance in regularly scheduled hours. If the COR cannot rank the jobs in order to meet critical deadlines without affecting predetermined shift composition, the COR may approve a shift variance if requested. This does not constitute an approval for extended compensation; rather, the contractor must realign the scheduling of personnel.

When hiring personnel, the Contractor must keep in mind that the stability and continuity of the workforce are essential.

Period of Performance The total period of performance with all options exercised is for six months from the date of the award. Option Periods may be exercised at the sole election and discretion of the Government pursuant to a contract modification. The contractor will be informed that the Option Period will be exercised via a thirty (30) day notification of the Government’s Intent to Exercise the Option.

Key Personnel The Contractor personnel assigned to this statement of objectives will be considered as key personnel. The Contractor must assign and identify the full-time key personnel for the duration of the PWS period of performance.

Personnel Qualifications:

Key personnel must be assigned for at least the first three months of the statement of objectives and may only be replaced or removed if they meet the criteria listed below.

Qualifications and experience provided for all key personnel should be as current and relevant as possible.

Certain skilled, experienced professional and/or technical personnel are essential for accomplishing the work to be performed. These individuals are defined as “Key Personnel” and are those persons whose resumes must be submitted and marked by the contractor as “Key Personnel” through proposal submission.

Title Years of

Experience Degrees/Certifications required

Project Manager 5 of comparable size and scope.

Bachelor’s or master’s degree in business management, computer science, information technology or systems engineering/ Program Management Professional.

Business Analyst 5 of comparable size and scope.

Bachelor’s or master’s degree in business management, computer science, information technology, systems engineering or a related field.

Technical Architect 5 of comparable size and scope.

Bachelor’s or master’s degree in computer science, information technology, systems Engineering or a related technical field.

Change Management Specialist

5 of comparable size and scope.

Bachelor’s or master’s degree in business management, computer science, information technology or systems engineering/ Program Management Professional.

Project Manager

The Contractor must provide an IT Project Manager who must be responsible for all Contractor work performed under this Work Order. The IT Project Manager is designated as Key Personnel by the Government and subject to the conditions of the clause entitled Key Personnel.

The IT Project Manager must be a single point of contact for the Contracting Officer and the Contracting Officer’s Technical Representative (COR). It is anticipated that the Project

Manager must be one of the senior level employees provided by the Contractor for this work effort. During any absence of the Project Manager, only one alternate must have full authority to act for the Contractor on all matters relating to work performed under this contract.

Business Analyst

The Contractor must provide a business analyst that is able to gather and analyze requirements and ensures that business and technical objectives are met.

Technical Architect

The Contractor must provide a technical architect that is able to analyze the IT architecture and propose improved solutions that meet business and technical needs.

Change Management Specialist

The Contractor must provide a change management specialist who manages change in an organization and ensure that processes are followed as change is initiated and completed.

Technical Exhibit 1 – Performance Requirements Summary The Contractor service requirements are summarized into performance objectives that relate directly to mission essential items. The performance threshold briefly describes the minimum acceptable levels of service required for each requirement. These thresholds are critical to mission success.

Performance Objective (The Service required—usually a shall statement)

Performance Standard

Performance Threshold (This is the maximum error rate. It could possibly be “Zero deviation from standard”)

Method of Surveillance

Program Management

The Contractor shall provide deliverables and work products that are accurate, complete, and delivered on

• >= 95% deliverables and work products delivered on time and within guidelines of

Monthly review of deliverables and work products against the acceptable quality level.

schedule, based on the Government approved baseline and appropriate approved plans.

All contractor conclusions / advice / recommendations are supported by thorough analysis, and are complete, comprehensive and suitable to support government decision making needs.

appropriate approved plans

• Standard is met when provided conclusions / advice / recommendations are consistent with industry best practices.

Program Management (Financial Status)

The Contractor shall provide notification to Government when the burn rate reaches 75%

Standard is met when notification is made to the COR when the burn rate reaches 75%.

COR notification by the Program Manager

IT Organizational Assessment Report

Assessment as defined in PWS is comprehensive and complete and revised as necessary.

• >= 95% deliverables and work products delivered on time and within guidelines of

Monthly review of deliverables and work products against the acceptable quality level.

IT Technical Assessment Report comprehensive and complete and revised as necessary.

• >= 95% deliverables and work products delivered on time and within guidelines of work products against the acceptable quality level.

IT Future State Strategic Roadmap comprehensive and complete and revised as necessary.

• >= 95% deliverables and work products delivered on time and within guidelines of work products against the acceptable quality level.

Technical Assessment Briefings

Briefings as defined in PWS.

• >= 95% deliverables and work products

Monthly review of work products delivered on time and within guidelines of against the level.

Future State Briefings

Briefings as defined in PWS.

• >= 95% deliverables and work products delivered on time and within guidelines of work products against the level.

Technical Exhibit 2 – Deliverables Schedule This technical exhibit lists any reports or documentation that is required as a deliverable to include the frequency, # of copies, medium/format and who/where it is to be submitted. A deliverable is anything that can be physically delivered but may include non-physical things such as meeting minutes.

Deliverable Description (PWS

Section) Frequency # of Copies Submit To

Project Management Plan

MS Office or

PDF

Project management plan that details management of project as well as staffing list.

As required 1 copy submitted electronically and posted central document repository

COR,

TPOC

Transition-Out Plan

MS Office or

PDF

Transition-Out Plan that describes transition activities to contribute to an orderly and professional transition out. This document will be submitted in Draft and Final.

Draft – submitted no later 45 calendar days before the end of the Statement of objectives period of performance.

Final – submitted no later than 30 calendar days before the end of the Statement of objectives period of performance.

1 copy (Draft and Final) submitted electronically and posted central document repository

COR,

TOPR

Monthly Status Meeting

The Contractor must establish and facilitate monthly

Monthly, no later than the 5th of the month

Monthly meeting Meeting will include attendees

(In person or Virtual meeting) progress meetings to include the Contracting Officer’s Representative (COR), and other Government personnel.

as identified by the COR and TPOC

Monthly Status Report (MSR)

MS Office or

PDF

Monthly report that summarizes programmatic activities

Monthly no later than the 5th of the month

1 copy submitted electronically and posted central document repository

COR,

TPOC

Weekly Status Report (WSR)

MS Office or

PDF

Weekly report that summarizes programmatic activities

Every week on Monday

1 copy submitted electronically and posted central document repository

Support Documentation

MS Office, PowerPoint, or

PDF

Preparation of briefing slides, agendas, handouts, and other supplementary materials at least 24 hours in advance.

24 Hours in Advance of the Scheduled Meeting

1 copy submitted electronically and posted central document repository

Minutes

MS Office or

PDF

Meeting minutes including action items, objective owners and due dates.

24 hours after Scheduled Meeting Date

1 copy submitted electronically and posted central document repository

Trip Reports, as required

MS Office or

PDF

Trip reports that describe travel details to include approval, expenses, and details about the trip.

As required 1 copy submitted electronically and posted central document repository

COR,

TPOC

Lessons Learned

Document detailing lessons learned from completed projects.

As required 1 copy submitted electronically and posted central document repository

COR,

TPOC

Telework Plan/Schedule

Document detailing telework plan.

As required 1 copy submitted electronically and posted central document repository

Project Closeout Report

MS Office or

PDF

Project Closeout report that summarizes programmatic activities for the period of performance

No later last day of period of performance

1 copy submitted electronically and posted central document repository

COR,

TPOC

Project Proposal

Outlines objectives, timeframe, budget and risks

As required 1 copy (Final) of associated written deliverables submitted electronically and posted central document repository

COR,

TPOC

IT

Organizational Assessment Report

Detailed report updated as needed.

As required 1 copy submitted electronically and posted central document repository

COR,

TPOC

IT Technical Assessment Report

Detailed report updated as needed.

As required 1 copy submitted electronically and posted central document repository

COR,

TPOC

IT Future State Planning

Detailed report updated as needed.

As required 1 copy submitted electronically and posted central document repository

COR,

TPOC

Technical Assessment Briefings

The Contractor must establish and facilitate technical assessment meetings.

As required As required Meeting will include attendees as identified by the COR and TPOC

Future State Briefings

The Contractor must establish and facilitate technical assessment meetings.

As required As required Meeting will include attendees as identified by the COR and TPOC

Project Management Plan – Contractor must develop a project management plan and update this document as needed. Contractor must provide a comprehensive staffing list as part of this plan.

Transition‐Out Plan The Contractor must develop a Transition-Out Plan that includes, at a minimum, the following information:

• A list of all major milestones and deliverables.

• A detailed Plan of Action and Milestones (POA&M) with intermediate and major milestones and dependencies.

• Processes and standards used to ensure meeting the transition requirements during the transition.

• Governance methods including written methods of cooperation with the incoming vendor and regular reporting to the OCIO.

• Inventory of processes and tools used to meet performance standards outlined in the PWS.

• Staffing plan that includes dates and timelines for transitions and return of GFE.

• Documentation, manuals, and SOPs that were developed throughout contract duration.

• Master contact list for external contacts required to maintain operational services.

Monthly status meeting The Contractor must establish and facilitate monthly status meetings to include the COR and other Government personnel. At these meetings the team must discuss but not be limited to the following:

• Ongoing and upcoming activities.

• Risk and Issues.

• Deliverables.

• Performance.

Monthly Status Report The Contractor must provide a Monthly Status Report (MSR) that briefly describes the status across the entirety of this statement of objectives, including optional objectives.

The Contractor must include but not be limited to the following information:

• Financial status, to include:

• Accumulated invoiced costs for each CLIN up to the previous month.

• Projected cost of each CLIN for the current month.

• Performance standard results.

• Personnel gains, losses, and status (for security clearance purposes).

IT Organization and Technical Assessment

• Security action summary.

• Government actions or barriers encountered/required.

• Summary of trips taken, conferences attended, etc. (Attach trip (see Travel in section 10) reports to the MSR for reporting period).

• Inventory status, to include configuration management, change control, software licenses, patch management, and vulnerability software.

• Performance reporting indicating the High End‐to‐End (E2E) Availability of OCIO

Environment which includes facility, devices, software and network.

• Documentation status including links to the shared repository.

Weekly Status Report The Contractor must provide a Weekly Status Report (WSR) that briefly describes the performance status across the entirety of this statement of objectives, including optional objectives. The Contractor must include but not be limited to the following information:

• Ongoing and upcoming activities.

• Risk and Issues.

• Performance.

Technical Assessment Briefings

The Contractor must provide briefings on the organizational and technical assessments of NTIA’s IT ecosystem as defined in the PWS.

Future State Briefings

The Contractor must provide briefings on the future state and gap analysis as defined in the PWS.

Meeting Support Documentation The Contractor must provide meeting support documentation materials including, but not limited to briefing slides, agendas, handouts, and other supplementary materials, as required, to align with OAM programmatic requirements.

Meeting Minutes The Contractor must provide meeting minutes to include action items, objective owners, and due dates, as required, to align with OAM programmatic requirements.

Trip Reports The Contractor must provide a Trip Report for each trip that the OCIO requires them to travel outside the local area. The Contractor requires approval from the Government of the trip prior to taking the trip. The report must contain at a minimum the following:

• Dates of travel

• Persons traveling

• Purpose of travel

IT Organization and Technical Assessment

• Expenses associated with travel

• Supporting Documentation

• Results

• Action items

The Contractor must use Government rates for travel and accommodations. See PWS Section 11 for additional information regarding travel guidelines.

Lessons Learned The Contractor must provide documents that detail lessons learned from initial assessments, as required, to align with OAM programmatic requirements.

Telework Plan/Schedule The Contractor must provide a telework plan that details the schedule the contractors will follow, as required, to align with OAM programmatic requirements.

Project Closeout Report The Contractor must provide a final Project Closeout Report that describes, at a minimum:

• Financial status.

• Accumulated invoiced costs for each CLIN up to the final month.

• Government Furnished Equipment inventory.

Project Proposal The contractor must provide a project proposal that outlines the objectives, timeframes, budget and risks of the project. The proposal must periodically be updated.

IT Organizational Assessment Report A detailed report presenting findings from the organizational assessment, including gap analysis and recommendations for structural and operational enhancements.

IT Technical Assessment Report A comprehensive report detailing the technical evaluation, including performance data, assessment results, user feedback, and upgrade recommendations.

IT Future State Strategic Roadmap A strategic document that articulates the planned evolution of the IT environment at NTIA, detailing the future organizational structure, required skills and competencies, resource plans, budget estimates, key initiatives, benchmarks, and a phased implementation approach.