ATTACHMENT A RFP SECTION C BMA PWS rev01062011.pdf

ATTACHMENT A

SECTION C

BENEFIT MANAGEMENT APPLICATIONS/PERFORMANCE WORK STATEMENT

1.0 GENERAL INFORMATION

1.1 Introduction

The Pension Benefit Guaranty Corporation (PBGC), a federal corporation, was created by the Employee Retirement Income Security Act of 1974. PBGC currently protects the pensions of more than 44 million American workers and retirees in 30,330 private single-employer and multi-employer defined benefit pension plans. PBGC encourages the continuation and maintenance of private-sector defined benefit pension plan, provides timely and uninterrupted payment of pension benefits, and strives to maintain pension insurance premiums at a minimum for participants. Defined benefit pension plans promise to pay a specified monthly benefit at retirement, commonly based on salary and years on the job. When the sponsor of a covered plan cannot support the plan, the plan terminates and PBGC becomes its trustee. In the approximately 3,800 plans that have gone through this termination and trusteeship process, PBGC pays benefits to more than 630,000 retirees and beneficiaries and is responsible for over 550,000 other participants who are not yet eligible to retire.

PBGC’s Director reports to a Board of Directors chaired by the Secretary of the Treasury. The secretaries of Labor and Commerce are the other board members. PBGC is not funded by general tax revenues.

Instead, PBGC is funded by the insurance premiums it collects from employers that sponsor insured pension plans and by the investments revenue from assets acquired from terminated plans.

The Office of Information Technology (OIT) is responsible for PBGC's information technology program.

OIT provides information technology (IT) and electronic communications services and support to PBGC;

plans for, directs and coordinates the allocation of corporate resources for IT services, support and related activities; delivers IT business solutions driven by customer requirements; operates, maintains and safeguards PBGC business and infrastructure systems; and oversees the acquisition of IT resources for

PBGC.

1.2 Objective

The objective of this procurement is to acquire software development and maintenance services, and operational and production support services for the Benefit Management Applications (BMA) for PBGC.

This procurement is expected to be an Indefinite Delivery/Indefinite Quantity (IDIQ), performance-based contract; one base year with four (4) option years, with the period of performance of 12 months each.

PBGC has chosen the use of an IDIQ contract as the vehicle to provide work to the contractor. Projects are formed based upon the business need that will require Development, Modernization, and Enhancement (DME) or Steady State (SS) work. Task orders will be generated based upon the PBGC approved projects.

Task orders may be Firm Fixed Price (FFP) or Cost Plus Incentive Fee (CPIF). Invoices shall be submitted, track, monitor and approve for each task order. All projects will be assigned and invoices approved by the Contract Officers Technical Representative (COTR).

1.3 Background

OIT currently manages the BMA suite of applications of PBGC’s core business divisions: Benefit Administration Payment Department (BAPD). The purpose of the BMA suite of applications is to manage and report on participant and beneficiary information, and have consistent means of dealing with benefits. BMA suite provides PBGC with the means of achieving its corporate and strategic goal:

be responsive and timely meeting the customer needs. Refer to Section 8.0 for a detailed list of applications and technology associated with the BMA suite.

2.0 GENERAL CONTRACT SCOPE OF WORK

The contractor shall perform the necessary services to successfully perform the objectives described in this Performance Work Statement (PWS). The objective of this PWS is to provide the information and standard needed to continue providing User Enhancements, maintain and operate the BMA suite to provide a seamless view of the benefits and one-stop-shop that support the entire business process for PBGC. This PWS addresses the need for the BMA suite to support the legislative mandates, the demand for infrastructure changes, security changes, architecture changes and audit findings and changes that improve efficiency and power of the applications in order to support PBGC in meeting its mission, and corporate and strategic goals.

The contractor shall support the improvement of overall system performance, improve efficiencies in improving data quality for Benefit Administration, provide more efficient processes for both Participants and PBGC staff in order to support a better customer experience by providing quality customer service for the participant.

The contractor shall support the modernization plan for Benefit Administration that includes consolidating changes and modernizing supporting applications and databases within each system to reduce the number of development and steady state projects and costs.

The contractor shall perform services for Development, Modernization and Enhancements and Operations and Maintenance Support for the BMA suite outlined below for PBGC to meet its mission, corporate and strategic goals and objectives.

2.1 Transition Plans

The offeror shall provide phase-in and phase-out plans describing actions, plans, and procedures to ensure a smooth transition from contract award to full operational status.

A. Phase In/Start Up Plan: The offeror shall propose a Phase In transition of operations plan to ensure uninterrupted support and services are rendered while the transfer of knowledge and files is accomplished. The Phase In plan shall begin at a date specified by the Contracting Officer Technical Representative and be accomplished in no more than 60 calendar days. Immediately following award, the contractor shall develop a Plan to transition services that shall include, but not be limited to:

• Continuance of any scheduled deliverables.

• Continuance of standard operations during the 60-day transition period.

• Transition of records, knowledge, files, procedures or other designated information important to the successful of this requirement.

B. Phase Out/Shut Down Plan: The offeror shall propose a Phase Out/Shut Down plan, describing how the offeror would ensure the timely and efficient transition of current operations to the successful Contractor if there are any future procurements.

2.2 Development, Modernization and Enhancements

Development, Modernization and Enhancement (DME) services are changes to the scope of existing applications that provide for new, changed and deleted functionality, features or capabilities. Changes are generally requested to improve software in response to PBGC business process, user interface, technology advancement changes and industry mandates. In addition, other activities include moving the current BMA suite capabilities to target architecture necessary to support progress against the PBGC’s strategic goals for customer service and the President’s Management Agenda.

In order to support the DME efforts, the contractor shall:

1. Perform and complete project initiation, planning, analysis, design, development, testing and implement any new approved modernization enhancements and requirements to the existing BMA suite in compliance with Information Technology Systems Life Cycle Methodology (ITSLCM) or any future methodology.

2. Schedule and coordinate the DME releases with the appropriate teams and deliver the releases on time and within budget.

3. Deploy quality DME software releases in production and minimize downtime in production due to Quality issues.

4. Ensure the design is interoperable with other integrated systems and meet Enterprise Architecture (EA) guidelines.

5. Coordinate extensively with all involved areas such as OIT, BAPD, Enterprise Information Security Office (EISO), and other applicable divisions and systems within PBGC and Federal Government to ensure all impacts are identified before project implementation.

6. Deploy all software enhancements through releases according to established PBGC Software Configuration Management Procedures and Change and Release Management Policy, Process and Procedures and PBGC security policies to ensure the agency standards are accurately captured and incorporated into the releases.

7. Work in partnership with OIT in anticipating and responding to future initiatives and technology evolutions that will enable OIT to respond to customer and provide an efficient and robust system.

8. Conduct appropriate system testing types for projects (e.g., unit testing, parallel testing, regression testing, end-to-end testing, integration testing, performance testing, load testing, functionality testing) to ensure the quality of releases. The contractor may be required to use automated testing tools.

9. Support and assist application users in User Acceptance Testing of the BMA suite and related systems (e.g., CRM, IPS, PAS, and eALG) including, but not limited to, the preparation of test plans, test cases/scripts, test results, and the use of automated testing tools, develop and maintain operational, system documentation, and procedures.

10. Effectively coordinate the notification of the deployment of DME releases to users, stakeholders, Service Desk, COTR, and other impacted parties in a timely manner in order to provide impacted parties time to prepare for the release.

2.3 Operations Support

In order to maintain the BMA suite in production and provide user support, the contractor shall do the following in order to meet the customer’s needs and the organization’s goals and objectives to provide timely, accurate and responsive customer service.

1. Respond and resolve operational problems and Service Desk tickets assigned to the BMA team.

Contact users and provide technical assistance to ensure issues are resolved timely. Effectively communicate with the users to provide the status of the open issues.

2. Provide Service Desk support, follow OIT Service Management, Incident and Problem Management processes (using HP Service Manager Incident Queue or any future tools), and participate in root cause analysis in order to resolve production and user support issue. The Service Desk is the single point of contact for the PBGC users on a day-to-day basis. The Service Desk has the total ownership of the incident reported by user; therefore it is the obligation of the Service Desk to inform users of the status of incidents.

3. Conduct analysis of problems reported by users. Recommend business, functional and/or technical improvements for the affected systems and business processes, including the addition of business and technical features to existing software. Provide alternative solutions to improve the related processes and assist in exploring possibilities of using new features, functions and modules.

4. Develop, run and evaluate ad-hoc reports to ensure the reports meet the business and sponsoring organizations requirements.

5. Effectively respond to questions about the BMA suite, system errors and outages. Resolve technical issues with Information Technology Infrastructure Operations (ITIO), production Oracle Database Administrators (DBA’s), network support, other PBGC teams, other systems and databases such as Genesis, Customer Care Applications (CCA), Document Management Systems

(DMS).

6. Monitor stored procedures, preset automated jobs, and other executables that are run periodically in production to support operations.

7. Enhance controls to ensure complete and correct processing of periodic jobs.

8. Conduct analysis of problems reported by user and recommend business, functional and technical improvements for the affected systems and business processes in order to ensure the BMA suite is providing the greatest benefit to users.

9. Provide support to ITIO to resolve application production issues.

10. Provide alternative solutions to improve the related processes and assist in exploring possibilities of using new features, functions and modules that will increase operational efficiency of the BMA suite and reduce complexity of applications without introducing workaorunds.

11. Prepare recommendations for training based on any operational changes.

12. Maintain and update Operation procedures, operations guide, and supporting documentation to reflect revisions and corrections of errors to the BMA suite.

13. Support system administration duties as needed.

14. Support application and system audits from external and internal auditors.

15. Participate in corporate-wide IT initiatives such as Security Plan Updates and assist with the application’s security certification and accreditation related tests.

16. Provide after-hours and weekend support to users/stakeholders as requested by PBGC during yearly processing and other critical times.

17. Provide technical assistance to PBGC as needed. Examples include, but are not limited to, migration of applications to future versions of software, database and operating systems on servers.

18. Retire applications. The contractor may propose processes, and methods for retiring and archiving applications, as long as they do not conflict with the current PBGC and BAPD guidelines and are approved by the COTR.

19. Plan and Participate in Continuity of Operations Plan (COOP) testing for the BMA suite of applications. Develop COOP testing scenarios; work with users and COOP team to execute COOP tests and document results. Contractor shall identify key resources to ensure COOP, in case of COOP incident and shall ship the resources to COOP location.

20. The contractor shall ensure separation of duties between operations and production staff, and the development staff. Personnel designated to perform development tasks shall not be granted operational access to the production environment. A separation of duties policy between development and operations is being monitored and enforced by PBGC.

21. Support activities for transitioning applications from/to other teams.

22. Support other PBGC teams responding to questions related to BMA suite, and conducting analysis of issues that affect continuing operations.

23. Provide other production support as needed.

2.4 Maintenance Support

Maintenance support enables systems to operate according to the most recent set of approved requirements and do not change functionality, features or capability of the exiting applications. The timing of maintenance requests are generally predictable, however, the nature of the request may not be as predictable.

In order to respond to request and changes that impact the BMA suite, the contractor shall perform the following:

1. Perform and complete project initiation, planning, analysis, design, development, testing and implement any approved changes to the existing BMA suite in compliance with ITSLCM or any future methodology.

2. Schedule and coordinate the maintenance releases with the appropriate teams and deliver the releases on time and within budget.

3. Deploy quality maintenance software releases in production and minimize downtime in production due to Quality issues.

4. Analyze and evaluate software problems to perform corrections/minor changes (e.g., data fixes) to support applications users. Validate the corrections, minor changes and enhancements identified, define the requirements, design the correction, analyze the impact of the correction on the application, test the corrected application, analyze and evaluate the test results for the corrected application, and then implement the corrected application according to an approved plan.

5. Conduct appropriate system testing types for projects (e.g., unit testing, parallel testing, regression testing, end-to-end testing, integration testing, performance testing, load testing, functionality testing) to ensure the quality of releases. The contractor may be required to use automated testing tools.

6. Deploy all software changes through releases according to established PBGC Software Configuration Management Procedures and Change and Release Management Policy, Process and Procedures and PBGC security policies to ensure the agency standards are accurately captured and incorporated into the releases.

7. Coordinate maintenance support efforts and implement maintenance changes with OIT and other impacted systems to ensure the smooth deployment of the application. Support includes obtaining and understanding relevant technical information including installation instructions, release notes, file listings, known problems document, data dictionary changes and support policy guidelines.

8. Maintain, coordinate and provide technical assistance and support for the testing and upgrading of all standard software with the Testing Center Operation (TCO) group and in all environment location instances including the Common Development Environment – Team Specific (CDE-T), Common Development Environment – Integrated (CDE-I), Integration Testing Center (ITC) and alternative sites (to support COOP).

9. Continuously evaluate emerging technology for applicability to the BMA suite and provide system improvement recommendations for new technology initiatives. Maintain and modify the BMA suite to meet new technical requirements, including end of life service. Reduce complexity of applications without introducing workaorunds.

10. Conduct an impact analysis when a new software version adds new or modified functionality or when any current version that is being used must adapt to a new operating system or server environment.

11. Provide technical assistance to migrate the BMA suite, database and operating systems on servers to future software versions.

12. Provide comprehensive analytical support to determine new requirements for existing BMA suite.

Implement and maintain processes for proactively researching, identifying, recommending new technologies and capabilities that will eliminate duplication, increase organizational efficiency, improve customer satisfaction and capitalize on industry best practices.

13. Conduct technical and functional reviews of the latest application releases and provide technical and functional support to areas such as OIT and BAPD staff in maintaining the BMA suite.

14. Effectively coordinate the notification of the deployment of maintenance releases to users, stakeholders, Service Desk, COTR, and other impacted parties in a timely manner in order to provide impacted parties time to prepare for the release.

15. Develop and publish Release Notes for each maintenance release so that users understand the changes that were made to the release.

16. Recommend, propose processes and methods for retiring and archiving existing legacy applications to eliminate redundant system functionality in production.

17. Maintain and update the information, instructions and technical requirements targeted to software developers (e.g., schemas), and troubleshoot software-related issues that develop.

18. Provide after-hours and weekend support to users/stakeholders as requested by PBGC during yearly processing and other critical times.

19. Comply with PBGC’s ITSLCM and EA guidelines at PBGC to maintain and support BMA suite and related systems.

20. The contractor shall present defects at the periodic status meetings, with COTR and business, for prioritization and deciding on releases and schedules. The contractor’s Serena PVCS repository shall be audited at any given time. Results of the audit may require the contractor to fix deficiencies in their repository in a given time frame.

2.5 Training

An important part of system’s success is whether the end-users can use the BMA suite effectively. End-users must be trained on the BMA suite so that they can complete their job functions in a timely manner.

In order to meet the end-users and business need, the contractor shall perform the following:

1. Develop and perform timely, flexible, and cost effective training for BMA suite to ensure that users are trained successfully in using the application that supports their daily operations. Tailor the training to efficiently meet specific user needs and conduct the training as necessary to support new BMA users, after major upgrades, and meet ad hoc customer requests.

2. Support ongoing training of BMA users on BMA releases. Develop training materials to help users quickly become familiar with the new changes to the system. Develop job aids (quick reference guides), training labs, step-by-step procedures, and online tutorials that can be used to train the users on new changes in the software releases.

3. Maintain training documents on the PBGC BMA Portal website and other agreed upon specific locations so that users can have ongoing access to the training materials.

4. Deliver training plans and schedules prior to a release implementation. Ensure users are trained in a timely manner to coincide with the rollout of the software changes into the production environment.

5. Work with the other teams to address training needs and issues. Facilitate meetings with other application teams to develop strategies to inform users of the changes that are being implemented for the BMA suite. Provide training assistance to teams that are impacted by the BMA releases.

6. Assess user training needs and develop appropriate training material in order to support the user training needs.

7. Coordinate with Business Representatives, PBGC training professionals and other key stakeholders to recommend and share best training approaches and practices; development of training materials and/or tools classroom or online instruction in support of BMA suite.

8. Provide access to all training artifacts produced to all users, Process and Product Quality Assurance (PPQA) team and other project teams.

9. Use WEBEX tool, or any other web conferencing software approved by PBGC, for online training and is a critical component of successful system implementation strategy.

The contractor shall use this tool to train users and troubleshoot issues, when appropriate, in order to assist PBGC in reducing travel cost and other expenditures associated with training end-users. After the approval of the COTR, or designated Contract Monitor, the contractor shall provide training at the Customer Care Center (CCC) and Field Benefit Administration (FBA) offices as requested.

2.6 Technical Writing

During the life of a system, many changes are made to improve the operational efficiency of the system. It is critical to document the changes throughout the system lifecycle so that the development teams and users can have reference materials to reflect the changes. For the BMA suite, the contractor shall do the following in order to maintain and provide documentation of the changes to the system:

1. Add and update the technical, user, test plans, test results, configuration management and change control documentation for BMA suite. Documents shall be added or updated as new or enhanced application releases are implemented and as procedures are modified as a result of these releases.

The actual documents added or updated shall be based on the nature of the work and the schedule and priorities established by the COTR and/or designated Contract Monitor (CM).

2. Prepare and deliver narrative documentation such as requirements and technical specifications, test plans, test results, report code, issue tracking (e.g., Problem Resolution Report) and spreadsheet analyses to PBGC in electronic form using the PBGC standard or other software designated by the COTR and/or designated Contract Monitor.

3. Develop and prepare documentation including, but not limited to, functional and data requirements, functional and technical specifications, flowcharts (e.g., functional decomposition, data flow diagrams), system design, user manuals, and code.

4. Prepare and deliver graphical documentation for flowcharts and other types of graphics.

5. Develop and produce technical documentation specified and approved by the COTR, and/or designated CM, for each new and modified change for each release.

6. Utilize the PBGC’s Portal and internal web site for information sharing, where appropriate, and support converting the electronic version of the documentation to PBGC’s Intranet, adhering to OIT standards.

7. Develop user and technical documentation, reference materials (online and/or paper), demonstration materials, and/or Web user help files. The contractor shall conduct or support demonstrations, training sessions (e.g., train technical staff and internal and external users), develop and provide training materials, and develop and utilize training aids (e.g., online training screens and information).

8. Deliver appropriate online help file, user manuals, and training guides with releases.

9. Provide access to all the artifacts produced to integrated teams in PBGC.

10. Maintain and update the BMA web site on the PBGC intranet portal.

3.0 GOVERNMENT FURNISHED PROPERTY

The Government shall provide, the facilities, equipment, materials, and/or services listed below.

The Government will furnish office furniture, telephone, fax, computer equipment and internet backbone access for contractor employees at the Government site. The contractor shall be the hand receipt holder for all assigned Government equipment in use by the contractor.

All utilities in the facility will be available for the contractor's use in performance of duties outlined in this PWS. The Contractor shall instruct employees in utilities conservation practices. The contractor shall be responsible for operating under conditions that preclude the waste ofutilities.

The Government will furnish the necessary workspace for the contractor staff to provide the support outlined in this PWS.

4.0 APPLICABLE DIRECTIVES COMPLIANCE

4.1 Information Technology System Life Cycle Methodology

The Contractor shall adhere to and comply with the PBGC’s Information Technology Systems Life Cycle Methodology (ITSLCM), or any future methodology, Policy and Process Flow for all IT solutions. A copy of the latest ITSLCM Policy, Process Flow and other related documents can be obtained at http://www.pbgc.gov/docs/im_05_7.pdf.

The contractor shall follow all processes, procedures and templates established under the SLCM.

The contractor shall comply with and adhere to any future ITSLCM directives and policies.

4.2 Enterprise Architecture

The Contractor shall adhere to and comply with the PBGC Enterprise Architecture (EA) guidelines.

The Contractor shall support and comply with the standards and technologies of the PBGC target architecture as described in the PBGC Enterprise Architecture Blueprint. A copy of the latest EA Blueprint and other related documents can be obtained at http://www.pbgc.gov/docs/enterprise%20architecture%20blueprint.pdf.

The contractor shall comply with and adhere to any future EA guidelines and standards.

4.3 Security

The contractor shall ensure that all software design and development comply with PBGC’s Information Security Policy (ISP) and Information Assurance best practices and standards and allow for customization as security policies and procedures are modified.

The contractor shall obtain certification and accreditation from EISO before deployment of any enhancement projects.

The contractor shall also comply with other government standards including Office of Management and the Budget (OMB) Circular A-130, Computer Security Act of 1987 (Public Law 100-235), Privacy Act of 1974 as amended, and the Freedom of Information Act as amended.

The contractor shall ensure timely and effective identification, isolation, containment, and coordination of security incidences in compliance with EISO standards and policies.

The contractor shall comply with and adhere to any future Security directives and policies.

4.4 Government Regulations and Standards

The contractor shall be responsible for compliance with applicable Federal Government regulations and standards for software development and maintenance. These include OMB guidelines for system security and internal controls, the Government Paperwork Elimination Act, standards from the National Institute of Standards and Technology (NIST), Section 508 of the American with Disabilities Act, and local PBGC standards.

The contractor shall ensure that the BMA suite of applications meet all relevant Federal internal control standards. For example, the BMA Suite must be in compliance with OMB circulars A-123, A-127, and A- 130, the Computer Security Act of 1987, the Privacy Act of 1974, government auditing standards, PBGC specific security standards, Management Control Unit (MCU) requirements and Enterprise Architecture Planning Committee requirements.

The contractor may recommend and propose additional processes, methods and standards, as long as they do not conflict with the current PBGC and BAPD processes, methods, and standards and are approved in writing by the COTR and/or designated CM.

4.5 Earned Value Management

The contractor shall be in compliance with the American National Standards Institute (ANSI)/ Electronic Industries Alliance (EIA) 748-A-1998 (2002) Earned Value Management System guidelines on all DME projects as required by OMB.

The contractor shall actively manage and report on Earned Value (EV) on a monthly basis or as requested.

The contractor shall conform to standards established by the PMO for tracking EV.

The contractor shall track and report EV using PMO's EV methodology.

The contractor shall adhere to changes to the EV tracking and reporting methods as PBGC/OIT matures in automating and conforming to Federal Mandates for EV tracking and reporting.

The contractor may also be required to deliver management briefings using OIT’s established templates.

5.0 CONSTRAINTS AND ASSUMPTIONS

5.1 Integrated Project Team

The Contractor shall be an active member of the Integrated Project Team (IPT). The IPT is comprised of members of the project team, Process and Product Quality Assurance (PPQA) contractor team, other impacted project teams, PBGC functional staff and other stakeholders as required.

The Contractor shall attend weekly status meetings to review the project progress. Frequency of the meetings may change due to emergent need and issue resolution.

The Contractor shall present information regarding accomplishments over the previous period, plans for the next period, any issues or action items, deviations in schedule of effort, status of critical dependencies, risk status, and other areas of note.

The contractor shall reflect work to be performed by members of the IPT in their project schedules.

5.2 Process and Product Quality Assurance

The contractor shall follow PBGC’s OIT Process and Product Quality Assurance (PPQA) process, or any future methodology, for all new and existing Information Systems and Information Technology projects. PPQA is a supporting component of the ITSLCM processes and provides a means to monitor and audit the adherence of a project to the development, delivery, and maintenance processes of the ITSLCM. In addition, the PPQA process is used to ensure ITSLCM processes are followed and ensure the quality of artifacts that will be delivered in accordance with the ITSLCM tailoring document.

5.3 Configuration Management

The contractor shall be responsible for configuration management of all development configuration items, including hardware, system software, application software (both source and executable code), data files, stored procedures, and documentation acquired, developed or modified within the scope of this contract.

PBGC has established a formal configuration management tool for development Configuration Management – Serena PVCS Tracker and Version Manager.

The contractor shall adhere to all published PBGC configuration management procedures and assign a Configuration Manager to participate in the Configuration Management PVCS User Group sessions.

The contractor shall develop Configuration Management Plans as necessary, per PBGC’s ITSLCM, to identify project Configuration Management procedures. Where detailed procedures have not been provided, the contractor is expected to implement a responsible configuration management program that includes – establishing baselines of source code, documentation, formal methods of initiating and tracking changes to the configuration items, procedures for storing, accessing, and releasing software, and standards and procedures to ensure that configuration documentation is current and accurate. The PBGC uses the capabilities of migration model in Serena PVCS to transition code from development to ITC to staging to production and COOP, as applicable.

All defects for the software are required to be tracked by the contractor in PVCS Tracker.

The contractor shall present defects at the periodic status meetings, with the business, to discuss prioritization and deciding on releases and schedules. The contractor’s Serena PVCS repository shall be audited at any given time. Results of the audit may require the contractor to fix deficiencies in their repository in a given time frame.

5.4 Change Management

PBGC has established a formal change management tool for production Change Management – HP Service Manager Change Queue and Task Queue.

The contractor shall be responsible for change management of all production configuration items, including hardware, system software, application software (both source and executable code), data files, stored procedures, and documentation acquired, developed or modified within the scope of this contract.

The contractor shall adhere to the PBGC Change and Release Management Policy, Process and Procedures Document and assign a Configuration Manager to participate in the weekly Change Management meetings.

The contractor shall use PBGC change management tool for production and other environments – HP Service Manager Change Queue and Task Queue .

5.5 Testing

In order to provide quality solutions and software releases, the contractor shall perform testing prior to software going into production. The contractor shall, at minimum, select and perform the appropriate testing for each project initiative. Examples of type of testing include, but not limited to: unit testing, system testing, functional testing, integration testing, performance testing, load testing, parallel testing, regression testing, end-to-end testing, user testing, user acceptance testing, and security testing. In addition, the contractor shall do the following:

Perform testing on all project initiatives to ensure the quality of the solutions and software releases delivered.

Work with the appropriate teams, groups and users to coordinate testing support and assist application users in User Acceptance Testing (UAT) of BMA suite including, but not limited to, the preparation of test plans, test cases/scripts, test results, and the use of automated testing tools such as WinRunner, Quick Test Pro, Load Runner or any other tools.

Use PVCS Tracker and Quality Center for tracking and reporting defects during testing.

Develop testing artifacts such as test plan, test cases/script, test scenarios, and others as identified in ITSLCM.

Recommend and propose additional testing solutions, processes, methods and standards, as long as they do not conflict with the current OIT processes, as approved by the COTR and/or designated CM.

5.6 Project Management – Planning, Scheduling, Tracking, Managing, Reporting

For all work requested, the contractor shall produce a Level ofEffort (LOE) document for efforts that require more than 120 staff hours to complete. The LOE document shall contain business need, scope, effort hours, cost, highlevel requirements, risks, feasibility analysis, alternatives, and comparative analysis ofalternatives, recommended alternative, risks, and project deliverables. The signed LOE document shall be submitted to the COTR, and/or designated CM, for approval/signatures, to begin work.

Upon approval ofthe LOE, the contractor shall develop the ITSLCM Tailoring document and submit to the COTR for approval.

The contractor shall adhere to all established and future OIT Project Management processes, in accordance with the ITSLCM.

The contractor shall develop project schedules for all approved project initiatives. The COTR and/or designated CM will review and approve the project schedule.

The contractor shall follow the ITSLCM process, or any future methodology, in support of developing the schedule and ensure the schedule includes the deliverables, milestones, planned durations for each task, project start and end dates, resources, work breakdown structure of activities, and other specific information needed to track the projects.

The contractor shall develop and deliver the project documents required by the ITSLCM process, or any future methodology, for each approved project.

The contractor shall conduct an impact assessment of each project and coordinate efforts with the appropriate groups and teams in order to complete the impact assessment.

The contractor shall adhere to all established and future OIT Project Management processes, in accordance with the ITSLCM, or any future methodology.

5.7 Primavera Project Tracking Tool

The Primavera project tracking tool was implemented in an effort to provide accurate and timely information on project so that management and other users could make informed decisions. The tool shall be used in support of the ITSCLM process. The contractor shall use the Primavera project tracking tool to perform the following:

Develop, track, report and manage the project schedule; provide and report on specific project information requested by the Project Manager, COTR, CM(s), and other stakeholder.

Capture and track actual data, such as costs, hours, and dates; and maintain project baselines of the project schedules.

Report on schedule, cost and earned value.

The contractor shall comply with and adhere to any future tracking tools and standards.

5.8 Support for Corporate IT Initiatives

The contractor shall be required, from time-to-time, to participate in corporate-wide IT initiatives. Recent examples of such initiatives include Oracle upgrade testing, infrastructure upgrade testing such as end of life service, Continuity of Operations (COOP) testing, Section 508 testing and EA group participation.

5.9 Reporting

5.9.1 Earned Value Management Report

The contractor shall track and report earned value on all DME projects meeting the earned value threshold defined by OIT. The method of reporting earned value must be approved by COTR and/or designated CM.

5.9.2 Project Status and Reporting

The contractor shall, at a minimum, meet once a week with the COTR, and/or designated CM, to discuss activities, risks, issues and staff utilization for each reporting period. The contractor shall:

Project Status - Provide a status of all the operations, maintenance and enhancement projects on a weekly basis to the COTR and Program Managers.

Weekly Status Reports – In a format approved by the COTR, the contractor shall deliver weekly status reports to the COTR, and/or designated CM, containing information on accomplishments for the week, risks, issues, and plans for the next week. Reports should include “Operations” section that summarizes major production issues, reports delivered, tickets open and closed per system, and any weekend support.

Meetings – Develop and distribute meeting agendas for all meetings; participate in meetings as requested by the COTR, and/or designated CM, to provide updates on projects, schedules, progress, risks, and provide explanations of any cost over-runs and schedule slippages; prepare presentations and artifacts and deliver management briefings as requested by the COTR and/or designated CM.

Meeting Minutes – Develop meeting minutes from any meetings attended by the contractor, which shall include information regarding the discussion, decisions made, risks, action items, and next steps.

The meeting minute shall be routed electronically via PBGC’s e-mail to all attendees for review within 48 hours after the meeting, and accepted as the official minutes upon Federal Government approval.

5.9.3 Financial Reporting

The contractor shall deliver the following information:

Financial Reports – In a format approved by COTR, the contractor shall deliver a financial report, to the COTR, and/or designated CM, by the fifteenth day of the month or earlier, for the previous month being reported. The report shall contain the following, but not limited to:

(1) Project-hours: Project-hours expended during the reporting period, actual vs. planned, and a cumulative total;

(2) Funds: Funds expended during the reporting period, actual vs. planned and a cumulative total;

(3) Estimate to Completion: Project-hours and funding required for providing services through the completion of the current period by project.

Invoices - Deliver a copy of invoices, to the COTR, or designated monitor, by the twentieth day of the month following the period being reported. All direct costs, which are generally limited to costs for a work assignment must be pre-approved by te COTR to b reimbursable under the contract.

Assist in developing management reports and analysis, within the scope of this contract.

5.9.4 Other Reporting

The contractor shall maintain and provide the following:

Sign In Sheet—Record personnel attendance by maintaining daily sign in/sign out logs for hours worked. These documents shall also accompany the invoices for each task order.

Personnel Roster—Provide/maintain a roster of all contractor personnel, equipment and materials under contractor control and notify both the Contract Specialist and the COTR, in writing, of any additions, deletions or changes within one week after the change(s).

OIT Contractor Staffing Report – Provide a monthly contractor staffing report to the COTR, and/or designated CM and other groups such as FASD, that includes, but not limited to, the following: contract number, vendor contract name, funding source, contractor employee primary user identification number assigned by PBGC, contractor employee last and first name, position title, site location address, off site, office/cubicle number, office phone number, PBGC group supporting, primary project number, secondary project number (if applicable), start date, termination/separation date, and total number of contractors. In addition provide:

o Planned New hires within next 30 days o Employees terminated within last 30 days o Employees hired within last 30 days o Contractor Security Representative o Project Manager for Vendor Contract

COOP Calling Tree – Provide/Maintain COOP calling tree structure and provide monthly updates or as required by the COTR and/or designated CM.

Access Report – Provide/Maintain access levels for each contractor on the team and provide it on a monthly basis to the COTR and/or designated CM.

Software Library Report – Maintain detailed list of all the software used by BMA suite.

Software License Report (if applicable) – Provide an annual report to the COTR, and/or designated CM, on which licenses need to be renewed and what software needs to be updated. The annual report will also include estimates for license renewals and updates.

OMB 300 Reports and Business Cases – Provide assistance in developing and reporting information for OMB reports and business cases for the projects.

5.10 OIT Environments

The Common Development Environment (CDE) provides an area for development and interoperability testing that is isolated from production and other environments. The CDE provides the capability to develop major applications, which support PBGC’s changing business needs. The environment allows PBGC to take advantage of emerging technologies and to improve the exchange of data with internal and external customers.

The CDE-T is the “Team-Specific” area, used for code development, COTS configuration and unit testing of development efforts.

The CDE-I is the “Interoperability” area, used for various phases of testing (functional, system, integration, performance, Pre-User Acceptance Testing, and deployment) of future integrated releases. The CDE-I is further broken down into two sub-areas – “As Is” and “To Be”.

o The “As Is” area reflects the current production environment and is used for testing against applications that currently exist in production. This area may be used for supporting production, emergency fixes, and point releases. Currently this area also serves as the interim training environment for custom developed applications.

o The “To Be” area reflects the future production environment and is used for testing against the applications that will be deployed in the next major software release.

The Integration and Testing Center (ITC) environment is similar to the production environment, where major release testing and deployment occurs. The Integration and Testing Center tested applications currently are deployed by an ITC staff independent from other Federal and contract development teams. The ITC maintains hardware and software similar to the production environment so that testing will effectively demonstrate a repeatable deployment process that will work for production deployment.

The production environment (PROD) provides support to business operations including replication of software and data to the COOP site with similar hardware. The production environment includes a sub-environment for the Training Center. The training sub-environment provides part of a representation of the production environment (e.g., applications and databases) and firewalls to prevent activity performed in the sub-environment from interfacing with the production environment.

The Continuity of Operations (COOP) environment provides redundancy for the production environment and facilitates the continuation of business activities in the event of a disruption to the production environment. Failover is to PBGC’s servers at

Wilmington, DE, which has similar cache boxes and web switches with server health monitoring and failover.

The contractor shall maintain, coordinate and provide technical assistance and support for the testing and upgrading of all standard instances (e.g., Development) and all locations, including the environments stated above.

The contractor shall adhere to any new and future changes to the current PBGC environments.

5.11 PBGC Portal

The contractor shall utilize the Portal, PBGC internal web site for information sharing, where appropriate, to store project information; support converting the electronic version of the documentation to PBGC’s Intranet; and adhering to OIT standards and procedures.

6.0 PERFORMANCE MEASURES

6.1 DME Performance Measures

Below is a list of tasks, performance standards, moniroting methods, and acceptable qulaity level. Additional performance measures will be added in future task orders.

TASK/DELIVERABLES PERFORMANCE STANDARD QUALITY ASSURANCE

SURVEILLANCE

(QASP)/MONITORING METHOD

ACCEPTABLE QUALITY LEVEL (AQL)

6.1.1 Perform and complete project

initiation, planning, analysis, design, development, testing and implement any new and approved modernization enhancements and requirements to the existing BMA suite in compliance with

ITSLCM.

95% of all ITSLCM compliance

100% ITSLCM Tailoring compliance documents completed

Review Process Product Quality Assurance (PPQA) audits that measure compliance with

ITSLCM

Approved signatures by COTR/CM

100% Tailoring compliance as per PPQA assessment

6.1.2 Schedule and coordinate the DME

releases with the appropriate teams and deliver the releases on time and within budget.

95% of releases are delivered within 5% of baseline schedule

95% of releases are delivered within 5% of baseline cost

Review Primavera reports comparing the baseline schedule and costs with the actual schedule and costs

95% of releases are delivered within 10% of baseline schedule

95% of releases are delivered within 10% of baseline cost

6.1.3 Deploy quality DME releases in

production and minimize downtime in production due to Quality issues.

After the implementation of DME release into production:

o No Priority 1 (Emergency) Release o No more than one post-production release/change

Review trouble tickets, up to eight weeks after the release is implemented into production.

o One Priority 1 (Emergency) Release o No more than one post-production release/change, including one Emergency release

7.2 Operations and Maintenance Performance Measures

Below is a list of tasks, performance standards, moniroting methods, and acceptable qulaity level. Additional performance measures will be added in future task orders.

(QASP)/MONITORING METHOD

ACCEPTABLE QUALITY LEVEL (AQL)

6.2.1 Respond and resolve operational

problems and Service Desk tickets assigned to BMA team.

Acknowledge and respond to 95% of tickets marked “Urgent” within 15 minutes of receipt.

Acknowledge and respond 95% of tickets marked “Normal” or “Routine” within 30 minutes of receipt.

Complete and close 95% of tickets marked “Urgent” within 4 hours of acknowledgement unless they are escalated, as agreed upon by

COTR/CM.

Complete and close 95% of tickets marked “Normal” or “Routine” within 2 business days of acknowledgement as agreed upon by COTR/CM.

Periodically review Service Center reports and other reporting tools

Urgent 95%

Normal or Routine 90%

Urgent 95%

Normal or Routine 90%

6.2.2 Participate in and implement

corporate-wide IT initiatives and other requests as agreed by COTR/ CM and complete the initiatives and requests on time.

Implement and deliver 95% of the requests on time.

Review the results of initiatives and requests as tracked in Primavera and any other reporting tool.

90% of requests are implemented and delivered on time

(QASP)/MONITORING METHOD

ACCEPTABLE QUALITY LEVEL (AQL)

6.2.3 Perform and complete

projectinitiation, planning, analysis, design, development, testing and implement any approved changes and requirements to the existing BMA suite in compliance with ITSLCM.

95% of all ITSLCM compliance

100% ITSLCM Tailoring compliance documents completed

Review PPQA audits that measure compliance with

ITSLCM.

Approved signatures by COTR/CM

100% Tailoring compliance as per PPQA assessment

6.2.4 Deploy quality maintenance

releases in production and minimize…