PERFORMANCE WORK STATEMENT.pdf

PERFORMANCED BASED WORK STATEMENT (PWS)

FOR SPACE SYSTEM COMAND (SSC) ACQUISITION

AND FINANCIAL SERVICES FOLLOW- ON (SAFS-3)

For

The Space Domain Awareness, Combat Power (SDA/CP), Program Control (SZF)

Attachment 1

For

TO: FA8809-25-F-B003

14 March 2024

1. Introductions

1.1 Description of Services for SSC/SZ

The Space Force, Space System Command (SSC), Space Doman Awareness Combat Power (SZ) Task Order (TO) contract provides Advisory and Assistance Services (A&AS) consisting of acquisition, financial and administrative services in support of the SSC/SZ missions. The SSC/SZ mission is to equip the joint warfighter with unrivaled offensive and defensive counterspace, space situational awareness and special access capabilities required to gain, maintain and exploit space superiority. The PEO executes cradle-to-grave responsibility for weapon systems development, fielding and sustainment. This contract provides expert acquisition, financial, and administrative services needed by SSC/SZ to enable the Government to adequately fulfill its acquisition role, efficiently in a research and development space-centric environment.

This Performance-based Work Statement (PWS) specifies the objective, scope, background, technical requirements, period of performance, delivery schedule, data items, deliverables, performance objectives, performance thresholds, security clearances, direct costs, indirect costs, work and personnel integration, and assignment specific considerations, as needed. Product output will correspond to assignment (PWS) task requirements. Specific task requirements define task output.

1.2 Description of Services for SSC/SZI

This Space Force, Space Systems Command (SSC), Task Order (TO) provides Advisory and Assistance Services (A&AS) consisting of acquisition, financial and administrative services in support of the SSC’s role, which is to develop, contract, assess and field complex space focused weapons systems including, but not limited to, satellite, launch vehicle and related ground systems. This TO provides expert services needed by the Innovation and Prototyping Directorate (SCC/SZI), Space Sensing Directorate (SSC/SN) and Small Launch and Target Division (SSC/AAMX) to enable the government to adequately fulfill its acquisition role, efficiently in a research and development space-centric environment.

This PWS specifies the objective, scope, background, technical requirements, period of performance, delivery schedule, data items, deliverables, performance objectives, performance thresholds, security clearances, work and personnel integration, and assignment specific considerations, as needed. Product output will correspond to assignment (PWS) task requirements. Specific task requirements define task output. In section 2, the compliance documents depict actual required development methodology. Section 3 defines specific tasks. Section 4 covers General Information; Section 5 depicts deliverables; Section 6 contains security requirements, and Section 7 contains general contract information. All sections are equally important.

1.3 Contract Objectives for SSC/SZ

Provide unbiased space systems knowledgeable and experienced professional A&AS services support to SSC/SZ. Contract tasks include but are not limited to Financial Management, Cost Estimating, Schedule Analysis, Earned Value Management, Budget and Reconciliation. This performance-based work Statement (PWS) presents contractual scope and tasking required for this SSC/SZ contract. It provides a framework that aligns assignment tasks and other contractual requirements with the intention of this acquisition, which is to provide integrated Government led A&AS services support to the Government.

This performance-based work Statement (PWS) presents contractual scope and tasking required for this Financial Services contract. It provides a framework that aligns assignment tasks and other contractual requirements with the intention of this acquisition, which is to provide integrated Government led A&AS services support to the Government.

1.4 Contract Objective for SSC/SZI

Provide unbiased space systems knowledgeable, experienced professional A&AS services support to Innovation and Prototyping Directorate (SCC/SZI), Space Sensing Directorate (SSC/SN) and Small Launch and Target Division (SSC/AAMX). Contract tasks include but are not limited to Acquisition Management; Engine Room Service; Business Manager/Financial Analysis Support; Cost Estimating and Analysis Support; Financial Reconciliation;

(Commitment/Obligation/Expenditure); PPBE Analysis Support; Contracting Training and ConWrite System Support; Commander Action Group Support; Defense Travel System Support;

Schedule Analysis Support; Earned Value Management; Administration Management/Personnel Support. This Performance-based Work Statement (PWS) presents contractual scope and tasking required for this TO. It provides a framework that aligns assignment tasks and other contractual requirements with the intention of this acquisition, which is to provide integrated government led A&AS services support to the Government.

1.5 Organization, Mission, and Scope

1.5.1 Organization and Mission – SSC/SZ

The Space Domain Awareness, Combat Power (SSC/SZ) equips US forces with space control systems to gain, maintain, and exploit space superiority. It manages a multi-billion-dollar budget with a 300-person program office and 1,000-person industry team at multiple locations throughout the country to support operational systems worldwide. The PEO directs the planning, development, testing, deployment and sustainment of a complex and dynamic portfolio of space-superiority capabilities of the highest national priority. The nature of this work will require that all personnel have Top Secret Clearance with SCI Eligibility, support travel, meetings, and respond quickly to stringent deadlines across multiple contracts and functional disciplines providing for no single point failures. All deliverables are expected to be timely and accurately submitted in accordance with the applicable DD 1423 (CDRL) Since many functions are inherently Governmental, as described in FAR Subpart 7.500, and must be performed by Government personnel, the focus of the work will be to provide additional decisional awareness related to product support.

1.5.2 Scope – SSC/SZ

This TO contract acquires A&AS support to SSC/SZ’s Space Focused R&D, sustainment, and procurement programs for financial management, cost estimating, enterprise master scheduling, budget analysis, financial reconciliation and earned value management analysis. The contractor is required to perform tasks in accordance with compliance documents and DD1423 for specific instructions, unless directed otherwise. Reference documents provide additional background information and context.

1.5.3 Organization and Mission – SSC/SZI

The Innovation and Prototyping Directorate mission is to “Advance National Security, Space Capabilities through Experimentation, Innovation & Prototyping.” SSC/SZI is located at Kirtland AFB, NM, Los Angeles AFB, CA and Johnson Space Center, Houston Texas. SZI is challenged to change the current space business model to enable and enforce enterprise agility, resilient architecture and prototype and innovate for the USSF. SSC/SZI accomplishes its mission by focusing on three mission areas thrusts, Space Test Program (STP), Research, Development, Space and Missile Operations (RDSMO) and Space System Prototype Transition (SSPT). The Space Test Program provides spaceflight opportunities for DOD space R&D payloads to demonstrate new technologies in space prior to operational use. RDSMO is charged with executing a common ground system architecture, seamlessly operation multiple, one-of-a-kind R&D, prototype, demonstration, and operational satellites for the Space Force. SSPT provides a cost-effective framework to identify, mature, and transition prototypes to enhance, augment and or replace capability; enable a resilient space enterprise, energize the space industrial base supporting US national security; focus S&T innovation and facilitate its transition to military space programs of record.

1.5.4 Scope – SSC/SZI

This TO acquires USSF, Space focused R&D acquisition A&AS support to SSC/SZI for government required financial management and administration activities, which include assisting in Cost Estimating/Analysis Execution, Commitment/Obligation/Expenditure Analysis, Scheduling, Defense Traveling System Analysis, Engine Room Support, Earn Value Management, Commander Action Group, Contracting and Administrative Support.

1.5.5 Organization and Mission – SSC/SN

Space Sensing (SN) is the program executive office within Space Systems Command responsible for delivering persistent, resilient all-domain awareness, directly enabling the warfighter to deter, defend, and win.

1.5.6 Scope – SSC/SN

The directorate leads the acquisition, development, and sustainment of the missile warning, tracking and defense (MW/MT/MD), space-based environment monitoring (SBEM), and other strategic and tactical capabilities. Space Sensing is accelerating the pace of innovation, through partnership with the commercial space industry, traditional and non-traditional defense contractors, academia, and international partners.

1.5.7 Organization and Mission – SSC/AAMX

The Small Launch and Target Division (SSC/AAMX) is located at Kirtland AFB, NM and its mission is to be the guardian of assured access to space: Launching when and where the Nation needs it. SSC/AAMX focuses on three mission areas, “Storage/Refurbishment/Demilitarization of Minuteman Motors”, “Aging surveillance on Minutemen Motors” and “Small Launch Services”.

1.5.8 Scope – SSC/AAMX

This TO acquires USSF, Space focused R&D acquisition A&AS support to SSC/AAMX for government required financial management and administration activities, which include assisting in Cost Estimating/Analysis Execution, Commitment/Obligation/Expenditure and Earn Value Management.

2. Compliance The A&AS contractor shall comply with section 2330a of Title 10, United States Code. This contractor shall report contractor labor hours (including subcontractor labor hours) required for performance of services provided under this task order in the quarterly report to the COR via email.

The A&AS contractor shall comply with all security requirements as described in the DD-254. Any security violations above the acceptable limit will result in Corrective Action Report (CAR). Acceptable limit is: ZERO (0) security violations and no more than ZERO (0) internal Classified Message Incident for the entire period of performance.

The contractor shall comply with all applicable Federal, state, and local statutory laws while performing the tasks to fulfill the requirements of this PWS. The contractor shall comply with all DoD regulations, policies, instructions, and applicable handbooks. The contractor shall comply with all Air Force regulations, policies, instructions, handbooks, and local policies/instructions (as applicable and enforced during the performance of the respective tasks) while performing the tasks to fulfil the requirement of this

PWS.

The following list provides examples of the compliance documents, but is not an all-inclusive list. Cost estimating / Analysis execution:

1. DoDi 5000.73, Cost Analysis Guidance and Procedures, 9 Jun 2015

2. GAO-09-3SP, GAO Cost Estimating and Assessment Guide, March 2009

3. Joint Schedule Risk and Uncertainty Handbook, 24 April

2013 Financial Management Support

1. DoD Financial Management Regulation 7000.14-R, April 2016

2. DFAS-DE 7220.4-I, Tri-annual Review Program, 30 Mar 2010

3. AFI 65-501, Economic Analysis, 29 Aug 2011

Most documents described below are available via the internet. For the purposes of executing the tasks in this PWS, all document references shall be to the current edition in use by the Government at the time a given PWS task is executed.

o Title 31, U.S.C. Chapter 13 Appropriations and Chapter 15 Appropriation Accounting o Federal Acquisition Regulation (FAR) Subpart 7.1, Acquisition Plans, 18 November 2016 o Office of Management and Budget (OMB), Circular A-11, Part 7, Planning, Budgeting, Acquisition, and Management of Capital Assets, 16 Nov 2009 o Office of Management and Budget (OMB,) Circular A-94, Guidelines and Discount Rates for

Benefit-Cost Analysis of Federal Programs, revised 29 Oct 1992 o DFARS 234.2, Earned Value Management System, 7 December 2011 o DFAS-DE 7220.4-I, Tri-annual Review Program, 30 Mar 2010 o DoD 5000.02, Operation of the Defense Acquisition System, 7 January 2015 o DoD 5000.73-1, Cost and Software Data Reporting (CSDR) Manual, 4 November 2011 o DoD FMR 7000.14-R (as updated) o DoD Integrated Master Plan and Integrated Master Schedule Preparation and Use Guide, 21 Oct 2005 o MIL-STD-881C, Work Breakdown Structures for Defense Materiel Items, 3 Oct 2011 o AFI 63-101, Acquisition and Sustainment Life Cycle Management, 17 Apr 2009 o AFI 63-101/20 -101, Integrated Life Cycle Management, 16 September 2016 o AFI 65-501, Economic Analysis, 29 Aug 2011 o AFI 65-508, Cost Analysis Guidance and Procedures, 6 June 2012 o AFI 65-509, Business Case Analysis, 22 October 2010 o AFMAN 65-506, Economic Analysis, 29 Aug 2011 o AFMAN 65-510, Business Case Analysis Procedures, 19 Oct 2010 o Air Force Acquisition Excellence and Change Office (AECO) IBR Process, Version 1.0, 31

Mar 2011 o Air Force AECO IBR Workbook Guide, Version 1.0, 08 Apr 2011 o Air Force Cost Risk and Uncertainty Analysis Handbook, Apr 2007 o DCMA EVMS Standard Surveillance Operating Manual, January 2008 o GAO Cost Estimating & Assessment Guide, March 2009 o GAO Scheduling Assessment Guide, May 2012 o SSCI 63-107, Earned Value Management (EVM), 04 Aug 2010 o SSCI 65-103, Comprehensive Cost and Requirement System Instruction, 28 Apr 2011 o SSC EVM Toolkit Guide, Jun 2011 o SSC/(SPO-FMC EQUIVALENT) Sufficiency Review Checklist, 2011 o SSC/(SPO-FMC EQUIVALENT)R, Methodology Development Activities and Planned

Methodologies, Oct 2008 o SSC/(SPO-FMC EQUIVALENT)R, USCM Database Data Model, Oct 2008 o SSC/(SPO-FMC EQUIVALENT)R, USCM9 Development Handbook, Jul 2008 o Specification for the SSC Cost/Schedule Reference Model (C/SRM), 27 Jan 2010 o Monthly Acquisition Report Guidance in MAR Guidebook, Version 1.1, Mar 2010 o Over Target Baseline (OTB) and Over Target Schedule (OTS) Handbook, 05 Dec 2012 o Defense Acquisition Guidebook, 28 June 2013 o Defense Acquisition Guidebook, Chapter 10.9, Defense Acquisition Executive Summary

(DAES), 28 June 2013 o ACE-IT Users’ Guide, Dec 2009 o GAO-09-3SP, GAO Cost Estimating and Assessment Guide, March 2009 o Society of Cost Estimating and Analysis (SCEA) Cost Estimating Body of Knowledge:

Section 2: ‘Cost Analysis Techniques, Data Collection and Normalization;’ Section 3:

‘Analytical Methods’ o Defense Cost and Resource Center (DCARC) OSD/CAPE Requirements, Operating and Support Cost Estimating Guide, March 2014 o Program Execution; Program Management FAR Subpart 7.5 Inherently Governmental Functions 18 Nov 2016 o Program Execution; Program Management DFAS-DE 7220-4-I Tri Annual Review Program o Program Execution; Program Management DoDI 5000.02 Operation of the Defense Acquisition System 07 Jan 2015 http://www.usa-federal-forms.com/us-air-force-forms-pdf-optimized-version-b/afi36-2401.pdf http://www.usa-federal-http/www.usa-federal-forms.com/us-air-force-forms-pdf-optimized-version-b/afi36-2401.pdfforms.com/us-air-force-forms-pdf-optimized-version-b/afi36-2401.pdf http://www.usa-federal-forms.com/us-air-force-forms-pdf-optimized-version-b/afi36-2401.pdf http://www.usa-federal-forms.com/us-air-force-forms-pdf-optimized-version-b/afi36-2401.pdf http://www.usa-federal-forms.com/us-air-force-forms-pdf-optimized-version-b/afi36-2401.pdf http://www.usa-federal-forms.com/us-air-force-forms-pdf-optimized-version-b/afi36-2401.pdf https://acc.dau.mil/CommunityBrowser.aspx?id=316093 https://humphreys-assoc.com/content/classroomfiles/016.pdf http://www.gao.gov/new.items/d093sp.pdf http://www.gao.gov/assets/600/591240.pdf http://www.e-publishing.af.mil/shared/media/epubs/SMCI63-107.pdf http://www.e-publishing.af.mil/shared/media/epubs/SMCI65-103.pdf https://acc.dau.mil/adl/en-US/19576/file/80925/OTB-OTS_Guide_20121205.pdf https://acc.dau.mil/CommunityBrowser.aspx?id=654219 https://acc.dau.mil/CommunityBrowser.aspx?id=518707 http://www.gao.gov/new.items/d093sp.pdf https://www.sceaonline.org/prof_dev/CEBoK.cfm http://www.cape.osd.mil/files/OS_Guide_v9_March_2014.pdf https://www.acquisition.gov/far/html/Subpart%207_5.html https://www.acquisition.gov/far/html/Subpart%207_5.html http://www.dtic.mil/whs/directives/corres/pdf/500002p.pdf http://www.dtic.mil/whs/directives/corres/pdf/500002p.pdf o Program Execution; Program Management MIL-STD-881C Work Breakdown Structure for Defense Materiel Items, Appendix F, Space Systems o Program Execution; Program Management AFI-63-101 Acquisition and Sustainment Life Cycle Management 31January2011 o Program Execution; Program Management Air Force Risk identification Integration and IIities (R13) Guidebook 2008 o Defense Acquisition Executive Summary 2010 o Program Execution; Program Management ANSI/EIA 748-C, EIA Standard 748C, Earned

Value Management Systems, April 2014 o DoD 5000.2-R, Mandatory Procedures for Major Defense Acquisition Programs (MDAPs) and Major Automated Information System (MAIS) Acquisition Programs, 5 April 2002;

converted into the Interim Defense Acquisition Guidebook (IDAG), 30 Oct 2002 o DoD 5000.52, Defense Acquisition, Technology, and Logistics Workforce Education, Training, and Career Development Program, 12 Jan 2005 o DTM 09-025, Space Systems Acquisition Policy, 18 Oct 2010 o USD(AT&L) Policy Memo: Implementation of Will-Cost and Should-Cost Management, 22

Apr 2011 o Implementation of Standard WBS to Support Acquisition Program Management, 30 Jul 2009 o AFI 65-116, Air Force Purchases using MIPRs, 29 Sep 2008 o AFI 65-502, Inflation, 13 May 2015 o AFI 65-503, US Air Force Cost and Planning Factors, 04 Feb 1994 o AFI 65-601, (all volumes as updated) o AFI 65-608, Anti-Deficiency Act Violations, 29 Dec 2015 o AFPD 65-5, Cost and Economics, 5 Aug 2008 o SSC/(SPO-FMC EQUIVALENT)R, SSC Cost and Technical Data Sheets, Oct 2008 o EIA Standard 649, National Consensus Standard for Configuration Management o SSC/(SPO-FMC EQUIVALENT), SSC Should-Cost (SC) Estimating Process Guide, Nov o DoDI 5000.73, Cost Analysis Guidance and Procedures, 9 Jun 2015 o SSCI63-107 Earned Value Management o DFARS 234.7101, Cost and Software Data Reporting, revised 5 Nov 2014 o DFARS 252.234-7003 & 252.234-7004, Cost & Software Data Reporting System, revised 26

Jun 2015 o DFARS 242.503-2 Post Award & Conference Procedure, revised 24 Nov 2010 o CSDR/EVM Co-Plan (DD 2794) Instructions and RDT Instructions o DI-MGMT-81334D, Contract Wok Breakdown Structure (CWBS), 18 May 2011 o DoD Earned Value Management System Implementation Guide (EVMSIG), 16 September o DI-MGMT-81861A Integrated Program Management Report (IPMR) and IPMR o Implementation Guide, 5 Feb 2016 o DoD 5000.73, Cost Analysis Guidance and Procedures ,9 June 2015 o DI-MGMT-82035, Software Development Report, 2 Jun 2016 o DAMIR PortalMAR Application User Guide o SSC MIPR Guidance

3. Requirements http://www.acqnotes.com/Attachments/MIL-Hand%20Book-881.pdf http://www.acqnotes.com/Attachments/MIL-Hand%20Book-881.pdf

3.1 General Requirements

3.1.1 Application Document Compliance

The contractor shall comply with Section 2.0 in performing PWS tasks. The contractor shall use the referenced documents to determine how to accomplish the tasks. A&AS services are designed to facilitate government management and oversight of weapon system activities, and they also requires the contractor to adapt to changing direction, guidance, standards, policies, and practices while performing the tasks within this PWS. The contractor shall perform the PWS using the most current approved version of the applicable documents in section 2.0 to ensure that the government and contractor remain synchronized relative to applicable guidance and documents.

3.1.2 Tool, Process, & Procedures

The contractor shall support the development, procurement, data collection, usage, modification/enhancement, implementation, integration, testing, documentation, verification, validation, protection and maintenance of tools, processes, guidelines, methodologies, models, simulations, databases, web sites, reports and applications to support the execution and management of SSC acquisition programs.

The contractor shall only use the government approved software tools (e.g. Automated Cost Estimating Integrated Tools – ACEIT and SEER) and standard COTS software (i.e. MS Office applications, Microsoft Project, MS IE). Other software tools may be used only upon authorization by the Contracting Officer’s Representative (COR), or PCO.

3.1.3 Document Review

The contractor shall review program documents for consistency with applicable military, federal, state, local, contractual, commercial, or international statutes, regulations, policies, publications, directives, instructions, executive orders, codes, requirements or standards and report findings to the government.

3.1.4 Planning & Executing Assessments

The contractor shall execute through the Integrated Product Team (IPT) structure within that program, IAW existing processes, guidance, directives, and charts when performing PWS tasks involving assessing program compliance.

3.1.5 Reporting Discrepancies, Findings, and Recommendations

The contractor shall identify discrepancies and report them to the government. The contractor shall document all findings and/or recommendations arising from the execution of this TO, and upon government approval of any recommendation, monitor them for proper implementation and/or resolution, as directed.

3.1.6 Program Contractor

The term “program contractor” refers not to the contractor performing this PWS, but to the program contractor, major subcontractors, and critical suppliers from which the government is acquiring a weapon system or major end item of supply. Program contractor also includes contractors engineering the mission area, i.e. System Engineering and Integration (SE&I) contractors. The reference “the contractor” is referring to the A&AS contractor executing this

PWS.

3.1.7 Contractor Recommendation

When presenting recommendations to the government in the performance of this PWS, the contractor shall provide multiple options, and related pros and cons (when requested), to maximize the government’s ability to make considered and deliberate decisions consistent with the government’s responsibility to perform inherently governmental functions in the public interest. The contractor, when required by the government, shall provide comments using the approved Comment Resolution Matrix (CRM) format, or other government recommended format, and provide the completed CRM to the government representative for review, approval, and action.

3.1.8 Instructions, Guides, & Processes

The contractor shall develop, maintain, and update implementation guides, and standardized processes, and assist the Government in developing, updating SSC policies/instructions IAW latest regulations (FAR/DFARs) and directives: SSC, USSF, Air Force, DoD, OMB, and GAO, etc. The contractor shall document updates.

3.1.9 Assisting during Government Source Selections & Sole Source Activities Upon approval by the PCO, the contractor shall assess and advise Program Contractor proposals IAW Request for Proposal (RFP) requirements, record results, and provide them to the government Source Selection/Sole Source Team.

3.1.10 Contractor Role in Government & Contractor Meetings

The contractor will be required to operate cooperatively in an environment where responsibility for successful completion of activities described in this PWS is shared between the government, Federally Funded Research and Development Center (FFRDC), other Systems Engineering and Technical Assistance (SETA), and development contractors, sub-contractors, and vendors. The government is the single face to the FFRDC, other SETAs and program contractors, and as such, the contractor shall not give technical directions to these groups. The PCO may provide direction to the contractor. The COR may provide day-to-day tasking prioritization for the contractor.

Other government employees may not provide tasking prioritization.

3.1.11 Meetings

The contractor shall host and/or participate in meetings, such as Integrated Product Team (IPT) meetings, Technical Interchange Meetings (TIMs), working group meetings, process improvement meetings, etc., with government and contractor organizations as directed by the Contracting Officer’s Representative (COR). The contractor may also be required to attend meetings (in person) and provide support for time sensitive and/or classified actions. Repeated inability to attend will reflect negatively on the contractor’s performance evaluation and be graded against the services summary. The contractor shall prepare presentation materials, special technical reports, and/or papers as requested, and provide the government with copies of all materials presented at the meetings. This information shall be delivered to the government as Technical Reports, Presentation Materials, or Conference Minutes, or other format as required by the government. The government shall have unlimited data rights for all documentation delivered or otherwise provided to the government during the performance of this Contract. Once submitted, this information is considered government-owned, and subject to government dissemination decision.

3.1.12 Continuous Improvement Recommendations

The contractor shall submit, as appropriate, recommendations for streamlining and improving the standards, plans and processes used to execute the tasks within this PWS.

3.1.13 Training Government Personnel

The contractor shall develop and implement, upon government approval, a training program regarding areas covered by this PWS for the purpose of providing on-the-job and classroom training to government personnel.

3.1.14 Priority of the Task Order

The government may prioritize tasks and requirements, including quantity and schedule requirements, and the contractor shall accept the priority. The contractor shall promptly report to the government discrepancies in task sequencing and opportunities to improve product and process efficiencies. Only the COR may provide day-to-day tasking direction and prioritization for the contractor. Other government employees may not provide tasking direction and/or prioritization.

3.1.15 Inherently Government Functions

The contractor shall immediately stop work and provide written notification to the government Contracting Officer regarding situations where they believe, or have reason to believe, they have been tasked to perform an inherently governmental function as defined by FAR Subpart 7.5 while performing tasks in this PWS.

3.1.16 Conflict of Interest

The contractor shall not perform, or if started immediately stop, work where potential organizational and/or personal Conflict of Interest (CoI) exists and provide written notification to the government Contracting Officer regarding any such situation. Organizational Conflict of Interest (OCI) for this PWS includes support to Program Contractors and their subcontractors in any contract arrangement whether they relate to a TO being supported. Personal Conflict Of Interest for this PWS includes assigned personnel or their household family members. The contractor is responsible for obtaining CoI information and then preventing all applicable corporate, supplier, and sub-tier vendors with CoI issues from engaging in TO work without the prior written agreement of SSC/SZIF and SSC/SZK management.

3.1.17 TO Transition Plan

Contractors transitioning onto and off from an existing effort shall ensure minimum disruption to vital government business. The time period for the transition period is 30 days for the existing contractor to exit and 30 days for the new contractor to on-ramp (same 30-day period). The contractor shall ensure that there will be no service degradation during and after transition. The contractor shall propose a draft Transition-in Plan, and subsequently finalize a Transition-in Plan, for the work within five (5) working days of award. A Transition-Out Plan shall facilitate the accomplishment of a seamless transition from the incumbent to an incoming contractor (or government provider) at the expiration of the task order. The contractor shall provide a Transition-Out Plan no later than ninety (90) days prior to expiration of the task order. The contractor shall identify how they will coordinate with the incoming contractor and/or government provider to effectuate a seamless transfer of work product and processes. The transition plan shall address, at a minimum, the following areas: transition of program management support functions; resource (manning/funding) requirements; security clearance actions and status; and transition milestones and timeline. The plan shall address how best to minimize the loss of support during the transition period.

3.1.18 Labor Category Definitions

The performance of this contract, at a minimum, requires a mix of Level V, Level IV, Level III, Level II and Level I to support. A summary of the duties for each core discipline are defined below:

Core Discipline Summary Of Cost Estimating Performing cost estimating activities for space vehicles, space prototypes, ground systems and/or space applications in the commercial, industrial, and/or military arena.

Earned Value Management

Performing Earned Value Management activities in support of systems/programs that requires compliance with American National Standards Institute/Electronic Industries Alliance Standard 748C guidelines

Schedule Analysis Performing schedule management activities in support of Department of Defense acquisitions

Financial Management Performing financial management activities in the government (military and/or civil servant), federally funded research and development center, or profit/non- profit government support/development contractor arena

Government-defined minimum acceptable qualifications for all individuals supporting this TO per their designated labor category are defined as follows:

The space acquisition minimum experience does not apply to the following labor categories.

• Schedulers

• Contracting Training and ConWrite System Analyst

• Administrative support

Level V An individual of the Level V labor category is capable of performing a wide range of duties from building oral/written presentations for high-ranking acquisition leaders to performing in-depth complex analyses with a high degree of quality and accuracy. Individuals of the Level V labor category have a deep understanding of mission critical aspects of acquisition and DOD space programs/projects. They are expected to perform all functional duties, even of the lower labor categories, independently and require no additional functional training. They shall have appropriate certifications and easily transition between requirements without the need for government oversight. They shall have deep knowledge of Higher Headquarters, Air Force, USSF, processes and procedures as it relates to their functional responsibility and speak/write Air Force/USSF and Space Acquisition terminology appropriately.

Minimum Years of Experience: 15 years, of which five years shall include duties/assignments specifically in support of space programs.

Minimum Years Education: master’s degree relevant to their area of expertise limited to the following: Management, Business, Economics, Finance, Accounting, Mathematics, and Science Technology, Engineering, or Statistics (a master’s certificate [or any other similar certificate] or equivalent will NOT suffice).

Tradeoffs: Can tradeoff education based on experience.

Level IV These individuals are considered exceptionally knowledgeable and uniquely skilled in their respective functional discipline. They able to adeptly perform a range of activities within their area of expertise. These individuals are considered as the primary mechanism for performing requirements of their area of expertise. Individuals of the Level IV labor category typically perform the following kinds of functions to include but not limited to: collecting, normalizing, and inputting data, cost modeling, performing in-depth research, reconciling complex data/information across multiple systems and reports, utilizing complex software in the development of analytical models, interpreting results to generate multiple recommended courses of action, building staffing packages, comprehending and applying concepts/guidance, effectively implementing instructions/policies into routine performance, and developing tools/applications to foster efficiency in day-to-day activities.

Minimum Years of Experience: 10 years, of which four years shall include duties/assignments specifically in support of space programs.

Minimum Years Education: master’s degree relevant to their area of expertise limited to the following: Management, Business, Economics, Finance, Accounting, Mathematics, Science, Technology, Engineering, or Statistics.

Tradeoffs: Can tradeoff education based on experience.

Level III These individuals are considered knowledgeable and skilled in their respective functional discipline. They are able to adeptly perform a range of activities within their area of expertise.

Individuals of the Level III labor category typically perform the following kinds of functions to include but not limited to: collecting, normalizing, and inputting data, cost modeling, performing in-depth research, reconciling complex data/information across multiple systems and reports, utilizing complex software in the development of analytical models, interpreting results to generate multiple recommended courses of action, building staffing packages, comprehending and applying concepts/guidance, effectively implementing instructions/policies into routine performance, and developing tools/applications to foster efficiency in day-to-day activities.

Minimum Years of experience: 7 years, of which three years shall include duties/assignments specifically in support of space programs.

Minimum Years Education: bachelor’s degree relevant to their area of expertise limited to the following: Management, Business, Economics, Finance, Accounting, Mathematics, Science, Technology, Engineering, or Statistics.

Tradeoffs: Can tradeoff education based on experience.

Level II These individuals are considered informed and proficient in their respective functional discipline. They can adeptly perform a range of activities within their area of proficiency.

Individuals of the Level II labor category typically perform the following kinds of functions to include but not limited to: collecting, normalizing, and inputting data, cost modeling, performing research, reconciling data/information across multiple systems and reports, utilizing software in the development of analytical models, interpreting results to generate multiple recommended courses of action, building staffing packages, comprehending and applying concepts/guidance, effectively implementing instructions/policies into routine performance, and developing tools/applications to foster efficiency in day-to-day activities.

Minimum Years of experience: 5 years, of which two years shall include duties/assignments specifically in support of space programs.

Minimum Years Education: bachelor’s degree relevant to their area of expertise limited to the following: Management, Business, Economics, Finance, Accounting, Mathematics, Science, Technology, Engineering, or Statistics.

Tradeoffs: Can tradeoff education based on experience.

Level I These individuals are considered informed in their respective functional discipline but are new to or have limited experience within industry (< 2 years). They have working knowledge of their respective functional discipline and will learn industry specifics while performing their function when paired with individuals Level II and above. Individuals of the Level I labor category typically perform the following kinds of functions to include but not limited to:

collecting, normalizing, and inputting data, cost modeling, performing research, reconciling data/information across multiple systems and reports, utilizing software in the development of analytical models, interpreting results to generate multiple recommended courses of action, building staffing packages, comprehending and applying concepts/guidance, effectively implementing instructions/policies into routine performance, and developing tools/applications to foster efficiency in day-to-day activities. No work products developed by Level I individuals shall be provided to the Government as a completed product until receiving coordination and approval by a Level III (or above) individual.

Minimum Years of Experience: 1 years of government or industry related experience

Minimum Years Education: bachelor’s degree relevant to their area of expertise limited to the following: Management, Business, Economics, Finance, Accounting, Mathematics, Science, Technology, Engineering, or Statistics.

Tradeoffs: Can tradeoff education based on experience.

3.2 Space Domain Awareness, Combat Power SSC/SZ

3.2.1 Cost Analysis/Estimates

The contractor shall provide support for the development, maintenance, and updating of cost estimates for Major Defense Acquisition Programs (MDAP) IAW applicable program Cost Analysis Requirements Document (CARD) or CARD-like document, DoD 5000.4-M, AFI 65- 508, NSS Guidance, Air Force Cost Risk and Uncertainty Analysis Handbook, and DTM 09-

027. The contractor shall provide support for the development, maintenance, and updating of cost estimates for non-MDAPs IAW AFI 65-508 and SSCI 63-102. For each cost estimate, the contractor shall assess risks and schedule; align Work Breakdown Structure (WBS) elements IAW MIL-STD-881; use Government-approved cost tools/software such as Launch Vehicle Cost Model (LVCM), ACE-IT, SEER, and PRICE; apply data from Government-approved published databases (e.g. USCM) to develop data driven estimating methodologies (including both software cost estimating and hardware cost estimating methodologies) whenever possible;

and document the estimates.

3.2.1.1 Construction of Cost Estimates

The contractor shall provide support in the construction of each cost estimate (e.g., will-cost, SBE, should-cost, etc.) IAW the following seven step process: (1) Develop Approach and Scope, (2) Prepare the Estimate, (3) Select Methods and/or Models, (4) Collect, Validate, and Adjust Data, (5) Estimate Costs, (6) Assess Risk and Sensitivity, and (7) Document and Present Results.

3.2.1.2 Models and Documentation

For each cost estimate, the contractor shall provide the cost estimating model and comprehensive documentation of the estimating model including the mathematical equations and the descriptive Basis of Estimate (BOE) such that the methodology/estimate is traceable and fully replicable by another cost estimator. Documentation includes: (1) WBS Description/Dictionary, (2) Description of the Methodology used, (3) Rational and why it was chosen, (4) All data used for the BOE, (5) Assess Risk and Sensitivity, and (6) Technical Baseline used in the cost estimate.

This deliverable could be in the format of a report, software file, briefing, or other document as agreed to with the Government and delivered to the (SPO-FMC EQUIVALENT) cost lead for the estimate or their designee for the estimate.

3.2.1.3 Final Report

The contractor shall produce a final report for each detailed estimate IAW AFI 65-508 and organized as follows: (1) Table of Contents, (2) Program title and Program Elements (PEs), (3) Current Program Decision (PMD), CARD or related reference, and Technical Requirements Document (TRD), (4) Scope of the estimate, (5) Cost estimating team identifying members by organization, phone number, and area estimated, (6) Program schedules identifying buy and delivery schedules, (7) Applicable contract information, (8) Cost estimate summary: fiscal year in and by WBS/CES in base year dollars and then year dollars, and (9) Ground rules and Assumptions including a brief description of primary methodologies used to develop estimate to include a table summarizing methodologies by WBS/CES and, if appropriate, functional breakout. Furthermore, primary methodologies shall be data driven whenever the data is available and validated by (SPO-FMC EQUIVALENT).

This deliverable could be in the format of a report, software file, briefing, or other document as agreed to (SPO-FMC EQUIVALENT) and delivered to the (SPO-FMC EQUIVALENT) cost lead for the estimate or their designee.

For each detailed cost estimate, the contractor shall provide support in the development and documentation of a cost risk uncertainty analysis. The cost risk uncertainty analysis could be in the format of a report, software file, briefing, or other document as agreed to with (SPO-FMC EQUIVALENT) and delivered to the (SPO-FMC EQUIVALENT) cost lead or their designee prior to the (SPO-FMC EQUIVALENT) pre-brief and organized as follows (CDRL C004): (1) Ground rules and assumptions, (2) Description of the major product WBS elements, (3) Descriptions of the operating and support concepts, (4) Cost estimating methods and data sources selection, (5) Estimate computations, and (6) Results and Conclusions.

3.2.1.4 Should Cost

Should-cost planning and estimates shall be developed IAW the SSC Should-Cost (SC) Estimating Process Guide and any other applicable DoD policies and guidance. This deliverable could be in the format of a report, software file, briefing, or other document as agreed to with SZF and delivered to the SZF cost lead or their designee.

The contractor shall assume maintenance of, and conduct excursions on, an existing cost estimate in the same software as it was developed, unless otherwise directed by SZF.

3.2.1.5 PWBS

The contractor shall provide support in the development and modification of the Program Work Breakdown Structures (PWBS) and ensure compliance with current DCARC OSD/CAPE requirements. The PWBS will be developed for all new programs, as well as, updated and documented at major milestones for existing programs.

3.2.1.6 Estimates

The contractor shall provide support for the development, maintenance, and updating of cost estimates such as Single Best Estimate (SBE), Independent Government Estimates (IGEs), Independent Cost Analyses (ICAs), Course of Action (COA), Cost Excursions, Rough Order of Magnitude (ROM), Service Cost Positions (SCPs), Program Executive Officer (PEO) Estimates in support of annual Program Objective Memorandum (POM) submissions, Should Cost Estimates, Independent Program Assessments (IPAs), Milestone Reviews, Interim Program Reviews and in response to what-if requests. Non-MDAP limitation not needed here.

3.2.1.7 Data

The contractor shall identify, and record data/information required by the cost estimating software involved which is not included in the CARD or CARD-like document.

3.2.1.8 Cost Related Program Inputs

The contractor shall develop cost-related program inputs IAW AFI 65-508, such as Most Probable Cost Estimate, Should Cost/Will Cost Estimate, and Government Basis of Estimate, for Government Shoulder-to-Shoulder activities with Program Contractors and solicitation activities such as request for proposals (RFPs), Acquisition Strategy Plans (ASPs), and Source Selections. The contractor shall document the results of their activities.

3.2.1.9 Other Cost Analysis Activities

The contractor shall create Business Case Analyses, Cost Benefit Analyses, market surveys, Economic Analyses, or other related analysis IAW Office of Management & Budget (OMB) Circular Number A-94, AFI 65-501, AFI 65-508, AFI 65-509, AFMAN 65-506, and AFMAN 65-510. The contractor shall document the results of these activities.

The contractor shall assess acquisition planning documents such as acquisition strategies, RFP and CDRL related to cost requirements. The contractor shall support the program managers with preparation of CSDR plans, CDRLs and RDT forms IAW DoD 5000.04-M-1 and assist with coordination with Government agencies (e.g., DCARC) and contractors. The contractor shall document assessment results.

3.2.1.10 Assess Program Contractor Cost Estimating & Analysis The contractor shall analyze Program Contractor cost estimates to ensure consistency with Government cost estimating procedures. For each estimate assessed, the contractor shall analyze the Program Contractor’s basis of estimate, risks and crosscheck major WBS elements or cost drivers IAW DoD 5000.73, AFI 65-508. The contractor shall document analysis results.

3.2.1.11 CARD Evaluation

The contractor shall analyze program office CARDS and CARD-like documents for content completeness and consistency with other program documents, such as the Acquisition Strategy, Risk Management Plan, and Operational Requirements Documents, IAW DoD 5000.73, AFI 65-508, and MIL-STD-881. The contractor shall document analysis results.

3.2.1.12 CARD Preparation

The contractor shall support the preparation of Program office CARDS or CARD-like documents ensuring completeness and consistency with other program documents, such as the Acquisition Strategy, Risk Management Plan, and Operational Requirements Documents, IAW DoD 5000.73, AFI 65-508, and MIL-STD-881. The contractor shall document analysis results.

3.2.2 Earned Value Management (EVM) Execution

3.2.2.1 Acquisition Planning Document Review related to EVM

The contractor shall assess acquisition planning documents such as acquisition strategies, RFP and CDRL related to EVM requirements for compliance with SSCI 63-107. The contractor shall document assessment results.

3.2.2.2 EVM Related Section of Acquisition Reports Development The contractor shall produce EVM related sections of acquisition reports such as SAR, DAES, MAR, and PMR, utilizing the, IAW Defense Acquisition Guidebook Chapter 10.9, Monthly Acquisition Report Guidance in MAR Guidebook and the best practices and guidelines identified in the SSC EVM Toolkit Guide. The contractor shall document evaluation results.

3.2.2.3 Assess Program Contractor EVM Information

Contractor shall utilize SSC official EVM analytical tool to the greatest extent possible for performing analysis and documenting the result. The Proteus software tool is currently SSC's official EVM tool approved for performing EVM analysis and reporting. Utilization of proprietary software tools where SSC owns no licenses, the use of proprietary databases, or analytical models is not permitted without written approval of the PCO.

3.2.2.4 Program Contractor EVM Compliance Analysis

The contractor shall analyze and document Program Contractor official EVM reporting (CPR, IMS, IPMR, CFSR) and other applicable technical data reports for compliance with the applicable CDRLs and Program Contractor official documentation (such as EVM System Description). The contractor shall analyze, identify discrepancies, recommend corrective action, document the findings, and advise the Government. The results shall include analysis charts and recommendations.

3.2.2.5 Program Contractor EVM Performance Analysis

The contractor shall analyze and record Program Contractor cost, schedule and risk analysis including Performance Measurement Baseline (PMB), variance, trend, EVM and schedule health metrics IAW the best practices and guidelines identified in the SSCI 63-107, Planning & Scheduling Excellence Guide (PASEG), GAO Scheduling Assessment Guide, GAO Cost Estimating & Assessment Guide, NDIA Guide to Managing Program using Predictive Measures. The performance analysis shall be inclusive of all the best practices covered in the above references. The EVM metrics shall include cost performance index (CPI), schedule performance index (SPI), to complete performance index (TCPI), estimate at complete (EAC), baseline execution index (BEI), and critical path length index (CPLI). The schedule health metrics shall include schedule assessment IAW GAO Scheduling Assessment Guide (or at the minimum (DCMA 14-point schedule assessment acceptable), evaluate changes between IMS submissions, and identify and analyze the program critical and near critical path. The rigorous analysis shall identify all contract/program risks and potential impacts to the technical, schedule, and cost performance. The contractor shall recommend corrective action to record the findings, advise the government and deliver these findings to the Government in electronic format.

Working with DCMA, the contractor shall assess the Program Contractors' EVM data, including analysis of programmatic and management issues, and the Program Contractor's approved EVMS description for compliance with the requirements of the DCMA EVMS Standard Surveillance Operating Manual, the PARCA EVMSIG, the NDIA PMSC Surveillance Guide, and ANSl/EIA Standard 748. The contractor shall record the analysis results.

3.2.2.6 Program Contractor Schedule Risk Assessment (SRA)

Using Program Contractor information and data, the contractor shall develop, document, and present a SRA IAW SSCI 63 -107 and the best practices and guidelines identified in the Planning & Scheduling Excellence Guide, IPMR DID (DI-MGMT-81466B), and GAO Scheduling Assessment Guide.

3.2.2.7 Program Contractor EVM Predictability Analysis

IAW SSCI 63-107, using the EVM Performance Analysis and the Program Contractor’s Schedule Risk Assessment, if available, the contractor shall develop and record risk-based and comprehensive estimates-at-completion (EACs), including confidence level (S-curve) utilizing the best practices and techniques as outlined in the GAO Cost Estimating and Assessment Guide. The contractor shall also utilize other cost estimating methodologies as appropriate.