Performance Work Statement (PWS)

Ginnie Mae (GNMA)

Enterprise Project Management (EPMO)

Services

04/16/2026

Version 1.0

Vision Statement

1 General Information

1.1 Scope of Work

1.2 Background

1.3 Constraints

1.3.1 Project Planning and Management

1.4 Non-Personal Services

1.5 Period of Performance

1.6 Place of Performance

1.7 Hours of Operation

1.8 Special Qualifications

1.9 Post Award/Kickoff Conference

1.10 Status Meetings

1.11 Contractor Travel

1.12 Transition In

1.13 Transition Out

2 Definitions and Acronyms

2.1 Definitions

2.2 Acronyms

3 Government-Furnished Property and Services

3.1 Government Services

3.2 Facilities

3.3 Equipment

3.4 Materials and Information

3.5 Quality Assurance (QA)

4 Contractor-Furnished Items and Services

4.1 Facilities

4.2 Equipment

4.3 Materials

4.4 Contractor Responsibilities

4.5 Contractor Personnel

4.6 Identification of Contractor Employees

5 Specific Tasks

5.1 Strategic Planning and Operations Support

5.2 Emerging Technologies Briefing

5.3 IT Governance Optimization

5.4 Mortgage Servicing System (MSS) Program Management Office (PMO) Support

5.5 Enterprise Optimization

5.6 Market Response and Resiliency

5.7 Surge Mission Support

5.8 Training

6 Deliverables

6.1 Quality Control Plan

6.2 Acceptance Criteria

7 Related Documents

8 Performance Requirements Summary

Performance Work Statement (PWS)

Ginnie Mae (GNMA) Enterprise Project Management (EPMO)

Services

Vision Statement

To achieve operational excellence through enhanced governance, strategic project management and oversight, optimized processes, and mature methodologies that enable the success of the Ginnie Mae delivery lifecycle. This vision will strengthen operational project readiness, facilitate repeatable processes, enhance project governance and improve established performance standards and measurement criteria.

1 General Information

1.1 Scope of Work

The Department of Housing and Urban Development (HUD), Ginnie Mae (GNMA) requires contractor support to strengthen its project management office operations function. Services shall include strategic partnering and ensuring business and technology alignment in strategic planning with strategy execution, analyzing and enhancing project management automation solutions, portfolio management and providing recommendations to assist with the development of streamlined processes. The Contractor shall provide support services to the GNMA Strategic Planning and Operations Team (SPOT) to translate executive strategies into policies, initiatives, action plans and communications that propel Ginnie Mae’s Mortgage-Backed Securities (MBS) Program. Services shall include:

• Strategic Planning and Operations Support

• IT Governance Optimization

• MSS PMO Support

• Enterprise Optimization

• Market Response & Resiliency

• Surge Mission Support

Detailed descriptions of specific tasks are provided in Section 5 Specific Tasks.

1.2 Background

The Strategic Planning and Operations Teams (SPOT) mission is to support Ginnie Maes executive leadership in developing appropriate strategies and the execution of critical initiatives for achieving its mission. Translation of these strategies into policies, initiatives, action plans, initiatives, and communications fosters the continued success of the Mortgage-Backed Securities (MBS) program. The primary functions of SPOT include Strategic Planning and Management, and Enterprise Portfolio Investment Management. SPOTs overall operating objectives are to centralize and integrate these functions, using a disciplined approach, to increase the extent to which those functions are administered. Also, transparency to the rest of the organization through better collaboration and coordination is a critical success factor. These objectives are achieved with the operational expertise of government staff complemented by the functional and market expertise of contractor support.

1.3 Constraints

The services identified in this PWS will adhere to the rules, regulations, laws, standards, and conventions identified by HUD as well as within the Federal Government. Constraints include the following:

o The Contractor shall prepare Project Planning and Management PPM documentation in accordance with the format and content specified in the PPM templates at http://hudatwork.hud.gov/po/i/itm/ppm/ppm.cfm. The HUD PPM guide always takes precedence whenever inconsistencies manifest between the PPM Guide and its corresponding PPM templates and PPM Checklists.

o eCFR :: 41 CFR Part 301-74 -- Conference Planning (FMR Part 301-74) o eCFR :: 5 CFR 410.404 -- Determining if a conference is a training activity.

o Appropriations Law | U.S. GAO o Antideficiency Act Resources | U.S. GAO o Procurement Procedures and Regulations | U.S. Department of the Treasury o FAR | Acquisition.GOV o HUD Office of the Chief Procurement Officer (OCPO) Home o FAR | Acquisition.GOV) o Business Process Management Excellence Playbook

1.3.1 Project Planning and Management

All HUD IT projects, including all information systems acquired, developed, enhanced, or maintained shall follow the policy, procedures, standards, and guidelines set forth within the IT Management Framework using the Project Planning and Management (PPM) Life Cycle located at HUDs PPM Life Cycle Website:

http://portal.hud.gov/hudportal/HUD?src=/program_offices/cio/ppm/PPMV20HOME

PPM was designed based on the best practices from the Capability Maturity Model Integration

(CMMI) for systems development and PMBok for project management. While at the foundation, PPM is designed as a Waterfall methodology, HUD encourages tailoring the PPM to use the many modern solution development methodologies available to enable the planning, development, and delivery of useable functionality within 6-9-month increments.

Contractors are encouraged to propose a preferred methodology whether their solution(s) are for custom development, includes prototypes or pilots, Commercial Off the Shelf (COTS)/

Government Off the Shelf (GOTS) configuration, or Software as a Services. Working with the

HUD Project Manager(s), the Contractor will tailor PPM to take advantage of contractor proposed expertise in using other methodologies in a manner that will provide HUD the best value and address all of the work necessary for successful project completion, on time, within budget, and delivering intended functionality.

The decisions of PPM tailoring are captured in the Project Tailoring Agreement (PTA), which documents the specific agreement for creating, combining, referring, or omitting specific artifacts applicable to the project, as well as adjust project control gate reviews to be consistent with the tailoring. All tailoring of PPM must be approved by HUDs Deputy Chief Information Officer

(DCIO) for Business & IT Modernization. As a default, any project without an approved project tailoring agreement is required to follow all PPM phases and artifacts as presented.

1.4 Non-Personal Services

The Government will neither supervise Contractor employees nor control the method by which the Contractor performs the required tasks. Under no circumstances shall the Government assign tasks to, or prepare work schedules for, individual Contractor employees. It shall be the responsibility of the Contractor to manage its employees and to guard against any actions that are of the nature of personal services or give the perception of personal services. If the Contractor believes that any actions constitute, or are perceived to constitute personal services, it shall be the Contractor's responsibility to notify the Contracting Officer (CO) immediately.

These services shall not be used to perform work of a policy, decision making, or management nature, i.e., inherently Government functions. All decisions relative to programs supported by the Contactor shall be the sole responsibility of the Government.

1.5 Period of Performance

The period of performance shall be for one base period of 12 months and four 12-month option periods.

1.6 Place of Performance

The services to be performed under this contract shall be performed at the Contractor’s facility.

1.7 Hours of Operation

N/A

1.8 Special Qualifications

The Contractor shall have the following certifications:

o Capability Maturity Model Integration (CMMI) Level III o Project Management Professional (PMP) Certification o Certified Scrum Master (CSM) Level III

1.9 Post Award/Kickoff Conference

The Contractor shall attend any post award conference convened by the contracting activity or contract administration office in accordance with FAR Subpart 42.5 and HUD Acquisition Regulation (HUDAR) clause 2452.237-79 - Post Award Conference.

1.10 Status Meetings

The Contracting Officer, Contracting Officers Representative (COR), and other Government personnel, as appropriate, may meet periodically with the Contractor to also review Contractor performance, requirement status, etc. At these meetings, the Contracting Officer will apprise the Contractor of how the Government views the Contractor's performance or progress of the requirement. The Contractor will apprise the Government of problems, if any, being experienced. Appropriate action shall be taken to resolve outstanding issues. These meetings shall be at no additional cost to the Government. Post Award Conference and subsequent meetings may be held via teleconference at the Contracting Officer's discretion.

1.11 Contractor Travel

Prior to travel, the Contractor shall coordinate with and receive Government authorization from the COR for all travel. Reimbursement of travel costs will be in accordance with the Federal Travel Regulation and in accordance with FAR 31.205-46.

1.12 Transition In

The Contractor shall, upon the Contracting Officer's written notice, furnish Transition-In services as required. As a successor, the Contractor shall have sufficient personnel on board during the 30 calendar days Transition-In period to ensure a smooth transition with the incumbent Contractor. The Contractor shall provide an orderly transition of work acceptance and accomplishment such that any impact to the program is minimized. During the Transition-In period, the Contractor shall become familiar with the requirements in order to commence full performance of services by the end of the contract Transition-In period. Transition-In is not required if the successor Contractor is the incumbent Contractor.

1.13 Transition Out

To minimize any decrease in productivity and to prevent possible negative impacts on additional services, the Contractor shall have sufficient personnel on board during the 30 calendar days Transition-Out period. The incumbent Contractor shall ensure a smooth transition with the successor Contractor during the Transition-Out period, prior to completion of contractual performance. The incumbent Contractor shall aid the successor in the development of plans, procedures, and methods for the assumption of all on going work. The Contractor shall provide an orderly transition of work acceptance and accomplishment, such that full control by the successor Contractor is achieved by the end of the new contract Transition-In period.

2 Definitions and Acronyms

2.1 Definitions

Business/Workdays - Every official workday of the week which are days between and including Monday to Friday. This does not include public holidays and weekends.

Capability Maturity Model Integration Level III - is a process and behavioral model that helps organizations streamline process improvement and encourage productive, efficient behaviors that decrease risks in software, product, and service development.

Calendar Day - Any day of the week.

Contractor - A supplier or vendor awarded a contract to provide specific supplies or service to the Government. The term used in this PWS refers to the prime.

Contracting Officer (CO) - A person with authority to enter, administer, and/or terminate contracts and make related determinations and findings on behalf of the Government. Note: the only individual who can legally bind the Government.

Contracting Officer's Representative (COR) - An employee of the U.S. Government appointed by the Contracting Officer to perform contract administration activities regarding technical issues. This individual has authority to provide technical direction to the Contractor as long as direction is within the scope of the contract, does not constitute a change and has no funding implications. This individual does NOT have authority to change the terms and conditions of the contract.

Defective Service - A service output that does not meet the standard of performance associated with the Performance Work Statement.

Deliverable Anything that can be physically or electronically delivered but may include non-manufactured things such as meeting minutes or reports.

Enterprise Project Management Office (EPMO) - operates at the strategic level of an organization that collaborates with executives to ensure all projects are aligned with the organization’s goals and objectives.

Government Furnished Property (GFP) - Government-furnished property means property in the possession of, or directly acquired by, the Government and subsequently furnished to the

Contractor for performance of a contract. Government-furnished property includes spares and property furnished for repair, maintenance, overhaul, or modification. Government-furnished property also includes Contractor-acquired property if the Contractor-acquired property is a deliverable under a cost contract when accepted by the Government for continued use under the contract.

Graphical User Interface (GUI) - A system of interactive visual components for computer software.

Module Business (or Product or Business) Owner - person who holds the vision for the product and is responsible for maintaining, prioritizing, and updating the project backlog. In scrum, the product owner has final authority representing the customer's interest in project backlog prioritization and requirements questions. This person must be available to the team at any time, but especially during sprint planning, project backlog grooming, and sprint review meetings.

Performance Requirements Summary (PRS) - A listing of the performance requirements under the contract that are to be evaluated by the Government on a regular basis, performance indicators for these requirements, performance standards for these requirements and surveillance methods to be used to determine if performance standards are met.

Performance Standard - The Contractor's performance level required by the Government.

Performance Work Statement (PWS) - A statement of work for performance-based acquisitions that describes the required results in clear, specific, and objective terms with measurable outcomes.

Project Management Office (PMO) - management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.

Physical Security - Actions that prevent the loss or damage of Government property.

Security - Actions that prevent the loss or damage of Government property or systems.

Quality Assurance (QA) - Policies and procedures adopted by the Government to ensure that supplies and services acquired under Government contracts conform to the contracts quality requirements.

Quality Assurance Surveillance Plan (QASP) - A plan describing how the agency will survey, observe, test, sample, evaluate and document the Contractor's performance in meeting critical performance standards identified in the contract.

Quality Control (QC) - All necessary measures taken by the Contractor to ensure that the quality of an end product or service shall meet contract requirements.

Work Week - Monday through Friday, unless specified otherwise.

2.2 Acronyms

AQL - Acceptable Quality Level

ARB - Architecture Review Board

BIDS - Business Initiative Decision Structure

BPMN - Business Process Modeling Notation

CMMI - Capability Maturity Model Integration Level

CFR - Code of Federal Regulation

CO - Contracting Officer

COR - Contracting Officer Representative

EST - Eastern Standard Time (U.S.)

FAR - Federal Acquisition Regulation

FY - Fiscal Year

GAO - Government Accountability Office

GNMA Ginnie Mae

GPRAMA - Government Performance and Results Act Modernization Act

HR Human Resources

HUD - U.S. Department of Housing and Urban Development

IT - Information Technology

ITPMO - Information Technology Project Management Office

MBS - Mortgage-Backed Securities

PM - Program/Project Manager

PMO - Program/Project Management Office

POC - Point of Contact

PPM - Project Planning and Management

PWS - Performance Work Statement

QA - Quality Assurance

QASP - Quality Assurance Surveillance Plan

QCP - Quality Control Plan

SPOT - Strategic Planning and Operations Team

3 Government-Furnished Property and Services

The Contractor shall ensure accurate control and accountability of all Government-Furnished Property in accordance with the terms and conditions of this contract. The Government will furnish, at no cost to the Contractor, the GFP shown below.

3.1 Government Services

The Government services will not be provided.

3.2 Facilities

Facilities will not be provided.

3.3 Equipment

Equipment will not be provided.

3.4 Materials and Information

See HUDAR 2452.227-70, Government Information Copies of required materials will be provided to the Contractor in hard copy or soft copy within

15 days of contract award. All materials will remain the property of the Government and will be returned to the COR upon request or at the end of the contract period.

3.5 Quality Assurance (QA)

The Government shall evaluate the Contractor's performance under this contract in accordance with the Quality Assurance Surveillance Plan. This plan is primarily focused on what the Government must do to ensure that the Contractor has performed in accordance with the performance standards. It defines how the performance standards will be applied, the frequency of surveillance, and the minimum acceptable quality level.

4 Contractor-Furnished Items and Services

The Contractor shall furnish, all facilities, equipment, and supplies required to perform the work under this contract that are not listed under Government-Furnished Property and Services.

4.1 Facilities

The Contractor shall furnish all facilities.

4.2 Equipment

The Contractor shall furnish all equipment.

4.3 Materials

The Contractor shall furnish all materials.

4.4 Contractor Responsibilities

The Contractor shall only conduct business with designated Government personnel listed as points of contact (POCs). Names of authorized personnel shall be provided to the Contractor by the Government, in writing, and updated as necessary throughout the contract period of performance. U.S. Government records, copies of original results and reports, verified original data, corrected data, and corrected supporting final reports which are maintained by the Contractor remain the property of the U.S. Government. These files/results must be surrendered to the COR.

4.5 Contractor Personnel

See HUDAR clause 2452.237-70 - Key Personnel in the Key Personnel section of the contract.

4.6 Identification of Contractor Employees

All Contractor/subcontractor personnel shall wear company picture identification badges as to distinguish themselves from Government employees. When conversing with Government personnel during business meetings, over the telephone, or via electronic mail, Contractor/subcontractor personnel shall identify themselves as such to avoid situations arising where sensitive topics might be better discussed solely between Government employees.

Contractors/subcontractors shall identify themselves on any attendance sheet or any coordination documents they may review. Electronic mail signature blocks shall identify their company affiliation. Where practicable, Contractor/subcontractors occupying collocated space with their Government program customer shall identify their workspace area with their name and company affiliation, or at a minimum, "Contractor" after name.

5 Specific Tasks

5.1 Strategic Planning and Operations Support

The Contractor shall support Ginnie Mae's Strategic Planning and Operations Team (SPOT) in translating executive strategies into policies, initiatives, action plans, and communications that advance the Ginnie Mae Mortgage-Backed Securities (MBS) Program. Support shall include the design, deployment, improvement, documentation, and maintenance of strategic planning and performance processes aligned to each Fiscal Year (FY) planning cycle.

5.1.1 Strategic Operations and Monitoring

Operating Plan, Quarterly Balanced Scorecard Reports, and Annual Report (AFR) Input The Contractor shall submit the annual Operating Plan for each fiscal year (FY) planning cycle.

The Contractor shall submit a Draft Operating Plan via email to the COR fifteen (15) calendar days after the date of COR request. Upon receipt of Government comments, the Contractor shall submit a Final Operating Plan within five (5) calendar days. Each Operating Plan submission shall include:

• Executive Summary Narrative

• Operating Plan Assignments by Program Office

• Operating Plan Milestones with planned completion dates

• Enterprise mapping of strategic initiatives to strategies, objectives, and goals

• Operating Plan Value Targets

• Operating Plan Cost Forecasts

The Contractor shall utilize Business Intelligence (BI) reporting or other Government-approved automated technology solutions to track initiative progress and alignment with strategic goals.

The Contractor shall submit a Quarterly Balanced Scorecard Report (each quarter of the performance year) via email to the COR fifteen (15) calendar days after the date of COR request. The report shall include:

• Collect performance data

• Coordinate feedback from all eight (8) GNMA Program Offices

• Performance measurement against Operating Plan initiative milestone dates and objectives

• Initiative progress highlights and alignment with enterprise strategies, objectives, and goals

• Summary of feedback collected through liaison activities across all eight (8) GNMA

Program Offices

Annual Financial Input Report (AFR)

The contractor shall assist the SPOT Team to collect accomplishments for the year. The

Contractor shall submit an Annual Financial Input Report (AFR) via email to the COR fifteen

(15) days after COR request.

The report shall include:

• A strategic narrative on the Ginnie Mae Roadmap

• A brief narrative of Current Operating Plan Project Accomplishments

• Visual representations of data/performance results

• Metrics/chart support and data validation

Performance Standards

a) Standard: Submit an annual Operating Plan via email to the COR 15 days after COR request.

AQL: 5-day deviation from the standard

b) Standard: Submit the quarterly Balanced Scorecard Report via email to the COR 15 days after COR request.

c) Standard: AFR Report

Deliverables

A002 Operating Plan

A003 Quarterly Balanced Scorecard Report

A004 AFR Report

5.1.2 Quarterly EPMO Strategic Portfolio Management Report

The Contractor shall submit a Quarterly EPMO Strategic Portfolio Management Report to the COR within 30 calendar days of written COR request. The report shall include:

Prioritization: Rank and prioritize active projects based on organizational strategic goals and metrics.

Investment Management: Monitor and report on the funding sources, financial status

(planned/actual costs), liquidity, and regulatory compliance of up to 150 portfolio initiatives.

Performance Management: Assess whether active non-IT initiatives are meeting milestone targets to facilitate a timely final delivery. Initiative delays will be documented, categorized, and monitored for corrective action.

Value Management: Define key performance indicators (KPIs) and measurement mechanisms to track and evaluate post initiative delivery outcomes for up to 12 projects per contract year.

The EPMO Report details shall be managed via a COR approved internal project management tool and results shall be presented via dashboard. The Contractor shall evaluate the merits of up to 25 proposed new initiatives per contract year against criteria of strategic alignment, prioritization, resource optimization, and measurable value.

Performance Standards

a) Standard: Submit a Quarterly EPMO Strategic Portfolio Management Report via email to the COR thirty (30) calendar days after COR request.

AQL: Two (2) calendar days beyond the standard

Deliverables

A005 Quarterly EPMO Strategic Portfolio Management Report

5.1.3 EPMO Strategic Pipeline Report

The Contractor shall submit a Monthly EPMO Strategic Pipeline Report to the COR on the 6th business day of each month. The report shall include:

▪ Executive Summary

▪ Open Actions/Pending Items

▪ Key Project Data (Attributes

▪ Schedule and Timeline Metrics

▪ Health and Status Indicators

▪ Financial and Resource Information

▪ Next Steps

The EPMO Strategic Pipeline Report details shall be managed via a COR approved internal project management tool and results shall be presented via dashboard. The Contractor shall evaluate the merits of up to 25 proposed new initiatives per contract year against criteria of strategic alignment, prioritization, resource optimization, and measurable value.

Performance Standards

a) Standard: Submit a Monthly EPMO Strategic Pipeline Report to the COR on the 6th business day of each month.

AQL: Two (2) calendar days beyond the standard

A006 EPMO Strategic Pipeline Report

5.1.4 Non-IT Governance Framework

The Contractor shall establish clear roles, responsibilities, and decision-making structures. The Contractor shall develop a governance framework including policy support, templates, and documentation to ensure non-IT projects remain on schedule and within scope. The Contractor shall submit a draft framework sixty (60) calendar days after COR request.

a) Standard: Submit a draft framework sixty (60) calendar days after COR request.

AQL: Two (2) calendar days beyond the standard

A007 Non-IT Governance Framework

5.1.5 Quarterly Capacity Analysis Report

The Contractor shall submit a Quarterly Capacity Analysis Report via email to the COR fifteen

(15) calendar days after COR request. The report shall monitor enterprise resource alignment to active initiatives and confirms availability of resources required to meet all delivery requirements, for inclusion in quarterly Executive Reporting. The report shall include:

▪ Resource Demand vs Capacity

▪ Resource Allocation by Role/Skill

▪ Portfolio Prioritization

▪ Financial & Time Metrics

▪ What-If Scenario Modeling

▪ Summary and Recommendations

The report details shall be managed via a COR approved internal project management tool and results shall be presented via dashboard. The Contractor shall evaluate the merits of up to 25 proposed new initiatives per contract year against criteria of strategic alignment, prioritization, resource optimization, and measurable value.

a) Standard: Submit a Quarterly Capacity Analysis Report via email to the COR fifteen (15) calendar days after COR request.

AQL: Two (2) calendar days beyond the standard

A008 Quarterly Capacity Analysis Report

5.1.6 Executive Dashboard

The Contractor shall submit an Executive Dashboard via email to the COR two Hundred Seventy (270) days after contract award. The dashboard shall maintain decision-support strategies and outcomes to enhance the attainment of enterprise objectives. The dashboard shall consolidate critical business data into a single interface to support fast, high-level decision-making. The dashboard shall include:

▪ Key Performance Indicators (KPIs)

▪ Data Visualizations

▪ Trend Indicators

▪ Comparisons/Benchmarking

▪ Operational Insights

▪ Risk and Alert Indicators

▪ Customizable and Drill-Down Capabilities

▪ Action Items

The dashboard shall focus on the principles of responsiveness, simplicity, mobility and security and shall be managed via a COR approved internal business intelligence tool and results will be presented real time via dashboard.

a) Standard: Submit an Executive Dashboard via email to the COR two Hundred Seventy (270) days after contract award.

AQL: Ten (10) calendar days beyond the standard

A009 Executive Dashboard

5.1.7 Business Process Management Governance and Architecture

The Contractor shall provide Business Process Excellence (BPE) support to enable Ginnie Mae to improve operational efficiency, increase enterprise visibility into business processes, and support modernization initiatives. The Contractor shall support the development and execution of Business Process Management (BPM) capabilities across the organization through BPM governance and architecture, process inventory and documentation, process improvement initiatives, and operational support activities.

5.1.7.1 Process Architecture

The Contractor shall submit an Enterprise Process Architecture that reflects current-state process hierarchies, value streams, and alignment across organizational functions ninety (90) days after COR request. The contractor shall support the development and maintenance of Ginnie Maes enterprise business process architecture, including hierarchical process models and end-to-end value streams.

The Contractor shall assist in defining and maintaining enterprise process taxonomies and process hierarchies that organize business processes across the organization. The Contractor shall maintain standards for process modeling, including BPMN 2.0 conventions and documentation standards.

The Contractor shall provide an annual March 30th update to the Process Architecture once established.

Performance Standards

a) Standard: Submit an Enterprise Process Architecture that reflects current-state process hierarchies, value streams, and alignment across organizational functions ninety (90) days after COR request.

AQL: Five (5) days beyond the standard

b) Standard: Submit an update to the Process Architecture once established via email to the COR on March 30 of each year.

AQL: Five (5) days beyond the standard

A010 Enterprise Process Architecture

5.1.7.2 Continuous Improvement Plan

The Contractor shall submit a Continuous Improvement Plan that identifies and prioritizes process improvement opportunities aligned with Agency strategic objectives via email to the COR ninety (90) days after COR request.

The Contractor shall support the SPOT effort to create an ongoing structured effort to enhance products services, or processes through incremental or breakthrough improvements. The approach should be cyclical to identify inefficiencies, test solutions, and implement changes that reduce waste and boost quality.

The Contractor shall annually submit an update to the Continuous Improvement Plan once established via email to the COR on June 30 of each year.

Performance Standards

a) Standard: Submit a Continuous Improvement Plan that identifies and prioritizes process improvement opportunities aligned with Agency strategic objectives via email to the COR ninety

(90) days after COR request.

AQL: Five (5) days beyond the standard

b) Standard: Annually submit an update to the Continuous Improvement Plan once established via email to the COR on June 30 of each year.

AQL: Five (5) days beyond the standard

A011 Continuous Improvement Plan

5.1.7.3 BPM Governance Framework

The Contractor shall submit a BPM Governance Framework that defines roles, responsibilities, and governance structures supporting Business Process Management activities via email to the COR ninety (90) days after COR request. The framework will facilitate alignment with strategic goals, manage process ownership and submit a framework for continuous improvement across departments.

The Contractor shall facilitate BPM governance activities including governance workshops, stakeholder engagement sessions, and coordination meetings. The Contractor shall support the development and maintenance of BPM program artifacts including playbooks, templates, frameworks, and governance documentation.

The Contractor shall annually submit an update to the BPM Governance Framework once established via email to the COR on September 30 of each year.

Performance Standards

a) Standard: Submit a BPM Governance Framework that defines roles, responsibilities, and governance structures supporting Business Process Management activities via email to the COR ninety (90) days after COR request.

AQL: Five (5) days beyond the standard

b) Standard: Annually submit an update to the BPM Governance Framework once established via email to the COR on September 30 of each year.

AQL: Five (5) days beyond the standard

A012 BPM Governance Framework

5.1.7.4 Process Analysis and Improvement Strategy/Plan

The Contractor shall submit a Process Analysis and Improvement Strategy/Plan that outlines the approach for identifying, prioritizing, and executing process improvement initiatives via email to the COR ninety (90) days after COR request.

The Contractor shall submit recommendations regarding opportunities for process modernization, including workflow improvements, automation opportunities, and technology enablement aligned with organizational modernization initiatives. The Contractor shall support alignment between business processes, organizational functions, and supporting systems where applicable.

The Contractor shall annually submit an update to the Process Analysis and Improvement Strategy/Plan once established via email to the COR on Decembe15th of each year.

Performance Standards

a) Standard: Submit a Process Analysis and Improvement Strategy/Plan that outlines the approach for identifying, prioritizing, and executing process improvement initiatives via email to the COR ninety (90) days after COR request.

AQL: Five (5) days beyond the standard

b) Standard: Annually submit an update to the Process Analysis and Improvement Strategy/Plan once established via email to the COR on Decembe15th of each year.

AQL: Five (5) days beyond the standard

A013 Process Analysis and Improvement Strategy/Plan

5.1.7.5 Enhanced Business Process Flows

The Contractor shall submit Enhanced Business Process Flows and Process Inventory Documentation via email to the COR thirty (30) days after COR request and maintained within the Agency-designated centralized process repository.

The Contractor shall submit and maintain enhanced business process flows that document current-state and, where applicable, future-state processes using BPMN 2.0 standards or other

Agency-approved methodologies. Process flows shall include:

• Roles, responsibilities

• Handoffs, decision points

• Supporting systems where applicable

Document business processes using BPMN 2.0 modeling standards or other Agency-approved methodologies.

The Contractor shall conduct stakeholder interviews, workshops, and working sessions to collect information necessary to document current-state business processes. The Contractor shall Identify and document process flows including roles, responsibilities, handoffs, key decision points, and supporting systems where applicable.

The Agency anticipates no more than twelve (12) business process documentation packages prioritized by the Government per contract year.

Performance Standards

a) Standard: Submit Enhanced Business Process Flows and Process Inventory Documentation via email to the COR thirty (30) days after COR request and maintained within the Agency-designated centralized process repository.

AQL: Two (2) calendar days beyond the standard

A014 Enhanced Business Process Flows

5.1.7.6 Process Inventory Documentation

The Contractor shall submit and maintain Process Inventory Documentation that submits a structured record of documented business processes, including categorization within the enterprise process architecture and alignment to organizational functions via email to the COR thirty (30) days after COR request.

The Contractor shall maintain documented processes within an Agency-designated centralized process repository in accordance with BPM modeling standards. The Contractor shall categorize and organize documented processes within the enterprise process architecture and support periodic updates to process documentation as operational changes occur or improvement initiatives are implemented.

The Agency anticipates no more than two (2) processes inventory documentation updates prioritized by the Government per contract year.

Performance Standards

a) Standard: Submit and maintain Process Inventory Documentation that submits a structured record of documented business processes, including categorization within the enterprise process architecture and alignment to organizational functions via email to the COR thirty (30) days after COR request.

AQL: Two (2) calendar days beyond the standard

A015 Process Inventory Documentation

5.1.7.7 Current State Analysis Assessment

The Contractor shall submit a Current State Analysis Assessment via email to the COR thirty

(30) days after COR request. The Contractor shall perform a Current State Analysis Assessment that evaluates existing business processes, including process performance, inefficiencies, risks, control gaps, and opportunities for improvement across end-to-end workflows. Conduct current-state process analysis including evaluation of operational performance, inefficiencies, and process risks.

The Contractor shall facilitate stakeholder engagement activities including interviews, workshops, and working sessions to support process improvement initiatives. The Contractor shall identify opportunities for process optimization, workflow improvements, automation opportunities, and technology enablement.

The Agency anticipates no more than five (5) current state analysis assessments per contract year.

Performance Standards

a) Standard: Submit a Current State Analysis Assessment, a Future State Process Design Assessment, a Process Implementation Plan, and a Process Sustainability Plan via email to the COR thirty (30) days after COR request.

AQL: Two (2) calendar days beyond the standard

A016 Current State Analysis Assessment

5.1.7.8 Future State Process Design Assessment

The Contractor shall submit a Future State Process Design Assessment via email to the COR thirty (30) days after COR request. The Contractor shall submit a Future State Process Design Assessment that defines optimized business processes, including improvements to workflow, roles and responsibilities, decision points, and integration with supporting systems where applicable. The Contractor shall submit future-state process designs that improve efficiency, reduce operational risk, and enhance service delivery.

The Agency anticipates no more than five (5) future state analysis assessments per contract year.

Performance Standards

a) Standard: Submit a Future State Process Design Assessment via email to the COR thirty (30) days after COR request.

AQL: Two (2) calendar days beyond the standard

A017 Future State Process Design Assessment

5.1.7.9 Process Implementation Plan

The Contractor shall submit a Process Implementation Plan via email to the COR thirty (30) days after COR request. The Contractor shall submit a Process Implementation Plan that outlines the approach for executing approved process improvements, including key activities, sequencing, dependencies, stakeholder roles, and performance monitoring considerations. The Contractor shall submit implementation plans and performance monitoring approaches to support approved process improvements.

The Agency anticipates no more than five (5) Process Implementation Plans per contract year.

a) Standard: Submit a Process Implementation Plan via email to the COR thirty (30) days after COR request.

AQL: Two (2) calendar days beyond the standard

A018 Process Implementation Plan

5.1.7.10 Process Sustainability Plan

The Contractor shall submit a Process Sustainability Plan via email to the COR thirty (30) days after COR request. The Contractor shall submit a Process Sustainability Plan that defines how process improvements will be maintained over time, including performance monitoring approaches, governance considerations, and continuous improvement mechanisms.

The Contractor shall submit recommendations for modernization initiatives including potential automation, workflow solutions, or system integration opportunities where appropriate.

The Agency anticipates no more than five (5) Process Sustainability Plans per contract year.

a) Standard: Submit a Process Sustainability Plan via email to the COR thirty (30) days after COR request.

AQL: Two (2) calendar days beyond the standard

A019 Process Sustainability Plan

5.1.7.11 Internal Customer BPE Operational Support Documents

The Contractor shall submit Internal Customer Operational Support Documents related to Business Process Excellence (BPE) activities via email to the COR thirty (30) days after COR request. The Contractor shall submit operational BPM support artifacts that sustain and enable ongoing Business Process Excellence activities across the Agency. This includes updates to BPM documentation, supporting materials, and responses to internal and external inquiries related to BPM initiatives.

The Contractor shall:

▪ Maintain and update critical BPM documentation including playbooks, templates, frameworks, and tools.

▪ Support coordination of BPM activities across organizational stakeholders.

▪ Submit advisory support to Agency leadership regarding BPM implementation activities and process improvement initiatives.

▪ Support responses to Inspector General (IG), Government Accountability Office (GAO), or internal audit activities related to BPM initiatives.

▪ Update process documentation as required based on operational changes.

Performance Standards

a) Standard: Submit Internal Customer Operational Support Documents related to Business Process Excellence (BPE) activities via email to the COR thirty (30) days after COR request.

AQL: Two (2) calendar days beyond the standard

A020 Internal Customer BPE Operational Support Documents

5.2 Emerging Technologies Briefing

The Contractor shall submit a semi-annual Emerging Technologies Briefing via email to the COR on Jan 30 and July 30 to assist the EPMO with the digitalization of GNMA operations. The Contractor shall assist GNMA in researching, evaluating, and implementing future-oriented technologies and tools, with a focus on automation, analytics, dashboard capabilities, and emerging technologies to enhance operations and strategic decision-making. The Emerging Technology Briefing is a curated analysis of available technologies against specific, repetitive, and/or complex business processes to improve efficiency and reduce manual labor. It is designed to inform leaders on how available technologies can streamline operations and drive business growth. The Emerging Technology Briefing shall include:

• Technology Landscape & Trends

• Identification of Automation Opportunities

• Strategic Context & Business Value

• Actionable Next Steps

To execute on the Emerging Technology Briefing, the Contractor shall:

• Conduct comprehensive market research and technology assessments to identify and recommend innovative tools and solutions.

• Analyze internal tools available to Ginnie Mae stakeholders and submit written recommendations for process automation optimization.

• Prepare detailed analyses of alternatives, including cost-benefit assessments aligned with strategic enterprise goals.

• Facilitate workshops and stakeholder sessions (live or remote, with stakeholder populations of 150 contacts) to validate needs and gather requirements for selected emerging technology initiatives.

Performance Standards

a) Standard: Submit a semi-annual Emerging Technologies Briefing via email to the COR on Jan 30 and July 30 to assist the EPMO with the digitalization of GNMA operations.

AQL: Three (3) days beyond the standard

A021 Emerging Technologies Briefing

5.3 IT Governance Optimization

The Contractor shall provide IT governance optimization support across three functional bodies:

the Architecture Review Board (ARB), the IT Project Management Office (ITPMO), and IT Demand Management (ITDM). For each body, the Contractor shall conduct a Gap Analysis of current operations and produce the deliverables described below. All Gap Analyses shall serve as the foundation for subsequent Process Improvement Plans and future state process flows.

5.3.1 Architecture Review Board (ARB)

The Contractor shall assess current ARB operations, identify gaps, and produce improvement deliverables to optimize ARB effectiveness. The contractor shall submit ARB meeting materials and an ARB Semi-Annual Process Improvement Plan, including future state process flows to the COR via email thirty (30) days after COR request.

The Contractor shall:

• Coordinate logistics for ARB meetings and draft all ARB meeting materials, including agendas, voting communications, and meeting artifacts, following Ginnie Mae protocols and standards.

• Manage the documentation lifecycle of ARB policies, charters, and governance-related materials, ensuring all documents are current and accessible.

• Conduct a Gap Analysis of current ARB operations, processes, and tools.

• Optimize ARB functions utilizing Agile methodology.

• Submit process flows for future-state ARB processes, including ServiceNow technology implementation and ongoing enhancements supporting ARB activities.

• Produce a Semi-Annual ARB Process Improvement Plan based on stakeholder feedback, observations, and Gap Analysis findings. The Plan shall include recommendations to optimize ARB policies, tools, frameworks, documentation, and overall efficiency.

Performance Standards

a) Standard: Submit an ARB meeting materials and an ARB semi-annual Process Improvement Plan, including future state process flows to the COR via email thirty (30) days after COR request.

AQL: One (1) day beyond the standard

A022 ARB Semi-Annual Process Improvement Plan

5.3.2 ITPMO Semi-Annual Process Improvement Plan

The contractor shall submit an ITPMO Semi-Annual Process Improvement Plan, Future State Process Flows, a Structured Approach for Project Documentation and Retrieval and enhanced Reporting Metrics to the COR via email thirty (30) days after COR request. The Contractor shall assess current ITPMO operations, identify gaps, and produce improvement deliverables to optimize ITPMO effectiveness. The Contractor shall:

• Conduct a Gap Analysis of current ITPMO operations, processes, and tools.

• Assess, recommend, and implement improvements to ITPMO processes.

• Produce a Semi-Annual ITPMO Process Improvement Plan based on stakeholder feedback, observations, and Gap Analysis findings. The Plan shall include recommendations to optimize ITPMO policies, tools, frameworks, documentation, and overall efficiency.

• Submit process flows for future-state ITPMO processes, including ServiceNow technology implementation and ongoing enhancements.

• Refine risk management processes and procedures.

• Submit and enhance reporting metrics for ITPMO performance and project success.

• Submit, implement, and evaluate the effectiveness of improved processes, ensuring alignment with performance objectives and continuous improvement goals.

• Manage the documentation lifecycle of ITPMO policies, charters, and governance-related materials.

Performance Standards

a) Standard: Submit an ITPMO Semi-Annual Process Improvement Plan, Future State Process Flows, a Structured Approach for Project Documentation and Retrieval and enhanced Reporting Metrics to the COR via email thirty (30) days after COR request.

AQL: One (1) day beyond the standard

A023 ITPMO Semi-Annual Process Improvement Plan

5.3.3 ITDM Process Improvement Plan

The Contractor shall submit an ITDM Process Improvement Plan and Future State Process Flows via email to the COR thirty (30) days after COR request. The Contractor shall perform a GAP analysis of current ITDM operations and submit a Process Improvement Plan, including an assessment of findings and future state process flows to the COR via email within 30 days of COR request. The Contractor shall:

• Assess, recommend and implement improvements to the ITDM processes, including process assessment and analysis.

• Review existing ITDM processes and make recommendations for areas of improvement.

• Submit integrated processes that align to ITDM requirements and require inter-body engagement with governance entities GNMAs ITGB, ARB, and ITPMO.

• Manage the documentation lifecycle of policies, charters, and governance-related materials, ensuring they are current and accessible.

• Submit process flows for future state processes for Service Now technology implementation and ongoing enhancements.

Performance Standards

a) Standard: Submit an ITDM Process Improvement Plan and Future State Process Flows via email to the COR thirty (30) days after COR request.

AQL: One (1) day beyond the standard

b) Standard: Submit assessment of findings and future state process flows to the COR via email thirty (30) days after COR request.

AQL: One (1) day beyond the standard

A024 ITDM Process Improvement Plan

5.4 Mortgage Servicing System (MSS) Program Management Office (PMO)

Support

5.4.1 MSS Transition Planning Artifacts

The Contractor shall submit a Stakeholder Management Plan via email to the COR thirty (30) calendar days after contract award, to enable effective communications and governance for the GNMA MSS Transition across the multiple stakeholder groups and offices. The plan shall include:

• Stakeholder identification and analysis

• Proposed governance structure

• Communications/project meeting cadence

The Contractor shall submit an updated Master Execution Schedule via email to the COR thirty

(30) calendar days after contract award, that encompasses all activities required by GNMA related to the MSS Transition. The Contractor shall manage the artifacts repository within Ginnie

Maes environment, including collection, versioning and organizing of documents.

a) Standard: Submit a Stakeholder Management Plan via email to the COR thirty (30) calendar days after contract award

AQL: Two (2) calendar days beyond the standard

A025 Stakeholder Management Plan

5.4.2 MSS Transition Reporting Artifacts

The Contractor shall support divisional-level stakeholders across 5 Program Offices, 8 stakeholder groups (OEDTS EDS, OEDTS IMD, InfoSec, OER EMAD, OER ORAD, OCFO, OSO, OIPM) including their individualized checklist processes as defined by the 1,000+ line integrated execution schedule.