FMBT Interface and Data Conversion Development

VA-20-00047253

PERFORMANCE WORK STATEMENT (PWS)

DEPARTMENT OF VETERANS AFFAIRS

Financial Management Business Transformation (FMBT)

Interface and Data Conversion Development

Date: April 23, 2026

VA-26-00061414

PWS Version Number: 1.0

Contents

1.0 BACKGROUND

The Department of Veterans Affairs (VA) has a clear and critical need to modernize its legacy core Financial Management System (FMS). The FMS is 30 years old and continued reliance on it presents enormous risk to VA operations. The technical and functional ability to support the legacy application becomes more difficult with each passing year. New audit issues have surfaced including security related issues that cannot be fixed in the older software. In addition to non-compliance with security standards, the FMS is no longer compliant with the Office of Management and Budget (OMB) circulars A-123, Appendix A, Internal Control over Financial Reporting and A-127, Financial Management Systems; and there is no way to bring it into compliance.

In addition, on March 25, 2013, the Office of Management and Budget (OMB) issued Memorandum 13-08, Improving Financial Systems through Shared Services, directing all executive agencies to use a shared services solution for future modernizations of core accounting or mixed systems. As a result, VA’s Office of Finance (OF), Office of Financial Business Operations (OFBO) established the VA’s Financial Transformation Service (FMTS) and the Financial Management Business Transformation (FMBT) program in accordance with OMB’s directive and to support the modernization effort.

The FMBT enables VA to:

· Modernize the existing financial system with an easy to manage low cost solution

· Enhance performance and improve strategic decision-making

· Provide better data analysis, data management, automated data reconciliation, and automated consolidated financial statements

· Meet new and emerging federal accounting regulations, such as the Data Accountability and Transparency Act (DATA Act)

· Ensure continuous audit compliance.

· Accommodate new OMB, Treasury, and Federal Accounting Standards Advisory Board (FASAB) requirements and thereby prevent new financial statement audit material weaknesses and/or significant deficiencies

VA is migrating to the Veteran Affairs Enterprise Cloud, configured for VA as the Integrated Financial and Acquisition Management System (iFAMS), allowing VA to leverage CGI’s Software as a Service (SaaS) model which utilizes the CGI Momentum product and Microsoft Azure’s cloud expertise and Microsoft Azure FISMA high offering. This migration has already begun utilizing both the CGI SaaS model and Microsoft Azure and both data cleansing and data migration is required for this iFAMS migration. VA will gain increased operational efficiency, productivity, agility, and flexibility from a modern Enterprise Resource Planning (ERP) cloud solution. The new cloud solution will also provide additional security, storage, and scalability. By implementing Momentum Acquisitions, VA is getting real-time integration with financials and acquisitions through a single, consolidated system.

APPLICABLE DOCUMENTS

In the performance of the tasks associated with this Performance Work Statement, the Contractor shall comply with the following:

1. 44 U.S.C. § 3541-3549, “Federal Information Security Management Act (FISMA) of 2002”

2. “Federal Information Security Modernization Act of 2014”

3. Federal Information Processing Standards (FIPS) Publication 140-2, “Security Requirements for Cryptographic Modules”

4. FIPS Pub 199. Standards for Security Categorization of Federal Information and Information Systems, February 2004

5. FIPS Pub 200, Minimum Security Requirements for Federal Information and Information Systems, March 2016

6. FIPS Pub 201-2, “Personal Identity Verification of Federal Employees and Contractors,” August 2013

7. 10 U.S.C. § 2224, "Defense Information Assurance Program"

8. Carnegie Mellon Software Engineering Institute, Capability Maturity Model® Integration for Development (CMMI-DEV), Version 1.3 November 2010; and Carnegie Mellon Software Engineering Institute, Capability Maturity Model® Integration for Acquisition (CMMI-ACQ), Version 1.3 November 2010

9. 5 U.S.C. § 552a, as amended, “The Privacy Act of 1974”

10. Public Law 109-461, Veterans Benefits, Health Care, and Information Technology Act of 2006, Title IX, Information Security Matters

11. 42 U.S.C. § 2000d “Title VI of the Civil Rights Act of 1964”

12. VA Directive 0710, “Personnel Security and Suitability Program,” June 4, 2010, http://www.va.gov/vapubs/

13. VA Handbook 0710, Personnel Security and Suitability Security Program, May 2, 2016, http://www.va.gov/vapubs

14. VA Directive and Handbook 6102, “Internet/Intranet Services,” July 15, 2008

15. 36 C.F.R. Part 1194 “Electronic and Information Technology Accessibility Standards,” July 1, 2003

16. Office of Management and Budget (OMB) Circular A-130, “Managing Federal Information as a Strategic Resource,” July 28, 2016

17. 32 C.F.R. Part 199, “Civilian Health and Medical Program of the Uniformed Services (CHAMPUS)”

18. An Introductory Resource Guide for Implementing the Health Insurance Portability and Accountability Act (HIPAA) Security Rule, October 2008

19. Sections 504 and 508 of the Rehabilitation Act (29 U.S.C. § 794d), as amended by the Workforce Investment Act of 1998 (P.L. 105-220), August 7, 1998

20. Homeland Security Presidential Directive (12) (HSPD-12), August 27, 2004

21. VA Directive 6500, “Managing Information Security Risk: VA Information Security Program,” September 20, 2012

22. VA Handbook 6500, “Risk Management Framework for VA Information Systems – Tier 3: VA Information Security Program,” March 10, 2015

23. VA Handbook 6500.1, “Electronic Media Sanitization,” November 03, 2008

24. VA Handbook 6500.2, “Management of Breaches Involving Sensitive Personal Information (SPI)”, July 28, 2016

25. VA Handbook 6500.3, “Assessment, Authorization, And Continuous Monitoring Of VA Information Systems,” February 3, 2014

26. VA Handbook 6500.5, “Incorporating Security and Privacy in System Development Lifecycle”, March 22, 2010

27. VA Handbook 6500.6, “Contract Security,” March 12, 2010

28. VA Handbook 6500.8, “Information System Contingency Planning”, April 6, 2011

29. OI&T Process Asset Library (PAL), https://www.va.gov/process/ . Reference Process Maps at https://www.va.gov/process/maps.asp and Artifact templates at https://www.va.gov/process/artifacts.asp

30. One-VA Technical Reference Model (TRM) (reference at https://www.va.gov/trm/TRMHomePage.aspx)

31. VA Directive 6508, “Implementation of Privacy Threshold Analysis and Privacy Impact Assessment,” October 15, 2014

32. VA Handbook 6508.1, “Procedures for Privacy Threshold Analysis and Privacy Impact Assessment,” July 30, 2015

33. VA Handbook 6510, “VA Identity and Access Management”, January 15, 2016

34. VA Directive 6300, Records and Information Management, February 26, 2009

35. VA Handbook, 6300.1, Records Management Procedures, March 24, 2010

36. NIST SP 800-37, Guide for Applying the Risk Management Framework to Federal Information Systems: A Security Life Cycle Approach, June 10, 2014

37. NIST SP 800-53 Rev. 4, Security and Privacy Controls for Federal Information Systems and Organizations, January 22, 2015

38. OMB Memorandum, “Transition to IPv6”, September 28, 2010

39. VA Directive 0735, Homeland Security Presidential Directive 12 (HSPD-12) Program, October 26, 2015

40. VA Handbook 0735, Homeland Security Presidential Directive 12 (HSPD-12) Program, March 24, 2014

41. OMB Memorandum M-06-18, Acquisition of Products and Services for Implementation of HSPD-12, June 30, 2006

42. OMB Memorandum 04-04, E-Authentication Guidance for Federal Agencies, December 16, 2003

43. OMB Memorandum 05-24, Implementation of Homeland Security Presidential Directive (HSPD) 12 – Policy for a Common Identification Standard for Federal Employees and Contractors, August 5, 2005

44. OMB memorandum M-11-11, “Continued Implementation of Homeland Security Presidential Directive (HSPD) 12 – Policy for a Common Identification Standard for Federal Employees and Contractors, February 3, 2011

45. OMB Memorandum, Guidance for Homeland Security Presidential Directive (HSPD) 12 Implementation, May 23, 2008

46. Federal Identity, Credential, and Access Management (FICAM) Roadmap and Implementation Guidance, December 2, 2011

47. NIST SP 800-116, A Recommendation for the Use of Personal Identity Verification (PIV) Credentials in Physical Access Control Systems, November 20, 2008

48. OMB Memorandum M-07-16, Safeguarding Against and Responding to the Breach of Personally Identifiable Information, May 22, 2007

49. NIST SP 800-63-3, 800-63A, 800-63B, 800-63C, Digital Identity Guidelines, June 2017

50. NIST SP 800-157, Guidelines for Derived PIV Credentials, December 2014

51. NIST SP 800-164, Guidelines on Hardware-Rooted Security in Mobile Devices (Draft), October 2012

52. Draft National Institute of Standards and Technology Interagency Report (NISTIR) 7981 Mobile, PIV, and Authentication, March 2014

53. VA Memorandum, VAIQ #7100147, Continued Implementation of Homeland Security Presidential Directive 12 (HSPD-12), April 29, 2011 (reference https://www.voa.va.gov/documentlistpublic.aspx?NodeID=514)

54. IAM Identity Management Business Requirements Guidance document, May 2013, (reference Enterprise Architecture Section, PIV/IAM (reference https://www.voa.va.gov/documentlistpublic.aspx?NodeID=514)

55. VA Memorandum “Mandate to meet PIV Requirements for New and Existing Systems” (VAIQ# 7712300), June 30, 2015, https://www.voa.va.gov/DocumentView.aspx?DocumentID=4846

56. Trusted Internet Connections (TIC) Reference Architecture Document, Version 2.0, Federal Interagency Technical Reference Architectures, Department of Homeland Security, October 1, 2013, https://s3.amazonaws.com/sitesusa/wp-content/uploads/sites/482/2015/04/TIC_Ref_Arch_v2-0_2013.pdf

57. OMB Memorandum M-08-05, “Implementation of Trusted Internet Connections (TIC), November 20, 2007

58. OMB Memorandum M-08-23, Securing the Federal Government’s Domain Name System Infrastructure, August 22, 2008

59. VA Memorandum, VAIQ #7497987, Compliance – Electronic Product Environmental Assessment Tool (EPEAT) – IT Electronic Equipment, August 11, 2014 (reference Document Libraries, EPEAT/Green Purchasing Section, https://www.voa.va.gov/documentlistpublic.aspx?NodeID=552)

60. Sections 524 and 525 of the Energy Independence and Security Act of 2007, (Public Law 110–140), December 19, 2007

61. Section 104 of the Energy Policy Act of 2005, (Public Law 109–58), August 8, 2005

62. Executive Order 13693, “Planning for Federal Sustainability in the Next Decade”, dated March 19, 2015

63. Executive Order 13221, “Energy-Efficient Standby Power Devices,” August 2, 2001

64. VA Directive 0058, “VA Green Purchasing Program”, July 19, 2013

65. VA Handbook 0058, “VA Green Purchasing Program”, July 19, 2013

66. Office of Information Security (OIS) VAIQ #7424808 Memorandum, “Remote Access”, January 15, 2014, https://www.voa.va.gov/DocumentListPublic.aspx?NodeId=28

67. Clinger-Cohen Act of 1996, 40 U.S.C. §11101 and §11103

68. VA Memorandum, “Implementation of Federal Personal Identity Verification (PIV) Credentials for Federal and Contractor Access to VA IT Systems”, (VAIQ# 7614373) July 9, 2015, https://www.voa.va.gov/DocumentListPublic.aspx?NodeId=28

69. VA Memorandum “Mandatory Use of PIV Multifactor Authentication to VA Information System” (VAIQ# 7613595), June 30, 2015, https://www.voa.va.gov/DocumentListPublic.aspx?NodeId=28

70. VA Memorandum “Mandatory Use of PIV Multifactor Authentication for Users with Elevated Privileges” (VAIQ# 7613597), June 30, 2015; https://www.voa.va.gov/DocumentListPublic.aspx?NodeId=28

71. “Veteran Focused Integration Process (VIP) Guide 2.0”, May 2017, https://www.voa.va.gov/DocumentView.aspx?DocumentID=4371

72. “VIP Release Process Guide”, Version 1.4, May 2016, https://www.voa.va.gov/DocumentView.aspx?DocumentID=4411

73. “POLARIS User Guide”, Version 1.2, February 2016, https://www.voa.va.gov/DocumentView.aspx?DocumentID=4412

74. VA Memorandum “Use of Personal Email (VAIQ #7581492)”, April 24, 2015, https://www.voa.va.gov/DocumentListPublic.aspx?NodeId=28

75. VA Memorandum “Updated VA Information Security Rules of Behavior (VAIQ #7823189)”, September, 15, 2017, https://www.voa.va.gov/DocumentListPublic.aspx?NodeId=28

76. Audit of VA’s Financial Statements for Fiscal Years 2018 and 2017, November28, 2018 http://www.va.gov/oig/pubs/VAOIG-XX.pdf

77. Audit of VA’s Financial Statements for Fiscal Years 2017 and 2016, November 15, 2017 http://www.va.gov/oig/pubs/VAOIG-15-01708-36.pdf

78. Audit of VA’s Financial Statements for Fiscal Years 2016 and 2015, November 15, 2016 http://www.va.gov/oig/pubs/VAOIG-15-01708-36.pdf

79. VA Corrective Action Plan (CAP) Template

80. OMB Circular No. A–11, Preparation, Submission, and Execution of the Budget, June 2015 https://www.whitehouse.gov/omb/circulars_a11_current_year_a11_toc

81. Treasury Financial Manual (TFM); http://tfm.fiscal.treasury.gov/

82. GAO Government Auditing Standards (Yellow Book), December 2011

83. GAO Standards for Internal Control in the Federal Government (Green Book), September 2014

84. 31 USC § 3512, Executive Agency Accounting and Other Financial Management Reports and Plans

85. Public Law 97-255, Federal Managers Financial Integrity Act of 1982

86. OMB Circular No. A-123, Management’s Responsibility for Enterprise Risk Management and Internal Control

87. AT-C section 320, Reporting on an Examination of Controls at a Service Organization Relevant to User Entities’ Internal Control Over Financial Reporting, AICPA

88. Statement on Standards for Attestation Engagements (SSAE) No. 18, Attestation Standards: Clarification and Recodification, AICPA

89. SOC 2 User Guide for Report on Controls at a Service Organization Relevant to Security, Availability, Processing Integrity, Confidentiality or Privacy, AICPA

90. The Federal Managers' Financial Integrity Act of 1982 (FMFIA)

91. FMBT Interface Control Document (ICD) Processes and Procedures Version 3.0, April 2020

92. FMBT Data Cleanse Business Requirements Document Version 1.6, September 2018

93. FMBT Data Cleansing Data Quality Baseline Version 1.0, April 2019

94. FMBT Detailed Conversion Process (DCP)-Overview Version 0.1, 2019

95. Veterans Health Administration (VHA) Data Cleansing Plan Version 1.1, December 2019

SCOPE OF WORK

The scope of this contract excludes any modifications to the CGI Momentum baseline product.

The Contractor shall support FMBT in Interface and Data Conversion Development, specifically requirements gathering, software design, development and testing of interface and conversion programs. The Contractor shall also support the completion of the execution and validation of the conversion software which has already begun. The interface programs allow transactions to flow from external systems into iFAMS and vice versa. The conversion programs allow for the migration of data from source systems such as FMS into iFAMS. The following activities are required to be performed by the Contractor:

Develop Interfaces from VA Legacy Systems to iFAMS Support project management tasks related to interface development including contributing to schedule, defect tracking, risk management and configuration management Develop conversion planning and approach Perform conversion requirements gathering and data mapping Migrate data from legacy source systems to iFAMS Perform data cleansing of legacy system data prior to migration to Momentum Develop general utility programs to migrate, process, format, validate or clean data Perform conversion dry run execution and validation Perform conversion execution during go-live and post go-live support Provide industry best practices for Data Quality assurance during the conversion Develop other related conversion software as requested Develop software to resolve data duplication across multiple VA source systems The Contractor shall also provide an automated iterative data cleanse capability to support the migration of VA from FMS to iFAMS. The objective for automating data cleanse activities are underlined in the following best practices:

Legacy data must undergo data cleansing to improve quality, minimize data integrity issues, and reduce data volume and extract-program run time Reference data directly or indirectly controls many aspects of transactional data, and should be reviewed, and if warranted, cleansed, when transactional data issues are identified Transactional data cleansing scope is limited to open transactions Open transaction details will be from legacy system source tables Data cleanse activities will need to be tracked and reported, especially corrective actions made to the source system at the transaction level Data cleanse activities will be integrated with FMBT Data Conversion, Administrative Offices, FSC, and other stakeholders to identify and remediate issues and carry out all necessary steps to ensure a smooth transition to iFAMS

In accordance with the tasks in this PWS, a Contractor shall be required to continue work already in process, and to propose new processes and methodologies to support VA going forward with interface development and data conversion.

In accordance with the tasks in this PWS, a Contractor shall be required to continue work already in process, and to propose new processes and methodologies to support VA going forward with interface development and data conversionPERFORMANCE DETAILS

PERFORMANCE PERIOD (PoP)

The PoP shall be one 12-month base period with two (2) 12-month option periods with four (4) optional tasks to be exercised by the Government at its sole discretion. All base tasks shall be performed in the base and option periods, if exercised. The optional tasks shall be performed in accordance with Section B, Schedule of Deliverables.

Any work at the Government site shall not take place on Federal holidays or weekends unless directed by the Contracting Officer (CO). If required, the CO may designate the Contractor to work during holidays and weekends.

There are eleven (11) Federal holidays set by law (USC Title 5 Section 6103) that VA follows:

Under current definitions, five are set by date:

If any of the above falls on a Saturday, then Friday shall be observed as a holiday. Similarly, if one falls on a Sunday, then Monday shall be observed as a holiday.

The other six are set by a day of the week and month:

PLACE OF PERFORMANCE

Tasks under this PWS shall be performed at both Government and Contractor facilities and work may be performed at remote locations with prior approval of the Contracting Officer’s Representative (COR).

It is anticipated that the majority of work under this PWS shall be performed at Contractor facilities. The Contractor facilities in Washington DC Metropolitan Area shall be Metro accessible and shall be used for collaboration, meetings, and training. The Contractor principals and key personnel shall be located within local commuting area of VA facilities in Washington DC or Austin, Texas, since face-to-face meetings with Government decision makers will be required.

VA anticipates face-to-face meetings in Washington DC and Austin, Texas. VA may provide a limited number of seats in support of the work performed in this contract at the Government facility in Austin, Texas. Temporary Duty (TDY) to a government facility within the effort does not change the Place of Performance to the Government Site.

TRAVEL

The Government anticipates travel under this effort to support the breadth of program management activities relating to iFAMS O&M planning, initiation, deployment, and sustainment, as well as to attend program-related meetings through the PoP.

Travel is on a cost reimbursable, no fee basis and shall be in accordance with the Federal Travel Regulations (FTR) and requires advance concurrence by the Contracting Officer Representative (COR). The Contractor shall provide cost estimates with each travel request to the COR. Each Contractor invoice must include copies of all requested, applicable, and required receipts (FTR §301-11.25: required for lodging, regardless of amount, and a receipt for every authorized expense over $75) that support the travel costs claimed in the invoice.

Contractor travel within the local commuting area of 50-miles will not be reimbursed. Travel performed for personal convenience and daily travel to and from work at the Contractor’s facility will not be reimbursed. Contractor travel within the local commuting area will not be reimbursed.

SPECIFIC TASKS AND DELIVERABLES

The Contractor shall perform the following:

PROJECT MANAGEMENT

The Contractor shall provide all administrative and managerial resources necessary for the management of this task order. The Contractor shall:

Develop schedules and plans, to include deliverables in task areas Mobilize resources to execute the work represented in the plans Monitor progress against the plans Provide briefings and reports of activities Review deliverables to ensure conformance to the quality assurance plan and Resolve support issues within its responsibility Develop and execute management plans Serve as the primary point of contact for all project management issues and keep the Government fully informed both verbally and in writing of any concerns or problems that arise The Contractor shall follow Agile principles framework and VIP tailored to the needs of FMBT. The Contractor shall make recommendations to the Government to identify opportunities to promote Lean and Agile management practices through continuous management streamlining.

CONTRACTOR PROJECT MANAGEMENT PLAN

The Contractor Project Management Plan task involves the management and oversight of all activities performed by Contractor personnel, including subcontractors, to perform the requirements identified in this PWS. The Contractor shall identify a Program Manager (PM) by name, who shall provide management, direction, administration, quality assurance, and leadership of the execution of this contract. VA shall retain overall Program Management Responsibility. The Contractor shall operate and coordinate with the FMBT Program Management Office. The Contractor’s Program and Project Managers shall coordinate their efforts with VA Program and Project Managers.

The Contractor shall deliver a Contractor Project Management Plan (CPMP) that lays out the Contractor’s approach, timeline and tools to be used in execution of the contract. The CPMP shall take the form of both a narrative and graphic format that displays the schedule, milestones, risks and resource support. The CPMP shall also include how the Contractor will coordinate and execute planned, routine, and ad hoc data collection reporting requests as identified within the PWS.

The Contractor shall describe in the CPMP the organizational resources and management controls the Contractor will employ to meet the support, schedule, quality, and performance requirements defined in this PWS. The Government will use this CPMP to manage, track, and evaluate the Contractor’s performance. The VA Program Manager (PM) will approve the Contractor’s baseline CPMP prior to implementation. The VA PM will approve any updates to the CPMP that the Contractor prepares.

The initial baseline CPMP shall be concurred upon and updated in accordance with Section B of the contract. The Contractor shall update and maintain the VA PM approved CPMP throughout the PoP.

DELIVERABLE:

A. Contractor Project Management Plan

5.1.2 SCHEDULE MANAGEMENT

The Contractor shall contribute to the creation and maintenance of the Integrated Project Schedule (IPS) for each wave implementation in a format defined by the government. While the contractor has not been assigned primary ownership of the IPS, the contractor shall work with the entity designated by the government to ensure the IPS is complete and up to date.

The IPS shall include defined activities and all applicable milestones for identifying and documenting discrete events necessary to complete each wave deployment. The contractor shall provide dates for tasks within the scope of this PWS. The Contractor shall identify dependencies in the IPS to other IPS tasks within the wave IPS where appropriate. The Contractor shall follow standard FMBT change control processes when recommending changes to the IPS. The Contractor shall provide update to tasks that are tracked in the IPS at minimum on a weekly basis.

DELIVERABLE:

A. Updates to Integrate Project Schedule (IPS)

REPORTING REQUIREMENTS

Status meetings shall be scheduled by the Contractor to address progress, planned activities, risks, or conflicts that may impact the schedule, scope, or cost and any change management impacts. The Contractor shall produce agendas at least 24 hours before scheduled meetings and meeting minutes no later than two (2) business days following the meeting. In addition, ad-hoc meetings, executive briefings, and demonstrations may be requested by the Government on an as-needed basis. Staff shall enter data as required into Agility, Jira, or other government approved management tools to support the creation of reports. Contractors shall support the creation of a weekly status report in consultation with other stakeholders.

WEEKLY REPORTING REQUIREMENTS

The Government and the Contractor PM shall jointly chair weekly status meetings, and these will be attended by the Contractor and Government team leads. Tasks and sub-tasks will be discussed at this meeting, with agreed upon delivery dates. The meetings shall schedule and present risks, risk status, and risk mitigation strategies.

The Contractor shall provide a Weekly Progress Report (WPR) which covers all work completed during the reporting period and work planned for the subsequent reporting period. The WPR shall cover schedule, action items, risks, and issues. The WPR can be a single report or broken up into multiple reports. The exact format of the report shall be suggested by the Contractor and approved by the Government. The Contractor may deploy a dashboard as an alternative to a static report. The WPR will be delivered on the first business day of the week by noon central time. Deliveries of the WPR should begin within 14 calendar days of contract award.

The Contractor shall, if requested, attend and support VA Change Control Board (CCB) meetings on a weekly basis.

MONTHLY PROGRAM MANAGEMENT REVIEW (PMR) REQUIREMENTS

The Contractor shall prepare a Monthly Program Management Review (PMR), to be distributed on the last weekly status meeting of the month that documents the activities and achievements in the prior month and the planned activities, milestones, and deliverables due for the following month. The PMR report shall document any problems or unresolved issues that may impact wave deployment in a format proposed by the contractor and approved by the government. The PMR Report shall measure the Contractor's schedule performance using either the Government-approved Work Breakdown Structure (WBS) or a separate arrangement as mutually agreed upon by the Government and the Contractor. PMR Report shall include:

· Activities completed in reporting period

· Identified risks and mitigation of risks

· Government action needed to support the effort

· Performance Baseline

· GFE inventory implemented

· Projected GFE requirements

· Trip report when travel is accomplished for the month reported

· Other Direct Costs (ODCs)

The Government may update the PMR Report requirement based on business needs and reporting requirements. All changes will be communicated by the Government to the Contractor one reporting period prior to the change.

AGILE REPORTING REQUIREMENTS

The Contractor shall provide reports to support the agile development methodology in a format proposed by the contractor and approved by the government. To the greatest extent practical will leverage out of the box reporting functionality and dashboards from management tools such as Agility and Jira. The contractor agile reports shall include the following:

· Scrum Team Capacity Report

· Sprint Report

· Sprint Planning Report

· Burn up Chart

· Velocity Report The contractor may combine reports listed above into a single deliverable with the approval of the government.

DELIVERABLES:

A. Weekly Status Report B. Monthly PMR Report C. Scrum team Capacity Report D. Sprint Report E. Sprint Planning Report F. Burn up Chart G. Velocity Reports

RISK MANAGEMENT

The Contractor shall prepare and deliver a Risk Management Plan (RMP) to the Government for approval. The objectives of the RMP are to identify, address, and mitigate risks before they become threats to success or major sources of rework. The Contractor shall also be responsible for the following:

· Implementing a structured and systematic approach to recognizing risks

· Analyzing and evaluating risks by identifying the risk sources, impact, and owner, in addition to the probability of the risk occurring

· Identifying, assessing, and presenting a range of risk response options, including mitigation strategies and solutions to the Government

· Soliciting input, comments, and guidance from the Government

· Monitoring and reviewing the implemented risk response options to evaluate whether the risk response achieved the intended result

· Supporting and participating in risk status reviews/Program Level Risk Management Board as directed by the Contracting Officer Representative (COR)

· Provide information, recommendations, and support to the Program Level Risk Process

The Contractor shall maintain and update risks in a tool designated by the government. The contractor will report on new risks in the weekly status meetings and the monthly PMR report.

DELIVERABLES:

A. Risk Management Plan B. Risk Management Report (included in weekly/monthly PMR reports)

KICK-OFF MEETING

Within one (1) business day of the task order award, the Contractor shall contact the COR to request a kick-off meeting. The kick-off meeting will be held at the Government site no later than 10 business days from the date of issuance of the award. At the meeting, the Contractor shall present a staffing and quality plan, CPMP, and high-level schedule, at the task order level. Two (2) business days prior to the Kick-off Meeting, the Contractor shall submit to the Government an agenda of the meeting for COR approval. The Contractor shall provide the meeting minutes two (2) business days after the Kick-off Meeting. The Contractor’s Project Manager (Contractor PM), the key personnel, and core team shall attend the meeting. The Kickoff meeting shall encompass the following:

· A high-level management approach that addresses the scope, resources, project assumptions, constraints, task objectives, key milestones, Contractor’s project organization and Contract administration, delivery schedule, and deliverables

· A high-level work plan for all activities that addresses on and off-site personnel support expected by month

· Contractor’s high-level approach, schedule, and methodology to implementing planned software upgrades during the task order period of performance

· Contractor’s high-level approach and methodology to any new development and implementation efforts

· Contractor’s high-level approach and methodology to address risks, security, staffing/ resource issues including any sub-contractors

· Contractor’s high-level approach and methodology to identify and address changes to include application/software, hosting, upgrades and database communications, and Configuration Management issues

· Identification of Key Personnel, Responsible, Accountable, Consulted and Informed (RACI), and discuss Staffing/Resource Planning at the Technical Kickoff Meeting

The Contractor shall also deliver at the kick-off meeting a Staffing/Resource Plan to the Government for approval. The Staffing Plan shall address all aspects of onboarding personnel required to access VA information or networks. The Contractor shall identify any known technology resource requirements and provide the materials that are needed to support the task order. The Contractor shall identify, secure, and utilize the minimum levels of staff, with optimal skill sets, that are required to support Momentum and as more specifically set forth in PWS section “Key Personnel”. The Staffing/Resource Plan shall include an analysis of current and projected resource needs to meet the system requirements for performance, product quality, and security.

DELIVERABLES:

A. Agenda B. Kickoff Meeting Minutes C. High-level operating plan and approach D. Staffing/Resource Plan

TALENT MANAGEMENT SYSTEMS REQUIRED TRAINING

The Contractor shall submit status of VA Talent Management System (TMS) training for all individuals engaged on the task. The status reporting shall identify a single Contractor Security Point of Contract, the names of all personnel engaged on the task, their initial training date for required training, and their next required training date. This information shall be submitted as part of the Weekly/ Progress Status Report.

The Contractor shall submit TMS training certificates of completion to the COR for all required security sources as outlined by TMS office.

DELIVERABLE:

A. TMS Training Certificates

0. CONFIGURATION MANAGEMENT

The Contractor shall deliver a Configuration Management Plan to the Government for all development and implementation work, minor and major software upgrades, and service releases and defect/incident fixes during Operation & Maintenance (O&M) activities. The Contractor shall develop and maintain a Configuration Management Plan in accordance with the VA’s Configuration Management guidelines. The plan shall identify processes and procedures to manage and track changes once a configurable item is accepted by the Government.

The Configuration Management Plan shall be approved by the Government prior to the initiation of any configuration activities.

The Contractor shall schedule and lead configuration management meetings to address any specific defects, issues or changes submitted to the project. In a configuration management meeting the Government may determine that a change must be elevated to the CCB to approve the change and review the implications of the issue.

The Contractor shall perform the following configuration management requirements:

· Define configuration management policies and procedures

· Establish a process for tracking configuration changes

· Use a configuration management system for tracking all deliverables

· Select, install, and maintain configuration management tools currently used by VA OIT or other tool approved by the government

· Establish and maintain process interfaces to problem management, incident management, change management, technical support, maintenance management processes, and asset management processes

· Attend task related change and release management meetings, and when necessary FMBT CCB meetings

· Establish and maintain appropriate authorization controls for modifying configuration items and verify compliance with software licensing

· Establish and maintain guidelines for physical and logical separation between development, test, and production, and the process for deploying and back out of configuration items

· Establish and maintain configuration baselines as reference points for rebuilds, and provide ability to revert to stable configuration states

· Establish and maintain process for verifying the accuracy of configuration items, adherence to configuration management process, and identifying process deficiencies

· Establish and maintain a configuration management repository or library that contains source codes and executable files of previous versions and current production versions

· Work with the Government to determine an acceptable location for the configuration management tool, whether in Azure Cloud, On-Premise or at a location provided by the Contractor

· If an off-site solution is agreed upon, there must be a process to allow the Government to import from the configuration/change management system into the Government-based configuration/change management solution that resides on-premise or within the Azure Cloud environment. The off-site solution must:

· Allow for the Government to assign change requests to the Contractor and receive status reports

· Allow the Contractor to forward change requests for approval by the Government and receive approval/disapproval results

· Ensure the Government has full access to all processes and sub-processes in configuration management tools

· Maintain and manage the long-term archive backup strategy and solution, including archive materials transferred by the Government at transition

DELIVERABLE:

A. Configuration Management (CM) Plan

CHANGE AND RELEASE MANAGEMENT

The Contractor shall deliver a Change and Release Management Plan to the Government for approval. The Contractor shall use Government approved Change Management and Release Management tools. Change Management shall cover all service releases and defect/incident fixes, minor and major software upgrades, new interface and module development, and implementation changes throughout the project life cycle.

Release management shall cover the management of software, hardware and network rollouts and the design and implementation of efficient procedures for distribution and installation of changes. Release management activities also ensure that only correct, authorized, and tested versions are installed and that changes are traceable and secure. The Contractor shall perform the following change management and release management requirements:

· Comply with VA Enterprise Change Management Policy

· Recommend and maintain change and release management policies, procedures, processes, and training

· Administer the version control system as it relates to release management of Government applications

· Document and classify proposed changes to the Government platform services Documentation includes cost and risk impact and back out plans of those changes and establishes release management plans for major changes

· Develop and maintain a schedule of planned changes and provide to the Government for review

· Schedule and conduct change management meetings to include review of planned changes and results of changes made. Meetings shall be conducted weekly or as required

· Update and maintain change documentation including instance parameters and system settings

· Review release management details and alter as appropriate (e.g., back out plan, go/no go decision)

· Notify the Government’s affected clients of changes that impact schedule, processes, tools, and services

· Implement changes and adhere to detailed release plans

· Modify configuration, asset management items, and service catalog (if applicable) to reflect changes

· Verify that any change meets objectives and resolves negative impacts

· Monitor changes and report results of changes and impacts

· Maintain master copies of new versions in a secured software library and update configuration databases

· Develop change management controls which recognize and integrate the roles of separate development, test, and production environments in the maintenance of viable applications

· Document execution and back-out plans for Government approval. Master copies of new versions shall be secured in a software library and configuration databases shall be updated

DELIVERABLE:

A. Change and Release Management Plan

5.1.9 KEY PERSONNEL

All personnel performing work shall possess expertise in the disciplines and technical areas as related to the tasks in the PWS.

The Contractor shall provide an appropriate blend of technical skill sets, including substantial knowledge and experience implementing conversion programs, data cleansing and conversion activities, interface architecture, and interface solutions for Momentum implementations. Individuals aligned with the tasks of data conversion and cleansing activities must possess expert knowledge in both finance and acquisition processes. FMBT uses a SAFe-based Program Management Framework. Agile principles and scrum practices shall be applied to complete FMBT work when appropriate. Contractor personnel shall have SAFe training.

Program Manager The Program Manager shall be responsible for managing the overall performance, quality, schedule and cost of the contract. The Program Manager shall be responsible for staffing the program with team members that can perform the Interface design, development and testing work, as well as the conversion design, development and test activities. The Program Manager shall have successful experience in implementing Momentum at a Cabinet Level Agency and shall have experience managing a program with at least 50 team members. The Program Manager shall be familiar with the Agile Framework and shall be familiar with VA’s VIP software delivery process. The Program Manager shall be knowledgeable about Momentum Financials and Acquisition. The Program Manager shall be knowledgeable on conversion approaches used in Momentum implementations as well as approaches to implement batch and real time interfaces with Momentum. Since interfaces and conversion are inextricably linked to the success of the overall iFAMS implementation, the Program Manager shall work cooperatively with FMBT Systems Integrator. The Program Manager shall provide regular progress reports to the designated VA FMBT Interface Lead and to the VA FMBT Conversion Lead and shall provide weekly updates to the SI to support the weekly FMBT status meeting for VA management. The Program Manager shall meet the following minimum requirements:

A. 15 years of Financial Management Systems industry experience B. 10 years performing as a Program Manager on a program with at least 50 team members C. 10 years performing as a Program Manager on project/program of Momentum implementation D. 2 years managing an Agile project

Interface Lead The Interface Lead shall be responsible for the successful delivery of interface programs for each iFAMS implementation wave. The Interface Lead shall manage the team responsible for the analysis, design, development, and testing of the required interfaces. The Interface Lead shall work closely with SI team to ensure that interfaces are compatible with the iFAMS systems configuration. The Interface Lead shall ensure that the SI team is aware of configuration requirements needed during the interface design process. The Interface Lead shall have experience in the Agile Framework and VA’s VIP process. The Interface Lead shall be experienced in developing both batch and real-time interfaces for Momentum. The Interface Lead shall meet the following minimum requirements:

A. 10 years of Financial Management Systems industry experience B. 5 years leading interface development teams with Enterprise Application C. 5 years performing interface development on Momentum implementation D. 2 years managing an Agile project

Conversion Lead The Conversion Lead shall be responsible for the successful delivery of conversion programs for each iFAMS implementation wave. The Conversion Lead shall manage the team responsible for the analysis, design, development, testing and implementation of the required conversion programs. The Conversion Lead shall manage the conversion development process using the iFAMS Agile Framework and shall work closely with SI team to ensure that conversion programs are compatible with the iFAMS system configuration. The Conversion Lead shall have experience implementing Momentum conversion for Financials and Acquisitions at a Cabinet Level Agency and shall be familiar with the conversion approaches that can be used for conversion as well as the tradeoffs and risks associated with each approach. The Conversion Lead shall be knowledgeable of the technical components of the conversion architecture used to convert from legacy systems to Momentum, specifically, approaches to data mapping, PL/SQL, Momentum FormImport and GSOffline processes. The Conversion Lead shall meet the following minimum requirements:

A. 10 years of Financial Management Systems industry experience B. 5 years leading data conversion teams with Enterprise Application C. 5 years performing data conversion on Momentum implementation D. 2 years managing an Agile project

Technical Architect The Technical Architect shall be responsible for the successful delivery of conversion and interface software programs for each iFAMS implementation wave. The Technical Architect shall help define and advise on the development process using the iFAMS Agile Framework and shall work closely with SI team to ensure that conversion and interface programs are compatible with the iFAMS system configuration. The Technical Architect shall be an expert in defining an efficient and reliable architecture that facilitates the interaction of external systems with Momentum. The Technical Architect shall be an expert in the tools used by the already established iFAMS Interface architecture including Momentum web services, Red Hat JBoss Enterprise Application Platform, and Red Hat Fuse. The Technical Architect shall have experience using these tools to define architecture and develop interfaces at a Cabinet Level Agency. The Technical Architect shall also be an expert in the use of the technical components of the conversion architecture used to convert from legacy systems to Momentum, specifically, approaches to data mapping, PL/SQL, Momentum FormImport and GSOffline processes. The Technical Architect shall meet the following minimum requirements:

A. 10 years of Financial Management Systems industry experience B. 10 years as Technical Architect with Enterprise Application C. 5 years performing technical architectural work on Momentum implementation D. 2 years managing an Agile project

Accounting Subject Matter Expert (SME) The Accounting SME shall be responsible for translating manual models from Financial Records Management Systems (FRMs) on the backend while also providing front end user facing or customer support. The Accounting SME shall have VA FMS experience or financial system experience for manual model translations. The Accounting SME shall meet the following minimum requirements:

A. 10 years of Financial Management Systems industry experience B. 5 years of accounting subject matter expertise in the field of financial systems implementation

The Contractor shall provide resumes for any individual(s) who Contractor proposes to fill the Key Personnel positions identified above. Submitted resumes are to be redacted to prevent disclosure of personally identifiable information (PII). Examples of PII include but are not limited to names, addresses, phone numbers, social security numbers, and birthdays/dates. For those individuals proposed as Key Personnel who are not current employees of the contractor, a signed a letter of intent will be required. Submitted signed letter(s) of intent are to be redacted to prevent disclosure of PII.