Sources Sought PWS ONR ERPKMDA Support.pdf

CUI-PROC

DRAFT PERFORMANCE WORK STATEMENT 02 AUGUST 2024

Office of Naval Research Chief Informa on Officer (CIO) Enterprise Resources Planning (ERP), Knowledge Management, and Data & Analy cs Support Services

1.0 BACKGROUND

The Office of Naval Research (ONR is an Echelon II headquarters organiza on within the Office of the Secretary of the Navy (SECNAV) established by Congress to command and manage all Science and Technology (S&T) defined as basic research (budget category 6.1), applied research (6.2), and advanced technology development (6.3) for the Department of the Navy (DON) and to foster transi on from science and technology to higher levels of research, development, test, and evalua on.

The ONR Office of the Chief Informa on Officer is responsible for providing Informa on Management and Informa on Technology (IM&IT) services to ONR Headquarters, and subordinate support ac vi es.

These IT&IM services include but are not limited to Enterprise Resource Planning (ERP), Data and Analy cs (D&A), and Knowledge Management (KM).

The Performance Improvement (0535), Business Solu ons (0536), and Data and Analy cs (D&A) (0537) Divisions exists under the direc on and leadership of the Office of the Chief Informa on Officer (OCIO).

The OCIO Department provides oversight and coordina on of ONR business and technical mission support func ons; advises the Director, Mission Support on the management of these func ons;

provides focused leadership to examine and improve business processes, technical solu ons, informa on management prac ces and the collec on and repor ng of mission-cri cal data.

The Navy ERP is managed by the Program Execu ve Office for Manpower, Logis cs and Business Solu ons (PEO MLB). The Office of Naval Research (ONR) performs the Tier 3 (T3) and customiza on support for PPS on behalf and under the governance of the PEO MLB. The Navy ERP applica on architecture is based on the commercial off the-shelf cloud-based System Applica ons and Products (SAP) Business Suite and NetWeaver products u lizing High-performance Analy c Appliance (HANA). The Navy ERP uses SAP ERP Central Component (ECC), SAP Supply Chain Management (SCM), Procurement for the Public Sector (PPS) from the Business Suite and Enterprise Portal, Business Intelligence, Process Integra on.

The knowledge management and business process improvement programs led by the Business Solu ons division u lizes automa on and pla orm integra on to modernize, improve, and enhance collabora on and informa on capabili es for S&T mission stakeholders, customers, and end users execu ng cri cal mission and programma c efforts. The program aligns to the Chief of Naval Research and external stakeholder priori es to increase and enhance collabora on with internal and external partners and stakeholders. The Office of Naval Research knowledge management and process improvement program focus is the improvement of processes and tools available to S&T mission stakeholders, customers, and end users to maximize efficiency in the realiza on of Future Naval Power value outcomes. The design and deployment of capabili es shall support efficiencies that improve mission strategy alignment to realiza on of Basic and Applied Research (BAR), Technical Candidate (TC), Innova ve Naval Prototype (INP), and Future Naval Capability (FNC), and Manufacturing Technology (ManTech) por olio outcomes across all Applied Technical Disciplines (ATD).

Finally, ONR Data and Analy cs efforts focuses on improving the reliability of data, crea ng a data proficient and capable workforce, and accelerate cost-effec ve decision-making and analy cs to maximize future naval research and development investments. OCIO data and analy cs work may take the form of studies, analysis, or evalua on; can be made in any opera onal or func onal area within the cognizance of the Chief of Naval Research (CNR), Execu ve Director (ED), Vice Chief of Naval Research (VCNR), Assistant Chief of Naval Research (ACNR) or Director, Mission Support, and can cross organiza onal lines within the Naval Research Enterprise (NRE). The Director, OCIO, reports directly to the Director, Mission Support. The CNR con nues to priori ze data supported decisions that inform and result in impac ul science and technology (S&T) por olio and mission support outcomes. The Data and Analy cs Division has established a founda onal capability and must con nue to lead the development and realiza on of capabili es suppor ng high value mission and stakeholder outcomes. The founda onal work to establish data and analy cs capabili es has enabled forma ve and innova ve approaches to assess programma c research ac vi es, conduct program development reviews, implement, and support research programs, and evaluate overall S&T por olio performance.

2.0 SCOPE

The scope of this requirement is to first, provide the ONR system support and sustainment of the Navy’s ERP enterprise business solu on to seamlessly integrate a suite of electronic resource planning, procurement, and workforce management business systems, enabling the Navy business enterprise to budget, account for and audit its resources so that it can monitor and make decisions to benefit the warfighter.

Second, provide Data, Analy cs, Visualiza on, Business Intelligence & Data Science, Support, and commercial services. The IT work enables ONR’s development and enhancement of a comprehensive data and analy cs environment and resul ng value-added capabili es for the Future Naval Power mission internal stakeholders. The data and analy cs environment, capabili es, and func ons must be designed and operated as a trusted solu on and informa on source for ONR and the Naval Research Enterprise (NRE) mission internal stakeholders. The Data and Analy cs end-to-end solu on must adhere to cloud-based infrastructure approaches that comply with policy, regula ons, and guidance while maximizing the ability to conduct flexible and agile analy cs, inves ga on, and support of complex decision informa on for internal stakeholders. The value-added data science, analy cs, visualiza ons, and other advanced data and analy cs capabili es must be a mely and trusted source of informa on and insight related to mission priori es.

Thirdly, establish a knowledge management capability that provides a compe ve advantage in science and technology (S&T). Facilitate business process modeling and technical development to produce an immediate and posi ve impact on the performance of daily opera ons. Enhance processes to achieve greater alignment, efficiency, and collabora on. This will support the execu on of the ONR S&T por olio and contribute to the goal of the Future Naval Power mission.

The contractor’s management shall streamline project management of each of the major task areas Navy ERP, Knowledge Management and Data & Analy cs. The contractor shall propose efficiencies within its project management plan, staffing plan, and opera ons plan.

The contractor shall pinpoint stakeholder demand signals, convert them into specific requirements, and formulate and implement technical solu ons. These solu ons will equip users with streamlined processes and advanced technological capabili es that strengthen the science and technology (S&T) mission.

The scope includes the following tasks.

Task 1: Project Management*

Task 2: Navy Procurement for the Public Sector (PPS)

(1) Subtask 2a: PPS PM Support

c. Task 3 Liaison and Opera onal Support to ONR for NAVY ERP

(1) Subtask 3a: ONR Liaison and Opera onal PM Support

d. Task 4: Surge Requirements

3.0 OBJECTIVES

3.1 Navy Enterprise Resource Planning

The objec ve of this requirement is to procure IT support services for Navy ERP. Cri cal lifecycle support will include but is not limited to subject ma er exper se in the principals, processes, methodologies, prac cal applica on, and expert working knowledge of the mySAP ERP ECC 6.0; Procurement for the Public Sector (PPS); Access Enforcer (AE); Governance, Risk, and Compliance (GRC); DocBuilder; Business Objects commercial-off-the-shelf (COTS) applica on and Navy ERP solu on. Other programma c tools that are used in support of the Navy’s overall solu on under Navy ERP are MS SharePoint, HEAT Helpdesk So ware and HP Quality Center.

Contractor support will be required on two primary work streams:

a. Navy ERP Procurement for the Public Sector (PPS)

1. T2 support for PPS

2. T3 support for PPS

3. Reports, Interfaces, Conversions, and Enhancements (RICE) related to PPS to include

Middleware (M/W)

b. Customer Liaison and Opera onal Support for all other in-scope func onal modules and work-areas of Navy ERP.

1. Scope Func onal modules include the following: Asset Management (AM), Controlling

(CO), Finance (FI), Funds Management (FM), Material Management (MM), Procurement for the Public Sector (PPS) not related to T2/T3/RICE support, Project System (PS), Sales and Distribu ons (SD), Workforce Management (WFM/HR)

2. Other func onal components include Access Enforcer (AE); Advana/Jupiter, SAP Solu on Manager, Success Factors, Governance, Risk, and Compliance (GRC), Master Data Governance (MDG), Access Viola on Management (AVM) by Greenlight, and Naval Iden ty System – Iden ty Creden al Account Management (NIS-ICAM) based on Sailpoint commercial so ware.

3.2 Knowledge Management and Process Improvement

This objec ve focuses on business process modeling and technical development by iden fying stakeholder demand signals, translate these to discrete requirements, and design and deploy technical solu ons that shall provide users with efficient digitalized processes suppor ng the S&T mission. The contractor must have advance knowledge and experience in various business process automa on pla orms i.e., Microso SharePoint Online, SharePoint Pages, Microso Power Apps, Power BI, Automate, Workflows, Service Now IT Service Management (ITSM), IT Business Management (ITBM), IT

Opera ons Management (ITOM), Configura on Management Database (CMDB), and HR Service Delivery

(HRSD).

Contractor support will be required to:

a. Enable Organiza on Effec veness

b. Ensure Common Understanding of S&T knowledge base

c. Timely Access to S&T informa on and data

d. Facilitate Organiza onal Learning

3.3 Data Analy cs

The D&A Division is focused on four objec ves to meet the mission of improved data and analy cs to support strategic decision making at the Office of Naval Research

Contractor support will be required to:

a. Establish a new data pla orm

b. Improve analy cal tools

c. Perform in-depth por olio analysis

d. establish an analy c ecosystem across the NRE.

e. Advana/Jupiter support

f. User management and training on resul ng products

Specifically, the key goals and objec ves of this task to support that mission include the following:

a. Complete Data and Analy cs capabili es transi on to the Amazon Web Services (AWS) GovCloud (US) Cloud

b. Deliver a full range of high-quality data and analy c products to stakeholder, customer, and end user communi es via the Data and Analy c Portal (DAP)

c. Establish a program and culture of con nuous improvement of end-to-end data and analy c solu on capabili es and analy cal tools

d. Establish and ingrain processes to properly iden fy, interpret, and transla on stakeholder, customer, and end user demand signals to produce in-depth analyses across all Science and Technology (S&T) por olio and mission support func ons

e. Increase cumula ve adop on and use of data and analy cs capabili es, solu ons, and products.

The focus of this objec ve includes responsible program execu on to best op mize, enable, and support delivery of highest value for internal stakeholders. The program will iden fy, deploy, and realize data and analy c solu ons and outcomes within cost, schedule, and performance tradeoffs. The integrated Data and Analy cs solu on evolu on and associated roadmaps will maximize use of Enterprise provided solu ons when properly situated to replace exis ng ONR data and analy cs capability; improve internal capability offerings; and reduce overall cost of data and analy cs solu on ownership. The analy c solu ons, tools, and products will provide for in-depth analysis of the NRE investment por olio within the context of Navy and Marine Corps Research and Development (R&D) needs as well as opportuni es and threats of the global R&D enterprise.

The Contractor will expedite comple on of these major ra onaliza on efforts, establish a stable and efficient opera onal capability, conduct high impact ongoing capability and process improvement ac vi es, but ul mately transi on to increased focus on data and analy cs stakeholder, customer, and end user value delivery.

The future requires con nuing data and analy cs evolu on towards an efficient, effec ve, and value driven capability in support of internal stakeholders. The future vision must not be myopic and limited;

rather, it must adopt a pathfinder approach to address not only expected capability and outcomes, but also support innova ve, forward leaning solu ons and approaches for all stakeholders.

4.0 REQUIREMENTS

MANAGEMENT REQUIREMENTS

The contractor’s organiza on shall be structured to effec vely execute all PWS tasks. The contractor shall manage all work required under this PWS. The contractor shall, at minimum, perform the following management ac vi es:

Manage employees and employee performance.

Maintain a stable workforce. No more than 10 percent turnover per year. Ensure vacant posi ons are filled with qualified personnel within 30 working days. To assist government in monitoring, provide current roster with on board date, qualifica on, and loca on.

Develop and maintain a customer focused culture that delivers high quality performance.

Ensure all personnel meet or exceed PWS qualifica on requirements.

Respond to Contrac ng Officer and Contrac ng Officer’s Representa ve inquiries in a mely manner.

Perform mely correc ve ac on for iden fied contract discrepancies.

4.1 TASK AREA 1 – CONTRACTOR MANAGEMENT SUPPORT

4.1.1 SUBTASK PROGRAM MANAGEMENT

The Contractor will provide program management support under this Task Order (TO). This support includes managing and overseeing all ac vi es performed by Contractor personnel, including Subcontractors, to sa sfy the requirements iden fied in this work statement. In addi on, the Contractor will iden fy a Program Manager (PM) by name that will provide management, direc on, administra on, quality assurance, and leadership for execu ng the TO. Quality of deliverables shall be measured against a specific quality assurance surveillance plan (QASP).

The Contractor will facilitate Government and Contractor communica ons; use industry best standards and proven methodologies to track and document contract requirements and ac vi es to allow for con nuous monitoring and evalua on by the Government, and ensure all support and requirements performed are accomplished per the TO.

The Contractor should follow best prac ces standards and framework from the Project Management Ins tute's (PMI) Project Management Body of Knowledge (PMBOK).

The Contractor shall provide complete program, financial, technical, and contractor personnel management support pertaining to the areas below that will fully integrate, manage, control, and document all phases of the PWS requirements.

Program Management o Schedules and Timeliness o Responsive to Customer Needs o Documenta on o Project Management with task project plan as required o Process Improvement o Emerging Technologies / Innova on o Con nuity of Opera ons o Root cause analysis.

o Business Analysis o Integrated Master Schedule o Risk Management

Project Management o Organiza on Project Management o Project Management with task project plan as required o Requirements o Schedules/ melines with assigned resources o Work Break Down Structures and Sequence of events o Risk Analysis o Cost o Documenta on

Personnel Management o Turnover management o Training and Staff Development o Coverage/Deployment o Personnel Resource Planning

Financial Management o Accurate, Clear, and Timely Invoicing o Cost Containment o Trends Analysis o Cost Forecas ng

Technical Effec veness o Quality and Produc vity Assessment o Rou ne Opera on and Maintenance o Technological Innova ons

4.1.1.1 INFORMATION ASSURANCE TRAINING REQUIREMENTS

The Contractor shall adhere to the guidelines outlined in DoD 8570.01-M "Informa on Assurance Workforce Improvement Program" or later DoD 8140 Cyberspace Workforce management and work with the ONR Informa on Assurance Manager (IAM) to determine the security IAM/IAT access level requirements for all personnel. The COR and the ONR IAM or a designated representa ve will review Informa on Assurance Work Force (IAWF) personnel cer fica ons for approval before contractor personnel can begin work. Addi onally, contractor personnel that require higher level security clearances i.e., TS or TS/SCI must complete required background inves ga ons. Foreign na onals may be unable to hold certain posi ons based on DoDI 8500.1. The Government reserves the right to deny access to ONR systems to any Contractor employee who does not meet the requirements in this paragraph. All Contractor employees must have the required DoD 8570.1-M cer fica ons in place on the day they report.

4.1.1.2 COORDINATE A PROJECT KICK-OFF MEETING

The COR will schedule and coordinate an in-person or virtual Kick-Off Mee ng to be held no later than five business days a er the award. The mee ng will introduce Contractor personnel and Government personnel who will be involved with the TO (Deliverable 2). In addi on, the mee ng will provide the opportunity to discuss technical, management, security issues, poten al risks, invoicing process and other aspects of the requirement. At a minimum, the a endees will include key Contractor personnel, representa ves from the directorates, other relevant Government personnel, and the ONR Technical Points of Contact (TPOC).

At least two business days before the Kick-Off Mee ng, the Contractor will provide a Kick-Off Mee ng Agenda for review and approval by the Government before finalizing (Deliverable 3).

The agenda will include, at a minimum, the following:

a. Points of Contact for all par es

b. Program review and any issues requiring clarifica on

c. Security discussion and requirements (i.e., building access, badges, Common Access

Cards (CACs)

d. System Access and User Account Roles Provisioning

e. Invoicing Requirements

f. Transi on Discussion

g. Personnel Discussion (i.e., roles and responsibili es and lines of communica on between

Contractor and Government)

h. Project Staffing Plan and status.

i. Baseline Quality Management Plan (QMP).

The Contractor will dra and provide a Kick-Off Mee ng Minutes Report documen ng the Kick-Off Mee ng discussion and capturing any ac on items (Deliverable 4).

4.1.1.3 ACCOUNTING FOR SERVICE CONTRACT REPORTING

The Contractor must report ALL Contractor labor hours (including subcontractor labor hours) required for performance of services provided under this TO for the Office of Naval Research. The Contractor must completely fill in all required data fields using the following web address: h p://www.sam.gov.

Refer to the Service Contract Repor ng Quick Start Guide (PDF) for instruc ons. Repor ng inputs will be for the labor executed during the period of performance during each Government Fiscal Year (FY), which runs October 1 through September 30. While inputs may be reported any me during the FY, all data must be reported no later than October 31 of each calendar year. Contractors may direct ques ons to the support desk at: h p://www.sam.gov (Deliverable 5).

4.1.1.4 PROJECT MANAGEMENT PLAN (PMP)

The Contractor will develop and maintain throughout the task order period of performance a PMP that will be used as a founda on for informa on and resource management planning. A dra Project Management Plan will be provided to the ONR (TPOC) at the Kick-Off Mee ng. The Contractor is required to develop and maintain a program management plan that reflects clear alignment with the Performance Work Statement (PWS) and that reflects Command strategic direc on and tac cal priori es, associated milestones, goals, capabili es, and products developed for use by internal stakeholders. The Contractor must deliver the final PMP within 30 days a er award (Deliverable 7). The Contractor must keep the PMP up to date, be accessible electronically within required working hours, and be prepared to brief any PMP content to the Government at short no ce - within 24 hours. The PMP will be used as a founda on for the bi-weekly and monthly status reports.

In addi on, the PMP is an evolu onary document that must be updated annually at a minimum. The Contractor must work from the latest Government-approved version of the PMP.

The PMP will include the following elements at a minimum:

a. Descrip on of the proposed management approach

b. Milestones, tasks, and subtasks required in this TO

c. Detailed Standard Opera ng Procedures (SOPs) for how the Contractor will accomplish all tasks.

d. Overall organiza onal and project organiza on and structure

e. Task dependencies and interrela onships

f. Contractor Quality Management Plan (QMP)

g. Subcontract management (e.g., organiza on of personnel, so ware, and hardware)

h. Project transi on processes and schedule, as applicable

i. Con ngency Plan

j. Risk Management Plan

k. Staffing Plan for each of the major task areas

l. Execute government provided work breakdown structure for each of the major task areas

4.1.1.5 MONTHLY STATUS REPORT (MSR)

The Contractor must provide a Monthly Status Report (MSR) detailing work performed during the previous month (Deliverable 8), (Sec on J - List of A achments, A achment A). The MSR will be delivered to the Technical Point of Contact (TPOC) and ONR COR monthly by the 5th business day of the following month. The MSR must include the following elements at a minimum:

a. Financial expenditure informa on (burn rate) of the task

b. A copy of the latest officially submi ed invoice shall be included in the monthly report

c. Ac vi es during repor ng period, by task (include on-going ac vi es, new ac vi es, ac vi es completed; progress to date on all above men oned ac vi es)

d. Problems and correc ve ac ons taken. Also include issues or concerns and proposed resolu ons to address them.

e. Personnel gains, losses, and status

f. Summary of trips taken, conferences a ended, etc. (a ach trip reports to this MSR for the repor ng period). If applicable.

4.1.1.6 TECHNICAL STATUS MEETINGS

The Contractor PM will convene monthly Technical Status Mee ngs with the ONR Technical Point of Contact (TPOC), ONR COR, CIO and OCIO Division Leaders. The purpose of this mee ng is to ensure all stakeholders are informed of the monthly ac vi es and MSR, provide opportuni es to iden fy other ac vi es, establish priori es, and coordinate the resolu on of iden fied problems or opportuni es. The Contractor PM will provide the mee ng agenda and minutes, including a endance, issues discussed, decisions made, and ac on items assigned to the ONR COR within three business days of this mee ng.

The Contractor will also meet with the ONR TPOC, ONR COR, CIO, OCIO Division Leaders, and other stakeholders on a weekly/bi-weekly basis and, as necessary, upon Government's request for a similar purpose as the monthly mee ngs for a more detailed and frequent discussion. The Contractor will provide a mee ng agenda for each mee ng (Deliverable 9).

4.1.1.7 PROVIDE QUALITY MANAGEMENT PLAN (QMP)

The Contractor must develop and maintain an effec ve Quality Management Plan (QMP) to ensure all services are performed per the Performance Work Statement (PWS) (Deliverable 10). The Contractor must develop and implement procedures to iden fy, prevent, and ensure nonrecurrence of defec ve services. The Contractor’s QMP is how the Contractor assures itself that its work complies with the requirement of the contract. Also, the Contractor will be responsible for making any required changes in processes and prac ces to ensure performance is managed effec vely. The QMP will also provide the Contractor’s methodology for resolving problems iden fied by the Government during reviews conducted in accordance with the Government’s Quality Assurance Surveillance Plan (QASP) (Sec on J - List of A achments, A achment B). The QMP will be due at the Kick-Off Mee ng. The QMP will be updated as changes in the program processes are iden fied.

The QMP will be the basis upon which the Contractor will implement the required management quality control ac ons including:

Contract Management Monitoring and Compliance

Staff and Subcontractor Monitoring and Compliance Deliverable Quality and Stakeholder Value Monitoring and Compliance

The QMP iden fies its approach to meet contractual requirements associated with management, monitoring, and compliance func ons for PWS tasks including:

The Contractor submi ed Quality Control Plan (QCP) shall be used as a guide for the implementa on of the required management quality control ac ons.

The Contractor shall develop and maintain an effec ve quality control program to ensure services are performed in accordance with this PWS.

The Contractor shall develop and implement sufficient minimum procedures to iden fy, prevent, and ensure non-recurrence of defec ve services.

The Contractor shall submit an Annual Program Report – component to address Quality Assurance Plan Self-Assessment (Deliverable 11).

4.1.2 SUBTASK 6 - IMPLEMENT TRANSITION-IN PLAN

The Contractor must provide up to thirty (30) calendar days of Transi on In services to ensure a smooth transi on from the incumbent Contractor to the new awardee under this TOR. These services will include full me shadowing of all Key Personnel listed in Sec on H.1, Key Personnel. The Contractor must submit a Transi on-In Plan (Deliverable 12) to the ONR TPOC within seven (7) calendar days a er task order award. The Contractor shall provide a detailed transi on plan with associated melines for tasks that address both transi on in and transi on out for the task order

The Contractor must include in its transi on plan and perform, at a minimum, the following ac vi es during the phase-in period:

Timing to achieve 50%, 75% and 100% of resource onboarding.

Key and cri cal phase-in ac vi es by each line of effort.

Assign discrete resources to key and cri cal phase-in ac vi es.

Key phase-in risks and mi ga on ac vi es.

Develop a comprehensive punch list for all incumbent support to ensure transi on of provided services without any degrada on of said service.

Submit requests for physical and network access at performance loca ons.

Submit requests for security clearance documenta on and other items requiring responses from the Government.

The Contractor must also report out to ONR TPOC on transi on in status daily.

The Contractor shall begin the process of transi oning personnel in coordina on with the COR and user organiza ons immediately following comple on of all security clearance requirements.

The Contractor shall adhere to HQ ONR’s Contractor in/out processing requirements.

The Contractor shall begin full Contractor performance upon comple on of all transi on ac vi es with incumbent or within 30 calendar days of task order award, whichever comes first.

The Contractor shall complete the transi on of its workforce within 30 calendar days of task order award ensuring all security clearances have been submi ed in the Defense Informa on System for Security (DISS) by the Contractor’s Facility Security Officer (FSO) and ONR Visitor Access Request (VAR) process has been completed for all Contractor personnel. All access requirements for all Contractors must be ve ed and approved prior to movement to the Government site.

4.1.3 IMPLEMENT TRANSITION-OUT PLAN

Note: Transi on Out may be exercised a er any op on period.

The Transi on Out period begins ninety (90) calendar days prior to the end of the task order. The Contractor shall submit a Transi on Out Plan upon request by the ONR TPOC that includes the following ac vi es:

Key and cri cal transi on out ac vi es by each line of effort.

Assign discrete resources to key and cri cal phase-out ac vi es.

Key phase-out risks and mi ga on ac vi es.

Develop a comprehensive punch list for all support to ensure transi on of provided services without any degrada on of said services.

Establish procedures with the successor to ensure transi on of provided services without a degrada on of service.

Provide copies of all instruc ons, records, databases, task order performance metric data, vendor points of contact, and all other procedures developed by the Contractor in the performance of this task order to the successor.

The Contractor will iden fy how it will coordinate with the incoming Contractor and/or Government personnel to transfer knowledge regarding the following:

a. Project management processes

b. Points of contact

c. Loca on of technical and project management documenta on

d. Status of ongoing technical ini a ves

e. Appropriate Contractor to Contractor coordina on to ensure a seamless transi on

f. Transi on of Key Personnel roles and responsibili es

g. Schedules and milestones

h. Ac ons required of the Government

4.2 TASK 2 - NAVY ERP PROCUREMENT FOR THE PUBLIC SECTOR (PPS) SUPPORT

The scope of this requirement is to provide the Office of Naval Research (ONR) system support and sustainment of the Navy’s ERP enterprise business solu on, otherwise known as Navy Enterprise Resource Planning (ERP), to include the implementa on of addi onal func onality and further implementa on of the solu on at other ONR components, maintaining training materials such as user guides, cheat sheets, quick reference guides, simula ons, logging, and monitoring system defects (currently managed in HP Quality Center).

The Contractor shall par cipate (as required by the Government) in the Navy ERP wide workshops and mee ngs related to the module and/or business area and facilitate working groups within the module.

The Contractor shall support Government personnel to assess organiza onal impact of defects and priori za on of work to address the defects including tes ng in support of system changes, monitoring interfaces associated with func onal modules and business reengineering efforts.

See Sec on C.5 and Sec on C.7 for an es mated level of effort needed for PPS support.

4.2.1 TIER 2 SUPPORT FOR THE PPS

The Contractor shall provide Tier 2 end-user support for PPS. This support includes but is not limited to the following:

a. Providing “how to” support to end users.

b. Rou ne troubleshoo ng and forwarding incidents that cannot be resolved to Tier 3.

c. Maintaining Data (e.g., Partner Data; Purchasing Groups; TVARV tables; smart number series; document templates; etc.).

d. Documen ng incident responses.

e. Monitoring Interfaces.

f. Maintaining Training Documenta on/User Guides/Quick Reference material.

g. Following-up on incidents to assure that they have been sufficiently resolved.

h. Conduc ng tes ng in support of system changes.

See Sec on C.5 and Sec on C.7 for an es mated level of effort needed for PPS support.

4.2.2 TIER 3 SUPPORT FOR PPS INCLUDING REPORTS, INTERFACES, CONVERSIONS, AND

ENHANCEMENTS (RICE) RELATED TO PPS TO INCLUDE MIDDLEWARE (MW)

The Contractor shall provide "mySAP" engineering and technical support, including repor ng, interface customiza on, and Enhancement. In addi on, the Contractor will provide data extrac on and transforma on, data cleansing, enable development, deployment, stabiliza on, and sustainment ac vi es. This support includes but not limited to the following:

a. Manage all aspects of the PPS module and its integra on to ERP Central Component (ECC)

b. Manage PPS system releases in coordina on with Navy ERP Release Management

c. Manage PPS system technical documenta on to include: Func onal Requirements Design

Specifica on (FRDS); Technical Design Specifica on (TDS); High-Level Design (HLD); test plans;

process maps

d. Support module related changes through Navy ERP’s change management process

e. Support module technical upgrades

f. Support module configura on

g. Coordinate with interface partners on changes

h. Log and resolve system defects

i. Maintain TVARV/TVARVC tables

j. Support role design and tes ng

k. Maintain system interfaces

l. Support the crea on of Interface Control Agreements as needed

m. Create customiza ons as required

n. Conduct and document Unit Tes ng

o. Support Tier 2 PPS in resolving and documen ng incident response

p. Monitor and support resolu on of SAP Incidents

See Sec on C.5 and Sec on C.7 for an es mated level of effort needed for PPS support.

4.2.3 SUBTASK PPS PM SUPPORT

The Contractor will provide project management support under this Task Order (TO) for TASK 2 - Navy ERP Procurement for the Public Sector Support (PPS). This support includes managing and overseeing all ac vi es performed by Contractor personnel, including Subcontractors, to sa sfy the requirements iden fied in this work statement. In addi on, the Contractor will iden fy a Program Manager (PM) by name that will provide management, direc on, administra on, quality assurance, and leadership for execu ng the TO. The Contractor will also provide its Staffing Plan for execu ng the TO.

4.2.3.1 SUBTASK PREPARE A MONTHLY STATUS REPORT (MSR)

The Contractor must provide an ERP specific Monthly Status Report (MSR) detailing work performed during the previous month (Deliverable 7), (Sec on J - List of A achments, A achment A). The MSR will be delivered to the Technical Point of Contact (TPOC) and ONR COR monthly by the 5th business day of the following month. It is the responsibility of the Contractor to ensure the Government received the so copy.

The MSR must include the following elements at a minimum:

a. Financial expenditure informa on (burn rate) of the task

b. A copy of the latest officially submi ed invoice shall be included in the monthly report

c. Ac vi es during repor ng period, by task (include on-going ac vi es, new ac vi es, ac vi es completed, progress to date on all above-men oned ac vi es)

d. Problems and correc ve ac ons taken. Also include issues or concerns and proposed resolu ons to address them.

e. Personnel gains, losses, and status

f. Summary of trips taken, conferences a ended, etc. (a ach trip reports to this MSR for the repor ng period). If applicable.

4.2.3.2 SUBTASK Technical STATUS MEETINGS

The Contractor PM will convene monthly Technical Status Mee ngs with the ONR Navy ERP Technical Point of Contact (TPOC), ONR COR, and other Government stakeholders. The purpose of this mee ng is to ensure all stakeholders are informed of the monthly ac vi es and MSR, provide opportuni es to iden fy other ac vi es, establish priori es, and coordinate the resolu on of iden fied problems or opportuni es. The Contractor PM will provide the mee ng agenda and minutes, including a endance, issues discussed, decisions made, and ac on items assigned to the ONR COR.

The Contractor will also meet with the ONR Navy ERP TPOC and other Government stakeholders on a weekly/bi-weekly basis and, as necessary, upon the Government's request for a similar purpose as the monthly mee ngs for a more detailed and frequent discussion. The Contractor will provide a mee ng agenda for each mee ng.

4.3 TASK 3 - LIAISON AND OPERATIONAL SUPPORT TO ONR FOR NAVY ERP

The Contractor shall provide sustainment/integra on support across the suite of modules that comprise Navy ERP. This includes end user support inclusive of logging, upda ng, monitoring, resolving, and forwarding trouble ckets in Navy Help Desk Service Manager (NHDSM). In addi on, assess the impact to ONR and overall soundness of design for any modifica ons to Navy ERP Func onal Design Requirement Specifica ons including dra ing changes to Navy ERP Func onal Design Requirements.

4.3.1 LIAISON AND OPERATIONAL SUPPORT

The Contractor will provide liaison and opera onal support to all in-scope func onal modules. This support includes but is not limited to the following:

a. Reviewing and assessing the opera onal impact to ONR of proposed system changes.

b. Performing tes ng of system changes.

c. Dra ing test plans as required.

d. A ending cross Systems Commands (SYSCOM) mee ngs to stay abreast of issues and/or system changes related to the module.

e. Suppor ng ONR’s ranking of the open system defects for the related module.

f. Providing change management support related to any system changes.

g. Suppor ng communica on and coordina on with the end user community of the respec ve module(s).

h. Suppor ng the genera on of ONR’s response to various data calls by the Navy ERP program and governance as required.

i. A ending design workshops related to respec ve module(s).

See Sec on C.5 and Sec on C.7 for an es mated level of effort needed for ONR support.

4.3.2 MODULE SPECIFIC RESPONSIBILITIES

The Contractor will perform the tasks for each module or business func on (e.g., user management) to include but are not limited to the following:

a. ASSET MANAGEMENT

1. Create Mass Load files

2. Create/Update/Delete Asset Loca ons

3. Create/Update/Delete Cost Centers to the OPA table

4. Create/Update/Delete OPA Rela onships

5. Research custody transfer issues

6. Advise on significant financial pos ngs (how-to) (i.e., advising government end-user personnel on how transac ons result in financial pos ngs into the ledger accounts)

7. Guide Commands in cross command transfers

8. Support Command reorganiza on efforts to find all impacted personnel and assets in their custody (i.e., If a command reorganizes or moves units between ac vi es the valua on of that property gets transferred to the new organiza on).

b. CONTROL (CO)

1. Maintain Cost Center Groups and Hierarchies

2. Maintain ac vity type rate (non-PEC)

3. CATA Variant Set Up and Maintenance

4. CJ45 Variant Set Up and Maintenance

5. KSI4 Variant Set Up and Maintenance

6. Gross Pay Ready (GPR) File Spli er Program Variant Set Up and Maintenance

7. Override Table updates - CATA and GPR

8. Work with the Workforce Management (WFM) team on personnel data issues

9. Unallocated Labor Variant Set Up and Maintenance

10. Labor Rate Variance Adjustment (LRVA) Variant Set Up and Maintenance

11. Research Issues with Labor Accrual/ALA Upload/Pos ngs

12. Work with PS and FM for Phantom CO Pos ngs or other discrepancies between FM and CO

c. FINANCE (FI)

1. Research/resolve issues related to missing/incorrect accoun ng documents

2. Assist users with researching/reconciling trial balance issues (e.g., budgetary/proprietary out of balance)

3. Provide users with guidance and support for Navy Financial Management Opera ons (FMO)-directed Journal Vouchers (JVs) (e.g., COVID emergency leave)

4. Treasury Tie Points research/support

5. Pos ng Logic research/support

6. Review/research/reconcile Field Level (FL) FLJVs and other FI pos ngs as requested

7. Research/reconcile Defense Travel System (DTS) Accounts Receivable (A/R) cross-fund pos ngs

8. Complete trouble ckets providing general ledger guidance to customers

9. Complete FLJV and post on as needed basis

10. Research/reconcile problems related to Accounts Payable (AP) (Goods Receipts (GR)/Invoice

Receipt (IR)/Service Entry Sheets (SES) imbalances, GR/IR clearing indicator, Contract Line Item Number (CLIN) realignments, expense vs. Opera ng Materials and Supplies (OM&S) General Ledger (G/L) pos ngs, etc.)

11. Research/resolve issues related to CFP lines (analyzing data, cost center mapping, nega ve Unliquidated Obliga ons (ULOs) at funds cancella on, etc.)

12. Provide status of invoices/payments as requested

13. Research/resolve Intermediate Document (IDOC) issues

14. Complete heat ckets providing accounts payable guidance to customer

15. Red to green Defense Daily Expenditure File (DDEF) records (canceled funding and ad hoc)

[X2 records]

16. Iden fy DDEF report errors/defects and provide resolu on

17. Assist users in researching/reconciling Unmatched Transac ons (UMTs) across mul ple business processes (travel, MILSTRIP, contracts, funding documents, etc.); provide guidance on matching logic and interpre ng data

18. Assist users in reconciling cash between Defense Cash Accoun ng System (DCAS), Defense Daily Expenditure File (DDEF), and General Ledger (G/L)

19. Complete heat ckets providing cash management guidance (Treasury Direct Disbursement (TDD) Central Accoun ng Repor ng System (CARS) confirma on DDEF, X-company code clearing) to customer

20. Research and facilitate solu ons to opera onal issues such as interest

21. Research/resolve Treasury Direct Disbursement (TDD) errors (non-interest)

22. Research/resolve F110 errors Treasury Account Symbol (TAS)/ Business Event Type Code (BETC), due dates, interest calcula on, MIRO data, etc.)

d. FUNDS MANAGEMENT (FM)

1. Research and/or resolve issues with Special Purpose Ledger

2. Perform Budgetary Ledger (BL) linking

3. Support end-users in the use of Budge ng Workbench

4. Budget Valida on Table Updates

5. FM/PS Budget Transfer

6. Support master data management

7. Support the design of Funds Management master data schema to support business needs

8. Support High Level Project Funding Assignments

9. Research and provide solu ons to FMBB pos ng issues

10. Monitor financial reports for data integrity

11. Provide assistance to users execu ng FM reports and interpre ng results

12. Research and resolve FM errors related to Produc on releases

13. FMDERIVE Updates

14. FMUSER GROUP Requests; Facilitate FMUSER GROUP assignment updates with Command stakeholders

15. Performs Sales Order/Billing Documenta on Reconcilia on

16. Centralized Master Edit Table (CMET) updates

17. Address Budget Exceed Issues

18. Abnormal Funds Balance Reconcilia on

e. MATERIALS MANAGEMENT (MM)

1. Maintaining Purchase Card Hierarchy

2. Create Local Vendors

3. Forwarding of Workflow Items and Workflow Monitoring

4. Research and support resolu on of Line of Account (LOA) issues

5. Support research into Fund Code Issues

6. Support research and resolu on of Purchase Requisi on Releases

7. Provide Command assistance with proper Purchase Requisi on entry to derive Purchase

Order (Incident Resolu on – HOW TO Training)

8. Command assistance with proper Closing of Purchase Requisi on. (Incident Resolu on –

HOW TO Training)

9. Support research and resolu on of PR to PO Manual Crea on Issues

10. Support research and resolu on of mismatches between Goods Receipts (GR); Service Entry

Sheets (SES), and Invoices and other billing issues

11. Command assistance in proper crea on/correc on of Goods Receipts and Service Entry

Sheets (Incident Resolu on – HOW TO Training)

12. Goods Receipts (MIGO) – Troubleshoo ng & how-to (technical)

13. Support end-users in the proper cancella on of Goods Receipts (GR) and Service Entry Sheet

(SES)

14. Support research and resolu on of Document Management System (DMS) Issues

15. Support purchase card reconcilia on ac vi es

16. Review Workflow Configura on changes and Test

17. Perform Material Extensions

f. PROJECT SYSTEMS (PS)

1. Troubleshoot discrepancies within reports

2. Monitor compliance for Command Design requirements (budget structuring number schemes and local business rules, flex fields and naming structure)

3. Support Create/Change/Delete Project Structures

4. Support the execu on of custom Funds Management (FM) Assignment Transac ons

g. SALES AND DISTRIBUTIONS (SD)

1. Research Aged Accounts Receivable (A/R) to determine if record transmi ed successfully

2. Research billing errors and inconsistencies

3. Support Accounts Receivable Write Off

4. Correc ng Work Breakdown Structure (WBS) element on Sales Order

5. Support the Release Aged Billing Documents

6. Research auto created orders and auto change for internal ERP Purchase Requisi on

(PR)/Purchase Order (PO)/Sales Order (SO) where the crea on or change is not processed or processed as expected.

7. Analyze CMET and TAS/BETC error's

8. Research repor ng issues

9. Research and provide solu on to billing document or accoun ng document crea on errors

h. USER MANAGEMENT (UM)

1. Maintain role mapping guidebook

2. Support and manage annual user access review

3. Create and Monitor Role Requests

4. Ini ate and Monitor Account requests

5. Support Ad Hoc Repor ng

6. Support and monitor separa on of du es

7. Monitor and manage role qualifica ons

8. Support proper assignment of role authoriza ons

9. Conduct security Stage 2 System Authoriza on Access Request Navy (SAARN) valida on, personnel content on Access Enforcer (AE) request is correct) and accuracy check for all Navy ERP Access Requests

10. Maintain Command non-produc on access

11. Perform Cross-SYSCOM role coordina on / administra on

12. Perform User Lifecycle Management Tool (ULMT) system sustainment / data administra on\

13. Perform quarterly reviews on personnel assigned to Command Business Office User Group

14. Naval Iden ty System (NIS) Iden ty Creden al and Account Management (ICAM)/Sailpoint

Support

15. Support GRC reviews and updates

16. Support the maintenance, upda ng, and rou ng of Navy ERP’s risk workbook

17. Manage Robo c Process Automa on (RPA) Accounts and Security Requirements for Non-

Person En ty (NPE) and Person En ty (PE) so ware Applica ons

i. WORKFORCE MANAGEMENT (WFM/HR)

1. Basic User Func ons – Employee Self Service (ESS)/Management Self Service (MSS) u liza on and how-to

2. Basic User Func ons – Time & A endance how-to

3. Basic User Func ons – Fiori how-to

4. Delimi ng Employee Qualifica on

5. Transferring Qualifica ons/Employee Group Change from One Personnel Number (PERNR) to

Another

6. Crea ng a Course Type in the Course Catalog

7. Ac ve Personnel Numbers (PERNRS) in Default Posi ons

8. Resolving Ac ve PERNRS in Posi on 9999999 or ORG 00000000 (or invalid org)

9. Resolving Inac ve PERNRS with Payroll Area not in 99

10. Resolving personnel without SSN

11. Support the recording of Non-Interface Personnel Valida on (Maintain Contractor Informa on)

12. Reconciling Monthly Military Gains and Losses

13. Resolving Missing Civilian Separa ons

14. Support the Maintenance of employee's master data record – including unallocated labor issues due to issue with Tour of Duty (TOD) or something wrong with SF50

15. Tour of Duty Monitoring (includes monitoring/update employees IT9201 to have work schedule extension box checked)

16. Ac vity Type Monitoring

17. Monitoring Withdrawn Personnel with Structural Authoriza ons

18. Monitoring Defense Civilian Payroll System (DCPS) Daily Master Employee Record (MER)

Interface Process

19. Monitoring Department of the Navy Civilian Authorita ve Data Source (DONCADS) Personnel

Transac on Interface

20. Monitoring DONCADS Organiza on and Posi on Interface

21. Monitoring Outbound Awards file to Office of Civilian Human Resource (OCHR)

22. Monitoring Outbound Source Data Automa on (SDA) Files to Defense Civilian Payroll System

(DCPS)

23. Maintaining customized supervisory rela onships

24. Support command reorganiza on implementa on

25. Support ad hoc data calls

4.3.3 SUBTASK ONR LIAISON AND OPERATIONAL PM SUPPORT

The Contractor will provide project management support under this Task Order (TO) for TASK 3 - Liaison and Opera onal Support to ONR for NAVY ERP. This support includes managing and overseeing all ac vi es performed by Contractor personnel, including Subcontractors, to sa sfy the requirements iden fied in this work statement. In addi on, the Contractor will iden fy a Program Manager (PM) by name that will provide management, direc on, administra on, quality assurance, and leadership for execu ng the TO. The Contractor will also provide its Staffing Plan for execu ng the TO.

4.3.3.1 SUBTASK PREPARE A MONTHLY STATUS REPORT (MSR)

The Contractor will facilitate Government and Contractor communica ons; use industry best standards and proven methodologies to track and document contract requirements and ac vi es to allow for con nuous monitoring and evalua on by the Government, and ensure all support and requirements performed are accomplished per the TO.

The Contractor must provide a Monthly Status Report (MSR) detailing work performed during the previous month (Deliverable 7), (Sec on J - List of A achments, A achment A). The MSR will be delivered to the Technical Point of Contact (TPOC) and COR monthly by the 5th business day of the following month. It is the responsibility of the Contractor to ensure the Government received the so copy.

The MSR must include the following elements at a minimum:

a. Financial expenditure informa on (burn rate) of the task

b. A copy of the latest officially submi ed invoice shall be included in the monthly report

c. Ac vi es during repor ng period, by task (include on-going ac vi es, new ac vi es, ac vi es completed, progress to date on all above-men oned ac vi es)

d. Problems and correc ve ac ons taken. Also include issues or concerns and proposed resolu ons to address them.

e. Personnel gains, losses, and status

f. Summary of trips taken, conferences a ended, etc. (a ach trip reports to this MSR for the repor ng period). If applicable.

4.3.3.2 SUBTASK TECHNICAL STATUS MEETINGS

The Contractor PM will convene monthly Technical Status Mee ngs with the ONR Navy ERP Technical Point of Contact (TPOC), ONR COR, and other Government stakeholders. The purpose of this mee ng is to ensure all stakeholders are informed of the monthly ac vi es and MSR, provide opportuni es to iden fy other ac vi es, establish priori es, and coordinate the resolu on of iden fied problems or opportuni es. The Contractor PM will provide the mee ng agenda and minutes, including a endance, issues discussed, decisions made, and ac on items assigned to the ONR COR.

The Contractor will also meet with the ONR Navy ERP TPOC and other Government stakeholders on a weekly/bi-weekly basis and, as necessary, upon Government's request for a similar purpose as the monthly mee ngs for a more detailed and frequent discussion. The Contractor will provide a mee ng agenda for each mee ng.

4.4 TASK 4 SURGE REQUIREMENTS

Surge requirements include Government tasking that exceeds the normal capacity of Contractor support due to a temporary surge of requirements. The contractor will be required to provide support for unan cipated surge e.g., ERP Plus support requirements for all iden fied tasks within the PWS as delineated by contract modifica on. Hours expended will be paid using labor hour rates.