Tab_31_-_DAI_Compliance_RFP_Final_FBO_Post_-_Format_Correction.pdf

STANDARD FORM 33 (REV. 6/2014)

SOLICITATION, OFFER, AND

AWARD

1. THIS CONTRACT IS A RATED ORDER

UNDER DPAS (15 CFR 350)

RATING

PAGE OF PAGES

1 | 147

2. CONTRACT NUMBER

3. SOLICITATION NUMBER

SP4701-16-R-0003

4. TYPE OF SOLICITATION

SEALED BID (IFB)

NEGOTIATED (RFP)

5. DATE ISSUED

1/21/2016

6. REQUISITION/PURCHASE NO.

7. ISSUED BY CODE SP4701 8. ADDRESS OFFER TO (If other than Item 7)

DLA Contracting Services Office Philadelphia 700 Robbins Avenue Philadelphia, PA 19111

SEE PAGE 2

NOTE: In sealed bid solicitations “offer” and “offeror” mean “bid” and “bidder”

SOLICITATION

9. See page 2 for submission details.

CAUTION: Late submissions, modifications, and withdrawals; See Section L, Provision No. 52.214-7 or 52.215-1. All offers are subject to all terms and condition

10. FOR A. NAME B. TELEPHONE (NO COLLECT CALLS) C. E-MAIL ADDRESS

INFORMATION CALL:

Mark Sullivan AREA CODE

NUMBER

737-4851

EXT.

Mark.Sullivan@dla.mil

11. TABLE OF CONTENTS

(X) SEC. DESCRIPTION PAGE (X) SEC. DESCRIPTION PAGE(S)

PART I - THE SCHEDULE PART II - CONTRACT CLAUSES

X A SOLICITATION/CONTRACT FORM 1 X I CONTRACT CLAUSES 61

X B SUPPLIES OR SERVICES AND PRICE/COST 6 PART III - LIST OF DOCUMENTS, EXHIBITS AND OTHER ATTACH.

X C DESCRIPTION/SPECS./WORK STATEMENT 8 X J LIST OF ATTACHMENTS 89

X D PACKAGING AND MARKING 51 PART IV - REPRESENTATIONS AND INSTRUCTIONS

X E INSPECTION AND ACCEPTANCE 52 X K REPRESENTATIONS, CERTIFICATIONS

X F DELIVERIES OR PERFORMANCE 53 AND OTHER STATEMENTS OF OFFERORS 90

X G CONTRACT ADMINISTRATION DATA 54 X L INSTRS., CONDS., AND NOTICES TO OFFERORS 98

X H SPECIAL CONTRACT REQUIREMENTS 59 X M EVALUATION FACTORS FOR AWARD 124

OFFER (Must be fully completed by offeror) NOTE: Item 12 does not apply if the solicitation includes the provisions at 52.214-16, Minimum Bid Acceptance Period.

12. In compliance with the above, the undersigned agrees, if this offer is accepted within _180____ calendar days (60 calendar days unless a different period is inserted by the offeror) from the date for receipt of offers specified above, to furnish any or all items upon which prices are offered at the price set opposite each item, delivered at the designated point(s), within the time specified in the schedule.

13. DISCOUNT FOR PROMPT PAYMENT

(See Section I, Clause No. 52.232-8)

10 CALENDAR DAYS

20 CALENDAR DAYS

30 CALENDAR DAYS

CALENDAR DAYS

14. ACKNOWLEDGMENT OF AMENDMENTS AMENDMENT NO. DATE AMENDMENT NO. DATE

(The offeror acknowledges receipt of amendments to the SOLICITATION for offerors and related documents numbered and dated):

15A. NAME CODE FACILITY 16. NAME AND TITLE OF PERSON AUTHORIZED TO SIGN

AND OFFER (Type or print)

ADDRESS

OF

OFFEROR

15B. TELEPHONE NUMBER 15C. CHECK IF REMITTANCE 17. SIGNATURE 18. OFFER DATE

AREA CODE

NUMBER

EXT.

ADDRESS IS DIFFERENT FROM

ABOVE - ENTER SUCH ADDRESS IN

SCHEDULE

AWARD (To be completed by Government)

19. ACCEPTED AS TO ITEMS NUMBERED

20. AMOUNT

21. ACCOUNTING AND APPROPRIATION

22. AUTHORITY FOR USING OTHER THAN FULL AND OPEN

COMPETITION:

10 U.S.C. 2304(c) (1) 41 U.S.C. 253(c)( )

23. SUBMIT INVOICES TO ADDRESS

SHOWN IN (4 copies unless otherwise specified)

ITEM

Clause G.3

24. ADMINISTERED BY (If other than Item 7) CODE 25. PAYMENT WILL BE MADE BY CODE

26. NAME OF CONTRACTING OFFICER (Type or print)

27. UNITED STATES OF AMERICA

(Signature of Contracting Officer)

28. AWARD DATE

IMPORTANT -- Award will be made on this Form, or on Standard Form 26, or by other authorized official written notice.

Contents SECTION B: SUPPLIES or SERVICE and PRICES/COSTS

SECTION C: PERFORMANCE WORK STATEMENT (PWS)

C.1 Background

C.2 Objective

C.3 Scope

C.4 Specific Tasks

C.4.1 Task Area 1 – Sustainment Services – Firm Fixed Price (FFP)

C.4.2 Task Area 2 – Development Services – Cost Plus Incentive Fee (CPIF)

C.4.3 Task Area 3 – Optional Transition-Out Task Support Services (FFP) (IUS#0003 Expense)

C.5 Delivery Schedule

C.5.1 Tenative DAI Deployment Schedule

C.6 Security

C.7 Government-Furnished Equipment (GFE)

C.8 Government Furnished Information (GFI)

C.9 Other Pertinent Information or Specialist Considerations

C.9.1 Building Badges and Common Access Card (CAC)

C.9.2 In and Out-Processing

C.9.3 In-processing Procedures

C.9.4 Vehicle Parking

C.10 Identification of Potential Conflicts of Interest (COI)

C.10.1 Disclosure of Organizational Conflict of Interest After Contract Award

C.10.2 Identification of Non-Disclosure Requirements

C.11 Section 508 Accessibility Standards

C.12 Travel

C.12.1 Local Travel

C.13 Non–Personal Services

C.14 Key Personnel

C.14.1 Performance Requirements

C.14.2 Quality Assurance Surveillance Plan (QASP)

C.14.3 General Acceptance Criteria

C.15 Contractor Manpower Reporting

SECTION D. PACKAGING AND MARKING

SECTION E. INSPECTION AND ACCEPTANCE

SECTION F. DELIVERIES OR PERFORMANCE

F.1 Place of Performance

F.2 Period of Performance

SECTION G. CONTRACT ADMINISTRATION DATA

G.1 Contract Administration

G.2 Communication

G.3 Contracting Officer’s Representative (COR)/Contracting Officer’s Technical Representative (COTR)

G.4 Invoices

SECTION H. SPECIAL CONTRACT REQUIREMENTS

H.1 Organizational Conflict of Interest

H.2 Government’s Right to Audit

H.3 Proprietary Information

SECTION I. CONTRACT CLAUSES

SECTION J: LIST OF ATTACHMENTS

J.1 DLAD 52.215-9017 List of Documents, Exhibits, and Other Attachments (Apr 2008)

SECTION K: REPRESENTATIONS, CERTIFICATIONS, AND OTHER STATEMENTS OF

OFFERORS

SECTION L: INSTRUCTIONS, CONDITIONS, AND NOTICES TO OFFERORS

L.1 SOLICITATION PROVISONS

L.2 FULL TEXT CLAUSES

L.3 PROPOSAL PREPARATION INSTRUCTIONS

L.4 VOLUME I. NON-PRICE PROPOSAL

L.4.1 Section I –

L.4.2 Section II –

L.4.3 NON-PRICE EVALUATION FACTORS:

L.5 VOLUME II – COST/PRICE PROPOSAL

L.5.1 FFP PRICE PROPOSAL INSTRUCTIONS

L.5.2 CPIF PROPOSAL INSTRUCTIONS

L.5.3 Certified Cost and Pricing Data INSTRUCTIONS

SECTION M: EVALUATION FACTORS FOR AWARD

M.1 BASIS FOR AWARD

M.2 EVALUATION FACTORS

M.3 EVALUATION OF NON-PRICE

M.4 EVALUATION OF PRICE/COST

Continuation of SF33 A.1 Blocks 8 and 9

Hand carried proposals should be delivered to:

DLA Troop Support Business Opportunities Office Building 36, 2nd Floor 700 Robbins Ave.

Philadelphia, PA 19111-5092

Additionally, please forward a courtesy copy of your offer via email to Mark.Sullivan@dla.mil and Williams.Steinhauser@dla.mil.

Note: Facsimile offers are not acceptable forms of transmission for submission of initial proposals or revisions to initial proposals submitted in response to this solicitation. As directed by the Contracting Officer, facsimile may be used during discussions/negotiations, if discussions/negotiations are held, for proposal revision(s), including Final Proposal revision(s).

For questions or concerns regarding this solicitation, please submit your questions by no later than February 05, 2016 @ 2:00PM Eastern Time to Mark Sullivan at Mark.Sullivan@dla.mil and 215-737-4851. Email is the preferred method of communication.

Solicitation SP4701-16-R-0003 Closing Date: February 24, 2016 @ 2:00PM Eastern time

Notes: All hand carried offers are to be delivered to the Business Opportunities Office between 8:00 a.m. and 5:00 p.m., Monday through Friday, except for legal Federal holidays as set forth in 5 U.S.C. §6103. Offerors using a commercial carrier services must ensure that the carrier service “hand carries” the package to the Business Opportunities Office specified above for hand carried offers prior to the scheduled closing time. Package must be plainly marked ON THE OUTSIDE OF THE COMMERCIAL CARRIER’S ENVELOPE with the solicitation number, date, and time set forth for the receipt of offers as indicated above.

*Examples of “hand carried” offers include: In-person delivery by contractor, FED EX, Airborne, UPS, DHL, Emery, other commercial carrier, USPS Express Mail and USPS Certified Mail.

mailto:Mark.Sullivan@dla.mil mailto:Williams.Steinhauser@dla.mil

PLEASE SEE BELOW REMINDERS

Number Reminder Check 1 Fill in and sign SF33 as required?

2 Sign and return any/all amendments?

3 Return one (1) completed copy of the solicitation?

Prepare and return 4 copies of the Non-Price Proposal (3 hard copies and 1 Email Copy) and 4 copies (3 hard copies and 1 Email Copy) of the Price Proposal?

5 Submit your best offer?

6 Submit a Small Business Subcontracting Plan if your firm is a large business?

7 Check your math for accuracy on your Price Proposal?

8 Identify your authorized negotiators on page 3 as required? Did you identify which negotiator will serve as the primary point of contact?

CAUTION - CONTRACTOR CODE OF BUSINESS ETHICS (FEB 2012)

FAR Part 3.1002(a) requires all government Contractors to conduct themselves with the highest degree of integrity and honesty. Contractors should have a written code of business ethics and conduct within thirty days of award. To promote compliance with such code of business ethics and conduct, Contractors should have an employee business ethics and compliance training program that facilitates timely discovery and disclosure of improper conduct in connection with government contracts and ensures corrective measures are promptly instituted and carried out. A Contractor may be suspended and/or debarred for knowing failure by a principal to timely disclose to the government, in connection with the award, performance, or closeout of a government contract performed by the Contractor or a subcontract awarded there under, credible evidence of a violation of federal criminal law involving fraud, conflict of interest, bribery, or gratuity violations found in title 18 of the United States Code or a violation of the False Claims Act. (31 U.S.C. 3729-3733)

If this solicitation or contract includes FAR clause 52.203-13 - CONTRACTOR CODE OF BUSINESS ETHICS AND CONDUCT; the Contractor shall comply with the terms of the clause and have a written code of business ethics and conduct; exercise due diligence to prevent and detect criminal conduct; promote ethical conduct and a commitment to compliance with the law within their organization; and timely report any violations of federal criminal law involving fraud, conflict of interest, bribery or gratuity violations found in title 18 of the United States Code or any violations of the False Claims Act. (31 U.S.C. 3729-3733) When FAR 52.203-13 is included in the contract, Contractors must provide a copy of its written code of business ethics and conduct to the contracting officer upon request by the contracting officer.

SECTION B: SUPPLIES or SERVICE and PRICES/COSTS

The offeror shall use the following tables for the breakout in pricing via Contract Line Item Numbers (CLIN). (See Section L for Pricing Instructions)

FFP = Firm Fixed Price IF = Incentive Fee

BASE PERIOD – 12 Months

CLIN Contract Type Description Unit Unit Cost QTY Target/Estimated

Cost or Fee CLIN 0001 FFP Sustainment Services Mo $ 12 $ CLIN 0002 Cost Development Services Mo $ 12 $

CLIN 0003 IF

Incentive Fee

Development Services

CLIN 000301 IF Incentive Fee Minimum (3% of Target Cost) $ CLIN 000302 IF Incentive Fee Target (offeror to propose) $ CLIN 000303 IF Incentive Fee Maximum (9% of Target Cost) $ CLIN 0004 Cost Travel(*) LT 1 $50,000.00 Total Evaluated Value Base Period

(CLIN 0001 + CLIN 0002 + CLIN 000303 + CLIN 0004)

(*) Represents a Not to Exceed (NTE) value.

OPTION PERIOD 1 – 12 Months

CLIN Contract Type Description Unit Unit Cost QTY Target/Estimated

Cost or Fee CLIN 1001 FFP Sustainment Services Mo $ 12 $ CLIN 1002 Cost Development Services Mo $ 12 $

CLIN 1003 IF

CLIN 100301 IF Incentive Fee Minimum (3% of Target Cost) $ CLIN 100302 IF Incentive Fee Target (offeror to propose) $ CLIN 100303 IF Incentive Fee Maximum (9% of Target Cost) $ CLIN 1004 Cost Travel(*) LT 1 $50,000.00 Total Evaluated Value Option Period 1

(CLIN 1001 + CLIN 1002 + CLIN 100303 + CLIN 1004)

(*) Represents a Not to Exceed (NTE) value.

OPTION PERIOD 2 – 12 Months

CLIN Contract Type Description Unit Unit Cost QTY Target/Estimated

Cost or Fee CLIN 2001 FFP Sustainment Services Mo $ 12 $ CLIN 2002 Cost Development Services Mo $ 12 $

CLIN 2003 IF

CLIN 200301 IF Incentive Fee Minimum (3% of Target Cost) $ CLIN 200302 IF Incentive Fee Target (offeror to propose) $ CLIN 200303 IF Incentive Fee Maximum (9% of Target Cost) $ CLIN 2004 Cost Travel(*) LT 1 $50,000.00 Total Evaluated Value Option Period 2

(CLIN 2001 + CLIN 2002 + CLIN 200303 + CLIN 2004)

(*) Represents a Not to Exceed (NTE) value.

CLIN Contract Type Description Unit Unit Cost QTY Total Price

CLIN 2005 FFP Task Area 3 - Optional Transition Out Task Mo $ 3 $

Total Proposed Evaluated Value (Total Evaluated Value Base Period + Total Evaluated Value Option Period 1 + Total Evaluated Value Option Period 2 + CLIN 2005)

NOTE: The Incentive Fee Maximum will be used for evaluation purposes in determining the overall price of the offeror’s proposal.

SECTION C: PERFORMANCE WORK STATEMENT (PWS)

C.1 Background

The Defense Agencies Initiative (DAI) is a Department of Defense (DOD) enterprise initiative that will modernize and transform the financial management capabilities of the Defense Agencies and Field Activities across the DOD. The mission of the DAI is the following:

“Transform the budget, finance, and accounting operations of the DOD Agencies to achieve accurate and reliable financial information in support of financial accountability and effective and efficient decision making throughout the Defense Agencies in support of the missions of the warfighter.”

The Defense Agencies have a need to replace their existing financial management and accounting systems to comply with statutory and regulatory requirements. As a result, the Defense Agencies need an integrated financial management system to achieve auditability through reliable and accurate financial data. To address this need, the DAI Program was established to modernize and transform the financial management capabilities of the Defense Agencies.

DAI is not an update of legacy systems, but an implementation of integrated financial management capabilities that will subsume many systems and standardize business processes.

The resulting system, once implemented, will provide a real time (providing immediate viewing of data), web based system (accessed from anywhere) of integrated business processes that can be used by Defense Agency financial managers, auditors, and the Defense Finance and Accounting Service (DFAS) to make sound business decisions to support the Warfighter. DAI will address all of the required financial standards that are currently in effect for the Federal Government and DOD including:

• Federal Financial Management Improvement Act (FFMIA)

• Federal Managers’ Financial Integrity Act (FMFIA)

• Chief Financial Officer Act of 1990 (CFO)

• United States Standard General Ledger (USSGL)

• Government Performance and Results Act (GPRA)

• DoD Business Enterprise Architecture (BEA)

• Standard Financial Information Structure (SFIS)

• Government Management Reform Act (GMRA)

• Clinger Cohen Act (CCA)

• Relevant Office of Management and Budget (OMB) Circulars

• Office of Federal Financial Management (OFFM)

The DAI Program implemented Oracle Federal Financials (v11.5.10.2) to its first Defense Agency, the Business Transformation Agency (BTA) on 1 October 2008. Since that time, DAI has implemented eleven additional Defense Agencies within the DOD. In addition, the DAI Program upgraded to Oracle Federal Financials (v12.2.3) in May 2015.

The DOD has a significant financial and intellectual investment in creating the DAI business solution for the participating Defense Agencies. The DAI Program Office must continue to mature the DAI solution for each successive agency.

C.2 Objective

The DAI Program Management Office (PMO) is seeking to obtain Compliance and Configuration Management expertise in support of development, maintenance, and implementation of the DAI solution, operations, and provisions. Also, to obtain Oracle Applications expertise in implementing and supporting Oracle Financials-based business solutions in the Department of Defense through the maturation of the DAI Global Model Solution focusing on Budget to Report (B2R), Procure to Pay (P2P), Order to Fulfill (O2F), Cost Accounting (CA), Time & Labor (T&L), Budget Formulation, Grants Financial Management, Resale Accounting, Governance Risk and Compliance, and Acquire to Retire (A2R) process areas and capabilities.

C.3 Scope

The scope of this procurement is to acquire compliance and configuration management services that will provide development, enhancement, and maintenance support for current and future releases of the DAI Global Model that are either currently deployed or planned for deployment with Defense Agencies participating in DAI. The requirement will provide functional support for the configuration management functions of DAI. It will provide advice, analysis, recommendation, and hands-on support for compliance and configuration management for the development and implementation of additional and supplemental Agency-specific functional and technical capabilities to current and future releases of the DAI Global Model and other aspects of DAI, to mandated standards. It will provide architectural leadership and support for the development, enhancement, and maintenance of the DAI Global Model Solution.

The contract task area(s) in scope of the Performance Work Statement (PWS) include the following:

Task Are 1 – Sustainment Services – Firm Fixed Price (FFP)

• Subtask 1.1 Program Management (IUS#0003 Expense) o Subtask 1.1.2 Integrated Program Management (IPM) Services (IUS#0003

Expense)

• Subtask 1.2 Integrated Solutions Management (IUS#0003 Expense)

• Subtask 1.3 Compliance Management (IUS#0003 Expense)

• Subtask 1.4 Configuration Management (IUS#0003 Expense)

Task Area 2 – Development Services – Cost Plus Incentive Fee (CPIF)

• Subtask 2.1 Business Process Reengineering (IUS#0002 Capitalize)

• Subtask 2.2 Requirements Analysis (IUS#0002 Capitalize)

• Subtask 2.3 Compliance Management (IUS#0002 Capitalize)

• Subtask 2.4 Configuration Management (IUS#0002 Capitalize)

Task Area 3 – Optional Transition-Out Task Support Services (FFP) (IUS#0003 Expense)

Note:

• IUS#0002 Development

• IUS#0003 Post-Implementation/Operational Phase

C.4 Specific Tasks

Note: The Government reserves the right to remove tasks during performance if it deems the tasks are no longer required.

C.4.1 Task Area 1 – Sustainment Services – Firm Fixed Price (FFP)

C.4.1.1 Subtask 1.1 – Program Management (IUS#0003 Expense)

The contractor shall:

• Coordinate with the Contracting Officer (KO) and DLA J6 Contracting Officer

Representative (COR) on all contractual and business issues. The contractor’s project management effort shall continue for the entire term of the contract.

• Provide the planning, direction, coordination, functional guidance, technical guidance, and control necessary for effective and efficient accomplishment of all requirements.

The contractor shall provide expertise in developing strategic implementation plans for new agency and system initiatives, supporting detailed project plans, identifying tasks and task resources required to accomplish the implementation objectives.

• Perform an analysis of project requirements and recommend technical solutions to the government. The contractor shall evaluate organic and commercially available software and hardware solutions.

• Provide support for various levels of analysis, to include:

Risk Management (RM) Economic Analysis (EA) Business Case Analysis (BCA) Analysis of Alternatives (AoA)

• Prepare white papers, position papers, and briefing.

• Provide the centralized administrative, clerical, documentation and related functions.

The contractor shall ensure all documentation is audit ready and available upon request.

All documentation shall be in the latest version of the Microsoft (MS) Office format unless another format is required and agreed to by the KO and DAI COR.

• Prepare a Program Management Plan (PMP) describing the technical approach, organizational resources and management controls to be employed to meet the cost, performance and schedule requirements throughout contract execution. The government’s functional and technical groups will review the PMP prior to approval.

• The contractor shall submit agency implementation and deployment project plans to the DAI COR. All project plans submitted by the contractor shall include staffing plans. All project plans shall be updated monthly detailing what tasks have been completed and what tasks are ongoing. The project plans shall be delivered to the DAI COR monthly.

Within 30 days of award, the offeror will be required to provide a project plan. The project plan is a formal, approved document used to manage project execution and project control. The project plan, at a minimum, should contain:

o The name of the contractor project manager.

o The project's organizational strategy and management strategy - what is the life-cycle, what major activities (reviews, tests, etc.), and delivered product.

o A roster of required team members and their functional expertise (identified by name when possible).

o Key risks, including constraints (e.g., cost, schedule, etc.) and assumptions and planned responses for each.

• The contractor shall develop and maintain an effective quality control program to ensure services are performed in accordance with this PWS. The contractor shall develop and implement procedures to identify, prevent, and ensure non-recurrence of defective services. The contractor’s quality control program is the means by which he assures himself that his work complies with the requirement of the contract. The contractor shall provide a description of their Quality Control Plan (QCP) to the Government within 10 days from the date of award. Unsatisfactory work – Performance by the contractor to correct defects found by the Government as a result of quality assurance surveillance and by the contractor as a result of quality control, shall be at its own expense and without additional reimbursement by the Government.

• The contractor shall submit a written Monthly Status Report (MSR) to the DAI COR beginning 30 days after contract award and every 30 days thereafter. Each monthly report shall be delivered to the DAI COR by the 15th of each month in electronic and hardcopy format. Work associated with every active task is to be accounted for in the report. MSRs must be submitted on the prime contractor’s letterhead. Failure to provide reports correctly shall cause resubmission by the contractor. The MSR shall include:

o A narrative review of work accomplished during the reporting period or significant events include projected completion dates.

o Upcoming activities o Status of major tasks and projects with task dependencies and interrelationships o Identification of any problems or delays and recommended solutions include risks and significant issues that may affect the completion of planned projects, schedule, funding and mitigation plan o Monitoring mechanisms including program metrics o Planned activities for the next month/future o Description of any travel or unique services provided o Identify future travel requirements o Status of resources expended to date (hours, dollars, labor category and name) and remaining balances o Projected 100% funds depletion date o Additional reporting to be included in the MSR will be identified in individual task

• The contractor shall develop and maintain a Government Furnished Equipment (GFE) Report used to identify resource and equipment information. The contractor shall submit the GFE Report within 5 days of award. The contractor shall update all employee changes and send an electronic copy of the updated report to the DAI COR within 1 business day. The report will include, at a minimum, the following information:

o Employee name o Contract number o Company name (working for prime or subcontractor) o Work site/specific location o GFE assigned (make, model, serial number, asset numbers)

• The contractor shall develop and maintain a Personnel Resource/Training Report to identify personnel resource and training information.

The contractor shall submit the Personnel Resource/Training Report within 5 days of award. Upon receipt of a training notice, the contractor shall submit weekly training status updates to the DAI COR until all designated resources have completed the training.

The training report shall include, at a minimum:

o Employee name o Contract number o Company name (working for prime or sub-contractor) o Work site/specific location o Job Title o Labor category o Functional area o Incoming and Outgoing Dates o Name of the course o Source of the training o Description of the training provided o Date the employee successfully completed the training o Identification of whether the employee is considered key personnel or non-key personnel.

o Certifications, i.e., certification(s) required of position, certification(s) held in position

The contractor shall be responsible to provide the following deliverables:

• Risk Management (RM)

• Economic Analysis (EA)

• Business Case Analysis (BCA)

• Analysis of Alternatives (AoA)

• Program Management Plan (PMP)

• Project Plans

• Quality Control Plan (QCP)

• Monthly Status Report (MSR)

• Government Furnished Equipment (GFE) Report

• Personnel Resource/Training Report

C.4.1.2 Subtask 1.1.1 – Integrated Program Management (IPM) Services (IUS#0003 Expense)

• Earned Value Management System (EVMS)

The contractor shall comply with DFARS Subpart 234.2 – Earned Values Management System as prescribed in Operation of the Defense Acquisition System , DoDI 5000.2, compliance with American National Standards Institute/Electronic Industries Alliance Standard 748, Earned Value Management Systems (ANSI/EIA-748) is required for DoD cost or incentive contracts and agreements valued at or greater than $20M. Compliance with ANSI/EIA-748 and an EVMS validation are required for DoD cost or incentive contracts and agreements valued at or greater than $50M. If the contract value is less than $50M, then formal validation of the contractor’s EVMS is not required; however, the contractor needs to maintain compliance with the standard.

Per DoDI 5000.2, the contract must provide an Integrated Program Management Report (IMPR) (DI-MGMT-818615) on a monthly basis and an Integrated Baseline Review (IBR).

The Contractor shall report EVM data as applicable to this contract in accordance with the requirements stated herein and within the requested Data Item Descriptions (DID). Contract reporting includes the Contractor Performance Report (CPR) (DI-MGMT-81466A) and the Integrated Master Schedule (IMS) (DI-MGMT-81650).

The Contractor shall reconcile reporting elements in the Contract Funds Status Report (CFSR) (DI-MGMT-81468) with the CPR when these documents are submitted in the same month. The Contractor shall provide a reconciliation of the CFSR with CPR as an addendum to the CPR.

• Contractor Performance Management System

The contractor's performance management system shall meet the 32 guidelines described in ANSI/EIA-748 provide a consistent basis to assist the Government and the contractor in implementing and maintaining acceptable EVM systems. The CPR and IMS are developed, maintained, updated, and reported on a monthly basis.

The contractor shall utilize its existing, internal performance management system to plan, schedule, budget, monitor, manage, and report cost, schedule, and technical status applicable to the contract. The contractor's internal performance management system shall serve as the single, formal, integrated system that meets both the contractor's internal management requirements and the requirements of the Government for timely, reliable, and auditable performance information.

The application of these concepts provides for early indication of contract cost, schedule, and technical challenges. Earned value assessments correlate with technical achievement. The outputs of this system are used as the basis to report detailed performance status during program management reviews and other status meetings. The contractor's system shall satisfy the Industry Guidelines delineated in the ANSI/EIA-748, EVMS, the general provisions of the contract, and this PWS. The contractor shall not establish a separate or unique internal performance management system for purposes of planning, scheduling, directing, recording or reporting progress under this contract.

• Contract Work Breakdown Structure (CWBS)

The CWBS is the Government-approved WBS, for reporting purposes and its discretionary extension to lower levels by the contractor, in accordance with Government direction and the Performance Work Statement (PWS). It includes all the elements for the products (hardware, software, data or services) which are the responsibility of the contractor. The contractor shall leverage and use as much as possible the provided government work breakdown structure (See Attachments 2 and 3) to develop and maintain the CWBS and CWBS dictionary in accordance with Contract Work Breakdown Structure DI-MGMT-81334D and using the WBS structure contained in the Cost and Software Data Reporting (CSDR) plan. The contractor shall comply with MIL-STD-881C, Work Breakdown Structures for Defense Materiel Items. Changes to the CWBS or associated definitions, at any reporting level, require approval of the Government. All reporting corresponds to applicable Contract WBS elements.

The CWBS provides the basis for further extension by the contractor to lower levels during the performance of the contract. The contractor shall extend the CWBS down to the appropriate level required to provide adequate internal management, surveillance, and performance measurement, regardless of the reporting level stipulated in the contract for Government visibility. The contractor shall use the CWBS as the primary framework for contract planning, budgeting, and reporting of the cost, schedule, and technical performance status to the Government. The contractor shall analyze the system requirements specified in the PWS and system specification and translate them into a structure representing the products and services that comprise the entire work effort commensurate with the acquisition phase and contract requirements. The contractor, if necessary, shall provide updates to the CWBS during the execution of the contract.

• Integrated Baseline Review (IBR)

An IBR focusing on the realism of the contractor's integrated Performance Measurement Baseline (PMB) and the appropriateness of the earned value methodology to be employed under the contract occurs within 180 calendar days after contract award, exercise of options, and major modifications, but, in no event without specific authorization of the Contracting Officer, is initiation of the IBR process to be delayed past the sixth month after award of this contract.

Incremental IBRs will be conducted as needed throughout the life of the contract when required following major changes to the baseline or re-planning. The Government verifies during the IBR, and follow-on IBRs when required, that the contractor has established and maintains a reliable PMB. The contractor will ensure that the baseline includes the entire contract technical scope of work consistent with contract schedule requirements and has adequate resources assigned. The contractor is responsible for using effective earned value methods to accurately provide status of contract cost, schedule, and technical performance for the DAI program. The IBR is used to achieve a mutual understanding of the baseline plan, cost and schedule risk, and the underlying management processes used for planning and controlling the program.

Participation in the IBR is a joint responsibility of both the Government PM and the contractor.

The contractor flows-down the IBR requirement to those subcontractors that meet the applicable thresholds for EVM reporting. The contractor leads the IBR as the prime contractor and on behalf of its subcontractors, with active participation from the Government.

• Application to Subcontractors

The contractor shall flow-down EVM requirements to subcontractors meeting the applicable thresholds and/or assigned critical tasks. The performance information reported by the subcontractors is incorporated and integrated into the contractor's management system. The Contractor shall be responsible for reviewing and assuring the validity of all subcontractors reporting through surveillance and other means.

• Electronic Transmission of Data

The Contractor will format the deliverable data in accordance with the American National Standards Institute (ANSI) chartered the Accredited Standards Committee (ASC) X12 standard for Electronic Data Interchange (EDI) or XML equivalent.

Quick Search Assist link for copy of DID Documents: http://assistdoc1.dla.mil/

• Integrated Program Management Report (IPMR)

• Contractor Performance Report (CPR)

• Contract Funds Status Report (CFSR)

• Contract Work Breakdown Structure (CWBS)

• IBR Kick-Off Meeting Briefing Presentation Material

• IBR Kick-Off Meeting Minutes http://assistdoc1.dla.mil/

• IBR Briefing Presentation Material

• IBR Meeting Minutes

C.4.1.3 Subtask 1.2 – Integrated Solutions Management (IUS#0003 Expense)

The DAI Global Model was developed essentially to address General Fund operations and has been deployed at a number of DOD Agencies. Based on these deployments and capability needs of Agencies deploying in future there will be a need to mature the DAI Global Model over and beyond the period of this contract.

Through this period, new and additional functionality will also need to be incorporated in the Global Model to support Working Capital Fund operations, Grants Financial Management, enhanced Budget Distribution and Management, Governance Risk and Compliance, Resale Accounting, and other financial initiatives, etc. Such capabilities are currently planned to be in the scope of future releases of the DAI Global Model.

The DAI Global Model will continue to be developed, enhanced, and matured from a standpoint of implementing:

• Common business processes across implementing Agencies,

• The maximum use of standard Oracle Applications functionality for providing needed capabilities,

• Use of common or congruent Application configurations across implementing Agencies, and

• Leverage of developed and deployed technical objects to support same/similar business functions, across implementing Agencies.

• Provide development, enhancement, and maintenance support to the current and future releases of the DAI Global Model

• Support all aspects of enhancement and maintenance towards ensuring that Agency-specific functional and/or technical requirements do NOT alter the Global Model in any fashion, and thereby compromise the effectiveness and integrity of the DAI Global Model. The vendor will be able to ensure the global model is flexible to be able to handle agency specific requirements. The need for maintaining the ‘baseline’ Global Model, through its multiple Release cycles and iterations, stems from the imperative that the integrity and applicability of the DAI Global Model will be preserved at all times through the life of the DAI Program. The DAI Global Model will serve as the essence of the DAI solution and must be properly developed and maintained to sustain audit ability of the implemented solution.

Through all Releases, the DAI Global Model will be developed, enhanced, and maintained by a team of Oracle Applications specialists that have:

• A detailed knowledge of the deployed Release of the DAI Global Model,

• Possess expert and all-encompassing functional, technical, architectural, and compliance understanding and experience of the subject matter contained within each DAI capability area including reporting,

• Possess and/or demonstrate expert functional, technical, and architectural experience with the capabilities of Oracle Applications module(s) that support DAI capability areas, and

• Possess expert experience in Oracle Applications-based technical development and deployment skills to support maintenance and enhancement of technical components that constitute the current and future releases of the Global Model.

The contractor shall provide a select set of specialists that will be a part of the Global Model Team. As members of the Global Model Team, the specialists will perform the following key tasks:

• Maintain Global Model Configurations – This team will be responsible for maintaining and keeping current all Global Model configurations, across all DAI process areas. They will also be responsible for incorporating new/additional configurations to facilitate and enable additional Oracle Applications functionality that are either approved by DAI Configuration Control Board (CCB) for agency-specific functional and technical requirements, or deemed necessary to address fixes to existing capabilities in support of Production Support actions. This team will also work in close coordination with the Agency Deployment and Implementation teams to ensure that Oracle Application configurations are pertinent, accurate, current, and meet Agency’s functional and reporting needs.

• Maintain ensuring integrity of the Global Model Solution – This team will also be responsible for ensuring that at all times the Global Model maintains its design and intended functionality integrity to the solution, delivered through current and future Releases of the Global Model. This team will also be responsible for proposing (including accepting recommendations), configuring, testing, and integrating new ‘solutions’ or enhancements to the Global Model solution, in a way that is complimentary and supplemental to the current release of the Global Model. This team will work in close coordination with the Agency Deployment and Implementation teams to ensure that new solutions that are incorporated into the current and/or future release of the Global Model solution are functionally tested with Agency-specific configuration(s), master data, etc. This team will create and provide complete and applicable process flows, training material, test scripts, operating procedure documents, and all other documents/material that play a part in the implementation of the Global Model, to the DAI program and participating Agencies.

• Maintain and Develop Reports, Interfaces, Conversions and Extensions (RICE) integration to the Global Model – This team will also be responsible for ensuring that all new, enhanced, and matured RICE objects are integrated seamlessly with the current release of the Global Model, to provide intended functionality through the use of the new RICE object, while ensuring the integrity of the Global Model. This team will work closely with Agency Deployment and Implementation teams to conduct integration testing of RICE components with Enterprise Systems, and other Agency-specific systems, and acceptance testing of the RICE capability, as applicable. This team will also advise and support Agency Deployment and Implementation teams on testing, integration, and implementation of Agency specific interfaces, reports, workflows, extensions, and user access and management capabilities.

• Maintain Quality Assurance (QA) – This team will also own the ‘process’ and the methods of ‘enforcement’ for ensuring Application configurations, RICE configurations, RICE design and development, and business processes are architected and aligned with Global Model standards, and DAI RICE development standards.

• RICE Objects

• Test Scripts

• Functional Specifications

• Technical Specifications

• Requirements Documents

• Configuration Documents

C.4.1.4 Subtask 1.3 Compliance Management (IUS#0003 Expense)

• Provide advisement, analysis, recommendation, and hands-on support towards ensuring compliance of current and future releases of DAI, and other aspects of DAI, to mandated standards.

• Provide services for assessing audit readiness, internal control processes, and its methods and practices.

• Perform an assessment of DAI program’s compliance with applicable federal laws, regulations and policies governing financial management systems, processes and procedures. This will include a review of compliance risks and development of a plan to promote implementation of a coherent internal review program.

• Support DAI PMO in its efforts to understand and prioritize their business risks, and develop an internal audit plan to address areas of focus identified by management. The plan may consist of projects designed to help management improve areas where risks are not adequately managed, and/or projects designed to help management monitor those areas where they feel processes are in place to manage the risks.

• Assist management in assessing their evolving risk profile and processes in conjunction with risk functions, and in identifying potential improvements. The internal audit service should be enabled by internal audit methodology, technology, and knowledge focused on providing the DAI program and supported agencies with broader coverage of compliance issues and reduced risk of external audit findings through an integrated approach.

• Advise DAI on the organization and processes that will support compliance function within the program, and assist DAI in the identification and documentation of Key Control Objectives (KCOs) as documented by Office of the Under Secretary of Defense Comptroller (OUSDC) and the Federal Financial Management Improvement Act

(FFMIA).

• Perform Compliance Readiness Assessments (CRAs) to identify opportunities for improvement in policies, procedures, and controls for complying with relevant compliance requirements mentioned above. Such CRAs will not constitute “audits” but will provide DAI with comparative analyses to assist in preparation for more formal compliance audits, to be performed at a future date by an external party (e.g., the DoD Office of Inspector General or similar). Ongoing CRAs will be performed on a scheduled basis, and selected areas may be revisited should the underlying compliance requirements be amended by organizations such as OMB, GAO, or other regulatory or governmental standards (.e.g., National Institute for Standards and Technology (NIST)) organizations). Such CRAs will include functional processes that are not permitted to be included in Service Organization Control (SOC) reports, such as Continuity of Operations (disaster recovery), and other areas as determined by the DAI office. Provide FFMIA documentation, Internal Control Plans, Internal Control Execution Documents, Internal Controls Risk Matrix, and Audit Assessment.

• Key Control Objectives

• Compliance Readiness Assessments (CRA)

• FFMIA

• Internal Control Plans

• Internal Control Execution Documents

• Internal Controls Risk Matrix

• Audit Assessment

C.1.4.5 Subtask 1.4 Configuration Management (IUS#0003 Expense)

• Provide functional and architectural support to configuration management functions of

DAI.

• Provide assistance and oversight to configuration management process, within multiple aspects of the DAI.

• Provide total lifecycle CM planning for the program/project, and manage the planning implementation.

• Establish a configuration identification structure for products and product configuration;

select, define, document, and baseline product attributes; and assign unique identifiers to each product and product configuration information item.

• Ensure that configuration control changes to a configuration baseline are properly identified, recorded, evaluated, approved or disapproved, and incorporated and verified, as appropriate.

• Manage the configuration status accounting to capture and maintain product configuration information necessary to account for the configuration of a product throughout the product life cycle.

• Establish configuration verification and audits so the performance and functional requirements as defined in the product definition information have been achieved by the design and that the design has been accurately documented in the product definition information.

• Facilitate management decisions regarding deployment issues by providing independent, unbiased, value added input and recommendations based on demonstrated experience implementing Oracle financial applications in a DOD environment.

• Support maintaining the as-is Change Management processes, support re-engineering the as-is Change Management processes to comply with Capability Maturity Model - Integrated (CMMI) Level 4 requirements, and implement an integrated tool suite in support of the to-be processes and overall objectives of Change Management.

• Work with the PMO to provide monthly and major releases.

Deliverables:

• Change management process

• Monthly releases

• Major Releases

• Production packages

• Configuration Management Plan

• Configuration Management audits

C.4.2 Task Area 2 – Development Services – Cost Plus Incentive Fee (CPIF)

C.4.2.1 Subtask 2.1 Business Process Reengineering (IUS#0002 Capitalize)

The implementation of the DAI Global Model solution at twenty eight (28) Defense Agencies participating in DAI, will require additional business capabilities by way of functionality, RICE objects, etc., to be designed and developed as an ‘extension’ to the current release of the Global Model. While the Agency Deployment and Implementation Team will have the main responsibility of implementing DAI Global Model at implementing Agencies, the Core Global

Model Team will be responsible for advisement, guidance, analysis, recommendations, and hands-on support for implementation of the DAI Global Model at the Agency.

Also, in an effort to implement the DAI Global Model solution at implementing Agencies, the Agency Deployment and Implementation Team will consult, and work closely with the Global Model Team on aspects of purpose, feasibility, efficiency, development and implementation of capabilities and solutions that are new or Agency-specific in nature. Once deemed feasible, and aligned with the current or future release of the Global Model, the Global Model Team will play a leading role in the design and development of the capabilities, while the Agency Deployment and Implementation Team will play a supporting role, in the development, integration testing, and implementation approaches for the new or Agency-specific capabilities. Frequently, such efforts will be iterative in nature, before the additional/new Agency-specific requirement(s) are fully implemented. The Global Model Team, at all times will maintain the lead through such iterations. The Agency Deployment and Implementation Team and the Core Global Model Team, will share the risk and responsibility of delivering a functioning capability/solution to the Agency Deployment Team.

• Provide advisement, analysis, recommendation, and hands-on support for development and implementation of additional and supplemental Agency and non-Agency specific functional and technical capabilities. This includes RICE-FW and configuration migration to DAI test and production instances.

• Provide current, accurate, and well documented Application Configurations documentation for the Agency.

• Provide and validate current, accurate, and well documented Internal Control documents.

• Implement the Global Model solution, and enhancement(s) to the Global Model solution, in close consultation with the Agency Deployment and Implementation Team.

• Manage scope and changes required for implementing the Global Model solution.

• Advise and provide inputs on training for implementing the Global Model solution, including supporting the development of material for training, etc.

• Provide design, testing, and implementation of Agency-specific RICE items to include providing test scripts.

• Advise Agency on aspects of master data, and other data aspects for Agency-specific conversions.

• Provide planning, execution, and support of Agency cutover activities into Production, for DAI Go Live at the Agency. This includes resolving system and operational issues after they go live in the production environment.

• Provide status updates.

• RICE Objects

• Internal Control Documents

• Status Updates

• Training Documents

• Test scripts

• Production System issues resolution

C.4.2.2 Subtask 2.2 Requirements Analysis (IUS#0002 Capitalize)

• Provide functional and architectural leadership and support to the development of enhancements, and maintenance of the DAI Global Model Solution.

• Provide Enterprise Resource Planning (ERP) Architect services and solutions.

• Manage DAI Applications activities, including oversight of the design, development, and implementation of enhancement capabilities and RICE components of the DAI functional architecture.

• Responsible for understanding internal and external customer needs, and designing processes and solution that will allow customers to implement DAI in an integrated, optimal, and a meaningful manner. This will involve performing system and process modeling, analysis and planning to implement DAI that will meet an Agency’s business needs within existing program guidelines and constraints. This may include researching best solutions and practices to meet business requirements. In most cases, the architect will present and translate the DAI design and solution to customers to ensure the design will meet the customers' requirements.

• Develop and articulate DAI solutions and capabilities based on the strategic business and/or technical requirements. Deliver on the role of ensuring all cross-functional activities are optimized for the entire business process. Define the approach for structuring each application, including determining appropriate use of technology/business solutions and approach.

• Develop and communicate functional architectural standards, and applicable and pragmatic approaches for implementing the same on DAI. As part of this responsibility/role, the specialist will also define and validate approach and architecture quality attributes.

• Review and approve all Application design documentation for DAI, and ensures that DAI develops solutions consistent with enterprise application and security standards and policies.

• Maintains knowledge of Global Model and Program functional priorities, and coordinates between functional, technical, infrastructure, and workforce preparation teams to ensure activities…