TAB_25_-_SP470118R0010_DAI_A2R_RFP_Final_12-8-2017.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 | 146

2. CONTRACT NUMBER

3. SOLICITATION NUMBER

SP4701-18-R-0010

4. TYPE OF SOLICITATION

SEALED BID (IFB)

NEGOTIATED (RFP)

5. DATE ISSUED

12/08/2017

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 59

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

X C DESCRIPTION/SPECS./WORK STATEMENT 9 X J LIST OF ATTACHMENTS 85

X D PACKAGING AND MARKING 50 PART IV - REPRESENTATIONS AND INSTRUCTIONS

X E INSPECTION AND ACCEPTANCE 51 X K REPRESENTATIONS, CERTIFICATIONS

X F DELIVERIES OR PERFORMANCE 52 AND OTHER STATEMENTS OF OFFERORS 86

X G CONTRACT ADMINISTRATION DATA 53 X L INSTRS., CONDS., AND NOTICES TO OFFERORS 92

X H SPECIAL CONTRACT REQUIREMENTS 58 X M EVALUATION FACTORS FOR AWARD 114

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 – Program Management (FFP) (IUS#0003 Expense)

C.4.2 Task Area 2 – Integrated Program Management (IPM) Services (FFP) (IUS#0003 Expense)

C.4.3 Task Area 3 – Global Model Integrated Solutions Management Services

C.4.4 Task 4- Implementation Preparation and Deployment Support (CPIF) (IUS#0002 Capitalize)

C.5 Delivery Schedule

C.5.1 Tentative 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 Government’s Right to Audit

SECTION I. CONTRACT CLAUSES

SECTION J: LIST OF ATTACHMENTS

J.1 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

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.

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 December 19, 2017 @ 1:00PM Eastern Time to Mark Sullivan at Mark.Sullivan@dla.mil and 215-737-4851. Email is the preferred method of communication.

Solicitation SP4701-18-R-0010 Closing Date: January 10, 2018 @ 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

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 2 copies of the Non-Price Proposal (1 hard copies and 1 Email Copy) and 2 copies (1 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 as required? Did you identify which negotiator will serve as the primary point of contact?

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 $119,012.00 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 $119,012.00 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 $119,012.00 Total Evaluated Value Option Period 2

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

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

OPTION PERIOD 3 – 12 Months

CLIN Contract Type Description Unit Unit Cost QTY Target/Estimated

Cost or Fee CLIN 3001 FFP Sustainment Services Mo $ 12 $ CLIN 3002 Cost Development Services Mo $ 12 $

CLIN 3003 IF

CLIN 300301 IF Incentive Fee Minimum (3% of Target Cost) $ CLIN 300302 IF Incentive Fee Target (offeror to propose) $ CLIN 300303 IF Incentive Fee Maximum (9% of Target Cost) $ CLIN 3004 Cost Travel(*) LT 1 $119,012.00 Total Evaluated Value Option Period 3

(CLIN 3001 + CLIN 3002 + CLIN 300303 + CLIN 3004)

OPTION PERIOD 4 – 12 Months

CLIN Contract Type Description Unit Unit Cost QTY Target/Estimated

Cost or Fee CLIN 4001 FFP Sustainment Services Mo $ 12 $ CLIN 4002 Cost Development Services Mo $ 12 $

CLIN 4003 IF

CLIN 400301 IF Incentive Fee Minimum (3% of Target Cost) $ CLIN 400302 IF Incentive Fee Target (offeror to propose) $ CLIN 400303 IF Incentive Fee Maximum (9% of Target Cost) $ CLIN 4004 Cost Travel(*) LT 1 $119,012.00 Total Evaluated Value Option Period 4

(CLIN 4001 + CLIN 4002 + CLIN 400303 + CLIN 4004)

Total Proposed Evaluated Value (Total Evaluated Value Base Period + Total Evaluated Value Option Period 1 + Total Evaluated Value Option Period 2 + Total Evaluated Value Option Period 3 + Total Evaluated Value Option Period 4.

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 twenty-two additional Defense Agencies within the DOD. In addition, the DAI Program upgraded to Oracle Federal Financials (v12.2.5) in July 2017.

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 Defense Logistics Agency’s (DLA) objective is to obtain Oracle E-Business Suite (eBS) Enterprise Resource Planning (ERP) technical and functional services to provide configuration, design and development expertise to support the evolution of the DAI global model development and deployment for the related business processes of Acquire to Retire (A2R), Cost Accounting (CA), and Time & Labor (T&L).

DLA requires development and sustainment services to provide configuration expertise and to develop, refine, and maintain the Reports, Interfaces, Conversion, Extensions, Forms Personalization, and Workflow (RICE-FW objects) identified by the DAI Program Management Office (PMO) and across all DAI modules. This includes developing, supporting and maintaining existing and future RICE-FW object development to include sustainment support in all modules in the DAI scope.

C.3 Scope

The scope of this procurement is to acquire the services necessary to obtain Oracle eBS ERP expertise for DAI and Oracle eBS Technical/Development and Functional/Sustainment Services Support for A2R, CA and T&L.

The contract task area(s) in scope of this PWS include the following:

Task Area 1 – Program Management (FFP)

Task Area 2 – Integrated Program Management (IPM) Services (FFP)

Task Area 2 Subtask 2.1 – Contract Work Breakdown Structure (CWBS) Task Area 2 Subtask 2.2 – Performance Management System Task Area 2 Subtask 2.3 – Contractor Performance Management System Task Area 2 Subtask 2.4 – Integrated Baseline Review (IBR) Task Area 2 Subtask 2.5 – Integrated Master Schedule (IMS)

Task Area 3 – Global Model Integrated Solutions Management Services

Task Area 3 Subtask 3.1 – Global Model Sustainment Services (FFP) Task Area 3 Subtask 3.2 – Global Model Development Services (CPIF)

Task Area 4 – Implementation and Preparation and Deployment Support (CPIF)

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 – Program Management (FFP) (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.

• 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 after 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.

• 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.

• 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 working day 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

• Develop and maintain a Government Furnished Equipment (GFE) Report used to identify resource and equipment information. The contractor shall submit the initial GFE Report within 5 days after 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)

• Develop and maintain a Personnel Resource/Training Report to identify personnel resource and training information.

Submit the Personnel Resource/Training Report within 5 days after 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.4.2 Task Area 2 – Integrated Program Management (IPM) Services (FFP) (IUS#0003 Expense)

C.4.2.1 Subtask Area 2.1 – Contract Work Breakdown Structure (CWBS)

The contractor shall:

Develop and maintain the CWBS and CWBS dictionary in accordance with Data Item Description (DID), DI-MGMT-81334D Contract Work Breakdown Structure using the WBS structure contained in the Cost and Software Data Reporting (CSDR) plan. 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 Performance Work Statement (PWS) and system specification and translates 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's team or organizational entity shall be responsible for the systems engineering of the system prepares the technical elements of the extended Contract WBS. The contractor, if necessary, shall provide updates to the CWBS during the execution of the contract. Changes to the CWBS or associated definitions, at any reporting level, require approval of the Government.

Applicable Documents Title and Tailored Application:

MIL-STD-881C Work Breakdown Structure for Defense Materiel Items DI-MGMT-81334D Contract Work Breakdown Structure

C.4.2.2 Subtask Area 2.2 – Performance Management System

Utilize its existing, internal performance management system to plan, schedule, budget, monitor, manage, report cost, schedule, and technical status applicable to the contract. The contractor's internal performance management system serves 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 Performance Work Statement (PWS). The contractor shall not establish a separate or unique internal performance management system for purposes of planning, scheduling, directing, providing status, recording or reporting progress under this contract.

C.4.2.3 Subtask Area 2.3 – Contractor Performance Management System

The contractor shall:

The contractor's system shall meet the guidelines and be maintained in accordance with the requirements of the EVMS guidelines as described in this contract, under DFARS Clause 252.234-7001 Notice of Earned Value System and 252.234-7002 Earned Value Management System, and the contractor's own documented System Description. A DI-MGMT-81861 Integrated Project Management Report (IPMR) and Integrated Master Schedule (IMS) shall be developed, maintained, updated, and reported on a monthly basis.

An EVMS that has been formally validated and accepted by the cognizant contracting officer is required for cost or incentive contracts, subcontracts, and other agreements valued at or greater than $50M in then-year dollars. The application of these concepts provide for early indications of contract cost and schedule problems. Earned value assessments correlate with technical achievement. For contracts valued at or greater than $20M but less than $50M then-year dollars, the above requirements apply, however, in regards to DFARS 252.234-7001 and 252.234-7002, the contractor is required to have an EVMS that complies with ANSI/EIA-748;

however, the Government will not formally accept the contractor’s management system (no compliance review).

C.4.2.4 Subtask Area 2.4 – Integrated Baseline Review (IBR)

The contractor shall:

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 as soon as possible after the contract PMB is in place, 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 for initiation of an undefinitized contract action, and subsequently, when required following major changes to the baseline or replanning. The Government verifies during the IBR, and follow-on IBRs when required, that the contractor has established and maintains a reliable PMB. The contractor shall ensure that the baseline includes the entire contract technical scope of work consistent with contract schedule requirements and has adequate resources assigned. The contractor shall assure the Government that effective earned value methods are used to accurately status contract cost, schedule, and technical performance. 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 shall flow-down the IBR requirement to those subcontractors that meet the applicable thresholds for EVM reporting. The contractor shall lead the IBR at subcontractors, with active participation from the Government.

Application to Subcontractors

The contractor flows-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 is responsible for reviewing and assuring the validity of all subcontractors reporting through surveillance and other means.

Applicable Documents Title and Tailored Application

DFARS 252.234-7002 Notice of Earned Value Management System

Subcontracts exceeding $50M in then-year dollars have applied to them the requirements of DFARS 252.234-7002 and the IPMR (DI-MGMT-81861). For subcontracts valued at or greater than $20M but less than $100M, the above requirements apply, however, In regards to DFARS 252.234-7002, the contractor is required to have an EVMS that complies with ANSI/EIA-748;

however, the Government will not formally accept the contractor’s EVMS (no compliance review). EVMS flow down to subcontracts of less than $20M in then-year dollars or Firm Fixed Price (FFP) subcontracts that exceed 12 months duration is a risk-based decision and will be as mutually agreed between the contractor and the Government.

Integrated Program Management Reporting

The Contractor shall report EVM data as applicable to this contract in accordance with the requirements stated herein and the Contract Data Requirements List (CDRL). All reporting corresponds to applicable CWBS elements. The Contractor shall report on the monthly cost, schedule and technical performance status of the contract using the IPMR formats. (DI-

MGMT-81861).

Electronic Transmission of Data

The Contractor shall format the deliverable data for Electronic Data Interchange (EDI) in accordance with the ANSI X12 Standard or XML equivalent.

Applicable Document Title and Tailored Application

ANSI ASC X12 American National Standards Institute, 839 Project Cost Reporting

C.4.2.5 Subtask Area 2.5 – Integrated Master Schedule (IMS)

Submit an IMS with the following characteristics:

• It is consistent with the CWBS.

• It is detailed sufficiently that critical and high-risk efforts are identified and planned realistically to assure they’re executable. The IMS will be extended and expanded as the contract or agreement unfolds and additional insight is needed (for example, rolling wave detail planning or scope changes).

• It includes the efforts of all activities, including subcontractors and suppliers.

• It presents a current, integrated view of the contract or agreement that is consistent with resource plans and other approved documentation.

• It should reflect those risks identified and documented in the contractor’s risk management plan.

• The Contractor formats the deliverable IMS per DI-MGMT-81861. The IMS is created using a network capable Commercially Off the Shelf (COTS) scheduling software application. Unless otherwise provided in the CDRL, the IMS is to be delivered electronically in the native digital format (i.e., an electronic file produced by the contractor’s scheduling tool). (DI-MGMT-81861).

• Over Target Baseline (OTB)/Restructure: The contractor may conclude the baseline no longer represents a realistic plan in terms of budget/schedule execution. In the event the contractor determines an OTB/restructuring action is necessary, the contractor obtains customer approval prior to implementing an OTB/restructuring action. The request should also include detailed implementation procedures as well as an implementation timeframe. The contractor shall not implement the OTB/restructuring prior to receiving written approval from the Contracting Officer. If necessary, and IBR will be conducted to reestablish the PMB.

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

The contractor shall be responsible to provide the following deliverables:

• Integrated Program Management Report (IPMR)

• Integrated Master Schedule (IMS)

• Contract Funds Status Report (CFSR)

• Contract Work Breakdown Structure (CWBS)

• IBR Kick-Off Meeting Briefing Presentation Material

• IBR Kick-Off Meeting Minutes

• IBR Briefing Presentation Material

• IBR Meeting Minutes

C.4.3 Task Area 3 – Global Model Integrated Solutions Management Services

The DAI Global Model, developed essentially to address General Fund operations, has been deployed at a number of DoD Agencies. Based on these deployments, and capability needs of Agencies deploying in the 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 and major upgrades will need to be incorporated in the Global Model to support and enhance existing functionality as well as Working Capital Fund operations, Grants Management, enhanced Budget Distribution/Formulation and Management, Resale Accounting, Treasury Direct Disbursing, Governance Risk and Compliance as well as Federal Information System Controls Audit Manual (FISCAM), Statement on Standards for Attestation Engagements 18 (SSAE-18,) and FFMIA audit readiness objectives. Such capabilities are currently planned to be in the scope of a future release, and will be incorporated into the DAI Global Model.

True to its imperatives, the DAI Global Model will continue to be developed, enhanced, upgraded and matured from a standpoint of implementing (i) common business processes across implementing Agencies, (ii) the maximum use of standard Oracle Applications functionality for providing needed capabilities, (iii) use of common or congruent Application configurations across implementing Agencies, and (iv) leverage of developed and deployed technical objects to support same/similar business functions, across implementing Agencies.

The services provided through this PWS will support the above mentioned imperatives.

The services provided through this PWS will also support all aspects of enhancement, upgrades and maintenance towards ensuring that Agency-specific functional and/or technical requirements do NOT alter the DAI Global Model in any fashion unless deemed necessary to achieve the DAI mission of providing a complaint user friendly business experience. The need for maintaining the ‘baseline’ Global Model, through its multiple Release cycles, iterations, and upgrades, stems from the imperative that the integrity and applicability of the http://assistdoc1.dla.mil/

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 auditability of the implemented solution.

Through all DAI Releases and Oracle upgrades, the DAI Global Model will be developed, enhanced, and maintained by a team of Oracle Applications specialists that have (i) a detailed knowledge of the deployed Release of the DAI Global Model, (ii) 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, (iii) possess and/or demonstrate expert functional, technical, and architectural experience with the capabilities of Oracle Applications module(s) that support DAI capability areas, and (iv) possess expert experience in Oracle Applications-based technical development and deployment skills to support maintenance and enhancement of technical components that constitute the current, upgrades and future releases of the Global Model and Oracle.

This task 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

The contractor shall be responsible for maintaining and keeping current all Global Model configurations, across all DAI process areas for new agency deployments, upgrades of the software and sustainment of the software. They shall be responsible for incorporating new/additional configurations to facilitate and enable additional Oracle Applications functionality that are (i) approved by DAI Configuration Control Board (CCB) for agency-specific functional and technical requirements, or (ii) deemed necessary to address fixes to existing capabilities in support of Production Support actions or (iii) during major software upgrades. The contractor shall support Agency Deployment and Implementation teams to ensure that Oracle Application configurations are pertinent, accurate, current, and meet Agency’s functional and reporting needs.

• Maintain Integrity of the Global Model Solution

The contractor shall also be responsible for ensuring that at all times the Global Model maintains its design and intended functional integrity, to the solution delivered through current and future Releases and upgrades of the Global Model. They shall 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. The contractor shall 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. They shall work closely with the Requirements Management Team to ensure that functional solutions meet documented business/functional and system level requirements.

They shall also provide advice and guidance on the completeness and applicability of process flows, training material, 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.

• Develop, Maintain and Upgrade Reports, Interfaces, Conversions, Extensions and Workflow (RICE-FW) integration to the Global Model

The contractor shall be responsible for ensuring that all new, enhanced, and matured RICE- FW objects are integrated seamlessly with the current release of the Global Model and any future upgrades, to provide intended functionality through the use of the new RICE-FW object, while ensuring the integrity of the Global Model. They shall work closely with Agency Deployment and Implementation teams to conduct integration testing of RICE-FW components with Enterprise Systems, and other Agency-specific systems, and acceptance testing of the RICE-FW capability, as applicable. The contractor shall also advise and guide Agency Deployment and Implementation teams on testing, integration, and implementation of Agency specific interfaces, reports, workflows, extensions, and user access and management capabilities. The contractor shall ensure all RICE-FW objects are analyzed, developed and implemented during an Oracle software upgrade and new Agency deployments and reduce RICE-FW when it can be subsumed by COTS functionality.

• Maintain Quality Assurance (QA)

The contractor shall own the ‘process’ and the methods of ‘enforcement’ for ensuring Application configurations, RICE-FW configurations, RICE-FW design and development, and business processes are architected and aligned with Global Model standards (including standardized documentation), and DAI RICE-FW development standards. The contractor team shall utilize the DoD 5000 and DLA Gold Standard for delivering the DAI solution.

• Conduct, manage and control the systems engineering effort

The contractor shall develop a Systems Engineering Management Plan (SEMP) that shall describe the contractor's proposed efforts for planning, controlling and conducting a fully integrated engineering effort to fulfil the requirements of the Government Furnished Systems Engineering Plan (SEP). The SEMP will be used to understand and evaluate the contractor's engineering work efforts as a part of the contract monitoring process to meet the requirements of the SEP. Reference DI-SESS-81785, DATA ITEM DESCRIPTION:

SYSTEMS ENGINEERING MANAGEMENT PLAN (SEMP) (14 OCT 2009)

[SUPERSEDES DI-MGMT-81024]

C.4.3.1 Subtask Area 3.1 – Global Model Sustainment Services (FFP) (IUS#0003 Expense)

The contractor shall provide expertise and in depth knowledge of DoD policy and Oracle eBS in the areas:

Acquire to Retire (A2R) including implementing Oracle Fixed Assets, and other modules that support Asset Management processes, such as Oracle Enterprise Asset Management and Oracle Inventory.

Cost Accounting (CA) including setup of Account Generator or Sub-Ledger Accounting (SLA) (i.e. Design of modifications to the Oracle Account Generator); setup and design of Auto Accounting; Project Budgets; Cost Burdening; Cost Allocations and Project Status Inquiry, Time and Labor (T&L) including HR Resource Profile and Oracle Time and Labor Profile.

Subtask 3.1.1 – Acquire to Retire (A2R) Sustainment

Provide maintenance, enhancement, and updating of configurations and RICE-FW objects as well as conducting post-production support for the following Acquire to Retire (A2R) functions:

• Assets Module functionality and processes

• Assets Account Generator or Sub-Ledger Accounting (SLA) customization

• Bar Code solution

• Core Financials Applications (General Ledger, Accounts Payable, Accounts

Receivable, Fixed Asset) processes and functionalities

• Procure to Pay cycle as applicable to Assets implementation

• Asset Management (i.e. Project/Cost Structure)

• Supply Chain Applications

• Implementing other Property Systems

• Interfaces with other Property Systems

• Resale Accounting

• Designing, testing, and support of custom developed objects to support Asset functions

• Conducting ad-hoc and custom Fixed Assets based Reporting

• Managing data conversion for Fixed Assets, including experience using

Application Desktop Integrator (ADI)

• Developing training documents, and imparting training on Assets

• Technical analysis of software such as SQL, and be able to use tools like the

TOAD application for conducting simple queries, reviewing data in tables, etc.

• Implementing Acquire to Retire services at Defense Agencies

Subtask 3.1.2 – Cost Accounting (CA) Sustainment

Provide maintenance, enhancement, and updating of configuration and RICE-FW objects as well as conducting post-production support for the following Cost Accounting (CA) functions:

• Federal Cost Accounting, FASAB, SFFAS Statement 4

• Working capital fund and reimbursable funds Cost Accounting requirements

• Annual operating budgets for working capital funds

• Cost Accounting related reporting, including knowledge of Oracle Projects tables, and relationships for designing Oracle custom reporting

• Ensure projects and general ledger can be linked and reconciled

• Implementing Cost Accounting services at Defense Agencies

Subtask 3.1.3 – Time and Labor (T&L) Sustainment

Provide maintenance, enhancement, and updating of configuration and RICE-FW objects as well as conducting post-production support for Time and Labor (T&L), which includes:

• Setting up/maintaining Locations

• Contingent Workers, and converting Contingent Workers to Employees

• Oracle Time and Labor, Oracle Project Accounting, and Cost Accounting and Fixed

Assets

• Implementing Time and Labor services at Defense Agencies

• Self-service and timekeeper time recording

• Leave and absence management

• DCPS/DCPDS interface

Subtask 3.1.4 – DOD 5000 Series and DLA Gold Standard Guidance Sustainment

The contractor shall follow the DoD 5000 and DLA Gold Standard Guidance through the development lifecycle as defined in the DAI System Engineering Plan (SEP), Technical Review Working Group Charter and Configuration Control Working Group Charter. This process includes, but is not limited to, developing and implementing fixes, enhancements, upgrades, testing support and post-production support.

• Develop design specifications, develop, fix, enhance and implement RICE-FW and configuration objects, o In the Acquire to Retire process area this includes Asset Management;

Projects; Project Budgets; Inventory; Supply Chain; Resale Accounting; and Procure to Pay functionality processes.

o In the Cost Accounting process area this includes Oracle Account Generator;

setup and design of Auto Accounting; Project Budgets; Projects; Cost Burdening; Cost Allocations; and Project Status Inquiry.

o In the Time and Labor process area this includes Oracle Time and Labor.

• Develop, maintain and update all documentation that is part of the development lifecycle and have it reviewed and approved by the Government.

• Coordinate all production fixes and new or enhanced capabilities with a cross functional team. It is imperative that solutions and fixes are reviewed from an end-to-end functional and technical perspective across all DAI modules.

• Resolve system issues through the Problem Report or the Oracle SR process.

• Design, implement and/or enhance EBS and OBIEE reports.

• Provide testing support by reviewing test scripts, executing and reporting test results for problem report fixes and system change requests, as required.

• Provide the government recommendations on how to improve the DAI solution and how the COTS product can be better implemented to DAI’s Defense Agencies.

• Provide support to the development team in resolving Test Defects, as required.

• Conduct annual Federal Financial Management Improvement Act (FFMIA) testing as mandated by the Office of Management and Budget (OMB) and in accordance with DLA Audit Services and Compliance.

• Support the implementation team in deploying at the Defense Agencies.

• Support the Government Content Administrators in the development and maintenance of DAI Agency-facing website to ensure ease of use of the DAI application for deploying and deployed Defense Agencies.

• Provide RICE–FW objects to include level 3/4 process flows.

Subtask 3.1.5 – Other Sustainment Tasks

The contractor shall provide Root Cause Analysis (RCA) reports for Production Support Requests (PSRs) to support PR creations.

The contractor shall be responsible to deliver the following deliverables:

• Requirements documents

• RICE-FW Objects

• Design documents

• Testing documents

• Level 3/4 Process Flows

• Root Cause Analysis (RCA) Reports

C.4.3.2 Subtask Area 3.2 – Global Model Development Services (CPIF) (IUS#0002 Capitalize)

The contractor shall provide expertise and in depth knowledge of DoD policy and Oracle eBS in the areas:

• Acquire to Retire (A2R) including implementing Oracle Fixed Assets, and other modules that support Asset Management processes, such as Oracle Enterprise Asset Management and Oracle Inventory,

• Cost Accounting (CA) including: Setup of Account Generator or Sub-ledger Accounting (SLA) (i.e. Design of modifications to the Oracle Account Generator);

Setup and design of Auto Accounting; Project Budgets; Cost Burdening; Cost Allocations and Project Status Inquiry,

• Time and Labor (T&L) including HR Resource Profile and Oracle Time and Labor Profile and Human Resources Self Service.

Subtask 3.2.1 – DOD 5000 Series and DLA Gold Standard Guidance Development

The contractor shall follow the DoD 5000 and DLA Gold Standard Guidance through the configuration, development (RICE-FW) and upgrade lifecycle of the Oracle eBS application as defined in the DAI System Engineering Plan (SEP). This process includes providing and supporting for the following:

• Requirements Review Board (RRB),

• Configuration Control Board (CCB),

• System Requirements Review (SRR),

• Technical Workshops,

• Critical Design Review (CDR),

• Test Readiness Review (TRR),

• Configuration Management Audits,

• Production Readiness Review (PRR),

• Agency implementation support,

• Test support, and

• Post-production support.

• Develop design specifications and implement RICE-FW and configuration objects for Government approval.

• Provide RICE-FW and configuration impact analysis for future upgrades and new capability releases. The contractor shall migrate all required RICE-FW and configure objects for future upgrades and new capability releases.

• Provide RICE–FW objects to include level 3/4 process flows.

Subtask 3.2.2 – Development Testing

• Develop test scenarios documenting segmented and appropriate end-to-end processes to be tested during Development Integrated Test (DIT), a test execution matrix, and conduct unit testing for future upgrades and system change requests. These will be compiled into a DIT Plan and results will be recorded in a DIT Report to facilitate Independent testing. Critical elements of the DIT Plan include: Traceability Matrix (SCR-Requirement(s)-CI-Functional Specification-Configuration-Test Scenario-Test Case Variables), Test sequence/timing, Security Scans, Regression Testing

• Resolve identified test defects (i.e. Validation Defect Request (VDR) and Test Defect Request (TDR))…