TAB_25-SP470119R0003_DAI_Compliance_Final.pdf

SOLICITATION, OFFER AND AWARD 1. THIS CONTRACT IS A RATED ORDER

UNDER DPAS (15 CFR 700)

RATING PAGE OF PAGES

2. CONTRACT NUMBER 3. SOLICITATION NUMBER 4. TYPE OF SOLICITATION 5. DATE ISSUED 6. REQUISITION/PURCHASE NUMBER

CODE7. ISSUED BY 8. ADDRESS OFFER TO (If other than item 7)

NOTE: In sealed bid solicitations "offer" and "offeror" mean "bid" and "bidder".

SOLICITATION

9. Sealed offers in original and copies for furnishings the supplies or services in the Schedule will be received at the place specified in item 8, or if hand carried, in the depository located in until local time

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 conditions contained in this solicitation.

10. FOR

INFORMATION

CALL:

A. NAME B. TELEPHONE (NO COLLECT CALLS)

AREA CODE NUMBER EXTENSION

C. E-MAIL ADDRESS

11. TABLE OF CONTENTS

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

A B C D E F G H

I

J

K

L

M EVALUATION FACTORS FOR AWARD

INSTRUCTIONS, CONDITIONS, AND NOTICES TO OFFERORS

REPRESENTATIONS, CERTIFICATIONS AND OTHER

STATEMENTS OF OFFERORS

PART IV - REPRESENTATIONS AND INSTRUCTIONS

LIST OF ATTACHMENTS

PART III - LIST OF DOCUMENTS, EXHIBITS AND OTHER ATTACH.

CONTRACT CLAUSESSOLICITATION/CONTRACT FORM

SUPPLIES OR SERVICES AND PRICES/COSTS

DESCRIPTION/SPECS./WORK STATEMENT

PACKAGING AND MARKING

INSPECTION AND ACCEPTANCE

DELIVERIES OR PERFORMANCE

CONTRACT ADMINISTRATION DATA

SPECIAL CONTRACT REQUIREMENTS

NOTE: Item 12 does not apply if the solicitation includes the provisions at 52.214-16, Minimum Bid Acceptance Period.

OFFER (Must be fully completed by offeror)

12. In compliance with the above, the undersigned agrees, if this offer is accepted within 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 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)

14. ACKNOWLEDGMENT OF AMENDMENTS

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

10 CALENDAR DAYS (%) 20 CALENDAR DAYS (%) 30 CALENDAR DAYS (%) CALENDAR DAYS(%)

DATEAMENDMENT NO.AMENDMENT NO. DATE

15A. NAME AND

ADDRESS

OF OFFER-

OR

CODE FACILITY 16. NAME AND THE TITLE OF PERSON AUTHORIZED TO SIGN OFFER

(Type or print)

15B. TELEPHONE NUMBER

AREA CODE NUMBER EXTENSION

15C. CHECK IF REMITTANCE ADDRESS IS

DIFFERENT FROM ABOVE - ENTER SUCH

ADDRESS IN SCHEDULE.

17. SIGNATURE 18. OFFER DATE

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 OPEN COMPETITION:

10 U.S.C. 2304 (c) ( )41 U.S.C. 3304(a)

24. ADMINISTERED BY (If other than Item 7)

26. NAME OF CONTRACTING OFFICER (Type or print)

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

AUTHORIZED FOR LOCAL REPRODUCTION

Previous edition is unusable

23. SUBMIT INVOICES TO ADDRESS SHOWN IN

(4 copies unless otherwise specified)

25. PAYMENT WILL BE MADE BY

27. UNITED STATES OF AMERICA

(Signature of Contracting Officer)

28. AWARD DATE

CODE

ITEM

STANDARD FORM 33 (REV. 6/2014)

Prescribed by GSA - FAR (48 CFR) 53.214 (c)

SEALED BID (IFB)

NEGOTIATED (RFP)

(Hour) (Date)

PART I - THE SCHEDULE PART II - CONTRACT CLAUSES

1 161

SP4701

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

SP4701-19-R-0003

THIS IS NOT A SEALED BID

Mark Sullivan Mark.Sullivan@dla.mil

60 122

215 7374851

TBD

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 – Firm Fixed Price (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 – Integrated Solutions Management Sustainment Services – (FFP) (IUS#0003 Expense)

C.4.4 Task Area 4 – Compliance Management Sustainment Services – (FFP) (IUS#0003 Expense)

C.4.5 Task Area 5 – Configuration Management (CM) Sustainment Services – (FFP) (IUS#0003 Expense)

C.4.6 Task Area 6 – Business Process Reengineering Development Services (Cost Plus Incentive Fee (CPIF) (IUS#0002 Capitalize)

C.4.7 Task Area 7 – Requirements Analysis Development Services (CPIF) (IUS#0002 Capitalize)

C.4.8 Task Area 8 – Compliance Management Development Services (CPIF) (IUS#0002 Capitalize)

C.4.9 Task Area 9 – Configuration Management (CM) Development Services (CPIF) (IUS#0002 Capitalize)

C.4.10 Task Area 10 – Optional Transition-Out Task Support Services (FFP) (IUS#0003 Expense)

C.5 Delivery Schedule

C.5.1 Tentative DAI Deployment Schedule

C.6 Security

C.7 Government Furnished Equipment (GFE)/Contractor Furnished Equipment (CFE)

C.8 Government Furnished Information (GFI)

C.9 Other Pertinent Information

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.15 Performance Requirements

C.15.1 Performance Requirements Overview

C.15.2 Performance Evaluation

C.15.3 Performance Requirements Summary (PRS)

C.15.4 Quality Assurance Surveillance Plan (QASP)

C.15.5 General Acceptance Criteria

C.15.6 Performance Based Service Contract Payments

C.15.7 Performance Review and Payments

C.16 Identifying Contractor Personnel

C.17 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 Government Furnished Space

F.3 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

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

SECTION M: EVALUATION FACTORS FOR AWARD

M.1 BASIS FOR AWARD

M.2 EVALUATION FACTORS

M.3 NON-PRICE EVALUATION

M.4 EVALUATION OF PRICE/COST

ATTACHMENT #1 – Contractor Non-Disclosure Agreement Conflict of Interest Statement for DAI Compliance

ATTACHMENT #2 – Contractor Work Breakdown Structure (WBS)

ATTACHMENT #3 - Past Performance Template

ATTACHMENT #4 - BLANK DD254 SAMPLE FORM – SP4701-19-R-0003

ATTACHMENT #5 – Past Performance Questionnaire

ATTACHMENT #6 – Quality Assurance Surveillance Plan (QASP)

ATTACHMENT #7 - DAI’s Current System View (SV)-1 – SP4701-19-R-0003

ATTACHMENT #8 – DAI Release Schedule – SP4701-19-R-0003

ATTACHMENT #9 – High Level WBS

ATTACHMENT #10 – Instance Counts Spreadsheet

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 01/31/2019 @ 10:00AM Eastern Time to Mark Sullivan at Mark.Sullivan@dla.mil.

Email is the preferred method of communication.

Solicitation SP4701-19-0003 Closing Date: 02/19/2019 @ 11:00AM 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 service 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?

4 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 – POP 06/04/2019 – 06/03/2020

CLIN Contract Type Description Unit Unit Cost QTY

Total Price/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 $48,420.00

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 – POP 06/04/2020 – 06/03/2021

CLIN Contract Type Description Unit Unit Cost QTY

Total Price/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 $48,420.00

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 – POP 06/04/2021 – 06/03/2022

CLIN Contract Type Description Unit Unit Cost QTY

Total Price/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 $48,420.00

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 – POP 06/04/2022 – 06/03/2023

CLIN Contract Type Description Unit Unit Cost QTY

Total Price/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 $48,420.00

Total Evaluated Value Option Period 3

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

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

OPTIONAL TRANSITION-OUT – 3 Months – 06/04/2023 – 09/03/2023

CLIN Contract Type Description Unit Unit Cost QTY Total Price

CLIN 4005 FFP Task Area 10 - 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 + Total Evaluated Value Option Period 3 + Total Evaluated Value Option Optional CLIN 4005.

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 to 16 additional Defense Agencies within the DOD. In addition, the DAI Program upgraded to Oracle Federal Financials (v12.2.3) in May 2015, v12.2.5 in July 2017, and v12.2.6 within FY19.

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. The DAI PMO is also seeking 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:

NOTE: This contract is for Internal Use Software (IUS) as defined in Statement of Federal Financial Accounting Standards (SFFAS) Number 10, Accounting for Internal Use Software. Individual IUS-related items of performance or deliverables under this contract are included in specific item numbers. Invoicing for and inspection and acceptance of contract performance and deliverables will be based on each applicable IUS category as a separate item in accordance with the IUS capitalization table. Throughout the PWS, tasks are identified with the applicable IUS number, which needs to be included on any invoice.

Task Area 1 – Program Management – Firm Fixed Price (FFP) (IUS #0003 Expense)

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

Task Area 2 Subtask Area 2.1 – Contract Work Breakdown Structure (CWBS) Task Area 2 Subtask Area 2.2 – Performance Management System

Task Area 2 Subtask Area 2.3 – Contractor Performance Management System Task Area 2 Subtask Area 2.4 – Integrated Baseline Review (IBR) Task Area 2 Subtask Area 2.5 – Integrated Master Schedule (IMS)

Task Area 3 – Integrated Solutions Management Sustainment Services – (FFP) (IUS#0003 Expense)

Task Area 4 – Compliance Management Sustainment Services – (FFP) (IUS#0003 Expense)

Task Area 5 – Configuration Management (CM) Sustainment Services – (FFP) (IUS#0003 Expense)

Task Area 6 – Business Process Reengineering Development Services – (Cost Plus Incentive Fee (CPIF) (IUS#0002 Capitalize)

Task Area 7 – Requirements Analysis Development Services – (CPIF) (IUS#0002 Capitalize)

Task Area 8 – Compliance Management Development Services – (CPIF) (IUS#0002 Capitalize)

Task Area 9 – Configuration Management (CM) Development Services – (CPIF) (IUS#0002 Capitalize)

Task Area 10 – 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 – Program Management – Firm Fixed Price (FFP) (IUS #0003 Expense)

The contractor shall:

a) 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.

b) 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.

c) Perform an analysis of project requirements and recommend technical solutions to the government. The contractor shall evaluate non-commercial and commercially available software and hardware solutions.

d) Provide support for various levels of analysis, to include:

a. Risk Management (RM)

b. Economic Analysis (EA)

c. Business Case Analysis (BCA)

d. Analysis of Alternatives (AoA)

e) Prepare white papers, position papers, and briefing as required.

f) 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 COR. All deliverables are stored in the official Government Serena Dimensions CM tool.

g) 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.

h) 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 thirty (30) calendar 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:

• The name of the contractor project manager.

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

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

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

i) 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 it assures that the work complies with the requirement of the contract. The contractor shall provide a Quality Control Plan (QCP) to the Government within ten (10) business days after award.

j) Submit a written Monthly Status Report (MSR) to the DAI COR beginning the month after contract award and every month thereafter. Each monthly report shall be delivered to the DAI COR by the 15th calendar 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 require resubmission by the contractor. The MSR shall include:

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

• Status of major tasks and projects with task dependencies and interrelationships

• Identification of any problems or delays and recommended solutions, including risks and significant issues that may affect the completion of planned projects, schedule, funding and mitigation plan

• Monitoring mechanisms including program metrics

• Planned activities for the next month/future

• Description of any travel or unique services provided

• Identify future travel requirements

• Status of resources expended to date (hours, dollars, labor category and name) and remaining balances

• Projected 100% funds depletion date

• Additional reporting to be included in the MSR will be identified in individual task

k) 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 five (5) business days after award. The contractor shall update all employee changes and send an electronic copy of the updated report to the DAI COR within one (1) business day of onboarding/offboarding of newly onboarded or offboarded employee(s) arrival (1st work day). The report will include, at a minimum, the following information:

• Employee name

• Contract number

• Company name (working for prime or subcontractor)

• Work site/specific location

• GFE assigned (make, model, serial number, asset numbers)

l) Develop and maintain a Personnel Resource/Training Report to identify personnel resource and training information. Submit the Personnel Resource/Training Report within five (5) business 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:

• Employee name

• Contract number

• Company name (working for prime or sub-contractor)

• Work site/specific location

• Job Title

• Labor category

• Functional area

• Incoming and Outgoing Dates

• Name of the course

• Source of the training

• Description of the training provided

• Date the employee successfully completed the training

• Identification of whether the employee is key personnel or non-key personnel.

• 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)

• White Papers, Position Papers, and Briefings

• 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

C.4.2.1 Task Area 2 – Subtask Area 2.1 – 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 Attachment 2 (Contract Work Breakdown Structure (WBS)) and Attachment 9 (DAI Program Management Office (PMO) High Level WBS)) to develop and maintain the CWBS and CWBS dictionary in accordance with Contract Work Breakdown Structure DI-MGMT-81334D. The contractor shall comply with MIL-STD-881D, 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.

Applicable Documents Title and Tailored Application:

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

C.4.2.2 Task Area 2 – Subtask Area 2.2 – Performance Management System

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 shall provide for early indication of contract cost, schedule, and technical challenges. Earned value assessments shall 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 EIA-748, EVMS, the general terms and conditions 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, statusing, recording or reporting progress under this contract.

C.4.2.3 Task Area 2 – Subtask Area 2.3 – Contractor Performance Management System

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 provides 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 only required to have an EVMS that complies with EIA-748; the Government will not formally accept the contractor’s management system (no compliance review).

NOTE: When a price or cost is stated in current dollars, it contains all inflationary increases expected to occur in a program over the duration of the spendout of an appropriation. Current dollars are also called “then-year” dollars or “budget” dollars. Deficit is the amount by which outlays exceed receipts.

C.4.2.4 Task Area 2 – Subtask Area 2.4 – Integrated Baseline Review (IBR)

The contractor shall conduct 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 as soon as possible after the contract PMB is in place. In no event without specific authorization of the Contracting Officer, is the initiation of the IBR process to be delayed past the sixth month after contract award.

Incremental IBRs may be conducted as needed throughout the life of the contract for initiation of a contract action, when required following major changes to the baseline or replanning. The Government will verify 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 provide 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 initial IBR and include the subcontractors.

Contractor shall conduct an IBR Kickoff Meeting with the PMO and provide IBR Kick-Off Meeting Briefing Presentation Material at least 5 days before the meeting and following up with IBR Kickoff Meeting minutes.

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 shall be 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 will 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 $50M, the above requirements apply, however, in regards to DFARS 252.234-7002, the contractor is only required to have an EVMS that complies with EIA-748. 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 twelve (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 shall correspond to applicable CWBS elements. The Contractor shall report on the monthly cost, schedule and technical performance status of the contract using the IPMR Format 1 – Work Breakdown Structure and Format 5 – Explanation and Problem Analysis. (DI-MGMT-81861).

Electronic Transmission of Data

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

Applicable Document Title and Tailored Application

ASC X12 American National Standards Institute, 839 Project Cost Reporting

C.4.2.5 Task Area 2 – Subtask Area 2.5 – Integrated Master Schedule (IMS)

The contractor shall:

• Develop, manage and provide the Integrated Master Schedule (IMS) that identifies processes that are repeatable and conducive to process improvement for flexibility in terms of meeting the specific needs that are unique to a particular agency.

• Provide record of tasks accomplishment and provide status reporting to ensure schedule accomplishment for each deploying Defense Agency as well as all activities of the program in the MSR.

• Maintain the accuracy of the IMS to reflect planned work against scheduled work to accomplish timely implementation for each deploying Defense Agency and the project as a whole. This includes planned capability and sustainment releases.

• Conduct Earned Value Management (EVM), and variance analysis in various formats to ensure accurate cost, schedule and performance evaluation for each deploying Defense Agency and the project as a whole. Provide EVM reports when requested.

• Work closely with a designated deploying Agency management team to develop an agency specific implementation life cycle for each deploying Defense Agency, while leveraging the standard DAI implementation process to the maximum extent.

• Build and maintain a standardized IMS that can be leveraged to create a repeatable implementation process and accelerate the implementation planning phase for deploying Defense Agencies.

The contractor shall 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 are 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 shall obtain Contracting Officer and 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, an IBR will be conducted to reestablish the PMB.

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

• Contract Work Breakdown Structure (CWBS)

• CWBS Dictionary

• IBR Kick-Off Meeting Briefing Presentation Material

• IBR Kick-Off Meeting Minutes

• IBR Briefing Presentation Material

• IBR Meeting Minutes

• Integrated Project Management Report (IPMR) o Format 1 – Work Breakdown Structure o Format 5 – Explanation and Problem Analysis

• Integrated Master Schedule (IMS) http://assistdoc1.dla.mil/

C.4.3 Task Area 3 – Integrated Solutions Management Sustainment Services – (FFP) (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.

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 for Agency-specific functional and/or technical requirements without changing the overall 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 auditability of the implemented solution.

• Develop, enhance, maintain and deploy updates to the Global Model.

• Provide functional, technical, architectural, and compliance support for each DAI capability area including all Oracle Applications module(s) and reporting.

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

The contractor shall be a part of the Global Model Team. The Global Model Team 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/ensure 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 system changes, 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 be responsible for 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.

• Provide RICE objects to include configuration and requirements documents, functional and technical documents, test scripts and level 3/4 process flows.

• RICE Objects

• Training Documents

C.4.4 Task Area 4 – Compliance Management Sustainment Services – (FFP) (IUS#0003

• 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, and internal control processes.

• 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 its 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 risk. The internal audit plan shall assist management in assessing their evolving risk profile and processes in conjunction with risk functions, and in identifying potential improvements. The internal audit plan shall consider 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 required by the 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 as prescribed by the IMS, 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 PMO. Provide FFMIA analysis and assessments, Internal Control Plans, Internal Control Execution Documents, Internal Controls Risk Matrix, and Audit Assessment.

• Key Control Objectives (KCO)

• Compliance Readiness Assessments (CRA)

• FFMIA Analysis and Assessments

• Internal Audit Plan

• Internal Control Plans

• Internal Control Execution Documents

• Internal Controls Risk Matrix

• Audit Assessment

C.4.5 Task Area 5 – Configuration Management (CM) Sustainment Services – (FFP) (IUS#0003 Expense)

• Provide functional and architectural support to CM functions of DAI.

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

• 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 to confirm that 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, and provide CM Audit documentation.

• 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 and documenting 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.

• Provide production packages for monthly and major releases for system changes.

Deliverables:

• CM Plan

• CM Audit documents

• Change management process documents

• Production packages

C.4.6 Task Area 6 – Business Process Reengineering Development Services (Cost Plus Incentive Fee (CPIF) (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 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…