Attachment 2 Rapid Prototype 2.0 IDIQ Catalog_UPDATED.xlsx
XLSX spreadsheet 59 KB Posted
- Attached to
- Renewal Rapid Prototype (RFP) Federal contract opportunity
- Solicitation number
- SP4701-23-R-0005
- Issued by
- Defense Logistics Agency
View the file
Other files for this federal contract opportunity
| File | Type | Posted |
|---|---|---|
| SP4701-23-R-0005 Amendment 001.pdf | ||
| Renewal Rapid Prototype Combined Synopsis Solicitation_Amendment 001.docx | DOCX document | |
| Renewal Rapid Prototype Combined Synopsis Solicitation.docx | DOCX document | |
| Attachment 3 Key Personnel Resume Template.docx | DOCX document | |
| Attachment 2 Rapid Prototype 2.0 IDIQ Catalog.xlsx | XLSX spreadsheet | |
| Attachment 1 Rapid Prototype Instructions to Offerors Price Proposal.docx | DOCX document |
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Text version
TOTALS
| Title | Program Manager | Deputy Program Manager | Analyst |
| Personnel Cost. Proposed rate * estimated hours * DLA estimated quantity | $0.00 | $0.00 | $0.00 |
| % of Offered Price | ERROR:#DIV/0! | ERROR:#DIV/0! | ERROR:#DIV/0! |
| Total Estimated Hours | 0.00 | 0.00 | 0.00 |
| Total Estimated Hours Per Week | 0.00 | 0.00 | 0.00 |
DLA NOTES TO OFFEROR: if this role is at or above 40 hours, you have likely over-estimated This role should be approximately 40 hours This role should be approximately 40 hours
| Service Item Catalog # | Name | Column K From "DLA Proposed Catalog." This is the aggregate of all key personnel rates you estimate * expected hours you estimate. | Offered Catalog Price. This is the price that DLA will pay upon each catalog order. DLA expects this to match column K from "DLA Proposed Catalog" tab. | Explanation if Column K From "DLA Proposed Catalog" does not match offered price. Caution: it is your right to offer a number higher than your calculated estimate. However, it is likely that this will result in the government's inability to determine the price Fair and Reasonable. Justification must be empirical and cogent. | Offered Catalog Price (First Option Period) | Offered Catalog Price (Second Option Period) | % Increase - base to option #1. This is calculated based on your offered catalog prices. Be mindful of increases | % Increase - option #1 to option #2. This is calculated based on your offered catalog prices. Be mindful of increases |
| 1 | Ongoing Strategic Support | $0.00 | ||||||
| 2 | HCD Interviews | $0.00 | ||||||
| 3 | In-Person Market Research | $0.00 | ||||||
| 4 | Virtual Market Research | $0.00 | ||||||
| 5 | In-Person Event Facilitation | $0.00 | ||||||
| 6 | Virtual Facilitation | $0.00 | ||||||
| 7 | HCD Coaching | $0.00 | ||||||
| 8 | Prototype Development | $0.00 |
| Service Item Catalog # | DLA EST. ANNUAL QTY | Aggregate Offeror Estimate | Aggregate Offer (Total Evaluated Price) | |
| 1 | 4 | $ - 0 | $ - 0 | |
| 2 | 3 | $ - 0 | $ - 0 | |
| 3 | 2 | $ - 0 | $ - 0 | |
| 4 | 2 | $ - 0 | $ - 0 | |
| 5 | 2 | $ - 0 | $ - 0 | |
| 6 | 2 | $ - 0 | $ - 0 | |
| 7 | 2 | $ - 0 | $ - 0 | |
| 8 | 2 | $ - 0 | $ - 0 | |
| Prorated Index Value | 156.07 | TOTAL BASE | $ - 0 | $ - 0 |
| 161.12 | TOTAL OPTION #1 | $ - 0 | $ - 0 | |
| 166.42 | TOTAL OPTION #2 | $ - 0 | $ - 0 | |
| TRAVEL | $ 80,000.00 | |||
| TOTAL BASE & OPTIONS | $ 80,000.00 | |||
| Global Insights’ series mnemonic ECIPWPSTNS.Q.FOS forecasts the rate of change of the wage and salary component of the Employment Cost Index (ECI) for private industry workers within the professional, scientific, and technical fields. The aforementioned series attempts to predict the index(es) to be published by the U.S. Department of Labor's Bureau of Labor Statistics (BLS) for series number CIU2025400000000I. |
DLA Proposed Catalog
| Service Item Catalog # | Name | Description | Task | Deliverable | Estimated Duration (Weeks) | Program Manager | Deputy Program Manager | Analyst | LOE Catalog Price (Each key person's estimated price) | Est. Annual Qty | Annual Aggregate Estimate - Total Evaluated Price (Catalog Price X Est. Annual QTY) | |
| 1 | Ongoing Strategic Support | Contractor shall help the Technology Accelerator source and choose the most valuable projects; develop messaging; build coalitions; transition prototypes; track the portfolio of existing projects | Schedule and conduct team meetings; take and consolidate notes/minutes; help form and execute team strategy | |||||||||
| 1. | Streamlined Meeting Notes. Due: NLT one business day after meeting. This is closer to key takeaways than a transcript. |
| 2. | One-Page Project Summaries. Due: NLT three business days after request. This is a tailored “explainer” of an existing project with which the contractor will be familiar because of previous work. Usually a modification/streamlined version of a prior deliverable—perhaps explaining a complex project to a senior leader or key customer. | 13 | $ - 0 | $ - 0 | $ - 0 | $ - 0 | 4 | $ - 0 |
| 2 | HCD Interviews | Conduct approximately twenty design-style interviews w/internal and external DLA stakeholders as appropriate. Intent is to understand desirability, feasibility, and viability elements for a given problem statement. Afterwards, will form new problem statements from interview takeaways. For the most part, contractor shall act as a cohesive team with Technology Accelerator personnel—collaboratively preparing questions, etc. However, contractor might occasionally conduct interviews autonomously. | Schedule and conduct meetings; take notes | |||||
| 1. | Discovery plan. In coordination with the Tech Accelerator, contractor will develop a plan for the individuals to interview. This will be an iterative document, with exact interviewees to change as the team gathers more data. First draft due: NLT one week after exercise of catalog item |
2. Interview Summary. Due: NLT one business day after interview. This is closer to key takeaways than a transcript
| 3. | Consolidated Problem Statements. Due: NLT one week after conclusion of final interview. | 13 | $ - 0 | $ - 0 | $ - 0 | $ - 0 | 3 | $ - 0 |
| 3 | In-Person Market Research | Identify and coordinate in-person meetings with potential vendors that offer solutions for a pre-selected problem. This problem is likely the result of catalog item #2, but could come directly from a DLA customer or senior leader. Main objective is for DLA and vendors to develop a common understanding of the problem. Also, to develop a preliminary assessment if the vendor’s product is appropriate. Meetings will likely involve a combination of demo and discussion between vendor and DLA stakeholders. | Identify potential vendors; coordinate meeting times; take notes; logistics support (suggested hotels, locations of vendor offices) | |||||
| 1. | Initial Market Research to Include Best Vendor Meetings on Given Problem. This list should be mostly actionable along two vectors. First, that the contractor is able to obtain the meeting; second that the product is a possible solution. Due: NLT two weeks after government request |
2. Finalized Company List & Detailed Agenda. Due: NLT two weeks prior to trip
| 4. | Trip Summary. Closer to key takeaways than transcript; includes updated problem statements. Due: NLT two weeks after | 13 | $ - 0 | $ - 0 | $ - 0 | $ - 0 | 2 | $ - 0 |
| 4 | Virtual Market Research | Identify and coordinate virtual meetings with potential vendors that offer solutions for a pre-selected problem. This problem is likely the result of catalog item #2, but could come directly from a DLA customer or senior leader. Main objective is for DLA and vendors to develop a common understanding of the problem. Also, to develop a preliminary assessment if the vendor’s product is appropriate. Meetings will likely involve a combination of demo and discussion between vendor and DLA stakeholders. | Identify potential vendors; coordinate meeting times; take notes; | 1. | Initial Market Research to Include Best Vendor Meetings on Given Problem. This list should be mostly actionable along two vectors. First, that the contractor is able to obtain the meeting; second that the product is a possible solution. Due: NLT two weeks after government request |
2. Finalized Company List & Detailed Agenda. Due: NLT two weeks prior to meetings
| 3. | Trip Summary. Closer to key takeaways than transcript; includes updated problem statements. Due: NLT two weeks after meetings | 9 | $ - 0 | $ - 0 | $ - 0 | $ - 0 | 2 | $ - 0 |
| 5 | In-Person Event Facilitation | Plan and execute an in-person sprint workshop for approximately fifteen participants. Each workshop’s goal is to drive participants to design an MVP for a pre-selected problem. This problem is likely the result of catalog items #2, #3 and/or #4. Problems also could come directly from a DLA customer or senior leader |
Sprint exercises should be like those used in "Google Sprints". (Link in the first footnote). These events may take place in a DLA facility or contractor facility, whichever is most convenient and cost effective for government personnel.
| Events shall be no less than three contiguous days but may be four, if the topic requires it. Length shall be determined by contractor’s recommendation, collaboratively with the Technology Accelerator | Schedule workshop and coordinate with attendees; serve as primary workshop architect and facilitator; take notes throughout workshop; create Plan of Action and Milestones (“POA&M”) at conclusion of the sprint workshop |
| 1. | Initial Facilitation Plan. Work collaboratively with the Technology Accelerator to choose best design exercises to solve stated problem. Due: NLT two weeks after government request |
2. Workshop Agenda. Due: NLT two weeks before event
3. Workshop Summary. Closer to key takeaways than transcript. Includes POA&M, one-page summaries, for coordination with other stakeholders. Due: NLT two weeks after event
| 4.5 | $ - 0 | $ - 0 | $ - 0 | $ - 0 | 2 | $ - 0 |
| 6 | Virtual Facilitation | Plan and execute a virtual sprint workshop for approximately fifteen participants. Each workshop’s goal is to drive participants to design an MVP for a pre-selected problem. This problem is likely the result of catalog items #2, #3 and/or #4. Problems also could come directly from a DLA customer or senior leader. |
Sprint exercises should be like those used in "Google Sprints". (Link in the first footnote). These events shall take place over Zoom for Government or equivalent. Contractor may also use hybrid collaboration tools, as appropriate.
| Events shall be the equivalent of three days. However, unlike in-person events, these three days need not necessarily be contiguous. In fact, as appropriate, we could choose half days to avoid “Zoom fatigue.” Length shall be determined by contractor’s recommendation, collaboratively with the Technology Accelerator | Schedule workshop and coordinate with attendees; serve as primary workshop architect and facilitator; take notes throughout workshop; create Plan of Action and Milestones (“POA&M”) at conclusion of the sprint workshop |
| 1. | Initial Facilitation Plan. Work collaboratively with the Technology Accelerator to choose best design exercises to solve stated problem. Due: NLT two weeks after government request |
2. Workshop Agenda. Due: NLT two weeks before event
| 3. | Workshop Summary. Closer to key takeaways than transcript. Includes POA&M, one-page summaries, for coordination with other stakeholders. Due: NLT two weeks after event | 4.5 | $ - 0 | $ - 0 | $ - 0 | $ - 0 | 2 | $ - 0 |
| 7 | HCD Coaching | Coach DLA personnel on the methods that the Technology Accelerator uses to build prototypes, like HCD. Other topics include problem statements, discovery plans, stakeholder mapping, mission model canvas, and minimal viable product/prototypes. Concept is to “teach others to fish” by building a cohort of four to six teams to work through a light version of the process. | Schedule sessions and coordinate with attendees; serve as primary cohort architect and facilitator; take notes throughout meetings; provide direct coaching support as requested by teams. |
These events shall take place over Zoom for Government or equivalent. Contractor may also use hybrid collaboration tools, as appropriate. Manage MS Teams channel to coordinate with groups.
Cadence shall be determined by contractor’s recommendation, collaboratively with the Technology Accelerator. 1. Cohort Plan. Due: NLT two weeks after government request
2. Cohort Materials. Due: NLT two weeks before first event
| 3. | Coaching Session Notes. Due: NLT one business day after each session. This is closer to key takeaways than a transcript | 13 | $ - 0 | $ - 0 | $ - 0 | $ - 0 | 2 | $ - 0 |
| 8 | Prototype Development | After the Technology Accelerator performs sourcing, market research, workshop facilitation, etc, (the above tasks)—we often must incubate a project. These are a variety of technical and non-technical tasks, that are best accomplished by people with knowledge of the project. |
As described in the key personnel section, we expect this level of development to be appropriate for an “analyst.” E.g. one need not be a seasoned software IT developer. Past examples include:
• Developing training materials in a browser-based, content creation platform. This is a low-code/no-code skill but still required some technical know-how and sophistication
• Understanding, interpreting and advising on technical diagrams (mechanical engineering). Implement POA&M and/or equivalent actions to carry a prototype from design to implementation. 1. Status Reports. Describe the progress of the prototype, to include key actions and roadblocks. Due: weekly
2. Prototype Summary. Whitepaper that describes all aspects of the prototype, especially highlighting actions performed by contractor Due: at project conclusion 26 $ - 0 $ - 0 $ - 0 $ - 0 2 $ - 0
TOTAL ESTIMATED PRICE: $ - 0
Program Manager
| Service Item Catalog # | Name | Description | Task | Deliverable | Estimated Duration (Weeks) | Labor Rate | Estimated Hours Per Week | Contractor Offered Price (weeks * labor rate * est weekly hours) | Contractor Notes to Governmnet | Labor Category ID # | Labor Category Title | Labor Category Desc. | Est. Annual Qty | Est. Annual Hours | Key Person Annual Estimate | |
| 1 | Ongoing Strategic Support | Contractor shall help the Technology Accelerator source and choose the most valuable projects; develop messaging; build coalitions; transition prototypes; track the portfolio of existing projects | Schedule and conduct team meetings; take and consolidate notes/minutes; help form and execute team strategy | |||||||||||||
| 1. | Streamlined Meeting Notes. Due: NLT one business day after meeting. This is closer to key takeaways than a transcript. |
| 2. | One-Page Project Summaries. Due: NLT three business days after request. This is a tailored “explainer” of an existing project with which the contractor will be familiar because of previous work. Usually a modification/streamlined version of a prior deliverable—perhaps explaining a complex project to a senior leader or key customer. | 13 | $ - 0 | 4 | 0 | $ - 0 | ||
| 2 | HCD Interviews | Conduct approximately twenty design-style interviews w/internal and external DLA stakeholders as appropriate. Intent is to understand desirability, feasibility, and viability elements for a given problem statement. Afterwards, will form new problem statements from interview takeaways. For the most part, contractor shall act as a cohesive team with Technology Accelerator personnel—collaboratively preparing questions, etc. However, contractor might occasionally conduct interviews autonomously. | Schedule and conduct meetings; take notes | |||||
| 1. | Discovery plan. In coordination with the Tech Accelerator, contractor will develop a plan for the individuals to interview. This will be an iterative document, with exact interviewees to change as the team gathers more data. First draft due: NLT one week after exercise of catalog item |
2. Interview Summary. Due: NLT one business day after interview. This is closer to key takeaways than a transcript
| 3. | Consolidated Problem Statements. Due: NLT one week after conclusion of final interview. | 13 | $ - 0 | $ - 0 | 3 | 0 | $ - 0 | |
| 3 | In-Person Market Research | Identify and coordinate in-person meetings with potential vendors that offer solutions for a pre-selected problem. This problem is likely the result of catalog item #2, but could come directly from a DLA customer or senior leader. Main objective is for DLA and vendors to develop a common understanding of the problem. Also, to develop a preliminary assessment if the vendor’s product is appropriate. Meetings will likely involve a combination of demo and discussion between vendor and DLA stakeholders. | Identify potential vendors; coordinate meeting times; take notes; logistics support (suggested hotels, locations of vendor offices) | |||||
| 1. | Initial Market Research to Include Best Vendor Meetings on Given Problem. This list should be mostly actionable along two vectors. First, that the contractor is able to obtain the meeting; second that the product is a possible solution. Due: NLT two weeks after government request |
2. Finalized Company List & Detailed Agenda. Due: NLT two weeks prior to trip
| 4. | Trip Summary. Closer to key takeaways than transcript; includes updated problem statements. Due: NLT two weeks after | 13 | $ - 0 | $ - 0 | 2 | 0 | $ - 0 | ||
| 4 | Virtual Market Research | Identify and coordinate virtual meetings with potential vendors that offer solutions for a pre-selected problem. This problem is likely the result of catalog item #2, but could come directly from a DLA customer or senior leader. Main objective is for DLA and vendors to develop a common understanding of the problem. Also, to develop a preliminary assessment if the vendor’s product is appropriate. Meetings will likely involve a combination of demo and discussion between vendor and DLA stakeholders. | Identify potential vendors; coordinate meeting times; take notes; | 1. | Initial Market Research to Include Best Vendor Meetings on Given Problem. This list should be mostly actionable along two vectors. First, that the contractor is able to obtain the meeting; second that the product is a possible solution. Due: NLT two weeks after government request |
2. Finalized Company List & Detailed Agenda. Due: NLT two weeks prior to meetings
| 3. | Trip Summary. Closer to key takeaways than transcript; includes updated problem statements. Due: NLT two weeks after meetings | 9 | $ - 0 | $ - 0 | 2 | 0 | $ - 0 |
| 5 | In-Person Event Facilitation | Plan and execute an in-person sprint workshop for approximately fifteen participants. Each workshop’s goal is to drive participants to design an MVP for a pre-selected problem. This problem is likely the result of catalog items #2, #3 and/or #4. Problems also could come directly from a DLA customer or senior leader |
Sprint exercises should be like those used in "Google Sprints". (Link in the first footnote). These events may take place in a DLA facility or contractor facility, whichever is most convenient and cost effective for government personnel.
| Events shall be no less than three contiguous days but may be four, if the topic requires it. Length shall be determined by contractor’s recommendation, collaboratively with the Technology Accelerator | Schedule workshop and coordinate with attendees; serve as primary workshop architect and facilitator; take notes throughout workshop; create Plan of Action and Milestones (“POA&M”) at conclusion of the sprint workshop |
| 1. | Initial Facilitation Plan. Work collaboratively with the Technology Accelerator to choose best design exercises to solve stated problem. Due: NLT two weeks after government request |
2. Workshop Agenda. Due: NLT two weeks before event
3. Workshop Summary. Closer to key takeaways than transcript. Includes POA&M, one-page summaries, for coordination with other stakeholders. Due: NLT two weeks after event
| 4.5 | $ - 0 | $ - 0 | 2 | 0 | $ - 0 | |
| 6 | Virtual Facilitation | Plan and execute a virtual sprint workshop for approximately fifteen participants. Each workshop’s goal is to drive participants to design an MVP for a pre-selected problem. This problem is likely the result of catalog items #2, #3 and/or #4. Problems also could come directly from a DLA customer or senior leader. |
Sprint exercises should be like those used in "Google Sprints". (Link in the first footnote). These events shall take place over Zoom for Government or equivalent. Contractor may also use hybrid collaboration tools, as appropriate.
| Events shall be the equivalent of three days. However, unlike in-person events, these three days need not necessarily be contiguous. In fact, as appropriate, we could choose half days to avoid “Zoom fatigue.” Length shall be determined by contractor’s recommendation, collaboratively with the Technology Accelerator | Schedule workshop and coordinate with attendees; serve as primary workshop architect and facilitator; take notes throughout workshop; create Plan of Action and Milestones (“POA&M”) at conclusion of the sprint workshop |
| 1. | Initial Facilitation Plan. Work collaboratively with the Technology Accelerator to choose best design exercises to solve stated problem. Due: NLT two weeks after government request |
2. Workshop Agenda. Due: NLT two weeks before event
| 3. | Workshop Summary. Closer to key takeaways than transcript. Includes POA&M, one-page summaries, for coordination with other stakeholders. Due: NLT two weeks after event | 4.5 | $ - 0 | $ - 0 | 2 | 0 | $ - 0 | |
| 7 | HCD Coaching | Coach DLA personnel on the methods that the Technology Accelerator uses to build prototypes, like HCD. Other topics include problem statements, discovery plans, stakeholder mapping, mission model canvas, and minimal viable product/prototypes. Concept is to “teach others to fish” by building a cohort of four to six teams to work through a light version of the process. | Schedule sessions and coordinate with attendees; serve as primary cohort architect and facilitator; take notes throughout meetings; provide direct coaching support as requested by teams. |
These events shall take place over Zoom for Government or equivalent. Contractor may also use hybrid collaboration tools, as appropriate. Manage MS Teams channel to coordinate with groups.
Cadence shall be determined by contractor’s recommendation, collaboratively with the Technology Accelerator. 1. Cohort Plan. Due: NLT two weeks after government request
2. Cohort Materials. Due: NLT two weeks before first event
| 3. | Coaching Session Notes. Due: NLT one business day after each session. This is closer to key takeaways than a transcript | 13 | $ - 0 | $ - 0 | 2 | 0 | $ - 0 |
| 8 | Prototype Development | After the Technology Accelerator performs sourcing, market research, workshop facilitation, etc, (the above tasks)—we often must incubate a project. These are a variety of technical and non-technical tasks, that are best accomplished by people with knowledge of the project. |
As described in the key personnel section, we expect this level of development to be appropriate for an “analyst.” E.g. one need not be a seasoned software IT developer. Past examples include:
• Developing training materials in a browser-based, content creation platform. This is a low-code/no-code skill but still required some technical know-how and sophistication
• Understanding, interpreting and advising on technical diagrams (mechanical engineering). Implement POA&M and/or equivalent actions to carry a prototype from design to implementation. 1. Status Reports. Describe the progress of the prototype, to include key actions and roadblocks. Due: weekly
2. Prototype Summary. Whitepaper that describes all aspects of the prototype, especially highlighting actions performed by contractor Due: at project conclusion 26 $ - 0 $ - 0 2 0 $ - 0
Deputy PM
| Service Item Catalog # | Name | Description | Task | Deliverable | Estimated Duration (Weeks) | Labor Rate | Estimated Hours Per Week | Contractor Offered Price (weeks * labor rate * est weekly hours) | Contractor Notes to Governmnet | Labor Category ID # | Labor Category Title | Labor Category Desc. | Est. Annual Qty | Est. Annual Hours | Key Person Annual Estimate | |
| 1 | Ongoing Strategic Support | Contractor shall help the Technology Accelerator source and choose the most valuable projects; develop messaging; build coalitions; transition prototypes; track the portfolio of existing projects | Schedule and conduct team meetings; take and consolidate notes/minutes; help form and execute team strategy | |||||||||||||
| 1. | Streamlined Meeting Notes. Due: NLT one business day after meeting. This is closer to key takeaways than a transcript. |
| 2. | One-Page Project Summaries. Due: NLT three business days after request. This is a tailored “explainer” of an existing project with which the contractor will be familiar because of previous work. Usually a modification/streamlined version of a prior deliverable—perhaps explaining a complex project to a senior leader or key customer. | 13 | $ - 0 | 4 | 0 | $ - 0 | ||
| 2 | HCD Interviews | Conduct approximately twenty design-style interviews w/internal and external DLA stakeholders as appropriate. Intent is to understand desirability, feasibility, and viability elements for a given problem statement. Afterwards, will form new problem statements from interview takeaways. For the most part, contractor shall act as a cohesive team with Technology Accelerator personnel—collaboratively preparing questions, etc. However, contractor might occasionally conduct interviews autonomously. | Schedule and conduct meetings; take notes | |||||
| 1. | Discovery plan. In coordination with the Tech Accelerator, contractor will develop a plan for the individuals to interview. This will be an iterative document, with exact interviewees to change as the team gathers more data. First draft due: NLT one week after exercise of catalog item |
2. Interview Summary. Due: NLT one business day after interview. This is closer to key takeaways than a transcript
| 3. | Consolidated Problem Statements. Due: NLT one week after conclusion of final interview. | 13 | $ - 0 | $ - 0 | 3 | 0 | $ - 0 | |
| 3 | In-Person Market Research | Identify and coordinate in-person meetings with potential vendors that offer solutions for a pre-selected problem. This problem is likely the result of catalog item #2, but could come directly from a DLA customer or senior leader. Main objective is for DLA and vendors to develop a common understanding of the problem. Also, to develop a preliminary assessment if the vendor’s product is appropriate. Meetings will likely involve a combination of demo and discussion between vendor and DLA stakeholders. | Identify potential vendors; coordinate meeting times; take notes; logistics support (suggested hotels, locations of vendor offices) | |||||
| 1. | Initial Market Research to Include Best Vendor Meetings on Given Problem. This list should be mostly actionable along two vectors. First, that the contractor is able to obtain the meeting; second that the product is a possible solution. Due: NLT two weeks after government request |
2. Finalized Company List & Detailed Agenda. Due: NLT two weeks prior to trip
| 4. | Trip Summary. Closer to key takeaways than transcript; includes updated problem statements. Due: NLT two weeks after | 13 | $ - 0 | $ - 0 | 2 | 0 | $ - 0 | ||
| 4 | Virtual Market Research | Identify and coordinate virtual meetings with potential vendors that offer solutions for a pre-selected problem. This problem is likely the result of catalog item #2, but could come directly from a DLA customer or senior leader. Main objective is for DLA and vendors to develop a common understanding of the problem. Also, to develop a preliminary assessment if the vendor’s product is appropriate. Meetings will likely involve a combination of demo and discussion between vendor and DLA stakeholders. | Identify potential vendors; coordinate meeting times; take notes; | 1. | Initial Market Research to Include Best Vendor Meetings on Given Problem. This list should be mostly actionable along two vectors. First, that the contractor is able to obtain the meeting; second that the product is a possible solution. Due: NLT two weeks after government request |
2. Finalized Company List & Detailed Agenda. Due: NLT two weeks prior to meetings
| 3. | Trip Summary. Closer to key takeaways than transcript; includes updated problem statements. Due: NLT two weeks after meetings | 9 | $ - 0 | $ - 0 | 2 | 0 | $ - 0 |
| 5 | In-Person Event Facilitation | Plan and execute an in-person sprint workshop for approximately fifteen participants. Each workshop’s goal is to drive participants to design an MVP for a pre-selected problem. This problem is likely the result of catalog items #2, #3 and/or #4. Problems also could come directly from a DLA customer or senior leader |
Sprint exercises should be like those used in "Google Sprints". (Link in the first footnote). These events may take place in a DLA facility or contractor facility, whichever is most convenient and cost effective for government personnel.
| Events shall be no less than three contiguous days but may be four, if the topic requires it. Length shall be determined by contractor’s recommendation, collaboratively with the Technology Accelerator | Schedule workshop and coordinate with attendees; serve as primary workshop architect and facilitator; take notes throughout workshop; create Plan of Action and Milestones (“POA&M”) at conclusion of the sprint workshop |
| 1. | Initial Facilitation Plan. Work collaboratively with the Technology Accelerator to choose best design exercises to solve stated problem. Due: NLT two weeks after government request |
2. Workshop Agenda. Due: NLT two weeks before event
3. Workshop Summary. Closer to key takeaways than transcript. Includes POA&M, one-page summaries, for coordination with other stakeholders. Due: NLT two weeks after event
| 4.5 | $ - 0 | $ - 0 | 2 | 0 | $ - 0 | |
| 6 | Virtual Facilitation | Plan and execute a virtual sprint workshop for approximately fifteen participants. Each workshop’s goal is to drive participants to design an MVP for a pre-selected problem. This problem is likely the result of catalog items #2, #3 and/or #4. Problems also could come directly from a DLA customer or senior leader. |
Sprint exercises should be like those used in "Google Sprints". (Link in the first footnote). These events shall take place over Zoom for Government or equivalent. Contractor may also use hybrid collaboration tools, as appropriate.
| Events shall be the equivalent of three days. However, unlike in-person events, these three days need not necessarily be contiguous. In fact, as appropriate, we could choose half days to avoid “Zoom fatigue.” Length shall be determined by contractor’s recommendation, collaboratively with the Technology Accelerator | Schedule workshop and coordinate with attendees; serve as primary workshop architect and facilitator; take notes throughout workshop; create Plan of Action and Milestones (“POA&M”) at conclusion of the sprint workshop |
| 1. | Initial Facilitation Plan. Work collaboratively with the Technology Accelerator to choose best design exercises to solve stated problem. Due: NLT two weeks after government request |
2. Workshop Agenda. Due: NLT two weeks before event
| 3. | Workshop Summary. Closer to key takeaways than transcript. Includes POA&M, one-page summaries, for coordination with other stakeholders. Due: NLT two weeks after event | 4.5 | $ - 0 | $ - 0 | 2 | 0 | $ - 0 | |
| 7 | HCD Coaching | Coach DLA personnel on the methods that the Technology Accelerator uses to build prototypes, like HCD. Other topics include problem statements, discovery plans, stakeholder mapping, mission model canvas, and minimal viable product/prototypes. Concept is to “teach others to fish” by building a cohort of four to six teams to work through a light version of the process. | Schedule sessions and coordinate with attendees; serve as primary cohort architect and facilitator; take notes throughout meetings; provide direct coaching support as requested by teams. |
These events shall take place over Zoom for Government or equivalent. Contractor may also use hybrid collaboration tools, as appropriate. Manage MS Teams channel to coordinate with groups.
Cadence shall be determined by contractor’s recommendation, collaboratively with the Technology Accelerator. 1. Cohort Plan. Due: NLT two weeks after government request
2. Cohort Materials. Due: NLT two weeks before first event
| 3. | Coaching Session Notes. Due: NLT one business day after each session. This is closer to key takeaways than a transcript | 13 | $ - 0 | $ - 0 | 2 | 0 | $ - 0 |
| 8 | Prototype Development | After the Technology Accelerator performs sourcing, market research, workshop facilitation, etc, (the above tasks)—we often must incubate a project. These are a variety of technical and non-technical tasks, that are best accomplished by people with knowledge of the project. |
As described in the key personnel section, we expect this level of development to be appropriate for an “analyst.” E.g. one need not be a seasoned software IT developer. Past examples include:
• Developing training materials in a browser-based, content creation platform. This is a low-code/no-code skill but still required some technical know-how and sophistication
• Understanding, interpreting and advising on technical diagrams (mechanical engineering). Implement POA&M and/or equivalent actions to carry a prototype from design to implementation. 1. Status Reports. Describe the progress of the prototype, to include key actions and roadblocks. Due: weekly
2. Prototype Summary. Whitepaper that describes all aspects of the prototype, especially highlighting actions performed by contractor Due: at project conclusion 26 $ - 0 $ - 0 2 0 $ - 0
Analyst
| Service Item Catalog # | Name | Description | Task | Deliverable | Estimated Duration (Weeks) | Labor Rate | Estimated Hours Per Week | Contractor Offered Price (weeks * labor rate * est weekly hours) | Contractor Notes to Governmnet | Labor Category ID # | Labor Category Title | Labor Category Desc. | Est. Annual Qty | Est. Annual Hours | Key Person Annual Estimate | |
| 1 | Ongoing Strategic Support | Contractor shall help the Technology Accelerator source and choose the most valuable projects; develop messaging; build coalitions; transition prototypes; track the portfolio of existing projects | Schedule and conduct team meetings; take and consolidate notes/minutes; help form and execute team strategy | |||||||||||||
| 1. | Streamlined Meeting Notes. Due: NLT one business day after meeting. This is closer to key takeaways than a transcript. |
| 2. | One-Page Project Summaries. Due: NLT three business days after request. This is a tailored “explainer” of an existing project with which the contractor will be familiar because of previous work. Usually a modification/streamlined version of a prior deliverable—perhaps explaining a complex project to a senior leader or key customer. | 13 | $ - 0 | 4 | 0 | $ - 0 | ||
| 2 | HCD Interviews | Conduct approximately twenty design-style interviews w/internal and external DLA stakeholders as appropriate. Intent is to understand desirability, feasibility, and viability elements for a given problem statement. Afterwards, will form new problem statements from interview takeaways. For the most part, contractor shall act as a cohesive team with Technology Accelerator personnel—collaboratively preparing questions, etc. However, contractor might occasionally conduct interviews autonomously. | Schedule and conduct meetings; take notes | |||||
| 1. | Discovery plan. In coordination with the Tech Accelerator, contractor will develop a plan for the individuals to interview. This will be an iterative document, with exact interviewees to change as the team gathers more data. First draft due: NLT one week after exercise of catalog item |
2. Interview Summary. Due: NLT one business day after interview. This is closer to key takeaways than a transcript
| 3. | Consolidated Problem Statements. Due: NLT one week after conclusion of final interview. | 13 | $ - 0 | $ - 0 | 3 | 0 | $ - 0 | |
| 3 | In-Person Market Research | Identify and coordinate in-person meetings with potential vendors that offer solutions for a pre-selected problem. This problem is likely the result of catalog item #2, but could come directly from a DLA customer or senior leader. Main objective is for DLA and vendors to develop a common understanding of the problem. Also, to develop a preliminary assessment if the vendor’s product is appropriate. Meetings will likely involve a combination of demo and discussion between vendor and DLA stakeholders. | Identify potential vendors; coordinate meeting times; take notes; logistics support (suggested hotels, locations of vendor offices) | |||||
| 1. | Initial Market Research to Include Best Vendor Meetings on Given Problem. This list should be mostly actionable along two vectors. First, that the contractor is able to obtain the meeting; second that the product is a possible solution. Due: NLT two weeks after government request |
2. Finalized Company List & Detailed Agenda. Due: NLT two weeks prior to trip
| 4. | Trip Summary. Closer to key takeaways than transcript; includes updated problem statements. Due: NLT two weeks after | 13 | $ - 0 | $ - 0 | 2 | 0 | $ - 0 | ||
| 4 | Virtual Market Research | Identify and coordinate virtual meetings with potential vendors that offer solutions for a pre-selected problem. This problem is likely the result of catalog item #2, but could come directly from a DLA customer or senior leader. Main objective is for DLA and vendors to develop a common understanding of the problem. Also, to develop a preliminary assessment if the vendor’s product is appropriate. Meetings will likely involve a combination of demo and discussion between vendor and DLA stakeholders. | Identify potential vendors; coordinate meeting times; take notes; | 1. | Initial Market Research to Include Best Vendor Meetings on Given Problem. This list should be mostly actionable along two vectors. First, that the contractor is able to obtain the meeting; second that the product is a possible solution. Due: NLT two weeks after government request |
2. Finalized Company List & Detailed Agenda. Due: NLT two weeks prior to meetings
| 3. | Trip Summary. Closer to key takeaways than transcript; includes updated problem statements. Due: NLT two weeks after meetings | 9 | $ - 0 | $ - 0 | 2 | 0 | $ - 0 |
| 5 | In-Person Event Facilitation | Plan and execute an in-person sprint workshop for approximately fifteen participants. Each workshop’s goal is to drive participants to design an MVP for a pre-selected problem. This problem is likely the result of catalog items #2, #3 and/or #4. Problems also could come directly from a DLA customer or senior leader |
Sprint exercises should be like those used in "Google Sprints". (Link in the first footnote). These events may take place in a DLA facility or contractor facility, whichever is most convenient and cost effective for government personnel.
| Events shall be no less than three contiguous days but may be four, if the topic requires it. Length shall be determined by contractor’s recommendation, collaboratively with the Technology Accelerator | Schedule workshop and coordinate with attendees; serve as primary workshop architect and facilitator; take notes throughout workshop; create Plan of Action and Milestones (“POA&M”) at conclusion of the sprint workshop |
| 1. | Initial Facilitation Plan. Work collaboratively with the Technology Accelerator to choose best design exercises to solve stated problem. Due: NLT two weeks after government request |
2. Workshop Agenda. Due: NLT two weeks before event
3. Workshop Summary. Closer to key takeaways than transcript. Includes POA&M, one-page summaries, for coordination with other stakeholders. Due: NLT two weeks after event
| 4.5 | $ - 0 | $ - 0 | 2 | 0 | $ - 0 | |
| 6 | Virtual Facilitation | Plan and execute a virtual sprint workshop for approximately fifteen participants. Each workshop’s goal is to drive participants to design an MVP for a pre-selected problem. This problem is likely the result of catalog items #2, #3 and/or #4. Problems also could come directly from a DLA customer or senior leader. |
Sprint exercises should be like those used in "Google Sprints". (Link in the first footnote). These events shall take place over Zoom for Government or equivalent. Contractor may also use hybrid collaboration tools, as appropriate.
| Events shall be the equivalent of three days. However, unlike in-person events, these three days need not necessarily be contiguous. In fact, as appropriate, we could choose half days to avoid “Zoom fatigue.” Length shall be determined by contractor’s recommendation, collaboratively with the Technology Accelerator | Schedule workshop and coordinate with attendees; serve as primary workshop architect and facilitator; take notes throughout workshop; create Plan of Action and Milestones (“POA&M”) at conclusion of the sprint workshop |
| 1. | Initial Facilitation Plan. Work collaboratively with the Technology Accelerator to choose best design exercises to solve stated problem. Due: NLT two weeks after government request |
2. Workshop Agenda. Due: NLT two weeks before event
| 3. | Workshop Summary. Closer to key takeaways than transcript. Includes POA&M, one-page summaries, for coordination with other stakeholders. Due: NLT two weeks after event | 4.5 | $ - 0 | $ - 0 | 2 | 0 | $ - 0 | |
| 7 | HCD Coaching | Coach DLA personnel on the methods that the Technology Accelerator uses to build prototypes, like HCD. Other topics include problem statements, discovery plans, stakeholder mapping, mission model canvas, and minimal viable product/prototypes. Concept is to “teach others to fish” by building a cohort of four to six teams to work through a light version of the process. | Schedule sessions and coordinate with attendees; serve as primary cohort architect and facilitator; take notes throughout meetings; provide direct coaching support as requested by teams. |
These events shall take place over Zoom for Government or equivalent. Contractor may also use hybrid collaboration tools, as appropriate. Manage MS Teams channel to coordinate with groups.
Cadence shall be determined by contractor’s recommendation, collaboratively with the Technology Accelerator. 1. Cohort Plan. Due: NLT two weeks after government request
2. Cohort Materials. Due: NLT two weeks before first event
| 3. | Coaching Session Notes. Due: NLT one business day after each session. This is closer to key takeaways than a transcript | 13 | $ - 0 | $ - 0 | 2 | 0 | $ - 0 |
| 8 | Prototype Development | After the Technology Accelerator performs sourcing, market research, workshop facilitation, etc, (the above tasks)—we often must incubate a project. These are a variety of technical and non-technical tasks, that are best accomplished by people with knowledge of the project. |
As described in the key personnel section, we expect this level of development to be appropriate for an “analyst.” E.g. one need not be a seasoned software IT developer. Past examples include:
• Developing training materials in a browser-based, content creation platform. This is a low-code/no-code skill but still required some technical know-how and sophistication
• Understanding, interpreting and advising on technical diagrams (mechanical engineering). Implement POA&M and/or equivalent actions to carry a prototype from design to implementation. 1. Status Reports. Describe the progress of the prototype, to include key actions and roadblocks. Due: weekly
2. Prototype Summary. Whitepaper that describes all aspects of the prototype, especially highlighting actions performed by contractor Due: at project conclusion 26 $ - 0 $ - 0 2 0 $ - 0
Analyst #2
| Service Item Catalog # | Name | Description | Task | Deliverable | Estimated Duration (Weeks) | Labor Rate | Estimated Hours Per Week | Contractor Offered Price (weeks * labor rate * est weekly hours) | Contractor Notes to Governmnet | Labor Category ID # | Labor Category Title | Labor Category Desc. | Est. Annual Qty | Est. Annual Hours | Key Person Annual Estimate | |
| 1 | Ongoing Strategic Support | Contractor shall help the Technology Accelerator source and choose the most valuable projects; develop messaging; build coalitions; transition prototypes; track the portfolio of existing projects | Schedule and conduct team meetings; take and consolidate notes/minutes; help form and execute team strategy | |||||||||||||
| 1. | Streamlined Meeting Notes. Due: NLT one business day after meeting. This is closer to key takeaways than a transcript. |
| 2. | One-Page Project Summaries. Due: NLT three business days after request. This is a tailored “explainer” of an existing project with which the contractor will be familiar because of previous work. Usually a modification/streamlined version of a prior deliverable—perhaps explaining a complex project to a senior leader or key customer. | 13 | $ 96.58 | 2.00 | $ 2,511.08 | 54151S | IT Analyst 4 | Oversees the customer and industry data analysis process and ensures accurate collection, cleaning, and organization of data. Identifies trends from collected data and makes recommendations on trend focus areas and potential cross-pollination areas to System Engineers and Subject Matter Experts. Manages delivery of all analytical products. Specialty in Information Technology, Custom Computer Programming Services, Computer Systems Design Services, Computer Facilities Management Services, and Other Computer Related Services. Level 4 has an expert understanding on the major concepts in a given field, and serves as the functional authority on major subjects within the given field. Services include high level analysis of industry and client data in order to create insightful recommendations for Subject Matter Expert and System Engineer teams. Typical associated tasks include, but are not limited to, management of all client facing and executive level analytic deliverables communicating trends and patterns from predictive and prescriptive analysis, developing strategy recommendations for database, data policy, and data governance, managing design and implementation of data systems and databases, and using statistical tools to identify impactful trends from organized data sets. | ERROR:#REF! | ERROR:#REF! | ERROR:#REF! |
| 2 | HCD Interviews | Conduct approximately twenty design-style interviews w/internal and external DLA stakeholders as appropriate. Intent is to understand desirability, feasibility, and viability elements for a given problem statement. Afterwards, will form new problem statements from interview takeaways. For the most part, contractor shall act as a cohesive team with Technology Accelerator personnel—collaboratively preparing questions, etc. However, contractor might occasionally conduct interviews autonomously. | Schedule and conduct meetings; take notes | ||||||||
| 1. | Discovery plan. In coordination with the Tech Accelerator, contractor will develop a plan for the individuals to interview. This will be an iterative document, with exact interviewees to change as the team gathers more data. First draft due: NLT one week after exercise of catalog item |
2. Interview Summary. Due: NLT one business day after interview. This is closer to key takeaways than a transcript
| 3. | Consolidated Problem Statements. Due: NLT one week after conclusion of final interview. | 13 | $ 96.58 | 6.00 | $ 7,533.24 | ERROR:#REF! | ERROR:#REF! | ERROR:#REF! |
| 3 | In-Person Market Research | Identify and coordinate in-person meetings with potential vendors that offer solutions for a pre-selected problem. This problem is likely the result of catalog item #2, but could come directly from a DLA customer or senior leader. Main objective is for DLA and vendors to develop a common understanding of the problem. Also, to develop a preliminary assessment if the vendor’s product is appropriate. Meetings will likely involve a combination of demo and discussion between vendor and DLA stakeholders. | Identify potential vendors; coordinate meeting times; take notes; logistics support (suggested hotels, locations of vendor offices) | |||||
| 1. | Initial Market Research to Include Best Vendor Meetings on Given Problem. This list should be mostly actionable along two vectors. First, that the contractor is able to obtain the meeting; second that the product is a possible solution. Due: NLT two weeks after government request |
2. Finalized Company List & Detailed Agenda. Due: NLT two weeks prior to trip
| 4. | Trip Summary. Closer to key takeaways than transcript; includes updated problem statements. Due: NLT two weeks after | 13 | $ 96.58 | 8.00 | $ 10,044.32 | ERROR:#REF! | ERROR:#REF! | ERROR:#REF! | |
| 4 | Virtual Market Research | Identify and coordinate virtual meetings with potential vendors that offer solutions for a pre-selected problem. This problem is likely the result of catalog item #2, but could come directly from a DLA customer or senior leader. Main objective is for DLA and vendors to develop a common understanding of the problem. Also, to develop a preliminary assessment if the vendor’s product is appropriate. Meetings will likely involve a combination of demo and discussion between vendor and DLA stakeholders. | Identify potential vendors; coordinate meeting times; take notes; | 1. | Initial Market Research to Include Best Vendor Meetings on Given Problem. This list should be mostly actionable along two vectors. First, that the contractor is able to obtain the meeting; second that the product is a possible solution. Due: NLT two weeks after government request |
2. Finalized Company List & Detailed Agenda. Due: NLT two weeks prior to meetings
| 3. | Trip Summary. Closer to key takeaways than transcript; includes updated problem statements. Due: NLT two weeks after meetings | 9 | $ 96.58 | 2.00 | $ 1,738.44 | ERROR:#REF! | ERROR:#REF! | ERROR:#REF! |
| 5 | In-Person Event Facilitation | Plan and execute an in-person sprint workshop for approximately fifteen participants. Each workshop’s goal is to drive participants to design an MVP for a pre-selected problem. This problem is likely the result of catalog items #2, #3 and/or #4. Problems also could come directly from a DLA customer or senior leader |
Sprint exercises should be like those used in "Google Sprints". (Link in the first footnote). These events may take place in a DLA facility or contractor facility, whichever is most convenient and cost effective for government personnel.
| Events shall be no less than three contiguous days but may be four, if the topic requires it. Length shall be determined by contractor’s recommendation, collaboratively with the Technology Accelerator | Schedule workshop and coordinate with attendees; serve as primary workshop architect and facilitator; take notes throughout workshop; create Plan of Action and Milestones (“POA&M”) at conclusion of the sprint workshop |
| 1. | Initial Facilitation Plan. Work collaboratively with the Technology Accelerator to choose best design exercises to solve stated problem. Due: NLT two weeks after government request |
2. Workshop Agenda. Due: NLT two weeks before event
3. Workshop Summary. Closer to key takeaways than transcript. Includes POA&M, one-page summaries, for coordination with other stakeholders. Due: NLT two weeks after event
| 4.5 | $ 96.58 | 28.00 | $ 12,169.08 | ERROR:#REF! | ERROR:#REF! | ERROR:#REF! |
| 6 | Virtual Facilitation | Plan and execute a virtual sprint workshop for approximately fifteen participants. Each workshop’s goal is to drive participants to design an MVP for a pre-selected problem. This problem is likely the result of catalog items #2, #3 and/or #4. Problems also could come directly from a DLA customer or senior leader. |
Sprint exercises should be like those used in "Google Sprints". (Link in the first footnote). These events shall take place over Zoom for Government or equivalent. Contractor may also use hybrid collaboration tools, as appropriate.
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