1._Attachment_1_PWS.pdf

DEPARTMENT OF COMMERCE ENTERPRISE SERVICES

PERFORMANCE WORK STATEMENT – ITA IT CUSTOMER SUPPORT CENTER

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PERFORMANCE WORK STATEMENT

FOR

IT CUSTOMER SUPPORT SERVICES

TO SUPPORT THE

DEPARTMENT OF COMMERCE

INTERNATIONAL TRADE ADMINISTRATION

TECHNOLOGY, SERVICES AND INNOVATION

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Table of Contents 1 IT Customer Support Services Overview

2 Background

2.1 Current Service Environment

2.1.1 Customer Profile

2.1.2 ITA Service Locations

2.1.3 Current Configuration of the CSC and User Adoption teams

2.1.4 Current CSC Performance

2.1.5 Current Hardware and Software

2.1.6 Current Projects

3 Scope

4 Directives and Policies

5 Performance Requirements

5.1 General Contract Requirements

5.2 Management Requirements

5.2.1 Management Oversight

5.2.2 Key Personnel Qualifications

5.2.3 Project Kickoff Meeting and Agenda

5.2.4 Transition In Plan (TIP)

5.2.5 Problem Notification Reports

5.2.6 Monthly Status Meeting and Report

5.2.7 Fiscal Year Annual Performance Report

5.2.8 Transition-Out Report

5.2.9 Ad-hoc Reports

5.2.10 Weekly Support Status Meeting and Report

5.3 Annual Innovation Report

5.4 Customer Support Center Manual

5.5 Tier I Customer Support – Help Desk Services

5.6 Tier II Customer Support – Desktop Support Services

5.7 Tier II Customer Support – CONUS Outside of DC (Optional Time & Materials)

5.8 Tier II Customer Support – OCONUS (Optional Time & Materials)

5.9 Training and User Adoption Support (Optional Time and Materials)

5.9.1 Training Support

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5.9.2 User Adoption Support

6 Deliverables

6.1 Due Dates for Deliverables

7 Place of Performance

8 Period of Performance

9 Exhibits Incorporated by Reference

EXHIBITS

Exhibit A: Acronyms

Exhibit B: Performance Requirements Summary

Exhibit C: IT Customer Support Center SLAs

Exhibit D: Customer Support Center Incident Priority Table

Exhibit E: Standard User Applications

Exhibit F: Other Key Technologies

Exhibit G: Hardware and Software

Exhibit H: IT Customers by Location

Exhibit I: ITA Standard Hours of Operation

Exhibit J: ITA TSI Current and Future Projects

Exhibit K: Historical CSC Performance

Exhibit L: ITA Rules of Behavior

Other Contract Information

Government Furnished Resources

Identification of Contractor Employees

Travel 47

Conflicts of Interest

Data Rights

Security Clearance

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1 IT Customer Support Services Overview The Department of Commerce, International Trade Administration, Technology, Services and Innovation (TSI) office is procuring IT Customer Support Services required to coordinate and to respond to Incident and Service Requests made by ITA End-Users and technical staff. This document explains the work that is required, and the parameters under which it must be conducted. This document contains Firm Fixed Price requirements, and Optional Time & Materials requirements.

This document explains in detail ITA’s current service environment, including profiles of ITA staff, locations, key technologies and standard IT configuration. Extensive data on current performance has been included, in addition to detailed performance requirements, Service Level Agreements and Priority for different kinds of incidents. Performance requirements include Management Requirements; Tier I and Tier II IT Customer Support Services; and (Optional, Time & Materials) requirements for Tier II CONUS and OCONUS support, and Training and User Adoption support. A Deliverables Schedule, along with a Performance Requirements Summary, provides specific details on what is expected, by when, in what format, and how performance will be evaluated.

2 Background ITA has over 3,500 employees and Contractors/Interns located around the world providing services to U.S. companies and their trading partners, U.S. trade policy makers, and U.S. trade representatives. ITA provides services including trade policy development, trade analysis, trade promotion, trade negotiation, and fair-trade enforcement. The ITA’s mission is to create prosperity by strengthening the competitiveness of U.S. industry, promoting U.S. trade and investment, and ensuring fair trade and compliance with trade laws and agreements.

The ITA’s TSI office provides Information Technology services to a domestic and international customer-base. The IT services provided by TSI include: network and infrastructure services, enterprise architecture services, application development services, web hosting services, IT acquisition services, IT customer support services, cyber security services, and IT policy and planning services.

ITA’s Customer Support Center (CSC) is responsible for providing Tier I and Tier II IT support. It provides a Tier I single-point-of-contact (SPOC) IT Help Desk, which responds to all customer inquiries and provides end-to-end ownership (e.g., logging, tracking, resolution and reporting) of Help Desk Incidents and Service Requests. The CSC also provides Tier II desktop support services. Requests for information, Help Desk Incidents and Service Requests shall be resolved by the Contractor staff or may need to be referred/escalated to more specialized entities for resolution such as other TSI staff, business unit subject matter experts (SME), another Contractor or other designated third parties.

2.1 Current Service Environment

2.1.1 Customer Profile

ITA’s workforce is made up of approximately 900 employees located in its Washington, D.C.

Headquarters; approximately 250 employees located across the U.S., approximately 1,000 employees in international locations; and an additional approximately 1,000 contractors and interns. The bulk of the staff specialize in international trade and business, with the remainder

5 | P a g e occupying operational support roles (budget analysts, IT specialists, program analysts). A significant number, approximately 225, are Foreign Service Officers and serve as Commercial Diplomats at U.S. Embassies and Consulates overseas. These Officers often serve tours in Washington D.C. between international assignments.

In ITA’s Washington, D.C. headquarters, an approximation of the distribution of customers by job title follows. Note that the Senior Executive Service customers require “VIP Service” from the Customer Support Center. “VIP Service” is a higher level of individualized customer service and “hand holding” than the rest of the customer base. VIP requests are immediately addressed by desktop support staff. In 2018, the CSC serviced 187 VIP Incidents and 420 VIP Requests, an average of 35 requests a month and 16 incidents a month.

Senior Executive Service/ VIP Service 100 Import Policy Specialists 30 International Trade Specialists 300 IT Specialists 25 Management and Program Analysts 100 Administrative Specialists 25 International Trade Compliance Analysts 100 Budget Analysts 25 Foreign Commercial Officers 30 International Economists 25 Business and Industry Specialists 30 Other/Various 75 Contractors 500 Interns 100

*Note that this is an approximate/representative distribution of customers by job title; these are not actuals

Domestic and international location distribution is detailed in Exhibit H: IT Customer by Location.

2.1.2 ITA Service Locations

In addition to its Washington, D.C. Headquarters location, ITA has approximately 106 different U.S. domestic locations, and 118 offices in 76 countries (plus two international markets: Taiwan and Hong Kong). A full list of service locations is included in Exhibit H: IT Customer by Location.

2.1.3 Current Configuration of the CSC and User Adoption teams Currently, the Customer Support Center is led by a government Manager and comprised of a team of contractor staff that perform Tier I and Tier II IT support. The Contractor team is made up of Help Desk technicians and desktop support technicians – all of whom are onsite at ITA’s headquarters location. End users access desktop support by first contacting the Tier I service desk. If the Tier I service desk is unable to resolve the issue remotely, the service desk will escalate the call to the Tier II deskside technicians.

The CSC is part of a larger Directorate within TSI called the Customer Success Directorate. The Director of Customer Success leads this group, and directly reports to the Deputy CIO and CIO.

In addition to providing IT Tier I and Tier II support, the Customer Success Directorate is responsible for training end users on how to use technology – both new and existing - and ensuring adequate user adoption of new and existing technologies. Apart from the Director, and the Manager of the CSC, the Customer Success team consists of 4 full time government employees that serve as primary customer relationship managers with the various ITA business units and ensure alignment between ITA business unit objectives and IT plans. In addition, these Customer Success managers serve as project managers for application development and configuration projects; and they lead communications, training and user adoption efforts for various projects.

The Government owns equipment and software that is currently used by the Customer Support Center. This includes a PC with operating system, Information Technology Service

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Management (ITSM) system (currently ServiceNow); a Cisco phone system (ACD); Skype for remote access; and mobile devices. The assignment and use of this equipment and software will transfer to the Contractor that is awarded this procurement.

2.1.4 Current CSC Performance

The Customer Support Center has a robust set of performance metrics / Service Level Agreements (SLAs) that guide their performance. Exhibit K: Historical CSC Performance contains data on current and historical performance levels for the key metrics.

The CSC currently has very high customer satisfaction scores, which are derived from surveys sent to clients from within the ITSM system when each ticket is closed. In 2018, ITA end users rated the CSC as “excellent” – the highest possible rating – on average 85% of the time; and either “excellent” or “good” on average 96% of the time for overall service experience. See results of other factors detailed in Exhibit K: Historical CSC Performance.

In 2018, the CSC handled a total of 46,181 tickets, for an average of 3,848 tickets a month. The ticket count varied from a low of 2,831 in December to a high of 4,382 in August. The 2018 distribution of tickets between Incidents and Requests, and the number of Incidents/Requests handled by day of the week, can be seen in the following graphs:

2018 Incidents/Requests by Method of Contact, by Day of the Week Sunday Monday Tuesday Wednesday Thursday Friday Saturday Email 56 438 402 427 482 269 11 Fax 1 2 1 2 2 1 0 Phone 1012 8174 8750 7776 7744 6648 577 Self Service

1 45 32 46 32 25 1

Skype 0 6 9 4 8 6 0 Voicemail 1 39 32 45 16 31 2 Walk in 0 4 6 9 3 7 0

Note that while walk-ins are not a currently advertised service, ITA end-users do visit the physical offices of the CSC and walk in to request service for both requests and incidents. The CSC does not turn away any ITA end-users, regardless of the way they contact the CSC. If the

Ja n

Fe b

M ar Ap r

M ay Ju n Ju l

Au g

Se p

O ct

N ov De c

2018 Ticket Distribution (Incidents vs. Requests)

Incidents Requests

10000

Sun Mon Tues Wed Thurs Fri Sat

Incidents/Requests by Day of Week 2018

7 | P a g e offeror has alternative cost-effective approaches to offering walk-in or walk-up service (e.g.

open hours, a formal window) the Government is open to different approaches.

The average number of calls over 3-hour periods, by day of the week, is presented here:

This data represents a 12-month period from April 2018 to April 2019; April – Dec 2018 is in blue, while January – Apr 2019 is in orange. Note that the majority of International Trade Administration domestic staff (in Washington D.C. and U.S. locations) were furloughed as part of the U.S. Government shutdown from December 22, 2018 to January 25, 2019.

Requests: The CSC handled 24,138 requests in 2018; approximately 50% of those requests were resolved by groups outside the CSC (e.g. Application Development, Operations/Infrastructure, etc.) A description of the kind of work activities that are undertaken by Tier I and Tier II support when servicing requests is included in Section 5. Performance Requirements. Please note that approximately 6,000 tickets per year are password resets and we expect password reset requests to be largely eliminated early in Fiscal Year 2020 because we are introducing self-service for password resets. There is also a project to fully deploy smart cards across the enterprise, and that, combined with the implementation of a password randomization system, should almost entirely eliminate the use of passwords once it is fully deployed.

Incidents: The CSC handled 12, 861 incidents in 2018; approximately 40% of those incidents were resolved by groups outside of the CSC (e.g. Application Development, Operations/Infrastructure, etc.). These include break/fix or work stoppages and they are grouped into the following major categories. A description of the kind of work activities that are undertaken by Tier I and Tier II support when servicing incidents is included in Section 5.

Performance Requirements.

Examples of the types of incidents in each major category are:

• Core Applications: MS Suite; MS Outlook, Office 365, Lotus Notes, Adobe DC, MS Excel

• Hardware: desktops, laptops, printer/scanners, copiers, Surface Pro 3’s and 4’s, and workstations

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• Account Administration: new user requests, user changes, user/account deletions, access to drives, PIV card assistance, group memberships

• Virtual Network: SafeNet, Cisco AnyConnect, Citrix

• Mobile Device: iPhone and iPad support currently; other devices may be supported in the future

• Other: Security: Web/Filtering, App Whitelisting, Malware, Phishing; Network:

connectivity, shared drives

The approximate distribution of these major categories of incidents follows. These are approximate averages across the six-month period July 2018 – December 2018.

NOTE: TSI is in the midst of a modernization effort to replace legacy applications by Q1 2021.

Lotus Notes will be retired.

28%

21%

14%

7%

6%

23%

Incident Category Distribution

Core Applications Hardware

Account Administration Virtual Network

Mobile Device Other

Ticket Count by Standard Configuration Element

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2.1.5 Current Hardware and Software

The Standard User Applications are detailed in Appendix E: Standard User Applications. The Contractor installs and reinstalls those products, troubleshoots and assists the end-user with access or other basic requests.

2.1.6 Current Projects

The ITA currently has several Current Projects planned or in progress that will require service desk and desktop support when completed. A list of these Current Projects is included in Exhibit J: ITA TSI Current and Future Projects. At the conclusion of these projects, when the result of the projects enters production, they will need to be supported by the Contractor by providing Tier I and Tier II support, as described in Section 5. Performance Requirements.

3 Scope The objective of this PWS is to acquire support to provide customer support services to assist ITA’s TSI in the following areas: 24x7 multi-modal IT Help Desk support; IT desktop support;

and Training and User Adoption support. The PWS outlines services that shall be proposed as Firm Fixed Price (FFP) and optional services as Time & Materials, specified below in Section 5:

Performance Requirements.

Underlying Objectives:

1. Meet or exceed current CSC performance ratings (satisfaction and SLAs).

2. Increase the number of ITA end-users that leverage Self-service to find answers to their questions, report their incidents, make requests, and get status on open items with the goal of enabling faster resolutions and reduce support costs.

3. Deliver seamless customer service. The TSI team should appear as “one team” to the end-user, regardless of contractor company affiliation.

4. Improve Problem Management processes: to identify and address root causes of technical problems early, in collaboration with other TSI units, before they become trends.

5. Service Desk Cost and operational efficiency: Ensure that we are deploying customer service dollars wisely. Consider location of the help desk/support staff as well as integration of automated tools to reduce staffing costs. The offeror may propose that Tier I support is provided either onsite or offsite

6. Implement knowledge management tools for use by support staff, as well as customers.

7. Increase user adoption of current applications and productivity tools. Build a user adoption program that results in delivery of more value to customers for deployed technology.

4 Directives and Policies Below is a non-exclusive list of the current policies, procedures, standards and regulatory compliance requirements with which IT Customer Support Services must comply. Additional policies, procedures, standards, laws, or guidance may be added as new applicable measures are passed or enforced.

• ITA Rules of Behavior*

• Federal Information Security Modernization Act of 2014

• OMB Memorandum, M-15-13, Policy to require secure connections across federal websites and web services

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• ITIL v4

*Document included in Exhibit L: ITA Rules of Behavior

5 Performance Requirements The Contractor shall perform all service functions using the ITIL framework. This section describes the specific requirements to perform the work regarding help desk, deskside support, training and user adoption.

5.1 General Contract Requirements

The Contractor shall meet the following general requirements:

1. Language: English is the required language for performance of all services under this

PWS.

2. Compliance: Comply with all established TSI policies.

3. Security Clearance: Provide staff that meet the minimum-security clearance requirements.

4. Adhoc Status Meetings: Attend progress meetings requested by the contracting activity or task order administration. The Contracting Officer, Contracting Officer’s Representative (COR), and other Government personnel, as appropriate, may meet periodically with the Contractor to review the Contractor's performance. At these meetings the CO will apprise the Contractor of how the government views the Contractor's performance and the Contractor will apprise the Government of problems, if any, being experienced. Appropriate action shall be taken to resolve outstanding issues.

5. Service Delivery Management & Tracking: The Contractor shall manage and track all Service Delivery activities throughout the lifecycle using the established automated ITSM system to include knowledge, Incidents, Service Requests and Problems (i.e. end-user service requests, incidents, inquiries and problem notifications). In addition, the Contractor shall implement ITIL v4 Framework for all work performed under this PWS.

5.2 Management Requirements

The Contractor shall meet the following management requirements.

5.2.1 Management Oversight

Provide an on-site management structure to provide daily supervision of on-site/offsite staff and to liaise with TSI Leadership. The contractor will be available to give direction and resolve operational issues during Washington DC standard business hours.

5.2.2 Key Personnel Qualifications

Certain skilled experience professional and technical personnel are essential for accomplishing the work to be performed. These individuals are defined as “Key Personnel” and their resumes shall be submitted and marked as “Key Personnel.” The Contractor shall assign qualified personnel with specific education, training, certification, and/or licensure to provide the services as denoted in the PWS.

The following labor categories are considered key personnel:

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Project Manager (Technical Manager/Leader I): The Contractor shall identify a Project Manager (PM) to serve as the Government’s primary point-of-contact and to provide overall leadership and guidance for all Contractor personnel assigned to the Contract. The PM is ultimately responsible for the quality and efficiency all work to include both technical issues and business processes. This individual shall have the ultimate authority to commit the Contractor’s organization and make decisions for the Contractor’s organization in response to Government issues, concerns, or problems. The PM shall be readily available to respond to Government questions, concerns, and comments, as well as be proactive in alerting the Government to potential contractual or programmatic issues. It is required that the PM be PMP certified.

It is desired that the PM has the following experience as a Project Manager:

a. Demonstrated experience managing and supervising employees in labor categories and with skills applicability to projects similar in size and scope as referenced in this PWS.

b. Demonstrated experience managing a customer support center project and desktop support project similar to this requirement, to include:

• Supporting national and international users

• Providing remote assistance

• Responding to incidents

• Supporting PCs (laptops, desktops and workstations)

• Integrating, configuring, and installing equipment

• Trouble shooting and resolving incidents related to PC configurations

• Supporting operations 24 x7

• 3rd party hardware maintenance service and procedures

• Implementing and monitoring quality performance metrics to measure the performance of Support Center services

• Complying with industry accepted standards, FTS standards, and user standards, e.g.

HDI and PMI quality assurance concepts and guidelines

• Supporting networking and network-based software applications

c. Demonstrated knowledge of commercial hardware and software.

d. Demonstrated ability for oral and written communication with the highest levels of management including conducting presentations.

e. Demonstrated experience managing Fixed Price type contracts.

On-Site PM Tech Lead (Systems Analyst V): It is required that the On-Site PM be HDI certified or have Support Management Training and Certification from The Resource Center for Customer Service Professionals, LLC.

It is desired that the On-Site PM has the following experience.:

a. Demonstrated experience managing and supervising employees in labor categories and with skills applicable to customer support center projects similar in size and scope as referenced in this PWS.

b. Demonstrated experience managing a customer support center environment similar to this requirement, to include:

• Supporting national and international users

• Providing remote assistance

• Responding to incidents

• Integrating, configuring, and installing PCs and printers

• Trouble shooting and resolving incidents related to PC configurations

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• 3rd party hardware maintenance service and procedures

• Implementing and monitoring quality performance metrics to measure the performance of Support Center services

• Complying with industry accepted standards, FTS standards, and user standards, e.g.

HDI and PMI quality assurance concepts and guidelines

• Supporting networking and network-based software applications

c. Demonstrated knowledge of commercial hardware and software.

d. Demonstrated ability for oral and written communication with management including conducting presentation.

e. Certifications as follows:

• ITIL Foundation

• Microsoft Certified Desktop Support Technician (MCDST)

• CompTIA A+® Certification

• Dell Desktop and Notebook Configuration and Troubleshooting (DNT) Accreditation

Infrastructure Engineering Lead (System Analyst V): It is required that the Infrastructure Engineering Lead be HDI Certified or have Support Management Training and Certification from The Resource Center for Customer Service Professionals, LLC.

It is desirable that the Infrastructure Engineering Lead has the following experience:

a. Demonstrated experience leading employees in labor categories and with skills applicable to customer support center projects similar in size and scope as referenced in this PWS.

b. Demonstrated experience providing customer support in a similar environment to this requirement, to include:

• Supporting local users

• Providing remote assistance

• Responding to incidents

• Integrating, configuring, and installing PCs and printers

• Trouble shooting and resolving incidents related to PC configurations

• 3rd party hardware maintenance service and procedures

• Complying with industry accepted standards, FTS standards, and user standards, e.g.

HDI and PMI quality assurance concepts and guidelines

• Supporting networking and network-based software applications

c. Demonstrated knowledge of commercial hardware and software.

d. Certifications as follows:

• Microsoft Certified Desktop Support Technician (MCDST)

• CompTIA A+® Certification

• Dell Desktop and Notebook Configuration and Troubleshooting (DNT) Accreditation

5.2.3 Project Kickoff Meeting and Agenda

The Contractor shall schedule and coordinate a Project Kick-Off Meeting at the Government’s site. At a minimum, the attendees shall include key Contractor personnel, key Government personnel, and the COR. At a minimum the Contractor shall discuss the following:

a. Schedule

b. Performance metrics, to include methods and schedule for achieving them

c. Security requirements

d. Government-furnished information

e. Monthly meeting dates

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f. Points of contact

g. Roles and responsibilities

h. Task order transitioning process and timeframes

i. Prioritization of Contractor activities

j. Quality surveillance

k. Government furnished information

The Contractor shall prepare and deliver a Project Kick-off Agenda that includes at a minimum the above referenced items. The Contractor shall prepare and deliver a Project Kick-off Meeting Report that documents the results of the meeting.

5.2.4 Transition In Plan (TIP)

The Contractor shall transition all services without interruption to fully support within 60 calendar days of Project Start. As part of the transition effort, the Contractor shall develop a Transition-in Plan. Transition activities shall ensure minimum disruption to vital Government business and shall be in accordance with the approved Transition-in Plan. The Contractor shall ensure that there will be no service degradation during and after transition. The Transition Plan must contain an outline of the pre-requisites to enable the Contractor to meet the established SLAs with a proposed schedule of implementation, including milestones. The Contractor shall provide a status on the Transition-In efforts at the kick-off meeting.

The Contractor shall develop and deliver the first Transition In Plan that is based on the Contractor’s proposal. The Contractor shall provide Tip Updates as changes occur, but at least monthly. At a minimum this TIP shall include:

a. As appropriate to the type of work and at the discretion of the Government, all technical activities (including documentation development) identified and organized in a Work Breakdown Structure (WBS) at a level of detail sufficient for the Contractor to manage the work at no less than at a week by week basis. At a minimum, the WBS shall be broken down at the CLIN level. The Contractor shall prepare the WBS in Microsoft Project.

b. Action Item Log.

c. A Gantt chart which contains activities and milestones pertinent to the Contractor’s completion of the technical activities.

d. All standards followed in support of these requirements.

e. Description and expected result of each WBS level or milestone in the task order

Management Plan.

f. An estimate of the duration and level of effort (by labor category) for all elements of the

WBS.

g. A matrix of all deliverables, their version/release, and planned delivery dates. The

Contractor shall provide a schedule for deliverables that allows sufficient time for Government review.

h. Status of current and planned initiatives and programs.

i. Task dependencies and interrelationships.

j. Project organization.

k. Contractor organizational structure.

l. Process management and controls.

m. Any unique hardware and software utilized by the Contractor.

n. A report at the service level of progress towards all SLAs and status of customer satisfaction.

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The Contractor shall also reconcile within the Monthly Status Report (MSR) the above Contractor-provided information with each invoice such that they can be matched month by month.

5.2.5 Problem Notification Reports

The Contractor shall be responsible for bringing to the attention of the COR and the ITA Technical Point Of Contact (TPOC) any problems or potential problems in performing assigned tasks within 24 hours of the problem occurring. After verbal notification, a written Problem Notification Report (PNR) shall be submitted within three working days after identification of the problem.

5.2.6 Monthly Status Meeting and Report

The Contractor shall provide a Monthly Status Meeting and written report that covers the following at a minimum:

a. Current task order financial status

b. Progress toward milestones/deliverables

c. Changes in support during the period

d. Issues and risks

e. Status towards performance metrics

f. Staffing distribution by task and special project and any change since the previous reporting period

g. Problem Notification Report (PNR) and action item status

5.2.7 Fiscal Year Annual Performance Report

The Contractor shall provide a Fiscal Year Annual Performance Report that summarizes and reports on the annualized data and information presented in the MSRs. The Contractor shall provide at a minimum the following information:

a. Annual report of SLAs, showing actuals and trends throughout the year.

b. Annual data compiled to show distribution of tickets and calls by day of week, hour of the day, with data on Federal holiday usage, showing actuals and trends throughout the year.

c. Detailed report of customer satisfaction, demonstrating yearly averages of responses for each survey question asked of ITA end-users. This shall include analysis of free-form text data written by end-users in the surveys.

d. Deliverable status

e. Report of all PNRs from the year with status

f. Report of training efforts conducted during the year with results, including number of trainings conducted with the delivery method, number of end-users trained, and a report of any evaluations and customer satisfaction data.

g. Report of user adoption efforts completed during the year or underway, including at a minimum a description of all user adoption projects and the status of them, the number of affected end-users, and a report of any evaluations and customer satisfaction data.

5.2.8 Transition-Out Report

The Contractor shall submit a Transition-Out Report sixty days prior to the completion of this contract. The Contractor shall maintain up-to-date records of all work results, developments, and accomplishments for the preparation of the report. The Transition-Out Report shall include references and locations for all documentation, processes, techniques, models, studies, code and procedures developed under this task order.

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5.2.9 Ad-hoc Reports

The Contractor shall provide ad hoc reports to the government upon request within 3 hours of request or an agreed upon later deliverable schedule.

5.2.10 Weekly Support Status Meeting and Report

The Contractor shall provide a weekly written report detailing the status of open support and problem tickets. The report shall be presented/discussed with the government help desk manager weekly.

5.3 Annual Innovation Report

The Contractor will propose a strategy and plan to reduce manual processes and automate workflows to decrease costs and increase customer satisfaction through improved communication and reduced response and resolution times for incidents and requests. The report shall include details of the strategy and proposed implementation plan. The report shall also include status and performance metrics of innovations previously implemented.

5.4 Customer Support Center Manual

The Contractor shall create, maintain and update documentation on established procedures and processes; and compile and provide these in a Customer Support Center Manual each year no later than January 15. In addition to procedures and policies, the Customer Support Center Manual shall include at a minimum all Standard Operating Procedures (SOPs), Service Level Agreements (SLAs), Problem Management processes and procedures, and a list of all relevant TSI Policies that affect end-users. The manual should contain resolution scripts for the 20 most common customer problems, which should be updated monthly. The audience for the Customer Support Center Manual is the ITA end-user community; the Contractor shall consider that and write the manual using plain language.

5.5 Tier I Customer Support – Help Desk Services

The Contractor shall:

1. Maintain the Customer Support Center (CSC) Help Desk in ITA’s Washington, D.C.

location to include management of all systems and equipment used to implement and run the service desk. Note: If the Contractor is proposing an offsite help desk, this also includes facilities and connectivity.

2. Provide Tier I service 24 hours a day, 7 days a week, including Federal holidays. On Federal holidays or during other occasions when the Federal Government physical offices are closed (e.g. inclement weather, Presidential Proclamation, etc.), the Contractor shall work remotely to offer Tier I 24x7 support.

3. Provide adequately trained Service Desk agents to staff the CSC.

4. Meet the established SLAs and targets when responding to incidents, service requests, and tasks. Reference the ITA CSC Incident Priority Table and meet the timeframes listed in the table when responding to incidents.

o SLAs and the ITA CSC Incident Priority Table are available in Exhibit C: IT Customer Support Center SLAs.

5. Manage all incidents and service requests received via walk-in, telephone, voicemail, email, portal, instant messenger, and other approved contact methods.

6. Resolve service requests for Tier I supported services to include (but not limited to):

• Password resets for Windows accounts, Lotus Notes accounts, and ITA’s custom built eMenu platform.

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• Personal Identification Number (PIN) resets for Government-provided mobile devices

• Password resets/account unlocks for database applications

• SafeNet Setup, PIN resets, and assisting with connection problems

• Remote troubleshooting of user-specific issues.

a. If remote troubleshooting fails to resolve the issue, the Contractor shall escalate the issue.

• Provide support for ITA’s standard configuration, listed in Exhibit E: Standard User Applications. NOTE: The Contractor will have basic knowledge of all of these apps to be able to conduct troubleshooting.

• For basic configuration listed in Exhibit E: Standard User Applications, the Contractor shall resolve “how to” questions on basic features and functions of productivity tools and provide basic usage instruction and assistance. NOTE: The Contractor will have basic knowledge of all of the productivity tools.

• Provide support for supported software, which includes:

a. Install pre-packaged software.

b. For Standard Configuration software, provide basic usage instruction and assistance.

c. Escalate all other requests for assistance with supported software to the appropriate team for additional support.

• Provide support for supported hardware, which includes:

a. Install pre-packaged software or drivers required for access to the hardware.

b. Escalate all other requests for assistance with supported hardware to the appropriate team for additional support.

• Create unblock requests for websites

• Creation/management of shared mailboxes and distribution lists

• PC/laptop/tablet/mobile devices configuration, PC/laptop/tablet/mobile devices troubleshooting, and PC/laptop/tablet/mobile devices maintenance

• TSI-approved operating systems

• Basic triage and troubleshooting for mobile telephones and smart devices. The

Contractor shall provide support and instructions for how to set up and configure mobile devices to enable Outlook O365, Salesforce, MobilePass and other apps that are identified by the TPOC.

7. Grant access to file shares

8. Re-install pre-packaged software after attempting basic troubleshooting when a user is having trouble accessing supported software.

9. New Active Directory (AD) account provisioning, including mailbox-related items

10. Deactivation/Deletion of Active Directory accounts for departed users

11. Provide accurate and timely troubleshooting, assistance, and task routing and dispatching to appropriate service personnel or groups outside of the CSC through the IT Service Management system as well as through phone or email, if necessary.

12. Identify Incidents, resolve incidents if possible, and escalate Incidents to Tier II as appropriate.

13. Manage resolution of Incidents and close Incidents when resolved.

14. Manage the Root Cause Analysis (RCA) process on recurring Incidents and provide

RCA reporting within the time specified.

15. Implement Problem Management processes and procedures.

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16. Provide VIP Support Service as requested/necessary to the approximately 100 VIP end-users in ITA. VIP Support Service is a higher level of individualized customer service and “hand holding” than is expected for much of the customer base.

17. If the Contractor becomes aware of a system outage of something outside the scope of the Help Desk to resolve, including but not limited to the Department of Commerce’s provided services, the Contractor shall notify the appropriate escalation parties using a list to be provided and maintained by the Government.

18. Assist customers who have called the wrong Help Desk by referring them to the proper Help Desk, using a list to be provided and maintained by the Government.

19. Populate and reference the IT Service Management Knowledge Management module provided by the Government for use by CSC staff; other TSI staff, including other Contractors; and ITA end-users.

20. Develop and maintain SOPs for use by CSC staff to facilitate rapid and consistent responses.

21. Propose and implement a strategy to increase the number of ITA end-users that leverage self-service options to find answers to their questions, report their incidents, make requests, and get status on open items such that phone requests are reduced by 20% from the current levels (not including password reset requests) by the end of fiscal year 2020.

5.6 Tier II Customer Support – Desktop Support Services

The Contractor shall:

1. Provide Tier II service to end-users in ITA’s Washington, D.C. location Monday through Friday from 7AM to 6PM Eastern time excluding Federal holidays. Any deskside dispatches that come in outside of deskside business hours will be worked starting at 7AM the next business day.

2. Provide deskside support at employees’ homes in the Washington, DC metro area (rarely, on occasion) if approved by the government. SLAs will not apply for home support.

3. Provide personnel support for Walk-ins,

4. Provide personnel, supervision, and transportation needed to perform this requirement.

5. Meet the established SLAs and targets when responding to incidents, service requests, and tasks. Reference the ITA CSC Incident Priority Table and meet the timeframes listed in the table when responding to incidents.

o SLAs and the ITA CSC Incident Priority Table are available in Exhibit C: IT Customer Support Center SLAs.

6. Resolve incidents and service requests for Tier II supported services including (but not limited to):

o Provide deskside support for any end-user where a ticket has been dispatched from the Tier I Service Desk.

o Resolve configuration and troubleshooting requests. This includes PC/laptop/tablet/mobile device configuration, PC/laptop/tablet/mobile device troubleshooting, and PC/laptop/tablet/mobile device maintenance, support for custom software, and software support for COTS packages.

o Advanced troubleshooting for software and applications The Contractor shall first perform advanced troubleshooting utilizing elevated administrative rights prior to routing to the appropriate Application Support team through the ticketing system and, if necessary, through phone or email to minimize customer wait time and interaction.

18 | P a g e o Configure and install all types of technology equipment and software. Key technologies, as well as a Hardware and Software baseline, are listed in Exhibits E, F, and G.

o Image/reimage devices to include computers, tablets and mobile devices.

o Stage devices (mobile devices, tablets and computers) in preparation for deploying them to the users. Staging will include:

a. Install OS

b. Provision mobile devices and tablets from beginning to end

c. Reimage computers to include desktops, laptops and tablets

d. Remove old account names from AD/SCCM/DNS

e. Rename computer (currently using user’s account name)

f. Join Domain

g. Install software for individual users according to their needs, to be supplied in a ticket.

h. Profile all imaged and reimaged laptops and tablets to cache credentials

7. Provide break/fix support for government provided end-user computer devices, including desktop computers, laptops, tablets, mobile devices.

8. Deploy and retrieve end-user devices; when deploying new devices, include a brief tutorial to familiarize the user with the device.

9. Install specialty, supported software which is not packaged in SCCM (software installed in small quantities).

10. Move existing equipment to new locations.

11. Add new accessories, memory or processor upgrades to existing equipment.

12. Make changes to existing configurations.

13. Provide basic assistance getting supported hardware connected to end-user devices.

14. Remove devices from the network as directed by the Government

15. Report lost government-issued IT assets

16. Order parts to repair hardware, with prior written approval from the government. Parts shall be invoiced to the government monthly as a cost reimbursable ODC on the contractor’s invoice

17. Dispatch deskside technicians to assess issues and diagnose problems with printers.

The Contractor shall forward issues to the vendor as appropriate.

18. Configure and install network printers.

19. For cases where the government has a maintenance agreement with a hardware vendor or hardware is under warranty, the contractor shall be the primary interface with the vendors. The contractor shall troubleshoot problems in conjunction with vendor, arrange appointment for vendors if the vendor must come on site, and shall escort the vendor during repairs.

20. Provide Audio/Visual support for two conference rooms in ITA’s Washington DC.

Headquarters location. This shall include making sure the devices in the room (PC, screens, connectivity) are tested and configured properly for the user’s specific use case.

21. Provide support and services including triage and troubleshooting desktop networking components, i.e. verifying NIC setting and signal from wall outlet.

22. Verify asset inventory by scanning asset barcodes every time the Contractor woks on a physical asset.

o Asset scanning device will be provided by the Government.

23. Provide dedicated “walk-up” support services for planned user adoption drives and other activities (e.g., PIV card function, smart phone problems and other hardware related

19 | P a g e malfunctions) requiring the customer’s physical presence at the Customer Support Center.

5.7 Tier II Customer Support – CONUS Outside of DC (Optional Time & Materials) The contractor shall provide Tier II customer support as prescribed in Section 5.6 – Tier II Customer Support – deskside services in St. Louis, MO. The Contractor shall provide user adoption support to ITA employees in U.S. domestic locations outside of Washington D.C. on an as-needed basis.

5.8 Tier II Customer Support – OCONUS (Optional Time & Materials) The contractor shall provide Tier II customer support as prescribed in Section 5.6 – Tier II Customer Support – deskside services in ITA’s China offices, based in Beijing, China. The Contractor shall also provide support user adoption activities for ITA employees in those offices.

5.9 Training and User Adoption Support (Optional Time and Materials) The Contractor shall (on a Time and Materials basis) provide training and user adoption support services to end-users in all ITA’s locations. These services may be required at any time of day;

24 hours a day, 7 days a week, given ITA’s international footprint across many time zones.

Personnel shall be based in Washington DC. These services are not required on Federal holidays. This time and materials task may require the Contractor personnel to travel to various ITA office locations.

5.9.1 Training Support

5.9.1.1 Training Services

The Contractor shall develop curriculum and deliver a set of training courses and materials that support the training needs identified by the Government. The delivery method of the training will vary depending on situation and need and could be in-person or remote (web-based training, computer-based training, etc.) to facilitate 24x7 availability. Standard working hours are 8AM – 6PM Eastern; there may be times that projects require work outside of standard hours.

Following are examples of the types of classes that shall be delivered. This list is not exhaustive:

1. Basic training on platforms in use for everyday operations (currently MS Office, Salesforce), custom applications and general office system training, including security awareness for newly hired ITA employees, and refresher courses for all ITA users.

2. Advanced training on O365, Salesforce, and custom applications and other special requests from customers.

3. Individual deskside, classroom or virtual training sessions requested by customers on various supported technologies (usually VIP customers).

4. Support Staff Training to update or refresh knowledge of the IT staff on processes and new technologies

5. Provide guidance and procedures for implementing an effective train-the-trainer program.

The Contractor shall provide 2 staff (with an option to surge) that will perform the duties outlined in the training section.

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5.9.1.2 Training Administration Services

The Contractor shall:

1. Update and maintain an internal (currently SharePoint) Learning and Development site aimed at informing ITA employees about training and user adoption offerings and opportunities. Should include training calendar for course offerings; a library of online offerings; links to vendor/Platform resources, and other key contact information.

2. Track and monitor customer satisfaction with training products. The Contractor shall send customer satisfaction surveys to training participants, and report on ratings as part of the Monthly Performance and Progress Report.

3. Develop and maintain all training materials, guides, job aids, on-line help, and knowledge articles for end users and support staff.

4. Develop and maintain documented training processes.

5. Track training services requests in ITSM tool(s).

6. Develop curriculum and training materials for new courses approved by the Government

TPOC.

7. Assist in testing and troubleshooting planned new or changing services.

8. Escalate product or service issues discovered to the Service Desk.

5.9.2 User Adoption Support

Standard

Standard working hours are 8AM – 6PM Eastern; there may be times that projects require work outside of standard hours.

5.9.2.1 User Adoption Services

The Contractor shall:

o Provide 2 staff (with an option to surge) that will perform the duties outlined in the user adoption section. Immediate user adoption projects will include Salesforce CRM Lightning user adoption and O365 SharePoint user adoption.

o Develop user adoption plans to support major application/technology roll-outs and change management efforts, to be determined by the Government. This will include key enterprise-wide Application Development projects (newly developed and operations/maintenance). In developing these user adoption plans, the Contractor shall:

Follow a change management model or framework (e.g. Prosci’s

ADKAR)

Include numerous and varied user adoption strategies and tactics Leverage best practices and strategies for supporting an international user community that is multi-cultural, multi-lingual, crosses many geographical time-zones, etc.

Develop a user adoption evaluation plan.

Establish metrics and document baseline metrics at the beginning of a

User Adoption effort to accompany a product/service/software/app launch; and throughout the effort at 3 months post-launch; 6 months post-launch; 12 months post-launch; and 24 months post-launch.

Identify recommended roles and number of personnel needed for each user adoption effort, scaled to the effort’s size and priority (Priority to be determined by the Government.)

21 | P a g e o Conduct customer focus groups/listening sessions as needed to gauge barriers to user adoption.

o Conduct in person and/or remote education and training sessions as part of the overall user adoption effort.

o Communicate with end-users by using multi-modal and varied communications channels and tools as part of the user adoption effort, including but not limited to WalkMe, Camtasia, Adobe Captivate, Salesforce Chatter, MS O365 and SharePoint features.

o Develop collateral, marketing materials, emails, and other communications to inform the end-user community about the user adoption efforts.

6 Deliverables The contractor shall provide deliverables as described below:

6.1 Due Dates for Deliverables

*Reports should be automated within the ITSM tool by end of FY20

Deliverable Frequency

# of Copies Medium/Format

Submi t To

1. Project Kick Off Meeting

One time; 5 work days after award

N/A In person meeting, at Government’s offices

TM,

COR

2. Project Kick Off Agenda

One time; 3 work days after award

1 electronic copy

Submitted electronically via email

TM,

COR

3. Project Kick Off Report

One time; 5 work days after Project Kick Off Meeting

1 electronic copy

Submitted electronically via email

TM,

COR

4. Transition-In Plan, also known as the Project Management Plan (PMP)

One time; 3 work days after task order award

1 electronic copy

Submitted electronically via email

TM,

COR

5. PMP Updates Weekly 1 electronic copy

Submitted electronically in both MS Office original/editable format (.docx, .xlsx, .pptx etc.) and .pdf…