DRAFT PWS Agile Professional Services.pdf

PWS-2025-036

14 January 2026

Version 1.2

Performance Work Statement

For

Volume I - Commercial Acquisition of Services for Training and Testing (CASTT) and Volume II - Headquarters (HQ) Staff Support For Acquisition Of Services For

Simulation, Training, Test And Threat

U.S. Army Capability Program Executive for Simulation, Training and Instrumentation (CPE STRI)

12211 Science Drive Orlando, FL 32826-3276

DISTRIBUTION STATEMENT C. Distribution authorized to U.S. Government (USG) agencies and their Contractors, Administrative or Operational, 14 January 2026. Other requests for this document shall be referred to the Capability Program Executive for Simulation, Training and Instrumentation (CPE STRI), SFAE-STR, 12211 Science Drive, Orlando, FL 32826-3276.

Controlled by: CPE STRI Controlled by: SFAE-STR CUI: Category: PROCURE Distribution Statement: C POC: Christina Bell, 520-671-5964

CUI

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REVISION LOG

Date Version Author Section Revision Description

14 Jan 2026 1.2 All

Combined PWS-2025- 036_HQ_Staff Support for Training, Test and Threat with PWS-2025- 032_CASTT into one PWS

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TABLE OF CONTENTS

Volume I - Commercial Acquisition of Services for Training and Testing (CASTT)

1. INTRODUCTION

1.1. Mission

1.2. Objective

1.3. Scope

1.3.1. Non-Personal Services

1.3.2. Conflicts of Interest

1.4. Background

1.4.1. Project Manager Training Devices (PM TRADE)

1.4.2. Project Manager Synthetic Environment (PM SE)

1.4.3. Project Manager Cyber, Test, and Training (PM CT2)

1.4.4. Project Lead TADSS Support Operations (PL TSO)

1.4.5. Project Lead International Program Office (PL IPO)

1.4.6. Project Lead Enterprise Transformation and Integration (PL ETI)

2. APPLICABLE DOCUMENTS

3. REQUIREMENTS

3.1. Overarching Requirements

3.1.1. Security and Safety

3.1.2. Safeguarding

3.1.3. Badging

3.1.4. Hazardous Duty

3.1.5. Anti-Terrorism (AT) Level 1 and Awareness Training

3.1.6. Cybersecurity/Information Technology (IT) Training

3.1.7. Operational Security (OPSEC) Training

3.1.8. IWATCH Training

3.1.9. Counterintelligence Awareness and Reporting (CIAR)

3.1.10. Synchronized Pre-deployment and Operational Tracker (SPOT)

3.1.11. Army Training Certification Tracking System (ATCTS)

3.1.12. Performance or Delivery in a Foreign Country

3.1.13. Handling or Access to Classified Information

3.1.14. Controlled Unclassified Information (CUI)

3.1.15. USG Directed Travel/Temporary Duty

3.1.16. Military Extraterritorial Jurisdiction Act (MEJA) Compliance

3.1.17. Passports

3.1.18. Licenses

3.1.19. Use of Illegal Substances

3.1.20. Incident Reporting

3.2. Agile Program Management

3.2.1. Agile Framework Implementation

3.2.2. Agile Team Structure

3.2.3. Agile Metrics and Reporting

3.2.4. Agile Tools and Technology

3.2.5. Agile Training and Coaching

3.2.6. Agile Implementation Plan and Management

3.2.7. Agile Maturity Assessment

3.2.8. Key Personnel (Agile Program Manager)

3.2.8.1. Specific Experience Requirements for the Agile Program Manager

3.3. Acquisition Task Areas

3.3.1. Resource and Operations Execution

3.3.2. Risk Management Analysis

3.3.3. Documentation Streamlining

3.3.4. Military Doctrine Analysis

3.3.5. Product Support Execution

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3.3.6. Business Manager Support

3.3.7. Management Process Support

4. Unique Acquisition Task Requirements

4.1. PM TRADE TASK AREAS

4.2. PM SE TASK AREAS

4.3. PM CT2 TASK AREAS

4.3.1. Threat Systems Management Office (TSMO)

4.3.2. Instrumentation Management Office (IMO)

4.3.3. Product Manager Forces Training Systems (PdM FTS)

4.3.4. Product Manager Cyber Resilience and Training (PdM CRT)

4.4. PL TSO Task Areas

4.4.1. Quality Assurance, Monitoring, and Relocations

4.4.2. Knowledge Management

4.4.3. Flight School Support at Fort Rucker. Aviation Training Analysis and Support

4.5. PL IPO Task Areas

4.5.1. FMS Case Development and Management Support

4.5.2. Security Cooperation Support

4.5.3. Acquisition Planning and Execution Support

4.5.4. Export Control and Compliance and International Agreements Support

4.5.5. International Requirements Analysis and Validation

4.5.6. International Testing Support

4.5.7. International Programs Training Requirements

5. Technical Task Areas

5.1. Cloud Administrator

5.2. Cloud Architecting

5.3. Combat Training Center (CTC) Engineering

5.4. Configuration Management Engineering

5.5. Cybersecurity Engineering

5.6. Data Engineering

5.7. DevSecOps Engineering

5.8. Enterprise Architecting

5.9. Geospatial Data Engineering

5.10. Information Systems Security Manager

5.11. Information Systems Security Officer

5.12. Live Collective Aviation Engineering

5.13. Network Engineering

5.14. Process Improvement Engineering

5.15. Requirements Engineering

5.16. Radio Frequency/Communications Engineering

5.17. Safety Engineering

5.18. Software Engineering

5.19. Systems Architecting

5.20. Technology Integration Engineering

5.21. Test Engineering

5.22. Virtual Aviation Engineering

5.23. Visual Engineering

6. TRANSITION IN

7. TRANSITION Out

8. GOVERNMENT-FURNISHED EQUIPMENT AND INFORMATION

Appendix A – Examples: Documentation and Electronic Tools Volume II - Headquarters (HQ) Staff Support for Acquisition of Services for Simulation, Training, Test and Threat

1. Introduction

1.1. Mission

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1.2. Objective

1.3. Scope

1.3.1. Non-Personal Services

1.3.2. Conflict of Interest

1.4. Background

1.4.1. Security Directorate - G2

1.4.2. Operations Directorate - G3

1.4.3. Product Support Directorate - G4

1.4.4. Acquisition Directorate - G5

1.4.5. Chief Information Officer - G6

1.4.6. Business Management Directorate – G8

1.4.7. ACC-Orlando

2. APPLICABLE DOCUMENTS

3. REQUIREMENTS

3.1. Overarching Requirements

3.1.1. Security and Safety

3.1.2. Safeguarding

3.1.3. Access and general protection/security policy and procedures

3.1.3.1. Contractors requiring Common Access Card (CAC)

3.1.3.2. Contractors that do not require CAC, but require access to a DoD facility or installation

3.1.4. Hazardous Duty

3.1.5. Anti-Terrorism (AT) Level 1 and Awareness Training

3.1.6. Information Technology (IT)/Information Assurance (IA) Training and Certification

3.1.7. Operational Security (OPSEC) Training

3.1.8. IWATCH Training

3.1.9. Counterintelligence Awareness and Reporting (CIAR)

3.1.10. Synchronized Pre-deployment and Operational Tracker (SPOT)

3.1.11. Army Training Certification Tracking System (ATCTS)

3.1.12. Performance or Delivery in a Foreign Country

3.1.13. Contractors authorized to accompany the force

3.1.14. Handling or Access to Classified Information

3.1.15. Controlled Unclassified Information (CUI)

3.1.16. Controlled Unclassified Information (CUI) Training

3.1.17. USG Directed Travel/Temporary Duty

3.1.18. Military Extraterritorial Jurisdiction Act (MEJA) Compliance

3.1.19. Passports

3.1.20. Licenses

3.1.21. Use of Illegal Substances

3.1.22. Incident Reporting

3.2. Agile Program Management

3.2.1. Agile Framework Implementation

3.2.2. Agile Team Structure

3.2.3. Agile Metrics and Reporting

3.2.4. Agile Tools and Technology

3.2.5. Agile Training and Coaching

3.2.6. Agile Implementation Plan and Management

3.2.7. Agile Maturity Assessment

3.2.8. Key Personnel (Agile Program Manager)

3.2.8.1. Specific Experience Requirements for the Agile Program Manager

3.3. Acquisition and Enterprise Enabling Task Areas

3.3.1. Plans, Programs and Resourcing

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3.3.2. Enterprise Operations

3.3.3. Management Process Support

4. UNIQUE REQUIREMENTS

4.1. Security Directorate - G2 Task Areas

4.1.1. Stand-Alone Facility (SAF) Security & Access Control Support – Orlando Facilities

4.1.2. Stand-Alone Facility (SAF) Security & Access Control Support – Redstone Arsenal, AL Facilities

4.2. Operations Directorate – G3 Task Areas

4.3. Product Support Directorate – G4 Task Areas

4.3.1. Facilities

4.3.2. Property Book Office (PBO)

4.3.3. Cataloging and Fielding

4.4. Acquisition Directorate – G5 Task Areas

4.5. Chief Information Office – G6

4.6. Business Management Directorate – G8 Task Areas

4.7. ACC-Orlando Task Areas

5. TRANSITION IN

6. TRANSITION OUT

7. GOVERNMENT-FURNISHED EQUIPMENT AND INFORMATION

APPENDIX A – APPLICABLE DOCUMENTS

APPENDIX B - EXAMPLE DELIVERABLES

APPENDIX C – EXAMPLE E-TOOLS AND ARMY SYSTEMS

APPENDIX D – PM/PL PORTFOLIO DESCRIPTION

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VOLUME I - COMMERCIAL ACQUISITION OF SERVICES FOR

TRAINING AND TESTING (CASTT)

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1. INTRODUCTION

1.1. Mission

The Capability Program Executive for Simulation, Training and Instrumentation (CPE STRI) is the Army's premier organization responsible for acquiring, delivering, and maintaining Test, Training, and Threat solutions to support both domestic and international Warfighters. With a portfolio of over 370 products deployed at more than 400 locations worldwide. CPE STRI ensures that statutory and regulatory testing and training requirements are met for Major Defense Acquisition Programs (MDAPs) (Abrams, Bradley, Stryker, Apache, Chinook, Black Hawk, etc.), partner nations, enabling the Combatant Commander’s (COCOMs) and the Army Service Component Commander Theater Engagement Strategy.

CPE STRI operates under a mission to develop, deliver, and sustain cutting-edge capabilities that enhance readiness, interoperability, and operational effectiveness. Its Project Managers (PMs) and Project Leads (PLs) are tasked with driving innovation, ensuring compliance, and adapting to the Army's evolving needs. As the Army transforms to meet emerging threats and modernize its force, CPE STRI is committed to delivering agile solutions that align with the Army's modernization priorities and international security cooperation objectives.

1.2. Objective

This requirement reflects CPE STRI's commitment to transformation by adopting a task-based, outcome-focused, capability-centric, Agile Program Management approach that enables flexibility, responsiveness, and scalability. The contractor will play a critical role in supporting CPE STRI's mission by delivering specific, measurable results that ensure the success of testing, training, and threat capabilities for both domestic and international Warfighters. This is a mindset shift. Focus will be on task completion rather than staffing specific positions. Further, the contractor will provide the acquisition support services that are not resident within CPE STRI’s Government acquisition workforce areas of expertise.

The contractor will need to provide flexibility to surge unique and critical expertise. The intent of this effort is to provide the Government with highly specialized skills not easily sourced or cost effective within organic formations. The contractor will provide flexibility in execution as threats and priorities change. This is critical to the rapid and dynamic nature of the CPE STRI portfolio of systems. This shall provide CPE STRI the capability to adapt to the dynamic and unpredictable nature of multi-domain operations, technical evolutions in testing and training warfighter systems and disciplines.

1.3. Scope

The scope of this Performance Work Statement (PWS) is to define the acquisition support services required by the CPE STRI to effectively plan, execute, and manage a diverse portfolio of Training and Testing Acquisition Programs supporting the Department of War and our Allied Partners. These services are essential to ensure timely, compliant, and mission-aligned procurement activities across CPE STRI’s portfolio and initiatives.

The contractor shall provide focused acquisition support to enable delivery of foreign and domestic training and testing systems in all phases of the acquisition lifecycle, including

14 January 2026 Version 1.2 but not limited to requirements development, market research, acquisition strategy formulation, solicitation preparation, source selection support, contract administration, and closeout activities. Support shall encompass a wide range of contract types and vehicles, including but not limited to firm-fixed-price, cost-reimbursement, indefinite delivery/indefinite quantity (IDIQ), and other hybrid arrangements.

Services shall be tailored and flexible to meet the unique needs of CPE STRI’s evolving mission. The contractor shall ensure that all acquisition support activities are executed in accordance with applicable Federal, Department of War (DoW), and Army acquisition regulations, policies, and best practices.

This effort includes support for both pre-award and post-award activities, and may span multiple program offices, functional areas, and stakeholder groups within CPE STRI. The contractor shall be capable of adapting to evolving mission requirements, emerging acquisition priorities, and dynamic funding environments, while maintaining a high standard of professionalism, responsiveness, and technical competence.

The current offices supported by this PWS include:

• Project Manager Training Devices

• Project Manager Synthetic Environment

• Project Manager Cyber, Test, and Training

• Project Lead TADSS Support Operations

• Project Lead International Programs Office

• Project Lead Enterprise Transformation and Integration

1.3.1. Non-Personal Services

The Government will neither supervise Contractor employees nor control the method by which the Contractor performs the required tasks. Under no circumstances will the Government assign tasks to, or prepare work schedules for, individual Contractor employees. It shall be the responsibility of the Contractor to manage its employees and to guard against any actions that are of the nature of personal services or give the perception of personal services. If the Contractor believes that any actions constitute, or are perceived to constitute personal services, it shall be the Contractor's responsibility to notify the Procuring Contracting Officer (PCO) immediately.

1.3.2. Conflicts of Interest

IAW 48 Code of Federal Regulations (CFR) § 3.104 Procurement Integrity and 48 CFR §

3.1103 Procedures, the Contractor shall require any of their employees participating in source selections to sign a nondisclosure agreement and disclose any potential conflicts of interest.

The Contractor shall ensure its employees do not have individual conflicts of interest as it relates to supporting the specific task order requirements.

Notice Of Potential Future Organizational Conflicts of Interest

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(a) Notice. The Contracting Officer has determined that the Commercial Acquisition of Services for Testing and Training contract award will create a potential organizational conflict of interest (OCI) in the future competition for any CPE STRI or ACC-Orlando requirement other than a follow-on action related to this effort (i.e. SETA III or its replacement). The potential OCI will exist for the prime contractor, any subcontractor, joint venture, or other teammate involved in contract performance. In this case, the Contracting Officer has determined the identified OCI cannot be successfully neutralized or mitigated. Therefore, the contractor and its partners are ineligible to perform as a supplier, a subcontract supplier, or a consultant to a supplier for any other requirement within CPE STRI for the life of the Commercial Acquisition of Services for Testing and Training contract plus one year. This restriction is necessary to avoid unfair competitive advantage or potential bias on other competitions wherein contractor personnel may be utilized to provide support.

(b) Description of Potential Conflict. The contractor will assist in defining requirements, assist in building requirements packages, and assist in proposal evaluations. These actions will cause a conflict if the contractor attempts to submit proposals for requirements where it provided this support. Additionally, the contractor is imbedded with CPE STRI personnel so while not directly tied to a requirement the contractor could still have a conflict if its personnel have been made privy to information about other requirements that provide it with a competitive advantage.

1.4. Background

CPE STRI is transforming. The current organization is defined below for baseline purposes. This requirement is written to allow flexibility for when (not if) the organization changes.

1.4.1. Project Manager Training Devices (PM TRADE)

PM TRADE delivers world class training devices and training support capability to America’s Warfighters. This PWS defines the non-personal program support services for PM TRADE and its subordinate organizations: Product Manager (PdM) Combat Training Instrumentation System (CTIS), PdM Synthetic Training Environment Live Training Systems (PdM STE LTS), PdM Tactical Training Systems (PdM TTS), and Product Director Virtual Training Systems (PD VTS). There are 23 direct mission programs, 21 are post Milestone C and 2 are pre-Milestone B.

PdM CTIS is a Direct Mission funded organization. PdM CTIS develops, fields, and performs acquisition life-cycle management of live combat training instrumentation systems at the three Maneuver Combat Training Centers (CTCs), Home Stations and the Joint PacificMultinational Range Capability (JPMRC) to ensure no Soldier goes into harm's way untrained. PdM CTIS products collect and process training data such as real-time casualty assessments, simulate the Current Operating Environment, facilitate exercise command and control, and provide accurate and timely training feedback to the

14 January 2026 Version 1.2 training units. PdM CTIS products enable seamless integration of Live, Virtual, and Constructive training domains through adherence to Common Training Instrumentation Architecture (CTIA) standards.

PdM CTIS manages the following programs:

• Combat Training Center-Instrumentation System (CTC-IS)

• Joint Pacific Multinational Readiness Capability Instrumentation System (JPMRC-

IS)

• Home Station Instrumentation Training System (HITS)

• Soldier Monitoring System (SMS)

PdM STE - LTS is a Direct Mission and customer funded organization. The PdM now supports missions that focus on the Force-on-Force (FoF) and Live training portions of the Synthetic Training Environment (STE). These programs are designed to enhance the warfighter’s capability to prepare for combat operations allowing training and assessment of individual and collective tasks during FoF and STE operations. PdM STE - LTS collaborates with the warfighter and other System PMs to develop and procure the required training aids, devices, simulators, and simulations (TADSS) supporting their fielded weapon systems. PdM STE - LTS provides life cycle management for all these systems ensuring Soldiers receive the required skills training needed to operate in the theater of operations. PdM STE - LTS supports FoF training capabilities worldwide. In the area of FoF training programs, PdM STE - LTS is the life-cycle manager of Tactical Engagement Simulation Systems (TESS) supporting the Maneuver CTCs, Home Stations, and deployed units in FoF training. These systems are used by every Soldier in the Army in FoF training to hone collective training and individual skills. Additionally, in the areas of STE training programs, PdM STE - LTS manages the new capabilities being developed to add new warfighter training tasks to the live training domain (i.e., mortars, artillery, etc.).

The PdM manages the following programs:

• Live Synthetic Training Environment

• Instrumentable - Multiple Integrated Laser Engagement Systems (I-MILES)

PdM TTS is a Direct Mission and customer funded organization. These programs are designed to train and qualify Soldiers on individual, crew, and collective tasks during Live- Fire training events. These programs provide Moving / Stationary Infantry and Armor Targets (MIT, MAT, SIT and SAT), Battle Effects Systems, thermal field cameras, player units, Information Technology equipment, and After-Action Review systems. PdM TTS provides life cycle management for all these systems ensuring Soldiers receive the required Soldiers skills training needed to operate in the theater of operations.

The PdM manages the following programs:

• Digital Range Training System (DRTS)

• Future Army System of Integrated Targets (FASIT)

• Air Defense Artillery – Targets (ADA – T)

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• Multiple Ground Combat System (GCS) customer programs

PD VTS is 95% customer funded with one program of record. PD VTS provides an array of immersive and innovative virtual training solutions that enable Soldiers to improve their essential skills and save lives. Directly responsible for acquisition management and execution of TADSS mission support programs. Develop virtual training systems for operator, maintenance, driver, and interactive multimedia instruction for the Army, National Guard, and other DoW partners. These immersive training capabilities provide individual to collective level training in support of multi-domain operations.

The PD manages the following programs:

• Basic Equipment Maintenance Trainer

• Family of Maintenance Trainers

• Other

1.4.2. Project Manager Synthetic Environment (PM SE)

PM SE provides Operationally Relevant Constructive and Integrated Simulation Environments for the Warfighter. PM SE acquires, fields, and sustains constructive and virtual simulations used to support the Army's command and staff training requirements.

PM SE is composed of 4 subordinate organizations: PdM Synthetic Warrior Systems (SWS), PdM Common Synthetic Environment (PdM CSE), PD Next Generation Constructive (NGC) and Product Lead (PL) Constructive Simulations Support (CSS). The PM SE portfolio includes future training capability via the Synthetic Training Environment (STE) and current training capability via legacy programs.

The PM SE portfolio consists of the following programs:

PdM SWS

• Reconfigurable Virtual Collective Trainer (RVCT) - STE

• Soldier Virtual Trainer (SVT) - STE

• Games for Training (GFT) - Legacy

PdM CSE

• Training Simulation Software (TSS)/Training Management Tool (TMT) - STE

• One World Terrain (OWT) - STE

PD NGC

• Next Generation Constructive (NGC) - STE

• One Semi Automated Force (OneSAF) - Legacy

PL CSS

• Joint Land Component Constructive Training Capability (JLCCTC) - Legacy

• Battle Command Training Equipment (BCTE) – Legacy

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• Battle Command Training Capability – Equipment Support (BCTC-ES) – Hardware and licenses for JLCCTC user community

• Common Battle Command Simulation Equipment (CBCSE) - Hardware, licenses for software and the oversight of Facilities, Fixtures and Equipment (FFE) across multiple training sites

1.4.3. Project Manager Cyber, Test, and Training (PM CT2)

PM CT2 is dedicated to delivering innovative, secure, and interoperable solutions that enhance the Army's cyber, test, and training capabilities. By integrating advanced technologies, agile acquisition strategies, and lifecycle management, PM CT2 ensures the readiness and superiority of the Warfighter in multi-domain operations.

PM CT2 oversees three subordinate organizations: the Instrumentation Management Office (IMO), Product Manager Forces Training Systems (PdM FTS), and Product Manager Cyber Resilience and Training (PdM CRT).

The Instrumentation Management Office (IMO) acquires and manages test instrumentation for Army test ranges and facilities, ensuring the Army's ability to conduct rigorous developmental and operational testing. IMO serves as the executor of Army-led Office of the Secretary of War Test Resource Management Center (TRMC) Central Test and Evaluation Investment Program (CTEIP) projects and funding. IMO interfaces with Army Test and Evaluation Command (ATEC), OSD TRMC, and other stakeholders to deliver cutting-edge instrumentation solutions that meet the Army's testing needs. IMO supports a wide range of test centers, including White Sands Test Center (WSTC), Aberdeen Test Center (ATC), Redstone Test Center (RTC), Yuma Test Center (YTC), Dugway Proving Ground (DPG), and others. Additionally, IMO provides program management for several science and technology efforts under budget authorities 3 and 4, which capture advanced development and prototyping on behalf of Army and DoW customers.

The Product Manager Forces Training Systems (PdM FTS) provides high-fidelity simulators and simulation systems to the Army, U.S. Special Operations Command (USSOCOM), and Joint forces for training and mission rehearsal. PdM FTS manages programs that enable Soldiers to train on individual, crew, and collective tasks, ensuring readiness for Multi-Domain Operations. Key programs include the Intelligence and Electronic Warfare Tactical Proficiency Trainer (IEWTPT), Special Operations Aviation Training Systems, Opposing Forces Attack Aircraft Shoot-back Capability (OA2SBC), Opposing Forces Mechanized Vehicle Replication (OMVR), Opposing Forces Surrogate Wheeled Vehicle (OSWV), and Threat-Integrated Air Defense System (T-IADS). PdM FTS ensures Soldiers receive the required training to operate effectively in combat environments via real time mission rehearsals and simulations.

The Product Manager Cyber Resilience and Training (PdM CRT) delivers the Persistent Cyber Training Environment (PCTE), a critical platform supporting U.S. Cyber Command

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(USCYBERCOM) and the Department of War Cyberspace Workforce. PCTE enables individual, team, and force-level training, mission rehearsal, and certification exercises, ensuring the readiness and lethality of the Cyberspace Workforce. As part of the Joint Cyber Warfighting Architecture (JCWA), PCTE integrates with other JCWA elements to provide a comprehensive, interoperable cyberspace training capability. PdM CRT supports standardized Joint Cyberspace Operations Forces training while automating and simplifying the training management process.

The Threat Systems Management Office (TSMO) supports Army readiness by providing adaptive threat operations and lifecycle management to enable realistic test, training, and experimentation environments. TSMO plays a critical role in validating threat systems and capabilities for Army Test & Evaluation and supports the development of realistic live-fire environments for defense systems. TSMO’s key functions include supporting Army units with decision advantage capabilities, analyzing publicly available data, and conducting advanced experimentation to address emerging threats. The organization also leads the development, procurement, and validation of threat systems, including electronic warfare, integrated air defense, and ground and aerial systems. In addition, TSMO provides cyber operations support, including specialized teams and tools to enhance security and operational effectiveness. The organization also oversees distributed range operations and provides maintenance, sustainment, and refinement of threat tactics, techniques, and procedures. Through its comprehensive operations and program support, TSMO ensures the effective execution of training and testing environments, contributing to the Army’s modernization and operational readiness.

1.4.4. Project Lead TADSS Support Operations (PL TSO)

The mission of the Project Lead TADSS Support Operations (PL TSO) is to execute the AR 350-38 TADSS Maintenance Program; provide integrated training systems sustainment and selected training services world-wide. PL TSO provides enterprise level Life Cycle Contractor Support (LCCS) across the globe. PL TSO manages a contract that is an enterprise solution providing support to Army Warfighter combat readiness and serves as a comprehensive "One Stop Shop" for training services.

PL TSO Devices Supported:

Devices include, but are not limited to the Close Combat Tactical Trainers (CCTT); Mobile Close Combat Tactical Trainers (MCCTT); Reconfigurable Vehicle Tactical Trainers/Reconfigurable Vehicle Simulator (RVTT/RVS); Aviation Combined Arms Tactical Trainer (AVCATT), Non-Rated Crew Member Manned Module (NCM23), Virtual Clearance Training System (VCTS), Virtual Convoy Operations Trainer (VCOT), and the Reconfigurable Virtual Collective Trainer (RVCT).

The CIS portfolio includes, but is not limited to the Live, Virtual, and Constructive Integrating Architecture (LVC-IA), Constructive Battle Command Simulations Equipment

(CBCSE), IEWTPT.

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Other devices include, but are not limited to the Engagement Skills Trainer (EST) II, Basic Electronic Maintenance Trainer (BEMT), Call For Fire Trainer (CFFT) III, Reconfigurable Table Top Trainer (RT3), Stryker Nuclear, Biological Reconnaissance Vehicle (NBCRV), Avenger Table Top Trainer (AT3), Avenger Institutional Conduct Of Fire Trainer (ICOFT), Anti-Tank Guided Missile (ATGM) Basic Skill Trainer (BST), Chemical Agent Monitor Simulator (CAMSIM), High Mobility Artillery Rocket System (HIMARS) Family of Systems, Improved Moving Target Simulator (IMTS), M270A1 Multiple Launch Rocket System (MLRS) Family of Systems and Stinger Troop Proficiency Trainer (STPT).

CREW portfolio includes, but is not limited to the Aviation Trainers, Transportation (AT), Gunnery, Maintenance and Driver Trainers (GMDT) and Watercraft School TADSS.

LIVE portfolio includes, but is not limited to the Ground TESS and Other TES portfolio which includes I-MILES, Combat Vehicle (CV) TESS, Individual Weapon System (IWS) 2010, Tactical Vehicle System (TVS), Stryker Mobile Gun System (MGS) Precision TESS, Improved Target Acquisition System (ITAS) TES, TES BASE, Government Lost, Damaged/Destroyed (GLD/D), Close Combat Mission Capability Kit (CCMCK), Counter Radio Electronic Warfare, Increment 2 (CREW 2), Improvised Explosive Device Effects Simulator (IEDES), and Common Thru Sight Video – Crew Module Unit Recorder (CTSV- CMUR). The Air TESS/HITS portfolio includes Air-Ground Engagement System (AGES) II, Longbow Apache TESS (LBA TESS), Man Portable Aircraft Survivability Trainer (MAST) (Army and Joint Forces), the Light Utility Helicopter (LUH) TESS, TASS Training Aircraft Survivability Equipment Stimulation Suite (TASS)/Threat Integrated Air Defense Systems (T-IADS), and Homestation Instrumentation Training Systems/Deployable Instrumentation System - Europe (HITS/DIS-E). The Lifesaving portfolio includes Medical Simulation Training Center (MSTC) maintenance, and MSTC Instructor/Operators contract. The Joint Pacific Multinational Readiness Capability – Instrumentation System (JPMRC-IS), Oahu, Hawaii program is a standalone program/portfolio.

CTC/Ranges portfolio includes but is not limited to the CTC program at the three Maneuver Combat Training Centers (MCTCs) – National Training Center (NTC), Ft Irwin, California; Joint Readiness Training Center (JRTC), Ft. Polk, Louisiana; and Joint Multinational Readiness Center (JMRC), Hohenfels, Germany. It also provides training support services for all approved training requirements within the Program Objective Memorandum (POM) guidelines and funding regulations directed by the DA and provides sustainment of After-Action Review (AAR) Tools for the Army Leadership to effectively evaluate the training readiness of their units. The Ranges portion is to provide effective and efficient Life Cycle management to the Department of the Army's Instrumented Ranges, Urban Operation training facilities and Tactical Engagement training devices.

The Ranges and other training facilities under Ranges provide live TADSS training environments and training facilities that are realistic and challenging so that the Warfighter is equipped for all tactical situations.

PL TSO Liaison Representatives (LRs) provide effective, efficient and integrated Live, Virtual and Constructive training services through program management and contract

14 January 2026 Version 1.2 monitoring. The LR provides oversight management, operations, sustainment and support of training aids, devices, simulations and simulators fielded to locations throughout the world.

PL TSO additionally provides support to various external customers to include ARNORTH, JMC, and Aviation Schoolhouse. The Flight School Training Support Services (FSTSS) Contract provides simulation services for the Aviation CoE rotary wing pilot training mission. Under ARNORTH PL TSO manages contracts providing training services in support of Chemical, Biological, Radiological, and Nuclear (CBRN) exercises and Defense Support to Civilian Authorities. Additionally, PL TSO supports United States Army Joint Modernization Command (USAJMC) Strategic Planning Exercise Support.

Finally, PL TSO supports training and training support services for additional customers on an as-needed basis under the Warfighter Training Readiness Support (W-TRS) Enterprise contract.

1.4.5. Project Lead International Program Office (PL IPO)

The CPE STRI International Program Office (IPO) develops, delivers, and sustains training, testing, and information operations capabilities to build partner capacity in support of National Security objectives. The IPO operates as a Security Assistance Management Directorate and Foreign Military Sales (FMS) Program Management Office supporting the Army Security Assistance Enterprise (ASAE), enabling partner nations' training capabilities through TADSS, operations and maintenance support, contractor logistics support, training, and sustainment. With activities in every combatant command across 60+ countries the IPO works closely with foreign military organizations to identify training needs, develop joint training programs, and potentially co-develop new simulation technologies.

Security Cooperation (SC) includes activities undertaken to encourage and enable international partners to work with the U.S. to achieve strategic objectives, including interactions with foreign defense and security establishments and DoW-administered security assistance programs that build defense and security relationships that promote U.S. interests, develop allied and friendly military capabilities, and provide U.S. forces with peacetime and contingency access to partner nations. Such activities increase the capabilities and capacities of partners, thereby enhancing our collective ability to deter aggression and defeat extremists.

Building Partner Capacity (BPC) are SC programs and security assistance activities that are funded by U.S. Government (USG) appropriations and administered as cases within the FMS infrastructure. BPC provides defense services for the purpose of building the capacity of the partner nation security forces and enhancing their capability to support US military and stability operations, multilateral peace operations and to conduct counterterrorism, counter drug, and counterinsurgency operations.

The IPO leads the development of documentation related to requests from partner nations for FMS procurements and services. The IPO engages with Security Cooperation Office (SCO) personnel at United States (US) Embassies across the Area of Responsibility

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(AOR) coordinating site visits, delivery of materiel, inquiries, Letters of Requests (LORs), Price and Availability (P&A), Letters of Offer and Acceptance (LOAs), Program Management Reviews (PMRs), Case Management Reviews (CMRS), and technical questions when discrepancies occur. Additionally, the IPO provides for the development of Requirements Packages documentation for contract processing and award to include performing and documenting systems during site-surveys, form-fits, property accountability, acceptance factory testing and site acceptance testing. This support includes planning, programming, and budget execution as well as awarding and managing competitive contracts to operate, maintain and sustain deployed TADSS and manage training services/training support efforts through FMS cases and pseudo-FMS Cases funded efforts.

IPO leads an average of 175 program/contract actions per year. Program/contract actions consist of activities such as Performance Work Statement (PWS) development/revision, Independent Government Cost Estimates (IGCEs), requests for contract pricing, technical evaluations, and Purchase Requests (PRs), Program Management Reviews (PMRs) and analysis as well as activities required to close out actions and financial reconciliation for the life of the FMS case.

IPO efforts for procurement span Live, Virtual, and Constructive training devices and simulators for Ground Combat Arms Forces to include but not limited various Army TADSS for Combat Arms air and ground vehicles; procurement of training in support of multiple rotary wing aircraft; classroom, on-the-job or over the shoulder or in-flight training;

Aircraft Survivability Equipment Simulation Suite (TASS) and TESS; motion, or non-motion of various aircraft model series training simulators; desktop trainers (JCATS, VBS, and JTLS-GO), as well as the sustainment and support of other training devices.

A sample of the programs within the PL IPO portfolio include:

• CTC Instrumentation Systems – Combat Training Centers I-MILES Deployable Range Targetry, and Virtual Battle Space.

• Combat Vehicle Training Simulators – Gunnery Training Simulators, Tank Driver Trainer, Diagnostic Turret Troubleshooting Trainers, Live Engine Trainer, Advanced In-bore Marksmanship Training Enhancement System and Common Driver Trainer.

• Combat Dismounted Training Simulators – Small Army Tactical Skills Trainer, Improved Target Acquisition System –Tube-Launched, Optically Tracked, Wireless-Guided (TOW), Engagement Skills Trainer, Mobile Marksmanship Trainer, and Artillery Trainers.

• Combat Soldier MILES System – MILES, Stinger Troop Proficiency Trainer, One Semi-Automated Forces (OneSAF), Joint Fires Stationary Classroom.

• Ground Sustainment – Contract Logistics Support Includes Operations & Maintenance Support and Instructor/Operator Support for Ground System Trainers.

• Aviation LIVE - TESS, TADSS Sustainment, Mission Support, and Air Worthiness.

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• Aviation Virtual – Training, Sustainment and simulators for Pilot and Maintainer, UH-60, Huey II, H-47ER, and AH-64E V6.

• Aviation Sustainment – Contract Logistics Support, Simulator Support, Instructor/Operator and Operations & Maintenance support for UH-60, AH-64, and

CH-47.

• Aviation Training – Instructor/Operator and Maintainer Training Support: AH- 64Ev6 and Huey II New Equipment, Pilot Transition, and Maintainer Training.

• Sustainment and Training – Products, Services, Contract Logistics Support and Training for Live Virtual and Constructive Simulations media and tools at Combat Training Centers and Institutional Training Centers.

• Non-Platform Specific Ground Collective Training – Armored vehicle day and night live fire, maintenance, and maneuver training. Special Operations Forces Training Support. Joint Simulation Training and Support. Land Forces Ground Simulator Maintenance, Fires Support, MILES Support. Joint Training and Evaluation Center Support.

1.4.6. Project Lead Enterprise Transformation and Integration (PL

ETI)

Project Lead Enterprise Transformation and Integration (PL ETI) enables Army modernization through agile acquisition, innovation, common architecture and Modular Open System Approach (MOSA), driving synchronization across the Project Management Offices to deliver capability faster to the Warfighter. PL ETI is responsible for developing enterprise level products and services that enable agile acquisitions, rapid prototyping and technology modernization, and the transformation to an enterprise product line that supports rapid development, deployment and operations of training capabilities across the Capability Program Executive for Simulation, Training, and Instrumentation (CPE STRI) portfolio of programs. This Performance Work Statement (PWS) defines the non-personal program support services for PL ETI for the Product Lead Unified Integration and Transformation Enterprise (PdL UnITE) and the Training and Readiness Accelerator II (TReX II).

PdL UnITE leads the transformation of the CPE STRI enterprise to streamline a horizontal portfolio and product line management by integrating people, processes, and tools in a way that enables CPE STRI programs to rapidly develop, secure, deploy and operate training capabilities in a secure, flexible and interoperable manner. PdL UnITE is the lifecycle manager of the Common Training Instrumentation Architecture (CTIA) / Live Training Transformation (LT2) Office, ACAT IV. PdL is responsible for the UnITE Training Enclave and UnITE Development Environment both on premises and in the cArmy Cloud environment. CTIA is directly funded as an Army Program of Record. The UnITE Infrastructure and Cloud capabilities are shared cost across the CPE STRI enterprise.

TReX II is an Other Transaction Agreement (OTA) contracting tool that expedites prototype development by memorandum of agreements with the partner agencies, as well as other documents that outlines the prototype acquisition approach. Effort includes continued oversight from pre-solicitation activities through completion/final delivery of the

14 January 2026 Version 1.2 effort on multiple programs from various agencies. The TReX II OTAs can be CPE STRI programs that are directly funded as Army Program’s of Record (PoRs) or customer funded across the user community.

2. APPLICABLE DOCUMENTS

The following documents form a part of this PWS to the extent specified herein. These are not all inclusive and the references are subject to change throughout the period of the contract. In the event of a conflict between documents referenced herein and the contents of this PWS, the contents of the PWS shall be the governing requirement.

Document Number

Title Date

DoDD 5240.06 Counterintelligence Awareness and Reporting

(CIAR)

31 Aug 2020

AR 525-13 Antiterrorism 03 Dec 2019 AR 530-1 Operations Security (OPSEC) 26 Sep 2014

Army Directive 2014-05

Policy and Implementation Procedures for Common Access Card Credentialing and Installation Access for Uncleared Contractors

07 Mar 2014

CFR Title 32, Part 117

National Industrial Security Program Operating Manual 17 Jan 2025

DFARS Defense Federal Acquisition Regulation Supplement 17 Jan 2025 DoDI 5200.48 Controlled Unclassified Information (CUI) 06 Mar 2020 DoDI 3020.41 Operational Contract Support (OCS) Outside the

United States 27 Nov 2024

FAR Federal Acquisition Regulation 17 Jan 2025

3. REQUIREMENTS

The contractor shall provide the acquisition support and specialized services required by the CPE STRI and its PMs and PLs to effectively plan, execute, and manage a diverse portfolio of capabilities in support of the Army’s testing and training requirements which increase combat readiness.

3.1. Overarching Requirements

The contractor shall comply with the documents / sections listed in Section 2.

IAW Procurement Integrity Act, the contractor shall require any of their employees participating in source selections, in an advisory capacity, to sign a nondisclosure agreement and disclose any potential conflicts of interest.

The contractor shall be in compliance with those security requirements specified in Contracts Security Classification Specifications, DD Form 254.

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The contractor shall ensure all personnel requiring access to Government computer resources complete CPE STRI's training for operating and retaining a user account on a Government network.

Contractor personnel shall use their assigned Government (.ctr) email address for all email correspondence related to performance of Government's task orders.

The contractor workforce shall maintain required certifications and security training.

The standard operating hours for on-site personnel are 0730-1615 hours, Monday through Friday. Core hours for on-site personnel are 0900-1500 hours, Monday through Friday.

3.1.1. Security and Safety

The Contractor shall implement and maintain security procedures and controls to prevent unauthorized disclosure and distribution of controlled unclassified and classified information in accordance with (IAW) CFR Title 32, Part 117 and DoDI 5200.48.

Contractor facilities shall provide an appropriate means of storage of controlled unclassified and classified information and materials. The contractor is required to possess a Top Secret facility clearance (FCL) with No storage requirements. The contractor must comply with the security regulations and requirements outlined in the Contract Security Classification Specifications, DD Form 254, and any associated addendum sheets.

All employees of the contractor who will have access to U.S. Government systems and technical information must undergo a security investigation, although certain positions/duties may not require a security clearance. The appropriate clearance level will range from HSPD-12 (Tier-1) to Top Secret (Tier-5), depending on the sensitivity of the information being accessed. The contractor shall ensure that all employees performing under this contract have the appropriate clearance level for the specific requirements they are supporting. Specific tasks and duties may require personnel to be indoctrinated into Sensitive Compartmented Information (SCI).

3.1.2. Safeguarding

The Contractor shall be responsible for safeguarding all government equipment, information and property provided for contractor use. At the close of each work period, the Contractor shall secure all government facilities, equipment, and materials, as applicable,

3.1.3. Badging

The contractor shall provide information required for issuance of a Common Access Card (CAC) to the contract or individual Task Order Trusted Agent, as appropriate, for all personnel requiring access to Government facilities in performance of this contract.

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For Contractors requiring Common Access Cards (CAC), the Contractor employee requires, at a minimum, a favorably adjudicated Tier 1 (T1) or an equivalent or higher investigation in accordance with Army Directive 2014-05, Policy and Implementation Procedures for Common Access Card Credentialing and Installation Access for Un-cleared Contractors. The Contractor shall be responsible for submitting T1 requests. The Contractor employee shall be issued a CAC to include but not limited to the following duties (1) To meet Isolated Personnel Report (ISOPREP)/ mandatory training requirements (2) Both physical access to a DoW facility and access, via logon, to DoW networks on-site or remotely; (3) Remote access, via logon, to a DoW network using DoW-approved remote access procedures; or (4) Physical access to multiple DoW facilities or multiple non-DoW federally controlled facilities on behalf of the DoW on a recurring basis for a period of 6 months or more. At the discretion of the sponsoring activity, an initial CAC may be issued based on a favorable review of the Federal Bureau of Investigation (FBI) fingerprint check and a successfully scheduled T1 at the Office of Personnel Management (OPM).

3.1.4. Hazardous Duty

Contractor personnel may be eligible for allowances typically available for DoW civilians deploying into difficult or hazardous conditions. The level of compensation allowable will be commensurate with U.S. State Department and OPM prevailing compensation rates for DoW civilian personnel.

Under this PWS, Hazardous Duty Pay is permissible only up to the level authorized by the Department of State Standardized Regulation (DSSR).

3.1.5. Anti-Terrorism (AT) Level 1 and Awareness Training

AT Level 1 Training is required for Contractor personnel performing work within an Army-controlled installation, facility, or area. All Contractor personnel, including Sub-Contractor personnel, requiring access to Army installations, facilities, or controlled access areas shall complete AT Level 1 awareness training within 30 calendar days after contract start date or effective date of personnel employment, whichever applies. The Contractor shall maintain certificates of completion for each affected Contractor personnel and Sub- Contractor personnel for submission to the COR upon request (or to the contracting officer, if a COR is not assigned). AT Level 1 awareness training is available at https://jko.jten.mil/courses/AT-level1/launch.html.

Anti-Terrorism Awareness Training for Contractor Personnel Traveling Overseas. U.S.

based Contractor personnel and associated Sub-Contractor personnel are required to make available and to receive USG provided AOR specific AT awareness training as required by AR 525-13. Specific AOR training content is required by the combatant commander with the unit Anti-Terrorism Officer (ATO) being the local point of contact.

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3.1.6. Cybersecurity/Information Technology (IT) Training

If required, all contractor employees and associated Subcontractor employees must complete the DoD cybersecurity awareness training before issuance of network access and annually thereafter. Cybersecurity/Information Technology training can be accomplished at https://public.cyber.mil/training/cyber-awareness-challenge/

3.1.7. Operational Security (OPSEC) Training

Per AR 530-1, Operations Security (OPSEC), Contractor personnel must complete Level 1 OPSEC training within thirty (30) calendar days of reporting for duty. All Contractor personnel must complete annual OPSEC awareness training. The Contractor shall ensure all applicable personnel have completed OPSEC initial training and annual refresher training and shall certify that their work force has completed the training through the submission of completion certificates(s) upon request to the COR/ Contracting Officer within 30 days of arrival on the installation.

OPSEC training can be accomplished at the Defense Security Services website at:

https://securityawareness.usalearning.gov/opsec/index.htm.

3.1.8. IWATCH Training

The Contractor and all associated Sub-Contractors shall brief all personnel on the local iWATCH program (training standards provided by the requiring activity ATO). This local developed training will be used to inform personnel of the types of behavior to watch for and instruct personnel to report suspicious activity to the (COR). This training shall be completed within 30 calendar days of contract award and within 30 calendar days of new personnel commencing performance with the results reported upon request to the COR/ Contracting Officer no later than sixty (60) calendar days after contract award.

3.1.9. Counterintelligence Awareness and Reporting (CIAR)

All contractors and subcontractors…