SOO_Agile_Professional_Services (Draft for Release) Final.pdf

APS SOO v1.0 – 22 July, 2026 Distribution Statement A. Approved for public release: distribution unlimited

Distribution Statement A. Approved for public release: distribution unlimited

STATEMENT OF OBJECTIVES (SOO)

Agile Professional Services (APS)

U.S. Army Capability Program Executive

Simulation, Training, Test and Threat (CPE ST3)

Draft

1. PURPOSE

The purpose of this acquisition is to obtain Agile Professional Services (APS) to enable an enterprise-wide transformation of the Government's service contracting capability. This contract will provide highly functional, outcome-focused, capability-centric acquisition, engineering, and headquarters support services. By shifting from legacy "designated-personnel" staffing models to an Agile, task-based enterprise capacity architecture, this effort will enable the U.S.

Army Capability Program Executive Simulation, Training, Test and Threat (CPE ST3) to rapidly and flexibly develop, deliver, and sustain cutting-edge testing, training, and threat capabilities for domestic and international Warfighters.

To maximize efficiency, eliminate duplications, and fully leverage cross-functional talent pools, this acquisition consolidates previous Systems Engineering and Technical Assistance (SETA) and professional support contracts into a single, comprehensive commercial services contract. This single contract replaces all previous dual-task order strategies, uniting technical, acquisition, and G-staff enabling capabilities into one agilely managed enterprise capacity.

2. SCOPE / MISSION

This SOO covers the comprehensive lifecycle support of CPE ST3's diverse portfolio of over 370 products deployed at more than 400 locations worldwide.

These services directly support the Department of War (DoW) and Allied Partners by ensuring statutory and regulatory testing, training, and threat requirements are met for DoW acquisition programs (e.g., Abrams, Bradley, Stryker, Apache, Chinook, Black Hawk) to enhance combat readiness, interoperability, and multi-domain operational effectiveness.

Foreign Military Sales (FMS) support requirements are within the scope of this services contract. Accordingly, the government reserves the right to amend the Performance Work Statement, add line items, and make other such adjustments to orders for FMS requirements as necessary.

2.1. Out-of-Scope Areas

The contractor shall not perform inherently governmental functions, nor provide labor categories or staffing constructs that imply Government authority. Direct procurement of tactical hardware or end-items is out of scope unless explicitly authorized as incidental to the execution of a defined service task.

3. BACKGROUND

Distribution Statement A. Approved for public release: distribution unlimited

Historically, CPE ST3 has relied on traditional, static, designated-personnel SETA support contracts. To meet emerging multi-domain threats and comply with modern defense acquisition directives, CPE ST3 is transitioning to an Agile Program Management approach. This change represents a cultural shift:

contracting for a flexible, task-based enterprise capacity rather than "butts in seats." Historically the Government has been required to pay for 40-hour workweeks even when task demand fluctuates or falls short of a full workweek capacity. This rigid structure has deprived the Army of true visibility into operational efficiencies, cycle times, and the actual level of effort required to execute our mission. Furthermore, recent attempts to modernize have been hindered by legacy management cultures that treat Agile principles merely as reporting buzzwords or compliance tools, rather than a fundamental shift in how human capital is deployed to support our unique service mission. We face a critical dichotomy: we must have the Subject Matter Experts (SMEs) available who support our complex training, testing, and threat acquisition portfolios, while completely overhauling how their time and tasks are managed and aligned to the CPE’s priority. Under the current paradigm, we struggle to dynamically allocate resources across multiple Project offices when workloads surge or wane. The Government requires a paradigm shift that measures success by outcomes delivered and sprint velocity rather than billable hours. We challenge industry to demonstrate how you can ensure no degradation to mission, drive genuine organizational change, and execute a scalable, transparent framework that matches contractor capacity to unpredictable CPE ST3 acquisition demands.

3.1. Policy and Executive Mandates Driving Change

This transformation is directly aligned with and driven by:

• Army Directive 2024-02 (Enabling Modern Software Development and Acquisition Practices): Mandating the adoption of agile methodologies and the elimination of slow-moving legacy processes.

• Executive Order (E.O.) 14222 (Implementing the Cost Efficiency Initiative):

Demanding strict fiscal responsibility, waste elimination, and prioritization of in-house capabilities.

• E.O. 14240 (Consolidating Procurement): Directing agencies to consolidate common professional services to eliminate administrative duplication and inefficiencies.

• E.O. 14271 (Ensuring Commercial, Cost-Effective Solutions): Mandating that agencies prioritize commercially available, outcome-oriented solutions.

• E.O. 14402 (Promoting Efficiency, Accountability, and Performance):

Maximizing the use of fixed-price or fixed-price incentive contract structures.

3.2. The Consolidated "To-Be" Business Model

Distribution Statement A. Approved for public release: distribution unlimited

To implement these mandates, CPE ST3 is establishing a single commercial services contract utilizing a Dynamic Resourcing Strategy and an Enterprise Capacity Model. Rather than dedicating static personnel to isolated program offices, resources will be organized into cross-functional talent pools that can be "swarmed" to execute tasks prioritized in the backlog as mission demands fluctuate. Task priorities are managed dynamically via a single, Government-provided instance of Jira.

4. PERIOD AND PLACE OF PERFORMANCE

4.1. Period of Performance:

The anticipated period of performance consists of a 60-month base period, with an option to extend to 66 months. Initial six months will focus on transition into performance, “testing” of the proposed business process, and finalizing the implementation plan. The draft schedule targets award in November 2026, a 60-to-90day Transition-In phase, and a Full Performance Start on February 15, 2027, with Option 1 commencing in accordance with the approved Implementation Plan submitted under the Base/Transition period of performance.

4.2. Place of Performance:

Work will be performed at Government facilities, Contractor facilities, and Remote locations. Primary Government sites include Orlando, FL, and Redstone Arsenal, AL (including 24/7 operations). Additional Government sites include:

Fort Campbell, KY; Fort Hood, TX; Fort Drum, NY; Fort Irwin, CA; Fort Polk, LA;

Fort Rucker, AL; Fort Bragg, NC; Hohenfels, Germany; and Camp Humphreys, South Korea.

4.3. Travel and Support Locations:

This requirement involves domestic and international travel to support direct and remote locations, including but not limited to Germany, South Korea, and Forts Irwin, Polk, Eustis, Rucker, Bragg, Drum, and Campbell.

5. PERFORMANCE OBJECTIVES

The contractor shall propose a Performance Work Statement (PWS) IAW MIL- HDBK-245E, Agile Implementation Plan (contractor format acceptable), and Quality Assurance Surveillance Plan (QASP) that demonstrates the following objectives:

Objective 5.1: Unified Agile Enterprise Business Process, Dynamic Resourcing Allocation, and Cultural Adoption Metrics Target Outcome:

• Implement a comprehensive Agile business process for services that allows for the dynamic reallocation of resources across Project Manager (PM) Simulation, PM Training Devices, Project Lead (PL) Threat Systems Management Office, PL Training Support Office, PL International Programs Office, and headquarters directorates based on shifting

Distribution Statement A. Approved for public release: distribution unlimited priorities through an outcome-focused, task-based capacity model under a single contract.

• Implementation of a blameless, rapid-escalation culture where workflow blockers and risks are surfaced and communicated to Government leadership in real-time to enable swift, collaborative resolution.

Desired End-State:

o Seamless integration of the contractor’s task management approach with the Government-provided instance of Jira to track all tasking, backlog prioritization, and work execution.

o Real-time visibility of workforce velocity, cycle times, and blockers via visual dashboards (e.g. Kanban and Sprint boards), enabling data-driven decisions for dynamic resource shifting across both Project Manager / Project Lead (PM/PL) portfolios and Headquarters Staff directorates to meet priority updates.

o The government achieves a transition from legacy effort-based (hourly) tracking to a highly predictable, outcome-based delivery model. Establishes, implements, and maintains a standardized and transparent workload-sizing methodology that complements the existing one-hour user-story increment model and provides an additional sizing technique that enables more accurate resource estimation, performance measurement, and forecasting of delivery velocity .

o Establishment and utilization of clear "Definitions of Done" and outcome based metrics to replace legacy designated-personnel model, ensuring accountability and measurable, verifiable progress.

o Establishment of a transparent, "one-team" collaborative environment where contractor personnel actively mentor and integrate with Government stakeholders on Agile best practices (e.g., backlog refinement, sprint planning), fostering shared accountability and proactive problem-solving.

o Demonstrable cultural shift toward continuous improvement, evidenced by measurable Agile adoption metrics (e.g., stakeholder participation rates, reduction in sprint scope creep, predictable sprint delivery) and the proactive identification of inefficiencies to free up capacity for higher-priority missions.

Objective 5.2: Acquisition, Financial, and Foreign Military Sales Support Target Outcome:

o Deliver highly specialized, on-demand acquisition lifecycle, financial, and security cooperation support to accelerate acquisition timelines and delivery of capability to the Warfighter and International Partners.

Distribution Statement A. Approved for public release: distribution unlimited

Desired End-State (not an exhaustive list, refer to Legacy PWS for current contract scope):

o Streamlined review and validation of compliant requirements packages, Independent Government Cost Estimates (IGCEs), Acquisition Strategies (AS), and technical evaluations that reduce acquisition cycle time.

o Frictionless execution of FMS case development including but not limited to creation of Letter of Request, and Letter of Acceptance in the Defense Security Assistance Management System (DSAMS) and comprehensive lifecycle management across 60+ partner nations.

o Maintenance of a continuous state of audit readiness, ensuring rapid, accurate compilation and verification of transaction and audit sample packages.

o Expert execution and research of unliquidated obligations (ULOs), commitments, and disbursements in financial tools (e.g., GFEBS, SOMARDS).

Objective 5.3: Advanced Engineering, DevSecOps, and Threat Systems Target Outcome:

o Provide specialized technical engineering, data analysis, and cyber security expertise to deliver training, testing, and threat systems, to include our Partners and Allies.

Desired End-State:

o Provisioning of validated cloud architectures (IL5/IL6/IL7), secure DevSecOps pipelines (CI/CD), and automated security scanning to support a continuous Authority to Operate (cATO).

o Robust Configuration Management (CM) through standardized Department of the Army / Department of War Enterprise tools.

o Domain-specific engineering expertise (e.g., CTC engineering, Geospatial terrain modeling, Cybersecurity/RMF, Live Collective and Virtual Aviation simulators, Safety and Test engineering) enabling development, design, validation and verification of system baselines against evolving military doctrine and threats.

o Efficiently tracking and processing Information Technology Approval System (ITAS) submissions, and managing spectrum certification, Host Nation coordination, and Frequency coordination.

o Threat-based Test and Evaluation (T&E) and threat modeling to support TSMO and IMO test centers.

Objective 5.4: Enterprise Operations, Security, and Logistics

Distribution Statement A. Approved for public release: distribution unlimited

Target Outcome:

o Ensure the flawless execution of operational functions, physical/industrial security, and property accountability.

o Automation of tasks, leveraging Department of War / Department of

Army tools when able.

Desired End-State:

o Maximized use of automation for repetitive workflows, shifting human capital effort away from redundant administrative operations and toward higher-value, strategic mission support.

o 100% accountability and transaction processing of organizational property within Accountable Property Systems of Record (APSR), including ELMS, FLIS, and AESIP, managing ~2,000 property transactions and ~100 excess items turned into DLA Jacksonville annually. Safe operation of 5+ types of Government-owned vehicles (e.g., box truck, vans, sedans) for facilities relocation and supply delivery.

o Frictionless high-quality processing, instruction tailoring, and quality assurance of over 1,000 annual external and internal enterprise taskers using the Army’s task management platform (currently

ETMS2).

o Uninterrupted physical and industrial security operations at Stand Alone Facilities (SAFs) in Orlando, FL, and 24/7/365 physical security coverage at the TSMO SCIF facilities at Redstone Arsenal, AL (current contractor implementation staffs a minimum of 2 employees on-site 24/7, 4 during core hours to comply with SCIF regulations and laws).

o Successful planning and execution of external and internal events, summits, VIP visits, and exhibitions within Government provided spaces in full compliance with Department of War guidelines.

6. OPERATING CONSTRAINTS

The contractor must operate within the following constraints during execution:

6.1. Security Clearances: The contractor must possess a Top Secret Facility Clearance (FCL) with no storage requirements to perform security and access control functions within Government provided spaces. Contractor personnel must maintain active clearances ranging from HSPD-12 (Tier-1) up to Top Secret/SCI depending on the sensitivity of the specific G-staff or PM portfolio they support.

6.2. Regulatory & Cyber Compliance: The contractor must comply with DoDI 5200.48 (CUI), 32 CFR Part 117 (NISPOM), and DFARS 252.204- 7012 (DEVIATION 2024-O0013 REVISION 1) /7019/7020. The

Distribution Statement A. Approved for public release: distribution unlimited contractor must maintain a medium- or high-level NIST SP 800-171 REVISION 2 summary assessment score of 110 or better visible within the Supplier Performance Risk System (SPRS).

6.3. Data Rights: The Government requires Unlimited Rights to the resultant business processes, associated performance documents, requirements, contract deliverables, and all replication data required to replicate the successfully completed services across future requirements IAW DFARS 252.227-7015 Technical Data – Commercial Products and Commercial Services (JAN 2025).

6.4. Organizational Conflict of Interest (OCI) and Broad Scope Exclusion:

o Proximity to Inherently Governmental Functions & Sensitive

Information: Contractor personnel will provide independent advisory and analytical support to Government decision-makers.

While they will support activities adjacent to inherently governmental functions (such as providing market research for requirements packages, conducting technical analysis of alternatives, and consolidating data for acquisition planning), the Government retains sole authority for finalizing requirements, establishing technical direction, and approving all acquisition plans.

Contractor personnel shall not perform inherently governmental functions, nor provide labor categories or staffing constructs that imply Government authority. The Government remains the final decision-making authority on all acquisition, technical, and programmatic matters.

o Organizational Conflict of Interest (OCI) and Competitive Exclusion: Pursuant to FAR 9.507-1, the Government recognizes that this advisory role creates potential Organizational Conflicts of Interest (OCI) related to biased ground rules and impaired objectivity. As a baseline to neutralize these risks, the Contractor (including its prime entity, subcontractors, joint venture partners, and all corporate affiliates) shall be excluded from participating as a prime contractor or subcontractor on any current and future CPE ST3 competitive product development, hardware manufacturing, software integration, testing, fielding, and support opportunities.

This baseline exclusion shall remain in effect for the life of this task order, inclusive of any option periods, extensions, or transition-out phases, plus one (1) year from the final date of contract performance.

o OCI Mitigation and Firewall Exemption: While the baseline exclusion applies corporately, the Contracting Officer, at their sole discretion, is willing to review and consider for approval, written OCI Mitigation Plans that request an exemption for specific

Distribution Statement A. Approved for public release: distribution unlimited subcontractors or distinct corporate business units. The burden of proof rests solely and entirely on the Contractor to demonstrate that an impenetrable firewall exists. To be considered satisfactory to the Contracting Officer, the Contractor’s Mitigation Plan must definitively demonstrate total organizational, physical, and digital separation to guarantee that no proprietary data, source selection information, or strategic acquisition insights can cross the firewall.

This must include, at a minimum: separate corporate governance, independent business development pipelines, isolated digital networks (including email, document repositories, and chat platforms), and physical security protocols. The Government reserves the right to reject any Mitigation Plan that fails to reasonably and satisfactorily resolve the potential OCI to the satisfaction of the Contracting Officer and will not make an award that results in an unmitigated OCI.

o Access to Planning, Programming, Budgeting, Proprietary and/or Source Selection Information: Contractor and subcontractor personnel performing work under this contract will receive, have access to or participate in the development of proprietary or source selection information (e.g., cost or pricing information, budget information or analyses, specifications or work statements, etc.) or perform evaluation services which may create a current or subsequent Organizational and Consultant Conflicts of Interest (OCI) as defined in FAR Subpart 9.5 and DFARS 209.5.

This access creates a severe potential for an unfair competitive advantage.

6.5. Operational Tracking and Visas: All OCONUS-deploying personnel must comply with Synchronized Pre-deployment and Operational Tracker (SPOT) database entry, possess SPOT-generated Letters of Authorization (LOAs), comply with MEJA criminal jurisdiction directives, and maintain valid passports/visas.

7. STREAMLINED DELIVERABLES & REPORTING

To eliminate administrative overhead and align with Agile principles, the contractor shall deliver performance documentation exclusively through the following streamlined deliverables:

• Agile Implementation Plan: Propose an Agile service-based business process, team topologies, and initial known task backlogs at award, managed dynamically via the Knowledge Management Portal.

• Agile Performance Dashboard / Knowledge Management Portal (in the Army system, not delivered via WAWF): Serving as the "single source of truth" where all progress, velocity metrics, quality measures, and

Distribution Statement A. Approved for public release: distribution unlimited blockers are updated in real-time, and where traditional technical artifacts are delivered digitally (DI-MISC-80711A).

• One Consolidated Cost Report for the Contract: Detailing financial status and expenditures across all funding lines (DI-MGMT-81928).

• Transition Plan: Detailing both Transition-In and Transition-Out (including data dictionaries and asset transfer checklists under DI-MGMT-80897).