UNCLASSIFIED

SOW 2025-026

28 Oct 2026

Version 0.4 i

STATEMENT OF WORK

FOR

KINGDOM OF SAUDI ARABIA

ROYAL SAUDI LAND FORCES AVIATION CORPS

CH-47F AND UH-60M FLIGHT TRAINING DEVICES

PROJECT MANAGEMENT

X____________________________________________

Concurrence: Joseph Orsi

Product Lead, International Training, Simulation, Sustainment, and Live (IT2SL) - Simulation

U.S. Army Capability Program Executive Simulation, Training, Test & Threat (CPE ST3)

12211 Science Drive

Orlando, FL 32826-3276

DRAFT

28 Oct 2026

Version 0.4 ii

UNCLASSIFIED

TABLE OF CONTENTS

1 SCOPE

1.1 Non-Personal Services

1.2 Organizational Conflict of Interest

2 APPLICABLE DOCUMENTS

2.1 United States Government Documents

2.2 Non-Government Documents

2.3 Availability of USG Documents and Non-Government Documents

3 REQUIREMENTS

3.1 Program Management

3.1.1 Integrated Master Schedule (IMS)

3.1.2 Contractor Status Reporting

3.1.3 Document Review and Collaboration Site

3.1.4 Risk and Opportunity Management

3.1.5 Configuration Management (CM)

3.1.6 Engineering Change Proposals (ECP)

3.1.7 Meeting Minutes

3.1.8 Program Execution Methodology

3.1.9 Key Personnel

3.2 Meetings and Reviews

3.2.1 Integrated Product Team (IPT) Meetings

3.2.2 Working Group (WG) Meetings

3.2.3 Post Award Conference (PAC)

3.2.4 System Requirements Review (SRR)

3.2.5 Preliminary Design Review (PDR)

3.2.6 Critical Design Review (CDR)

3.2.7 Test Readiness Review (TRR)

3.2.8 Program Management Review (PMR)

3.3 Systems Engineering

3.3.1 Requirements Traceability

3.3.2 Interface Control

3.3.3 Interoperability

iii

3.3.4 Hardware Engineering

3.3.5 Software Engineering

3.3.6 Hardware and Software Integration

3.3.7 Safety Engineering

3.3.8 Cybersecurity

3.4 Test and Evaluation (T&E)

3.4.1 Problem Reporting System (PRS)

3.4.2 Problem Review Board (PRB)

3.4.3 Discrepancy Report (DR) Categories

3.4.4 Test Authority

3.4.5 Test Resources and Facilities

3.4.6 Contractor Verification Testing (CVT)

3.4.7 Government Acceptance Testing (GAT)

3.4.8 On-Site Acceptance Test (OSAT)

3.4.9 Site Surveys

3.5 Logistics and Supportability

3.5.1 Clean Power

3.5.2 Parts Documentation and Inventory

3.5.3 Spares

3.5.4 Special Tools and Test Equipment

3.5.5 New Equipment Training (NET)

3.5.6 Simulator Operator and Maintainer Training Program

3.5.7 Contractor Logistics Support (CLS)

3.5.8 System Maintenance Manual (SMM) Development, Validation and Verification

3.5.9 Training System Operator Manual (TSOM) Development, Validation and Verification ..

3.5.10 Commercial Off-The-Shelf (COTS) Manuals

3.5.11 Publications Validation and Verification Preparation

3.5.12 Physical Configuration Audit (PCA)

3.5.13 Shipping

3.5.14 Obsolescence Management

3.5.15 Hazardous Material

iv

3.6 Security, Safety, and Training

3.6.1 Program Protection

3.6.2 Controlled Unclassified Information (CUI) Training

3.6.3 Controlled Unclassified Information (CUI) Processing

3.6.4 Anti-Terrorism (AT) Awareness Training

3.6.5 Counterintelligence Awareness and Reporting (CIAR) Training

3.6.6 Cybersecurity/Information Technology Training and Certification

3.6.7 Operational Security (OPSEC) Training

3.6.8 iWATCH Training

3.6.9 Badging

3.6.10 Synchronized Pre-deployment and Operational Tracker (SPOT)

3.6.11 Performance or Delivery in a Foreign Country

3.6.12 U.S. Government Directed Travel/Temporary Duty

3.6.13 Personnel Conduct

3.6.14 Incident Reporting

3.6.15 Safeguarding

3.6.16 Foreign Disclosure and Visits

3.6.17 Hazardous Duty

3.6.18 Passports and Licenses

3.6.19 Military Extraterritorial Jurisdiction Act (MEJA) Compliance

3.6.20 Use of Illegal Substance

3.6.21 Saudi Work Visa and Iqama Compliance

4 DATA ITEMS DESCRIPTION (DID)

5 LIST OF ACRONYMS AND ABBREVIATIONS

APPENDIX A Key Personnel Requirements

A.1 Program Manager (PM)

A.2 Technical Lead / Chief Engineer

A.3 Contractor Product Owner

A.4 Scrum Master

A.5 Pilot Subject Matter Experts (SMEs)

A.6 Configuration Manager (CM)

A.7 Quality Assurance (QA) Lead v

A.8 Interoperability Lead

A.9 Cybersecurity / ISSO Lead

A.10 Logistics / Fielding Lead

A.11 Lead Software Engineer

A.12 Test Lead

A.13 Technical Publications / Training Lead vi

REVISION LOG

Date Version Revision Description

03 Sep 25 0.1 DRAFT Release for Sources Sought Notice

18 Sep 25 0.2 Drat Release update para 3.6.3, acronym list, and distribution.

20 May 26 0.3 Updated all sections based on new requirements

28 Oct 26 0.4 Updated all sections based on feedback from Industry

1 SCOPE

This Statement of Work (SOW) establishes the Contractor tasks for the design, development, production, procurement, testing, delivery, training, and sustainment of the following flight training devices:

a. One (1) Block I CH-47F Flight Training Device (FTD), including interoperability with the

Operational Flight Trainer (OFT) UH-60L and mobile, containerized Longbow Crew

Trainer (LCT) AH-64E version 2 at Al Qassim. The CH-47F FTD will be installed at Al

Qassim base. The CH-47F FTD shall include a dedicated cooling solution independent of the facility/building HVAC system for normal operations.

b. UH-60M Flight Training Device (FTD). The UH-60M FTD will be installed at King Khalid

Military City (KKMC) base. The UH-60M FTD shall include a dedicated cooling solution independent of the facility/building HVAC system for normal operations.

The required interoperability capability under this effort is limited to the CH-47F FTD at Al Qassim and the designated legacy training devices located there. No requirement exists under this effort to provide real-time interoperability between devices located at Al Qassim and devices located at KKMC.

The UH-60M FTD is not required to provide Day One operational interoperability with the CH- 47F FTD or the Al Qassim collective training environment. However, the UH-60M FTD shall be designed using an open architecture and a Modular Open Systems Approach (MOSA) to preserve future interoperability options. This future flexibility shall include the ability to support potential local interoperability at KKMC with compatible devices, including a non-containerized AH-64Ev2 LCT, if later directed, and the potential relocation of the UH-60M FTD from KKMC to Al Qassim for federation with the established collective training environment there, with minimal hardware addition and only minimal, known software and configuration changes.

The CH-47F FTD and UH-60M FTD shall replicate/simulate the RSLFAC configured CH-47F and UH-60M aircraft and accurately reproduce the aircraft performance and characteristics and shall support qualification and continuous training on advanced tactical training or mission-oriented training. The Contractor shall be responsible for identifying, obtaining, and verifying the specific configuration details of the RSLFAC CH-47F and UH-60M aircraft, including any unique modifications, equipment, or software baselines, necessary to accurately replicate/simulate their performance and characteristics. The FTDs shall be designed as Federal Aviation Administration (FAA) FTD Level 7 - equivalent devices to ensure the highest fidelity for realistic training outcomes. Each FTD system shall include an Instructor Operator Station (IOS) for the operation and After-Action Review (AAR). The FTDs shall include secure remote observation capabilities as defined in the applicable performance specifications.

Each FTD provided under this effort shall accurately reproduce the flight performance and characteristics of the applicable RSLFAC-configured aircraft through all phases of flight and shall support initial and recurring pilot and copilot training in normal, abnormal, and emergency conditions, as defined in the applicable performance specification. This effort also includes associated technical data, an integrated spare parts package, operator and maintainer training, training materials, support equipment, and Contractor Logistics Support (CLS) in accordance with this SOW and the applicable performance specifications. The CH-47F FTD shall be interoperable with the existing UH-60L Operational Flight Trainer (OFT) and AH-64Ev2 LCT located at Al Qassim to enable integrated and combined-arms aviation training across platforms.

These simulators are being procured in support of Foreign Military Sales (FMS) to the Kingdom of Saudi Arabia (KSA) Royal Saudi Land Forces Aviation Corps (RSLFAC). This effort shall include New Equipment Training (NET), on-site Contractor Logistics Support (CLS), and the provision of spare parts. This acquisition supports the U.S. Department of State in their effort to strengthen relations with allies and friendly nations, with the Security Cooperation effort as authorized by the Foreign Assistance Act of 1961 and the Arms Export Control Act (AECA) of 1976.

1.1 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.

1.2 Organizational Conflict of Interest

Contractor personnel performing work under the contract may 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 Conflict of Interests (OCI) as defined in Federal Acquisition Regulation (FAR) Subpart 9.5. The Contractor shall notify the PCO immediately whenever it becomes aware that such access or participation may result in any actual or potential OCI and shall promptly submit a plan to the PCO to avoid or mitigate any such OCI. The Contractor’s mitigation plan will be determined to be acceptable solely at the discretion of the PCO and in the event the PCO unilaterally determines that any such OCI cannot be satisfactorily avoided or mitigated, the PCO may affect other remedies as he or she deems necessary, including prohibiting the Contractor from participation in subsequent contracted requirements which may be affected by the OCI.

2 APPLICABLE DOCUMENTS

In the event of a conflict between documents referenced herein and the contents of this SOW, the contents of the SOW shall be the governing requirement. The Contractor shall notify the United States Government (USG) of any conflict in requirements between documents so they may address the discrepancy. Nothing in this SOW, however, supersedes applicable laws and regulations.

2.1 United States Government Documents

DOCUMENT NUMBER UNITED STATES GOVERNMENT DOCUMENT

DOCUMENT

DATE

AR 12-1 Security Assistance, Training, and Export Policy 29 Feb 2024

DoDI 5000.61 DoD Modeling and Simulation Verification, Validation, and Accreditation

17 Sept 2024

AR 25-2 Army Cybersecurity 04 Apr 2019

AR 380-10 Foreign Disclosure and Contacts with Foreign Representatives

14 Jul 2015

AR 381-12 Army Regulation Counterintelligence Awareness and Reporting

13 Jun 2025

AR 525-13 Antiterrorism 15 Apr 2026

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 (NISPOM)

16 Jul 2026

DoDD 5240.06 Counterintelligence Awareness and Reporting

(CIAR)

31 Aug 2020

DFARS

Defense Federal Acquisition Regulation Supplement

17 Jan 2025

DoDI 5200.48 Controlled Unclassified Information (CUI) 06 Mar 2020

DoDI 5230.24 Distribution Statements on Technical Documents 10 Jan 2023

DoDI 3020.41 Operational Contract Support (OCS) Outside the United States

27 Nov 2024

DoDI 5000.83 Technology and Program Protection to Maintain Technological Advantage

21 May 2021

MIL-STD-130N Identification Marking of U. S. Military Property 16 Nov 2012

MIL-STD-882E System Safety 27 Sep 2023

DOCUMENT NUMBER UNITED STATES GOVERNMENT DOCUMENT

DOCUMENT

DATE

MIL-STD-2073-1E(4) Standard Practice for Military Packaging 22 Apr 2019

DoDI 5525.11 Criminal Jurisdiction over Civilians Employed By or Accompanying the Armed Forces outside the United States, Certain Service Members, and Former Service Member

03 Mar 2005

FAR Federal Acquisition Regulation As Amended

MIL-STD-31000C Technical Data Packages 03 Feb 2025

NIST SP 800-53 Rev. 5 Security and Privacy Controls for Information Systems and Organizations

10 Dec 2020

PRF-PT-00908 Saudi Arabia CH-47F Block 1 FTD Performance Specification

28 Oct 2026

PRF-PT-00909 Saudi Arabia UH-60M FTD Performance Specification

28 Oct 2026

PRF-PT-00910 Saudi Arabia Interoperability Performance Specification

2.2 Non-Government Documents

DOCUMENT

NUMBER

NON-GOVERNMENT DOCUMENT

DOCUMENT

DATE

ASTM D3951- 18 Standard Practice for Commercial Packaging 04 Oct 2023

2.3 Availability of USG Documents and Non-Government

Documents

a. Military Standards (MIL-STD):

https://quicksearch.dla.mil/

b. Department of Defense Issuances (DoDI) publications are available at: https://www.esd.whs.mil/DD/DoD-Issuances

c. Army Regulations (AR), Field Manuals (FMs) and Technical

Manuals (TMs) are available at:

https://armypubs.army.mil/ProductMaps/PubForm/AR.aspx

d. Code of Federal Regulations (CFR) at: https://www.ecfr.gov

e. Advancing Standards Transforming Markets (ASTM): https://www.astm.org/ http://www.esd.whs.mil/DD/DoD-Issuances https://armypubs.army.mil/ProductMaps/PubForm/AR.aspx https://www.ecfr.gov/ https://www.astm.org/

3 REQUIREMENTS

The Contractor shall provide the necessary resources, equipment, and facilities to design, develop, fabricate, test, produce, prepare for shipment, and install one (1) CH-47F FTD at AL Qassim, Saudi Arabia and one (1) UH-60M FTD to be installed at KKMC, Saudi Arabia. The Contractor shall provide in-country New Equipment Training (NET), associated initial spares and Contractor Logistics Support (CLS) in support of the CH-47F FTD and UH-60M FTD.

The Contractor shall provide, at a minimum, two (2) onsite Field Service Representatives (FSRs) and two (2) Instructor/Pilot (I/P) at each installation site (Al Qassim and KKMC) to support installation, NET, and CLS for the CH-47F FTD and UH-60M FTD. The Contractor shall be responsible for obtaining all necessary in‑country access, work visas, and clearances for their personnel in accordance with Saudi Arabian regulations and processes. All employer‑sponsor actions for Saudi work‑visa issuance and Iqama (residence/work permit) processing shall be executed on the official government platforms and are detailed in sections 3.6.22–3.6.23 below. The Contractor shall be responsible for all costs, logistics, and timelines associated with these requirements. The Government reserves the right to require additional onsite support personnel as needed to meet program requirements.

3.1 Program Management

The Contractor shall organize, coordinate, and control project activities to ensure compliance with CH-47F FTD and UH-60M FTD requirements and timely delivery of the simulators. The Contractor shall provide the necessary engineering, materials, services, equipment, testing, technical assistance, management, logistics, manufacturing, and administrative support for all requirements described in this SOW. The Contractor shall document program status and accomplishments, upcoming activities, issues and their resolution, Contract Data Requirements List (CDRL) status, and a summary of the Program Schedule and notify the USG of any issues or concerns that arise.

3.1.1 Integrated Master Schedule (IMS)

The Contractor shall develop, maintain, and update an Integrated Master Schedule (IMS) that reflects the complete execution logic for the program and identifies all major milestones, dependencies, and critical path activities. At a minimum, the IMS shall:

a. Clearly identify the major Systems Engineering Technical Review (SETR) events and associated entry and exit criteria, including SRR, PDR, CDR, TRR, CVT, GAT, OSAT, and PCA, as applicable.

b. Show the relationship between the program’s hybrid Agile/Waterfall execution approach and the formal SETR events, including Program Increments, Sprints, software demonstrations, and major software releases.

c. Sequence CH-47F FTD development, verification, delivery, and fielding ahead of UH-

60M FTD development, verification, delivery, and fielding.

d. Include all interoperability-related activities, including architecture definition, Interface

Control Document (ICD) development, external dependency coordination, incremental interoperability demonstrations, CH-47F interoperability verification during GAT, and final mission-level interoperability verification at OSAT in Al Qassim.

e. Include technical data acquisition, aircraft configuration data acquisition, OEM/interface data acquisition, interoperability dependency resolution, licenses/permissions, export-related approvals, foreign disclosure dependencies, and any associated Government coordination activities.

f. Include site readiness activities for both Al Qassim and KKMC, including initial and final site surveys, facility interface definition, required facility modifications, shipping, receiving readiness, and installation dependencies.

g. Include Saudi Arabia in-country execution dependencies, including access requirements, work visa and Iqama lead times, personnel mobilization, and any known host-nation administrative constraints.

h. Include early recruiting, qualification, clearing, and mobilization activities CLS personnel, including Field Service Representatives (FSRs) and Instructor/Pilots (I/Ps), so that CLS staffing is not deferred until immediately before fielding or Ready for

Training (RFT).

i. Identify long-lead items and other schedule-sensitive dependencies that could materially affect technical performance, delivery, fielding, training, or sustainment.

DI-MGMT-81861D, Integrated Program Management Data and Analysis Report (IPMDAR), Format 6

3.1.2 Contractor Status Reporting

The Contractor shall provide regular status reports detailing contract performance, including progress against planned objectives, identification of risks and issues, and corrective actions taken to address deviations. The report shall include significant changes to the contract’s organization, methods of operation, and project management network, as well as updates on cost, schedule, and technical performance. The Contractor shall identify problem areas affecting cost, technical, or scheduling elements, and provide conclusions and recommendations for resolution. The report shall include financial and labor data, man-hours expended, contract schedule status, and plans for activities during the following reporting period. The Contractor shall ensure the report is comprehensive, accurate, and supports program reviews and decision-making processes.

3.1.3 Document Review and Collaboration Site

The Contractor shall establish and maintain a secure, web-based collaboration site (i.e., SharePoint or a similar secured portal) to facilitate the sharing, storage, and management of all CDRL documentation associated with the FMS case. The collaboration site shall serve as the central repository for draft CDRL documents, enabling the USG to review and provide feedback prior to final submission through the Wide Area Workflow (WAWF) system for acceptance.

The collaboration site shall meet the following requirements:

a. The site shall be configured to ensure secure access, with permission granted only to authorized USG personnel and Contractor staff.

b. The site shall support version control to track changes and maintain a history of document revisions.

c. The site shall include functionality to notify USG personnel of new uploads or updates to draft documents.

d. The site shall be accessible 24/7, with minimal downtime, to ensure timely review and feedback.

e. Compliance: The site shall comply with DoDI 5200.48, Controlled Unclassified

Information

The Contractor shall provide initial training to USG personnel on the use of the collaboration site and ensure ongoing technical support for its operation throughout the period of performance.

3.1.4 Risk and Opportunity Management

The Contractor shall prepare, implement, and maintain a cost, schedule and performance risk management process that includes risk detection and identification, corrective action, analyses, tracking of status and mitigation actions, reporting of status and planning for risk abatement. The Contractor shall ensure that the program interdependencies are highlighted, and the risks are monitored on a continuous basis. The Contractor shall report risk during Program Management Reviews (PMRs) and Integrated Product Meetings (IPT) meetings. Risk status and mitigation efforts shall also be a standing topic in key Agile ceremonies such as Program Increment (PI) Planning and Sprint Reviews. The Contractor shall identify, document, and leverage the areas of this project that present opportunities for technical, cost, and schedule efficiencies.

The Contractor is solely responsible for acquiring all necessary technical data from all sources, including Original Equipment Manufacturers (OEMs), to meet the requirements of this SOW.

This responsibility includes, but is not limited to, data required for aircraft systems simulation, performance modeling, and especially the data required for interoperability between the CH-47F FTD and the UH-60L OFT and AH-64Ev2 LCT. The Contractor shall identify and manage all risks associated with this data acquisition, particularly for data that may require USG assistance to obtain (e.g., export-controlled or proprietary data). Any request for such assistance does not constitute a formal Government Furnished Information (GFI) delivery and does not relieve the Contractor of the primary responsibility and risk for data acquisition. The Contractor shall include these data acquisition risks, dependencies, and mitigation strategies in the Risk Management Plan and provide regular updates on these risks.

This plan shall also specifically address the risks and significant lead times associated with the pre-deployment Saudi work visa and Iqama compliance process for all OCONUS personnel.

The Risk Management Plan shall also address risks associated with in-country performance in the Kingdom of Saudi Arabia, including changing security, access, travel, medical, and host-nation conditions, and shall include personnel accountability procedures, emergency communications, and contingency planning for the relocation, evacuation, or repatriation of Contractor personnel, if required.

In addition, for each material external dependency affecting interoperability, fidelity, fielding, in-country execution, cybersecurity, or sustainment, the Contractor shall identify and document the specific dependency, the intended acquisition or coordination mechanism, the expected lead time, the responsible source or organization, the validation approach for any received data or interface information, and the mitigation or fallback approach if the dependency is delayed, incomplete, restricted, or denied. This shall include, as applicable, OEM data, external system interface data, licenses, permissions, export or foreign disclosure actions, and host-nation administrative requirements.

DI-MGMT-81808 Risk Management Plan

3.1.5 Configuration Management (CM)

The Contractor shall implement and maintain an internal CM process for identification, control, configuration status accounting, and auditing of all configuration documentation, hardware, and software representing or comprising the CH-47F FTD and UH-60M FTD. The configuration management process must handle all levels of product and process integration to build and support the product as well as manage the sequence of significant events. The Contractor shall maintain configuration management of the device hardware and software baseline. The Contractor shall review and track status of the delivered configuration of the hardware and software baseline. For software, the Contractor shall audit the system configuration information to ensure that requirements are met and accurately documented through the validation of a formal ‘Definition of Done’ and acceptance by the Product Owner.

The Contractor’s Configuration Management process shall also include firmware, network configuration, interface definitions, and other security-relevant configuration items associated with the CH-47F FTD, UH-60M FTD, and any interoperability solution delivered under this effort.

The Contractor shall maintain configuration control of the ICD, associated data dictionaries, release baselines, and other required engineering artifacts, and shall ensure traceability between approved configurations, discrepancy reports, corrective actions, and delivered releases. Proposed changes that affect interfaces, software, firmware, network settings, or cybersecurity controls shall be subject to configuration control and documented impact assessment. The Contractor shall also track the status of vulnerability remediation, security patches, malware-definition updates, and other security-relevant baseline changes affecting delivered system configurations.

DI-SESS-80858D, Configuration Management Plan

3.1.6 Engineering Change Proposals (ECP)

The Contractor shall submit Engineering Change Proposals for any proposed changes to the approved baseline configuration established at CDR that affect form, fit, function, performance, interoperability, or contractual requirements. The Contractor shall prepare ECPs, documenting how the proposed change will be described, justified, and implemented. Each ECP shall include technical description of the change, rationale and benefits, impact analysis (including cost, schedule, performance, and logistics impacts), implementation plan, and verification approach.

The Contractor shall not implement any proposed changes until receiving written approval from the Contracting Officer.

While the Agile methodology governs the internal software development process, an ECP is still required for any software change that impacts the approved product baseline. This includes, but is not limited to, changes that:

a. Alter the external interfaces as defined in the ICD;

b. Require a change to the hardware configuration (e.g., requiring additional memory, storage, or processing);

c. Affect compliance with system-level performance, safety, or cybersecurity requirements; or

d. Change, add, or remove a Government-approved functional requirement.

Changes internal to a software component that does not cross these boundaries (e.g., code refactoring, bug fixes within a component's scope) shall be managed via the Contractor's USG-approved Agile development and internal configuration management processes without a formal

ECP.

3.1.7 Meeting Minutes

The Contractor shall prepare and provide meeting minutes for all formal program meetings, milestone events, and key Agile ceremonies. This includes, but is not limited to, Integrated Product Team (IPT) meetings, PMRs, PAC, SRR, PDR, CDR, TRR, Sprint Reviews, PI Planning, and any major Agile ceremonies.

All meeting minutes shall include a list of attendees, the purpose of the meeting, a summary of discussions, decisions made, and a detailed action item log with responsible parties, suspense dates, and closure criteria. The Contractor shall ensure the meeting minutes are accurate, comprehensive, and distributed in accordance with the CDRL.

DI-ADMN-81250C, Meeting Minutes

3.1.8 Program Execution Methodology

The Contractor shall execute the program using a hybrid Agile/Waterfall methodology. The overall program structure shall follow a phase-gate approach aligned with the major milestone reviews: SRR, PDR, CDR and TRR. Software development activities conducted between these milestones shall be performed using an Agile framework as defined in Section 3.3.4.

The Contractor shall submit, for USG approval, an Agile Development Plan that defines the cadence for development increments, software releases, and software demonstrations. Each increment or release shall culminate in a demonstration of developed software capabilities.

Initial software releases shall deliver a Minimum Viable Product (MVP) that establishes the core architecture and baseline capabilities to enable early user evaluation and feedback and to inform subsequent development.

In collaboration with the USG, the Contractor shall develop, maintain, and update a Product Vision artifact to guide the long-term evolution of the Product Roadmap.

DI-IPSC-81427B, Software Development Plan

DI-IPSC-82297, Product Roadmap

DI-IPSC-82298 Product Backlog

3.1.9 Key Personnel

a. General. The personnel specified in Appendix A are considered essential for the successful performance of the work under this contract. The Contractor shall provide these key personnel for the duration of the contract to ensure stability and a high level of performance. Prior to assigning an individual to a key personnel position, the Contractor shall notify the PCO and the Assistant Product Manager (APM), and shall submit the individual’s resume and any other data required to verify their qualifications meet or exceed the requirements of Appendix A.

b. Substitution. The Contractor agrees that no key personnel substitutions will be made unless necessitated by compelling reasons, including an individual’s sudden illness, death, or termination of employment. In such an event, the Contractor shall promptly notify the PCO and APM and submit the information required by paragraph (c) below.

c. Substitution Request. All requests for substitution shall be submitted in writing to the PCO at least thirty (30) calendar days in advance of the proposed substitution. Each request shall provide:

(1) A detailed explanation of the circumstances necessitating the proposed substitution.

(2) A complete resume for the proposed substitute, demonstrating that their qualifications meet or exceed the requirements stated in Appendix A.

(3) A plan for ensuring a smooth transition with no negative impact on program cost, schedule, or performance.

d. Dual-Hatting of Key Personnel. No individual may be assigned to more than one Key Personnel role without the prior written approval of the Contracting Officer. Any request to dual-hat Key Personnel roles shall demonstrate that the proposed individual meets or exceeds the full minimum qualifications of each role and that the dual assignment will not degrade performance, continuity, or decision authority for either role. Dual hatting of the Program Manager, Technical Lead/Chief Engineer, Interoperability Lead, Lead Software Engineer, or Test Lead is discouraged and will be approved only in exceptional circumstances.

e. Government Approval. The Government will evaluate the substitution request and notify the Contractor of approval or disapproval in writing. No substitution shall occur without the PCO’s written approval.

f. Non-Compliance. The Government considers the commitment of qualified key personnel to be a material requirement of this contract. Failure to provide the approved key personnel, or making unapproved substitutions, may be considered a breach of contract and may be grounds for remedies including, but not limited to, termination for default.

3.2 Meetings and Reviews

The Contractor shall support both regularly scheduled and as-needed meetings in support of program requirements, both within the Continental United States (CONUS) and Outside the Continental United States (OCONUS), through in-person attendance, conference calls, or video teleconference (VTC) as determined by operational requirements. As-needed meetings are defined as unscheduled sessions required to address urgent or time-sensitive program issues.

The USG will provide reasonable advance notification for all as-needed meetings. These include, but not limited to:

a. IPTs

b. Working Groups (WG)

c. Major milestone reviews (PAC, SRR, PDR, CDR)

d. TRRs

e. PMRs

f. Customer-hosted events (PMRs, TWGs, etc.)

The Contractor shall ensure key personnel, support staff, and Subcontractors are available to participate, prepare presentation materials, provide status updates with supporting documentation (photos, drawings, statistics, diagrams), and capture meeting minutes documenting all actions, decisions, and issues affecting cost, schedule, or performance.

3.2.1 Integrated Product Team (IPT) Meetings

The IPT shall consist of the USG personnel, USG Subcontractors, Contractor personnel, Subcontractors, and partner nation representative(s). The Contractor shall conduct IPT meetings every other week as needed. The Contractor shall ensure the IPT meetings provide a forum suitable to identify and clarify requirements, resolve problems, and maintain a continuous interchange of technical and programmatic information. The Contractor shall record IPT meeting minutes to document any actions, risks or decisions related to cost, schedule or performance.

The Contractor may utilize telephone conferences, meetings, and video teleconferencing for IPT meetings in coordination with the USG. IPT meetings can occur in conjunction with other reviews, conferences, and meetings or be canceled with a mutual one-day notice. The

Contractor shall ensure all correspondence resulting from IPT actions that affect the scope, cost, schedule, or performance of the contract are addressed to the PCO via the USG Project Manager. IPT meeting agenda topics shall include at a minimum:

a. Project Organizational Chart

b. Point of Contact (POC) List for all IPT members

c. IMS Summary

d. Action Items

e. Risk and Opportunity Management Summary

f. Project Status

g. Discrepancy List

h. Logistics Status – Identify long lead time items and status

i. CDRL delivery schedule and status

j. Travel schedule

k. Notes

3.2.2 Working Group (WG) Meetings

The Contractor shall establish and maintain, at a minimum, the following WGs: Cybersecurity WG, Testing WG, Requirements WG, and Interoperability WG, comprised of representatives from the USG and the Contractor. The Contractor shall conduct WG meetings no less than monthly, or as needed to support program requirements. These WGs will serve as dedicated forums for detailed discussion, analysis, and resolution of technical and programmatic challenges that require more in-depth examination than is practical within the standard IPT meetings.

The Contractor shall propose the specific charter, membership, agenda structure, and frequency for each WG in their Program Management Plan for USG approval. At a minimum, each WG shall address issues within its respective area, coordinate with other WGs on cross-cutting topics, and maintain documented records of all decisions, actions, and risks. The Contractor may utilize telephone conferences, in-person meetings, and video teleconferencing for WG meetings in coordination with the USG. WG meetings may be canceled with mutually agreed one-day notice.

The Contractor shall use the applicable Working Groups to provide recurring visibility into the role, status, and technical contribution of major OEMs, suppliers, subcontractors, teaming partners, and other external support relationships material to performance of the contract. This shall include, as applicable, assigned work scope, interface and data dependencies, testing participation, fielding support, in-country support responsibilities, and any risks, issues, or coordination actions associated with those external parties. The Interoperability WG shall specifically address external interface dependencies, OEM coordination, interoperability data needs, and the status of actions required to support interoperability with participating legacy systems.

3.2.3 Post Award Conference (PAC)

The Contractor shall host the PAC at either the Contractor’s facility, CPE ST3 facility or through teleconferencing in coordination with the USG. The Contractor awardee is encouraged to include representatives of teaming Subcontractors (if applicable), although limits may be placed on the number of representatives as driven by facility accommodation. The purpose of the PAC is to ensure that the Contractor is prepared to execute the work required in the SOW and to establish the framework of the Contractor and USG interaction during the performance of the contract. The PAC shall not exceed two eight-hour days in duration. The PAC shall begin with a contract overview by the PCO or designee and continue to cover IPT project information. The Contractor shall provide meeting minutes after the PAC. The PAC shall take place within 30 calendar days of contract award.

The Contractor shall ensure the PAC includes, at a minimum, presentations and discussion of information and data relating to:

a. Introduction and contract overview

b. Identify necessary GFI

c. Contractor’s plan and schedule for identifying, obtaining, and coordinating all necessary GFI from the OEM or other sources to support interoperability between the CH-47F FTD and the UH-60L OFT and AH-64Ev2 LCT. The Contractor shall present anticipated risks, dependencies, and mitigation strategies related to GFI acquisition.

d. The Contractor's plan for integrating Waterfall and Agile methodologies, detailing how Agile progress will be reported in the IMS and defining the USG's role in Agile events.

e. IPT membership, roles, responsibilities, phone numbers, and email addresses

f. Review of terms, conditions, and assumptions of the contract

g. Presentation of a high-level IMS

h. High-level CDRL delivery schedule

i. Initial IPT schedule

j. Action Item review and discussion

k. Draft Meeting Minutes template review

3.2.4 System Requirements Review (SRR)

The Contractor shall conduct an SRR per aircraft type at the Contractor’s facility with the option for video conferencing for team members unable to travel. The SRR event(s) shall not exceed three eight-hour days in duration unless approved by the Government.

The Contractor shall ensure the SRR includes, at a minimum, presentations and discussion of

a. Requirement Traceability Verification Matrix (RTVM): Demonstrating bidirectional traceability of all system requirements.

b. Requirements Maturity: Status of all requirements (e.g., baselined, draft. TBD) and a plan to mature any open items

c. Initial Agile Development Approach: A high-level overview of the proposed Agile framework, including the intended event cadence and a description of how requirements will be managed and decomposed within the Agile process. The detailed Agile

Development plan shall be a PDR artifact.

d. GFI status: Identification of all GFI dependencies.

e. Potential long lead items identification

f. Facility status update/review

g. Initial Safety Assessment Report (SAR)

h. Updated IMS: Highlighting key milestones and dependencies

i. Initial Risk and Mitigation strategy: Including any major risks identified to date.

j. Contract document status including the CDRLs

k. Action Item Status

Successful completion of the SRR shall be defined as the following:

a. All required deliverables and artifacts, as specified in the CDRL and associated Data Item Descriptions (DIDs), have been submitted to the USG according to the associated DD1423

b. All deliverables and artifacts have been reviewed and/or accepted by the USG

c. Any action items or discrepancies identified during the event have been documented, with a mutually agreed-upon plan for resolution

DI-MGMT-82133, Requirements Traceability Verification Matrix

DI-IPSC-81431A, System/Subsystem Specification (SSS)

3.2.5 Preliminary Design Review (PDR)

The Contractor shall conduct the PDR to evaluate the preliminary design approach and establish the functional baseline. The Contractor shall conduct PDR at the Contractor's facility, or other agreed upon facility with the option for video conferencing for team members unable to travel. The Contractor shall provide meeting minutes after the PDR. The Contractor shall ensure the PDR does not exceed four eight-hour days in duration unless approved by the USG.

The Contractor shall ensure the PDR includes, at a minimum, presentations and discussion of

a. System Design and Architecture: The initial hardware and software system design solution and overall system architecture, demonstrating how the design supports incremental delivery and has been informed by the results of completed development sprints.

b. Requirements Allocation: The updated RTVM, showing the allocation of system requirements to the functional baseline and bidirectional traceability to the Agile backlog (e.g., Epics, Features).

c. Agile Development Status: A detailed assessment of the Agile process covering the period from program start through the current reporting period, including:

(1) The Agile Development Plan, detailing the execution framework, event cadence, and Definition of Done.

(2) Performance metrics, such as planned vs. actual feature delivery and velocity trends.

(3) The updated Product Backlog and Roadmap, reflecting design maturity and completed work.

(4) A summary of sprint demonstration outcomes and USG feedback.

d. Test and Verification: The draft Test Plans and Procedures, showing how test activities align with the Agile delivery cadence.

e. System Safety and Cybersecurity: Updates to the Safety Assessment Report (SAR) and a description of how safety and cybersecurity requirements are being integrated into the Agile backlog and addressed in development sprints.

f. Program Management and Logistics: Updates on GFI status, long lead items, the Integrated Master Schedule (IMS), logistics status, and the Risk and Opportunity Management status, including any new risks specific to Agile execution.

g. Action Item Status.

Successful completion of the PDR shall be defined as the following:

a. All required deliverables and artifacts, as specified in the CDRL and associated DIDs, have been submitted to the USG according to the associated DD1423.

b. All deliverables and artifacts have been reviewed and/or accepted by the USG.

c. Any action items or discrepancies identified during the event have been documented, with a mutually agreed-upon plan for resolution.

d. The Contractor has successfully demonstrated software functionality from initial sprints, proving the viability of the core architecture and high-risk components.

e. The USG has determined that the preliminary design is sufficiently mature and program risks are at an acceptable level, formally authorizing the Contractor to proceed into the Critical Design phase.

DI-SESS-81248B, Interface Control Document

DI-IPSC-81432, System/Subsystem Design Description (SSDD)

DI-SESS-81000F, Product Engineering Design Data and Associated Lists

DI-PSSS-82046, Software License Requirements List

DI-SAFT-80102C, Safety Assessment Report (SAR)

SCRE-82454, Security Configuration Compliance Report

DI-NDTI-80566A, Test Plan

DI-NDTI-80603A, Test Procedure

3.2.6 Critical Design Review (CDR)

The Contractor shall conduct the CDR. The Contractor shall conduct the CDR at the Contractor’s facility with the option for video conferencing for team members unable to travel.

The Contractor shall provide meeting minutes after the CDR. The Contractor shall ensure the CDR event shall not exceed four eight-hour days in duration unless approved by the USG.

Successful completion of CDR establishes the product baseline for configuration control, after which all design changes shall be processed through formal Engineering Change Proposals.

This includes establishing the complete system baseline, including all architectural boundaries, external interfaces, timing constraints, data models, and software–hardware interaction patterns that Agile development must adhere to after CDR.

The Contractor shall ensure the CDR includes, at a minimum, presentations and discussion of

a. Detailed Design: The complete and detailed design solution for all hardware and software, demonstrating the design is stable, producible, and ready for fabrication.

b. Requirements Traceability: The updated RTVM, showing that all requirements are allocated to specific components and are fully traced to their corresponding verification methods in the test procedures.

c. Agile Development Maturity and Demonstration: A comprehensive assessment of the software’s maturity, including:

(1) Cumulative progress since PDR, with metrics on feature completion and velocity.

(2) The updated product backlog and roadmap.

(3) A demonstration of integrated software and hardware capabilities on Hardware-in-the- Loop (HIL) benches or production-representative hardware, proving that key performance parameters and interfaces are working as designed.

d. Test and Evaluation Readiness: The draft Test Plans and detailed Test Procedures.

e. System Safety & Cybersecurity: The updated Safety Assessment Report (SAR) that addresses all identified hazards, and evidence of security control implementation and testing on development assets.

f. Production and Logistics Planning: The updated plan for system production and integration, the updated Spare Parts and Consumables List, and the status of all long-lead item procurements.

g. Action Item Status.

Successful completion of the CDR shall be defined as the following:

a. All required deliverables and artifacts, as specified in the CDRL and associated DIDs, have been submitted to the USG according to the associated DD1423

b. All deliverables and artifacts have been reviewed and/or accepted by the USG

c. Any action items or discrepancies identified during the event have been documented, with a mutually agreed-upon plan for resolution

d. The USG has determined that the critical design is sufficiently mature and complete.

e. The Contractor has successfully executed a comprehensive demonstration of integrated software and hardware capabilities, proving that the system is on track to meet its key performance requirements.

DI-SESS-81248B, Interface Control Document

DI-IPSC-81431A, System/Subsystem Specification (SSS)

DI-IPSC-81432, System/Subsystem Design Description (SSDD)

DI-SESS-81000F, Product Engineering Design Data and Associated Lists

DI-IPSC-81442A, Software Version Description (SVD)

DI-SAFT-80102C, Safety Assessment Report (SAR)

DI-SCRE-82454, Security Configuration Compliance Report

DI-NDTI-80566A, Test Plan

DI-NDTI-80603A, Test Procedure

DI-TMSS-82370, Training System Maintenance Manual (TSMM)

DI-TMSS-82369, Training System Operator Manual (TSOM)

3.2.7 Test Readiness Review (TRR)

The Contractor shall conduct TRR at least 10 calendar days prior to the start of GAT. The Contractor shall provide evidence that documentation is complete, test facilities are ready, prior CVT events were successful, or open issues have been addressed. The Contractor shall ensure the TRR addresses any actions required related to the resources, training, documentation, and testing hardware. In addition to completion of the CVT, the Contractor shall ensure all necessary hardware is in place and support the successful testing and ensure that documentation, design maturity, configuration, and data systems have been adequately addressed in the TRR. The Contractor shall conduct the TRR virtually or at the Contractor facility.

TRRs shall be scheduled only after all entry criteria have been met. The Contractor shall provide all results from prior Contractor testing, including open deficiencies, to the USG at the TRR. This shall include the complete results of CVT and all associated test procedures, with procedure-by-procedure status, pass/fail results, discrepancies observed, retest results, and objective evidence sufficient for the USG to assess test completeness, test rigor, and readiness to proceed to GAT. The Contractor shall discuss outstanding issues/concerns/risks, test objectives, procedures, testing resources, facilities required and testing coordination.

The Contractor shall follow at a minimum the following entry criterion for TRR:

a. Final Test Plan and Test Procedures have been provided to and approved by the USG.

b. All Priority 1 and 2 Discrepancy Reports (DR) have been resolved by the Contractor and approved by the USG.

c.

d. All Priority 3 and 4 DRs have been identified, documented in the PRS, and deemed acceptable to the USG for proceeding to GAT, with rationale provided.

e. Complete CVT results and all associated test procedure results have been provided to the USG, including test logs, objective evidence, discrepancy/failure reports, corrective actions, and retest results.

Successful completion of TRR shall be defined as the following:

a. All required deliverables and artifacts, as specified in the CDRL and associated DIDs, have been submitted to the USG according to the associated DD 1423.

b. All deliverables and artifacts have been reviewed and/or accepted by the USG.

c. The Contractor has presented the complete CVT results package, including results for all test procedures executed, objective evidence of test completion, and categorization and prioritization of all DRs.

d. Priority 1 and Priority 2 DRs have been confirmed closed, and Priority 3 and Priority 4 DRs have been adjudicated to a mutually agreed-upon resolution with the USG allowing progression to GAT with priority 3 and 4 DRs open if acceptable.

e. Any action items or discrepancies identified during the event have been documented, with a mutually agreed-upon plan for resolution.

f. The Contractor has provided a written Go/No-Go recommendation, approved by the USG.

g. The Contractor has provided and presented the complete CVT results package, including all test procedure results and supporting objective evidence, and the USG has reviewed the package and determined it is adequate to support a Go/No-Go decision for GAT.

3.2.8 Program Management Review (PMR)

The Contractor shall plan, host, and conduct a formal one-day PMR every six months beginning after CDR. The Contractor shall host the PMR at the Contractor’s facility, and through teleconferencing for those unable to travel.