Attachment_3_-_Performance_Work_Statement_for_Seed_Task_Order_0001.pdf

29 August 2016

PERFORMANCE WORK STATEMENT (PWS)

Project Management Oversight Support (PMOS) Services For the

Yongsan Relocation Plan (YRP) and Land Partnership Plan (LPP) Programs

1.0 GENERAL: Provide the support services described in this PWS to manage and monitor YRP and LPP projects in accordance with U.S Army Corps of Engineers (USACE) requirements to the Korea Program Relocation Office (KPRO).

2.0 SCOPE: Required services (generally):

2.1 Technical analysis and support to designated Far East District (FED) officials and employees, as detailed in the PWS.

2.2 Conduct studies, provide reports as specified in the PWS.

2.3 In order provide these services, Contractor staff may need to attend Government meetings and or conferences, conduct field investigations, prepare briefing materials and documents described in this PWS, and make recommendations for decisions to be made by FED officials. The Program Manager shall organize the Contractor’s workforce and work efforts to ensure timely delivery of all required deliverables at the level of quality described in the PWS. The Contractor’s Quality Control (QC) system shall ensure that timeliness and quality standards are met.

3.0 PERIOD OF PERFORMANCE: The period of performance for this task order is 12 months from the date of award. Estimated target award date is 30 October 2016.

4.0 SPECIFIC SERVICES REQUIRED:

4.1 Project Controls:

4.1.1 Enter schedule information into the USACE P2 project reporting system for 146 Program Packages each comprised of multiple facilities totaling approximately $10.7 billion in Program value.

4.1.2 The total individual facilities include by category:

• 36 troop barracks and dining facilities;

• 94 family housing structures;

• 63 command centers, communications facilities and administrative buildings;

• 100 vehicle maintenance facilities and support;

• 72 warehouses and other logistics facilities, including a railhead;

• 30 School related facilities; elementary schools, middle schools, a high school and support;

• A new, full service hospital and dental clinic;

• 76 shopping and recreation facilities (including an 18 hole golf course);

Attachment 3 - Performance Work Statement (PWS) for Seed Task Order 0001

• Training areas that can accommodate everything from small arms training to drivers training course; and

• Approximately 42 miles of new Command, Control, Communications, Computers & Intelligence (C4I) trenching, 1,000 miles of cabling; and approximately 40 miles each of roads and new utility lines (i.e., electrical, water and waste water, etc.).

4.1.3 Estimated frequency of schedule information entry into P2: Several hundred entries per work week over the entire period of task order performance. The weekly numbers of entries can vary widely. For example, when new projects are in design (currently 20); and/or are waiting to start (currently 18). One such project alone can generate approximately 200 lines per week. Ongoing projects can have dozens of lines, many or all of which may be updated weekly.

Note: Estimates found within this PWS are intended to assist the contractor in preparing its task order fee proposal and are based on the Government’s observation of past activities and best estimate of future needs. Actual numbers of requirements may vary with time.

4.2 Data Collection:

4.2.1 Collect individual project schedule, status and issues data from the following data sources.

• KPRO PM package status updates;

• KPRO PM design schedules;

• KPRO PM cost estimates;

• Resident Management System (RMS) Milestone data;

• RMS construction progress data;

• RMS construction contract data;

• RMS construction contractor data;

• PMC Package and Facility Milestone Report;

• Transformation and Relocation (T&R) Schedule Milestone Report;

• KPRO generated Commander Critical Information Requests (CCIR’s);

• PMC generated CCIR’s;

• P2 generated package schedules;

• Resident Office Corrective Action Plan (CAP) updates; and

• Corps of Engineers Financial Management System (CEFMS) Reports;

o Construction Surveillance (CS)/Supervision and Administrative (S&A) package specific spend;

o CS/S&A package specific obligated funds;

o CS/S&A package specific received funds;

o Construction contract amounts;

o Package funding categories;

• Engineering funds, Surveillance funds, Management funds, and construction funds (depending on program) o CS/S&A Target rates; and o Breakdown of Engineering funds, Construction Division Funds, Program

Management Funds.

4.2.2 Estimated frequency of data pulls over the entire period of task order performance. Data is pulled for:

• 146 projects per work week from four repositories:

o CEFMS (as noted above);

o RMS (4 pulls per project for projects under construction);

o P2 (6 pulls of overall schedule data);

o Project Manager’s (PM’s) weekly project data updates.

4.3 Monitoring:

4.3.1 Continuously monitor all ongoing project schedules and project issues information, as it is generated by multiple Government and non-Government authoritative sources (described in this PWS and in the base contract’s PWS)

4.3.2 Assimilate, integrate, and analyze the collected information

4.3.3 Prepare reports for KPRO’s leadership that identify discrepancies in the schedule and data about issues for KPRO leadership information and response.

4.3.4 Report on construction metrics including cost, program breakdown, and status of projects in design, construction, and real property transfer stage.

4.3.5 Required reports shall be both:

• Periodic. See Technical Exhibit 2 for information about the required frequency of periodic reports; and

• Unscheduled – as discrepancies may be discovered by the Contractor.

4.3.6 Estimated frequency of unscheduled reports to be generated per month: 6-10.

4.4 Management Review Meeting Support:

4.4.1 Support the following, periodic, scheduled management review meetings:

• Monthly District Project Review Boards (PRBs);

• Monthly Line Item Reviews (LIRs); and

• Weekly KPRO Chief briefs to the District Commander.

4.4.2 Support shall be accomplished by providing project data to PMs for their individual meeting preparation, attend the meetings and take notes on decisions and issues for updating logs and databases.

4.4.3 One consolidated project data report is distributed prior to the monthly PRB and another prior to the LIR to KPRO PMs to support their preparation for the respective meetings. One consolidated project data report is prepared and distributed to KPRO PMs for use in preparing the KPRO Chief for his Weekly KPRO Chief brief to the District Commander.

4.5 Baseline and Weekly Update Collection:

4.5.1 Collect from KPRO PMs:

• Baseline and weekly updates on individual project Program Amounts (PAs) and Current Working Estimates (CWEs); and

• Weekly updates from KPRO PMs on the design or construction schedule data status and forecast updates of LPP and YRP projects.* (*Note: KPRO PM’s track and report on all projects, even all YRP projects).

4.5.2 The collected information shall be used for updating the databases listed in para 4.3 above and generating various reports listed throughout this PWS (and listed in the deliverables schedule in Technical Exhibit 2).

4.5.3 Estimated frequency of baseline and update collections per week: average of 146.

4.6. FED P2 System Schedule Information Data Entry:

4.6.1 Transfer U.S Army Garrison (USAG) Humphreys YRP/LPP project schedule information, for all ongoing projects, from the sources identified in paragraph 4.3 into the USACE FED P2 system.

4.6.2 Frequency of required collection - on a continual basis, as new schedule information is received.

4.6.3 Estimated frequency of separate transfers per work day: average of 30.

4.7 Synchronization meeting participation:

4.7.1 Participate in synchronization meetings with Kunwon-CH2M Hill Program Management Consortium (K-C PMC), FED Construction Division and KPRO, providing schedule data for synchronization with other stakeholders.

4.7.2 Use information gathered during synchronization meetings to resolve YRP project schedule data discrepancies.

4.7.3 Receive information from other stakeholders attending the meeting with which to prepare a data discrepancy resolution report, as needed following the meeting, discussing such issues as BOD date confidence level and target date accomplishment feasibility (report is listed in Technical Exhibit 2).

4.7.4 Estimated frequency of meetings: monthly.

4.8 Commander Critical Information Request (CCIR) Tracking Log:

4.8.1 Maintain a tracking log for all CCIR's issued by KPRO inclusive of both YRP and LPP projects

4.8.2 Indicate the latest updated BOD dates, as shown in RMS, and latest BOD date according to the latest issued CCIR.

4.8.3 Reconcile RMS and latest data sent to the U.S. Forces Korea (USFK) T&R for KPRO leadership review.

4.8.4 Estimated frequency of required updates: currently an average of 20 per week.

4.9 Network Analysis Schedules (NAS) Review and Recommendations:

4.9.1 Review and prepare recommendations of the NAS’ generated by the FED Cost Engineering Branch to determine the accuracy of contractually required construction durations for YRP/LPP contract packages not yet awarded for construction.

4.9.2 Estimated number of contract packages to be reviewed during the task order performance period: 38.

4.10 Validation of BODs:

4.10.1 Conduct validation reviews to ensure Beneficial Occupancy Dates (BODs) are in accordance with current authoritative source assessments.

4.10.2 Gather data for validation by participating in monthly Government Acceptance Alignment Meetings between FED Construction Division, KPRO, and PMC.

4.10.3 Report validation results in BOD Calendar Skylines report; BOD Date Confidence Level Target Accomplishment Feasibility Review; and PDT BOD Estimating Report (the reports are listed in Technical Exhibit 2).

4.10.4 Estimated frequency of reports: average of 25 per month.

4.11 Maintain Corrective Action Plan (CAP) Tracking Log:

4.11.1 Maintain a tracking log for all CAP items remaining for projects turned over to the USAG Humphreys Directorate of Public Works (DPW), but which have ongoing deficiencies requiring correction.

4.11.2 The current estimate of projects requiring CAP tracking is 20. Additional projects may be added during the term of the task order.

4.11.3 Estimated frequency of tracking log updates required per week: There are currently 40 projects scheduled to finish in the next calendar year. The number of CAP items varies widely per project, from a dozen to hundreds depending on the complexity of the facility and urgency of need to accept.

4.12 Delivery of Reports Not Tied To Specific Services described in paragraphs 4.1 – 4.11:

4.12.1 Provide required analysis deliverables to U.S. leadership through reports listed in Technical Exhibit 2.

4.12.2 Estimated frequency of reports delivered to U.S. leadership: See Technical Exhibit 2.

4.13 Scope Configuration Database Change Management:

4.13.1 During project development (design and construction) identify scope deviations from project Scope Configuration baselines (based on the project’s DD Form 1391).

4.13.2 Ensure scope deviations are identified, corrected or justified and tracked to ensure the change is supported by a valid requirement to assure preservation of the integrity of project scope requirements in accordance with a project’s approved DD Form 1391, to provide an audit trail through completion of the DD Form 1354 for each completed facility.

4.13.3 Maintain and administer the configuration management relational database, including but not limited to input forms, output reports, analysis, and queries. Projects in design normally generate a dozen or so changes per design submittal (typically four to five submittals per design) and projects in construction may average one or two construction Change Management approvals that impact configuration.

4.13.4 Coordinate scope deviation information with the Configuration Manager, Program Executive, and other offices within the PMO.

4.13.5 Provide services described in this paragraph during the task order performance period for an estimated 20 packages in active design, and 18 packages not yet under design.

4.13.6 Estimated frequency of activities described under this paragraph: Estimated 2,000-2,500 changes over the term of the task order period.

4.14 KPRO Funds Analysis:

4.14.1 Collect individual project financial status information (identified below) for all 146 YRP/LPP projects from the following data sources:

• Corps of Engineers Financial Management System (CEFMS) reports, which include the following data;

o CS/S&A package specific expenditures;

o CS/S&A package specific obligated funds;

o CS/S&A package specific received funds;

o Construction contract amounts;

o Package funding categories;

o Engineering funds, Surveillance funds, Management funds, and construction funds (depending on program);

o CS/S&A Target rates; and o Breakdown of Engineering funds, Construction Division Funds, Program

Management Funds.

4.14.2 Data collected (identified in paragraph 4.2) will be used to update the monthly Resident Office Cost Charges reports and Weekly ROK Funds Status reports for all 146 projects.

4.14.3 The monthly Resident Office Cost Charges reports and Weekly ROK Funds Status reports shall be used to track:

• Engineering Services (ES) funds received and budgeted by project and program type;

• Construction Surveillance (CS) funds received and budgeted by project and program type; and

• S&A funds received and budgeted by project and program type; and

• Project funds received, expended, and remaining.

4.14.4 The Weekly ROK Funds Status report will be used to, by project, prepare and maintain analyses of project “burn rates” and projection of remaining funds availability.

4.14.5 Estimated frequency of collections to support the activities described in paragraph 4.14.1 shall be weekly.

4.15 KPRO Financial Reconciliation and Close-out Support:

4.15.1 Provide data input, draft and finalize for Government approval Memoranda of Financial Reconciliation and Close-out Process Agreements for YRP projects with supporting documentation.

4.15.2 Prepare and facilitate meetings between Project Close-out stakeholders and prepare written document meeting contents for KPRO project files. The Government estimates a requirement for approximately [number] meetings during the task order performance period.

4.15.3 Coordinate and participate in communications with Ministry of National Defense (MND) USFK Base Relocation Office (MURO) to initiate, review and discuss the packages for the YRP Packages Financial Reconciliation and Close-out.

4.15.4 Maintain process and template documentation for Financial Reconciliation and Close-out for YRP packages.

4.15.5 The Government estimates approximately 64 YRP projects will be financially reconciled and closed out during the task order performance period.

5.0 GENERAL INFORMATION:

5.1 Quality Control:

5.1.1 Develop and maintain an effective quality control program to ensure services are performed in accordance with the quality standards stated in this PWS, including procedures to identify, prevent, and ensure non-recurrence of nonconforming or substandard services.

5.1.2 The Contractor shall be responsible for its quality control program and the means by which it assures itself that services comply with the requirements of the task order.

5.1.3 Submit an electronic copy of the Contractor’s complete, written QC Plan with the Contractor’s fee proposal.

5.1.4 After acceptance of its task order proposal, the Contracting Officer will provide his written acceptance of the QCP with any directed changes to the Contractor’s QC system.

5.2 Quality Assurance: The Government shall evaluate the Contractor’s performance under this contract in accordance with the task order’s Quality Assurance Surveillance Plan (QASP). The QASP describes the methods by which the Government checks the adequacy and success of the Contractor’s Quality Control program; who is responsible for surveillance; the frequency of surveillance; and minimum acceptable quality standards.

5.3 Government Holidays: See Paragraph H.3 of Section H – Special Contract Requirements.

5.4 Hours of Operation: See Paragraph H.3 of Section H – Special Contract Requirements.

5.5 Place of Performance: Korea-wide, mainly USAG Humphreys, Pyeongtaek, Republic of Korea.

5.6 Type of Task Order: The awarded task order will be Firm-Fixed-Price (FFP).

5.7 Security Requirements:

5.7.1 Physical Security: 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 Government facilities, equipment, and materials shall be secured.

5.7.2 Key Control:

5.7.2.1 The Contractor shall establish and implement methods of making sure all keys/key cards issued to the Contractor by the Government are not lost or misplaced and are not used by unauthorized persons. NOTE: All references to keys include key cards. No keys issued to the Contractor by the Government shall be duplicated. The Contractor shall develop procedures covering key control that shall be included in the Quality Control Plan. Such procedures shall include turn-in of any issued keys by personnel who no longer require access to locked areas. The Contractor shall immediately report any occurrences of lost or duplicate keys/key cards to the Contracting Officer.

5.7.2.2 The Contractor shall prohibit the use of Government issued keys/key cards by any persons other than the Contractor’s employees. The Contractor shall prohibit the opening of locked areas by Contractor employees to permit entrance of persons other than Contractor employees engaged in the performance of assigned work in those areas, or personnel authorized entrance by the Contracting Officer.

5.8 Post Award Conference/Periodic Progress Meetings: The Contractor shall provide suitable and appropriate personnel and officials to attend any post award meetings or conferences convened by the Contracting Officer or contract administration office in accordance with Federal Acquisition Regulation Subpart 42.5. The Contracting Officer, Contracting Officers Representative (COR), and other designated Government personnel, as appropriate, may meet periodically with the Contractor to review the Contractor's performance. The Contractor shall include its estimated cost of participating in these meetings in its fee proposal. The Government estimates conducting monthly meetings during the task order performance period; however, if additional meetings are required, the Contractor shall participate in them at no additional cost to the Government.

5.9 Contracting Officer’s Representative (COR):

5.9.1 The COR for this task order will be identified by separate letter of designation issued to the COR, a copy of which will be sent to the Contractor, stating the responsibilities and limitations of the COR’s authority.

5.9.2 The COR shall monitors all technical aspects of the task order and assists in task order administration.

5.9.3 The COR is authorized to perform the following functions: assure that the Contractor performs the technical requirements of the task order: perform inspections necessary in connection with task order performance: maintain written and oral communications with the Contractor concerning technical aspects of the task order: issue written interpretations of technical requirements, including Government drawings, designs, specifications: monitor the Contractor's performance and notify both the Contracting Officer and Contractor of any deficiencies; coordinate availability of government furnished property, and provide site entry of Contractor personnel. The COR shall not be authorized to change any of the terms and conditions of the contract.

5.9.4 Such specific taskings as may be required under the terms of the task order shall be delivered in writing to the Contractor’s on-site task order Program Manager by the Contracting Officer, the Administrative Contracting Officer (ACO), or the COR. No other Government official, representative or employee shall be authorized to provide work taskings, perform Quality Assurance functions or provide general supervision or control over Contractor personnel. If the Contractor observes any violations of these restrictions, the Contractor’s on-site task order Project Manager must as soon as is practicable report the incident to the Contracting Officer, the ACO or the COR. The Government shall not be financially liable under the task order or Single Award Task Order Contract (SATOC) for Contractor costs incurred due to unauthorized work taskings, or other requirements directed to the Contractor by unauthorized Government personnel.

5.10 Contractor Key Personnel:

5.10.1 On-site Project Manager: The Contractor shall provide an on-site Project Manager, and such assistant project management staff at the KPRO office, or elsewhere as it deems necessary, to oversee and manage the Contractor’s personnel assigned to this task order. The on-site Project Manager shall be responsible for the Contractor’s performance of the work under this task order and shall coordinate details of work tasks and matters directly with the Contracting Officer, the ACO or the COR. The on-site Project Manager (or his/her designated alternate) is the only Contractor official who shall be authorized to receive work taskings or other direction from the Government.

The on-site Project Manager, or his/her designated alternate Project Manager must be on-site (generally at KPRO’s offices at USAG Humphreys) at all times during the Contractor’s days and hours of operation.

5.10.2 Quality Control Manager: The Contractor shall provide an on-site Quality Control Manager who shall be in charge of implementing the Contractor’s Quality Control Plan. The Quality Control Manager shall operate outside of the supervisory chain of the Contractor’s on-site Project Manager, reporting directly to the Contractor’s senior management.

5.10.3 The Contractor shall identify in writing its proposed key personnel with its task technical order proposal and provide suitable documentation of their qualifications to perform the duties of their positions under the task order. If the Contractor replaces any of its key personnel during the task order’s period of performance, it shall provide written documentation to the Contracting Officer that the replacement key personnel possess the same or greater qualifications to perform their prospective duties as the key personnel they are replacing possess.

5.11 Identification of Contractor Employees:

5.11.1 See Paragraph H.2 of Section H – Special Contract Requirements.

5.11.2 Provide examples of Contractor employee identification badges to the COR for Government approval, prior to commencement of work under this task order.

5.11.3 Coordinate with FED Information Management Office via the COR to place identifying information in Contractor employees’ e-mail accounts.

5.11.4 Identify Contractor employee work areas within the Government’s facilities where Contractor employees have desks or office space with signs or other means as to clearly identify that the persons working within such areas are Contractor employees.

5.11.5 Ensure that all documents prepared and delivered by the Contractor under the task order identify the author, if a Contractor employee, as such.

6.0 DATA RIGHTS: The Government shall have unlimited rights to all documents/material produced by the Contractor under this task order. Refer to the Contract’s data rights clauses for additional details and requirements.

7.0 ORGANIZATIONAL CONFLICT OF INTEREST:

7.1 Contractor and subcontractor personnel performing work under this task order 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 FAR Subpart 9.5.

7.2 The Contractor shall notify the Contracting Officer 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 Contracting Officer to avoid or mitigate any such OCI. The Contractor’s mitigation plan will be determined to be acceptable solely at the discretion of the Contracting Officer and in the event the Contracting Officer unilaterally determines that any such OCI cannot be satisfactorily avoided or mitigated, the Contracting Officer 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.

8.0 GOVERNMENT FURNISHED ITEMS AND SERVICES:

8.1 Facilities: The Government will provide the necessary office space for the Contractor staff to provide the support outlined in the PWS to include desk space and other items necessary to maintain an office environment.

8.2 Equipment: The Government will provide furniture, Government computers, desk phone, cell phones, color copier/fax/scanners, printers, shipping crates, lighting, office janitorial services, potable water, and office supplies and materials.

8.3 Communications: The Government will provide Army Knowledge Online (AKO) accounts, USACE accounts, and commercial and Government internet services to Contractor employees upon proof that the employees meet U.S. Army and FED Information Technology (IT) security requirements.

9.0 CONTRACTOR FURNISHED ITEMS AND RESPONSIBILITIES:

1.8.1 Field Investigation and Determination of Conditions: The Contractor shall be responsible for conducting field investigations and determination of conditions required for the development of required products. The Contractor shall be responsible for obtaining existing documents and for verifying and updating all information on these as required.

10.0 CONTRACTOR MANPOWER REPORTING (CMR): See Paragraph H.9 of Section H - Special Contract Requirements.

11.0 APPLICABLE PUBLICATIONS (Current Editions)

11.1 The Contractor shall apply the following regulatory guidance to its work under the task order:

(a) USACE Project Management Business Practice (PMBP) Manual;

(b) USACE Engineering Construction Bulletin (ECB) 2012-21; and

(c) USACE Engineering Construction Bulletin (ECB) 2003-8.

11.2 The Contracting Officer, ACO or COR may require the Contractor to apply other regulatory guidance, applicable to FED, to its work.

12.0 ATTACHMENT/TECHNICAL EXHIBIT LIST:

12.1 Attachment 1/Technical Exhibit 1 – Performance Requirements Summary (PRS)

12.2 Attachment 2/Technical Exhibit 2 – Deliverables Schedule

TECHNICAL EXHIBIT 1

PERFORMANCE REQUREMENTS SUMMARY (PRS)

The Contractor service requirements are summarized into performance objectives that relate directly to mission essential items. The performance threshold briefly describes the minimum acceptable levels of service required for each requirement. These thresholds are critical to mission success.

Performance Objective

Standard Performance Threshold

Method of Surveillance

PRS # 1. Provide Project Analysis as required per PWS.

The Contractor shall follow

USACE PMBP

Manual.

Requirements delivered by date/time requested: 95% of the time or extension timely granted

No more than 95% of all requirements delivered generate Government requests for correction/revision to comply with USACE PMBP Manual

No more than 90% of all requirements delivered generate Government requests for correction/revision of incomplete or inaccurate data

Contractor QC of each deliverable item.

Government QA spot checks of Contractor QC system and deliverables, per

QASP

PRS # 2. Provide Project Controls Function as required per PWS.

The Contractor shall follow

USACE PMBP

Manual.

Reports delivered by date/time requested: 95% of the time or extension timely granted

No more than 95% of all reports delivered generate Government requests for correction/revision to comply with USACE PMBP Manual

No more than 90% of all reports delivered generate Government requests for correction/revision of incomplete or inaccurate data

Contractor QC of each report delivered

Government QA spot checks of Contractor QC system and deliverables, per

QASP

TECHNICAL EXHIBIT 2

DELIVERABLES SCHEDULE

The Contractor shall submit the following deliverables according to the frequency established within this PWS.

Submission to the Government shall normally be done via e-mail; however, the COR may require delivery via Digital Video Disk (DVD)/Compact Disk (CD) media at no additional cost to the Government. E-mail deliveries shall clearly indicate that the deliverables are contractor work product.

Deliverables shall be transmitted directly to designated Government offices and officials, as directed by the COR. The Contractor’s On-Site Project Manager shall maintain a system for tracking and accounting for deliverables (including information about dates required and actual delivery) such that the Government may periodically review the status of the Contractor’s work product and locate specific deliverables for review. The COR may use the Contractor’s deliverable tracking system during Quality Assurance reviews.

DELIVERABLES

Name Frequenc y Delivered to Description

USAG

Humphreys Construction Program Metrics (Para 4.3.4)

Monthly KPRO Chiefs Construction metrics including cost, program breakdown, and status of projects in design, construction, and real property transfer stages

CCIR Tracking Log (Para 4.8)

Weekly

KPRO Chiefs, KPRO PM's, Construction Division, Resident Offices

Tracking log for all Commander Critical Information Requests (CCIR's) issued by KPRO inclusive of both YRP and LPP projects.

CCIR

Reconciliation (Para 4.8)

Weekly

KPRO Chiefs, KPRO PM's, Construction Division, Resident Offices

Project logs in construction, indicating the latest update of BOD dates as shown in RMS, and latest BOD date according to latest issued CCIR. Reconcile RMS and latest data sent to T&R.

CCIR Analysis and trends (Para 4.8)

Weekly

KPRO Chiefs, KPRO PM's, Construction Division, Resident Offices

Detailed analysis and trend data for all CCIR's related to the program dating back to 2012. Trend data developed for average delay period, delay cause analysis, etc.

KPRO Weekly Report Summary (Para 4.4.3)

Weekly KPRO Chiefs, KPRO PM's, PPMD, POD, USFK HQ

Weekly report that shows all KPRO managed packages listing by package number and title, P2 identifiers, USPN, Program, PM, status, design contractor and design milestone dates, construction contractor and construction milestone dates, project phase, percent completion for both design and construction, PA, CWE, CS/SA Funds status.

KPRO Weekly Report, Detail (Para 4.4.3)

Weekly KPRO Chiefs, KPRO PM's, PPMD, POD, USFK HQ

Weekly report for KPRO managed packages. Includes individual reports for each package with details of construction progress (baseline, current plan, actuals) and forecast, design and/or construction milestones, package status, construction contractor and resident office, project phase, percent completion for either design and construction, PA, CWE, CS/SA Funds status, CS/SA funds projection, CS/SA detail funds breakdown.

BOD Calendar (Skylines) (Para 4.10.3)

Monthly KPRO Chiefs, KPRO PM's

Monthly report that graphically depicts estimated completion for KPRO packages using skyline graphs.

KPRO Statistics (pie charts) (Para 4.3)

Monthly US Design and Construction Agency

(DCA)

Monthly report program pie chart reports depicting total program % executed, number of projects completed, LDUI % executed, YRP % executed, LPP % executed, Modernization % executed, USFK HQ % executed and contract data, SPT020 % executed and contract data, and hospital % executed and contract data.

KPRO Statistics (Project breakdown) (Para 4.3)

Monthly US DCA

Monthly program pie chart reports depicting total program % executed, number of projects completed, LDUI % executed, YRP % executed, LPP % executed, Modernization (MOD) % executed, USFK HQs % executed and contract data, SPT020 % executed and contract data, and hospital % executed and contract data, as well as project counts for projects not started, projects in construction, projects complete, and total number of projects for YRP, LPP, and MOD. Additionally, a by project breakdown is sent which includes Project Approval (PA) value, value earned, and total earned vs total PA.

KPRO Statistics (narrative) (Para 4.3)

Monthly DCA

Monthly narrative to accompany KPRO statistic pie charts, which narrates progress and any changes within program from month to month. This can include in depth statistics for program progress.

BOD Date Confidence Level and Target Date Accomplishment Feasibility Review (Para 4.10)

Monthly KPRO Chiefs, KPRO PM's

Monthly in depth analysis of currently reported BOD data (building turnover to garrison) showing key performance indicators such as cost, schedule, package progress to date, forecasted progress, key issues, etc. PM's use to determine if CCIR is necessary to delay project turnover.

Resident Offices Cost Charges (Para 4.14.2 & 4.14.3)

Monthly KPRO Chiefs

Detailed cost breakdown of spending trends for all packages broken down by Resident Office. Used to determine when more funds need to be requested and when Resident offices are forecasted to run out of money. This report also shows cross charging information. Funds forecast is also included.

ROK Funds Status reports (Para 4.14.2)

Weekly KPRO Chiefs ROKFC Funds received, obligated, available, percentages compared to completion and Contract Required Completion Dates (CRCD)

Corrective Action Plan (CAP) Tracking Log (Para 4.11)

Monthly KPRO Chiefs, Chief of Humphreys Area Office

(HAO)

Tracking log showing all CAP items remaining for packages turned over but with ongoing deficiencies.

Resource & Placement Histogram (Para 4.3.4)

Monthly KPRO Chiefs, FED PM's

Resources vs placement graphed over significant milestones. Purpose of document is to show lack of staff on site is impacting progress (along with fence move)

PDT/BOD

Estimating (Para 4.10.3)

Monthly MISC Collecting and analyzing PDT estimates of BOD growth and over reporting of placement (% complete)

Maintain Scope configuration management relational database (Para 4.13)

Weekly KPRO Chiefs, KPRO PM's

Maintain and administer the scope configuration management relational database including but not limited to input forms, output reports, analysis, queries, etc.

AD HOC

(Para 4.12)

On average 5 out of sequence data calls per month

MISC

Provide analysis, reports and data on an as-needed basis (PM lists, project status, schedule status, cost status, etc.), provide cost/schedule/risk analysis on an as-needed basis, identify performance indicators which indicate potential schedule slip, perform detailed analysis on schedule integration and workflow between vertical and horizontal facilities, etc.

Glossary of Acronyms & Terms

1391/DD1391 DoD programming document that defines project scope and cost 1354/DD1354 DoD property transfer document for completed facilities ACO Administrative Contracting Officer AKO Army Knowledge Online BOD Beneficiary Occupancy Date C4I Command, Control, Communications, Computers & Intelligence CAP Corrective Action Plan CCIR Commander Critical Information Request CD Construction Division of USACE, Far East District CD Compact Disk CEFMS U.S Army Corps of Engineers Financial Management System CMR Contractor Manpower Reporting CO/KO Contracting Officer COR Contracting Officer’s Representative CRCD Contract Required Completion Date CS Construction Surveillance CWE Current Working Estimate DCA Design and Construction Agency DoD Department of Defense DPW Directorate of Public Works DVD Digital Video Disk ECB Engineering Construction Bulletin FED Far East District (Officially known as POF) HAO Humphreys Area Office HQs Headquarters IT Information Technology K-C PMC Kunwon -CH2MHILL Program Management Consortium KRP Korea Relocation Program KPRO Korea Program Relocation Office (POF) KPRO Chiefs Chief KPRO, Deputy Chief and LPP, YPR, SOB, and TOMB Chiefs KORCOM Korea Command LDUI Land development, utilities and infrastructure LH Korea Land & Housing Corp LIR Line Item Review (meeting) LPP Land Partnership Plan MND Ministry of National Defense MOD Modernization MURO MND USFK Base Relocation Office (ROK) NAS Network Analysis Schedule OCI Organizational Conflict of Interest P2 Software application tool used to support program/project execution PA Project Approval PDT Project Delivery Team PM Project/Program Manager

PMC Project Management Consortium PMO Project Management Office (KRPO+MURO+PMC) PMOS Project Management Oversight Services POC Point of Contact POD Pacific Ocean Division (HQ for POF) POF Pacific Ocean Far East District (Also known as FED) PMBP Project Management Business Practice PPMD Programs & Project Management Division (POF) PRB PRS Performance Requirement Summary Program or Project Review Board (POF or POD) Program Package Group of projects combined into one construction contract package Project One or more facilities with supporting LDUI PWS Performance Work Statement QA Quality Assurance QASP Quality Assurance Surveillance Plan QC Quality Control Resident Offices FED Construction Division construction management offices RMS Resident Management System ROK Republic of Korea ROKFC ROK Funded Construction S&A Supervision and Administrative SATOC Single Award Task Order Contract SOB Security Operations Branch (KPRO) SPT020 Exchange and Commissary Project TOMB Task Order Management Branch (KPRO) T&R Transformation and Relocation Office USAG U.S Army Garrison USFK U.S Forces Korea YRP Yongsan Relocation Plan