W91CRB-16-T-0017.pdf

SEE ADDENDUM

(No Collect Calls)

W91CRB-16-T-0017 21-Apr-2016

b. TELEPHONE NUMBER

410-306-4721

8. OFFER DUE DATE/LOCAL TIME

12:00 AM 23 May 2016

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ADDENDA ARE

26. TOTAL AWARD AMOUNT (For Gov t. Use Only )

23.

CODE 10. THIS ACQUISITION IS

SUCH ADDRESS IN OFFER

17b. CHECK IF REMITTANCE IS DIFFERENT AND PUT

BELOW IS CHECKED

TELEPHONE NO.

W91CRB9. ISSUED BY

18b. SUBMIT INVOICES TO ADDRESS SHOWN IN BLOCK 18a. UNLESS BLOCK

7. FOR SOLICITATION

INFORMATION CALL:

a. NAME

CYNTHIA A. GROVE

2. CONTRACT NO. 3. AWARD/EFFECTIVE DATE 4. ORDER NUMBER

(TYPE OR PRINT)

30b. NAME AND TITLE OF SIGNER 30c. DATE SIGNED 31b. NAME OF CONTRACTING OFFICER

30a. SIGNATURE OF OFFEROR/CONTRACTOR 31a.UNITED STATES OF AMERICA

27a. SOLICITATION INCORPORATES BY REFERENCE FAR 52.212-1. 52.212-4. FAR 52.212-3. 52.212-5 ARE ATTACHED.

25. ACCOUNTING AND APPROPRIATION DATA

1. REQUISITION NUMBER

20.

ADDITIONAL SHEETS SUBJECT TO THE TERMS AND CONDITIONS SPECIFIED.

OFFEROR TO COMPLETE BLOCKS 12, 17, 23, 24, AND 30

SOLICITATION/CONTRACT/ORDER FOR COMMERCIAL ITEMS

ARE NOT ATTACHED

27b. CONTRACT/PURCHASE ORDER INCORPORATES BY REFERENCE FAR 52.212-4. FAR 52.212-5 IS ATTACHED. ADDENDA ARE ARE NOT ATTACHED

(BLOCK 5), INCLUDING ANY ADDITIONS OR CHANGES WHICH ARE

SET FORTH HEREIN, IS ACCEPTED AS TO ITEMS:

. YOUR OFFER ON SOLICITATION

28. CONTRACTOR IS REQUIRED TO SIGN THIS DOCUMENT AND RETURN

% FOR:SET ASIDE:UNRESTRICTED OR X

SMALL BUSINESS

17a.CONTRACTOR/ CODE FACILITY

OFFEROR CODE

ACC - APG - W91CRB

4310 BOOTHBY HILL AVE

ABERDEEN PROVING GROUND MD 21005-3013

18a. PAYMENT WILL BE MADE BY CODE

RATED ORDER UNDER

DPAS (15 CFR 700)

13a. THIS CONTRACT IS A

13b. RATING

CODE15. DELIVER TO CODE 16. ADMINISTERED BY

SEE SCHEDULE

12. DISCOUNT TERMS11. DELIVERY FOR FOB DESTINA-

TION UNLESS BLOCK IS

MARKED

SEE SCHEDULE

14. METHOD OF SOLICITATION

RFQ IFB RFPX

FAX:

TEL: SERVICE-DISABLED

VETERAN-OWNED

SMALL BUSINESS

X 8(A)

HUBZONE SMALL

BUSINESS

SIZE STANDARD:

$15,000,000

NAICS:

541611

X

OFFER DATED

29. AWARD OF CONTRACT: REF.

DELIVER ALL ITEMS SET FORTH OR OTHERWISE IDENTIFIED ABOVE AND ON ANY

COPIES TO ISSUING OFFICE. CONTRACTOR AGREES TO FURNISH AND

EMAIL:

TEL:

31c. DATE SIGNED

SEE SCHEDULE

SCHEDULE OF SUPPLIES/ SERVICESITEM NO. QUANTITY UNIT UNIT PRICE AMOUNT

24.22.21.19.

WOMEN-OWNED SMALL BUSINESS (WOSB)

ELIGIBLE UNDER THE WOMEN-OWNED

SMALL BUSINESS PROGRAM

EDWOSB

32g. E-MAIL OF AUTHORIZED GOVERNMENT REPRESENTATIVE

SOLICITATION/CONTRACT/ORDER FOR COMMERCIAL ITEMS

(CONTINUED)

PAGE 2 OF46

ACCEPTED, AND CONFORMS TO THE CONTRACT, EXCEPT AS NOTED: ______________________________________________________

32a. QUANTITY IN COLUMN 21 HAS BEEN

RECEIVED INSPECTED

32b. SIGNATURE OF AUTHORIZED GOVERNMENT

REPRESENTATIVE

32c. DATE 32d. PRINTED NAME AND TITLE OF AUTHORIZED GOVERNMENT

REPRESENTATIVE

32e. MAILING ADDRESS OF AUTHORIZED GOVERNMENT REPRESENTATIVE 32f . TELEPHONE NUMBER OF AUTHORIZED GOVERNMENT REPRESENTATIVE

37. CHECK NUMBER

FINALPARTIALCOMPLETE

36. PAYMENT35. AMOUNT VERIFIED

CORRECT FOR

34. VOUCHER NUMBER

FINAL

33. SHIP NUMBER

PARTIAL

38. S/R ACCOUNT NUMBER 39. S/R VOUCHER NUMBER 40. PAID BY

41a. I CERTIFY THIS ACCOUNT IS CORRECT AND PROPER FOR PAYMENT

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42b. RECEIVED AT (Location)

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STANDARD FORM 1449 (REV. 2/2012) BACK

Prescribed by GSA – FAR (48 CFR) 53.212

AUTHORIZED FOR LOCAL REPRODUCTION

PREVIOUS EDITION IS NOT USABLE

SEE SCHEDULE

20.

SCHEDULE OF SUPPLIES/ SERVICES

21.

QUANTITY UNIT

22. 23.

UNIT PRICE

24.

AMOUNT

19.

ITEM NO.

W91CRB-16-T-0017

Section B - Supplies or Services and Prices

ITEM NO SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT

0001 1 Lot Labor

FFP

Army Business Enterprise Architecture (ABEA) Support

FOB: Destination

NET AMT

0002 1 Lot ODCs

T&M

Other Direct Costs consist of travel and other approved Government costs.

ODC's Not To Exceed (NTE) $140,000 for the life of the contract. ODC's to include Government required training and travel at time of occurrence. The burden rate will apply to all task orders. Handling Charge ___%

NOTE: For evaluation purposes, the Handling Charge percentage will be multiplied by the Not To Exceed (NTE) to provide a total amount.

Handling Charge _____% x $140,000.00 = $__________

TOT ESTIMATED PRICE

CEILING PRICE

Contractor Accounting

FFP

Contractor Manpower Reporting

NET AMT

MINIMUM/MAXIMUM

MINIMUM/MAXIMUM

This contract is an Indefinite Delivery/Indefinite Quantity, Firm Fixed Price contract with a minimum award of

$5,000.00 and a maximum award of $7,000,000.00.

Section C - Descriptions and Specifications

PERFORMANCE WORK STATEMENT

OFFICE OF BUSINESS TRANSFORMATION

PERFORMANCE WORK

STATEMENT

Army Business Enterprise Architecture (ABEA)

4/12/2016

1.0 REQUIREMENTS BACKGROUND

1.1. Background

1.2. Scope

1.3. Intent

1.4. Objectives

2. Personnel Requirements/Qualifications

2.1. Program Manager (PM)

2.2. Consultant / Facilitator

2.3. Senior Enterprise Architect (EA)/Systems Architect I / BPR Specialist

2.4. Enterprise Architect (EA)/Systems Architect II / BPR Specialist

2.5. Systems Engineer

3. Task Areas

3.1. Army Business Enterprise Architecture Evolution

3.2. Enterprise Knowledge Repository Support

3.3. Direct Domain Architecture Support

3.4. Business Process Analysis and Enhancement

3.5. Facilitation and Working Group Support

3.6. Summary Requirements

3.7. Project Reviews

3.8. Hours of Operation

3.9. Place of Performance

3.10. Period of Performance

3.11. Federal Holidays

3.12. Attendance At Meetings

3.13. Marking Proprietary Information

3.14. Communication Items

3.15. Contractor Manpower Reporting (CMR)

3.16. Contract Data Requirements List (CDRL)

4. PERSONNEL

4.1. Contractor Personnel

4.2. Attire

4.3. E-Mail Address

4.4. Language Qualifications

5. Security Requirements

5.1. The security requirements are defined in the attached DD Form 254, Contract Security

Classification Specification

6. Travel Requirements

7. Training

8. Required Operational Plans

8.1. Management Plan

9. Government Equipment/Facilities/Data

9.1. Government Furnished Equipment/Facilities/Data

9.2. Maintenance of Government Equipment

1.0 REQUIREMENTS BACKGROUND

1.1. Background

As the threats to the Nation’s security become more diverse and challenging, the demand to support the current operational tempo requires the Army to look for file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809495 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809496 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809497 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809498 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809499 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809500 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809501 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809502 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809503 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809504 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809505 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809506 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809507 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809508 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809509 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809510 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809511 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809512 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809513 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809514 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809515 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809516 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809517 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809518 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809519 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809520 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809521 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809522 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809523 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809524 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809525 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809526 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809527 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809528 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809529 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809529 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809530 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809531 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809532 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809533 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809534 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809535 file:///C:/Users/cindy.grove/AppData/Local/Temp/145/pd04212016071529.docx%23_Toc447809536 innovative solutions to organize, man, equip, train, and fund the modular force on a rotational and sustained basis.

The Secretary of the Army designated the Under Secretary of the Army as the Army’s Chief Management Officer (CMO) in accordance with Congressional guidance, and the Office of Business Transformation (OBT) to assist the CMO in carrying out business transformation initiatives to guide and improve Army business operations with a new business model. Army business transformation shall be broad in scope and closely aligned with the management priorities outlined in the Department of Defense (DoD) 2012-13 Strategic Management Plan and Congressional guidance on improving business operations.

The CMO is responsible for providing the business architecture, governance, and investment oversight, to include business systems compliance, needed to achieve the Army’s enterprise management goals. The OBT reports directly to the CMO in support of these efforts.

The Army is developing an Army Business Enterprise Architecture (formerly Business Systems Architecture) (ABEA) covering all Army business operations, in order to satisfy statutory requirements from the National Defense Authorization Acts (NDAA) of 2009 and 2010. The ABEA describes the key components of the institutional army across seventeen (17) End-to-End (E2E) processes into an evolving operational blueprint. It also supports portfolio management, business systems investment review, and transition planning. The ABEA provides the Army its own enterprise architecture while ensuring compliance with DoD’s Business Enterprise Architecture (DBEA). The key components of the ABEA are seventeen (17) E2E business processes including associated information flows, as well as the 710 systems in the Army Defense Business System Portfolio. Especially critical are the core Enterprise Resource Planning systems (ERPs) which form the backbone of the to-be environment.

As highlighted in the Army’s Business Strategy (ABS), the Army is moving toward managing its business operations using E2E process mapping. Within this construct, seventeen (17) E2E processes span the Army’s core business missions to synchronize and optimize Army mission area, domain, and command functions. The Army Business Management System (ABMS) also singles out key components for enterprise Information Technology (IT) management, including enterprise governance, enterprise architecture, portfolio management, investment analysis, and solution development.

1.2. Scope

This effort requires technical expertise to support business transformation efforts in the following general areas:

strategic planning business alignment

IT requirements and acquisition reform efforts

Enterprise Resource Planning (ERP) software implementation and convergence planning business architecture development

E2E business process modeling and improvement and business investment governance system and service architecture development technical services to evaluate emerging technologies that could accelerate business transformation liaison support with Office of the Secretary of Defense (OSD) Staff, Military Services and Army Commands executing transformation initiatives and activities implementing business changes that shall occur

1.3. Intent

The scope of work covered in this Performance Work Statement (PWS) requires specialized enterprise architecture, business process analysis, and facilitation knowledge and expertise necessary to facilitate and perform E2E business process mapping and modeling, system/service architecture development in support of E2E processes, investment analysis in conjunction with business process re-engineering and the requisite skills to enable and provide technical enterprise and support infrastructure services. The E2E business processes include the seventeen (17) published in the DoD BEA.

Required capabilities for this effort include: the capability to work with Subject Matter Experts to gather information about business processes and to incorporate the information into models of the business and business systems; the capability to manipulate and employ architecture tools to capture, manage and use architecture data;

and the capability to rationalize a portfolio that contains business systems to reduce cost and risk.

The Office of Business Transformation operates as a collaborative hub for transformation efforts across the Army Business Mission Area. These efforts take many forms including (but not limited to):

1.3.1. Deep Dive Analysis – Targeted effort, usually generated through the Army Business Council (ABC), intended to attack and solve a known business problem at the detail level

1.3.2. Problem Statement Development – Structured process to identify and quantify a business problem following the OSD Requirements Validation process

1.3.3. End to End Process Maturation (streamlining) – Targeted effort to define and refine high level business process interactions crossing multiple domains

1.3.4. Business Process Reengineering – Holistic effort designed to radically change and improve business processes, typically to realize financial or manpower savings

1.3.5. Continuous Process Improvement (CPI) – Effort intended to enhance local or tactical processes through incremental improvements

1.3.6. IT Portfolio Reviews – Annual review of Domain portfolios

1.3.7. IT Portfolio Road mapping – Continuous process to leverage Portfolio

Review (PfR) to define ways forward (roadmaps)

1.3.8. Data (Master data) Analysis – Identification and standardization of business data requirements with a heavy focus on cross-domain (Master data) requirements

1.3.9. Technology Insertion – Efforts to identify and quantify opportunities to insert enabling or disruptive technologies into Army solutions and business processes.

OBT’s operating model is to bring groups of subject matter experts from across affected Commands, Domains, and Solutions to work toward consensus-based approaches to solving Army business problems. These efforts may either be in a supporting role (with Commands/Domains) in the lead, or in a leadership role on behalf of the enterprise.

Work products produced throughout all of these efforts impact and are integrated in to the Army Business Enterprise Architecture.

Personnel supporting this effort shall work in tandem with OBT government personnel (military and civilian) as liaisons with Domain architecture and portfolio management support teams. In this role, the effort requires knowledge of the Business Enterprise Architecture, published by the DoD Office of the Deputy Chief Management Officer, the Department of Defense Architecture Framework (DoDAF v2.02), and the expertise to incorporate required changes/upgrades into the Army’s Business Enterprise Architecture. Required capabilities also include the analytical skills and technical knowledge to support investment decisions, perform liaison services, and facilitate collaboration among OBT stakeholders, and support the statutory and regulatory requirements for managing Army business systems.

1.4. Objectives

The objectives are as follows:

1.4.1. Provide highly-specialized expertise and skills in support of business process teams, including facilitating the modeling of the seventeen (17) E2E Business processes plus any new E2E processes that may be required.

Facilitate collaboration focused on rationalizing and integrating the Army’s business system portfolio

1.4.2. Provide enterprise architecture expertise in support of the Army Business System portfolio, with emphasis on the evolving ERP ecosystem

1.4.3. Facilitate the development and continuous refinement of the Army Business Enterprise Architecture & Enterprise Roadmap

1.4.4. Contribute to the IT portions of the Army’s Annual Congressional Report.

1.4.5. Collaborate with Headquarters Department of the Army (HQDA) staff agencies and their Direct Reporting Units, US Forces Command, US Training and Doctrine Command and US Army Materiel Command

1.4.6. Align investments with business architecture. Update and coordinate Army input to the DoD Enterprise Transition Plan

1.4.7. Ensure investments comply with the Business Enterprise Architecture and statutory requirements for Business Process Re-engineering

1.4.8. Support the Government’s performance of strategic planning and technical services necessary to implement the Army Business Management Strategy

1.4.9. Participate in working groups and forums across the Army, DoD, and Federal government on behalf of the Office of Business Transformation

1.4.10. Support development and operations of governance structures for Army business operations to include institutionalizing the BSA as a foundational capability to make informed investment decisions.

2. Personnel Requirements/Qualifications

2.1. Program Manager (PM)

2.1.1. The PM is responsible for the overall administrative management of contractor personnel and ensuring the achievement of all contract performance requirements.

2.1.2. The PM may also be called upon to assist in coordinating the activities of the contractor team and other government POCs.

2.1.3. PM Qualifications: The PM shall possess a Bachelor’s degree in business administration, business management, or human resources. The PM shall have a minumum of five (5) years supervisory experience in the management of personnel. The PM shall have an adequate background in overseeing problems of similar scope and technical requirements, must be able to interact with senior Army officials, and shall have a Secret clearance at the time of contract award.

2.2. Consultant / Facilitator

2.2.1. Consultant / Facilitator is responsible for all the tasks needed to run a productive and impartial meeting. The Consultant / Facilitator shall be able to serve the needs of any group who are meeting with a common purpose, whether it be making a decision, solving a problem, or exchanging ideas and information. This person shall have a minimum of five (5) years’ experience in assisting government personnel in their efforts to lead groups through training, education, or mentoring activities.

2.3. Senior Enterprise Architect (EA)/Systems Architect I / BPR Specialist

2.3.1. The EA is responsible for work that involves developing IT strategies in support of an organizations IT portfolio; developing technical documents relating to process-centric architectures including business process models.

A high degree of understanding of underlying IT, such as system interface diagrams and data schemas is required. These persons shall be developing an enterprise architecture from a collection of subject matter interviews, reviewing, system architectures; analyzing information system architectural requirements for an enterprise.

2.3.2. These persons shall have an understanding of a recognized architecture framework, preferably the DoD Architecture Framework. They shall also have demonstrated a minimum of eight (8) years’ experience in documenting business processes and establishing relationships and linkages to IT systems. They shall demonstrate a minimum of eight (8) years’ experience in applying architecture data to conduct architecture-based analysis.

2.3.3. EA Qualifications: A bachelor's degree from an accredited college or university with major study in engineering, physical science, mathematics, life sciences, computer science, or other field of science. Degrees in engineering technology are not considered to be qualifying for this position.

A recognized Enterprise Architecture certification is required. Must be a US Citizen and must have a Secret clearance at the time of contract award. The EA shall have a minimum of ten (10) years’ experience in direct support to enterprise architecture projects to include those focused at a business or strategic level. The EA shall have knowledge of some segment of business architecture (e.g., Logistics, Human Resources, Acquisition, etc.).

Experience with the US Army or other DoD activity is preferred.

2.4. Enterprise Architect (EA)/Systems Architect II / BPR Specialist

2.4.1. The EA is responsible for work that involves developing IT strategies in support of an organization’s IT portfolio, developing technical documents relating to process-centric architectures including business process models, or similar diagrams, developing an enterprise architecture from research in policy, interviews with subject matter experts by analyzing system architectures; analyzing information system architectural requirements for an enterprise and developing business processes to span an enterprise.

2.4.2. EA Qualifications: A bachelor's degree from an accredited college or university with major study in engineering, physical science, mathematics, life sciences, computer science, or other field of science. Degrees in engineering technology are not considered to be qualifying for this position.

Shall be a US Citizen and shall have a Secret clearance at time of contract award. The EA shall have a minimum of two (2) years’ experience in direct support of enterprise architecture projects.

2.5. Systems Engineer (SE)

2.5.1. The Systems Engineer shall be a recognized systems architect, technical authority, and technical adviser/consultant to agency management, other government agencies, and industry. The SE is the primary point of contact on system requirements affecting major projects. Identifies the most promising software and data system technologies for infusion and application to solve center and agency-wide challenges.

2.5.2. The SE shall have specialized experience in systems architecture, design, and data integration to originate requirements and apply emerging functions of a national or international magnitude for onboard autonomy for long duration missions and experience in leading teams of data systems engineers and scientists to produce complex data-driven systems to enable knowledge extraction and information integration for autonomous capabilities in various data domains, or equivalent.

2.5.3. SE Qualifications: A bachelor's degree from an accredited college or university with major study in engineering, physical science, mathematics, life sciences, computer science, or other field of science.

3. Task Areas

3.1. Army Business Enterprise Architecture Evolution

The following are the major task areas described below:

E2E Business Architecture Development

Army BEA Architecture Management and Cross-Domain Integration

Process / Data Architecture Development

Application/Technology Architecture Development

Enterprise Analysis and Liaison Activities

Enterprise Knowledge Repository

Direct Domain Architecture Support

Army E2E Business Architecture Development Support

3.1.1. E2E Business Architecture Development

Provide architecture development services to support the evolution of the Army Business Enterprise Architecture focusing on artifacts aligned to the figure below and defined in the Army Business Strategy and the ABEA 5-Year Implementation Plan.

Figure 1: Army Business Enterprise Architecture (ABEA) Framework

The Government requires enterprise architecture support to map E2E business processes for Human Capital, Acquisition and Logistics, Finance, Training Readiness, and Installations, Environment and Energy, and their integration, in addition to developing Data, System, and others models and performing analyses in support of business process re-engineering, problem statement development, portfolio analysis, master data management or other business transformation activities. The ABEA shall be heavily focused on Process and Data Architecture for the foreseeable future, efforts in System and Technology architecture shall be evolving but on a smaller scale.

3.1.2. Army BEA Architecture Management and Cross-Domain Integration Provide technical services to manage the evolution of the Army Business Enterprise Architecture (ABEA), ensuring horizontal and vertical integration of content:

a. Update and maintain the ABEA Methods and Conventions document, interface with DOD/OSD architecture community, discover and recommend ways to integrate best practices into the ABEA.

b. Develop and execute processes to ensure consistency across the segments (Domains) of the ABEA.

c. Develop and manage the ABEA Overview and Summary (all viewpoint (AV-1)), ensure a consistent integrated dictionary (AV-2) for all ABEA products.

d. Forecast, recommend, and integrate new architecture products into future versions of the ABEA.

e. Develop and coordinate across the OBT and with the Domains and other stakeholders architecture-based analysis and support institutionalizing of the analysis products into EKR and its business intelligence capabilities.

The contractor shall develop a proposed process for evaluating “legacy” architecture content for value to the Army business enterprise to enable informed decisions on the appropriate level of effort the Army should expend on integrating such content and making it available to the enterprise.

Based upon this process, the contractor shall work with existing architecture content managers (i.e., domain architects, system architects and command architects) to migrate their architecture products into the EKR using a 4 phased approach of gathering, registering, loading and rationalizing architecture content into the EKR. This approach ensures that architecture content brought into the EKR is de-conflicted and integrated with architecture artifacts already within the EKR. The contractor shall provide technical expertise to ensure migration of architecture content from legacy architecture tools to the EKR can be automated to the maximum extent possible.

3.1.3. Process / Data Architecture Development

Provide technical services to facilitate the development of Business Process Modeling Notation models, developed through workshops with key Army stakeholders priority areas of the E2E business processes which are: Acquire-to-Retire (A2R), Budget-to- Report (B2R), Concept-to-Product (C2P), Cost Management (CM), Deployment-to- Redeployment/ Retrograde (D2RR), Environmental Liabilities (EL), Hire-to-Retire (H2R), Market-to-Prospect (M2P), Order-to-Cash (O2C), Plan-to-Stock – Inventory Management (P2S), Proposal-to-Reward (P2R), Procure-to-Pay (P2P), Prospect-to- Order (P2O), Service Request-to-Resolution (SR2R) and Service-to-Satisfaction (S2S) .

The intent of the E2E framework is to serve as the foundation for business process re-engineering (BPR).

This E2E business process development includes all components of the Army – active duty, National Guard, and Reserves. The objectives and goals of this effort have been established as part of the Army Campaign Plan including the role of Enterprise Architect (EA) in support of these objectives. These shall be used to guide the process support teams that the enterprise architects support.

This task also includes: attending and conducting meetings, facilitating workshops or other collaborative sessions to elicit information about processes and resolve architecture-related issues among stakeholders, conducting interviews, and documenting results, all with regard to E2E business processes.

3.1.4. Application/Technology Architecture Development

Develop additional system/service architecture artifacts that are compliant with DODAF and that align with the DoD Business Enterprise Architecture (DBEA). The contractor shall also interface with DoD CIO or Army CIO/G-6 technical communities and work to integrate or harmonize artifacts from those communities.

3.1.5. Enterprise Analysis and Liaison Activities

This task represents the technical services that enable the development and use of the E2E business process models to conduct business process re-engineering and to rationalize the portfolio of operational activities, organizations, data, and systems associated with these processes. It includes the technical and functional expertise needed to develop the deliverables associated with assigned Business Systems Information Technology (BSIT) Strategy implementation tasks. It also covers change management, coordination and reporting required by OBT stakeholders.

The methodology to migrate data from a proprietary platform to a common platform, whether it is an ERP or tool environment, follows standard industry practices for application rationalization and data migration. The Office of Business Transformation envisions migrating architecture artifacts to a common environment including a repository and Architecture of Integrated Information Systems (ARIS) tools. Contractor responsibilities include inserting into and maintaining architecture materials in the Government-provided enterprise repository, Enterprise Elements, until the transition to (ARIS) can be made.

The key to these systems is an approach to enterprise modeling. This approach must offer methods for analyzing processes and taking a holistic view of process design, management, work flow, and application processing.

3.2. Enterprise Knowledge Repository Support

The EKR is now the authoritative source for all Army business architecture content and shall now be used by all Army HQDA architects, all Army systems architects and all Army command architects in addition to all Army Continuous Process Improvement and Army Lean Six Sigma (LSS) personnel as the system to support all architecture development and business process re-engineering activities. The following activities are necessary to support EKR:

Provide functional guidance for configuring and implementing the EKR in support of post-Final Operational Capability (FOC) milestones

Facilitate continued development and management of enterprise performance measures post FOC.

Manage configuration of the EKR

Manage stakeholder requests for additional EKR content and features post FOC.

Conduct change management and training for all of the Army architects on the use of the EKR during the entire period of performance for task order when awarded.

EKR and the content contained within it are critical enablers of Army business transformation and require a solid foundation. The contractor shall help OBT to achieve continuing success for EKR by focusing its efforts on three (3) work streams: EKR Implementation Support, EKR Functional Management and EKR Population.

3.2.1. EKR Implementation Support

Post-FOC, the contractor shall provide functional guidance for configuring and implementing the EKR primarily through input to the EKR Methods and Conventions http://en.wikipedia.org/wiki/Enterprise_modeling http://en.wikipedia.org/wiki/Holistic document and the EKR Concept of Operations (CONOPS). The contractor shall also work with the OBT Lean Six Sigma (LSS) team and the OBT performance assessment division to facilitate development and management of enterprise performance measures. These performance measures shall be used to evaluate the maturity of the ABEA as well as evaluate topical business processes captured in the EKR.

The Contractor shall also work with Office of the Secretary of Defense (OSD) Deputy Chief Management Officer (DCMO) personnel and Army CIO-G6 to establish architectural standards that shall accommodate ABEA development. The contractor shall ensure that the architectural standards and business rules are addressed in the EKR Methods and Conventions document and are implemented in the EKR and updated as necessary post-FOC.

3.2.2. EKR Functional Management

To ensure appropriate management of architecture content developed in the EKR, The contractor Enterprise Architect(s) shall work with OBT leadership and other ABC stakeholders to establish a tiered governance structure and the necessary decision rights regarding development and approval of ABEA artifacts.

The contractor shall ensure content developed for EKR is structured in a manner that makes it efficient for the different EKR stakeholders to find and/or navigate to architectural content of interest.

As necessary, the contractor shall conduct change management and training for Army architects on the use of the EKR. The contractor shall leverage existing working groups such as the monthly Enterprise Resource Planning (ERP) Integrated Product Team (IPT) and the bi-weekly Enterprise Integrated Council (EIC) of Colonels to promulgate EKR information and conduct EKR training sessions, respectively.

Additionally, the contractor shall work with functional stakeholders to manage requests for additional EKR content and features and ensure those requests are processed through appropriate governance channels. The contractor shall translate approved requests into specifications that can be used by EKR technical personnel to implement requested features or load additional content into the EKR.

3.2.3. EKR Population

The contractor shall support activities to create a wide spectrum of EA models and other artifacts to align to the ABEA framework, focusing on maturing the seventeen (17) E2Es business processes. E2E Level 2 content already documented shall be migrated to the EKR by the contractor, any new E2E content developed going forward shall be captured directly in the EKR.

The Contractor System Architects shall support functional domain architects in converting domain architectures to ARIS and incorporating them into the enterprise repository.

3.2.4. Enterprise Knowledge Repository – Architecture Content Manager

In January 2014, an official requirement by the Army and OSD was funded to perform enterprise modeling. The EKR was established to be able to perform enterprise modeling.

The EKR is based upon a complex library or architecture and other related data that must be proactively managed to ensure data quality and enable object reuse. There are three primary phases of library management: collection, organization and correlation.

The collection phase consists of working with OBT or Domain Architects to gather data through either the import of existing models or assisting in the creation of new models.

The organization phase involves performing checks on the imported data to ensure adherence to defined conventions and architecture standards. Finally, the correlation phase consists of rationalizing and integrating the newly imported data with other models and objects in the EKR. The Content Manager shall also provide ad hoc support to other EKR users, as well as supporting training events to transfer knowledge to the EKR user base.

The contractor shall support the OBT Enterprise Architecture teams to perform the following activities in support of the EKR:

• Architecture Load

– The Content Manager shall support and assist OBT, Domain, Command, and Solution Architects in achieving the initial transfer of data and models into the EKR (ARIS) environment

– They shall work with the other architect(s) to ensure imported models and data do not conflict with the baselined Business System Architecture primitive data

• Architecture Data Organization

– The Content Manager shall ensure imported architecture adheres to standards laid out in Business Systems Architecture Methods and Conventions

– They shall work to remove duplication and rationalize objects to ensure single instances to maximize the reuse of the underlying architecture data

• Architecture Correlation

– The Content Manager shall work with the producing architect to establish touch points between imported architecture and existing architecture as appropriate

– They shall ensure that for BSA Baseline content, integration between imported architecture with existing architecture is complete and accurate

– Prior to BSA Baseline Release, the Content Manager shall conduct a quality review of BSA Baselined content and provide the BMA Chief Architect with a summary briefing of the results and findings seventeen

(17) working days prior to the BSA Baseline being release for Cross- Domain coordination

EKR and its content contained within it are critical enablers of Army business transformation and require a solid foundation.

3.3. Direct Domain Architecture Support

In certain cases, OBT will provide direct support to Business Domains for short or long periods to augment or bridge gaps in enterprise architecture and portfolio management support.

The Contractor shall provide architecture development and compliance support for designated Domains (Commands, etc.). It is anticipated that this support shall be conducted within the affected Domain area, but the contractor shall participate in team activities necessary to ensure proper integration with Army BMA activities.

The contractor shall:

(1) Assist the Domain in documenting relevant architecture information within impacted E2E processes, or other Army Business Enterprise Architecture products.

(2) Ensure business process and IT system compliance with Business Process Re- Engineering using architecture as objective evidence.

a. Ensure CIO compliance using architecture business rules.

b. Ensure FISMA compliance using system interface diagrams.

c. Support Data Center Migration using system-to-operational activity architectures.

(3) Ensure/facilitate system owners compliance with DoD and Army requests for all

IT system and business process transformation management.

(4) Ensure business process and IT system owner’s document architectures in the

Business System Architecture and E2Es.

a. Ensure IT system owners document their information in APMS.

b. Ensure BEA/BSA compliance in IBF-DAP.

(5) Provide knowledge management support for Domain business process and IT system information.

(6) Support EKR data requests for IT system architectures.

(7) Support strategic alignment to Functional Strategies.

(8) Provide portfolio architecture management support (limited to areas impacted by

Defense Business Systems).

a. Assist in out-of-cycle requests for DoD IRB approval.

b. Assist in annual Organizational Execution Plan/Army Portfolio Review development

3.4. Business Process Analysis and Enhancement

The Office of Business Transformation needs support in its mission to guide, enact, and govern business process analysis, standardization, and improvement across the Army BMA, and the Army as a whole. Business process analysts shall act as liaison between the business and technical communities across the Army BMA. They shall support the full spectrum of business transformation activities with a focus on BPR and CPI.

Business process reengineering is the thorough rethinking of all business processes, job definitions, management systems, organizational structure, workflow, and underlying assumptions and beliefs. Organizations undertake the methodical practices associated with BPR to help organizations fundamentally rethink how they do their work, specifically to dramatically improve customer service, cut operational costs, and become world class.

CPI capabilities inherent in the Army can be employed to help in the streamlining efforts as well, both to apply improvement methodologies to address performance gaps and to serve as capabilities that can be utilized in the BPR efforts. Both BPR and CPI can address low value adding work. Value adding activity represents activity that meets an explicit customer requirement and cannot be shown to be performed more economically.

This task area entails:

3.4.1. Liaison and Subject Matter Expertise

1.1.1.1. Acting as a liaison between business units (Domain) and enterprise management

1.1.1.2. Possessing (or developing) familiarity with Domain subject matter

(e.g. HR, Finance, Logistics, Acquisition, etc.)

1.1.1.3. Completing business cases/problem statements in support of emerging projects

1.1.1.4. Participating in or facilitating business process modeling and research efforts, including injecting industry best practices

1.1.1.5. Acting as a consultant and reviewing all documents on working groups or teams

1.1.1.6. Reviewing, validating, and enhancing components of the Army BEA

Process architecture

3.4.2. Business Process Documentation

3.4.2.1. Participating in or leading Business Process Modeling sessions across the spectrum of activities defined above

3.4.2.2. Acting as a documenter, co-facilitator, facilitator, or subject matter expert in formal or ad-hoc data gathering sessions.

3.4.3. Business Process Enhancement

3.4.3.1. Participating in Business Process Management group efforts to collect and analyze metrics and continually improve processes owned by the group.

3.4.3.2. Participating in root cause analysis in order to recommend product enhancements or other appropriate actions to improve productivity for both the business units and IT. May act as a project manager on some projects.

3.5. Facilitation and Working Group Support

OBT conducts, leads, or co-leads dozens of meetings during a calendar year to support the variety of transformation endeavors mentioned above. OBT’s “meetings” almost always involve active activities to coordinate, learn, or transfer knowledge from stakeholders to our business processes (e.g. LSS, BEA, CPI). A key goal of OBT is cognizance of the pace of change across the Army and sensitivity to competing requirements placed upon key stakeholders and Domain/Command Subject Matter Experts. Thus, an effective approach to facilitation and working group support is critical minimizing the time stakeholders are formally engaged while maximizing their interest and participation, as well as maximizing the amount of knowledge transferred.

Needed is a focused and targeted, REPEATABLE, approach to facilitation and working group support, that fully leverages technology to minimize travel and conduct business continuously, rather than purely during meeting events. This approach must be transferable to Army organic resources to ensure a consistent approach across all of

OBT.

A high degree of understanding of our business transformation methodologies, awareness of Army business challenges and successes, and continuous learning of our environment is considered a success.

3.5.1. Facilitation

OBT requires facilitation services to support the on-going process supporting our many diverse groups to work cooperatively and effectively. Facilitators shall work with government meeting leads to design and guide the process of the meeting while remaining neutral on content. The facilitator shall be dedicated to the role of enabling participants to assume responsibility and to take a lead on delivering outcomes. Most critical is helping the group towards its own destination. The facilitator is a process guide, while participants are the living content. Actual facilitation support shall only be required when a specific meeting or event requires these services.

3.5.2. Working Group Direct Support

OBT requires additional services to directly support the on-going process supporting our many and diverse groups to work cooperatively and effectively. Direct support (as opposed to facilitation support) entails roles that are embedded in the group, rather than attempting to remain neutral. This support requires actively working (day to day) with meeting attendees and Domain/Command SMEs, providing some level of subject matter expertise, as well as the direct operational support of the working groups (including event scheduling, obtaining facilities, producing meeting results and after action reports. Meeting support shall work directly with government meeting leads meeting leads and facilitators to design and guide the process of the meeting, in some cases the Working Group Support may lead a meeting on behalf of the government lead.

3.5.3. Planning/Organizing

Work Group Support Planning includes managing and deconflicting the full-spectrum of OBT-led or participate in working groups (WGs) over the short and long term. For individual events, this entails preliminary scoping, working with the WG leader to set and finalize agendas, arranging for meeting space, and other pre-event activities.

Additionally, this entails managing invitee lists, deconflicting any senior leader participation, conducting pre-event communications and outreach, and any other activities necessary to ensure a successful event.

3.5.4. Conducting

Conducting workgroups entails the event activities necessary to lead, or support the leading, of the event. This may include collecting attendance, developing meeting notes, and submitting an after action report. Other supporting activities (e.g. managing a parking lot, overseeing group activities) may also be required.

3.5.5. Working Group Capability Development

Since OBT is a dynamic environment with the regular introduction of new personnel both at OBT and in the offices of affected stakeholders, it is critical that a standard and repeatable process for all Facilitation and Workgroup activities be developed.

Additionally, these standard processes and techniques must be transferred to key on-boarding government personnel (both military and civilian). Procedure documentation and supporting training materials are required to ensure smooth functioning of OBT over time.

3.5.6. Standard Operating Procedure Development/Maintenance

A Standard Operating Procedure (SOP) for a representative set of typical events (working groups, senior leader summits, technical interchange meetings, etc.) must be developed and socialized within OBT and across the wider stakeholder community.

3.5.7. Participant/Leader Training Curriculum Development/Maintenance

In addition to the base SOP, a Training curriculum for both participants and leaders of the typical events described above must be developed, socialized, and institutionalized.

It is anticipated that this would be a two-step process, an overview and outline of a proposed curriculum would be presented to OBT, following agreement on the proposal, the training materials themselves would be developed. These materials would be expected to be maintained and updated on an annual cycle to reflect both maturity of OBT and injection of industry best practices.

3.5.8. Participant/Leader Training

A schedule for delivery of these training materials shall be proposed and a session to train both group leaders and group participants would be delivered.

3.5.9. Planning and Management Support

Specific activities include project management planning and agreement on achievable near/short/long-term program objectives and goals; quality control which is a review of accomplished tasks for completeness and accuracy to the management plan; progress reviews which are informal meetings to discuss program issues and are held on a monthly basis or as the need arises; and general administrative support such as submitting reports, maintaining contractor time sheets, etc.

3.6. Summary Requirements

At least one Enterprise Architect personnel supporting para. 3.1.3, 3.1.4, and 3.1.5 shall be designated as key personnel who must be highly knowledgeable of the Business Enterprise Architecture and compliance requirements, as well as portfolio management as practiced by DoD and the Army. They shall have modeling expertise using Business Process Modeling Notation and industry standard system or data modeling notations.

They shall have designated experience with the DoD Architecture Framework, or an equivalent. Knowledge of process orchestration and modeling using Software AG tools is desirable. Knowledge of the ARIS tools is mandatory. Key personnel shall be designated and their experience and expertise in this area detailed in their resumes.

The Contractor shall submit a progress, status, and management report for E2E Business Process Mapping for Human Capital, Acquisition and Logistics, Finance, Installations, Environment and Energy, and Training and Readiness In Accordance With (IAW) Contract Data Requirement List DD Form 1423, Data Item A002, Functional Category MGMT, Management, DI-MGMT-80227, entitled E2E Business Process Modeling.

3.7. Project Reviews

The Contractor Project Manager shall facilitate quarterly meetings with key OBT BTD leaders to forecast priorities and work products.