Solicitation_W91CRB19R0047_ABEA.pdf

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W91CRB19R0047 18-Jul-2019

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410-306-2736

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10:00 AM 09 Aug 2019

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a. NAME

SHELBY SAUM

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SMALL BUSINESS

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ACC - APG - W91CRB

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VETERAN-OWNED

SMALL BUSINESS

X 8(A)

HUBZONE SMALL

BUSINESS

SIZE STANDARD:

$27,500,000

NAICS:

541512

X

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

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24.22.21.19.

WOMEN-OWNED SMALL BUSINESS (WOSB)

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SCHEDULE OF SUPPLIES/ SERVICES

21.

QUANTITY UNIT

22. 23.

UNIT PRICE

24.

AMOUNT

19.

ITEM NO.

W91CRB19R0047

Section SF 1449 - CONTINUATION SHEET

ITEM NO SUPPLIES/SERVICES MAX

QUANTITY

UNIT UNIT PRICE MAX AMOUNT

0001 1 Job Army Business Enterprise Architecture

FFP

The Contractor shall provide technical support services to the Army Office of Business Transformation to support the Army Business Enterprise Architecture, Enterprise Knowledge Repository, Enterprise Resource Planning Assessment and related data analytics, as fully described in the attached Performance Work Statement.

24 Month Ordering Period FOB: Destination

PSC CD: D307

MAX

NET AMT

UNIT UNIT PRICE MAX AMOUNT

0002 UNDEFINED Job Travel

COST

Contractor will be authorized travel expenses consistent with the provisions of FAR 31.205-46 (Travel Cost) and Section 5.16 of the Performance Work Statement.

No fee is permitted on Travel.

MAX COST

UNIT UNIT PRICE MAX AMOUNT

0003 1 Job Contract Data Requirements List

FFP

Contract Data Requirements List (CDRLs) as described in Exhibit A. Not seperately priced.

UNIT UNIT PRICE MAX AMOUNT

0004 1 Job Contract Manpower Reporting

FFP

Accounting for Contract Services Requirement has been added. The contractor is required to provide data on contractor manpower (including subcontractormanpower) for performance of this contract. Instructions, including the Contractor and Subcontractor User Guides, are available at https://cmra.army.mil For further assistance, email the CMRA Help Desk at contractormanpower@hqda.army.mil

CONTRACT MINIMUM/MAXIMUM QUANTITY AND CONTRACT VALUE

The minimum quantity and contract value for all orders issued against this contract shall not be less than the minimum quantity and contract value stated in the following table. The maximum quantity and contract value for all orders issued against this contract shall not exceed the maximum quantity and contract value stated in the following table.

MINIMUM

QUANTITY

MINIMUM

AMOUNT

MAXIMUM

QUANTITY

MAXIMUM

AMOUNT

$5,000.00 $7,000,000.00

CLIN DELIVERY/TASK ORDER MINIMUM/MAXIMUM QUANTITY AND CLIN ORDER VALUE

The minimum quantity and order value for the given Delivery/Task Order issued for this CLIN shall not be less than the minimum quantity and order value stated in the following table. The maximum quantity and order value for the given Delivery/Task Order issued for this CLIN shall not exceed the maximum quantity and order value stated in the following table.

CLIN

MINIMUM

QUANTITY

MINIMUM

AMOUNT

MAXIMUM

QUANTITY

MAXIMUM

AMOUNT

INSPECTION AND ACCEPTANCE TERMS

Supplies/services will be inspected/accepted at:

CLIN INSPECT AT INSPECT BY ACCEPT AT ACCEPT BY

0001 Destination Government Destination Government 0002 Destination Government Destination Government 0003 Destination Government Destination Government 0004 Destination Government Destination Government

DELIVERY INFORMATION

CLIN DELIVERY DATE QUANTITY SHIP TO ADDRESS DODAAC /

CAGE

0001 POP 27-SEP-2019 TO

26-SEP-2021

N/A N/A

0002 POP 27-SEP-2019 TO

0003 POP 27-SEP-2019 TO

0004 POP 27-SEP-2019 TO

PERFORMANCE WORK STATEMENT

OFFICE OF BUSINESS TRANSFORMATION

PERFORMANCE WORK STATEMENT

Army Business Transformation Support

5/20/2019

1.0 REQUIREMENTS OVERVIEW

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 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) Strategic Plan for FY 2018-2022 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 maintains and evolves 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 Act (NDAA) of 2018. 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 600+ 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 manages its business operations using E2E processes. 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 Management of Army Business Operations regulation (AR 5-1) also singles out key components for enterprise Information Technology (IT) management, including enterprise governance, enterprise architecture, portfolio management, investment analysis, and solution development.

The Army continues to modernize its ERP business systems to simplify operations, optimize processes, and provide an accurate, Enterprise view of business information to all users. The Army Enterprise System Integration Program (AESIP) is a key component of this initiative. AESIP integrates business processes and systems by serving as the Enterprise hub for the Army’s logistics and financial ERP business systems:

General Fund Enterprise Business System (GFEBS), the Army’s financial system Global Combat Support System - Army (GCSS-Army), the tactical logistics system Logistics Modernization Program (LMP), the national logistics system.

In support of these objectives, the Army’s Office of Business Transformation (OBT) requires SAP professional ERP consulting services, and capabilities to assist the Government with assessing the architecture, technical and functional design and integration of the ERP systems within the Army.

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 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 provide technical and functional (business process) consulting services support Assessment of Army Enterprise Resource Planning (ERP) systems Create a data-science-based taxonomy to characterize and analyze all service contracts for each command, as well as across commands, installations and functionalities.

The 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 ABEA.

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):

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

Business Capability Acquisition Cycle (BCAC) Capability Development – Structured process to identify and quantify a business problem following the Army Implementation Guide for DoDI 5000.75

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

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

IT Portfolio Reviews – Annual review of Domain portfolios IT Portfolio Road mapping – Continuous process to leverage Portfolio Review (PfR) to define ways forward (roadmaps) Data (Master data) Analysis – Identification and standardization of business data requirements with a heavy focus on cross-domain (Master data) requirements 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), the Army Business Enterprise Architecture (ABEA), the ABEA Framework, 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.

1.3 Objectives

1.3.1 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.

1.3.2 Provide highly-specialized expertise and skills in support of data modeling teams, including facilitating the creation and maintenance Domain- and Enterprise-level data models.

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

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

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

1.3.6 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

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

1.3.8 Ensure investments comply with the Business Enterprise Architecture and statutory requirements for Business Process Re-engineering and Perform analysis using the ABEA, IT Inventory and IT Budgetary information to support the annual Army Portfolio Review Process.

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

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

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

1.3.12 Provide input to facilitate successful implementation and migration of SAP based solutions to include non-SAP components of solutions (database, project support tools, hardware, operating, systems etc.).

1.3.13 Provide recommendations and best practices for development and sustainment efforts, including recommendations on scope, approach and staffing.

1.3.14 Provide recommendations to ensure the Army’s target Infrastructure design is based on IT best practices for consolidated, pooled, standardized & harmonized architectures.

1.3.15 Provide information about, and advice on the adoption of, current and planned products and capabilities to ensure that the Army’s leadership team is cognizant of relevant offerings and benefits.

1.3.16 Provide information about, and advice on the adoption of relevant ERP based trading partner solutions in order to ensure effective and efficient integration by leveraging industry implementation best practices.

1.3.17 Provide assistance with the identification and classification of program risks, as well as input and advice on risk mitigation strategies.

1.3.18 Provide a mapping of products and capabilities to identified program scope to determine requisite technologies needed to successfully realize required solution capabilities.

1.3.19 Prepare and present capability demonstrations/pilots to support proof of concepts/designs.

1.3.20 Provide functional expertise in Federal, DoD, and Army architectures, processes, policies, and statutes to ensure compliant program procedures and solutions.

1.3.21 Provide data analysis capabilities associated with establishing baseline business intelligence for the implementation of category management throughout the Army.

1.3.22 Enable data analysis support and access for analysts to generate business intelligence supporting category management implementation within facilities and construction, professional services, information technology, transportation and logistics support, and medical categories.

Personnel Requirements/Qualifications

2.1 Project Manager (PM) (Key Personnel)

The PM is considered key personnel and is responsible for the overall administrative management of contractor personnel and ensuring the achievement of all contract performance requirements. The PM may also be called upon to assist in coordinating the activities of the contractor team and other government POCs.

Qualifications: The PM shall possess a Bachelor’s degree in business administration, business management, or human resources. The PM shall have five (5) years supervisory experience in the management of personnel. The PM shall have a 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 time of contract award.

2.2 Senior Enterprise Architect (SEA)/Systems Architect I / BPR Specialist (Senior) (Key Personnel)

The SEA is responsible for work that involves developing 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 business processes and Information Technology, such as BPMN models, system interface diagrams and data schemas is required.

Qualifications: A bachelor's degree from an accredited college or university with major study in systems engineering, computer information systems, computer science, or similar discipline. The SEA shall have a minimum of eight (8) years’ experience in direct support to enterprise architecture projects to include those focused at a business or strategic level and expertise in a repository-based modeling tool. Three (3) additional years demonstrated experience in business architecture development can be substituted for the educational requirements. The SEA shall have demonstrated knowledge of one or more segments of business architecture (Logistics, Human Resources, Acquisition, Finance, IE&E and Training & Readiness.). Experience with the US Army or other DoD activity is required. Must be a US Citizen and must have a Secret clearance at time of contract award.

Of the SEA positions, the following 4 positions are Lead positions. One contractor personnel with experience for each grouping must be bid for each and must be available at the start of the contract:

2.2.1 Senior Enterprise Architect (SEA) Army Business Enterprise Architecture (BEA) Architecture Management and Cross-Domain Integration Lead Required experience:

1) Leading and managing a team of senior architects

2) Expertise with the ARIS modeling tool

3) Managing complex architecture data using ARIS

4) Working with senior government staff

5) Developing guidance and policy across a complex environment (preferably DoD)

6) Developing innovative and impactful ways to leverage architecture data

2.2.2 Senior Enterprise Architect (SEA) Process Architecture Development Lead Required experience:

1) Lead and manage groups of subject matter experts in documenting complex, business processes

2) Expertise in Business Process Modeling Notation (BPMN)

3) Working with senior government staff

4) Linking process architecture to solutions architecture to support architecture based analysis

2.2.3 Senior Enterprise Architect (SEA) Data Architecture Development Lead Required experience:

1) Lead and manage groups of subject matter experts in analyzing data and information requirements for complex systems

2) Expertise in data modeling

3) Deriving information requirements from complex processes

4) Working with senior government staff

5) Experience with data governance and metadata management

2.2.4 Senior Enterprise Architect (SEA) Application/Technology Architecture Development Lead Required experience:

1) Leading and managing groups of subject matter experts in documenting solution architecture

2) Integrating architecture content from multiple solutions into enterprise views

3) Working with senior technical staff (government and contractor) to develop system roadmaps

4) Linking process architecture to solutions architecture to support architecture based analysis

2.3 Enterprise Architect (EA)/Systems Architect II / BPR Specialist

The EA is responsible for work that involves documenting business processes, information requirements, and solution architecture 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.

Qualifications: A bachelor's degree from an accredited college or university. 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 and experience with a repository-based modeling tool. A degree in a technical field (computer science, systems engineering, computer information systems, or related area) may be substituted for the experience requirement. Must be a US Citizen and must have a Secret clearance at time of contract award.

2.4 Systems Engineer (SE)

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. 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.

Qualifications: A bachelor's degree from an accredited college or university with major study in engineering, mathematics, computer science, or related field. Must be a US Citizen and must have a Secret clearance at time of contract award.

2.5 Business Intelligence Developer (BI)

The BI is responsible for developing and maintaining offline Access-based databases and analytical tools that may be needed to augment the server components of EKR. Work will include the authoring and maintaining API-based extraction code from ARIS (within EKR), the ETL processing for loading EKR and APMS data into Access, and the creation of queries and reports as needed.

Qualifications: A bachelor's degree from an accredited college or university. Must be a US Citizen and shall have a Secret clearance at time of contract award. The BI shall have a minimum of five (5) years’ experience with Microsoft Access, two (2) years’ experience in direct support of enterprise architecture projects and experience with a repository-based modeling tool.

2.6 Senior Platform/Infrastructure Analyst - ERP Assessment (Key Personnel)

The IA is responsible for reviewing and assessing the current Technical Infrastructure, according to ERP Best Practices (Example: Landscape Design, Admin Tools and Processes, Data Center and Hardware Migration). They will provide best practice guidance on On-Premise and Cloud Implementations. They will assess current Release Management Strategy and potential product roadmap dead-ends – i.e. which technology should be/will be phased out. Responsibility includes addressing potential performance concerns in regards to server capacity. They will develop and execute a plan to move the ERP programs towards SAP Run-Like-A-Factory with focus on IT Management.

Qualifications: The IA must have a Bachelor’s degree in computer science or related field. Must have 3 years of experience with providing an expert level of programming, reporting, integration and analytical support to an ERP. Must have experience developing and implementing the processes needed to refresh stets of data for testing and development.

2.7 Data Analytics Analyst

The DAA is responsible for review and assess SAP and Non-SAP Systems, reviewing the existing SAP Applications, Systems Architecture and platforms. Reviewing Business requirements, and their Analytical and operational reporting needs. The DAA will identify Army’s Big Data needs and requirements. They will support the development of the Army’s Program’s In-Memory Technology strategy and roadmap.

Qualifications: The DAA must have Bachelor’s degree in Engineering, Math, Statistics, Data Science or related discipline. They must have 3 years of experience in database administration – an ability to create enterprise data warehouses, their schemas. This experience should be in SQL. Must be proficient in Tableau, Qlik or equivalent. Must have experience in data modeling.

2.8 Data Scientist

The DS must be able to standardize and normalize the data and layer it in such a manner that it will provide insight to the customer’s business activities.

Qualifications: The DS shall possess a minimum of a Master’s degree in mathematics, statistics or computer science. The DS shall have a minimum of five (5) years of technical experience in collecting, mining and analyzing both structured and unstructured data. The DS must have experience using Enterprise Software as a Service.

2.9 Senior Data Analyst

The senior analyst must pose hypotheses, challenge assumptions, and uncover best practices in contracting data and present findings in an understandable documents that will be used by the Army’s senior leaders. The senior data analysts must look at the numbers, trends, and data and come to new conclusions based on the findings. The senior data analyst must have experience using Enterprise Software as a Service.

Qualifications: The senior data analyst shall possess a minimum of a Master’s degree in mathematics, engineering, statistics, computer science or related degree. The senior data analyst shall have a minimum of eight (8) years of technical experience in analyzing large amounts of data, facts, figures and number crunching.

3 Task Areas

3.1 Army Business Enterprise Architecture

3.1.1 Army Business Enterprise 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:

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.

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

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

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

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 work with existing architecture content managers (i.e., domain architects, system architects and command architects) to migrate their architecture products as directed into 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 and Data Architecture Development

Provide technical services to facilitate the development and maintenance of Business Process Modeling Notation models, developed through workshops with key Army stakeholders covering: Acquire-to-Retire - Equipment (A2R- E), Acquire-to-Retire – Real Property (A2R-RP), 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 (P2S), Proposal-to-Reward (P2R), Procure-to-Pay (P2P), Prospect-to-Order (P2O), Service Request-to-Resolution - Equipment (SR2R-E), Service Request-to-Resolution – Real Property (SR2R-RP) 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.

Provide technical services to facilitate the development of Conceptual and Logical data models at the Domain and Enterprise levels, developed through workshops with key Army stakeholders and through analysis of existing documentation and data call results.

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 and data models.

All model development shall be consistent with the ABEA Methods & Conventions (M&C), which are detailed in the ABEA Methods and Conventions (M&C) document.

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) and are consistent with ABEA Methods & Conventions (M&C). 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 Architecture and related to conduct business process re-engineering and to rationalize the portfolio of operational activities, organizations, data, and systems associated with the E2E processes. It includes the technical and functional expertise needed to develop the deliverables associated with annual Portfolio Management processes and as-needed BCAC, BPR and/or CPI support. 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. Contractor responsibilities include supporting the annual Architecture Assessment process (in IBF-DAP or a replacement in the future) and performing the resultant analysis and product production to contribute to the formal Army Portfolio Review (PfR) process.

3.2 Enterprise Knowledge Repository (EKR) Support

The EKR is the authoritative source for all Army business architecture content and shall 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 functional roadmap milestones

Facilitate continued development and management of enterprise performance measures.

Manage configuration of the EKR Manage stakeholder requests for additional EKR content and features.

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

The contractor shall provide functional support for configuring and implementing the EKR primarily through input to the ABEA Methods and Conventions (M&C) document, the EKR Concept of Operations (CONOPS), direct configuration and functional specifications to be submitted to the Materiel Developer. The contractor shall also work with the OBT Lean Six Sigma/Continuous Process Improvement (LSS/CPI) 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 as needed with Army CIO-G6 and the other Mission Areas to establish and mature architectural standards that shall accommodate ABEA development. The contractor shall ensure that the architectural standards and business rules are addressed in the ABEA Methods and Conventions document and are implemented in the EKR and updated as necessary.

EKR includes an extended desktop utility toolset that augments the server-based capabilities of EKR. This includes the use of Microsoft Access (in the form of the Desktop Architecture Analysis and Reporting Tool – DAART), Tableau and an assortment of VBA- and Python-based scripts. The contractor will be assigned responsibility for the maintenance and upkeep of some of these utilities and/or a migration path to inherent EKR-based capabilities as those evolve.

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 maintain and evolve the tiered governance structure and the necessary decision rights regarding development and approval of ABEA and BCAC 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 Enterprise Integrated Council (EIC) of Colonels to promulgate EKR information and conduct EKR training sessions.

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 and related Architecture products.

When required, 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 EKR Content Management

The EKR Content Management encompasses ensuring that models, objects and relationships across the ABEA, Domain and BCAC Architectures are stored and secured in correct locations within EKR and the migration of content within and into EKR as required. The Content Management shall also provide for 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 Loading

– 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 ABEA primitive data Architecture Data Organization

– The Content Manager shall ensure imported architecture adheres to standards laid out in ABEA 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 ABEA Baseline content, integration between imported architecture with existing architecture is complete and accurate Architecture Promotion

– As Architecture content within EKR is undergoing validation by Domains or Process Champions, facilitate the process through content organization, tagging and markup as required.

– Upon validation by Domains or Process Champions migrate and consolidate promoted ABEA content as directed by the Chief Enterprise Architect.

– Prior to any ABEA promotion , the Content Manager shall conduct a quality review of content and provide the BMA Chief Architect with a summary briefing of the results and findings prior to the ABEA release.

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 Domains, Commands or Projects 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 assigned area, but the contractor shall participate in team activities necessary to ensure proper integration with Army BMA activities.

The contractor shall:

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

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

Ensure/facilitate system owners compliance with DoD and Army requests for all IT system and business process transformation management.

Ensure business process and IT system owner’s document architectures in the Business System Architecture and E2Es.

– Ensure IT system owners document their information in APMS.

– Ensure BEA/ABEA compliance in IBF-DAP.

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

Support EKR data requests for IT system architectures.

Support strategic alignment to Functional Strategies.

Provide portfolio architecture management support (limited to areas impacted by Defense Business

Systems).

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

– Assist in annual Organizational Execution Plan/Army Portfolio Review development

3.4 Business Capability Acquisition Cycle (BCAC) Lifecycle Analysis and Support

The Office of Business Transformation is responsible for conducting the governance of Army BCAC submissions, assisting in BCAC Architecture product development, performing analysis on submitted products (such as Architecture products and the Capability Requirements Documents) and generating recommendations to the submitting Domain or Functional Proponent at each Authority to Proceed (ATP).

The contractor shall:

Maintain and evolve the BCAC Architecture Methods and Conventions (M&C) document Train Domains and Functional Proponents in OBT standards for BCAC Architecture development Assist Domains and Functional Proponents with the development of BCAC Architecture products in

EKR

Assist the OBT Governance Office in the processing of BCAC submissions Perform analysis and derivative research on ATP deliverables Generate recommendations or CoAs based on analysis

3.5 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:

3.5.1 Liaison and Subject Matter Expertise

Acting as a liaison between business units (Domain) and enterprise management Possessing (or developing) familiarity with Domain subject matter (e.g. HR, Finance, Logistics, Acquisition, etc.)

Completing business cases/problem statements in support of emerging projects Participating in or facilitating business process modeling and research efforts, including injecting industry best practices Acting as a consultant and reviewing all documents on working groups or teams Reviewing, validating, and enhancing components of the Army BEA Process architecture

3.5.2 Business Process Documentation

Participating in or leading Business Process Modeling sessions across the spectrum of activities defined above Acting as a documenter, co-facilitator, facilitator, or subject matter expert in formal or ad-hoc data gathering sessions.

3.5.3 Business Process Enhancement

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

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.

3.6 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, ABEA, 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.

3.6.1 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.

3.6.2 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).