DRAFT_PRSM-PM_PWS_Sources_Sought.doc

PERFORMANCE WORK STATEMENT (PWS)

PREDICTIVE RESOURCE STAFFING MODEL (PRSM) –PROGRAM MANAGEMENT (PM) ENHANCEMENT

1. PURPOSE OF EFFORT: The intent of this effort is to develop manning structures for Army Acquisition Workforce functions to produce or enhance manpower models to facilitate forecasting and validating of U.S. Army manpower requirements. Upon completion, these models shall be provided to the Assistant Secretary of the Army for Acquisition, Logistics and Technology, Resources Integration, Human Capital Directorate. The focus of this task order is on Program Management functions.

2. LOCATION(S) OF EFFORT: Work will be conducted at the contractor’s facility, the Pentagon or as required various CONUS Department of Defense (DoD) facilities (see Table 3-1).

3. DESCRIPTION OF DELIVERABLES: The vendor shall provide deliverables in accordance with the Services Summary section and as defined by the standards outlined in this Performance Work Statement (PWS). All deliverables must be submitted no less than seven (7) calendar days in advance of the final deliverable deadline to allow for coordination and concurrence. At a minimum technical direction will be provided at the completion on the subordinate deliverable. Additional technical direction will be provided upon vendor request. The models shall be reviewed and validated by United States Army Manpower Analysis Agency (USAMMA) prior to acceptance.

Program Management Manpower Model Support. The purpose of optimizing Program Executive Office (PEO)/ Program Manager (PM) structures is to enable PEOs to analyze organizational structures, business processes, and modeling improvements as well as generate an improved PM model that will identify an optimal workforce vice a current staffing mix. Specifically, the purpose is to 1) identify opportunities to reduce workload and to generate efficiency and productivity gains; 2) provide an independent set of proposed organizational structures, tasks associated with the organizations, and process recommendations for future predictive staffing models; 3) determine organizational workforce competencies needs; and 4) apply lessons learned from previous versions of the PM model and generate data that will assist in future data collection.

All phases of the development process and the model build must be transparent to the customer. From the data collection methodology, to the data collection, to data cleaning, to data manipulation, to model development, to model results; the process must provide the customer with regularly timed inputs to inform them on the process, the successes and the failures. Consensus on modeling methodology will be obtained from a USAMAA representative for every phase of the model development.

Any reference documents required will be provided to the Contractor by the Government.

DELIVERABLES: The contractor shall provide the following:

3.1D Project Kick Off and Planning Deliverable:

3.1.1 Project Management Plan. The Project Management Plan will be developed to define and outline the following:

· Outline the key activities, methodology and milestones associated with the specific study population to be included in a project timeline, work breakdown structure, and governance approval points

· Further define key features of the study population – understand the context, complexity, diversity and geographical differences of the population

· Further define survey questions/data collection Program Management task list that incorporates feedback from, Subject Matter Expert (SME) interviews, survey data, and other sources

· Perform analysis to include recommendations for alternative means to standardize, automate and collect data

· Outline of programmatic risk/alternatives

· Provide deliverables of participating organizations listed in Table 3-1 PEOs by Location

· Assistant Secretary of the Army for Acquisition, Logistics, and Technology (ASA (ALT)) may request deliverables of additional PEOs and will notify the contractor in writing upon request.

· Organization and staffing of PM-05 and PM-06

· Product alignment

· Availability of skills / gap analysis (organic and matrix) by geographic location

· Use of shared services

· Interfaces with PEO Headquarters (HQ)

· Integration with Cross Functional Teams (CFTs)

· Cyber Requirements

· Sustainment Requirements

· Airworthiness Requirements

· Customer reimbursed missions where the PEO is the manpower supplier

· Reassessment of labor class alignments based on latest command ownership of function

Table 3-1 PEOs by Location

3.2D Site Survey Deliverable:

3.2.1 Site Survey

Anticipated travel to the 12 PEOs listed in Table 3-1 PEOs by location will establish the first body of knowledge through key interviews with subject matter experts (SMEs), key leadership and other members of the Program Management community. The data collected during this visit will be analyzed and presented to the Government for the purpose of validating the best means of accurately measuring this population across the ASA(ALT) community in conjunction the previous deliverable.

Data to be collected will be to define and outline the following:

· Refine and validate key activities, methodology and milestones associated with the specific study population

· Further define and gather key features of the study population – understand the context, complexity, diversity and geographical differences of the population

· Gather data for survey questions/data collection Program Management task list that incorporates feedback from, SME interviews, survey data, and other sources; Perform analysis to include recommendations for alternative means of data discovery

· Build, refine and validate workload driver list

· Build or refine draft driver questionnaire list

· Refine work breakdown structure and associated task list.

· Outline of programmatic risk/alternatives The data collected during this visit will be analyzed and assimilated into previously gathered data if applicable and presented to the Government for the purpose of providing ongoing validation of the best means of accurately measuring this population across the ASA (ALT) community. The report will be delivered to the government within 15 days of completing each site visit. The analysis should be in the form of a word document, with all data collected residing in expandable document formats that will allow additional data to be added upon the data points collected throughout the Program Management community.

3.3D Data Collection Deliverable:

3.3.1 Task List Development.

Develop and or improve upon an inter-organizational Program Management task list that incorporates feedback from working group sessions, Integrated Product Team (IPT) Subject-Matter-Expert (SME) interviews, survey data, and other sources of database of record. Provide an analysis of the task list to include determining that all tasks are at the appropriate hierarchal level and are quantifiable. Provide recommendations for right-sizing the list to include consolidation of tasks and changing hierarchal level of listed tasks. All data must be collected as time and frequency data (not man-hours) against identified/defined tasks of the functions being addressed.

3.3.2 Workload Driver List. Through data collection compile a list of key determinants to help further define and distinguish work attributes of the Program Management field. Following data collection, provide an assessment of which drivers were shown to be statistically relevant. Validate the statistical significance of the following work as workload drivers:

· Airworthiness

· Cyber

· Sustainment

· CFT Support

· Multiple Configurations of a system

· Ammunition Class

3.3.3 Data Collection Tools. With guidance from the Government Program Management SME, develop focused interview guides and surveys tailored to identify and determine the key distinguishers across the studied population. Determine if existing timekeeping methods are appropriate and feasible for touch time data collection. Provide any recommended changes to current time keeping methods to automate data collection.

· Provide Monthly Status Reports summarizing status to the contracting officer’s representative and contracting officer. This forum will address integration level topics; discuss key accomplishments, concerns, and status toward achieving the next approval point.

· Provide expert technical and analytical support to DASA (PPR) in the analysis and development of the staffing structure for Life Cycle Management of Programs – working with ASA (ALT), US Army Acquisition Support Center (USAASC), Medical Command and USAMAA personnel. This includes preparing presentations to update Army leadership on project status and briefing interested parties of the project.

· Provide OASA (ALT) with an optimal data collection plan that will ensure tasks are mapped to occupational series/tasks/competencies for future models.

· Provide OASA (ALT) with survey questions or existing data sources that will streamline data collection, while complementing touch hours for PMv2.

· Provide OASA(ALT) with crosswalk to ensure all data elements from PMv.1.3.1 are captured and incorporated into future models

· Provide OASA(ALT) with a means for capturing workforce competencies

3.3.4 Data Collection Training Materials. Support development of data collection training materials. Materials include but are not limited to business rules, FAQs, PowerPoint presentations, and user guides

3.3.5 Interim Data Collection Status Reports. Interim data collection status reports will describe the data being collected, its completeness, and any reporting issues that have been identified and courses of action to address any issues with the data that arise during the collection period. The report will provide an overview of the raw data collected, the data to be used for development of the model, and a crosswalk between the two data sets that documents any modifications made to the data collected (should any such modifications be required) and the basis for making any such modifications.

3.3.5.1 Report 1. 30 days after data collection start

3.3.5.2 Report 2. 60 days after data collection start

3.3.5.3 Report 3. 90 days after data collection start

3.3.4 Comprehensive Data Report. Develop a comprehensive data report that presents narrative and illustrative information pertaining to the touch-time hour collection as well as the behavioral data gathered through other means.

3.3.4.1 Touch-Hour Collection Analysis. Following each 30-day period of touch-hour collection provide an analysis report that identifies any observed anomalies, trends, and significant observations.

3.3.4.2 Work Center Analysis. Compile behavioral data obtained from surveys, Subject-Matter-Expert (SME) interviews, and additional sources into a singular report. Provide an overview of the data obtained and its overall applicability to the model.

3.3.4.3 Data Collection Summary. Provide an analyses summary of the data set to include the quantity, composition and the characteristics of the populations surveyed. Identify data points (if any) that were excluded from consideration and any potential data gaps, if possible provide statistical significance to identified gaps, and provide mitigation strategies or alternatives to minimize the impact of identified data shortcomings. Provide an estimated confidence level/R2 that could be expected based on the existing data collected.

3.3.4.4 Process Maps. Assist in survey/interviews for process map development. Develop maps for each process defined. Provide process maps that reflect tasks performed by the function that will be studied. Compare times from subject matter input for process maps to actual touch time collected for similar tasks. Data Collection Presentation. Assist in the development of briefing presentations with supporting figures for briefings to ASA(ALT) leadership, USAMAA, and other stakeholders.

3.4D Predictive Resource Staffing Model Deliverable:

3.4.1 Model Design Plan. Model description shall include the following data points at a minimum. The composition of the data to be used in model development selection criteria for their inclusion should include:

· touch-hours

· drivers

· standards

· assumptions

· Description of how data will be segmented (e.g. organization, product, commodity, etc.)

· Description of statistical methodology/approach be applied

· Anticipated software requirements utilization

· Description of user input process

· Description of output format(s)

· Description of standard reports

· Description of model flexibilities

· PMs Model v2 design and methodology

· Data collection methodology (samples, indirect vs. direct labor)

· “Should-be” staffing assessment methodology

· Software modeling approach

· Data automation

· Process and timeline

3.4.2 Model Development Model development must follow USAMAA's five phase manpower model development process. A mission directive must be identified/defined and all solutions within the process must connect back to the originating mission directive. This means that functions must be derived from the original mission directive and tasks must directly support the defined function. Use of a governmentally recognized tool (specifically Microsoft's Excel) must be used in the manipulation of the data and the development of the model in order to support transparency with possible further governmental refinement of the model after the conclusion of the contract.

3.4.2 Predictive Resource Staffing Model-Program Management (PM). Delivery of final functional PRSM- PM will provide forecasts of workload requirements by Full-Time Equivalent (FTE), workforce type, tasks performed and competency. PRSM-PM v2 will forecast workload seven (7) years at a minimum. PRSM-PM model will consist of inputs (workload driver values), algorithms, and outputs (forecast recommendations for manpower requirements). PRSM will be developed with full intent of meeting USAMAA validation criteria (repeatability/defendable analytics). Data must correspond to a Unique Identification Code (UIC). Data outputs should be in consideration of the varied users and multiple projected uses. Each functional model shall identify tasks that are inherently governmental verses tasks that are closely associated. The model must produce an audit sheet that contains all user entries (e.g. answers to model questions) and outputs (total and by labor class, etc.) for a single output Additional outputs may be used in other PRSM projects. At a minimum, the contractor will be required to produce a model forecast output in the form of a Manpower Requirements Determination (MRD) across Future Years Defense Program (FYDP) and to comply with AR 70-1. The final functional model shall be able to be integrated into other functional PRSMs.

3.4.2.1 PM v2 will deliver automated reporting capabilities

· Reporting capabilities will be designed to increase usability of the model for MRDs.

· Reporting capabilities will include but are not limited to:

· Manpower Requirements by year by labor class by O5 and O6

· Manpower Requirements by year by labor class by Acquisition Category (ACAT) Level

· Number of Programs by O5 and O6

· Number of programs by ACAT

· PRSM PMv2 will include a Manpower Requirements Determination (MRD) which will comply with USAMAA validation requirements.

· PRSM PMv2 will be capable of generating custom reports within the model

· MRD outputs will provide a UIC summary by fiscal year and comply with USAMAA standards.

3.4.2.2 PM v2 will produce higher fidelity to workforce recommendations

· If applicable, PM v1.3 will be used as the baseline for refinement. Initial Datasets will be developed for JPEO CBRND) and Medical PEOs

· Tasks will be aligned to enduring (“core”) and non-enduring (“supplemental support ”) functions

· Workload will be broken down by discipline and competencies

· Incorporate ACAT IV as an input

· Incorporate Business Acquisition Category (BCAT) level for PEO EIS business software portfolio

· Improve the dataset and the understanding of what drives sustainment workload

· Improve the dataset and the understanding of CFT workload

· Refine lifecycle phase to accommodate system variants in different lifecycle phases

· Incorporate “should be” workforce requirements vice “as is”

3.4.2.3 PM v2will produce comprehensive staffing outputs for PMOs

· Identify PM-O6 level management workload not captured in PM v1.3

· Enable comprehensive PM-O6 and below workforce prediction

· Outputs will be delivered for all organizations listed in Table 1

· Include workforce competency breakouts by function

3.4.2.4 PM v2 will include integration capabilities for OASA(ALT) and other stakeholders use

· Consolidate data and outs from all organizations in Table 1 into a single analysis tool

· Enable comprehensive custom reporting of all organizations and all data

· Identify changes across FY and capture rationale/notes

3.4.2.5 PM v2 will improve user interface and applicability with inputs from OASA(ALT), SMEs and other stakeholders

· Incorporate and populate data from previous model runs

· Streamline data entry

· Enable search, filter and/or sort, functions to easily locate inputs

· Incorporate summary data interfaces that can be sorted or filtered by O5, O6, labor class and ACAT at a minimum within the model

· Standardize inputs using dropdown menus, etc. to improve standard reporting

· In addition to the audit sheet for data entries and outputs, PRSM v2 will generate an audit sheet of changes from previous model runs and year to year changes that account for output changes by labor class

· Incorporate prioritization schemes determined by ASA(ALT) and SMEs

· Allow data to easily be imported and exported from the model from previous versions of the PRSM model

· Develop in a manner that will support future interoperability with the DASA (PPR) system of record for acquisition programmatic data.

3.5D Fielding Support Deliverable:

3.5.1 Model User Manual. Develop a user manual to include step-by-step instructions (including screen shots) on how to run the PRSM PM model and a list at the beginning of the manual with sources of information a user will need to utilize to answer model questions. The user manual shall be worked with ASA (ALT), MEDCOM , USAMAA, and any other organizations deemed necessary to relay accurate and pertinent information to the field.

3.5.2 Model Guidebook. Update the main body of the PRSM Guidebook. Update information on the overall description of the PRSM suite of models, rationale for why PRSM was developed, information into the model development and validation processes, and Army processes that will utilize PRSM outputs. Include a PM annex with information specific to the respective functional model. Develop unambiguous definitions for data inputs and drivers. The guidebook shall be worked with ASA (ALT), MEDCOM, USAMAA, and any other organizations deemed necessary to relay accurate and pertinent information to the field.

3.5.3 Model Demonstration and Training. Develop training materials that outlines background, data collection, and model development. Training tools should be developed for a variety of audiences to include leadership, model users, and potential trainers. Training should be developed for both interactive live demonstrations as well as training environments that are dependent on charts only. Additionally, contractor shall be available to facilitate and/or support a minimum of 15 demonstration/training sessions.

3.6D Project Close Out Deliverable:

3.6.1 After Action Report. Provide an objective description (lessons learned) regarding the execution of the total effort. Identify challenges that arose and how they can be prevented or better managed on subsequent efforts. Provide near- and long-term recommendations for model improvements, modifications, and updates.

3.6.2 Technical Data Package (TDP). 60 days from technical acceptance of the Program Management Predictive Resource Staffing Model the contractor will be responsible for providing a technical data package (TDP). The government has provided a TDP Template (Attachment A) as an example, but is not requiring this specific format be used. The contractor may request a formal meeting for clarification of details required.

4. TRAVEL: In the event travel is required to support other aspects of the work, all travel outside the local area should be coordinated in writing for approval from the Contracting Officer or Contracting Officer’s Representative no less than five (5) business days before travel begins. All travel approvals will be based on the availability of funding and determined to be in the best interest of the Government.

5. PERIOD OF PERFORMANCE (POP): This contract will be for a five year ordering period.

6. CONTRACTOR RESPONSIBILITIES:

6.1. Work Plan. The Model Design plan, will be used as the foundation and sequencing of the Program Management model effort. Upon task order award, in conjunction with any necessary technical clarifications, a final deliverable schedule will be established and will be incorporated into the work plan forecast. Due to the dynamic nature of this work, the work plan is intended to guide the work, but is not considered a complete picture of the anticipated work. The work plan shall be segmented by efforts with the culminating event being project deliverables. Upon acceptance of the preceding project deliverable there will be anticipated technical clarifications sync prior to beginning work on the next work segment.

6.2. Coordinate contract performance with Contracting Officer Representative (COR). At a minimum, attend quarterly meetings with the COR and Contracting Officer to discuss contract performance.

6.3. Facility Access. If required, submit badge access request.

6.4. Nondisclosure Agreements. If required, Non-Disclosure Agreement (NDA)’s are provided to the contractor; Contractor signs agreement; Updated agreements are forwarded to the Contracting Officer.

6.5. Prepare rough order of magnitude. If required, identify requirements from the customer, provide an understanding of the deliverables outlined, and inform the government if there are shortfalls meeting intended requirement; submit to the Contracting Officer.

7. Key Personnel: Key personnel listed below must meet at a minimum the following requirements

7.1. Managing Director: Master’s Degree in Accounting, Finance, Information Technology, Logistics or

Business Management AND eight (8) years’ experience with Department of Defense manpower.

7.2. Senior Associate: Bachelor’s Degree in Accounting, Finance, Information Technology, Logistics or Business Management AND six (6) years’ experience with Department of Defense manpower.

7.3. Senior Business Analyst: Bachelor’s Degree in Accounting, Finance, Information Technology, Logistics or Business Management AND Three (3) year of experience in Department of Defense.

8. OPERATING Constraints: The contractor’s key personnel shall sign a non-disclosure agreement.

9. DATA RIGHTS. The data collected, the analysis performed, the reports and materials supplied by the Contractor are the exclusive property of the Government. The Government will retain unlimited data rights to the deliverables provided under this contract. Nothing in this PWS supersedes the terms and conditions of the data rights and intellectual property clauses incorporated in this task order or the base contract.

10. SECURITY CLEARANCES AND BASE ACCESS. Contractor personnel supporting this PWS will require security clearances if necessary for Pentagon access and in order to obtain Common Access Card (CAC) cards.

11. GOVERNMENT RESPONSIBILITIES: Assist contractor employees in gaining appropriate access to bases, facilities, systems, etc. as required to perform assigned functions, to include but not limited to:

11.1. Upon contract award, conduct contractual and technical kickoff meeting with vendor.

11.2. Provide guidance and/or clarification for each deliverable as required.

11.3. Provide security badges for access to controlled areas

Facilitate the issuance of Government CAC Cards for installation, network, and building access CAC. The Government will provide special access badges as necessary for entrance to facilities. Specific Contractor personnel are required to acquire and maintain a CAC. Contractor eligibility remains in force during employment under the contract for those employees who have a valid and recurring requirement for access to Army facilities or automation systems to perform those duties stipulated in the task order. The CACs shall be returned to the COR when the Contractor employee's employment is terminated or upon expiration of the final task order under the contract. The CACs expire when Contractor eligibility terminates or the Period of Performance ends whichever occurs first.

12. GOVERNMENT FURNISHED/DATA: The Government shall furnish equipment to include hardware, software, telephones and office furniture that are required in the performance of any development effort described in this PWS. The government will furnish previous models and datasets.

13. STANDARD OF CONDUCT: The Contracting Officer may require the Contractor to remove from this contract any employee guilty of misconduct, security breaches, or if the employee is found to be under the influence of alcohol, drugs, or other incapacitating agent(s). The employer recognizes the use of controlled substances or alcohol that cause intoxication or impairment on the job poses a risk to the affected employee, his co-workers, the public, the work site and its local labor, and the U.S. Army. An employee cannot perform his work adequately if he is under the influence of illegal drugs or alcohol; an employee under the influence is a danger to himself and others. Unlawful use of drugs and the use of alcohol when on duty raise serious questions concerning the employee’s competency to perform security work and are grounds for revocation of access to government facilities and potential termination of services. The employee shall not be under the influence of alcohol or drugs, or other incapacitated agent(s), while on a government facility. The Contractor shall remove any employees from performing under this contract upon notification by the Contracting Officer.

14. SERVICE SUMMARY: The contract service requirements are summarized in performance objectives that relate directly to mission essential items. The performance threshold briefly describes the minimally acceptable levels of service required for each requirement. The Service Summary (Table 14.1) provides information on contract requirements, the expected level of contractor performance and the expected method of government surveillance and confirmation of services provided. These thresholds are critical to mission success. Procedures as set forth in the FAR 52.212-4 (a), Contract Terms and Conditions - Commercial Items, Inspection/Acceptance, shall be used to remedy all deficiencies. During the first initial 30 days of the contract, two additional errors on each task shall be allowed in an effort to identify normal phase-in problems.

TABLE 14.1 SERVICE SUMMARY

Timeframe Remedy Timeframe

Site Survey Deliverable –

14.2 Quality Assurance: The government shall inspect and evaluate the contractor’s performance to ensure deliverables are received in accordance with requirements set forth in this contract. The Contractor Officer Representative (COR) shall inspect by checking an attribute of the completed task, checking a management information report, investigating customer complaints, , or otherwise inspecting the task or its results to determine whether or not performance meets the standards contained in this PWS. The COR shall use the deliverable specification listed in section 3.1 to determine surveillance results. Results of the surveillance then become the official U.S. Government record of the contractor performance.

Model Outputs: Upon deliverable of PRSM-PM v2output, the government will review the criteria. The criteria will be evaluated based on objectives in the acceptance and deployment checklist signed by project leads and validation and verification memo signed by USAMAA, approved for use, and documented in accordance with Army processes. Contractor support must continue through model presentation to ArmyG-3 FM approval for use.

PEO/PM Assessments: All other deliverables outlined will be evaluated based on the surveillance methods listed below.

14.3. Surveillance Methods.

14.3.1. Periodic Surveillances. Periodic surveillances shall be conducted on a scheduled basis (daily, weekly, monthly, quarterly, semi-annual or annually) and may be adjusted, based on quality trends. The QASP sheet or modified version thereof shall be used for COR scheduled inspections and results documentation.

Any unsatisfactory inspection (defect) result shall be recorded, and the Contractor shall re-perform the service within 48 hours after notification.

Exceeding the performance threshold for any of these performance objectives in any one month period shall result in a warning or letter of concern from the Contracting Officer.

Exceeding the performance threshold for any of these performance objectives, or in any combination for any two, or more consecutive or non-consecutive months during a contract period shall constitute an immediate Progress Meeting. All remedies shall be in accordance with the FAR 52.212-4 (a), Contract Terms and Conditions - Commercial Items, Inspection/Acceptance.

14.3.2. Customer Complaints. The COR shall receive and investigate complaints. The COR shall be responsible for initially validating customer complaints. The Contracting Officer shall make final determination of the validity of customer complaint(s) in cases of disagreement with the COR and the Contractor. Validated customer complaints shall be re-performed within 48 hours of notification.

Exceeding the performance threshold for performance objectives in any one month period shall result in a warning or letter of concern from the Contracting Officer.

Exceeding the performance threshold for performance objective for any two, or more consecutive or non-consecutive weeks during a contract period shall constitute an immediate Progress Meeting. All remedies shall be in accordance with the FAR 52.212-4 (a), Contract Terms and Conditions - Commercial Items, Inspection/Acceptance.

14.4. Periodic Progress Meetings. The COR and the Contractor shall periodically meet to discuss the Contractor’s performance. The following issues shall be discussed; opportunities to improve the contract, any modifications required of the contract, unsatisfactory inspections and valid customer complaints against each performance objective observed and steps taken by the Contractor to prevent occurrences in the future.

The minutes of these meetings may be reduced to writing, signed by the Contracting Officer and any other signatures as deemed appropriate, distributed to the functional area and the contractor. Should the contractor not concur with the minutes, the contractor shall provide a written notification to the Contracting Office identifying areas of non-concurrence for resolution.

15. GENERAL INFORMATION:

15.1 QUALITY CONTROL: The contractor employees shall utilize their own internal Quality Control processes in the performance of this contract.

15.2 DOCUMENTATION: The COR shall provide documentation to the Contracting Officer. The project lead will maintain a complete project file. The project file shall contain copies of all deliverables, meeting minutes, reports, and any actions related to the performance of the effort. All materials shall remain intact to serve as a continuity book throughout the project such records shall be retained for the life of this contract.

Attachment A

Technical Data Package for PRSM-PM

1. SCOPE. This attachment describes the Technical Data Package (TDP) requirements for the PRSM-PM.

2. APPLICABLE DOCUMENTS.

2.1 Documents. The following documents form a part of this attachment to the extent specified herein. The latest revision of the referenced documents as of the date of the contract award is applicable.

3. REQUIREMENTS.

3.1 Technical data package (TDP). The TDP shall consist of the product drawings and associated lists necessary for the re-engineering, in service engineering and support of PRSM-PM. These include, but are not limited to, related data and lists and descriptive specifications (see enclosure 1). The use of company standards within the TDP is acceptable, provided they are submitted without limited rights in technical data and provide necessary design disclosure as required by the contract. The information contained within the TDP shall describe the product design established at the initial Government approved product baseline and include subsequent changes and revisions up to the time of the last submittal.

3.1.1 Existing data products. Data products prepared or generated under any prior Government contracts, shall be provided if they meet the Technical Data Package Contract Requirement (TDPCR) content and quality requirements.

3.1.2 Language. All TDP elements shall use U.S. English language.

3.1.4 Supplemental requirements. The following are supplemental requirements for the TDP.

4. PREPARATION AND MANAGEMENT RESPONSIBILITY.

4.1 Drawing revisions. Revisions to the TDP shall comply with PRSM-PM. TDP elements or sub-elements, when found to be defective and/or rejected as unacceptable by the Government, shall not be permitted for use in formal Government technical audits, or technical final inspection.

4.2.1 TDP guidance conference. The Government will convene the TDP guidance conference ninety (90) days after contract award at the Contractor’s facility to discuss in detail the TDP requirements. The Contractor shall discuss their approach for the preparation and management of the TDP. The TDP guidance conference will, as a minimum, include the following discussion topics:

(a) Identification of contract end items, the TDP elements, and associated management data

b) Requirements for TDP elements contained in Statement of Work (SOW), Contract Data Requirements Lists (CDRLs), Data Item Descriptions (DIDs), TDPCR, and applicable specifications and standards

(c) Quality assurance procedures relating to TDP, including control of subcontractor and vendor TDP elements

(d) TDP review and inspection requirements and schedules

(e) TDP delivery requirements and schedules

(f) TDP configuration management system, including methods for releasing TDP elements, TDP validation requirements, approving TDP, and incorporating changes into the data package

(g) Organization for developing, releasing, and controlling TDP elements

(h) Review of corrective action procedures to arrive at corrected TDP submittal, as outlined in this TDPCR for documented discrepancies

(i) Establish most efficient media types and initial sample for in-process review and final submittals

(j) Review of design disclosure criteria and related interface with design compliance documents

4.2.2 In-process reviews. Periodic in-process reviews will be conducted during the development of the TDP as specified in the Contractors Master Schedule. These reviews are team meetings during which an evaluation of progress on TDP documentation is held. Reviews may be held at the Contractor’s facility or conducted off-site by the review activity.

4.2.3 Final technical review for digital deliveries. This review evaluates the final form TDP elements for contract compliance for digital deliveries. The following statements provide verification requirements.

4.2.3.1 When final delivery of the product definition data elements is to be in any other non-standard digital format, a sample (identify at guidance conference) shall be sent to the procuring activity along with a hard copy of the data files provided on digital media. These data should contain sample data and drawing files in the formats scheduled for delivery. The procuring activity and the Fleet Support Team (FST) will verify the sample digital delivery against the hardcopy to verify that the test media accurately depicts the original data files and that the delivery media will work successfully on Government equipment.

4.2.4 TDP discrepancy notification and correction. Written description and notification of TDP discrepancies uncovered and noted during, or as a result of, formal reviews and audits will be provided by the Government. Documented discrepancies shall be corrected and presented to the Government for comparison prior to the next TDP in-process review or audit.

4.2.5 Data and equipment. The following data and equipment shall be made available for inspection or select item builds to support each conference, review, or audit.

(a) Appropriate TDP elements

(b) Deviations

(c) Quality assurance data

(e) Outstanding discrepancies from previous reviews (action items)

(f) Applicable company standards, policies, procedures, and records

QUALITY ASSURANCE SURVEILLANCE PLAN

INTRODUCTION

1. PURPOSE

This Quality Assurance Surveillance Plan (QASP) has been developed by Manpower and Force Structure Directorate to be used for the Predictive Resource Staffing Model (PRSM) development requirement to ensure that systematic quality assurance methods are used in the administration of the Performance-Based Service Acquisition (PBSA) standards included in this contract. Specifically, the objective of this QASP is to establish a basis for the evaluation of the Program Management PRSM deliverables.

This surveillance plan is program-specific and is designed to provide the methodology by which the contractor's performance will be monitored to determine compliance with established performance objectives and to establish performance benchmarks that ensure a quantifiable basis for measuring effectiveness.

2. GOVERNMENT RESOURCES

The following personnel will implement all surveillance activities:

Contracting Officer - The Contracting Officer ensures performance of all necessary actions for effective contracting, ensures compliance with the terms of the contract, and safeguards the interests of the United States in the contractual relationship. It is the Contracting Officer that assures the Contractor receives impartial, fair and equitable treatment under the contract. The Contracting Officer is ultimately responsible for the final determination of the adequacy of the Contractor’s performance.

Assigned Contracting Officer: Emmanuel C. Abban, 309-782-2624, Emmanuel.c.abban.civ@mail.mil Contracting Officer’s Representative (COR) - The COR is responsible for technical administration of the contract and assures proper Government surveillance of the contractor’s performance. The COR is not empowered to make any contractual commitments or to authorize any contractual changes on the Government’s behalf. Any changes that the contractor deems may affect contract price, terms, or conditions shall be referred to the Contracting Officer for action.

Assigned Contracting Officer’s Representative: TBD

3. METHODS OF QUALITY ASSURANCE SURVEILLANCE

Reviews of deliverables of contractor performance is the method used by the Government to determine whether the contractor is effectively and efficiently complying with all terms and conditions of the task order. The functional expertise of the Contracting Officer’s Representative plays a critical role in adequately evaluating contractor performance. The below listed methods of surveillance shall be used in the administration of this QASP. The standards are delineated by task element in the Performance Requirements Summary Matrix (PRSM) table at Enclosure One:

3.1. COR Review - Indicates that the Contracting Officer’s Representative will be responsible for monitoring the contractor’s performance in meeting a specific performance standard/acceptable quality level. Deliverable schedule adherence. Scheduled Inspection (periodic surveillance). In the case of a written deliverable, COR Review will consist of 100% inspection of the specific deliverable and supporting documentation as well as review by subject matter experts prior to acceptance. In the case of day-to-day support activities, PM/COR Review will consist of periodic inspection or random monitoring.

Inspection. A qualification method that is carried out by visual examination of spreadsheets models, documentation, or hard copy printouts.

Analysis. A qualification method that is carried out by examining and assessing the application of techniques in order to determine if they are appropriate and sufficient.

4. PERFORMANCE REQUIREMENTS

Table 13.1 (Service Summary) of this document provides the performance requirements and standards for performance for specific requirements.

5. PERFORMANCE RATING DEFINITIONS

Exceptional. Performance meets all contractual requirements and exceeds more than 75% of those requirements to the Government’s benefit. The contractual performance of the element or sub-element being assessed was accomplished with no significant or minor problems.

Very Good. Performance meets all contractual requirements and exceeds at least 50% of those requirements to the Government’s benefit. The contractual performance of the element or sub-element being assessed was accomplished with few minor problems for which corrective actions taken by the contractor were effective.

Satisfactory. Performance meets all contractual requirements. The contractual performance of the element or sub-element being assessed contains some minor problems for which corrective actions taken by the contractor were effective.

1. Unsatisfactory. Performance does not meet at least one contractual requirement. The contractual performance of the element or sub-element contains major problem(s) for which the contractor’s corrective actions have not been identified or were ineffective.

2. The contractor, and not the Government, is responsible for management and quality control actions to meet the terms of the contract. The role of the Government is quality assurance to ensure contract standards are achieved.

3. In this contract the quality control program is the driver for service/product quality. The Contractor is required to develop a comprehensive program of inspections and monitoring actions. The first major step to ensuring a “self-correcting” contract is to ensure that the quality control program is approved at the beginning of the contract and that it provides the measures needed to lead the contractor to success.

4. Once the QASP is approved, careful application of the process and standards presented in the remainder of this document shall ensure a robust quality assurance program.