SOLICITATION NOTICE
R -- HELPDESK SUPPORT SERVICES
- Notice Date
- 1/28/2008
- Notice Type
- Solicitation Notice
- NAICS
- 541513
— Computer Facilities Management Services
- Contracting Office
- ACA, White Sands Missile Range, Directorate of Contracting, Bldg 143, 2nd Floor, Crozier Street, White Sands Missile Range, NM 88002-5201
- ZIP Code
- 88002-5201
- Solicitation Number
- W9124Q08R0002
- Response Due
- 2/4/2008
- Archive Date
- 4/4/2008
- Point of Contact
- Mindy Franklin, (575) 678-2141
- E-Mail Address
-
Email your questions to ACA, White Sands Missile Range
(mindy.franklin@us.army.mil)
- Small Business Set-Aside
- Service-Disabled Veteran-Owned
- Description
- 1. BACKGROUND: The Defense Civilian Personnel Management Service (DCPMS) encompasses roughly 430 employees distributed within 14 divisions located in Arlington, VA and 27 field offices. CPMS provides civilian personnel policy support, func tional information management and civilian personnel administrative services to DoD Components and their activities. CURRENT HELPDESK OPERATIONS: The CPMS Help Desk is currently staffed with four full-time employees and two part-time empl oyees. The four full-time employees are Help Desk Technicians which support the network infrastructure peripherals. The two part-time employees are data entry personnel that take Help Desk trouble tickets over the phone and input the information into the Help Desk application, ServiceIT. In addition, one of the four full-time employees serves as an on-site Junior Project Manager, responsible for the day to day supervision of the Help Desk employees. An off-site Senior Project Manager serves as the liais on between the Government and the contractor. Help Desk services typically include system support, maintenance and administration for existing technical infrastructure, and direct support services to CPMS. As an example, technical assistance is pro vided for information systems, networks, communications and internal systems. 2. OBJECTIVE: The objective of this SOW is to provide CPMS with Tier 1 and Tier 2 service. CPMS recognizes that engaging an external service provider is a busine ss practice used by many companies ensuring responsive and competitive operations. CPMS wishes to implement an IT infrastructure that is consistent with industry best practices and expects the contractor to provide a comprehensive, best value solution.<BR > CPMS requires a single point of contact (SPOC) to act as the primary interface to the hundreds of end users that use various Commercial off the Shelf (COTS) applications. The tasks included in this SOW are pertinent to CPMS. The SOWs objective is to provide CPMS Tier 1 and Tier 2 helpdesk service. This service can take the form of, but is not limited to, answering questions concerning problem resolution for CPMS standard COTS applications for its end users. Additionally, the contractor is expec ted to coordinate the transfer of information from Tier 1 to Tier 2 and Tier 3 services, some of which will be provided by the contractor, CPMS and various third party vendors and Original Equipment Manufacturers (OEMs). Supporting CPMS users require the ability, on the part of the contractor, to take customer calls, log the call into the helpdesk database (ServiceIT), analyze the call, resolve the problem or assign the problem to another helpdesk technician and log the resolution in the helpdesks databas e. CPMS expects timely, courteous and competent responses to its end users problems by the contractor. In response to this SOW the contractor shall provide pricing based upon a Labor Hour basis. CPMS expects the contractor to define the exact act ivities and approach required to prepare, fulfill and perform the helpdesk services detailed within the SOW. 3. SCOPE OF WORK: The contractor shall provide basic helpdesk operations that include Tier 1 call center support, Tier 2 support a nd operate and maintain the interface with other Tier 2 and Tier 3 support organizations. The contractor will: " Maintain a SPOC for all systems for end users to obtain resolution of all IT problems and/or technical issues including Tier 1 helpdesk service. " Continually integrate industry best practices for helpdesk tools and technologies that enhance the productivity of the helpdesk agents. " Provide enhancement technologies that speed resolution times or proactively eliminate end-us er problems, thus improving CPMS employees productivity. The contractors solution should, at a minimum, provide a single point of contact for problem a nd service requests, ownership of problems from identification to solution/resolution and seamless call distribution and call management support. 4. DEFINITION OF SERVICES: The helpdesk is responsible for operations, problem resolution and facilitation of the contractors activities to ensure that the end users are operational as quickly as possible. The services expected are as follows: " Helpdesk support for Tier 1 " Helpdesk support for Tier 2 " Interfacing with Tier 2 a nd Tier 3 support organizations " Reporting As necessary, the contractor will apply automated tools and methodologies in support of these efforts. The contractor is expected to use the established ServiceIT software to log, track, and report tro uble tickets. Helpdesk Services Tier 1 and 2: The contractor shall provide basic helpdesk service to all 430 users in CPMS. Basic Helpdesk Operations: The contractor shall be responsible for providing Tier 1 and 2 helpdesk support to all the users within CPMS. Helpdesk services shall be provided at the governments facilities and will include a SPOC for desktop support and coordination of computer service needs for all CPMS users. Tier 1 and 2 responsibilities include: " Answering CPMS end users calls. The logging of all trouble tickets into a government provisioned, configured and managed automated trouble-ticket management system (ServiceIT) that is electronically accessible to CPMS staff via the internal LAN or the internet. " Resolving issues over the phone. " Perform hardware diagnostic procedures on PCs and printers, place hardware trouble calls to the appropriate support organization and coordinate replacement of any defective parts. " Di spatching/arranging for on-site support as required for problem diagnosis and/or resolution. " Coordination with external contractors for the assets under warranty. " Provisioning of Weekly Activity Reports and Monthly Management and usage re ports. " Thoroughly documenting all trouble ticket problems and the steps taken to resolve these problems. " Logging all trouble ticket resolutions into the helpdesks database. " Performing root cause analysis on systemic issues, reco mmending solutions or elevating unresolved issues to the appropriate support personnel. " Tracking each call received, even if the call was elevated or routed to another support organization, to ensure the customers needs were met. " Mainta ining superior service during fluctuations in the CPMS call volumes. Interface with Tier 2 and Tier 3 Support Organizations: The primary function of this helpdesk is to provide Tier 1 and Tier 2 COTS support. A large portion of the Tier 2 an d Tier 3 support will be provided outside the scope of this helpdesk. To ensure the smooth transition of trouble tickets from Tier 1 to Tier 2 to Tier 3 it is imperative that these interfaces are clearly defined between organizations. The majority of Tier 2 support will continue to be provided by external contractors. The helpdesk personnel, after making an initial attempt to resolve the problem will forward it to Tier 2 support if the call warrants further action. The contractor will be responsib le for logging the end-to-end resolution for all trouble tickets and will be responsible for monitoring the queues for all Tier 2 personnel for any status change on the ticket. Primarily the OEMs who are responsible for providing software or hardwar e to CPMS will provide Tier 3 support. CPMS will make available to the helpdesk the appropriate contact information and the level of support that has been purchased from these vendors. The contractor will be responsible for escalating and tracking the st atus of these calls until they are resolved. The warranty information of the hardware will also be provided to the helpdesk personnel to arrange the necessary warranty support from the hardware vendors. The contractor will have end-to-end ownership of the trouble ticket. Even if the service or problem is referred to a Tier 2 or Tier 3 support group, the contractor, as the owner of the issue, is responsib le for ensuring that the problem is resolved. Any process or management issues regarding delays resulting due to Tier 2 or Tier 3 responsiveness shall be brought to the attention of CPMS management in the Weekly Activity Reports. As part of the re sponse the contractor will provide detailed information regarding the processes it plans to implement for effective Tier 2 and Tier 3 interface management including its interfaces with the warranty service vendors. Reporting: The contractor w ill provide Weekly Activity Reports and monthly reports, in soft and hard copy, which present all call data for the preceding month and for the cumulative CPMS fiscal year. The contractor shall meet with the CPMS Contracting Officers Technical Representa tive (COTR) weekly to review any issues regarding the above helpdesk tasks and to review any outstanding enhancements and/or modifications that the contractor may be recommending. The contractor shall also provide data to meet the CPMS information and a nalysis needs in areas including, but not limited to, performance quality, call volumes, adherence to the SOWs requirements, forecasting and trend projections. The contractors written reports shall include, at a minimum: " A summary of the work completed. " Helpdesk problem reports that identify all known problems. " Suggested helpdesk enhancements listing any recommendations or enhancements. " Status of ongoing helpdesk enhancements. " Status of ongoing activities associated wit h the helpdesk maintenance and operations. 5. PERSONNEL REQUIREMENTS: The contractor shall identify the skills and the number of people they anticipate will be required to perform the tasks listed in Section 4 Definition of Services. The contractor shall propose staffing, skills mix and best practices which will enable the contractor to achieve the same or better quality service with reduced staffing and /or lower total costs. CPMS client OS is Windows XP. Experience with, and in-depth knowledge of, Windows 2000/XP shall be necessary in performing day-to-day operations. Other skills shall include experience with Microsoft Office Suite. The response shall describe the proposed organization and personnel providing the services as specified in this SOW. As part of its Personnel Plan, the contractor shall provide resumes, position descriptions and qualifications for each position proposed. This shall demonstrate how CPMS needs, in the context of this SOW, will be met. Contr actor Proposed Substitution of Personnel: The contractor shall ensure a stable workforce during the performance of the services required under this contract. Though the contractor will have full discretion on the helpdesks staffing level and personnel s election, it is expected that some key contractor personnel shall remain responsible for the contract until the contracts completion. The contractor shall notify CPMS COTR, in writing, of any key personnel substitutions. This notification shall be submitted at least fifteen (15) days in advance of the proposed substitution. All proposed substitutes shall have qualifications equal to, or greater than, the person to be replaced. CPMS Requested Substitution of Personnel: CPMS has the right to request removal of, or approval of, any contractor personnel assigned to accomplish the contract. Any personnel replacement shall be performed within 15 calendar days from the date of the vacancy according to the process described in the above section.<B R> Contractor Supervision and Management: The contractors employees shall remain under the contractors direct supervision at all times. Although CPMS wil l coordinate the direction of work within the scope of the contract, detailed instructions for the contractors employees, and supervision of those employees, shall remain the responsibility of the contractor. Travel and Other Direct Costs (ODCs)<BR > Travel, per diem, and ODCs shall be reimbursed in accordance with the FAR and the JTR. Minimal travel will be required by the contractor/subcontractor. 6. DELIVERABLES: The contractor will use the current helpdesk database (ServiceIT) for their operations and all logs shall be maintained in this database. The status and problem reports shall be produced based on the data captured in the tracking system. The contractor shall use CPMS standard e-mail for delivery of all reports and co rrespondence. The contractor will submit its Weekly Activity Reports to CPMS. These reports will include: " Problem Report: The contractor shall submit to the CPMS COTR, as soon as practical, any problems or issues that may hinder the abili ty of the contractor to complete the tasks described in the previous sections. " Weekly Status Report: The contractor shall provide Weekly Status Reports on various activities performed under this contract. The frequency of such reports will be we ekly. " Time and Attendance sheets will be submitted to the CPMS COTR weekly. 7. PERIOD OF PERFORMANCE: The period of performance shall be comprised of one (1) base year and four (4) one-year options. The base year shall be from 1 A pril 2008 through 31 March 2009. 8. EVALUATION CRITERIA 1. Technical/Management area is considered significantly more important than price as an evaluation factor for this acquisition. Technical/Management area will be evaluated as describ ed below using the following color codes: a. Purple: A proposal that demonstrates competence and far exceeds the minimum requirements of the criteria; has a high probability of success, contains no weaknesses or deficiencies. b. Green: A proposal that demonstrates competence and exceeds the minimum requirements of the criteria; has an above average probability of success; no significant weaknesses and only minor correctable deficiencies exist. c. Blue: A proposal that meets in all aspects the minimum requirements of the criteria; has a good probability of success; no significant weaknesses and any deficiencies can be readily corrected. d. Yellow: A proposal that fails to meet the minimum requirements of the criteria but may through negoti ations; low probability of success; major weaknesses and/or significant number of deficiencies that may be improved or corrected through discussions. e. Red: A proposal that fails to meet minimum requirement of the criteria; proposal needs major revis ions; very low probability of success. 2. The following definitions will be used: a. Weakness - A flaw in the proposal that increases the risk of successful contract performance. b. Deficiency - A material failure in the proposal to demo nstrate that the proposal meets our requirements. Technical/Management merit. Technical/Management merit will be evaluated in accordance with the evaluation Elements stated below. Standards for the blue, or met, level are provided with each sub-fac tor. Elements 1, 2, and 3 of equal importance. Element 4 is more important than the other 3 Elements. 1. Element 1: Experience. 2. Element 2: Staffing Approach 3. Element 3: Personnel Qualifications 4. Element 4: Technical Approach Price. A cost realism study will be conducted using your cost data. Although cost is the least important factor, it may play a deciding role as technical/management ratings equalize. Questions regarding this notice should be sent via e-mail to Ms . Amenda (Mindy) Franklin at mindy.franklin@us.army.mil.
- Place of Performance
- Address: Defense Civilian Personnel Management Service 1400 Key Blvd. Suite B200 Arlington VA
- Zip Code: 22209-5144
- Country: US
- Zip Code: 22209-5144
- Record
- SN01494097-W 20080130/080128224615 (fbodaily.com)
- Source
-
FedBizOpps Link to This Notice
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