SOURCES SOUGHT
D -- IT Architect/Senior Programmer - Configuration Management Process
- Notice Date
- 4/1/2010
- Notice Type
- Sources Sought
- NAICS
- 541511
— Custom Computer Programming Services
- Contracting Office
- Department of Health and Human Services, National Institutes of Health, Clinical Center/Office of Purchasing & Contracts, 6707 Democracy Blvd, Suite 106, MSC 5480, Bethesda, Maryland, 20892-5480
- ZIP Code
- 20892-5480
- Solicitation Number
- P170783
- Archive Date
- 5/1/2010
- Point of Contact
- Brian J. Lind, Phone: 301-402-0735
- E-Mail Address
-
LindBJ@cc.nih.gov
(LindBJ@cc.nih.gov)
- Small Business Set-Aside
- N/A
- Description
- Attachment B - Configuration Managemennt Process Sources Sought/Market Survey Notification The National Institutes of Health, Clinical Center is conducting a market survey/sources sought to help determine the availability and technical capability of qualified businesses, veteran-owned small businesses, service disabled veteran-owned small businesses and/or HUBZONE small businesses capable of serving the needs mentioned below. This market survey/sources sought announcement is not a request for proposals and the Government is not committed to award a contract pursuant to this announcement. The information from this market research is for planning purposes only and will assist the Government in planning its acquisition strategy. This is strictly market research and the Government will not entertain questions concerning this market research. The Government will not pay for any costs incurred in the preparation of information for responding to this market survey. The National Institutes of Health (NIH), Clinical Center (CC) the Department of Research Informatics (DCRI) has a requirement of an IT Systems Architect/Senior Developer to improve the use and management of data from multiple clinical systems within the NIH Clinical Center. The applicable North American Industrial Classification System (NAICS) code is 541511 and the small business size standard is $25 million dollars. The contractor shall provide an evaluation and analysis of existing Clinical Center systems including those in the DCRI IT Strategic plan and develop detailed system documentation for each specific system identified. In addition the contractor shall create a project plan for the development of a set of applications that will connect multiple Clinical Center systems in order to improve their use and data management. The project plan shall include: 1. Project scope documentation 2. Requirement documentation, including functional and technical requirements for each of the applications developed 3. Communication and risk planning documentation 4. A work plan for each of the application, including testing, training and knowledge transfer. The contractor shall develop applications which will interface with the existing Clinical Research Information System (CRIS)/SCM Eclipsys system, QDX Interface Engine, CC Ancillary systems such as Cerner RIS, SCC LIS, Softmed/3M MRD Module; and existing Sybase databases. The primary systems to be addressed under this requirement are: 1) ATV: Patient Registration - The contractor shall provide enhancements to the existing application, including: a) Creating an interface between the application and SCM b) Improve user interaction c) Improve reporting d) Improve protocol assignment with the existing inpatient admission assignment e) Others to be determined during the requirements determination analysis 2) Data Transformation Information (DTI) - The contractor shall develop a web based application that will provide the management, analysis and reporting of transactional activity data from various clinical systems. 3) Standards of Clinical Research - The contractor shall develop a web based application to manage protocols at the patient level. The application will extract patient protocol assignments from the CRIS/SCM Eclipsys 4.5 system and combine them with Departmental data provided through interfaces and manual entry. 4) Clinical Dashboard - The contractor shall create a web based application that will allow CC departments to upload metrics in various formats for use in the existing EIS application managed by the Office of Financial Management. The uploaded metric data is to be combined with protocol and department data provided through the interface and/or manual entry and written to a Sybase database. 5) Enhanced SCM and Ancillary Interfaces - The contractor shall develop programs that will allow the reloading of patient and protocol data from existing Sybase database to SCM, and from SCM to ancillary systems. All projects will be managed using the DCRI Project Management Methodology which is defined in Attachment A to this notice. The projects will follow the DCRI Configuration Management Process which is defined in Attachment B of this notice. 6) Others to be determined as required by the Government The IT Systems Architect/Senior Developer is to have the following knowledge skills and experiences: • Architect and design of large scale diverse Network Environments • Technology forecasting and planning • Budgeting and SDLC • Contingency and disaster recovery planning • Government and Program management • Service oriented architecture • User requirements definition • Business process re-engineering • FEA and Zachman framework • TRM and SRM definition and linkage • JAVA and J2EE architecture, design and development • JBoss application server • Web and network protocol familiarity • Microsoft SQL Server development • Sybase SQL development • MS Access development • Oracle development • ETL experience in diverse environments • PERL scripting • XML familiarity • Expert knowledge of Eclipsys Sunrise Clinical manager, its database and table structure • Expert knowledge of QDX HL7 Interface system • Expert knowledge of Clinical Center's interface and data structures • TCL programming • Microsoft.net development • HL7 protocol • UNIX familiarity • Windows scripting (VBscript, VB) • Arden version 2 programming • Medical Language Module (MLM) development • Ruby on Rails development • Expert knowledge of Quick Test Pro The contractor shall provide technical requirements and documentation of the code as well as all documentation required by the DCRI Project Management Methodology and DCRI Configuration Management Process. The contractor response shall also include any other specific and relevant information related to the requirements of this project that will enable the Government to determine the capabilities of the company to perform the specialized requirements described in this synopsis. Interested organizations must demonstrate and document in any response submitted, to this market survey extensive experience with and the ability to perform all of the specialized requirements elsewhere described. This notice is a market survey and is for information and planning purposes only and does not commit the Government to a contractual agreement. THIS IS NOT A REQUEST FOR PROPOSAL. The Government will not award a Contract based upon Contractor responses to this announcement. The Government shall not assume any costs for preparing or submitting any information in response to the market survey or the Government's use of the information. Any proprietary information should be clearly identified as "proprietary information". Contractors must send written capability responses by April 16, 2010 to Mr. Brian Lind, Contract Specialist at Lindbj@cc.nih.gov or by mail at the address below. For any questions, please contact Mr. Brian Lind at 301-402-0735. Mr. Brian Lind Contract Specialist Clinical Center Office of Purchasing and Contracts 6707 Democracy Boulevard Suite 106F, MSC 5480 Bethesda, MD 20892-5480 Attachment A - Project Management Methodology Department of Clinical Research Informatics Project Management Office Project Management Methodology Purpose: The purpose of this document is to provide a standard methodology for managing projects in the Department of Clinical Research Informatics (DCRI) at the National Institutes of Health (NIH) Clinical Center. Definition of a Project: A project has the following distinct characteristics: • It is temporary • It produces a unique product, service or result • It is done for a specific purpose • It has interrelated activities or tasks • It becomes progressively more detailed as the project is better understood Process Overview: The project management methodology adopted by the DCRI PMO should be followed for every project managed through this department. Some smaller projects may be managed by Project Leaders, but a Project Manager should always be assigned to assist and support the Project leader as needed. Each project will be managed through the phases of the project, from Initiating through Planning, Executing and Controlling to Closing. The amount of time spent on each phase will vary based on the size and complexity of the project. If the project involves a clinical system purchased from a vendor; IV&V needs to be involved. Other projects may involve IV&V as needed. PMO Roles and Responsibilities: (Not all roles are in place) Director PMO Provides leadership, direction and support for all projects ensuring they have clear goals, objectives, timelines and measurable milestones. The Director oversees the development and management of the Project Office as well as the education, coaching and mentoring of all staff related to project management. The Director provides a regular status update for all ongoing projects to the CIO. This person may also assume the Project Manager or Project Team Leader role on projects. Project Manager Manages cross functional teams responsible for delivering defined project outputs on time, within budget and with quality results. Responsible for all project related activities as identified below in Initiating, Planning, Executing and Controlling and Closing phases. Ensures all project documentation is completed. Project Leader Leads a sub-project group and represents the team within the larger project. Responsible for all project related activities, as identified below, for their portion of the larger project. Ensures all project documentation is completed for their portion of the larger project. This person may also assume the Project Manager role on smaller projects. Project Budget Coordinator Tracks project performance against budgets, plans and schedules. Maintains accurate records of committed, expensed and forecast costs and monitors project costs and EVM measurements. Project Planner/Scheduler Works with Project Managers and Project Leaders to develop and manage all project plans, schedules and resource forecasts. Prepares and keeps the master project plan. IV&V Works with Project Managers and Project Leaders to assess, identify, monitor and/or mitigate project risks, and review deliverables, throughout the project lifecyc1e. Project Office Administrator Provides supports to the Project Office staff. Assists with meeting planning, documentation and communication related to projects. This person maintains the repository of all project historical documents. Contract Officer Responsible for all contract negotiation and coordination along with all contract Documentation Business Analyst Develops business needs, requirements and business cases for all projects assigned Systems Analyst Develops technical requirements and supports the information systems used by the project management staff. Project Management Process: Initiation It is important to have a project manager identified as early as possible once the project is identified. During the initiation phase, the Project Manager should do the following: • Determine the business need for the project • Determine goals and objectives of the project • Determine the high level deliverables • Determine any constraints and assumptions • Review any historical information • Determine high level resource needs • Identify IV&V resource for project, if appropriate • Create the Business Requirements, if new development (template available) Once the project requirements are defined, you move on to the planning phase of the process. Planning In the planning phase, the project continues to be defined including what work needs to be completed, when and by whom. During the planning phase, the Project Manager should do the following; • Create the Project Scope document (template available) • Create Technical Requirements, if new development (template available) • Document any changes in workflow that will be a result of this project • Create the Project plan, including tasks, duration, work effort, dates and resources • Identify and document any risks, begin documenting mitigation strategies • Complete the Roles and Communication document (template available) • Complete the Communication Plan document (template available) • Complete IV&V Expectations document, if necessary (template available) The project scope document may include the risks identified as well as known mitigation strategies for smaller projects. For larger projects, the risk plan may be a separate document. A Scope document is to be completed for every project. The Scope _document, Project plan, Risk plan and Communication plan should be reviewed with, and signed off by, the Project Sponsors. Project Sponsors include the CIO along-with the senior representative from the customer's department or institute. At the end of the planning phase, a project kick-off meeting is held with all stakeholders to review the approved Scope and plans for the project. Execution and Control The project work begins right after the kick-off meeting at the end of the planning phase. The Executing and Controlling phases are done concurrently. The Project Manager's role during these two phases is to keep the project on task and moving towards an on time completion. The executing phase relates to completing the tasks on the project plan, identifying any requested changes and sharing of information. The controlling phase relates to the management of risks, changes, schedule and ensuring compliance to all plans. During these phases, the Project Manager should do the following; • Manage any issues as well as track their resolution (template available) • Facilitate regular status meetings including documentation of minutes (template available) • Prepare and send regular status reports to the Director PMO (template available) • Manage any requested changes to scope or requirements according to the documented Project Change Management process • Provide weekly project plan updates to the Project Planner/Scheduler • Monitor any risks identified and update the Risk plan as needed with new risks or mitigation strategies • Monitor resource allocation • Escalate any unresolved issues to the Director PMO The project remains in this phase until all project work is complete. Closure This is the final phase of a project where all documentation is finalized and archived. The Project Manager should do the following; • Create the Project Completion document (template available) • Facilitate the documentation of lessons learned, include all team members • Archive all project documentation; at a minimum include initial and final project plans, scope document, risk plan, communication plan, roles and contact document, completion document and lessons learned document The Project Completion document should be should be reviewed with, and signed off by, the Project Sponsors. Once all documents are archived, the project is officially completed. Glossary: IV&V Independent Verification and Validation - An independent entity that verified appropriate processes have been followed and ensures that the product, or service, complied with the contractual requirements. IV&V provides objective assessment that requirements are accurate, complete, consistent and testable. They work with the PM to assess, identify, monitor and mitigate project risks and review project deliverables. PMO Project Management Office - A formal structure that supports project management within an organization. It provides policies, methodologies and templates for managing projects within the organization. It also provides support and guidance to others on how to manage projects, training others in project management. Project Sponsor This is the person, or people, who have the authority to approve the scope and completion documents and have ownership for the project. This is the CIO for technology projects and also includes the business owner, from a department or institute, for whom the project is being done. Project Stakeholders This is someone whose interests may be positively or negatively impacted by the project such as the project manager, sponsor, project team and representatives of the end users.
- Web Link
-
FBO.gov Permalink
(https://www.fbo.gov/spg/HHS/NIH/CCOPC/P170783/listing.html)
- Place of Performance
- Address: Natiional Institutes of Health, Clinical Center, 10 Center Drive, Room 1C290, Bethesda, Maryland, 20892, United States
- Zip Code: 20892
- Zip Code: 20892
- Record
- SN02109884-W 20100403/100401235224-cfe3050f8573e8162f42da442aca2dad (fbodaily.com)
- Source
-
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