Loren Data's SAM Daily™

FBO DAILY - FEDBIZOPPS ISSUE OF MAY 29, 2014 FBO #4569
SOURCES SOUGHT

R -- Peace Corps Strategic Management Services(SMS) - RFI

Notice Date

5/27/2014
 

Notice Type

Sources Sought
 

NAICS

541611 — Administrative Management and General Management Consulting Services
 

Contracting Office

Peace Corps, Office Of Acquisitions And Contract Management, OACM, 1111 20th Street, N.W., Room 4416, Washington, District of Columbia, 20536
 

ZIP Code

20536
 

Solicitation Number

PC-14-RFI-052714
 

Point of Contact

Keisha Dawkins, Phone: 2026921618
 

E-Mail Address

kdawkins@peacecorps.gov
(kdawkins@peacecorps.gov)
 

Small Business Set-Aside

N/A
 

Description

Peace Corps Strategic Management Services(SMS) RFI THIS IS A REQUEST FOR INFORMATION (RFI) BEING RELEASED PURSUANT TO FEDERAL ACQUISITION REGULATION (FAR) PART 10: MARKET RESEARCH. This RFI is for informational planning purposes only and it’s not to be construed as a commitment by the Government for any actual procurement of materials, machinery, or services. This notice does not constitute a solicitation or a promise of a solicitation in the future. Peace Corps is not at this time seeking proposals or quotes, and will not accept unsolicited proposals/quotes. Participation in this effort is strictly voluntary. Respondents are advised that the Government will not pay for any information or administrative costs incurred in response to this RFI. All costs associated with responding to this RFI are solely at the responding parties' expense. Respondents are solely responsible for properly marking and clearly identifying any proprietary information or trade secrets contained within their response. The Government will not be liable for, or suffer any consequential damages for any proprietary information not properly marked and clearly identified. Proprietary information received in response to this sources sought will be safeguarded and handled in accordance with applicable government regulations. Responses to this notice are not offers and cannot be accepted by the government to form a binding contract or agreement. Responses submitted to the Peace Corps will not be returned. Not responding to this RFI does not preclude participation in any future solicitation, if one is issued. It is the responsibility of the interested parties to monitor the Federal Business Opportunities (www.fbo.gov) website for additional information pertaining to this RFI. 1. BACKGROUND About Peace Corps As the preeminent international service organization of the United States, the Peace Corps sends Americans abroad to tackle the most pressing needs of people around the world. Peace Corps Volunteers work at the grassroots level toward sustainable change that lives on long after their service—at the same time becoming global citizens and serving their country. When they return home, Volunteers bring their knowledge and experiences—and a global outlook—that enriches the lives of those around them. The Peace Corps’ mission is to promote world peace and friendship by fulfilling three goals: • To help the people of interested countries in meeting their need for trained men and women • To help promote a better understanding of Americans on the part of the peoples served • To help promote a better understanding of other peoples on the part of Americans 2. PURPOSE OF THIS REQUEST FOR INFORMATION (RFI) This RFI is intended to inform the Peace Corps on the current status of industry sources that can provide IT Support Services. Through BPA Calls on the BPA(s), the Contractor shall provide, as needed, services and support on an ongoing basis. This is NOT a solicitation for proposals, proposal abstracts, or quotations. The purpose of this notice is to obtain information regarding: a. The availability and capability of qualified business sources; b. Whether there are other than small business; small businesses; HUBZone small businesses; service-disabled veteran-owned small businesses; 8(a) small businesses; veteran-owned small businesses; woman-owned small businesses; or small disadvantaged businesses; and c. Their size classification relative to the North American Industry Classification System (NAICS) code for the proposed acquisition. Your responses to the information requested will assist the Government in determining the appropriate acquisition method, including whether a set-aside is possible. *ALL SMALL BUSINESSES ARE ENCOURAGED TO PARTICIPATE* The Peace Corps reserves the right to set aside its procurement for small business competition depending upon what concerns responded to the RFI. Standard product brochures will not be considered a sufficient response to this RFI. No telephone or email inquiries will be accepted and requests for solicitation packages will not be granted, as no solicitation has been prepared at this time. For a vendor to be deemed capable, the contractor must be found capable of providing the requirements in Section 4. of this RFI. 3. INFORMATION REQUESTED The Government is requesting that all interested vendors provide information regarding their experience and capability to perform the types of services outlined in Section 4. of this RFI. The Peace Corps may utilize the responses to this RFI to conduct additional market research. Information obtained from this RFI, and subsequent meetings with the vendors, if any, may be utilized to assist the Peace Corps in developing a formal Request for Proposal (RFP) or Request for Quote (RFQ). Interested firms should submit a response with a written statement of interest, capability statement and discussion of the following enumerated points: 1) Name and address of firm; 2) Size of business and socioeconomic status (i.e. other than small, small, small disadvantaged business, woman owned, etc.); 3) Average annual revenue for the past 3 years and number of employees; 4) Ownership; 5) Number of years in business; 6) Affiliate information; 7) Parent company, joint venture partners, potential teaming partners, prime contractor (if potential subcontractor) or subcontractors (if potential prime); 8) List of customers covering the past five years (highlight relevant work performed, contract numbers, contract type, dollar value of each procurement); 9) Point of contact – address and phone number; 10) List of existing Government Wide Acquisition Contracts (GWACS) for which you are currently qualified; 11) What is your organization’s experience in performing IT support services? Describe the scope of services and the agency(ies) for which these services were performed. Include names and telephone numbers of the agency representatives with knowledge of the contract; 12) What is your organization’s recruiting methods and industry sources available? What is your organizations standard turnaround time for recruiting a new employee; 13) Identify your organizations ability to manage employees and draw industry resources in the locations identified in the requirement; 14) Provide information regarding your organization’s employee relations (i.e. retention programs, employee satisfaction and morale); 15) Does your company have a GSA schedule contract that includes IT support services? What NAICS code(s) are the services awarded under; 16) Labor Categories – Please provide pricing samples for possible labor categories for services identified in the requirements section below. Telephone and email responses are NOT solicited. No solicitation exists; therefore, do not request a copy of the solicitation. This synopsis is not to be construed as a commitment by the Government to award a contract nor will the Government pay for the solicited information. Please send your submission via email to the attention of Contact Specialist (CS) (kdawkins@Peacecorps.gov) no later than TUESDAY, JUNE 3, 2014, 12:00 pm, EST. The response shall be submitted electronically in PDF. The response shall be no more than 10 single-sided, single-spaced pages, and use a minimum font of 12 point (Times New Roman) on 8 ½ x 11-inch paper. Each page should be separately numbered. 4. REQUIREMENTS 4.1 GENERAL A high priority for modernizing the Peace Corps is to more effectively use technology to drive innovation, be more efficient, and improve the lives of people in the developing world through the work of over 7,000 Peace Corps Volunteers serving in 65 countries. Our vision for technology includes these goals: • More efficient operations: Modernize our IT platforms and systems to put us on par with leading organizations, streamline operations, recruit and support the best and brightest people to serve in the Peace Corps, and ensure that staff and Volunteers can easily collaborate anywhere, anytime, on any device. • Drive culture of innovation and openness: Develop a modern, holistic IT Strategy that allows us to be flexible, innovative, and adapt to a rapidly changing global technology environment, drives openness and autonomy, and uses open data for strategic decision-making. • Improve development outcomes: Expand Volunteers’ access to digital tools and resources so they can promote the use of technology to achieve sustainable results in health, education, economic growth, the environment, and other sectors. • Communicate impact: Empower everyone who is connected with the Peace Corps to use digital technology to more effectively convey the work and impact of Peace Corps. Expand our presence in digital communities to share and discuss the tremendous work Volunteers are doing in their communities and how Returned Volunteers continue to make a difference after they complete their service. To achieve these goals, the Peace Corps is seeking strategic management services to assist us in developing new operating models and new, innovative approaches to technology that are drawn from leading thinkers and organizations and that can be applied in a large-scale, global environment. The challenges facing the Peace Corps and its technology operations are complex and inter-related. One of the most pressing challenges (and opportunities) is the fact that we work in 65 countries around the world, with vastly different levels of access to technology, broadband capabilities, and network reliability. Some of our overseas posts have the same level of connectivity as we experience in the U.S., while others have very low bandwidth capabilities, which can change from day to day. While this is the current state, we want to ensure that we’re planning for what the future holds in terms of expected worldwide growth in technology. The Peace Corps must also be prepared to operate in a 24/7 environment since our mission is to support the safety and security of over 7,000 Volunteers in the field. In addition, we have a large domestic footprint, with 7 Regional Recruitment offices and hundreds of part-time recruiters at college campuses across the country. This is partly what makes our mission unique – we are supporting a very large, global, and distributed network of both staff and Volunteers. While Peace Corps Volunteers are not employees of the federal government and thus have a different status than staff, they are the heart and soul of our organization. Frequently, Volunteers bring the latest technology solutions and modern thinking to their work, but are sometimes hampered by a headquarters operation that is not aligned or not always attuned to their needs. We need to ensure that we’re constantly thinking about the environment of Volunteers and recruitment staff “on the ground.” We want to address this challenge by creating a technology ecosystem that is dynamic and adaptable to global changes -- and enables staff and Volunteers to easily collaborate and support each other using whatever digital tools and technology they need to be successful. We also want to take advantage of the fact that technology advancements, such as cloud computing, mobile devices, big data, and grid computing have allowed leading organizations to provide greater information ingestion, processing, and dissemination capabilities at greater scales. There’s also a tremendous opportunity to take advantage of newer operating models for getting work done, such as crowdsourcing solutions, iterative and incremental development cycles, flexible staffing approaches, etc. We also have a cultural opportunity to take advantage of: the changing behaviors and expectations that Peace Corps Volunteers and new entrants to the workforce bring with them. These expectations include information devices and services that are highly interactive and promote information sharing, collaboration, and innovation. We can extend these behaviors, and the more open culture they support, into business policies, practices, and processes. Additional challenges facing the agency and the Office of the Chief Information Officer (OCIO) include the expected exponential growth of content and data holdings, as advances in data collection technologies increase both the resolution and frequency of collection. Along with this rapid growth in data volume and technology, cyber security concerns continue to rise with each new, increasingly sophisticated threat. An additional challenge is the availability of skilled technology workers and the frequent turnover of Peace Corps staff, partly due to a unique term limit of five years imposed on most staff. This can lead to a fundamental loss of institutional knowledge and experience, most notably among IT staff. In addition, our expectation is that budget levels will remain relatively static, which can make it challenging to fund needed transformation efforts. We must find innovative ways to approach these challenges. One path is to develop an implementation roadmap that identifies incremental programs, whose funding can be identified and independently justified, but which, when taken as a whole, will transform the agency’s and the OCIO’s business model, business practices, operating culture, and technology. Our approach to addressing this complexity is to pursue a comprehensive transformation, with innovation and adaptability as the core concept. 4.2 LIST OF TASKS The Contractor will provide the capabilities to assist Peace Corps in evolving and implementing its IT strategy, and will provide capabilities to support four Service Areas of Strategic Management: IT Strategy Services, Decision Support Services, Enterprise Architecture Services, and Project Management Services. To be fully successful, the Peace Corps is seeking a Contractor with broad and deep expertise in all aspects of information technology, not just in one specific subject area or domain. The Contractor must have deep technical expertise to look across the different aspects of IT and assist us in developing holistic, integrated strategies that support our agency environment and culture. The Contractor must have experience helping leading organizations and federal agencies to transform their IT strategies on a very broad scale. In particular, we are seeking a Contractor with experience working in a global environment, particularly in the developing world. 4.2.1 IT Strategy Services The Contractor shall provide services to assist the Peace Corps in developing, implementing, and continuously refining its IT Strategy. It will include the following deliverables: ● IT and Digital Strategy: Identify the major technology, social, and business trends that will impact the Peace Corps in the near- and long-term future, and determine how to translate those trends into an effective and forward-looking Digital and IT Strategy. ● Current IT structure, staffing, and operations: Assess current state of IT operations across the agency. Determine the current capacity (staffing, skills, and infrastructure) for the Peace Corps to deliver tools for staff, Volunteers, and other customers to innovate, collaborate, and be effective in a rapidly changing and diverse technology environment. Assess the effectiveness of the OCIO and other offices to use technology to achieve Peace Corps’ strategic priorities, deliver results, and achieve efficiencies across the organization. ● Management / cultural issues: Identify and evaluate the management and cultural issues that impede or facilitate implementation of a “future-leaning” IT strategy, including office structure and leadership, policy and decision-making processes, budget and staffing, employee morale and attitudes toward IT/digital, risk tolerance, and working within the federal space. ● Case studies / best practices: Compile examples from organizations that have implemented comprehensive IT strategies, particularly those with a large global footprint like Peace Corps. Assess lessons learned (good and bad) and identify best practices that can be applied to Peace Corps. ● Recommendations: Provide findings and recommendations to strengthen Peace Corps’ IT Strategy and Operations, based on the analysis above. ● Road Map: Based on the recommendations, deliver a high-level Roadmap for the next 1-3 years that lays out the steps Peace Corps should stake to implement the IT Strategy. The Roadmap should include prioritizing those actions and investments that will have the biggest impact. 4.2.2 Decision Support Services The Contractor shall provide decision support services to enable more efficient and effective business and technical decision making. Executive decision support must include change and communication management in order to ensure the workforce is aware and prepared to implement any decision made. Decision support at Peace Corps ensures actions taken by individuals and groups are consistent with Peace Corps’ mission, vision and goals and can be depended upon to operate in a self-directed manner. Peace Corps’ system of decision support provides the thrust necessary to jump start, develop and sustain desired behaviors in the identification development, implementation and evaluation of IT projects and services. Included in decision support is analysis that enables sound decision making for the Peace Corps. Decision support analysis includes such activities as creation of white papers on various topics, market research, feasibility studies, cost benefit analysis, alternatives analysis, concept of operations, requirements analysis and documentation, cost estimates, assistance in writing performance work statements, policy and procedure development and other support as requested. Decision support services also contribute to the development of important IT Strategic Plans. Objectives The Initial key objectives for Decision Support Services are to: a) Build trust in the IT Organization across the line offices of Peace Corps by making IT-related decisions and accountabilities transparent and results-driven; b) Encourage desirable behaviors in the use of IT (e.g., cost lowering, information sharing, and stimulation of innovation); c) Establish decision processes to enable outcome-based results while enabling sufficient input from strategic and stakeholder sources; d) Embed environmental sustainability throughout the Enterprise Architecture, and e) Link Decision Support to related shared services and mission areas within Peace Corps for the purpose of ensuring achievement of holistic and synergistic outcomes. Requirements Key requirements include Obtain technical and consulting expertise to: a) Strengthen decision support through improved performance management, business case analysis, and performance measures; b) Build capabilities across information technology, human capital, financial, and acquisition systems; c) Conduct market surveys, stakeholder requirements analysis, facilitation services, and benchmarking to support transformational objectives; d) Tie Enterprise Architecture and IT service delivery through support to principles and practices of IT Service Management and other best-practice standards. e) Remain vigilant for opportunities to achieve financial savings and increase efficiency through standardization and, where appropriate, centralization of support services; f) Strengthen IT partnerships with all other Peace Corps entities; g) Create more complementary and integrated capabilities among Volunteers, staff, Returned Peace Corps Volunteers, partners, and other key stakeholders that are part of the Peace Corps network; h) Enable Peace Corps to gain a consistent view of its IT Strategy; i) Manage initiative implementation; j) Track and evaluate projects, programs, and portfolios against strategy; k) Reengineer business processes to support the IT value proposition and ensure a complementary relationship with user/mission area processes; and l) Identify and realize IT synergies; m) Develop and implement a service management process or model, with capabilities to for managing services over a life-cycle, with specialization in strategy, design, transition, operations, and continual improvement; n) Accompany executives to meetings, create agendas, provide meeting facilitation services, and create presentations and white papers as requested. o) Use proposed processes to facilitate horizontal integration including sharing knowledge widely and incorporating the knowledge gained into meaningful change, collaborating through improved peer-to-peer interactions, and ensuring solutions results in a commonly understood and supported approach to Peace Corps objectives; p) Consider and leverage existing resources, organizational functions, and best practices to the extent applicable, and comply with federal policy, regulations, and recommendations. 4.2.3 Enterprise Architecture Services Enterprise Architecture (EA) Services translate Peace Corps business requirements into cost-effective solutions that advance Peace Corps’ business strategy and vision for a modern IT infrastructure. The ultimate goal is to maximize collaboration across Peace Corps through shared, enterprise-wide IT solutions, enabling the reuse of existing IT assets wherever possible, and moving Peace Corps towards an innovative but also standards-based IT environment. Primary activities include documenting enterprise-wide performance, business, application (service), data, infrastructure and security requirements of each mission goal, capturing the interrelationships amongst these requirements, and using this information to drive Peace Corps’ IT Capital planning and portfolio management processes to deliver results. Enterprise Architecture services include IT Capital Planning Investment Cycle (CPIC) services, and evaluation reviews of IT initiatives and other proposals. Objectives The initial key objectives of Enterprise Architecture Services are to: (a) Assist Peace Corps in efforts to improve alignment of IT with business requirements and services as well as further the e-Government transformation objective of using digital technologies to transform government operations in order to improve effectiveness, efficiency and service delivery; (b) Evaluate opportunities in which an integrated Enterprise Architecture and portfolio management process can simplify and unify decision making that fulfills desired mission area and technical architecture directions; (c) Assist Peace Corps to integrate processes and effective configuration change management and support Peace Corps in the adoption of and adherence to Information Technology Infrastructure Library (ITIL) practices for service, delivery and infrastructure management. (d) Acquire technology architecture services to support Peace Corps’ enterprise architecture program and OMB compliance; (e) Ensure technology adoption at Peace Corps is optimized based on business requirements and technological maturity; and (f) Formalize emerging technology research and adopt a consistent process to evaluate, test and adopt new technologies or upgrades to older technologies. Requirements Obtain technical and consulting expertise to: (a) Provide Enterprise Architecture support, such as: i. Providing holistic EA programs, encompassing the business, information, and application architecture; ii. Providing technology architecture services for all Service Areas covered in this Performance Work Statement; iii. Defining architecture standards, policies and technology architecture artifacts as described by the Peace Corps enterprise architecture team; iv. Providing timelines for introduction, usage, and phase-out of specific technologies (and methodologies) core to Peace Corps’ mission; v. Providing facilitative technologies to share the maximum amount of information to the public in a secure manner and provide feedback for correction of widespread defects; and vi. Working collaboratively with other architecture domain teams and adhering to Office of Management and Budget (OMB), Federal Enterprise Architecture (FEA), and Peace Corps standards and guidelines. (b) Support e-Government initiatives, such as: i. Providing a broad spectrum of qualified business and technical personnel; and ii. Providing support services for the Peace Corps e-Gov Modernization Initiative Areas, each of which constitutes a manageable portion of the progress necessary to meet Peace Corps’ e-Gov objectives. (c) Support research and assessment of new and emerging technologies, such as: i. Service-Oriented Architecture (SOA) as a means to share and integrate data; ii. Identifying all technologies that hold promise for adoption at Peace Corps; iii. Analyzing enterprise business drivers to determine corresponding technology strategy requirements; and iv. Analyzing technology industry and market trends and determining their potential impact on the enterprise (d) Develop high-level solution designs by assisting project teams in the design and leadership in the implementation of new solutions and architectures based on analysis, such as: i. Recommending hardware and software updates and refreshes, and ii. Facilitating evaluation and selection of hardware and software technology and product standards, as well as the design of standard configurations including identification, analysis and preliminary testing of patches, software updates, firmware updates and hardware refreshes. iii. Developing human capital within Peace Corps to support specific skill sets and other competencies necessary to achieve meaningful outcomes. (e) Demonstrate experience and understanding of: i. The Office of Management and Budget (OMB) e-Gov (http://www.whitehouse.gov/omb/e-gov) including policy, scope, direction, and governance practices; ii. General Accountability Office (GAO) EA Maturity Management Framework (EAMMF) model, how it is scored, and how to advance against the scorecard; iii. Department of Defense Architecture Framework (DoDAF), The Open Group Architecture Framework (TOGAF), Zachman and FEAF framework models in advancing agency strategic goals; iv. EA Best-practice experience from other federal agencies; v. Working knowledge of Industry EA Best Practices; and vi. Working relationship experience with program and project managers to understand their role in evolving the Agency and EA. 4.2.4 Project Management Services Peace Corps sees project management as a catalyst for organizational transformation. The overarching goal of Project Management Services is to ensure projects, programs, and portfolios allocate capital effectively, achieve objectives, and support the mission, vision, and goals of Peace Corps. Objectives The initial key objectives for Project Management Services are to: (a) Provide better customer support by assisting project teams in delivering projects on time, within budget, and to agreed-upon performance specifications; (b) Develop the strategic alignment of projects, programs, and portfolios; (c) Support Project Managers as a source for best practices, training, advice, and assistance customer in their pursuit of project management excellence; (d) Provide Independent Verification and Validation of IT Products and Services. Requirements Obtain technical and consulting expertise to: (a) Apply current and emerging industry standard project management best practices such a Project Management Body of Knowledge (PMBOK). (b) Support implementation and management of PMOs that have access and exposure to multiple projects, and therefore, are in the best position to facilitate knowledge sharing through lessons learned. (c) Focus integrating positive project practices, promoting the use of recommended tools and templates, and providing guidance and support. (d) Provide project and program management support for various programs and projects within Peace Corps. (e) Assist managers with the day-to-day execution of projects and support for program and portfolio planning, contractual and financial planning, and continuous process improvement. (f) Provide Independent Validation and Verification (IV&V) of products in process and upon delivery of services; (g) Provide Project Management services to track initiatives and efforts assigned. Project Management support is anticipated to include scheduling, milestone tracking, quality surveillance and creating project management documents such as charters, risk registers, risk assessments, Project Plans, Communications Plans and other project management documents as requested; (h) Ensure compliance with Federal policy, regulations, and recommendations. 4.3 GOVERNMENT QUALITY ASSURANCE REQUIREMENTS The Contractor shall develop and maintain an effective quality management program to ensure services are performed in accordance with the PWS. The Contractor shall develop and implement procedures to identify, prevent, and ensure non-recurrence of defective services. The Contractor’s quality management program is the means by which the Contractor assures that their work complies with the requirement of this PWS and individual task orders. After acceptance of the quality control plan, the Contractor shall receive the contracting officer’s acceptance in writing of any proposed change to the quality management plan before implementing such changes. 4.4 GOVERNMENT-FURNISHED PROPERTY, DATA AND SERVICES Government-furnished property, data and services will be defined on an individual task order basis. 4.5 PERIOD OF PERFORMANCE The period of performance for this Blanket Purchase Agreement is one base year and, if exercised, four option years. 4.6 PLACE OF PERFORMANCE The primary place of performance will be the Contractor site unless otherwise specified in a call order. Contractors shall be available and capable of physically coming to the government site for meetings. There may be occasional travel to Peace Corps recruitment offices located in 6 locations across the U.S. Travel within the DC/Maryland/Virginia Metro Area, travel from the contractor work site to the Government work site, or from Government work site to Government work site is not a reimbursable expense. Some tasks will require Contractor staff to perform all work on site. This will be specified at the call order level. Government work sites include Peace Corps facilities including Headquarters and Regional Offices. 4.7 PERSONNEL AND IT SECURITY The impact level of the contract is moderate to high risk. Contractor staff will require access to a Peace Corps local area network, e-mail, and basic office applications only. Some personnel maybe required to obtain Secret or Top Secret Clearances. This will be defined at the call order level. All personnel shall be US Citizens and comply with Peace Corps directives on personnel screening and security processing requirements for Contractor/Subcontractor Personnel working on a Peace Corps site (High or Moderate Risk Contracts) 4.8 APPLICABLE DOCUMENTS The following list outlines many, but not all, of the key policies, regulations, and guidance that apply to initiatives, projects, and activities executed under this initiative. (a) Laws and Regulations i. Presidential Management Agenda ii. Public Law 104-106, Clinger-Cohen Act, February 10, 1996. iii. Federal Information Security Management Act of 2002 (Note: This Act is also codified as Title III of Public Law 107-247, E-Government Act of 2002.) iv. Public Law 105-277, Government Paperwork Elimination Act of 1998 (GPEA). v. Public Law 103-355, Federal Acquisition Streamlining Act of 1994, Title V (FASA V). vi. Public Law 103-62, Government Performance Results Act of 1993 (GPRA). vii. Paperwork Reduction Act of 1995 (PRA). viii. Public Law 107-347, Title III, the Federal Information Security Management Act (FISMA) of 2002. (b) Policy and Guidance i. Homeland Security Presidential Directive 12 (HSPD 12), Policy for a Common Identification Standard for Federal Employees and Contractors ii. OMB Circular A-11, Planning, Budgeting, Acquisition of Capital Assets, dated June 2006. iii. OMB Circular A-130, Management of Federal Information Resources, dated November 2000. iv. The Federal Acquisition Certification for Program and Project Managers (FAC-PPM), April 25, 2007. v. The National Institute of Standards and Technology (NIST) Special Publication 800-64, Security Considerations in the Information System Development Life Cycle, Rev. 1, June 2004 vi. Strategic Sourcing OFPP Memorandum http://www.whitehouse.gov/omb/procurement/comp_src/implementing_strategic_sourcing.pdf http://www.whitehouse.gov/omb/procurement/strat_sourc/fssi_progress_052207.pdf http://www.whitehouse.gov/omb/procurement/strat_sourc/2007_report_guidance.pdf vii. Key Benefits of FSSI Office Supplies http://www.ago.Peace Corps.gov/ago/docs/michelkareis_presentation.pdf viii. IT Investment Cost Measurement Framework http://www.whitehouse.gov/omb/memoranda/fy2006/m06-22.pdf ix. Federal Enterprise Architecture Framework http://www.cio.gov/Documents/fedarch1.pdf x. The Federal Transition Framework (FTF) http://www.whitehouse.gov/omb/egov/a-2-EAFTF.html xi. Infrastructure Segment Architecture http://www.whitehouse.gov/omb/egov/documents/EA_Assessment_FAQs_New.pdf xii. OMB Information Technology Infrastructure Line of Business (ITI LOB) xiii. ITI Portfolio Project Management xiv. A Practical Guide for Developing an Enterprise Architecture http://www.gao.gov/bestpractices/bpeaguide.pdf xv. Government Performance Results Act of 1993 xvi. President's Management Agenda xvii. Expanding E-Government: Improved Service Delivery for the American People Using Information Technology (December 2005) xviii. Expanding E-Government: Partnering for a Results-Oriented Government (December 2004) xix. The Federal Government is Results-Oriented, A Report to Federal Employees (August 2004) xx. EPEAT Electronic Product Environmental Assessment Tool http://www.federalelectronicschallenge.net/resources/docs/epeat.pdf xxi. E-Government initiatives http://www.whitehouse.gov/omb/egov/c-7-index.html xxii. Business Gateway xxiii. E-Training xxiv. Integrated Acquisition Environment http://www.acquisition.gov/about_iae.cfm http://www.acquisition.gov/project_library/IAE%20Governance%20descrip_v1.10_20060809.pdf http://www.acquisition.gov/config_mgmt/iaeccbcharter.pdf xxv. E-Authentication xxvi. Financial Management LoB xxvii. Human Resources Management LoB xxviii. Information Systems Security LoB xxix. Financial Management Line of Business (FMLoB)/Federal Shared Service Provider (SSP) Due Diligence Checklist Version 4.0 http://www.fsio.gov/fsio/download/fmlob/mpgv1/2007_08_06_Due_Diligence_Checklist_Version_4_Federal_SSP_tl.doc xxx. CIO Council Value Measurement Methodology (http://www.cio.gov/documents/ValueMeasuring_Methodology_HowToGuide_Oct_2002.pdf) xxxi. Federal CIO Council 2007 -2008 Strategic Plan http://colab.cim3.net/file/work/BPC/ITPMCoP/2007-03-19/PMImplementationGuidelines.doc xxxii. Improving the Management and Use of Interagency Acquisitions http://www.whitehouse.gov/omb/procurement/interagency_acq/iac_revised.pdf (c) Key Standards i. A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Third Edition and future editions (Newton Square, Pennsylvania: Project Management Institute, Inc.), 2004. ii. Business Analysis Body of Knowledge (BABOK™Guide) - Release 1.6 and future releases (International Institute of Business Analysis), 2006 iii. Organizational Project Management Maturity Model: Knowledge Foundation (Newton Square, Pennsylvania: Project Management Institute, Inc.), 2003. iv. Carnegie Mellon University Software Engineering Institute, CMMI for Systems Engineering, Software Engineering, Integrated Product and Process Development, and Supplier Sourcing (CMMI-SE/SW/IPPD/SS) Version 1.1. March 2002. v. CMMI for Acquisition -Lean and the Acquisition Model http://cmmicmmi.com/LeanCMMIQuestionsAnswered/?p=12 vi. A Lean Six Sigma Approach to COTS IT Acquisition http://www.chips.navy.mil/archives/05_OCT_DEC/PDF/lean_six.pdf vii. The Information Technology Infrastructure Library (ITILR) version 3, as discussed in the IT Service Forum viii. (itSMF), published in the United Kingdom by the IT Service Management Forum Limited. ix. Lean Six Sigma for Reduced Cycle Costs and Improved Readiness http://acquisitionresearch.net/index.php?option=com_content&task=view&id=137&Itemid=41 x. Building World-class Acquisition Excellence http://www.dau.mil/pubs/dam/2007_07_08/feature_ja07.pdf xi. ITILR is a registered trademark of OGC – the Office of Government Commerce. http://www.itsmf.com xii. eTOMR is a registered trade mark of the TeleManagement Forum http://www.tmforum.org xiii. MDA – Object Management Group Model Driven Architecture, http://www.omg.org/mda xiv. NGOSS - New Generation Operations Systems and Software, http://www.tmforum.org/browse.asp?catID=1911 xv. The Institute of Electrical and Electronics Engineers (IEEE) Standard for Information Technology – Software xvi. Life Cycle Processes – IEEE/EIA Std 12207 xvii. The Institute of Electrical and Electronics (IEEE), Software Configuration Management Plan IEEE Std 928-1998 xviii. DoD Specifications to FEA Standards xix. The Lean Advancement Initiative (LAI) at MIT xx. The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to 70 Tools for Improving Quality and Speed: xxi. A Quick Reference Guide to 70 Tools for Improving Quality and Speed xxii. Lean Six Sigma for Service: How to Use Lean Speed and Six Sigma Quality to Improve Services and xxiii. Transactions xxiv. Learning to See: Value Stream Mapping to Add Value and Eliminate Muda (Lean Enterprise Institute) xxv. ISO 15022 - Standard for the format of electronic message exchange, used in banking and commerce xxvi. “ISO 15022 Repository”/ ISO 15022 XML - Business Modeling for standards development xxvii. Open Standards (Open architecture, open software, open systems) xxviii. http://www.whitehouse.gov/omb/egov/documents/FEA_Practice_Guidance_Nov_2007.pdf xxix. http://www.whitehouse.gov/omb/egov/documents/Federal_Architect_v3_2.pdf xxx. Using a Modular Open Systems Approach in Defense Acquisitions xxxi. http://ieeexplore.ieee.org/xpl/freeabs_all.jsp?arnumber=4304231 xxxii. http://acquisitionresearch.net/index.php?option=com_content&task=view&id=224&Itemid=41 (d) Other References of Interest i. Peace Corps’ FY14-18 Strategic Plan ii. OCIO Agency-wide Technology Plan iii. FY2014 OCIO budget requests, including Requests for Additional Resources (RARs) iv. OCIO Enterprise Architecture Plan v. Agency policies that relate to IT vi. Current OCIO organization chart, IPBS, strategy documents, and descriptions of units vii. Description of other offices within Peace Corps that provide IT functions (e.g. OCFO) viii. Results of OCIO customer satisfaction surveys ix. http://www.whitehouse.gov/omb/egov/documents/2005_FEA_PMO_Action_Plan_FINAL.pdf x. Enterprise Architecture Best Practices (http://core.gov/best_practices.cfm) xi. GSA - Network Overview www.gsa.gov/Portal/gsa/ep/contentView.do?contentType=GSA_OVERVIEW&contentId=16100 RFI is attached as well.
 

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Record

SN03376362-W 20140529/140527234224-17b49d0230624512ce309e6b504d8081 (fbodaily.com)
 

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