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Section C - Descriptions and Specifications

F-35 JOINT PROGRAM OFFICE (F-35 JPO) / SERVICES ACQUISITION TEAM (SAT)

PROGRAM MANAGEMENT KNOWLEDGE BASED SERVICES

Single Award Indefinite Delivery / Indefinite Quantity (SA ID/IQ)

Performance Work Statement (PWS)

1.0 OVERVIEW

The F-35 Joint Program Office (JPO) is the Department of Defense’s (DoD) focal point for defining affordable next generation strike aircraft weapon systems for the Navy, Air Force, Marines, and our allies. The F-35 is the next generation strike fighter bringing cutting-edge technologies to the battle-space of the future. The F-35s advanced airframe, autonomic logistics, avionics, propulsion systems, stealth, and firepower will ensure that the F-35 is the most affordable, lethal, supportable and survivable aircraft ever to be used by so many warfighters around the world. The JPO SAT supports the program office IPT’s with program management, contracting services, and quality assurance in order to provide the best, most efficient contract strategies in support of the JSF vision, mission, goals and objectives.

2.0 SCOPE

This Performance Work Statement (PWS) addresses the need for providing the F-35 Joint Program Office (JPO) with Program Management (PM) Contractor Support Services (CSS) in support of the System Development and Demonstration (SDD), the Follow-on Development (FoD), the Low Rate Initial and Full Rate Production (LRIP/FRP), as well as the sustainment efforts for the F-35 Program. The range of Program Management Knowledge Based Services (PM-KBS) consists of contract management support; program management support; technical support, analytical support, administrative support, acquisition support, and operational support. These services are critical to the successful fielding of the F-35 mission capabilities. It will support the prediction of future upgrade costs of emergent technologies throughout the entire program life cycle, including deployment, sustainment, and ultimate disposal. The F-35 program is subject to unpredictable variations in the level of effort (LOE) required to maintain and implement these complex and often competing efforts. The Contractor shall furnish the necessary personnel, skills, material, and other services as required to perform tasks outlined in this PWS or at the Task Order (T/O) level.

https://hub.jsf.mil/sites/OCIO/win10

F-35 JPO Program Management KBS SA ID/IQ PWS

3.0 PERFORMANCE REQUIREMENTS

3.1 The Contractor shall provide personnel, as captured in Attachment 2 of this PWS and as prescribed at the T/O level, to support holistic F-35 JPO program management requirements. The F-35 JPO functional areas that shall be supported, at a minimum, by this effort are as follows (additional information is captured in Attachment 3):

Executive Leadership, Operational Support, Configuration Management Data Management, Information Management, Analytical Support, Requirements Disclosure

Export Licensing, Prognostic and Health Management, Financial Management, Operational Studies and Analysis, Strategic Investment, Foreign Military Sales (FMS), FMS Case Management, Memorandum of Understanding (MOU) Partnership, Travel Management, Facility and Infrastructure Management, Administration Management, Quality Assurance, Change Management, Performance Measurement, Programmatic Support, Human Resource Management, On and Off Boarding, Weapon System Acquisition Strategy and Oversight support, Weapon System Requirement Development Support, Design, Development, Production and Sustainment, JPO and Partner Nation Training Management, Cooperative Partner Administrative and Financial Management

Note: Specific tasks will be captured within T/O’s released under this ID/IQ.

3.2 The level of effort required in support of this requirement is captured at the task order level.

3.3 Government Furnished Property. Government furnished property will be captured at the task order level as applicable.

4.0 GENERAL INFORMATION

4.1 Period of Performance. The period of performance (PoP) consists of a 24-month base-ordering period (after award) and three (3), 24-month optional ordering periods. The performance period of this effort will extend two years beyond the final ordering period.

4.2 Place of Performance. The primary place of performance will be the F-35 JPO located at: 200 12th Street South and 2521 S. Clark St. Arlington, Virginia (VA) unless otherwise defined in this PWS or a task order. Other major operating locations are:

Patuxent (PAX) River, Maryland (MD) Edwards Air Force Base (AFB), California (CA) Wright-Patterson AFB (WPAFB), Ohio (OH) Eglin AFB, Florida (FL) China Lake, CA NAWC/WD, Point Mugu, CA Ft. Worth, TX Additional location, to include potential Outside Continental United States (OCONUS)

locations, may be added via future T/O’s to meet mission requirements

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4.3 Hours of Operations. The contractor shall provide support services within the F-35 JPO’s core duty hour’s timeframe(s) as captured in each or the respective T/O’s release in response to this PWS. The Contractor shall conform to the normal 40-hour work schedule. Additional hours may be necessary and will be determined on a case by case basis. When hiring personnel, the Contractor shall keep in mind that the stability and continuity of the work force are essential.

4.3.1 Contractor Staff may be required to work beyond Normal Core Business Hours to perform updates and maintenance during non-business hours to minimize impact to users. In the event that additional hours must be worked, prior approval must be obtained from the Contracting Officer Representative (COR).

4.4 Compressed Work Schedule (CWS). CWS may be authorized at the T/O level. CWS is an alternative work schedule to the traditional five 8.5 hour workdays (which includes a 30-minute lunch) that is allowable under this effort. Any additional costs associated with the implementation of the CWS schedule vice the standard schedule are unallowable costs under this contract and will not be reimbursed by the Government. Additionally, the CWS schedule shall not prevent Contractor employees from providing necessary staffing and services coverage when required by the Government. The overall schedule must be provided to the COR/ACOR.

4.5 Telework. Situational telework may be permitted under this contract in accordance with the Contractors corporate policy, as defined at the task order level.

4.6 Meeting Support. In support of the tasking outlined in this PWS, the contractor shall have the capability to host and conduct meetings at the classification levels captured in the respective task orders at CONUS and OCONUS locations.

4.6.1 In-Progress Review (IPR). The contractor shall conduct a formal In Progress Review (IPR) to be held semi-annually at the F-35 JPO in Arlington, VA. IPRs shall include the Government PM, CO, COR, Technical Point of contact (TPOC), other key Government personnel, and any additional Government and contractor representatives deemed necessary by the PM. The IPR will provide a forum for Government review of progress, planning, and issues related to all T/Os awarded under this ID/IQ. The contractor shall document and email IPR minutes to IPR participants in accordance to Table 7.1 and paragraph 7.1.13. IPRs shall include, at a minimum, the following: Schedule by task, previous months activities by task, financial overview and status, personnel overview and status, planned activities for next month by task, and issues/actions required by the Government.

4.7 Transition/Mobilization. The Contractor shall submit a transition-in plan, based on a 45-calendar day transition period, detailing tasks for assuming contractual responsibilities within 45-day of award, unless otherwise stated in a T/O. The plan shall capture how the Contractor will fully cooperate with outgoing personnel for assumption and relinquishing of contractual responsibilities. The transition plan shall contain clear, detailed descriptions of how the Contractor will interface with the Government and existing Contractor personnel, what steps the Contractor will accomplish to assume responsibility for performance, and contain the required data in accordance with paragraph 7.1.10. Note: The Government requires a minimum of 10 business days, after submission of a name, to complete on-boarding approval actions for Contractor personnel. The Contractor shall ensure this timeframe is considered in their

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transition-in plan.

4.7.1 The Contractor shall provide the Procurement Contracting Officer (PCO) written notification within five (5) business days when the Contractor becomes aware of a pending employee resignation or dismissal regardless of the circumstances. All funded positions shall be filled in accordance with Contractors approved transition-in plan. The contractor shall maintain a 90% retention rate (at the ID/IQ level, including all positions from awarded task orders) throughout each respective period of performance, starting on the first day after the approved transition period. Any vacancies realized after the transition-in phase (either execution of an optional position or replacement of an active Contractor) shall be filled within; 14-calendar days for key personnel; and 30-calendar days for all other personnel. In other words, no executed/funded position shall be vacant for more than 15 calendar days (Key) or 30 calendar days (all other) after the transition unless previously approved by the government.

4.7.2 The Contractor shall submit a transition-out plan within 90-days of PCO request based on a 45-calendar day transition-out period, detailing tasks for relinquishing responsibilities to the Government or a new Contractor. The plan shall capture how the Contractor will fully cooperate with incoming personnel for assumption and relinquishing of contractual responsibilities. See paragraph 7.1.15.

4.8 Management of Contractor Personnel. The Government will not supervise Contractor employees or control the method by which the contractor performs the required tasks. Under no circumstances shall the Government assign tasks to, or prepare work schedules for, individual contractor employees. The Contractor shall manage its employees and guard against any actions that are of the nature of personal services, or give the perception of personal services. Provisions stated herein shall be clearly and effectively communicated to all subcontractors providing support under this contract by the Prime Contractor.

4.9 Installation Closure. When Federal employees are officially excused from work due to a holiday or a special event, severe weather, a security threat, or any other Government facility related problem that prevents Federal personnel from working at the Government facility, Contractor personnel assigned to work at that facility performing non-mission essential work in support of such Federal employees shall follow their parent company’s policies.

4.9.1 While generally Contractor personnel may not perform work on-site at a Government facility without supervision from Federal personnel, in very limited circumstances, at the T/O level, work being performed by Contractor personnel may be deemed mission essential and performance of such mission essential work may be authorized to continue at the Government facility despite the facility being otherwise closed for normal operations. The circumstances permitting work being performed by Contractor personnel to be deemed mission essential are extremely limited and generally only apply to performance of efforts related to public health, safety, or matters related to national security. The Contracting Officer must concur with any determination that the work being performed by contractor personnel is mission essential unless otherwise stated in a T/O.

4.10 Holidays. The Government observes the holiday’s captured below. With the exception of the events in section 4.10, the Contractor is permitted to observe the following holidays in

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accordance with corporate policy:

New Year’s Day, Martin Luther King’s Birthday, President’s Day, Memorial Day, Independence Day, Labor Day, Columbus Day, Veteran’s Day, Thanksgiving Day, and Christmas Day.

4.11 Information Technology (IT). The Contractor shall not purchase any IT equipment in support of this contract without COR approval vetted through the F-35 OCIO. Prior to any IT purchase, the Contractor shall complete a Consent to Purchase Request for TPOC review and COR approval. The Government will provide all necessary reference documents not generally available to the Contractor as required. Throughout the life of the contract, if any instruction or document is replaced or superseded, the replacement or superseding instruction or document shall be applicable to the requirements defined in this PWS or resulting T/O.

4.12 Section 508 Compliance. All Electronic and Information Technology (EIT) products and services proposed shall fully comply with Section 508 of the Rehabilitation Act of 1973, per the 1998 Amendments, 29 United States Code (U.S.C.) 794d, and 36 Code of Federal Regulations (CFR) 1194. The Contractor shall identify all EIT products and services proposed, identify the technical standards applicable to all products and services proposed, and state the degree of compliance with the applicable standards. Additionally, the Contractor must clearly indicate where the information pertaining to Section 508 compliance can be found (e.g., vendor’s website or other exact web page location). The Contractor shall ensure that the list is easily accessible by typical users beginning at the time of award and shall inform the COR and TPOC of the information location.

5.0 SECURITY REQUIREMENTS

5.1 DD254, Contract Security Classification Specification. The Contractor shall comply with security requirements specified in the DD-254 attached to this contract or resulting T/O. Information or data that the Contractor accesses shall be handled at the appropriate classification level, unclassified information shall be handled as “For Official Use Only”. Distribution is authorized to the Requiring Office’s Organization and supported Activity only. Other requests for deliverables under this contract shall be referred to the TPOC/COR of this contract for approval.

5.2 Basic Personnel Clearance Requirements. The Contractor shall conform to the provisions of the DoD-D-5220.22, ‘National Industrial Security Program Operations Manual (NISPOM), and shall obtain and maintain security clearances for Contractor employees requiring access to IT systems or controlled areas. The Contractor shall comply with SECNAVINST 5510.30B and SECNAV M-5510.30 to assure that the proper investigation is conducted for Contractor personnel. Contractor personnel shall have and maintain a proper clearance as captured in the respective task orders. The prime contractor shall have and maintain a TOP SECRET facility clearance at award and throughout the period of performance. The contractor shall insert this clause in all subcontracts when a subcontractor is required to have physical access to a federally controlled facility or access to a Federal information system.

5.2.1 The security policies, procedures and requirements stipulated in the NISPOM and

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supplements thereto are applicable, to include the following security requirements and/or guidance whenever contract performance will occur on a DoD installation or within a DoD controlled facility or activity. The Contractor shall possess or acquire a facility clearance equal to the highest classification.

5.2.2 Contractor employees who fail to meet security clearance requirements may not access classified information or perform sensitive duties. In such cases, the Contractor employee may not perform on the contract. Contractor employees shall cooperate with Government investigative agencies conducting criminal or administrative investigations.

5.3 Citizenship Requirements: Only U.S. citizens may perform under this contract. If the Contractor cannot find qualified U.S. citizens to perform the work, the Contractor shall submit a citizenship waiver request with justification to the Government Security Office. The waiver request should include

The individual's name, date and place of birth, position title, and current citizenship A statement that a qualified U.S. citizen cannot be hired in sufficient time to meet the

contractual requirements A statement of the unusual expertise possessed by the applicant Statement that access will be limited to a specific government contract (specify contract

number) A statement that the Contractor has obtained an export license for the information

required to perform the contract

5.4 Command Access Cards (CAC) / Local Badges: Contractor CACs and facility specific identification badges will be issued by the Government to on-site Contractor personnel and shall be visible at all times while personnel are at the Government site. The Contractor shall furnish all requested information required to facilitate issuance of identification badges and shall conform to. All CACs and identification badges issued to Contractor employees shall be returned to the Government Security Department at the Government site where the CAC was received or returned to the COR following completion of the contract, relocation or termination of an employee, or upon request from the Government

5.5 SAAR-N: All Contractor personnel requiring access to Government Information Technology (IT) systems shall have an approved System Authorization Access Request (SAAR-N) Form OPNAV 5239/14 (Rev Sep 2011) on file, and complete required Annual Information Awareness Training. New employees must submit their SAAR forms within thirty (30) days of their first day of work. SAAR-N forms shall be submitted to the Contracting Officer’s Representative (COR), Government Technical Point of Contact (TPOC), or to the assigned government Trusted Associate Sponsorship System (TASS) Trusted Associate.

5.5.1 Instructions for completing and processing the SAAR-N forms are available at: https://www.navsea.navy.mil/Portals/103/Documents/NSWC_Carderock/OPNAV-5239-14-SAAR-N.pdf http://www.cnrc.navy.mil/publications/Forms/OPNAV_5239_14_SAAR_N.pdf

5.6 Information Security. The Contractor shall comply with DoD, Department of Homeland

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http://www.cnrc.navy.mil/publications/Forms/OPNAV_5239_14_SAAR_N.pdf

https://www.navsea.navy.mil/Portals/103/Documents/NSWC_Carderock/OPNAV-5239-14-SAAR-N.pdf

https://www.navsea.navy.mil/Portals/103/Documents/NSWC_Carderock/OPNAV-5239-14-SAAR-N.pdf


Security (DHS), U.S. Navy, and U.S. Air Force security instructions specific to each location/facility. Compromise and/or Electronic Spillage of Classified or Controlled Unclassified Information: All instances of loss, compromise and electronic spillage of classified or controlled unclassified information shall be reported to the COR, TPOC and Government Security Office within 24 hours of the incident occurring

5.6.1 All information generated by the Contractor shall be properly marked. For Official Use Only information generated and/or provided under this contract shall be marked in accordance with DoDM 5200.01. Technical information shall also be marked with appropriate Distribution Statements and Export Control warnings in accordance with DoDD 5230.24 and program Security Classification Guidance

5.6.2 No information pertaining to this contract shall be released for public dissemination, including posting to any social media sites such as Facebook or Twitter, unless it has been approved for public release by the appropriate U.S. government authority. Proposed public releases shall be submitted for approval, to the CO, prior to release.

5.7 Operations Security (OPSEC): The Contractor shall comply with activity OPSEC program instructions, guidance and contribute to organization-level OPSEC efforts. The contractor will include OPSEC as part of its ongoing security awareness program and take all required activity OPSEC training. The Contractor will protect identified critical information, sensitive unclassified information and activities, which, if divulged, could further compromise classified or sensitive information or operations, or degrade the planning and execution of operations performed by the Government and contractor in support of the mission. The Contractor shall be responsive to the Supporting OPSEC Manager on a non-interference basis.

5.8 Anti-Terrorism Force Protection and Emergency Management: The work performed on this contract may be Emergency Essential in accordance with OPNAVINST 3440.17A and Government Emergency Management, Antiterrorism and/or Continuity of Operations Plans as indicated in the respective T/O’s. Contractor personnel shall comply with all Government Emergency Management, Antiterrorism and/or Continuity of Operations Plans and directives. Contractor personnel shall report for work at Government facilities upon declaration of Force Protection Condition CHARLIE or in any event or emergency where Government officials direct curtailment of operations to “Mission Essential Only” if indicated in an awarded T/O. All Contractor personnel assigned to a government facility shall complete annual Antiterrorism (Level One) and Active Shooter training.

6.0 TRAVEL AND OTHER DIRECT COSTS

6.1 Travel. Travel shall be allowable only when it is essential to the performance of the tasks detailed in Section 3.0. The COR shall approve all travel performed in support of this contract prior to the commencement of the travel. COR approval is also required for local travel expenses. Reimbursement for travel performed shall be in accordance with the Federal Travel Regulation (www.gsa.gov/federaltravelregulation). Travel may include general and administrative expenses, but shall not include profit. Travel authorization request (TAR) shall be prepared in accordance with Table 7.1.

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http://www.gsa.gov/federaltravelregulation


6.1.1 Outside Contiguous US (OCONUS) Travel. The Contractor shall follow the guidelines as prescribed in the Foreign Clearance Guide (https://www.fcg.pentagon.mil/fcg.cfm) for DoD-Sponsored Contractors. The Contractor shall ensure that all OCONUS travel is approved by the COR or PM prior to submitting the respective country clearance request via the Aircraft and Personnel Automated clearance System (APACS) (https://apacs.milcloud.mil/apacs).

6.2 Other Direct Costs (ODC). Purchase of materials shall be in accordance with NAVAIR Clause 5252.242-9515 (Variation) (JUN 2018), Restriction on the Direct Charging of Material. Invoiced material costs may include general and administrative expenses, but shall not include profit. Government required ODCs will be captured at the task order level.

6.2.1 The costs of general purpose business expenses required for the conduct of the contractor’s normal business operations are not an allowable direct cost in the performance of this contract. General purpose business expenses include, but are not limited to, the cost for items such as telephones and telephone charges, reproduction machines, word processing equipment, personal computers and other office equipment and office supplies.

7.0 CONTRACT DELIVERABLES AND APPLICABLE DOCUMENTS

7.1 Contract Deliverables: The following contract deliverables shall be provided in response to this effort. Additional deliverables may be required as stated in future T/O’s:

TABLE 7.1. Deliverables

NameNo. of Copies

PWS Reference

Due

Management and Staffing Plan 1 7.1.1

With ID/IQ proposal for Government approval & as determined post-award to capture any Contractor requested changes to the approved plan or in response to a T/O for further approval

Quality Control Plan 1 7.1.2

With proposal for Government approval & as needed post-award to capture any Contractor requested changes to the approved plan for further approval; and at the T/O level if requested in a respective T/O

Kick-Off Meeting & Slides 1 7.1.3No later than 5 calendar days of award of the ID/IQ and after award of each resulting T/O for Government review.

Operations Security (OPSEC) Plan

1 7.1.4 As required at the task order level

Monthly Status Report 1 7.1.5

No later than 30 calendar days after award & 15th calendar day of each month thereafter capturing the previous months activities at the ID/IQ level and including any awarded T/O

Monthly Expenditure Report 1 7.1.6No later than 30 calendar days after award & 15th calendar day of each month thereafter capturing the previous months expenditures at the T/O level

Concept of Operations 1 7.1.7 As required at the task order levelWeekly Activity Reports (WAR) 1 7.1.8 As required at the task order level

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https://apacs.milcloud.mil/apacs

https://www.fcg.pentagon.mil/fcg.cfm


NameNo. of Copies

PWS Reference

Due

Hiring Status Report 1 7.1.9

Every Friday through the end of the transition period & the 15th calendar day of each month thereafter until 100% fill-rate has been accomplished unless otherwise captured at the T/O level

Transition-In Plan 14.8 & 7.1.10

With ID/IQ proposal and as required via T/Os for Government approval & as needed post-award to capture any Contractor requested changes to the approved plan for further approval

Travel Authorization Request 16.1 & 7.1.11

No later than 10 calendar days before the first travel date (CONUS) or 30 calendar days (OCONUS) for COR approval.

Trip Report 1 7.1.12No later than 5 calendar days after the last day of travel

Meeting Minutes 1 7.1.13No later than 2 calendar days of the meeting conclusion

Problem Notification 1 7.1.14As required; within 24 hours of identification of a problem that negatively effects cost, schedule, or performance

Transition-Out Plan 14.8.2 & 7.1.15

No later than 90 calendar days after request from the Government & as needed to capture any Contractor requested changes to the approved plan for further approval

Other technical deliverables specific to this requirement


Other technical deliverables specific to this requirement


Notes:1. Submit one copy each electronically in Adobe (PDF) or as a Microsoft Office Suite product to the CO, COR,

PM, CS, and acquisition analyst. If copies exceed five (5) megabytes of data, send through AMRDEC SAFE (Safe Access File Exchange) at https://safe.amrdec.army.mil/SAFE/ . Submit classified reports only to the GCC point(s) of contact via SIPRNet or JWICS, as appropriate.

2. All deliverables shall be submitted by the established due date. If the due date falls on a weekend or holiday, the deliverable shall be submitted on the next business day. Unless specified otherwise, calendar days will be used. If the submittal is rejected by the Government the Contractor shall resubmit within 15 days.

3. The deliverables listed are not all inclusive and do not relieve the Contractor of responsibility for providing deliverables as required elsewhere in the PWS/SOW and the main ID/IQ if applicable.

4. All deliverables must meet professional standards and meet the requirements set forth in contractual documentation. The Contractor shall be responsible for delivering all end items specified unless otherwise directed by the COR/TPOC. Contractor format is acceptable for this effort, unless otherwise stated, as long as all required analysis is completed and provided to the Government

7.1.1 Management and Staffing Plan. The Contractor shall provide a Management and Staffing Plan in accordance with the timelines captured in Table 7.1. The plan shall delineate how the Contractor plans to support this effort. At a minimum, the Contractor’s management plan shall include the following elements:

Management Plan portion:

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o Team organization structure, management roles and workforce structure, including; lines of responsibility, authority, and communication through which all tasks will be managed;

o Subcontractor management plan to include details as to how the subcontractors will be managed (if applicable) to ensure cohesive integration into the overall management approach; describe the integration of the teaming partners into the overall management approach; how and why selected subcontractor(s) were chosen; which knowledge and skills will be acquiring through each subcontract; level of subcontract effort expected;

o Task dependencies and interrelationships;o Cost management plan;o Schedule management plan;o Resource management plan;o Plan of action to address Government Equipment transfer and track of equipment

from the F-35 JPO Operations;o Risk management plan; ando Security plan.

Staffing Plan portion:o Plan to attract, train, and retain qualified personnel to meet SOW/PWS

requirements;o Plan to maintain a 90% retention rate (at the ID/IQ level, including all positions

from awarded task orders) throughout each respective period of performance, starting on the first day after the approved transition period. The retention rate calculation is captured in Attachment 4, Service Summary;

o Labor category titles and functional responsibilities for all key and non-key labor categories captured in the SOW/PWS, to include employee name, current position title, and company; and

o Qualifications for key personnel to include educational history and current level of security clearance and status (final, interim, or pending).

7.1.2 Quality Control Plan (QCP). The Contractor shall provide a Quality Control Plan in accordance with the timelines captured in Table 7.1. The Contractor shall establish and maintain a QCP that ensures services are performed in accordance with this requirement (see Section 8), applicable laws and regulations, and best commercial practices. The Contractor’s QCP shall provide, (at a minimum), a detailed approach for ensuring effective controls, processes, and procedures are developed and implemented to meet/exceed all requirements of this PWS and any resulting T/O’s to include mitigation of any unique risk(s).

7.1.2.1 The QCP shall discuss how invoice reviews shall be conducted, to include discussion on how the primes, subcontractor, and supplier supporting data shall be reviewed for consistency with contract requirements.

7.1.2.2 As part of the Contractor’s Monthly Progress Report, the Contractor shall specifically discuss quality control (QC) activities over the reporting period and planned activities for the next period. Information shall specifically address WHO conducted the QC, WHEN was the QC

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executed, HOW was the QC executed and WHAT the findings and corrective actions were. Trends overtime shall be discussed

7.1.3 Kick-Off Meeting and Slides. The Contractor shall attend the contract Kick-Off Meeting and submit Kick-Off slides in accordance with the timelines captured in Table 7.1. The Contractors slides shall capture (at a minimum) the following data:

Introduction of key personnel; Roles and responsibilities; Communication plan and lines of communication overview; Schedule showing major tasks and milestones with start/completion dates; Security requirements/issues/facility access procedures (if applicable); Sensitivity and protection of information (if applicable); Government Furnished Information (GFI) and Equipment (GFE) (if applicable); Initial deliverables (if applicable); Current status of transition-in plan (as proposed and approved by the Government);

and Any other information the contractor deems pertinent.

7.1.4 Operations Security Plan. The Contractor shall provide an unclassified Operations Security Plan in accordance with the timelines captured in resulting task orders. The plan shall summarizing (at a minimum) how the Contractor will control critical program information, classified material, and sensitive data.

7.1.5 Monthly Status Report. The Contractor shall provide an unclassified monthly report in accordance with the timelines captured in Table 7.1. The report shall summarizing (at a minimum) the following elements at the ID/IQ level and the T/O level as appropriate:

Any information the Contractor determines to be mission essential; Problems and shortfalls, identification of potential problems, and identification of any

anticipated technical or funding shortfall or irregularity during the specified period of performance;

Projected travel and government approval status; Summary of completed trips; Quality Control activities completed and the outcome; Activities during reporting period, by task, to include on-going activities, new

activities, activities completed, and deliverables submitted; Summary of contractor personnel gains, losses, and staffing status; Government actions requested; and Recommendations for change, modifications, or improvements in tasks or processes.

7.1.6 Monthly Expenditure Report. The Contractor shall provide a Monthly Expenditure Report in accordance with the timelines captured in Table 7.1 or as required in an awarded T/O. The reports shall be submitted based on the Contractors approved format, as long as the report properly segregates CLINs, SubCLINS, and other funding lines. The report shall contain (at a minimum):

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Information about labor to include: o Employee name and company;o PWS/SOW Labor category and company labor category if different; o Monthly and cumulative hours worked;o Fully burdened hourly rate;o Corresponding contract ceiling rate; o Current monthly total and cumulative amount billed per employee; o CLIN and;o Total cumulative amounts invoiced and funds remaining for each CLIN.

Information about travel to include: o Travel Authorization Request identifier;o Approver name and approval date;o Invoice period;o Names of person(s) that traveled; o Dates of travel and total of number of travel;, o Number of days per diem charged, per diem rate used, and total per diem charged;o Transportation costs;o Total charges; ando Explanation of variances exceeding 10% of approved versus total costs.

7.1.7 Concept of Operations. The Contractor shall provide a Concept of Operations report as captured in resulting task orders. The reports shall contain (at a minimum):

Identify the forms, process, and procedures required for TO service execution; Contractor-recommended service levels for the prescribed tasks; Drafts and/or templates of all deliverables, to include invoices and supporting

documentation; Most current, relevant government policies and process interactions; Detailed processes for all types of service, organized by task area; Swim lane charts identifying the interaction of activities within contractor elements.

7.1.8 Weekly Activity Report. The Contractor shall provide a Weekly Activity Report as captured in resulting task orders. The reports shall contain (at a minimum):

Progress of current and future tasks with completion status; Identification of any issues that require Government interaction for resolution; Strategic planning necessary to draft, review, revise, and deliver documents

identified within individual subtasks; and Support provided for capabilities demonstrations and conferences and other

activities

7.1.9 Hiring Status Report. The Contractor shall submit a hiring status report in accordance with the timelines captured in Table 7.1. The report shall contain (at a minimum):

Personnel name per position;

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Start date; Vacant positons and estimated fill date; and Other pertinent data concerning hiring actions the Contractor is taking to fill the

position

7.1.10 Transition-In Plan. The Contractor shall submit a transition-in plan based on a 45-day period with their proposal, at the ID/IQ level and as requested in each resulting T/O, for Government approval per paragraph 4.5. The schedule shall capture the proposed timelines for starting performance 45-days after award. The schedule shall capture (at a minimum) the following tasks:

Timeline for onboarding of personnel (to include subcontractor personnel if applicable) as captured in the staffing plan and shall include 10 business days for Government onboarding actions prior to Contractors starting performance;

Actions to be taken for completing required CONUS and OCONUS related training in accordance with this PWS or resulting T/O requirements and training required to obtain a country clearances (as applicable);

Actions to be taken to meet the requirements captured in SOW/PWS paragraph 4.8.1; and

Proposed risks and the correlating mitigation strategies the offeror proposes to implement to allow for successful performance

7.1.10.1 The Contractor shall submit requested changes for Government approval as they are required. The Contractor shall keep in mind that their approved transition-in plan is/was used by the Government to plan onboarding and any changes may affect the Governments requirement.

7.1.11 Travel Authorization Request. The Contractor shall submit a travel authorization request in accordance with the timelines capture in Table 7.1 that includes (at a minimum) the following data for COR approval prior to incurring any costs (the Government may provide a travel authorization request template for use post-award):

Contract Number; Name of Traveler; Dates; Origin and Destination; Owning IPT being supported; Organization to be visited; Purpose of Travel; Estimated Airfare; Estimated Lodging within regulatory limits; Estimated Per Diem; Estimate Ground Transportation; POV Use; Miscellaneous Costs; Justification as to why teleconferencing or video teleconferencing cannot be used; Employee signature; and

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Supported IPT Signature

7.1.12 Trip Report. The Contractor shall submit a trip report in accordance with the timelines capture in Table 7.1 that includes (at a minimum) the following data unless otherwise stated in an awarded T/O:

Personnel who traveled; Dates of travel; Destination(s); Purpose of trip; Cost of the trip; Approval authority; Summary of events, action items, and deliverables.

7.1.13 Meeting Minutes. The Contractor shall submit meeting minutes in accordance with the timelines capture in Table 7.1 that capture (as a minimum) the following data:

Meeting attendees and their contact information; Meeting date; Meeting location; Purpose of meeting; Summary of events.

7.1.14 Problem Notification. The Contractor shall submit a problem notification report capturing the following data in accordance with the timelines capture in Table 7.1 for Government review and feedback:

Potential cost/schedule overruns/impacts; Delay to delivery; Assumptions upon which tasks were based that have changed or were incorrect; Nature and source of the problem; What corrective action needs to be taken to resolve the problem; If government action is required; When the action will be completed.

7.1.15 Transition-Out Plan. The Contractor shall submit a transition-out plan based on a 45-day period with their as prescribed in paragraph 4.7.2 and table 7.1. The schedule shall capture detailed timelines for how the Contractor will fully cooperate in relinquishing responsibilities to the Government or a new Contractor. The schedule shall capture (at a minimum) the following tasks:

How the Contractor will coordinate with the incoming Contractor/Government personnel to transfer knowledge;

POCs for all locations; Location of technical and project management documentation; Schedules and milestones; Status of ongoing technical initiatives;

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Plan to transition of key personnel; Actions required of the Government; Plan to establish and maintain effective communication with the incoming

Contractor/Government personnel for the period of the transition via weekly status meetings;

System access information; Facility accreditation information; Safe and vault access codes; Open investigations and statuses of security clearances; Schedule turnover; and Technical documentation and expectations.

7.1.16 Additional Deliverable. As captured in resulting task orders.

7.1.17 Additional Deliverable. As captured in resulting task orders.

7.2 Applicable Documents. The Contractor shall comply with regulations or publications captured in [Attachment 1]. This list is not all-inclusive; additional U.S. Government (USG) or DoD policies may be identified as the program matures.

7.3 Enterprise-Wide Contractor Manpower Reporting Application (ECMRA): The contractor shall report contractor labor hours (including subcontractor labor hours) required for performance of services provided under this contract for the F-35 Office of Joint Reprogramming Enterprise (JRE) via a secure data collection site. The contractor is required to completely fill in all required data fields using the following web address: https://doncmra.nmci.navy.mil. Reporting inputs will be for the labor executed during the period of performance during each Government fiscal year (FY), which runs October 1 through September 30. While inputs may be reported any time during the FY, all data shall be reported no later than October 31 of each calendar year. Contractors may direct questions to the ECMRA help desk as needed. Contracted services excluded from reporting are based on Product Service Codes (PSCs).

8.0 QUALITY

8.1 Contractor Quality Control. The Government will evaluate the Contractor’s performance under this contract and respective task orders in accordance with the Quality Assurance Surveillance Plan (QASP). The principal evaluator of Contractor work quality is the Government COR/Alternate COR (ACOR) in coordination with TPOC/Alternate TPOC (ATPOC) and PM. This plan is primarily focused on what the Government must do to ensure that the Contractor has performed in accordance with the performance standards. It defines how the plan will survey, observe, test, sample, evaluate, and document the Contractor’s performance standards identified in this PWS and resulting T/O.

8.1.1 The Contractor shall develop and maintain an effective ID/IQ quality control program (QCP) to ensure services are performed in accordance with this PWS. The Contractor shall develop and implement procedures to identify, prevent, and ensure non-recurrence of defective services. The Contractor’s quality control program is the means by which the Contractor assures

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https://doncmra.nmci.navy.mil/


that work complies with the requirement of this PWS and future T/O.

8.1.2 The Contractor shall monitor cost, schedule and performance data for each awarded T/O. The Contractor shall make its monitoring method available to the Government no later than (NLT) 30 calendar days after ID/IQ contract award as part of its QCP. The Contractor shall take immediate correction action for any negative variances and provide specific corrective action details to the Government.

8.1.3 The Contractor shall maintain records of inspection that are available to the Government throughout ID/IQ contract performance and for the period after ID/IQ contract completion until final settlement of any claims under this contract. The Contractor shall maintain the inspection schedule and inspection plan as part of the record of inspection.

8.1.4 The Contractor shall permit the CO or authorized access to all work areas, records, and data used in the performance of contracted services. The Contractor shall provide support, and not interfere with the CO, CORs, DAP, state, federal, and other designated personnel in the performance of their official duties. Access shall be provided as soon as possible, but not to exceed one (1) workday after the request. The Contractor shall notify the Government immediately when personnel/agencies other than those specifically designated request access

8.2 Non-conformances. A failure to fulfill any contract or performance requirement is a “nonconformance.” The Contractor shall take immediate corrective action for all non-conformances identified during Government surveillance and internal inspections, with focus on eliminating the cause to prevent reoccurrence. When identified by the Government, non-conformances are assessed for risk then categorized and communicated as follows:

8.2.1 Major Nonconformance. A major nonconformance is a nonconformance that adversely impacts (or has the potential to impact) mission, safety of personnel and/or equipment, performance (quality), schedule (delivery), or cost. This category of nonconformance increases risk to Moderate or High in a standard 5x5 Risk Assessment matrix. The CO will communicate a major nonconformance to the Contractor on a Corrective Action Request (CAR) form with a suspense date for the Contractor’s corrective action plan.

8.2.2 Minor Nonconformance. A minor nonconformance is a nonconformance which, by itself, does not adversely impact mission, safety of personnel and/or equipment, performance (quality), schedule (delivery), or cost. This category of nonconformance is evaluated as Low in a standard 5x5 Risk Assessment matrix. Minor conformances are communicated to the Contractor through notices (typically issued by the COR). First Notices are issued for any identified nonconformance; Second Notices are issued for repeat minor non-conformances or for failing to correct issues within a reasonable amount of time. Notices will typically be sent via e-mail with a requested suspense date for the Contractor’s corrective action plan.

8.2.3 Corrective Action Plan. The Contractor shall provide a Corrective Action Plan in response as requested by the Government in the applicable nonconformance notice (all CARs and typically all First or Second Notices). As a minimum, the Contractor’s Corrective Action Plan shall address:

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Action taken to fix the immediate problem (correction) Root cause analysis of the problem to determine cause Corrective action on the cause of the problem (how performance will be returned to

acceptable levels (how to get back on schedule / within cost / appropriate quality level of performance))

Actions taken to prevent recurrence to include a follow-up plan (how and when) Actions required by the Contractor’s Quality Manual All supporting evidence for actions taken, such as updated manuals, instructions,

procedures, etc. Include supporting evidence in response to maintain a single point document unless size is restrictive, requires a document to be embedded, or security policies prevent inclusion. In these cases, send the documents separately or provide location.

8.3 Services Summary. The Service summary captured in Attachment 4 will be used as the baseline to develop the Government QASP/SAC at the ID/IQ and task order level. Additional areas may be added at the task order level. The QASP will identify the audit methods and procedures the Government will use to evaluate Contractor performance. The Government will provide a copy of the QASP/SAC and any updates to the Contractor as applicable

9.0 KEY PERSONNEL, LABOR CATEGORIES, AND QUALIFICATIONS

9.1 Key Personnel. This contract may include key personnel at the task order level as captured in the respective task order Level of Effort attachments. For key personnel, there may be specific retention and hiring considerations. The following position is considered key personnel in support of this requirement at the ID/IQ level and are captured on the Task Order 0001 Level of effort and shall be billed accordingly:

9.1.1 Program Manager (PM) and Deputy PM to provide contract management support under this contract. This includes, but is not limited to, the management and oversight of all activities performed by contractor personnel, including subcontractors, to ensure all F-35 JPO Program Management services satisfy the requirements identified in this PWS and resulting T/O’s. See Attachment 3 for additional tasks. 9.1.2 The contractor shall identify a PM and Deputy PM by name, who shall serve as the primary interface and point of contact (POC) with the Government program authorities and representatives on technical program/project issues.

9.1.3 The PM shall facilitate communications between the Government and the contractor’s team along with all activities necessary to ensure the accomplishment of timely and effective support, performed in accordance with the requirements contained in this PWS.

9.1.4 The place of performance for the Contractors PM and Deputy PM is at the Contractors site as captured in paragraph 4.2.

9.1.5 Replacement/Substitution of Key Personnel. Prior to replacing/substituting key personnel performing under this contract, the Contractor shall provide a sufficiently detailed qualification summary/resume of proposed key personnel to include a cross-reference matrix (qualification to

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PWS requirement) for Government coordination. The Government may also request coordination of qualification summaries/resumes on proposed personnel replacing or substituting for non-key positions. See paragraph 4.7.1 for additional details. This paragraph shall also apply when, at or prior to the start of contract performance, the Contractor provides any personnel for work who were not part of or who replace any personnel submitted and evaluated as part of the proposal.

9.2 Labor Categories and Minimum Qualifications. See Attachment 2.

10.0 ATTACHMENTS

Attachment 1 - Applicable Documents Attachment 2 - Labor Categories and Minimum Qualifications Attachment 3 – Integrated Product Team Responsibilities Attachment 4 – Services Summary

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Attachment 1

Applicable Documents in accordance with paragraph 7.2.

Chairman of the Joint Chiefs of Staff Instruction (CJCSI) 6210.02B, Defense Information System Network (DISN): Policy, Responsibilities, and Processes

DoD Manual (DoDM) 5200.01, Information Security Program Volumes 1-4 DoDM 5200.02, Procedures for the Personnel Security Program DoD 5220.22-M, National Industrial Security Program Operating Manual (NISPOM) DoD 5205.02-M, DoD Operations Security (OPSEC) Program Manual DoD Instruction (DoDI) 8580.1, Information Assurance (IA) in the Defense Acquisition

System DoDI 8582.1, Security of Unclassified DoD Information on Non-DoD Information

Systems DoDI 8510.01, Risk Management Framework (RMF) for DoD Information Technology

(IT) DoD Directive (DoDD) 5230.11, Disclosure of Classified Military Information to

Foreign Governments and International Organizations DoDD 2000.16, DoD Anti-Terrorism Standards DoDI 8500.1, Cyber Security DoDI 5000.2, Operation of the Defense Acquisition System DoDI 8500.2, Information Assurance Implementation DoDI 5200.39, Critical Program Information Protection with the DoD DoDM 5205.07, Management, Administration, and Oversight of DoD Special Access

Programs Executive Order (EO) 13526, National Security Classified Information EO 13556, Controlled Unclassified Information EO 12968, Access to Classified Information EO 13467, Reforming Processes Related to Suitability for Government Employment,

Fitness for Contractor Employees, and Eligibility for Access to Classified National Security Information

EO 12829, National Industrial Security Program EO 13636, Improving Critical Infrastructure Cybersecurity Air Force Instruction 31-101, Air Force Integrated Defense Secretary of the Navy Instruction (SECNAVINST) 5510.30A, Department of Navy

Personnel Security Program SECNAVINST 5510.36, Department of Navy Information Security Program Joint Special Access Program Implementation Guide (JSIG)

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Attachment 2 - Labor Categories and Minimum Qualifications

A.2.1. All positions associated with this PWS and any resulting T/O are required to perform the following tasks as a minimum, unless otherwise stated in a T/O; Track program/project status and schedules; Apply policies and procedures for financial planning; Schedule and coordinate meetings, agendas, boards; Analyze program requirements, status, budget and schedules; Perform program management, technical, or business case analyses; Participate as a member of and/or support the specified Program Integrated Product Teams (IPTs); and IPT directed business meetings; Collect, complete, organize and interpret technical data and financial information relating to aircraft acquisition and product programs; Draft presentations, in various formats, to present results of analysis; and Support meeting with IPTs and other JPO contract support personnel.

A.2.2. The contractor shall be responsible for employing personnel with the qualifications and skills required to successfully accomplish the tasking outlined in the PWS. Additionally the contractor shall be responsible for ensuring personnel possess and maintain the appropriate security clearance identified in the individual task orders.

A.2.3. Minimum Education and Experience Table. Unless otherwise stated in the tables below or within a resulting task order, the minimum education and experience for each of the reference level of expertise are as follows:

Level Education ExperienceSenior Master’s Degree in the stated discipline

Or a Bachelor’s Degree plus 4 years additional work experience related to the labor category

functional description unless otherwise stated in a task order

A senior-level level person within a labor category has at least 10 years of experience performing work related to the labor category functional description. A senior-level person typically works on high-visibility or mission critical aspects of a given program and performs all functional duties independently. A senior-level person may oversee the efforts of less senior staff and/or be responsible for the efforts of all staff assigned to a specific job

Mid Bachelor’s Degree in the stated discipline

Or an Associate’s Degree plus 4 years of additional work experience related to the labor

category functional description unless otherwise stated in a task order

A mid-level person within a labor category has 3 or more years of experience performing work related to the labor category functional description. A mid-level person typically performs all functional duties independently

Junior Associates Degree in the stated discipline

unless otherwise stated in a task order

A junior-level person within a labor category generally has less than 3 years’ experience performing work related to the labor category functional description. A junior-level person is responsible for assisting more senior positions and/or performing functional duties under the oversight of more senior positions

Note: All degrees shall be obtained from an “accredited college or university” as recognized by the U.S. Department of Education.


A.2.4. Labor Category (LC) Table. Additional Labor categories may be required as captured in T/O released under this ID/IQ:

Labor Category Level Education Experience

ID/IQ Program Manager

(LC 01)

Senior

MS or MA in Business

SubstitutionBS or BA

acceptable with 16 years Defense Acq experience

12 years Defense Acquisitions Management, with 3 years (within the last 6 years), & 5 years in support of a Major Defense Acquisition Program (MDAP)

3 years supervisory experience Experience with aircraft systems, hardware and software, configuration control, test and evaluation, systems

integration, and systems supportability Experience in initiating and maintaining technical direction within broad program objectives directly

related to aircraft systems, hardware and software, configuration control, test and evaluation, systems integration, and systems supportability

Experience managing different phases of weapon system acquisition, including Concept Development, Production and Sustainment

Demonstrated knowledge of / experience with implementation of DODI 5000 series Demonstrated ability to work with large and diverse teams and the ability to effectively provide guidance,

direction, and supervision in all areas of contracted effort such as program management, systems engineering, major system acquisitions, and financial management

Demonstrated experience successfully leading a contract within the DoD environment that exceeded $75M in the last five (5) years

Primary tasks above and beyond paragraph A.2.1. This position acts as the overall lead, manager and administrator for the contracted effort of ACAT I

program or manages across multiple teams Assists with efforts of cross-competency team(s) to include government civilians and contractors at multiple

locations Serves as the primary interface and point of contact with Government program authorities and

representatives on technical and program/project issues. Regularly briefs senior leadership on program status and milestones Supervises contractor personnel program/project operations by developing procedures, planning and

directing execution of the technical, programming, maintenance and administrative support effort and monitoring and reporting progress

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ID/IQ Deputy Program Manager

(LC 02 )

Mid

Business, Engineering, or related disciple

Experience in engineering management and supervision of a project in systems engineering or the design of or field service of naval command and control, communication systems

Demonstrated knowledge of and experience dealing with DoD reporting tools and major reportsPrimary tasks above and beyond paragraph A.2.1.

Applies project principles to investigate, analyze, plan, design, develop, implement, test, or evaluate military weapon systems

Applies project experience to perform functions such as system integration, configuration management, quality assurance testing, or acquisition and resource management

Analyzes designs, develops, implements, tests, or evaluates automated data processing software related to engineering or functional requirements of military weapon systems, associated support systems, or management information systems

As the project manager for the contracted effort, ensure project procedures and controls are followed, manage manning and staffing project efforts, and lead problem resolution efforts

Interfaces with system or program contractors, vendors, and Government representatives regarding the technical aspects of the programs/projects

Acquisition Management

Analyst

(LC 03)

SeniorBusiness,

Management, or a related discipline

Senior Level: Experience in program management, technical, or business analysis discipline, in weapon systems acquisition and life cycle management; and a minimum of six (6) years out of 10 years of recent work experience related to analysis and planning At least three (3) years in support of a Major Defense Acquisition Program (MDAP). Familiarity with Service and OSD forms related to PPBS, Military Interdepartmental Procurement Requests, Work Requests, Requisitions, Contract Data Requirements List, and DD254 is required

Mid-Level: Experience in program management, technical or business analysis discipline, in weapon systems acquisition and life cycle management; and a minimum of four (4) years out of eight (8) of recent work experience related to analysis and planning. At least two (2) years in support of a Major Defense Acquisition Program (MDAP)

Junior Level: Experience related to weapon systems acquisition Demonstrated knowledge, and/or familiarity with the DoD 5000 acquisition series, Federal and DoD

acquisition regulations and PPBE process Demonstrated experience in the program/project status and earned value management Demonstrated knowledge of and experience with DoD reporting tools and major reports

Mid Primary tasks above and beyond paragraph A.2.1.

Junior Performs critical program management, technical, or business analysis of major DoD acquisition systems and

provides recommendations to ensure program success Participates as a member of and/or supports the overall Program and Integrated Product Teams (IPTs)

Labor Level Education Experience

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Category

Affordability Analyst

(LC 04)

Senior

Science, Engineering, Business or

related discipline

Experience in program management, technical, or business analysis discipline, related to weapon systems acquisition and life cycle management; a minimum of six (6) years of recent work experience related to analysis and planning; at least four (4) years of experience in program management; at least three (3) years in support of a Major Defense Acquisition Program (MDAP); and at least two (2) years professional experience in technical efforts supporting major weapon systems and components development.

Demonstrated knowledge of Service and OSD policy and documentation related to PPBS, life-cycle management of military acquisition programs (as specified in the DoD 5000 series)

Mastery of a wide range of qualitative and quantitative analytical and evaluative methods for the assessment and improvement of cost and performance initiatives

Demonstrated knowledge of and experience in analysis of DoD acquisition programs with emphasis on aircraft systems, maintenance and maintenance reporting processes

Demonstrated experience in preparing and effectively presenting senior level briefs and reports. Experience translating technical, engineering documents and information into clear, readable documents to be used by technical and non-technical personnel

Possess a high degree of self-initiative, the ability to work independently performing duties, and function as part of an interdisciplinary team in a high tempo environment.

Primary tasks above and beyond paragraph A.2.1.

Mid

Supports the Affordability and Cost War Room (CWR) leadership in the analyses and evaluation of the business case development of enterprise-wide cost reduction performance improving initiatives. This includes the effectiveness of methods, courses of action and analytical assumptions

Responsible for planning, coordinating, implementing, analyzing and assisting the team during affordability initiative maturation

Maintains liaison with the IPT, Service or Partner until initiative has been captured in the annual cost estimate (ACE)

Assist in drafting and responding to affordability inquiries submitted to the JPO

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Awards Program Analyst

(LC 05)

Mid

Journalism, English,

Communications, Public Relations,

or a related discipline

Experience in Navy and Air Force civilian and military honorary awards programs, to include preparation of all required documentation and forms

Demonstrated ability to write a variety of award nominations, from lengthy, essay-type nominations, to short, bullet-type nominations designed for limited space; and the ability to effectively assess and apply each award’s requirements for a successful nomination

Demonstrated ability to work effectively with personnel at all levels within an organization to facilitate the preparation, approval, or endorsement of award nominations


Assist the F-35 JPO Manpower Management Team by serving as the primary liaison in all aspects of awards processing, to include reviewing for eligibility and accuracy, and ensuring that packages for award nominations are complete and expeditious routed within the JPO organization and externally when appropriate

Chief of Information,

Strategic Support Analyst

(LC 06)

Senior

Science, Engineering, Business, or a

related discipline

Experience in defense acquisition program management related to weapon systems acquisition and life cycle management; a minimum of four (4) years of experience in program management, technical or business analysis; and included in the four (4) years, there must be two (2) years professional experience in technical efforts supporting major weapon systems and components development

Familiarity with DoD Instruction (DoDI) 5000.2 (Operation of the Defense Acquisition System). Demonstrated knowledge of Service and OSD policy and documentation related to PPBS, life-cycle management of military acquisition programs (as specified in the DoD 5000 series)

Demonstrated knowledge of the principles, policies, and practices of system acquisition to plan, organize, and coordinate critical aspects of the development, production, deployment, and sustainment of systems, subsystems, and equipment

Demonstrated knowledge of the system equipment life-cycle phases and the documentation, analyses, and reviews associated with those phases

Strong analytical skills demonstrating the ability to define, collect and analyze data, establish facts, draw valid conclusions, and make logical decisions

Primary tasks above and beyond paragraph A.2.1. Supports the Office of the Chief Information Officer (OCIO) by working with internal and external (to the

OCIO) process owners to help document and formalize business processes, to include but are not limited to, System Authorization Access Request Navy (SAAR-N), on-boarding, and off-boarding


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Configuration Management

Analyst

(LC 07)

Mid

Engineering, Science &

Technology, Business

Management or related

discipline

Experience in program management, technical or business analysis discipline; a minimum of three (3) years out of the prior six (6) years of program experience includes aircraft systems configuration management

Demonstrated program experience in the configuration management process must include: configuration identification, control, audit, and status; DOD configuration management policies, procedures, review cycles, instructions and standards; engineering change proposal evaluations

Demonstrated CM experience with development, production, ancillary equipment, ground support equipment, test & evaluation, and fleet operations of a DoD and international acquisition aircraft program

Experience evaluating Major Variance Requests, Specification Change Notices, Engineering Change Requests/Proposals, Manufacturing Build Records, Sustainment as Maintained Records and other documents

Demonstrated experience in providing guidance and assistance in configuration management, and change control and ensuring that all Class I (Major) changes and variances are properly processed and dispositioned

Demonstrated experience in collecting and maintaining process metrics and reporting techniques to ensure compliance with DOD level Data Management Program policies and procedures

Analytical and communication abilities (both written and verbal)Primary tasks above and beyond paragraph A.2.1.

Provide technical support and services to implement, maintain, and execute the change management process using systems engineering principles, standards, and toolsets

Develop, coordinate, and maintain policies and procedures in support of Configuration Control Board (CCB) implementation and execution; and develop and provide training to personnel in these products and processes

Participate in the Prime Contractor design configuration verification operation Perform physical configuration audit of engineering documentation created during the development of an

engineering change including the planned block changes Update configuration management planning to reflect new deployment information, changes in support or

maintenance planning, and Block changes Ensure technical review and coordination by the appropriate program of Class I Engineering Change Proposals

(ECP) for boarding (JCRB /JCCB) Conduct configuration status accounting to ensure that there is a configuration record documenting all approved

configuration activities to all designated configuration items and reflects the latest authorized configuration of the delivered items

Develop and coordinate the implementation of new forums as the program enters follow-on lifecycle phases Develop, coordinate, and maintain policies and procedures in support of CCB implementation and other

engineering processesLabor

Category Level Education Experience

Congressional Mid Business, Experience in program management, technical or business analysis discipline; and included in the eight (8)

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Support Analyst

(LC 08)

Management or a related discipline

years, there must be at least four (4) years of experience in program management, technical or business analysis; and included in the four (4) years, there must be two (2) years professional experience in technical efforts supporting major weapon systems and components development

Demonstrated experience in the program/project status and schedules Demonstrated knowledge of Service and OSD policy and documentation related to Planning Programming

Budgeting System (PPBS), life-cycle management of military acquisition programs (as specified in the DoD 5000 series)

Demonstrated knowledge of and experience dealing with DoD reporting tools and major reportsPrimary tasks above and beyond paragraph A.2.1.

Provides support to the F-35 Joint Program Office (JPO) Legislative Liaison activity Interacts and coordinates across the F-35 enterprise to prepare Program Executive Officer, Service

Acquisition Executive, Defense Acquisition Executive, Services Chiefs and Secretaries for F-35-realted congressional and parliamentary engagements and hearings, whether of the United States or a Partner Nation

Develops oral and written statements, briefings papers and responses to queries from Congress and committee professional staffs


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Defense Travel System

Analyst

(LC 09)

Mid

Business, Management, or

a related discipline

A minimum one year of total business process experience in either a DoD Weapon System Program. Office or equivalent commercial setting.

Working knowledge of Defense Joint Travel Regulations, and Department of Defense Financial Management Regulations as they relate to travel. (i.e. Vol 5, Chs 3 and 8, Vol 9 Ch 22) and demonstrates the ability to research such regulations and local business rules to obtain special allowances or authorizations from appropriate offices

Knowledge of and experience with the Defense Travel System (DTS) and government travel charge card systems - US Citibank Commercial Card system and Central Billing Accounts

Primary tasks above and beyond paragraph A.2.1. Assist the F-35 JPO by providing general business travel guidance, Defense Travel System (DTS)

support, JPO AF and Navy government travel charge card (GTCC) program oversight/training, and the AF central billing account to the JPO government traveler

Prepare, review, and monitor travel authorizations, vouchers, and local vouchers. Review and recommend voucher payments, perform weekly audits of travel obligations, expenditures, and un-submitted vouchers

Maintain a close working relationship with travel Approving Officials to ensure timely approval of orders Assist in resolving payment and funding discrepancies with each Team and travelers Create new profiles for new personnel, update profiles when changes occur, and delete profiles upon

departure of personnel Provide periodic written updates on travel expenditures, travel frequency, GTC usage

DTS Reviewer and Travel

SME

(LC 10)

Mid


a related discipline

And

Completion of the Travel Explorer

(TraX) courses captured in the

experience section:

A minimum of 2 years DTS support performing travel prep, review, and approving DTS orders/vouchers Advanced knowledge of and experience with the Defense Travel System (DTS) and Defense Joint Travel

Regulations, and Department of Defense Financial Management Regulations as they relate to travel and demonstrates the ability to research such regulations and local business rules to obtain special allowances or authorizations from appropriate offices

Knowledge of government travel charge card systems - US Citibank Commercial Card system and Central Billing Accounts

Required TraX Classes: 1) DTS Basics, 2) DTS 101, 3) Programs & Policies (P&P) DoD Travel Polices, 4) P&P - City Pair Program, 5) P&P - U.S. Government Rental Car Program, 6) DTS Cancellation Procedures, 7) OCONUS Travel, 8) DTS Constructed Travel, 9) DTS Itinerary Changes, and 10) DTS Personal Leave w/Official Travel


Provides subject matter expertise on official business travel guidance, DTS support, and serves as a travel reviewer in the approval process for travel authorizations and vouchers


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Engineering Project

Manager

(LC 11)

Mid

Engineering, Systems

Engineering, or related discipline

Experience in U.S. DoD Program acquisition and management processes Possess significant communication (including briefing/presentation) and networking skills, including

familiarity with virtual tools Understanding of DoD Acq processes, requirement development, and technology transition/insertion

planning An understanding of other engineering and scientific disciplines, fleet operational concepts, the defense

systems acquisition process, the Defense Department Planning, Programming and Budgeting System (PPBS) Knowledge and understanding of the U.S. DoD budgetary processes over the FYDP Experience collaborating with international programs and governments

Primary tasks above and beyond paragraph A.2.1. Assist with scoping and managing the execution of multiple technical studies spanning across various

technologies and requirements. These studies can include but not limited to technology maturation, feasibility, integration efforts, and technology transitions

Assess Early Systems Engineering (ESE) study reports for future capability, consulting with tech advisor and providing recommendation to Early Systems Engineering Lead / Tech Planning (TP) Lead

Provides technically sound advice and guidance to the TP and ESE leads on technology planning roadmap strategy, Science and Technology innovations and applicability to F-35 systems and subsystems

Support the TP Team in developing strategies and plans that optimize F-35 Drivers and gaps by the development of focus areas in coordination with focus area leads

Support the development of system and sub-system roadmaps, gathering an understanding of program and operational drivers, identifying possible solutions, and recommending studies to better understand implementation of such possible solutions.

Support planning and execution of System Modernization Working Groups for future capability planning. Network with government & industry in order to foster an effective relationship and appreciation of F-35 future

resources, needs, and challenges Gather inputs from multiple APD’s and execution authorities


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Export Compliance Specialist

(LC 12)

SeniorScience,

Engineering, International

Affairs/Policy, or related discipline

Experience in program management, technical or business analysis discipline; and included in the eight (8) years, there must be at least four (4) years’ experience in program management, technical or business analysis; and included in the four (4) years, there must be two (2) years’ professional experience in technical efforts supporting major weapon systems and components development

Demonstrated knowledge of DoD policy and documentation related to PPBS, life-cycle management of military acquisition programs (as specified in the DoD 5000 series).

Demonstrated knowledge of DoD program acquisition for domestic and/or international military aircraft programs

Must have experience with domestic and international military aircraft programs Knowledge of Federal Acquisition Regulations (FAR) Good briefing skills and interpersonal and/or diplomatic skills are highly desired. A minimum of four (4) years' experience directly working with the International Traffic in Arms Regulations

(ITAR) and international license agreements Experience working with U.S. EXPORTS Experience working with foreign nationals Demonstrated motivated self-starter with a high degree of problem solving, troubleshooting and multi-tasking

skillsPrimary tasks above and beyond paragraph A.2.1.

Provides support to the Export Compliance team in processing licenses Collect, complete, organize and interpret technical data and information relating to all aspects of the F-35

program for purposes of commercial licensing activities Assist in analyzing and summarizing arms control treaties and activities Maintain current information on U.S. and international policies, treaties, laws, etc., on the control of missile

technology and related weapon delivery systems Research, analyze, and provide draft recommendations on each MELA case and conduct export-related issue and

policy studies Recommend export policies and actions that enhance the security of Air Force & or Navy weapons systems Review, analyze, and provide recommendations on international technology transfer issues and policy to include

such specialized topics as manufacturing technology, industrial espionage, country-to-country agreements, and national security

Mid


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Enterprise Data analyst

(LC 13)

Senior

Science, Engineering,

Business Management

or related discipline

Experience in program management, technical or business analysis discipline; and a minimum of six (6) out of ten (10) years of professional experience in related analysis and planning; at least three (3) years in support of a Major Defense Acquisition Program (MDAP). Familiarity with Service and OSD forms related to PPBS, Military Interdepartmental Procurement Requests, Work Requests, Requisitions, Contract Data Requirements List, and DD254 is required

Demonstrated experience in the program/project status, earned value management and schedulesPrimary tasks above and beyond paragraph A.2.1.

Performs critical program management, technical, or business analysis of major DoD acquisition systems Provide support for the management of master data management (MDM) to support the standardization of

downstream processes and the migration of multiple enterprise applications to a single source for authoritative data

Provide business process, system support and data quality governance for MDM through data coordination and integration to ensure efficient processes and consistent data flows to applications, F-35 JPO users and external stakeholders

Synthesizes information into presentations and documents Support efforts such as CDRL management, verification data analysis and reporting, deficiency reporting,

rick and issues data management, and change requests Assist in maintaining a Data Archive Architecture and System Provide on-going support for the F-35 program

to receive, track, and store all F-35 contractor deliverables to include technical data (technical reports, engineering data, technical drawings, etc.)

Coordinate, receive, track, and store regularly shipped snapshots of F-35 requirements in Dynamic Object Oriented Requirements System (DOORS) and Cradle databases for F-35 aircraft variants

Assist managing appropriate classified computing systems to allow loading of appropriate F-35 DOORS and Cradle databases to support the F-35 engineers’ research

Provide research into F-35 DOORS and Cradle databases for technical requirements and their implementation, flow-down, and preparation of findings

Assist in managing software licensing renewals (to include the annual DOORS, Cradle licenses). Provide administrative support to the Systems Engineering Team to pre-coordinate with Prime Contractor on the CRs to be presented at the F-35/Prime Contractor Joint CCB


Facility Mid Business, Experience managing/coordinating facilities requirements in a private or government organization.

Page | 32


Management Support

Administrator

(LC 14)

Management, or a related discipline

Includes workforce and facility metrics, reporting, and analyses and knowledge of federal COOP requirements/procedures

Ability to manage and respond to competing priorities and work requirements in a dynamic, fast-paced environment

Possess a high degree of self-initiative and have the ability to meet and effectively negotiate with people at all levels

Primary tasks above and beyond paragraph A.2.1. Provides cradle to grave facility and infrastructure management support for JSF PO Facilitates efficient use of existing space and resources as well as accommodating organizational growth

or reductions Provides feasibility analysis, logistics planning, requirements determination, cost consideration,

implementation of efficiencies, policy standards/procedures development, long-term reliability and maintainability, and asset management

Functions as the POC for all facility related issues internal and external to JPO Support includes JSF PO facilities and activities within the National Capitol Region

Financial Analyst

(LC 15)

Senior


other related discipline

Financial management experience, 2 years of which within DoD financial management Financial management experience should include financial analysis of business programs, development of cost

estimates, program status reports, and knowledge of DoD Federal Management Regulations (FMR), Federal Acquisition Regulation (FAR)

Primary tasks above and beyond paragraph A.2.1. Performs analytical and evaluative work requiring a comprehensive knowledge of: (1) theory and

principles; (2) financial and management organization, operations, and practices; (3) pertinent statutory or regulatory provisions; (4) related basic economic, accounting, and legal principles, and (5) develops/analyzes impacts of budget marks

Assists with development of appropriate acquisition documentation regarding financial interest items


Follow on Mid Business, Experience in program management, technical or business analysis discipline; and included in the eight (8)

Page | 33


Development (FOD)

Program Manager

(LC 16)

Management, or related disciple

years, there must be At least four (4) years of experience in program management, technical or business analysis; and included in the four (4) years, there must be two (2) years professional experience in technical efforts supporting major weapon systems and components development

At least two (2) years in support of a Major Defense Acquisition Program (MDAP). Demonstrated experience in the program/project status and schedules

Demonstrated knowledge of Service and OSD policy and documentation related to PPBS, life-cycle management of military acquisition programs (as specified in the DoD 5000 series)

Must have experience processing program acquisition, funding and contract documentation for military aircraft programs both domestic and international

Demonstrated knowledge of and experience dealing with DoD reporting tools and major reports Demonstrated experience with Microsoft Office product

Primary tasks above and beyond paragraph A.2.1. Performs program management, technical, or business case analyses Participates as a member of and/or supports the specified Program Integrated Product Teams (IPTs); and

IPT directed business meetings


Page | 34


Foreign

Military Sales

Program Analyst

(LC 17)

Senior

Science, Engineering, International


Experience in defense acquisition program management related to weapon systems acquisition and life-cycle management; and a minimum of five (5) years of recent work experience related to international acquisition programs. Possess five (5) years' experience in DoD aircraft acquisition or at least ten (10) years of aircraft operational experience

Mid-Level: A minimum of three (3) years out of six years of recent work experience related to international acquisition programs

Familiarity with DoD Instruction (DoDI) 5000.2, DoD Directive (DODD) 5530.03 (International Agreements), and the International Cooperation in Acquisition, Technology and Logistics (IC in AT&L) Handbook


Demonstrated knowledge of the Security Assistance/Security Cooperation (SA/SC) programs to include the understanding of the FMS sales process from case development, implementation, execution, to closure in accordance with the Security Assistance Management Manual (SAMM), DoD 5105.38-MX

Mid


Assists with responding to Letter of Requests (LOR) and establishing, developing and executing requirements in Letters of Offer and Acceptance (LOA)

Assists in coordinating efforts in technical, sustainment and programmatic areas, including program management, systems engineering, personnel management, scheduling, risk management, contracting, acquisition, budgeting/funding, configuration management, integration, testing, life cycle logistics and training

Junior


Page | 35


Category

FMS Human Resource Analyst

(LC 18)

Senior

Business, Management or

related discipline

Business experience in either a DOD weapon system program office or military service branch and a minimum one (1) year experience specific to FMS case management

Expert knowledge and experience in the coordination and development of FMS manpower requirements packages

Experience in developing and managing formal task management processes and toolsets Possess a high degree of self-initiative, and the ability to work independently performing duties and leading

execution of tasks to completion Superior communications skills (oral and written). Demonstrated ability to succinctly brief project status,

associated risks, and proposed solutions Advanced Proficiency in Microsoft Office Products to specifically include: Word, Power Point, Excel and

Mail (to include advanced formulations and reporting techniques) Expert in Microsoft SharePoint to include advance development of process and task relationships within a

collaborative environment

Mid

Primary tasks above and beyond paragraph A.2.1. Provides program analysis and project support to the Manpower Management Integrated Product Team in

direct support of Foreign Military Sales (FMS) Coordinate directly with FMS points of contact within Naval Air Systems Command, Air Force Life Cycle

Management Center and Air Force Security Assistance Center to assist the Manpower Management Lead and FMS Case Managers in establishing and maintaining FMS manpower billets

Support the initiation process for outlining manpower for direct FMS case and admin funded support, and initiation of required documents to establish required billets

Maintain the internal Human Resource information system which is used as a manpower database similar in content and intent as PeopleSoft in support of the FMS Team


Page | 36


Partner Program

Analyst or Deputy

(LC 19)

SeniorScience,



Experience in defense acquisition program management related to weapon systems acquisition and life cycle management; and a minimum of five (5) years out of 10 years of recent work experience related to international acquisition programs.

Familiarity with DoD Instruction (DoDI) 5000.2 (Operation of the Defense Acquisition System), DoD Directive (DODD) 5530.03 (International Agreements), and the International Cooperation in Acquisition, Technology and Logistics (IC in AT&L) Handbook

Demonstrated experience in the development, management and execution of international cooperative projects/programs



Demonstrated knowledge of the Security Assistance/Security Cooperation (SA/SC) programs to include the understanding of the FMS sales process from case development, implementation, execution, to closure, in accordance with the Security Assistance Management Manual (SAMM), DoD 5105.38-M


Mid

Primary tasks above and beyond paragraph A.2.1. Performs critical program management, technical, or business analysis of major DoD acquisition systems and

provides recommendations to ensure program success and interpret technical data and financial information relating to aircraft acquisition and product programs Supports the Partner Country International Armaments Cooperation Program Knowledge of Federal Acquisition Regulations (FAR) for the development of contracts and contract

modifications required for the acquisition of logistics supportability products


Page | 37


Government Property Manager

(LC 20)

Mid

Business, Management or

related discipline

Experience in program management, technical, or business analysis discipline; and included in the eight (8) years, there must be at least (4) years of hands on and relevant Government Property Management system and administration experience supporting major weapon systems and components development

Demonstrated knowledge of Federal Property Management Regulations to include item unique identification and valuation (IUID) and associated processes and requirements

Demonstrated knowledge of reporting, reutilization, storage and disposal of Government assets Demonstrated knowledge of industry or military property management best practices for the management of

Government Property Demonstrated knowledge of DoD policy and documentation related management of military acquisition

programs (as specified in the DoD 5000 series) Demonstrated knowledge of DoD program acquisition for domestic and/or international military programs

Primary tasks above and beyond paragraph A.2.1. Support the F-35 Lightning II Property Management team with the oversight of property management

across F-35. Assist the F-35 Property Manager Lead on property management compliance requirements; the management of application of U.S. property management regulations, policies and procedures; and establishment of policies, process and procedures.

Assists with the tracking, auditing and oversight of all USG property across F-35. Assist in property management standup activities during site activation at military installations, assist in

reviewing and auditing industry property management systems, and be responsible for maintaining an Accountable Property Management System of Record (APSR


Page | 38


Human Resource Analyst

(LC 21)

SeniorBS or BA in

Business, Management, or a related discipline

A minimum one (1) year of total business process experience in either a DoD weapon system program office or commercial setting

A minimum five (5) years’ experience in research regarding workforce matters, training and development Advanced Proficiency in Microsoft Office Products to specifically include: Word, Power Point, Excel and Mail

(to include advanced formulations and reporting techniques). Extensive experience in human capital policies and best practices in DoD Experience in developing and managing formal task management processes and toolsets Demonstrated experience with independently performing duties and leading execution of tasks to completion

Primary tasks above and beyond paragraph A.2.1. Provides program analysis, and project support to the Manpower Management Integrated Product Team with a

focus on workforce acquisition, retention and development requirements; improved workforce support and development paradigm; proposition and support of implementing change management plans; propose tactical / strategic goals, development/provide on-going analyses and periodically present progress of approved goals.

Provide program analysis and recommendation, and project leadership on human capital issues within the HR/ Manpower Management Team.

Manage the internal Human Resource information system which is used as a manpower database similar in content and intent as PeopleSoft

Mid

Infrastructure Services Program Integrator

(LC 22)

Mid

Business, Management,


Experience in defense acquisition program management office environment related to weapon systems acquisition and life cycle management; at least four (4) years’ experience in administration, administrative processes and infrastructure support operations

Possess a high degree of self-initiative, and the ability to work independently and function as part of an interdisciplinary team

Strong analytical skills demonstrating the ability to define, collect and analyze data, establish facts, draw valid conclusions, and make logical recommendation

Primary tasks above and beyond paragraph A.2.1. Provide operational support to the Team Lead for Infrastructure Services in its responsibility to assure

operations/administration and facility management support services meet the strategic needs of the program

Operations/Administration support includes, but is not limited to, travel, reports and matrices development and management

Facility support includes, but is not limited to, space management, large-scale off-site meetings coordination, and strategic planning and analysis


Page | 39


Internal Communication

s Analyst

(LC 23)

Mid

Journalism, Communication

s or related discipline

Experience in DoD or corporate internal communications, public affairs, and/or strategic communications. Exceptional writing, listening, planning, critical thinking, project management and problem-solving skills Demonstrated ability to handle multiple priorities and convey highly complex information in a clear,

concise and compelling fashion while maintaining strategic intent Demonstrated ability in creating and managing effective employee and internal communications projects

and programs Demonstrated ability to successfully support senior leadership and communicate effectively in a

geographically, professionally and culturally-diverse workforce Ability in crafting executive messaging, managing workplace culture initiatives and promoting a positive

culture and system of beliefs and values Demonstrated experience using DoD or corporate social media and websites Creative and collaborative thinker who can bring senior leadership’s vision to life through traditional and

non-traditional communications channels Ability to work across a multitude of staffs within the organization and partner with leaders at all levels to

drive internal communications programming, respond to emerging situations and explore best practices and new ideas aimed at improving employee engagement

Demonstrated experience developing internal communications in support of Great Place to Work® initiative

Familiarity with DoD Acquisition, Technology & Logistics (AT&L) personnel and program management Experience in or understanding of military aviation operations

Primary tasks above and beyond paragraph A.2.1. Supports the coordination, development, promotion, and implementation a wide array of internal

communication products supporting the information needs of F-35 JPO and F-35 Enterprise personnel Serves as the internal communications liaison within the JPO. Leverages internal communications

products to augment the external Public Affairs program executed by the F-35 JPO Public Affairs Director and Deputy Director

Support the Director of Public Affairs and Deputy Director


International Junior Science, Experience in a business or technical position supporting strategic planning efforts in major DoD, other

Page | 40


Program Analyst

(LC 24)



government agency, or private sector acquisition program. Possess demonstrated experience in Joint Service or international cooperative projects within the DoD or

other government agency. Knowledge of the Security Assistance/Security Cooperation (SA/SC) programs to include the understanding

of the FMS sales process from case development, implementation, execution, to closure. Possess demonstrated experience working with foreign disclosure and releasability processes and

procedures. Possess demonstrated robust initiative, and the ability to work independently under general supervision and

function as part of an interdisciplinary teamPrimary tasks above and beyond paragraph A.2.1.

Participates in meetings and supports specified Program Integrated Product Teams (IPTs)


Senior Science, Math, Experience in program management, technical, or business analysis discipline, related to weapon systems

Page | 41


Process Improvement

Analyst

(LC 25)

Engineering, Business,

Management or a related discipline

acquisition and life cycle management; and a minimum of six (6) years out of 10 years of recent work experience related to analysis and planning

Possess expertise in process improvement methodology at Black Belt (BB) level or equivalent within the past ten (10) years and experience in DoD applications such as at NAVAIR AIRSpeed Offices or equivalent. A minimum of three (3) out of the past five years must be practical and implementation experience. Mastery of process improvement techniques to include but not limited to: Lean, Six Sigma, Theory of Constraints, benchmarking, metric/statistical analysis, process management and improvement, and process flow charting. Certified as a CPI practitioner at the journeyman level

Knowledgeable with DoD Directive (DODD) 5010.42, DoD-Wide Continuous Process Improvement/Lean Six Sigma Program, and SAE AS9100D Quality Management Systems – Requirements for Aviation, Space, and Defense Organizations

Possess a high degree of self-initiative, and the ability to work independently and function as part of an interdisciplinary team

Possess exceptional written and verbal communication skills Ability to develop and effectively present informational briefs, project papers, marketing materials and

training to diverse audiences General knowledge of Navy/Air Force processes/organization

Primary tasks above and beyond paragraph A.2.1. Performs critical program management, technical, or business analysis of major DoD acquisition systems

and provides recommendations for the JPO Continuous Process Improvement (CPI) core team Provide support in the development and implementation of process improvement initiative and in problem

solving using CPI toolsets Provides program analysis support for efficiency and effectiveness within the organization, assisting and

identifying causes of systemic inefficiencies and isolating them through the use of CPI methodologies such as Lean, Six Sigma, and Theory of Constraints

Develop and deliver training material for lean methodology and tools used at the JPO Mentoring CPI/QMS practitioners for process documentation, standardization, and continuous improvement

plans


Prognostic and Health

Mid Science, Engineering,

Experience in program management, technical or business analysis discipline; and included in the eight (8) years, there must be four (4) years professional experience in technical efforts supporting major weapon

Page | 42


Management Analyst

(LC 26)

Business Management


systems and components development Demonstrated knowledge of Service and OSD policy and documentation related to PPBS, life-cycle

management of military acquisition programs (as specified in the DoD 5000 series) Demonstrated experience processing program acquisition, funding and contract documentation for domestic

and international military aircraft programs Knowledge of the principles, policies, and practices of system acquisition to plan, organize, and coordinate

critical aspects of the development, production, deployment and sustainment of systems, subsystems, and equipment

Knowledge of Federal Acquisition Regulations (FAR) for the development of contracts and contract modifications required for the acquisition of logistics supportability products

Good briefing skills and interpersonal and/or diplomatic skills are highly desiredPrimary tasks above and beyond paragraph A.2.1.

Performs program management, technical, or business case analyses Assist in providing program management support for PHM activities and analysis related to supporting and

sustaining the F-35 program to include tracking and supporting PHM risks and issues, evaluating program documentation to ensure that the needs of the program are consistent with sound business practices and the degree of risk involved, and synthesizing critical management issues, documentation, and relevant information to support program reviews and decisions


Page | 43


Program Administrativ

e Support

(LC 27)

Mid

High School Diploma or

GED

Mid-Level - A minimum 2 years of total business process experience in either a DoD Weapon System Program Office or equivalent commercial setting

Junior-Level - A minimum one year of total business process experience in either a DoD Weapon System Program Office or equivalent commercial setting

Experience in developing and managing formal task management processes and toolsets Demonstrated ability for oral and written communication with the highest levels of management Knowledge of or ability to acquire knowledge of DTS and MPS software systems Knowledge of Air Force and Navy protocol for development of invitations and formal correspondence


Junior

Provides administrative program management functions required to procure, render operational, and provide life cycle support of the F-35 Lightning aircraft weapon system on-site at the F-35 JPO or on-site at F-35 JPO field offices in support of the Director of Operations (DO)

Encompasses a variety of program support type functions including meeting support, resource tracking, correspondence, records management, document control, and other tasks as captured in a task order

Coordinate and initiate communication requirements/requests to include setting-up video, teleconferences, audio visual/IT equipment, and software support

Provide onboarding life cycle support to the JPO onboarding lead, to include initiate, monitor, tracking and enforcement of timely action and completion of all requirements within previously established timelines.

Develop and maintain muster rosters, TDY/temporary additional duty (TAD) tracking document for the F-35 Teams personnel current and future travel requirements

Provide support in updating the weekly “What is Going On” (WIGO) Reports as required in Hummingbird Data Management (DM)

Monitor, track, update, and provide inventory control for office supplies that support the F-35 mission by adhering to and ensure the procurement of the supplies and equipment are in accordance with JPO processes

Provide continuous visitor control support to include ensuring visitors understand where to receive badges, location and time of meeting, greeting and escorting visitors through building

Executive administrative positions that manage communications for the Executive Leadership Team; assist in determining the best methods and techniques for disseminating information; Support design and development of appropriate communication of complex information; Proofread and format documents prior to sending forward; and Develop executive correspondence utilizing directives and manuals


Program Manager

Senior Science, Engineering,

Leadership experience in US Service-related military operations or defense acquisition program management related to weapons system acquisition, employment and life cycle management

Page | 44


(LC 28)

Business Management



Demonstrated knowledge of the principles, policies, and practices of system acquisition to plan, organize, and coordinate critical aspects of the development, production, and deployment of systems, subsystems, and equipment


Mid

Primary tasks above and beyond paragraph A.2.1. Assist with the execution of strategic initiatives and provides high-level guidance and attention Conduct analysis and provide recommendation to the PEO, the Service Lead and the Assistant Program

Director (APD) on a wide range of topics and supports leadership in prioritization of focus areas Provides coordination of efforts, enabling the most effective performance of the assigned Service Lead

program duties Ensures all forms of information and communication are completely prepared and presented to enable the

Service Lead program strategy formulation, analysis and decision making, often within significant time constraints

Ensures that decisions are communicated appropriately both internal and external to the JPO, providing follow up to assure that intended messages and actions are understood and executed as warranted


Senior Science, Experience in program management, technical, or business analysis discipline, related to weapon systems

Page | 45


Program Management

Analyst

(LC 29)

Engineering, Business

Management or related discipline

acquisition and life cycle management; and a minimum of six (6) years of recent work experience related to analysis and planning; there must be at least four (4) years of experience in program management, technical or business analysis; and there must be two (2) years professional experience in technical efforts supporting major weapon systems and components development

At least three (3) years in support of a Major Defense Acquisition Program (MDAP). Mid-Level is two (2) years Knowledge of the principles, policies, and practices of system acquisition to plan, organize, and coordinate

critical aspects of the development, production, deployment, and sustainment of systems, subsystems, and equipment.

Knowledge of Federal Acquisition Regulations for the development of contracts and contract modifications required for the acquisition of logistics supportability products.

Demonstrated experience in the program/project status, schedules, and DoD reporting Demonstrated knowledge of Service and OSD policy and documentation related to PPBS, life-cycle management

of military acquisition programs (as specified in the DoD 5000 series), to include DoD Instruction (DoDI) 5000.2, DoD Directive (DODD) 5530.03, and the International Cooperation in Acquisition, Technology and Logistics (IC in AT&L) Handbook

Mid

Primary tasks above and beyond paragraph A.2.1. Performs critical program management, technical, or business analysis of major DoD acquisition systems and

provides recommendations to ensure program success in support of the F-35 APDs Assists in the coordination efforts regarding programmatic, technical, and sustainment areas, including

program management, systems engineering, personnel management, scheduling, risk management, contracting, acquisition, budgeting/funding, configuration management, integration, testing, life cycle logistics and training

Assist with the execution of strategic initiatives and provides high-level guidance and attention Conduct analysis and provide recommendation to the Executive Leadership Team (ELT), the Service Leads

and the Assistant Program Directors (APD) on a wide range of topics and supports leadership in prioritization of focus areas

Provides coordination of efforts, enabling the most effective performance of the assigned program duties Ensures all forms of information and communication are completely prepared and presented to enable the

program strategy formulation, analysis and decision making, often within significant time constraints Ensures that decisions are communicated appropriately both internal and external to the JPO, providing

follow up to assure that intended messages and actions are understood and executed as warranted


Page | 46


Category

Public Affairs Analyst

(LC 30)

Mid

Public Relations, Science, Business

Management or related discipline

Experience in DoD or corporate communications, public affairs, and/or strategic communications. Work product should have included long- and short-form narrative, graphical, digital, or other relevant media

Relevant experience in public affairs and/or strategic communications in a fast-paced, international, technically complex, and defense-related environment. This work should have focused on stakeholder or employee communications regarding technical issues, financial issues, emergent events, program milestones, staff achievements, awards, and topics of personal and professional interest related to the organization with work samples available for review

Exceptional writing, listening, planning, critical thinking, project management and problem-solving skills. Proven ability to convey highly complex information in a clear, concise and compelling fashion with work samples available for review. Experience with defense acquisition and FMS

Ability to handle competing priorities in a high-pressure environment w/o losing sight of the strategic intentPrimary tasks above and beyond paragraph A.2.1.

Assist with the generation and coordination of internal and external communication products as a member of the Strategic Communications Cell (SCC) under the purview of the Office the Chief Strategy Officer (OCSO)

Develop internal and external communications products that are correct, current, consistent, timely, and impactful, for the purpose of informing Program global stakeholders and our geographically, professionally, and culturally diverse workforce

Provides analysis and recommendation to other members of the OCSO and output/messaging standardization support to members of the F-35 JPO, consistent with OCSO guidance and Strategic Communications Business Rules (SCBR)

Page | 47



Strategic Communicatio

n Analyst

(LC 31)

Senior


Business Management


Experience in defense acquisition program management related to weapon systems acquisition and life cycle management; a minimum of three years’ (3) experience researching, developing, analyzing, staffing, and delivering official US Government documentation, including documentation used for public affairs, legislative affairs, Government policy compliance, defense acquisition, workforce management, and similar disciplines

Proficiency in Microsoft Office Products to specifically include: Word, Power Point, Excel, Access, SharePoint, Adobe products, and Outlook (to include advanced formulations and reporting techniques)

Relevant experience in public affairs and/or strategic communications in a fast-paced, international, technically complex, and defense-related environment

Mid

Primary tasks above and beyond paragraph A.2.1. Performs critical program management, technical, or business analysis of major DoD acquisition systems

and provides recommendations to ensure program success Provides program analysis support for all aspects of the program. Participates as a member of and/or

supports the overall Program and Integrated Product Teams (IPTs) Position focus on F-35 Strategic Communications Cell (SCC) process execution, in general, and response

management toolset (RMx) output development, in particular Provides analysis of and process support for SCC processes, tools, and output and also will make

recommendations for RMx inputs, content, and improvements that will be coordinated on behalf of the OCSO with the OCIO

Supports the improvement of data accuracy and quality of SCC output content through detailed analysis and collaboration with the Chief Strategy Officer (CSO), other SCC leadership, teammates, and affected stakeholders, internal and external to the JPO

Page | 48



Training Program Manager

(Australia)

(LC 32)

Senior


Business Management


Experience in the management of training programs Program management or equivalent experience; minimum of two (2) years of experience major MDAP program to include program level access

Experience with Microsoft Office products Experience with Special Access Programs

Primary tasks above and beyond paragraph A.2.1. Provides support the Australian Training Strategic Planning & Policy Support under for the Training &

Manpower (T&M) IPT under the APD for Logistics & Sustainment / Logistics Product Support Assists in development of a complete training system for all Service variants Assists in planning programming, policy adherence and modification, budgeting, requirements analysis,

cost analysis, technical planning, new technology/process analysis and identification, risk identification and management, acquisition support, and management of contractor/government analysis and studies

Training Program Manager

(JPO)

(LC 33)

Senior


Business Management


Experience in the management of training programs Program management or equivalent experience; minimum of two (2) years of experience major MDAP program to include program level access

Experience with Microsoft Office products Experience with Special Access Programs

Primary tasks above and beyond paragraph A.2.1. Acts as the Strategic Initiatives (SI) Training Coordinator to assist the Strategic Initiatives Team Lead

within the Enterprise Planning (EP) directorate of the F-35 JPO. Supports the JPO Training Program by maintaining the current offerings and assisting to expanding the

scope of the program for better support of the personnel and organizational strategies of the JPO Provides administrative support for JPO-wide training programs Assist in developing and executing annual plans for training in support of the overall JPO objectives Coordinates with sources of training, assist in managing the training budget and help schedule programs

that deliver focused and relevant training to JPO personnel Assist in management and execution of funding actions for training with internal financial managers and

external agencies

Labor Category

Level Education Experience

Facility Escort Junior

High School Diploma

1 year experience providing facility support services to the DoD as aligned in the primary tasks belowPrimary tasks above and beyond paragraph A.2.1.

Page | 49


(LC 34)

The contractor shall provide security escort services to F-35 Joint Program Office (JPO) facilities in Arlington VA. The contractor shall ensure escorts are available during the hours of 0700 to 1600 daily and on a 24/7 on-call basis dependent upon mission requirements.

Provide escorts to support sanitation services in all F-35 JPO facilities Provide escorts to support construction/remodeling of F-35 JPO facilities Provide escorts to support building engineers, maintainers and facility personnel Provide escorts/support for office moves throughout multiple JPO locations in Crystal City, VA. Location

include, but are not limited to:o 200 12th Street South, Arlington, VA 22202o 2450 Crystal Drive, Suite 800, Arlington, VA. 22202 o 2521 South Clark Street, Arlington, VA, 22202

Labor Category

Level

Education Experience

Security and Policy Analyst

(LC 35)

Mid

Journalism, Communications


Minimum of five (5) years of relevant experience in DoD or corporate internal communications, public affairs, and/or strategic communications

Exceptional writing, listening, planning, critical thinking, project management and problem-solving skills Proven ability to handle multiple priorities and convey highly complex information in a clear, concise and

compelling fashion without losing the strategic intent Proven ability in creating and managing effective employee and internal communications projects and

programs Demonstrated ability to successfully support senior leadership and communicate effectively in a

geographically, professionally and culturally-diverse workforce Primary tasks above and beyond paragraph A.2.1.

Convey highly complex information in a clear, concise and compelling fashion without losing the strategic intent

Create and managing effective employee and internal communications projects and programs Support senior leadership and communicate effectively in a geographically, professionally and culturally-

diverse workforce

Attachment 3 – Integrated Product Team Responsibilities.

Functional areas of support may capture the following tasks; or tasks related to the following responsibilities or mission sets, at a minimum:

Page | 50


1. Air Systems Integration (ASI)

1a. ASI Program Managers: Responsible/controlling the cost, schedule and performance of a project or group of projects to achieve a stated goal through risk management, financial management, schedule management, team development, quality assurance, communication, and project integration. Must integrate: Systems Engineering, Contracts, Legal, Financial Management, EVM, Test & Evaluation, Logistics and Supply Management, Production, Quality and Manufacturing, Risk Management, Software Management, Business and Marketing Practices, and Configuration Management. Assist with the execution of strategic initiatives and provides high-level guidance. Provide efficient contract strategies and post-award management responsibility in support of the JPO vision, mission, goals, and objectives. Conducts analysis and provides recommendation to the IPT Lead and APDs on a wide range of topics and supports leadership in prioritization of focus areas. Provides coordination of efforts, enabling the most effective performance of the assigned program duties. Ensures all forms of information and communication are completely prepared and presented to enable the program strategy formulation, analysis and decision making, often within significant time constraints. Ensures that decisions are communicated appropriately both internal and external to the JPO, providing follow up to assure that intended messages and actions are understood and executed as warranted. Performs critical program management, technical, or business analysis of major DoD acquisition systems and provides recommendations to ensure program success in support of the F-35 APDs.

1b. ASI Program Analysts: To support ASI IPTs and Enterprise Teams in analyzing system performance, contract performance, cost performance, EVM analysis, risk analysis, and schedule analysis. Support IPTs and Enterprise Teams in developing business case assessments, program plans, and process improvement projects. Support IPTs and Enterprise Teams for special projects and program analyst surge workloads. Assists in the coordination efforts regarding programmatic, technical, and sustainment areas, including program management, systems engineering, personnel management, scheduling, risk management, contracting, acquisition, budgeting/funding, configuration management, integration, testing, life cycle logistics.

1c. ASI Human Resource Analyst: Collect and report on ASI manpower performance metrics (position fill rates, hiring process times, employee training, employee certifications, etc). Provide weekly status on all ASI vacancies. Track and monitor the processing of ASI Personnel Requests (PRs). Tack and provide status on ASI Award packages. Support analysis to help response to taskers related to ASI manpower.

2. Development

2a. Development Program Managers: Development PMs exercises discretion and prudent business judgment to structure a tailored, responsive, and efficient services acquisition program. The APD for Development mission is to design, develop, verify, and test the F-35 fifth-generation weapon system and Air System updates to ensure they are "affordable, capable and combat-ready" to provide our warfighters the decisive battlefield advantage today while pursuing the breakthrough technical and business capabilities to ensure a dominant and relevant F-35 warfighting future force. The APD takes system capability requirements, identified Air System deficiencies, and proposed product improvements and integrates them into a cohesive system modernization plan using a modified agile software development construct. Responsible /controlling the cost, schedule and performance of a project or group of projects to achieve a stated goal through risk management, financial management, schedule management, team development, quality assurance, communication, and project integration. Must integrate: Systems Engineering, Contracts, Legal, Financial

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Management, EVM, Test & Evaluation, Logistics and Supply Management, Production, Quality and Manufacturing, Risk Management, Software Management, Business and Marketing Practices, and Configuration Management. Assist with the execution of strategic initiatives and provides high-level guidance. Provide efficient contract strategies and post-award management responsibility in support of the JPO vision, mission, goals, and objectives. Conducts analysis and provides recommendation to the Team Lead and APD on a wide range of topics and supports leadership in prioritization of focus areas. Provides coordination of efforts, enabling the most effective performance of the assigned program duties. Ensures all forms of information and communication are completely prepared and presented to enable the program strategy formulation, analysis and decision making, often within significant time constraints. Ensures that decisions are communicated appropriately both internal and external to the JPO, providing follow up to assure that intended messages and actions are understood and executed as warranted. Performs critical program management, technical, or business analysis of major DoD acquisition systems and provides recommendations to ensure program success in support of the F-35 APDs.

2b. Development Program Analysts: To support APD for Development Teams in analyzing system performance, contract performance, cost performance, EVM analysis, risk analysis, and schedule analysis. Support Teams in developing business case assessments, program plans, and process improvement projects. Support Teams for special projects and program analyst surge workloads. Assists in the coordination efforts regarding programmatic, technical, and sustainment areas, including program management, systems engineering, personnel management, scheduling, risk management, contracting, acquisition, budgeting/funding, configuration management, integration, testing, life cycle logistics.

3. Production

3a. Production Program Managers: Production PMs exercises discretion and prudent business judgment to structure a tailored, responsive, and efficient services acquisition program. The APD for Production mission is to produce and deliver F-35 fifth-generation aircraft, engines, AME, and PFE to ensure they are "affordable, capable and combat-ready" to provide our warfighters the decisive battlefield advantage today while pursuing the breakthrough technical and business capabilities to ensure a dominant and relevant F-35 warfighting future force. The APD takes system requirements identified in Service, Partner, and FMS bed-down plans and develops Production Plans. Responsible /controlling the cost, schedule and performance of a project or group of projects to achieve a stated goal through risk management, financial management, schedule management, team development, quality assurance, communication, and project integration. Must integrate: Systems Engineering, Contracts, Legal, Financial Management, EVM, Logistics and Supply Management, Production, Quality and Manufacturing, Risk Management, Software Management, Business and Marketing Practices, and Configuration Management. Assist with the execution of strategic initiatives and provides high-level guidance. Provide efficient contract strategies and post-award management responsibility in support of the JPO vision, mission, goals, and objectives. Conducts analysis and provides recommendation to the Team Lead and APD on a wide range of topics and supports leadership in prioritization of focus areas. Provides coordination of efforts, enabling the most effective performance of the assigned program duties. Ensures all forms of information and communication are completely prepared and presented to enable the program strategy formulation, analysis and decision making, often within significant time constraints. Ensures that decisions are communicated appropriately both internal and external to the JPO, providing follow up to assure that intended messages and actions are understood and executed as warranted. Performs critical program management, technical, or business analysis of major DoD acquisition systems and provides recommendations to ensure program success in support

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of the F-35 APDs.

3b. Production Program Analysts: To support APD for Production Teams in analyzing system performance, contract performance, cost performance, EVM analysis, risk analysis, and schedule analysis. Support Teams in developing business case assessments, program plans, and process improvement projects. Support Teams for special projects and program analyst surge workloads. Assists in the coordination efforts regarding programmatic, technical, and sustainment areas, including program management, systems engineering, personnel management, scheduling, risk management, contracting, acquisition, budgeting/funding, configuration management, integration, testing, life cycle logistics.

4. Program Operations (PO)

The F-35 JPO Program Operations Directorate provides administrative, facilities, and program integration support services for all F-35 IPTs. The directorate manages the daily administration of the program including, but not limited to, in and out-processing of military, civilian, and contractor personnel, command staffing input, budget planning and execution, briefing support, temporary duty management, time card input, facilities maintenance, and service contract management.

5. Chief Strategy Office (CSO)

The Office of the Chief Strategy Officer serves as the PEO Agent and accountable for developing, communicating, coordinating, implementing, and evaluating strategic activities of the F-35 Joint Program Office in order to achieve corporate goals and objectives.

6. Logistics and Sustainment (LS)

Logistics and Sustainment support encompasses acquisition (design, develop, test, produce and deploy), sustainment (operation and support), and ultimate disposal of the F-35 Lightning II Program. All DoD Integrated Product Support (IPS) elements are included, as required. Support Services may include, but not be limited to: logistic products technical support, supportability analysis, and administrative support.

7. Office of Chief Information Officer (OCIO)

Office of the Chief Information Officer (OCIO) includes the key Information Technology operations and cybersecurity teams composed of leaders and Subject Matter Experts challenged with the task of laying the organization’s IT foundation for success. Together, these individuals are engineering and managing IT infrastructure, working with Partners and FMS customers, improving customer relations, securing the JPO’s networks and systems, forecasting for the future, and much more. The OCIO serves as the operational arm for the JPO’s centralized IT environment with CIO oversight.

8. Partners and Foreign Military Sales

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Assistant Program Director (APD) for Partners and Foreign Military Sales (FMS) for F-35 Lightning II Joint Program Office is responsible for ensuring costs, schedule and performance requirements of each International Cooperative Program Participants and Foreign Military Sales customers are integrated across each line of effort of the F-35 Lightning II enterprise. The APD for Partners and FMS leads a multi-functional/multi-discipline team composed of members from the government, industry and foreign nations that are charged with the design, development, production, operations and sustainment of the F-35 Lightning II ACAT ID acquisition program. Team members are responsible to the APD for the execution of assigned tasks within allocated resources as articulated in the Systems Demonstration and Development (SDD) MOU, Production, Sustainment, and Follow on Development (PSFD) MOU and Foreign Military Sales (FMS) Letters of Offer and Acceptance (LOA). This position is directly aligned to the 3-star Program Executive Office (PEO) for the F-35 program. Directs multi-functional/discipline teams for the execution of politically sensitive and complex DoD cooperative agreements for eight foreign nations under SDD and the PSFD MOU and multiple FMS customers. APD for Partners and FMS is responsible for ensuring efforts for the international customers are consistent with US National Disclosure Policy (NDP) and foreign policy, as well as, the approved F-35 acquisition strategy. APD Partners and FMS is responsible for directing Country Managers in the management of international customer requirements (programmatic, technical, and financial) to ensure international warfighter needs are met. The APD is also responsible for working with the F-35 Integrated Product Teams (IPTs), Functional, APEOs and other APDs to ensure the requirements of current and future international customers are integrated into the design, development, production and sustainment phases of the program.

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Attachment 4 - Services SummaryPERFORMANCE

OBJECTIVEPERFORMANCE STANDARD ACCEPTABLE QUALITY LEVEL

(AQL)METHOD OF

SURVEILLANCE

Provide qualified people for ID/IQ and T/O performance

PWS paragraph 3.1, 9.0 (and sub-paragraphs), Attachment 2 and the Awardees approved staffing plan

Qualified personnel are in place at performance start, or as specified in the respective requirement.

Performance is acceptable when:

Qualified personnel are in place for ID/IQ and T/O performance with minimal to no delays in performance start, unless previously negotiated by the CO.

COR inspection of deliverables and hiring status throughout performance of the contract

Retain personnel with specified / awarded qualifications at a minimum of a 90% retention rate (at the ID/IQ level, including all positions from awarded task orders) throughout each respective period of performance

PWS paragraph 4.7.1 & 7.1.7.

Effectively retains personnel at a 90% retention rate.

Calculated as:

Step 1: Total # of Employees Leaving / Avg. # of funded positions = Turn-over Rate

Step 2: 100 – Turn-over Rate = Retention Rate

Example: 25 Employees left during PoP & there were 250 funded positions.

25 / 250 = 10% Turn-over or 90% Retention


a) The Contractor maintains a 90% retention throughout each period of performance

Monthly Reports, Turn-over data, and customer feedback

Deliverables Management

PWS paragraph 7.0 (and subparagraphs) and as prescribed in resulting task orders.

Develop and submit all required deliverables Performance is acceptable when:

a) 100% of deliverable requirements are met and received on time*; AND b) Information is current and accurate

*Non-current or inaccurate deliverables (or those with conflicting information) may be considered late

CORs will use the one hundred percent inspection method to evaluate all reports delivered

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Provide a proactive system of quality control and quality assurance practices and procedures that is effective in delivering only products and services that meet or exceed all cost, schedule and performance specification of this PWS and subsequent T/Os

Paragraph 8.0 (and subparagraphs) and the awardees QCP

Develop, document, implement, maintain and continuously improve a comprehensive higher-level QMS

No major non-conformances are allowed (A Major Nonconformance adversely impacts (or has the potential to) mission, safety of personnel and/or equipment, environment, performance (quality), schedule (delivery), and/or cost)

The COR will review the QCP IAW requirements of the solicitation and subsequent awarded task order; and ensure the awardee is implementing approved procedures

Replacement/substitute personnel

Paragraph 4.7.1

No executed/funded position shall be vacant for more than 15-calendar days for key personnel; and 30-calendar days for all other personnel.


a) The Contractor provides the CO written notification within three (3) business days when the Contractor becomes aware of a pending employee resignation or dismissal regardless of the circumstances; AND

b) Vacancies are filled with qualified personnel within 15-calendar days for key personnel; and 30-calendar days for all other personnel, unless approved in writing or otherwise directed in advanced by the Government; AND

c) There is no mission impact due to position vacancies or unqualified personnel

Monthly Reports, Turn-over data, and customer feedback

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