Agency Workload Management System (AWLS) acquisition

Description: PURPOSE: The purpose of this Request for Information (RFI) is to conduct market research seeking to identify vendors who would be interested in offering on a forthcoming Request for Proposal (RFP) for the Defense Logistic Agency's Operations Research and Resources Analysis (DORRA) Agency Workload Management System (AWLS) acquisition. This RFI is issued solely for information and planning purposes and does not constitute a formal Request for Proposal, or promise to issue a solicitation in the future. Respondents are advised that the Government will not pay for any information or administrative costs incurred in responding to this RFI. All inquiries must be submitted in writing via email to john.dormer@dla.mil. The Government will not entertain any requests to meet individually with a contractor, and will not respond to any telephonic inquiries. Please see the below capabilities and requirements for a description of the possible acquisition. Target Audience: All Interested Businesses AGENCY WORKLOAD LEVELING SYSTEM (AWLS) Summary/Background: The staffing process prior to Enterprise Business System (EBS) was for DLA HQ and field activities to request full time equivalents (FTE) based upon programmatic requirements. This concept involved regulating their FTEs based on workload. In addition, DLA Operations Research and Resources Analysis (DORRA) managed the Defense Integrated Management Engineering System (DIMES) for work measurement and standards, as well as the Labor and Production Effectiveness Reporting System (LAPERS) which compiled time and attendance information and measured it against standards. DIMES is comprised of standards that represent the time it takes to do a specific job. LAPERS was a DLA unique reporting system which integrated DIMES data with report output from other DLA systems. Over time, DLA went from a reactive hourly/resource approach to an activity based costing system. The activity based costing system is a costing methodology that identifies activities in an organization and assigns the cost of each activity with resources. As a result, DLA lost all assets for staffing models to assist the supply chains with work allocation, workforce planning, and end user alignment. The implementation of the Enterprise Business System (EBS) changed many business processes and job roles. Those process changes will allow DLA to take a proactive approach in using the hourly/resource method for workload productivity. In the interim, DORRA developed a staffing model tool that was specifically tailored for each PFLA organization. The DORRA staffing models are developed using Excel spreadsheets to provide an annual FTE estimation based on work processes. The Excel spreadsheets are reviewed annually and recalculated to fit the model for the next year. In addition, DLA Distribution continues to maintain and use their productivity-based model that determines estimated FTE requirements using projected workload and productivity goals. DLA Distribution is working towards enhancing their tool to utilize engineering labor time standards as a basis for their staffing estimates. Current Environment DLA Distribution developed an in-house Access database to manage staff production. The Access database imports completed workload tasks from an external data system called Distribution Standard System (DSS). These data imports are manually done by the J4-BT Standardization team on a specified day. The supervisor must use functionality in the database which allows him to enter the hours the employee spent working on the task. The database can output two reports. The first report is used to track an individual performance summary. The second report is a team efficiency report. The tool automatically recalculates its performance metrics based on the last load. The system context diagram below shows how the system currently works. DLA Aviation developed an in-house Excel spreadsheet to monitor individual and team performance. Personnel update the Excel spreadsheet with a list of completed tasks weekly. Once those spreadsheets have been updated the manager can run weekly performance reports (employee utilization report and performance goal). Division leaders can look at higher level reports that provide visibility throughout the organization. The context diagram below shows how the system works. DLA Land and Maritime has developed two in-house Access databases Long Term Contract (LTC) and Disciplined Production Control (DPC) to manage staff performance. Land and Maritime technical support team manually exports data using a combination of queries from SQVI, BEX/BI, and SAS. Those extracts are then loaded into the database. Team leads assign work to employees using these tools. Employees are provided a work management view of assigned work. As work is completed, employees update the assigned purchase request. Reporting capability is available to team and division leads. The table below shows how the system works. Table 1: Current Environment Current Environment [Agency/# of Users] Software MS Excel Workload Prioritization Aviation/ 50 MS Excel Employee Work Aviation/ 200 MS Access Database DPC L&M/200 Distribution StandardsPro Distribution/ 100 Distribution StaffPlanPro Distribution / 100 Users MS Access Distribution Workload Performance Distribution / 100 Users SAS Data Sources SQVI L&M Data Extracts BEX/BI L&M Data Extracts JDA Distribution EBS DSS DORRADW Objectives DLA requires an Agency Workload Management system that meets the objectives listed below. a. Business Objectives Information systems that will help organizations properly staff their workforce to meet strategic and operational objectives. By developing such a system, DLA can improve productivity and efficiency through computerized algorithms that will allow DLA to function as a highly optimized agency. b. Technical Objectives A web based information system with mobile functionality. c. Service Objectives The AWLS solution with the necessary redundancy, resiliency, and contingency capabilities to ensure service availability that meets DLA's current and future needs. d. Security Objectives The AWLS solution should has prerequisite security controls and requirements in accordance with the DLA Policy. e. Management & Administrative Objectives The AWLS solution with cost effective, responsive, and efficient management and customer support. f. Integration Objectives The AWLS solution with necessary integration services to extend the AWLS solution to related applications. g. Section 508 Compliance IT products and services developed in response to this Performance Works Statement are required to comply with Section 508 of the Rehabilitation Act of 1973 (29 U.S.C. 794d), which requires Federal agencies acquiring electronic and information technology to ensure that Federal employees with disabilities have access to and use of information and data that are comparable to the access and use by Federal employees who are not individuals with disabilities. Scope Of Work The contractor shall provide DLA Information Operations (J6) with a real time automated information system, Agency Workload Leveling System (AWLS). The AWLS shall trace specific work processes and associated time standards, allowing management to adjust assigned workload and resources across the workforce. The system shall have the ability to accurately measure and report production across DLA, as well as forecast workload based on historical data or projected future volume data. The enterprise tool shall provide reporting capability allowing DLA to monitor productivity and efficiency from the lowest possible level and provide visibility at the highest possible level. Requirements High Level Requirements Number High Level Requirements High Level Outcome Title High Level Outcome Description 1 Up to date reports with immediate response times Immediate Response Time Provide an up to date reporting/visibility view of work item/task 2 Ability to provide customized reports Customized reports The ability for users to customize reports 3 Provided mobile devices integrated into system. Mobile Functionality Ability to utilize mobile devices to navigate through system. 4 Ability to integrate with external systems Integrates with external systems. Ability to be integrated with external DLA systems (DSS, EBS, Eagle) 5 Ability to maintain DLA Policy and Procedures for IT Services Maintain DLA Policy and Procedures Maintain DLA Policy and Procedures 6 Ability to provide engineering labor standards Provides engineering labor standards Provide an enterprise labor standard for DLA 7 Recalculate engineering labor standards based on data pulls and task completeness Recalculate Labor Standards Ability to recalculate engineering labor standards based on data pulls, task completeness, and current labor standards. 8 Provide role based user access (security) User Security and Roles Provide role based user access (security) By Employee - employee based performance Supervisor - Team Visibility Division Lead - Division Visibility HR Reps - Position Visibility Director - Organization Visibility 9 Ability to provide work item/task status Work Item Status Ability to provide work item/task status. Complete In-progress Unassigned 10 Provide real time reporting Real Time Reporting Ability to provide real time reporting Ad Hoc reporting Employee work counts 11 Provide real time data visualization Pie Charts Bar graphs Real Time Data Visualization Ability to provide real time data visualization Pie Charts Bar graphs 12 An automated data pull of unassigned warehouse work Automated Warehouse Data Load An automated data pull of unassigned warehouse work items/task list below: Pick Pack Receive Store 13 Ability to update unassigned warehouse work item/task status. Update Work Items Ability to update unassigned warehouse work item/task status. (Complete, in-progress, cancelled) 14 An automated data pull of unassigned e-procurement data Automated procurement request data An automated data pull of unassigned e-procurement data for the types listed below: LTC SAT MICRO LARGE 15 An automated data pull of unassigned e-procurement phases. Automated procurement phases An automated data pull of unassigned e-procurement phases list below: Pre-Solicitation Solicitation Evaluation Awards Cancellation 16 View team workload of unassigned task View team workload Ability to view team workload of assigned task 17 A what-if analysis of assigning task What-if Analysis Ability to view a - what-if analysis of assigning task 18 Team visibility reports for division level Team visibility Visibility over team with various reports list below Performance monitoring Trend/forecast analysis Individual employee analysis 19 Ability to edit standards Edit engineering standards Ability to edit engineering standards 20 Ability to edit performance measurements Edit performance measurements Ability to edit performance measurements 21 Ability to assign e-procurement unassigned task to employees Assign procurement task Ability to assign e-procurement unassigned task to employees 22 Ability to assign warehouse unassigned work item/task to employees Assign warehouse task Ability to assign warehouse unassigned work item/task to employees Detailed Requirements Requirement ID Requirement 1 The system shall automatically receive data pulls from DSS for workload data(fields to be determined at a later date) 2 The system shall automatically receive data pulls from EBS for workload data (fields to be determined at a later date) 3 The system shall automatically integrate with EAGLE (functionality to be determined at a later date) 4 The system shall provide labor management engineering standards 5 Minimum 13 months readily accessible data, on a rolling basis, with indefinite archive ability 6 Ability to support multiple users simultaneously with 24/7 access, with the exception of scheduled maintenance times 7 Accessible and operable from mobile devices such as Wi-Fi enabled tablets 8 Fast response time to process user requests based on user inputs/selections such as employee number, date/time range, report generation, line item data view, etc. 9 The system shall provide role based security based on user access, and user roles) Multi-tiered access levels based on user role, with each higher level able to view information for all levels below, ranging from individual employee (self view) to Distribution HQ level with oversight of all distribution centers 10 Access secured by Common Access Card certificates 11 The system shall allow organizations administrator rights for customized report capability. 12 The system shall allow administrator right for modifying engineering standards. 13 The system shall provide print capability for all reports, tables, and data displays 14 The system shall provide supervisor a tabular\detailed view of employees w/ ability to sort by fields. (fields to be determined at a later date) 15 The system shall provide supervisor a tabular\detailed view of incoming procurement workload with the ability to sort by fields. (fields to be determined at a later date) 16 Ability to edit user-supplied data tables which may or may not be used in calculations, such as employee data, (name, ID number, shift hours, etc.), standards tables by site, performance targets, etc. 17 The system shall alert supervisors of procurement phase changes. 18 The system shall provide supervisor a read only tabular/detailed view of engineering standards. (fields to be determined at a later date) 19 The system shall provide supervisors a view of employees current workload. Ability to view available workload and assigned task down to the team level (first line supervisor) 20 The system shall provide daily uploads of current workload (interval can be determined at a later date). 21 The system shall allow supervisors an external customization of engineering standards for more in depth analysis. 22 The system shall allow supervisor to distribute work to employees. 23 The system shall provide a color scheme (red, yellow, green) for workload forecasted to miss deadline 24 Print capability for all reports, tables, and data displays 25 The system shall provide supervisor with team productivity reports and measurable. 26 The system shall provide supervisor with data visualization reports (pie charts, line graphs) for presentation. 27 The system shall provide branch level productivity reports 28 The system shall provide reports forecasting future workload based on historical history (type of reports can be determined at a later date) 29 The system shall provide an estimated annual FTE for Program Budget Review. 30 The system shall provide - what if analysis, supporting research queries across multiple parameters (fields to be determined later) 31 The system shall allow queries to be run using a set of defined parameters. Where applicable, logical operators may be changed as required. 32 The system shall allow queries (see #1) to be formulated by chain, division, IST (or set of ISTs), individual buyer (or set of buyers), PR (or set of PRs), NIIN (or set of NIINs), FSC (or set of FSCs), or NSN (or set of NSNs) 33 The system shall display query results in either interactive forms or customized spreadsheets. The fields included in the customized spreadsheet can be specified for each query. 34 The system shall provide interactive forms that provides key information for each PR and on-demand, detailed PR information; when desired (for example, backorders for an NSN, stock on hand for an NSN, time to award information for all significant PR status areas (e.g., technical blocked, supply blocked, in referral, buyer work, 2nd look, EBT, etc.). 35 The system shall provide a means to clearly identify PRs which are in referral, the referral area, and the current workflow agent (with on-demand detailed information for the agent, when desired). 36 The system shall provide a set of standard comments to allow quick entry of routine comments. 37 The system shall provide a set of standard 'PR Award Delay Reasons' that can be selected, when desired. 38 The system shall provide a visual means to identify late PR awards, out-of-date comments, etc. 39 The system shall provide the details of current quotes for each PR. 40 The system shall provide an event history for each PR, which can be reviewed when desired. The event history should include: status changes, assignment changes, referrals, delay reasons, and all comments. Dates/times and the user triggering the event will be included for each event. 41 The system shall provide the event histories and key PR information for all awarded and cancelled PRs. 42 The system shall provide a means to quickly create emails to request further information about a PR. 43 The system shall provide a means to specify organizational escalation reviews for selected PRs, when required. Levels should include: 1st level manager, IST, division, directorate, and command. The time that the PR remained in each escalation level will be retained and be available for review or reports. 44 The system shall provide a means to 'wedge' (without process delay) selected PRs, increasing their weight/importance and their location in the assigned user's workload. 45 The system shall provide a means to specify different categories levels of wedges and monthly quotas for each type. Categories levels should include IST manager, CAS, supply planner, and directorate. 46 The system shall provide a means to inform wedge-enabled users of their remaining monthly wedge quotas, if applicable. 47 The system shall provide the event histories and key PR information for all awarded and cancelled PRs. 48 The system shall provide a means to quickly create emails to request further information about a PR. 49 The system shall provide a means to specify organizational escalation reviews for selected PRs, when required. Levels should include: 1st level manager, IST, division, directorate, and command. The time that the PR remained in each escalation level will be retained and be available for review or reports. 50 The system shall provide a means to identify PRs in the following priority areas: Super KID, CCIR, MSST, Top 500 backorders, Pace Candidates, MRAP, RCV, SEPA, 21N, Classified documentation, Approved SAR, and Customer Pay. Flags shall be shown in the data display to clearly indicate when a PR is in one or more of the priority areas. 51 The system shall provide a means to 'wedge' (without process delay) selected PRs, increasing their weight/importance and their location in the assigned user's workload. 52 The system shall provide a means to specify different categories levels of wedges and monthly quotas for each type. Categories levels should include IST manager, CAS, supply planner, and directorate. 53 The system shall provide a means to inform wedge-enabled users of their remaining monthly wedge quotas, if applicable. 54 The system shall provide the event histories and key PR information for all awarded and cancelled PRs. 55 The system shall provide a means to quickly create emails to request further information about a PR. 56 The system shall provide a means to specify organizational escalation reviews for selected PRs, when required. Levels should include: 1st level manager, IST, division, directorate, and command. The time that the PR remained in each escalation level will be retained and be available for review or reports. 57 The system shall provide a means to 'wedge' (without process delay) selected PRs, increasing their weight/importance and their location in the assigned user's workload. 58 The system shall provide a means to specify different categories levels of wedges and monthly quotas for each type. Categories levels should include IST manager, CAS, supply planner, and directorate. 59 The system shall provide a means to inform wedge-enabled users of their remaining monthly wedge quotas, if applicable. 60 The system shall provide the event histories and key PR information for all awarded and cancelled PRs. 61 The system shall provide a means to quickly create emails to request further information about a PR. 62 The system shall forecast daily workload based on historical data to aid in staffing planning, leave issuance, etc. 63 The system shall define unassigned workload by functional area and in accordance with engineered standards (ex. Picks would be further broken down by total weight, cube, and type, such as hazardous, classified, cuttable, etc.) 64 The system shall monitor workload as completed 65 The system shall monitor available production capability by employee role, functional activity, and/or physical location 66 The system shall provide work item/task status, (complete, in-progress, unassigned, cancelled etc.), with updates 67 The system shall prioritize workload based on mission/unit requirements or changes to same 68 The system shall recommend personnel allocation based on a calculation of available workload multiplied by standards times and divided by available production hours (from current attendance) 69 The system shall provide the ability to conduct "what-if" analysis of altered personnel recommendation by calculating changes to projected workload completion 70 The system shall assign available work items/tasks to individual employees 71 The system shall calculate production hours needed to complete available workload (multiply items by standard time for completion) 72 The system shall calculate number of FTEs required to complete available workload (divide required production hours by pre-determined production hours per employee) 73 The system shall import and display number of available employees from EAGLE 74 The system shall calculate available production hours based on attendance information from EAGLE 75 The system shall capture completed work items/tasks per employee as defined in accordance with engineered standards 76 The system shall combine attendance and staffing information with production data and manual user inputs to form a complete record 77 The system shall display and print records as described in requirement DistR02, as well as archive and retrieve such records without data loss or corruption 78 The system shall allow users to enter information manually, such as personnel task assignments for off-standard work, work delays, stoppages, etc. 79 The system shall calculate the four (4) Engineered Standards Performance Metrics used by DLA Distribution at all levels from individual employee to depot level 80 The system shall calculate the four (4) Engineered Standards Performance Metrics used by DLA Distribution when depots are combined by service branch, geographic region, etc. 81 The system shall store and display all site-specific engineered standards in table format 82 The system shall calculate and display Blended Rate information, (a mathematical combination of the engineered standards), by work area and job function for each site 83 The system shall provide lookup capability of Blended Rate information by job function and/or work area 84 The system shall combine current data with data retrieved from archive to produce comprehensive customizable reports 85 The system shall display reports in a variety of applicable formats, such as text, graphs/charts, or combinations of the above 86 The system shall all team visibility for first-line supervisors including performance monitoring and performance trend analysis at the individual employee level 87 The system shall calculate annual FTE requirements, broken down from depot level to department/work area, using forecasted workload and engineered standards 88 The system shall sort calculated FTE requirements by organization level, job role, and/or activity 89 The system shall perform comparative analysis of current staffing levels with calculated FTE requirements 90 The system shall track historical workload to calculate FTE requirements 91 The system shall perform "what-if" scenario planning to determine impacts to FTE requirements, broken down from depot level to department/work area, for events such as: changes to workload, changes to standard times, work hour variations, FTE increases/reductions, workload prioritization, and readiness threshold 92 The system shall incorporate user-supplied data, either manually input or table driven, to make adjustments to depot staffing as calculated by the tool, and/or to account for FTEs in positions/roles not captured by other means. 93 The system shall create, modify, and update work process standards using Maynard Operating Sequence Technique (MOST) methodology to enter numeric values corresponding physical movements or other process actions required to complete a work process from start to finish. 94 The system shall convert/calculate entered numeric values into units of time needed to perform actions as described at the Sub-Operation and Operation level, where a Sub-Operation is a complete process step and an Operation is a complete work process. 95 The system shall use annual workload volume to determine the frequency with which a Sup-Operation is performed on a per-line basis and apply the result to the engineered for the complete Operation. 96 The system shall provide Pareto analysis at the Operation level and Rt analysis at the Sub-Operation level to illustrate which engineered standards are utilized most frequently due to varying workload and product mix at different sites. 97 The system shall modify engineered standards based on differences in physical layout and equipment used at different sites. 98 The system shall update engineered standards for all locations due to either a change in mission, process, physical layout and/or equipment by making a single input that the tool will apply to all corresponding standards. 99 The system shall filter and display the engineered standards by various categories, such as work site, work process type, i.e. Receiving, Warehousing, Inventory, etc. 100 The system shall produce reports that show all work process steps/actions along with time to perform each listed work process step/action, as well as product mix information relevant to the steps/actions of the work process. 101 The system shall display engineered standard and associated times in day, hour, minute, second format, out to the thousandth of a second, (3 decimal places) 102 The system shall display relationship data uniting volume driver information with corresponding engineered standards. 103 The system shall perform, display, and print Box-Plot analysis and/or Analysis Of Variance of actual times to perform work processes/work process steps based on manually entered or table-driven user-supplied data . 104 The system shall integrate with J6 ITSM Remedy (IT Incident and Service Request Ticketing System). 105 The system shall integrate with ECRT. 106 Process needs require "proof of concept" for evaluation of stakeholders/users, prior to selection of solution. 107 Should be tested on VDI platform for teleworkers 108 Testing should include at several OCONUS locations for performance 109 Include user training (multi-media) and sustainment up front Tasks Task 1: Project Management The contractor shall provide project management to establish project governance; develop and implement project plans, establish communication and escalation procedures; support change control processes; monitor, control and report program status, cost, schedule and performance; conduct regular project reviews; ensure compliance with PWS requirements and milestones; manage budget. The contractor shall support program change management efforts. Project Management Plan The contractor shall prepare a Project Management Plan (PMP) describing the technical approach, organizational resources, and management controls to be employed to meet the cost, performance, and schedule requirements for the proposed effort. The contractor shall provide the planning, supervision, coordination and controls necessary to accomplish all work contained in this PWS. The contractor shall document the approach in a PMP that defines the activities, tools, and techniques to produce high-quality products that are defect-free, that meet PWS requirements and that are delivered in accordance with the approved schedule. The PMP shall include a description of the organization structure and assigned responsibilities, including the contractor staff that will deliver and implement this PWS. The organization structure shall include the identification of key personnel. The contractor shall provide an organization chart and describe other corporate organizations that will support the team. The contractor shall provide an explanation of how, within the scope of this PWS, technical management will be performed; personnel and physical resources will be managed; and the mechanisms to be used to control cost, schedule and quality. The contractor shall employ a quality management system to ensure effective program management execution and software quality. The PMP shall include a work breakdown structure (WBS) that shows tasks required to complete the work and the dependencies of each task. The WBS shall be detailed to the level of effort necessary to support the accomplishment of work to be performed under the PWS. Integrated Master Schedule The Integrated Master Schedule (IMS) is a time-based schedule containing the networked, detailed tasks necessary to ensure successful program execution. The IMS is traceable to the PMP, the WBS, and this PWS. The IMS is used to verify attainability of program objectives, to evaluate progress toward meeting program objectives, and to integrate the program schedule activities with all related components. The contractor shall produce and maintain an IMS that shows the activities required for the completion of tasks and deliverables for this PWS. The contractor shall deliver to the COR a draft and baselined IMS within 30 and 60 calendar days after contract award, respectively. The contractor shall deliver a Program IMS, with updated actuals, to the COR with each Monthly Performance and Progress Report described below. The IMS shall be delivered in a contractor proposed, Government approved format. Kick-off Meeting The contractor shall schedule a kick-off meeting with the Program Management Office (PMO), Contracting Officer's Representative (COR), and stakeholders within two (2) weeks of contract award or as agreed on between the Government and contractor, to introduce the Government team to the contractor's overall operating plans and approach to this work. The contractor shall present and deliver the Kick-off Meeting Briefing Presentation Material and be prepared to discuss the content of the PMP, to include the staffing plan, schedule and proposed metrics. The contractor shall produce and distribute Kick-off Meeting Minutes identifying all the discussion points, agreements and action items following the meeting. Monthly Performance and Progress Report The contractor shall monitor activities and deliverables under this PWS and provide a Monthly Performance and Progress Report (MPPR) that describes program progress, costs, issues, problems and their status. The MPPR shall be the contractor's method of reporting progress against the PMP. The period covered by the MPPR shall include the previous calendar month's activities; any issues, actions or other MPPR reported information not satisfied or closed in previous reporting periods; and any required interfaces, meetings or other commitments. If applicable, travel costs shall be broken down by destination, duration, purpose, and costs for both monthly and cumulative to date. MPPRs for the previous month shall be delivered to the COR by the fifth business day of the following month. The MPPR shall include, but not be limited to the following information: Summary of Activities Activities and Progress (Integrated Master Schedule) Software Engineering Metri...