Transition Strategy and

Management Plan

(TSMP)

Prepared by

**General Services Administration**

(GSA)

April 15, 2008

This document is hereby authorized for limited release by the General
Services Administration.

![](media/image1.jpeg){width="2.2395833333333335in"
height="0.7291666666666666in"}

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_[4/18/08]{.underline}\_\_\_

Richard Williams Date

Networx Transition Manager

Integrated Technology Services

General Services Administration

Table of Contents

[**1.0 Introduction 5**](#introduction)

[1.1 Background 5](#background)

[1.2 Networx Program 6](#networx-program)

[1.3 Transition Strategy Management Plan (TSMP) Document Overview
9](#transition-strategy-management-plan-tsmp-document-overview)

[2.0 TRANSITION OVERVIEW 9](#transition-overview)

[2.1 Transition Goals 10](#transition-goals)

[2.1.1 Minimize Service Impact 10](#minimize-service-impact)

[2.1.2 Transition Service Prior to FTS2001 Contract Expiration
10](#transition-service-prior-to-fts2001-contract-expiration)

[2.1.3 Expedite Availability of New Services
10](#expedite-availability-of-new-services)

[2.1.4 Minimize Transition Expense 10](#minimize-transition-expense)

[2.2 Overview of Transition Approach
11](#overview-of-transition-approach)

[2.3 Transition Sequence of Events 12](#transition-sequence-of-events)

[3.0 Transition Roles and Responsibilities
13](#transition-roles-and-responsibilities)

[3.1 GSA Transition Team 14](#gsa-transition-team)

[3.2 Technology Service Managers (TSMs)
18](#technology-service-managers-tsms)

[3.3 Contract Management and Support
18](#contract-management-and-support)

[3.4 Interagency Management Council (IMC)
18](#interagency-management-council-imc)

[3.5 IMC Transition Working Group (TWG)
19](#imc-transition-working-group-twg)

[3.6 Agencies 19](#agencies)

[3.6.1 Agency Transition Manager 19](#agency-transition-manager)

[3.6.2 Agency-Level Transition Team 20](#agency-level-transition-team)

[3.6.3 Local Government Contacts (LGCs)
21](#local-government-contacts-lgcs)

[3.7 FTS2001 Contractors 22](#fts2001-contractors)

[3.8 Networx Contractors 24](#networx-contractors)

[4.0 Transition Planning 25](#transition-planning)

[4.1 Inventory Establishment 25](#inventory-establishment)

[4.2 Estimate and Budget for Transition Costs and Reimbursement to
Agencies
26](#estimate-and-budget-for-transition-costs-and-reimbursement-to-agencies)

[4.3 Modify Incumbent FTS2001 Contracts
27](#modify-incumbent-fts2001-contracts)

[4.4 GSA Regional Services 27](#gsa-regional-services)

[4.5 Certification & Accreditation (C&A) Concerns
28](#certification-accreditation-ca-concerns)

[4.6 Designated Agency Representative (DAR) Guidelines
29](#designated-agency-representative-dar-guidelines)

[4.7 Contractor Support for the Transition Coordination Center (TCC)
29](#contractor-support-for-the-transition-coordination-center-tcc)

[4.8 GSA's Operational Support System (OSS) Enhancements
30](#gsas-operational-support-system-oss-enhancements)

[4.9 Agency Level Transition Planning
30](#agency-level-transition-planning)

[4.10 GSA Support for Fair Opportunity
31](#gsa-support-for-fair-opportunity)

[4.11 Contractors' Transition Plans 31](#contractors-transition-plans)

[4.12 Schedule Development 31](#schedule-development)

[5.0 Staffing and Training 31](#staffing-and-training)

[5.1 Staffing 32](#staffing)

[5.2 Training 32](#training)

[6.0 Transition Execution And Management
33](#transition-execution-and-management)

[6.1 Service Provisioning 33](#service-provisioning)

[6.2 Progress Tracking and Reporting
33](#progress-tracking-and-reporting)

[6.3 Communications and Issue Resolution
35](#communications-and-issue-resolution)

[6.4 Custom Design Documents (CDDs), Managed Design Documents (MDDs),
and Contract Modifications
35](#custom-design-documents-cdds-managed-design-documents-mdds-and-contract-modifications)

[7.0 Transition Support Tools 36](#transition-support-tools)

[7.1 Transition Baseline Inventory (TBI)
37](#transition-baseline-inventory-tbi)

[7.2 Transition Information Portal (TIP)
38](#transition-information-portal-tip)

[7.3 Transition Coordination Center (TCC) Problem Resolution
41](#transition-coordination-center-tcc-problem-resolution)

[7.4 Networx Pricer 41](#networx-pricer)

[7.5 Networx Inventory Management Application (NIM
41](#networx-inventory-management-application-nim)

[8.0 Risk Management 42](#risk-management)

[8.1 Sources of Risk 42](#sources-of-risk)

[8.2 Risk Mitigation 42](#risk-mitigation)

[9.0 Transition Coordination Center (TCC)
43](#transition-coordination-center-tcc)

[9.1 TCC Objectives 43](#tcc-objectives)

[9.2 TCC Structure And Functions 44](#tcc-structure-and-functions)

[9.3 Operations 45](#operations)

[10.0 Regional Services Transition Plan
45](#regional-services-transition-plan)

[10.1 Customer Support For Regional Transition
45](#customer-support-for-regional-transition)

[10.2 Goals And Objectives 46](#goals-and-objectives)

[11.0 Change History 46](#change-history)

[Appendix A: Glossary 47](#appendix-a-glossary)

[Appendix B: Acronyms 54](#appendix-b-acronyms)

[Appendix C: FTS2001 Transition Lessons Learned Document
56](#appendix-c-fts2001-transition-lessons-learned-document)

[Appendix D: Transition Contract Support Vehicles
64](#appendix-d-transition-contract-support-vehicles)

[Appendix E: Risk Mitigation Strategies
73](#appendix-e-risk-mitigation-strategies)

[Appendix F: Communications Plan 74](#appendix-f-communications-plan)

[Appendix G: Responsibility Matrix
75](#appendix-g-responsibility-matrix)

#   {#section .unnumbered}

# 1.0 Introduction

The Networx Transition Strategy and Management Plan (TSMP) was developed
to provide guidance on managing the transition from current FTS2001
contracts to the Networx contracts. This document addresses the
program-level approach that GSA will follow to manage a successful
transition to Networx. In addition, this document advocates the
importance of coordination and cooperation among transition stakeholders
by clearly defining transition roles, addressing key issues impacting
transition, explaining the underlying systems supporting transition, and
establishing guidance on transition processes and procedures. This
comprehensive approach provides the framework for managing a successful
transition to Networx.

The objective of the TSMP is to present GSA's approach to successfully
managing its role in the transition from current FTS2001 Bridge and
Crossover contracts. It is intended to provide guidance to the GSA
transition team as well as inform Agencies and contractors. The TSMP
also serves as a planning reference to guide Agencies through all phases
of the transition. This document describes the approaches, processes,
factors, and considerations required at the program level for the
transition to Networx.

This document is aimed at a strategy and plan for GSA to provide support
to Agencies during the transition timeframe. In addition the Networx
Program Office of GSA is also developing, implementing and executing
processes for the long term support of the Networx program during the
transition period. Those efforts are not described in this document.

## 1.1 Background

The General Services Administration (GSA), Federal Acquisition Service
(FAS), Integrated Technology Services (ITS) group provides
telecommunications and network services contracts for the use of all
Federal Agencies. As current contracts expire, Agencies rely on GSA to
provide replacement contracts that will ensure the continuity of
mission-critical services.

Accordingly, GSA initiated a follow-on acquisition called Networx to
meet Agency needs for the next-generation of telecommunications and
related information technology (IT) services. Networx will provide
continuity for the services provided by current contracts as well as a
portfolio of new and emerging, next-generation services.

Development of the Networx program has been a collaborative effort
between GSA and the Interagency Management Council (IMC), a body
representing the Agency customers of FAS. The IMC worked in partnership
with senior GSA leadership to identify Networx goals. These goals have
driven Networx program requirements, which GSA developed with Agency
representatives of the IMC. In addition, the Agencies, working closely
with the GSA Networx program team, participated in the definition of the
GSA Networx strategy and detailed requirements for the technical,
pricing, management, operations, and transition elements of the program.

1.1.1 Expiring Contracts (FTS2001 Bridge and Crossover)

GSA has a long-standing history of providing leading-edge
telecommunications services to the Federal Government at best value. In
1998 and 1999, GSA awarded two eight-year follow-on contracts to replace
Federal Technology Service (FTS2000) that provided long-distance
telecommunications services to Federal Agencies. Named FTS2001, these
contracts enhanced and optimized the service offerings of FTS2000 at
significantly lower prices. Subsequently, Crossover contracts that
included long-distance services became available under the FTS2001
Program, providing additional sources and increasing GSA's leverage for
lower prices. FTS2001 contracts expired in 2006 and 2007, while the
subsequent FTS2001 Crossover contracts are set to expire between 2008
and 2010. In an effort to decrease the immediate transition burden on
Agencies migrating from existing FTS2001 contracts, GSA awarded Bridge
contracts that provide for continued service with Sprint and MCI beyond
the December 2006 and January 2007 timeframes respectively. The Sprint
Bridge contract began in December 2006, and MCI's Bridge contract was
awarded in January 2007; both will continue for a minimum of 24 months,
with three (3) six month options to extend beyond the base period.

Note that generally throughout this document the term "FTS2001
contracts" includes both the Bridge and Crossover contracts.

1.1.2 Lessons Learned

GSA and the IMC conducted a thorough analysis of the upcoming Networx
transition in order to avoid similar issues encountered with the FTS2001
transition effort. The results comprise a set of lessons learned that
can be categorized into the following areas:

-   Transition planning

-   Transition execution

-   Transition control, tracking, and monitoring

More detailed information is available in the "FTS2001 Transition
Lessons Learned" document, which is included as Appendix C. GSA and the
IMC's Transition Working Group (TWG) use these lessons learned as a
foundation and guide for transition planning. Further, the Government
Accountability Office (GAO) emphasized the importance of lessons learned
when it audited the transition planning efforts.

## 1.2 Networx Program

GSA Networx provides high-quality telecommunications and network
services and solutions at attractive prices that meet or exceed Agency
mission requirements and conform to Government policies and standards.
GSA anticipates that the unprecedented success of FTS2001, achieved by
aggregating the buying power of Federal Agencies, will continue with
Networx, resulting in continued savings to the Government. GSA Networx
provides continuous competition to satisfy specific networking projects,
emerging requirements, technology refreshment, and access to innovation.

1.2.1 Networx Goals

GSA and IMC representatives established the following program goals for
the Networx program:

-   *Service continuity*:  All services to all locations that are
    currently provided on the FTS2001 and Crossover contracts must be
    included in the Networx program.

-   *Highly competitive prices*:  Prices on the Networx program must
    continue to be better than prices available elsewhere in the
    telecommunications marketplace. 

-   *High-quality service*:  Service on the Networx contracts must be
    provided by reliable providers.  The contracts must include
    enforceable specifications that will ensure high-quality service is
    delivered throughout the term of the contracts.

-   *Full service providers*:  Service providers who are awarded
    contracts on Networx must be capable of providing a broad array of
    services, allowing Agencies to select a single source for multiple
    needs.

-   *Alternative sources*:  Networx must provide access to a broad
    spectrum of industry service providers that give Agencies access to
    innovative developments.

-   *Operations support:*  Networx must improve service management,
    ordering, billing, and inventory management and the information
    systems that support service delivery.

-   *Transition assistance and support*:  The contracts must include
    provisions that facilitate a successful transition. These provisions
    include demonstration of contractors' operational support systems
    (OSS) so transition can begin and proceed efficiently, detailed
    transition reporting, and provisioning Service Level Agreements
    (SLAs) to help ensure timely transition.

-   *Performance-based contracts:*  The contracts must have enforceable
    standards with SLAs.

GSA also identified specific transition goals, and these are discussed
in detail in Section 2.

1.2.2 Networx Contracts

The Networx contracts were awarded as follows:

[ACQUISITION]{.underline} [AWARDED]{.underline}
[CONTRACTORS]{.underline}

Universal March 2007 AT&T, MCI (Verizon Business), and Qwest

Enterprise May 2007 AT&T, MCI (Verizon Business), Level (3), Sprint, and
Qwest

1.2.3 Program Schedule

In partnership with transition stakeholders such as the IMC, GSA is
tracking key programmatic milestones as Agencies prepare for the
transition to Networx. While not transition activities themselves, they
impact transition and are of interest to those concerned with the
success of transition. Awards of the Universal and Enterprise contracts
and the Notice to Proceed to each vendor, signifying the beginning of
performance on the contracts, were the first important milestones. After
award, the Agencies began determining the contractors from whom the
Agencies will order services; this is done through the Fair Opportunity
process. With those decisions made, the Agencies will place their
transition orders, and transition will begin. The timeline for these
activities is depicted in Exhibit 1.2.2 below.

**Exhibit 1.2 Networx Program Schedule**

![](media/image2.wmf)

## 1.3 Transition Strategy Management Plan (TSMP) Document Overview

1.3.1 TSMP Objective

The objective of the TSMP is to present GSA's approach to successfully
managing its role in the transition from the FTS2001 contracts. It is
intended to provide guidance to the GSA transition team as well as
inform Agencies and contractors. The TSMP also serves as a planning
reference to guide Agencies through all phases of the transition. This
document describes the approaches, processes, factors, and
considerations required at the program level for the transition to
Networx.

1.3.2 TSMP Document Scope

-   Provides an overview of each of the characteristics of the
    transition effort.

-   Describes the roles and responsibilities of all involved
    stakeholders.

-   Describes, in detail, each of the transition planning activities to
    ensure transition stakeholders are adequately prepared for
    transition.

-   Discusses GSA's approach to transition management.

-   Discusses the transition support tools that GSA will use and make
    available to Agencies, in order to facilitate each Networx
    transition activity.

-   Discusses the transition cost reimbursement process for Agencies.

-   Describes risk management strategies to mitigate risk during
    transition.

-   Discusses the GSA Transition Coordination Center (TCC), which is the
    liaison between all transition stakeholders to ensure transition to
    Networx runs according to schedule and expectations.

-   Describes GSA's approach to Regional Services transition, which
    consists of moving long-distance services that connect to customers
    through consolidated regional systems.

Appendices provide more detailed information pertaining to transition
planning.

# 2.0 TRANSITION OVERVIEW

Transition is defined as the movement of services from the FTS2001
contracts to Networx and continues until the disconnection of all
services from the FTS2001 contracts. Transition planning, transition
execution, and management activities are critical to the success of the
transition to Networx and require participation by all stakeholders. The
Agencies using FTS2001 services have the primary responsibility for
completing transition successfully. GSA, as the owner of the contracts
and program manager, supports the Agencies by managing the contractors
and providing a Government-wide perspective to planning and execution.

## 2.1 Transition Goals

In line with the Networx program goal of Transition Assistance and
Support, GSA identified four major transition goals, which are described
in this section. These were recognized from GSA and transition
stakeholder planning sessions, and, more specifically, the lessons
learned from the transition from FTS2000 to FTS2001.

### 2.1.1 Minimize Service Impact

It is important to minimize interruptions in Agencies' operations as
services are transitioned from FTS2001 to Networx. One way to manage
this is for Agencies to identify mission critical services to be
transitioned during low risk periods. Similarly, cutovers should be
performed at times of lowest activity whenever possible. Agencies should
also define critical periods of operation during which transitions
should be avoided or more carefully orchestrated, such as during tax
season for the IRS or hurricane season for FEMA. It is also important
that the contractors test new services in advance of the scheduled
cutover time and that GSA manage the contractors to established
procedures for falling back to incumbent services if cutovers fail.

### 2.1.2 Transition Service Prior to FTS2001 Contract Expiration

While the base period of the Bridge contracts will provide FTS2001
services through December 2008, the volume of activity associated with a
transition effort as large as the FTS2001 transition to Networx requires
that GSA and the Agencies begin transition activities as soon as
possible to ensure no break in service due to expiration of the
contracts.

### 2.1.3 Expedite Availability of New Services

The Networx acquisitions includes services currently in use on the
FTS2001 contracts as well as approximately 20 new services that reflect
new technologies and new customer requirements. This provides the
Agencies the opportunity to transform from legacy services to converged
services such as Voice Over Internet Protocol (IP) (VOIP) and to newer
technologies, such as from Asynchronous Transfer Mode (ATM) or Frame
Relay to IP. The combination of more services, greater competition, and
improved performance provide significant incentive to transition to
Networx.

### 2.1.4 Minimize Transition Expense

The costs associated with the Networx transition are directly related to
the overall length and scope of the effort. For example, costs such as
Government staff augmentation and contractor support can be
significantly reduced with proper planning. The need to run parallel
operations during the transition also can significantly impact an
Agency's overall costs for transition. In an attempt to minimize
financial impacts, GSA began working with the Agencies in 2003 to plan
for transition. This planning has provided necessary time to identify
risks and implement mitigation solutions as well as program for
financial resources well in advance.

### 

## 2.2 Overview of Transition Approach

The GAO report, "Full Adoption of Sound Transition Planning Practices by
GSA and Selected Agencies Could Improve Planning Efforts," June 2006
identified best practices for conducting effective transition planning.
In particular, GAO identified five sound transition planning practices:

1.  Establish an accurate telecommunications inventory and an inventory
    maintenance process

2.  Perform a strategic analysis of telecommunications requirements and
    use this to shape the Agency's management approach and guide efforts
    when identifying resources and developing a transition plan

3.  Establish a structured management approach that includes a dedicated
    transition management team that will use clear lines of
    communications in addition to key management processes, such as
    project management, configuration management, and change management

4.  Identify the funding and human capital resources that the transition
    effort will require

5.  Develop a transition plan that includes transition objectives,
    measures of success, and risk assessment, and a detailed timeline.

GSA and the Agencies have been working together for several years to
ensure not only sound transition planning but also execution and
management of transition. In fact, the TWG was formed in 2003 and
currently meets regularly. GSA has taken a strategic role in defining
transition planning, transition execution, management activities and
stakeholders. GSA's approach to planning for transition includes
facilitating the establishment of the inventory to be transitioned and
leading the definition and resolution of program-level factors and
issues. While the Agencies using FTS2001 services have the primary
responsibility for executing transition successfully, GSA supports the
Agencies by managing the contractors and providing a Government-wide
perspective on execution, which includes tracking and facilitating issue
resolution.

GSA's strategic planning activities include:

-   Establishing the inventory of services on existing contracts

-   Estimating the program costs of transition

-   Modifying incumbent FTS2001 contracts to provide greater transition
    support

-   Planning for transition of services delivered through GSA's regional
    offices

-   Addressing the impacts of security compliance on the start of
    transition

-   Standardizing the guidance on who can place orders on the Networx
    contracts

-   Establishing a Transition Coordination Center (TCC)

-   Assessing the readiness of GSA's operational support systems (OSS)
    for transition

-   Offering support to Agencies for transition planning

-   Providing guidance to Agencies for making their fair opportunity
    decisions

-   Guiding the contractors' development of their transition plans

-   Maintaining a master schedule of Government-wide activities.

GSA's role in transition execution and management includes:

-   Advising Agencies on the terms of the contracts regarding
    provisioning services and monitoring progress of service delivery

-   Progress tracking and reporting

-   Communications and issue resolution

-   Transitioning customized solutions

## 2.3 Transition Sequence of Events

There are several key milestones in the Networx program that drive the
schedule for transition events. As discussed in Section 1.2.3, chief
among these milestones is award of the contracts and subsequent Notice
to Proceed. Since Networx contractors may not process orders until they
have successfully demonstrated their OSS meet the verification
requirements for ordering and billing and for federal security policies,
these achievements are also important to the schedule. Driving the
schedule for the completion of transition are the terms of the Bridge
contracts.

The Networx transition schedule identified in Exhibit 2.3 below
highlights several significant transition activities and their expected
timeframes as part of the Networx program schedule.

-   *Validation of Transition Baseline Inventory:* Inventory has been
    identified as a critical success factor for effective transitions.
    GSA and transition stakeholders have collected FTS2001 contract data
    to develop a comprehensive inventory. Agencies will then validate
    the inventory data. In order to establish a baseline for tracking
    transition progress, GSA took a snapshot of the inventory just prior
    to the Agencies' beginning to place orders. This becomes the
    Transition Baseline Inventory (TBI). As transition proceeds, new
    FTS2001 orders and disconnects from FTS2001 will continue to be
    maintained in the TBI database.

-   *Fair Opportunity for Reimbursement:* GSA will reimburse Agencies
    for certain transition costs, provided those Agencies meet specific
    criteria. One of those criteria is to complete the Fair Opportunity
    decisions for services to be transitioned.

-   *GSA Recommendations:* To further expedite transition, GSA
    recommends Agencies make the majority of their Fair Opportunity
    decisions by March 2008, submit the majority of their transition
    orders by January 2009, and submit their disconnects by January
    2010.

-   *Submit Disconnects for FTS2001:* As mentioned previously, the end
    of the Bridge contracts signifies the latest time by which all
    services must be disconnected from those contracts, whether the
    services transition to Networx or not.

-   *E-MORRIS:* Enhanced Monthly Online Records and Reports of
    Information Technology Services (E-MORRIS) is an internal OSS GSA
    uses to process inventory and billing information. E-MORRIS will
    process the first invoices and inventory data for Networx.

**Exhibit 2.3 Networx Transition Schedule**

![](media/image3.wmf){width="6.495833333333334in" height="3.84375in"}

# 3.0 Transition Roles and Responsibilities

The primary stakeholders in Networx transition include all who are
responsible for planning, executing, and managing the transition.
Exhibit 3.0 presents the five major groups of Networx transition
stakeholders: GSA Transition Team, IMC, TWG, Agencies, and contractors
for FTS2001 and Networx contracts. Although some of these groups include
many of the same people, the role the group members fill differs across
the groups. GSA's Technology Service Managers (TSMs formerly known as
GAMs) also have a significant role in transition, as they are often the
primary interface between GSA and the Agencies. In addition, Contract
Management comprises the program offices for FTS2001 and Networx, who
work closely with the transition team on matters impacting the success
of transition.

**Exhibit 3.0 Transition Stakeholders**

![](media/image4.wmf)

Each group of transition stakeholders is discussed in more detail in the
subsequent sections of this chapter.

## 3.1 GSA Transition Team

The GSA Transition Team is comprised of three interdependent functions:
GSA Transition Planning and Management, the Transition Coordination
Center (TCC), and Regional Services. The GSA Transition Team is
responsible for providing oversight of the activities for the FTS2001
and Networx programs that are directly related to transition.

3.1.1 GSA Transition Planning and Management

The GSA Transition Planning and Management team includes the overall
planning, execution and management of transition from GSA\'s
perspective. The GSA Transition Manager leads the Transition Planning
and Management team and is responsible for managing all aspects of
transitioning services from the FTS2001 contracts to Networx. The
Transition Manager is supported by a dedicated transition team to help
coordinate the execution of transition tasks and activities, including
transition planning, transition oversight, and project management.
Exhibit 3.1.1 documents the roles and responsibilities of this team.

Exhibit 3.1.1 GSA Transition Planning and Management Roles and
Responsibilities

  ----------------- -------------- ------------------------ ----------------------------
  **Stakeholder**   **Transition                            **Transition Role Details**
                    Roles**                                 

  **GSA Transition                 Transition Activities    Coordinate activities of GSA
  Planning and                                              Transition Planning and
  Management Team**                                         Management Team and TCC,
                                                            GSA's support contractors,
                                                            Agency Transition Managers,
                                                            and Networx contractors.

                                   Networx Transition       In conjunction with TWG and
                                   Strategy                 Agencies' Transition
                                                            Managers (TMs), develop and
                                                            disseminate strategic
                                                            guidance and Government-wide
                                                            plans. Develop overall
                                                            strategy for transitioning
                                                            to the Networx contracts
                                                            that takes into account
                                                            requirements of the Agencies
                                                            as well as GSA.

                                   Transition Strategy and  Develop TSMP to describe how
                                   Management Plan (TSMP)   the transition will be
                                                            conducted to include
                                                            processes and timelines
                                                            needed to meet the
                                                            requirements of the overall
                                                            transition effort.

                                   Agencies' Guidance       Participate as a member of
                                                            the TWG in defining,
                                                            developing, and
                                                            disseminating guidance to
                                                            customer Agencies regarding
                                                            the Networx transition
                                                            effort.

                                   Networx Contract         Enforce compliance with
                                   Compliance               Government responsibilities
                                                            for transition in the
                                                            Networx contracts.

                                   TCC Management           Manage the overall operation
                                                            of the TCC and transition
                                                            efforts.

                                   Planning and Execution   Coordinate transition
                                   with Regional Services   planning and execution
                                                            activities with Regional
                                                            Services.

                                   Agency Assistance        Provide guidance and
                                                            assistance to Agencies for
                                                            the transition to Networx.

                                   Performance Monitoring   Monitor Networx contractors'
                                                            performance during the
                                                            transition.

                                   Program Management       Provide program management
                                                            and control for transition,
                                                            including maintaining master
                                                            schedule for transition.

                                                            Define the roles and
                                                            responsibilities of GSA
                                                            organizations and teams
                                                            supporting transition and
                                                            establish interfaces to
                                                            them.

                                   Coordination with        Support GSA management in
                                   Oversight Stakeholders   its coordination with
                                                            external stakeholders such
                                                            as Congress, the Office of
                                                            Management and Budget (OMB),
                                                            and the GAO concerning the
                                                            Networx transition.

                                   Program Analysis         Complete an estimate of
                                                            program costs of transition
                                                            and manage expenditure of
                                                            budgeted monies
  ----------------- -------------- ------------------------ ----------------------------

3.1.2 GSA Transition Coordination Center (TCC)

The TCC is a GSA organization headed by the TCC Manager and reporting to
the GSA Transition Manager. The TCC Manager is the primary interface
between the TCC, TWG, Agency Transition Managers, and transition teams
of the FTS2001 and Networx contractors. Exhibit 3.1.2 identifies the
functions that comprise the TCC. Section 9 describes the TCC concept of
operations.

**Exhibit 3.1.2 GSA TCC Roles and Responsibilities**

  ----------------- --------------------- -----------------------------------
  **Stakeholder**   **TCC Team**          **Transition Role Details**

  **Transition      Cut Team              Provide cutover assistance to TCC
  Coordination**                          customers as required.

                    Systems Support Team  Perform system development,
                                          administration, maintenance, and
                                          troubleshooting of the software
                                          applications that support the TCC.

                    Operations Team       Conduct the day-to-day TCC
                                          activities, which include: tracking
                                          action items, managing day-to-day
                                          assignments of work schedules,
                                          developing Standard Operating
                                          Procedures (SOPs), conducting TCC
                                          internal training, tracking and
                                          reporting on transition, and
                                          managing trouble tickets.

                    Project Management    Develop and maintain a schedule of
                    and Control Team      all TCC activities, manage and
                                          administer the TCC contractors'
                                          performance under their Task Order,
                                          and provide oversight of the other
                                          TCC teams' activities.

  **Regional                              Serve as liaison to the Regional
  Transition                              Transition Managers that are
  Support**                               located throughout the eleven GSA
                                          regions.

                                          Facilitate resolution of issues
                                          that affect multiple customers and
                                          multiple regions.
  ----------------- --------------------- -----------------------------------

3.1.3 GSA Regional Support

GSA Regional Services is responsible for planning and coordinating the
transition from FTS2001 to Networx for the Agencies who have service
through the regions' consolidated systems. Exhibit 3.1.3 summarizes the
roles and responsibilities of GSA Regional Services for Networx
transition. The Regional Support liaison function will coordinate
between the TCC and Regional Services. Additional information regarding
Regional Services is available in Chapter 10.

Exhibit 3.1.3 Regional Services Roles and Responsibilities

  ----------------- ------------------------ -------------------------------
  **Stakeholder**   **Transition Roles**     **Transition Role Details**

  **GSA Regional    Regional Transition      Provide transition support for
  Services**        Managers (RTMs)          the consolidated systems in
                                             their regions. Track and report
                                             the to the TCC completion of
                                             transition orders for their
                                             specific regions.

                    Transition Plans         Develop regional transition
                                             plans.

                    Assessments              Perform regional assessments.

                    Resources                Identify regional transition
                                             resource requirements.

                    Communication            Communicate with customers on a
                                             local, regional, and national
                                             level and with the TCC.

                    Participation            Participate in transition and
                                             acquisition working groups and
                                             work with the Networx PMO and
                                             Transition Team to resolve
                                             issues and assist customers
                                             with using Networx in
                                             conjunction with regional
                                             contracts.
  ----------------- ------------------------ -------------------------------

## 3.2 Technology Service Managers (TSMs)

TSMs are GSA FAS personnel assigned to specific Agencies and who serve
as the customer\'s single point of contact for network services. TSMs
serve as an Agency's first line of communication with GSA. They
coordinate with the TCC to provide customer outreach as required. TSMs
provide advisory and education services to major Agencies; however, they
will not provide dedicated support for transition execution. The Networx
PMO (NxPMO) Help Desk (see Section 7.3) will be the primary interface to
GSA (specifically the TCC) for transition support. The Communications
Plan in Appendix F contains additional information on the role of the
TSMs in communications between Agencies and GSA.

## 3.3 Contract Management and Support

Contract Management is responsible for overall life-cycle management of
the FTS2001 and Networx contracts and supports transition through
Subject Matter Experts (SMEs) in the areas of inventory, billing,
ordering process, contract deliverables, GSA OSS, FTS2001 and Networx
OSS, contract modifications, the Statement of Work (SOW) process, and
other topics that, while not specifically transition, certainly impact
the success of transition. SMEs have an in-depth understanding of
telecommunications technology and the Networx contracts. They will
coordinate with Agency personnel and contractors (FTS2001 and Networx)
as needed throughout the life of the contract.

## 3.4 Interagency Management Council (IMC)

The IMC serves as an advisory body for the development, coordination,
and oversight of telecommunications programs pertaining to the Federal
Government and related activities and organizations. The IMC is
comprised of senior Federal executives representing fourteen (14)
Cabinet-level departments and several other Agencies. The IMC also
provides a forum for Agency participation in the planning and oversight
of GSA's telecommunications services. Additionally, the IMC resolves
issues escalated by the IMC TWG as needed.

## 3.5 IMC Transition Working Group (TWG)

The IMC TWG is responsible for channeling Agency issues to the
appropriate groups including the IMC and other key stakeholders in order
to provide meaningful guidance on transition issues. As an active member
of the TWG, GSA facilitates resolution of TWG issues in coordination
with the TWG Chairperson. GSA is responsible for capturing all Agency
issues, providing guidance where necessary, and tracking the issues
through resolution.

The TWG promotes collective Government planning related to the
transition from expiring FTS2001 contracts to the Networx contracts. The
TWG has encouraged Agencies to send representatives to TWG meetings in
order to voice transition concerns, seek guidance on transition issues,
and learn about transition best-practices. Specifically, the TWG
addresses technical, contractual, operational, political, and financial
aspects of the FTS2001 and Networx contracts.

## 3.6 Agencies 

The primary responsibility of each Agency is to manage and monitor all
activities and functions relative to the Agency-level transition to
Networx. All Agencies have appointed a Transition Manager and a
Transition Team to coordinate the transition activities within the
Agency.

### 3.6.1 Agency Transition Manager

Each Agency's Chief Information Officer, or other authority as
appropriate, appoints an Agency Transition Manager. GSA hosts regular
meetings of all TMs to pass along information, conduct workshops,
deliver training, and other communication of decisions, plans, and
helpful resources that come from the TWG. Exhibit 3.6.1 identifies the
roles and responsibilities of Agency Transition Managers.

Exhibit 3.6.1 Agency Transition Manager Roles and Responsibilities

+----------------+---+---------------------+-------------------------------+
| *              | * |                     | **Transition Role Details**   |
| *Stakeholder** | * |                     |                               |
|                | T |                     |                               |
|                | r |                     |                               |
|                | a |                     |                               |
|                | n |                     |                               |
|                | s |                     |                               |
|                | i |                     |                               |
|                | t |                     |                               |
|                | i |                     |                               |
|                | o |                     |                               |
|                | n |                     |                               |
|                | R |                     |                               |
|                | o |                     |                               |
|                | l |                     |                               |
|                | e |                     |                               |
|                | s |                     |                               |
|                | * |                     |                               |
|                | * |                     |                               |
+----------------+---+---------------------+-------------------------------+
| **Agency       |   | Address             | Engage Agency staff to        |
| Transition     |   | Requirements        | address requirements for :    |
| Manager**      |   |                     |                               |
|                |   |                     | \- Personnel                  |
|                |   |                     |                               |
|                |   |                     | \- Financial Resources        |
|                |   |                     |                               |
|                |   |                     | \- Critical functions         |
|                |   |                     |                               |
|                |   |                     | \- Inventory Validation.      |
+----------------+---+---------------------+-------------------------------+
|                |   | Issue Escalation    | Escalate issues to TWG or     |
|                |   |                     | Agency Management as          |
|                |   |                     | appropriate.                  |
+----------------+---+---------------------+-------------------------------+
|                |   | Program Management  | Provide overall program       |
|                |   | Support             | management support of the     |
|                |   |                     | Agency's transition to        |
|                |   |                     | Networx.                      |
+----------------+---+---------------------+-------------------------------+
|                |   | Transition          | Plan and prepare              |
|                |   | Strategies          | Agency-specific transition    |
|                |   |                     | strategies.                   |
+----------------+---+---------------------+-------------------------------+
|                |   | Execution           | Execute activities of the     |
|                |   | Activities          | overall transition to ensure  |
|                |   |                     | that FTS2001 services are     |
|                |   |                     | transitioned to Networx       |
+----------------+---+---------------------+-------------------------------+
|                |   |                     | Ensure new orders are placed  |
|                |   |                     | in a timely manner.           |
+----------------+---+---------------------+-------------------------------+
|                |   | Agency-Level        | Serve as the designated point |
|                |   | Support             | of contact for the planning   |
|                |   |                     | and management of all         |
|                |   |                     | transition activities.        |
+----------------+---+---------------------+-------------------------------+
|                |   | Transition Team     | Serve as the interface to the |
|                |   | Interface           | GSA Transition Team.          |
+----------------+---+---------------------+-------------------------------+
|                |   | OSS Access          | Submit or validate and        |
|                |   |                     | forward requests for Agency   |
|                |   |                     | personnel to access           |
|                |   |                     | transition systems in order   |
|                |   |                     | to centrally control who has  |
|                |   |                     | what authorities within each  |
|                |   |                     | system.                       |
+----------------+---+---------------------+-------------------------------+

### 3.6.2 Agency-Level Transition Team

### 

Agency-Level Transition Teams, if needed, will provide sub-Agency and
local level support, Agency transition support, and FTS2001 contract
support. Exhibit 3.6.2 identifies some possible roles and
responsibilities of Agency-Level Transition Teams, which include the
Designated Agency Representatives (DARs) who place and manage orders
following the ordering process as defined in the FTS2001 and Networx
contracts.

Exhibit 3.6.2 Agency-Level Transition Team Roles and Responsibilities

  ------------------ -------------------- --------------------------------
  **Stakeholder**    **Transition Roles** **Transition Role Details**

  **Agency           Sub-Agency and Local Serve as the interface to the
  Transition Team**  Level Support        Local Government Contacts (LGCs)
                                          or end-user customers.

                                          Provide Fair Opportunity support
                                          using the Networx contracts.

                                          Distribute transition
                                          information to the Agency.

                     Transition Support   Support the GSA Transition
                                          Manager in establishing an
                                          FTS2001 Transition Baseline
                                          Inventory (TBI)

                                          Alert the Agency Transition
                                          Manager to any Agency-specific
                                          challenges.

                                          Review site transition plans as
                                          needed.

                                          Prepare, process, and validate
                                          all Networx service orders
                                          (performed by the DAR).

                                          Validate and place FTS2001
                                          disconnect requests (performed
                                          by the DAR).

                                          Report transition status to the
                                          Agency Transition Manager.

                                          Ensure orders are processed and
                                          accepted within the prescribed
                                          intervals or timelines.

                                          Alert the Agency Transition
                                          Manager of obstacles and/or
                                          delays in executing transition.
  ------------------ -------------------- --------------------------------

Additional information on Agency-level transition planning is available
in Section 4.9.

### 3.6.3 Local Government Contacts (LGCs)

LGCs are technical contacts at service delivery points or Agencies'
sites who work in conjunction with FTS2001 contractors, Networx
contractors, Agencies, and other transition stakeholders to successfully
transition services to Networx. Exhibit 3.6.3 presents the roles and
responsibilities of LGCs.

Exhibit 3.6.3 Local Government Contacts Roles and Responsibilities

  ----------------- ---------------------- -------------------------------
  **Stakeholder**   **Transition Roles**   **Transition Role Details**

  **Local           Provide Site Access    Coordinate site visits.
  Government                               
  Contact (LGCs)**                         

                                           Review contractor credentials.

                                           Coordinate site access.

                    Coordinate Government  Receive need for Government
                    Furnished Property     Furnished Property (GFP).

                                           Coordinate delivery of GFP.

                    Installation           Review orders to prepare for
                    Coordination           installation.

                                           Communicate with the Networx
                                           contractor(s) and site
                                           contacts.

                                           Ensure site, equipment, and
                                           resources are prepared.

                    Changes or             Receive notifications from
                    Notifications          contractor(s) on changes or
                                           problem notifications of
                                           transition orders.

                                           Verify impact of changes or
                                           problems.

                                           Coordinate with local points of
                                           contact to resolve problems
                                           that may arise.

                                           Manage change requests.

                    Test and Service       Coordinate and oversee test and
                    Acceptance             acceptance procedures.

                                           Test services as provided.

                                           Report and resolve issues with
                                           the Networx contractor(s)
                                           regarding faulty service.

                                           Issue acceptance notices as
                                           required by Agencies.
  ----------------- ---------------------- -------------------------------

## 3.7 FTS2001 Contractors

FTS2001 contractors have a critical role in the cutover and ultimate
disconnection of services from their contracts. They participate in
service-by-service transition planning activities and interact with the
GSA Transition Team, Agencies, and Networx contractors. The FTS2001
contractors are responsible for coordinating with Agencies and Networx
contractors to disconnect all FTS2001 services as requested by the
Agencies. Additionally, the FTS2001 contractors will interact with the
GSA TCC by providing transition status reports. The GSA TCC Team will
use these reports to track overall progress as Agencies transition to
Networx. Exhibit 3.7 below identifies the specific roles and
responsibilities of FTS2001 contractors.

Exhibit 3.7 FTS2001 Contractors' Roles and Responsibilities

  ------------------ -------------- --------------------- ------------------------------
  **Stakeholder**    **Transition                         **Transition Role Details**
                     Roles**                              

  **FTS2001                         Provide Transition    Assist Agency efforts to
  Contractor**                      Planning Support      prepare for transition
                                                          execution, such as to develop
                                                          baseline inventory, determine
                                                          system requirements, and
                                                          gather site-specific
                                                          information.

                                    Identify a Transition Select a TPOC to facilitate
                                    Point of Contact      the transition of services to
                                    (TPOC)                the Networx contract.

                                    Participate in        Participate in a detailed
                                    Detailed              service-by-service transition
                                    Service-by-Service    planning with Networx
                                    Transition Planning   contractors beginning with the
                                                          award of the Networx contract
                                                          and continuing until the last
                                                          circuit is disconnected.

                                    Provide Circuits as   Support the Network Interface
                                    Gateways Required to  Facilities (NIF) for gateways
                                    Interface with        in accordance with service
                                    Successor Provider    orders placed by GSA. GSA will
                                    Networks              coordinate the NIF
                                                          requirements with the Networx
                                                          contractor prior to placing
                                                          service orders.

                                    Provide Transition    Provide additional
                                    Support Data          provisioning information to
                                                          the Agency Transition Manager
                                                          or Local Government Contact on
                                                          the transitioning service
                                                          within two weeks of receiving
                                                          the request. FTS2001
                                                          contractors are not required
                                                          to provide proprietary details
                                                          of the network internals.

                                    Prepare Routing       Prepare, pre-test, and
                                    Translations and      activate network routing and
                                    Orders                trunking translations, and
                                                          other required software
                                                          changes with the Networx
                                                          contractor on a coordinated
                                                          basis. Networx contractors
                                                          must provide a minimum of two
                                                          weeks for testing.

                                    Support Pre-Cutover   Support pre-cutover testing
                                    Testing               and access to the network of
                                                          the Networx contractor during
                                                          normal business days (NBD).
                                                          The Networx contractor must
                                                          provide a minimum of two weeks
                                                          notice of testing dates to the
                                                          FTS2001 contractor.

                                    Support Fall Back     Provide fallback capabilities
                                    Requests              if a transition cutover fails
                                                          or there is a problem with the
                                                          Networx contractor's service
                                                          after cutover.

                                    Provide Transition    Present weekly
                                    Status Reports        transition/phase-out status
                                                          report to the GSA Transition
                                                          Manager and the Agency
                                                          Transition Manager. The report
                                                          contents and data elements
                                                          must conform to the FTS2001
                                                          contractual reporting
                                                          requirements.
  ------------------ -------------- --------------------- ------------------------------

## 3.8 Networx Contractors

The Networx contractors are responsible for delivering services ordered
by Agencies in compliance with the Networx contracts. Networx
contractors will work directly with Agency representatives to provide
transition planning, transition execution, and communication support,
with GSA's oversight. Networx contractors will also coordinate essential
transition activities with the GSA TCC to ensure that Agencies receive
quality service with an emphasis on making transition successful. Toward
that end, service level agreements (SLAs) on the Networx contracts are
in full effect during transition. Exhibit 3.8 identifies the roles and
responsibilities of Networx contractors.

Exhibit 3.8 Networx Contractors' Roles and Responsibilities

  ----------------- ---------------------- -------------------------------
  **Stakeholder**   **Transition Roles**   **Transition Role Details**

  **Networx         Transition Planning    Provide transition planning
  Contractors**     Support                documents as specified in the
                                           contract, including Transition
                                           Management Plan (TMP),
                                           Agency-Level Transition Plans
                                           (ALTP), and Transition Project
                                           Specific Plans (TPSP).

                                           Provide guidance to GSA and the
                                           IMC relative to industry
                                           issues, interests, and best
                                           practices.

                    Transition Execution   Accept and acknowledge orders.
                    Support                

                                           Provide services ordered within
                                           contractual intervals.

                                           Conduct cutover of service.

                                           Provide the status of
                                           transition activities.

                                           Support efforts of Agency and
                                           contractors to mitigate
                                           schedule issues while meeting
                                           provisioning SLAs.

                    Communications Support Provide *Transition Action
                                           Notices* that describe
                                           transition activities scheduled
                                           for execution in sixty (60)
                                           days.

                                           Provide *GO/NO-GO Transition
                                           Notices* that alert recipients
                                           to the status of transition
                                           cutovers or other significant
                                           activities scheduled within the
                                           next 24 to 48 hours.

                                           Provide *Weekly Transition
                                           Planning Reports* that describe
                                           progress in scheduling
                                           transitions.

                                           Provide *Weekly Transition
                                           Execution Reports* that
                                           describe progress in completing
                                           transitions.
  ----------------- ---------------------- -------------------------------

# 

# 4.0 Transition Planning

Transition planning encompasses anticipating and addressing all the
possible factors affecting the start and successful completion of
transition. These activities include: establishing inventory, estimating
and budgeting for transition costs, modifying incumbent FTS2001
contracts, developing Regional Services coordination, addressing
Certification & Accreditation (C&A) concerns, documenting Designated
Agency Representative (DAR) Guidelines, establishing the Transition
Coordination Center (TCC) and contractor support, developing enhanced
operational support systems (OSS), advocating Agency-level transition
planning, supporting Fair Opportunity, analyzing contractors' transition
plans, developing Networx transition schedules, and defining an approach
for prioritizing transition orders during crises on a large scale or
across multiple Agencies.

## 4.1 Inventory Establishment

Establishment of an FTS2001 baseline inventory ensures all stakeholders
have a comprehensive understanding of the services that must be
disconnected and provides information for planning for the initial
growth of services on Networx. Inventory establishment, that is, the
development of Transition Baseline Inventory (TBI), is a necessary
requirement for a successful transition as identified in the FTS2001
Lessons Learned document (Appendix C). GSA's role relative to inventory
establishment is to assist Agencies in developing an accurate baseline
inventory. An accurate and complete inventory will:

-   Establish a validated baseline inventory that accurately identifies
    the services to be transitioned and subsequently disconnected

-   Provide a baseline of record for measuring transition progress in a
    consistent manner across all Agencies, vendors, and services

-   Provide input to the Networx Pricer in order to facilitate Agency
    Fair Opportunity planning

-   Serve as an input to the Transition Information Portal (TIP) (see
    Section 7.2) for transition tracking

-   Support the transition credit process.

The TBI has evolved through a period of development and continuous
building of the data therein. GSA populated TBI with data from the
FTS2001 contractors and merged it with billing data GSA routinely
receives. In January of 2007 GSA released the TBI into production and
gave Agencies access to validate their records it contained or to upload
their own data from Agency-specific databases. At the end of this
validation period, GSA took a snapshot of the data to form the baseline
from which to measure transition progress. Also during the validation
period, GSA provided the list of street addresses from TBI to Telcordia
to validate as many addresses as possible and their formats prior to
Agencies placing orders. This should minimize provisioning errors or
delays resulting from unknown addresses.

Although Agencies are not required to use the TBI application, there are
several significant reasons for Agencies to validate the data. First and
foremost, it will become the database of record for GSA's reporting of
transition progress, Government-wide and Agency- or vendor-specific, and
Agencies should use this as a basis for their internal reporting needs.
One of the lessons learned from the previous transition prescribed
single-source reporting to avoid conflicting data. Also, GSA has
recommended that Agencies who do not have an existing FTS2001 inventory
use the TBI application for transition planning. The application will
provide a starting point for Agencies to establish their validated
baseline inventory.

The TBI application and how it is used for tracking transition are
discussed in greater detail in Sections 7.1 and 7.2.

## 4.2 Estimate and Budget for Transition Costs and Reimbursement to Agencies

Transition costs can be separated into component elements that are
either the responsibility of the Networx program or of the Agencies. The
Networx program will reimburse certain transition costs the Agencies
incur in order to reduce the financial burden of transitioning from the
expiring contracts. The Taxonomy developed by the TWG and signed by the
IMC identifies the transition cost elements to be borne by the Networx
program and by the Agencies.

GSA completed a detailed, comprehensive estimate and budget for Networx
transition costs for program-level support and certain costs GSA will
reimburse to the Agencies, as defined in the Taxonomy. It is based on
similar costs to transition to FTS2001, a projection of traffic and
service mix from what is on FTS2001 to what can be expected on Networx,
and an assumption of how much FTS2001 service will actually undergo
physical transition to a new service provider on Networx. The transition
estimate applies to Networx program costs only and does not include
Agency-specific costs. A detailed white paper describing the methodology
is available to Government personnel. GSA has budgeted for the FTS2001
transition to Networx through the Acquisition Services Fund (formerly
known as the IT Fund-299X).

GSA subsequently developed a detailed process for reimbursing Agencies
those costs identified as Networx program costs. It became incorporated
into the Taxonomy on May 31, 2007, and the IMC approved it June 11,
2007. This process will form the basis for development of an application
to administer the process in E-MORRIS.

## 4.3 Modify Incumbent FTS2001 Contracts

The incumbent FTS2001 contracts were modified to ensure that appropriate
contractor assistance will be provided throughout the FTS2001 to Networx
transition. Coordination with FTS2001 contractors was identified as a
significant lesson learned for the FTS2001 transition. Therefore, GSA
negotiated modifications with each of the FTS2001 contractors to ensure
their involvement in the transition to Networx.

The FTS2001 contract modification includes those responsibilities
defined in Section 3.7, above, which include, but are not limited to the
following activities:

-   Assisting GSA and Agencies in planning for transition to Networx by
    gathering FTS2001 inventory data, system requirements, and site
    specific information

-   Participating in service-by-service transition planning and
    execution activities with the ordering Agency and Networx
    contractor(s)

-   Providing weekly transition status reports based on disconnected
    FTS2001 services during the previous reporting period

Note that the Networx contracts have been structured so that these
transition support requirements are included, eliminating the need to
add them for future transitions.

## 4.4 GSA Regional Services

GSA Regional Services' role in transition planning is to coordinate with
Agencies to establish processes for the transition of local services
delivered through the Regional consolidated systems. Currently, Regional
Services is conducting the following transition planning activities:

-   Reviewing lessons learned from previous transitions

-   Developing regional transition plans to accommodate various
    scenarios

-   Documenting transition-related processes

-   Performing regional assessments

-   Identifying resource requirements

-   Identifying GSA regional transition managers and other points of
    contacts (POCs) at both the national and field levels

-   Preparing guidelines for using the Networx contracts in conjunction
    with regional contracts

Regional Services can help to reduce or eliminate potential risks to
Agencies by sharing lessons learned from prior transitions, implementing
best practices, and providing expertise in resolving challenging
transition issues. Additional details on Regional Services can be found
in Section 10 and in the Regional Transition Plan that GSA published
separately.

## 4.5 Certification & Accreditation (C&A) Concerns

The Federal Information Security Management Act (FISMA) sets
requirements for protecting Government data and mandates a certification
and accreditation (C&A) process within each Agency for the systems it
uses to store, process, and transmit the data. The TWG developed a
series of concerns it raised to GSA with regard to the impact of C&A on
the transition to Networx. Specifically, the TWG's concerns and issues
and current status are described below in Exhibit 4.5.

**Exhibit 4.5 C&A Concerns/Issue Resolution**

  ---------- ------------------------- ------------------------ ------------
  **Issue    **Description**           **OMB Guidance**         **Current
  Number**                                                      Status**

  1          The impact of transition  Only the Agencies can    Closed
             on existing C&As          determine the impact of  
                                       transition on their      
                                       existing C&As            

  2          The ability for Agencies  OMB does not recognize   Closed
             to use an Interim         IATOs                    
             Authority to Operate                               
             (IATO) when transitioning                          
             services that use the                              
             public telecommunications                          
             network                                            

  3          The ability of the        OMB does not expect the  Closed
             Government to C&A the     Government to C&A the    
             public network            public network           

  4          The responsibilities of   GSA published guidelines Closed
             Agencies, such as GSA,    identifying the          
             that provide contracting  appropriate reviews,     
             vehicles for              reports, and other       
             telecommunications        information documenting  
             services                  contract compliance that 
                                       Agencies need to assist  
                                       them in certifying their 
                                       networks                 
  ---------- ------------------------- ------------------------ ------------

As a result of the meeting with OMB to obtain further guidance on each
concern, GSA was tasked with developing a series of documents, which
would in turn, resolve Issue 4. These documents consisted of the
following:

-   A "crosswalk" of the security requirements on FTS2001 to Networx.

-   A list of security requirements for Networx service providers on
    Government contracts.

-   A list of actions of administrators of Networx services contracts to
    monitor contractor's adherence to security requirements.

These documents have been completed and distributed to Agencies through
the TWG to aid in transition planning efforts.

## 4.6 Designated Agency Representative (DAR) Guidelines

As part of the transition planning process, GSA has advised Agencies to
designate DARs and DAR Administrators. DARs are individuals appointed by
each Agency and are responsible for placing and managing orders for
their respective Agency. The DAR Administrator, who is also appointed by
an Agency, is an individual responsible for maintaining the list of
DARs, providing instruction and training for DARs, and providing Agency
Hierarchy Codes (AHCs) for ordering. GSA will track Agencies'
designation of DAR Administrators as an indication of Agency
preparedness for the transition.

GSA developed a set of DAR Guidelines to provide Agencies with
additional guidance on the DAR roles and responsibilities for the
Networx contract. The DAR Guidelines provide a general set of guidelines
for individuals appointed as DARs and DAR Administrators and clarifies
that DARs are authorized to place orders on the Networx contracts. The
DAR Guidelines have been completed and distributed to Agencies through
the TWG.

## 4.7 Contractor Support for the Transition Coordination Center (TCC)

GSA's TCC assists transition stakeholders, is staffed by GSA and
contractor support, and became operational at Networx Universal contract
award. GSA awarded a task order in February 2007 to acquire contractor
support for the TCC from three telecommunications consulting firms:
Apptis, CACI, and GTI. The TCC contractors support the TCC in the roles
and responsibilities identified in Section 3.1.2, above, by providing
the following functions:

-   Strategic guidance

-   Customer outreach

-   Cutover assistance

-   Agency-specific transition support

-   TCC operations

-   Transition tracking and reporting

-   Tier 2 and Tier 3 Help Desk referrals.

Section 9.0 describes the TCC.

## 4.8 GSA's Operational Support System (OSS) Enhancements

GSA has developed and enhanced several OSS tools to assist Agencies as
they prepare to transition to the Networx contracts. GSA OSSs such as
the TBI, TIP and Networx Pricer will ensure that Agencies are provided
with sufficient resources to effectively transition to the Networx
contracts. Section 7.0 describes each of the transition support tools in
greater detail.

## 4.9 Agency Level Transition Planning

In coordination with the TWG, GSA provides guidance through a variety of
documents to support Agency level transition planning activities.
Documents such as the TWG Pre-Award Transition Guide, DAR Guidelines,
and various templates for Agencies to use at their discretion have been
and are being developed to provide Agencies with specific transition
planning guidance. With regard to transition planning, GSA expects
Agencies to:

1.  Establish a transition baseline inventory of their FTS2001 services

2.  Prioritize their services to be transitioned

3.  Develop transition schedules and share them with GSA

4.  Conduct risk management activities in order to minimize transition
    risks

5.  Copy GSA on the appointment letters for DAR Administrators and DARs

6.  Notify GSA of Fair Opportunity decisions the Agency has made

7.  Support GSA in reporting valid transition progress status.

Effective planning will best prepare an Agency to transition to Networx
by defining what services will be transitioned, how the transition will
be executed, and by whom. While GSA is not expecting Agencies to develop
formal transition plans, some Agencies may choose to do so. GSA would
like to receive a courtesy copy of any Agency plans so that GSA is aware
of Agency requirements, critical needs, mission impacts, schedules,
priorities, and approaches to factor them into GSA's management
approach. At a minimum, GSA needs to know each Agency's high-level
approach to transition, including how it expects to group services and
sequence them for transition, the target timeline, and any
mission-critical factors.

Additionally, most Agencies have appointed Transition Managers who are
responsible for key aspects of the transition including planning,
execution, tracking, and reporting of their Agency's process. GSA has
asked the TMs to identify what level will maintain transition
responsibility, whether it be at the headquarters level or distributed
among Agency Bureaus or other subcomponents and to provide points of
contact for those levels. The establishment of Agency points of contact
is a significant step in transition planning and ensuring proper
communication to all transition stakeholders. Transition Managers will
act as the lead contact for the Agencies with FTS2001 and Crossover
contractors, Networx contractors, and GSA. They will also carry out the
roles and responsibilities as previously defined in Section 3.6.1,
above.

## 4.10 GSA Support for Fair Opportunity

GSA will support the Fair Opportunity process by providing resources to
aid in Agencies' Fair Opportunity planning activities and by monitoring
their Fair Opportunity selections. Because the details of the Fair
Opportunity process will likely vary based on each Agency's mission and
transition requirements, GSA has advised each Agency to develop its
processes based on its own unique Agency requirements. The TWG has
developed additional Fair Opportunity guidance to ensure Agencies are
adequately prepared to plan for Fair Opportunity; this Fair Opportunity
guidance is available on the Networx Transition website, which is a link
off the Networx website at www.gsa.gov/networx. Further, GSA provided a
Fair Opportunity and SOW Guide for the SOW process as defined in the
Networx contracts; Agencies may go to the Networx website or contact
their TSMs for a copy of this Guide. Lastly, GSA and the TWG have
established an estimated timeline for completing Fair Opportunity to
ensure Agencies transition in a timely manner. GSA will then track each
Agency's first Fair Opportunity decision as an indicator of Agency
preparedness for transition and the receipt of notification of the final
Fair Opportunity decision as a criterion for transition reimbursement.

## 4.11 Contractors' Transition Plans

GSA is responsible for ensuring the Transition Management Plans (TMPs)
from the Networx contractors meet the terms of the contracts. In
preparation for Networx award, GSA validated that the TMPs addressed all
requirements in Section C.4.4.2.1 of the Networx RFP. While reviewing
each Contractor's TMP post award, GSA identified issues, risks, and
potential conflicts with the Government's plans. GSA will publish
summaries of the plans for the TCC's and Agencies' reference and has
made the plans themselves available to the Agencies to review.

## 4.12 Schedule Development

GSA established, and the TWG approved, a transition schedule with
appropriate milestones to address the various activities that occur
during transition planning and transition execution. This schedule
appears in Section 2.3, above. Agencies should use the transition
schedule to coordinate Agency transition activities around major
transition milestones.

# 5.0 Staffing and Training

The transition to Networx will require significant resource demands on
each transition stakeholder. Therefore, it is imperative that staffing
and training requirements are defined early in order to effectively plan
for transition. The sections below identify GSA's role relative to the
planning for staffing and training to support the Networx transition.

## 5.1 Staffing

GSA has assembled a transition team consisting of GSA and contractor
resources, totaling approximately 38 people. The GSA staff includes
personnel with experience in other large transitions, including FTS2000
to FTS2001, as well as other critical program management (PM) skills.
The contractor staff complements the GSA team with experts from five
consulting firms specializing in program management, systems
development, customer support, telecommunications design and operations,
program analysis, and first-hand experience with the previous transition
from both a Government and service provider's perspective. Noblis
provides a key PM role for the transition team in that it has done a
comprehensive resource assessment that validates and complements GSA's
assessment and forms the basis for the functional roles of members of
the transition team. See Appendix G for the Responsibility Matrix of the
GSA Transition Team.

Agencies should likewise determine transition staffing requirements
prior to Networx contract award. They should determine if existing
Government personnel are available to staff transition roles or if
contractor support is required. The TWG Pre-Award Transition Guide
encourages Agencies to forecast staffing, financial, and other resources
that may be needed throughout the transition to Networx. This includes
examining staffing levels, determining if adequate personnel exists,
addressing staffing shortfalls that may require contractor support, and
identifying personnel to receive training. In addition, Agencies are
advised to apply sound internal project management best practices in
order to plan for the expected transition workload and establish a
hierarchy of transition teams at the sub-Agency level if appropriate. If
Agencies determine additional Agency-specific support is required to
manage Networx transition activities, GSA can advise Agencies, through
their TSMs, on Government-Wide Acquisition Contracts (GWACs) that can
provide staffing support for the transition effort; a listing of
vehicles is included in Appendix D.

## 5.2 Training

GSA is making available several training opportunities for its own
transition team as well as for Agencies. First, the TCC has developed
and maintains a library of SOPs and ensures TCC staff are kept current
on these SOPs. Second, GSA will deliver training sessions to the
Agencies for the following: TBI, TIP, and the Networx Agency Pricer. In
fact, GSA has already trained nearly 200 Agency personnel in TBI classes
and all the Agencies in use of the Pricer. Third, GSA will publish a
Transition Training Handbook (TTH) that covers a variety of topics
critical to the success of transition as well as helpful in ensuring
Agencies get through transition with minimal frustration and confusion.
Of course, GSA will benefit from the same training. The TCC will deliver
training topics from the Handbook in a variety of media appropriate to
the topic and audience. Lastly, Networx contractor training programs
will be available to the Agencies in accordance with Section C.3.7 of
the Networx contracts. These programs include:

-   Training for Executives who are senior level Government managers

-   Training for Designated Agency Representatives (DARs) who are Agency
    representatives with the authorization to order products and
    services

-   Training for Network Operations personnel who are Agency
    representatives with network monitoring responsibilities

The training programs offered to Agencies will ensure staff are
sufficiently knowledgeable of transition resources and activities.

# 6.0 Transition Execution And Management

Once Agencies begin placing transition orders, execution and management
of transition begins. This consists of the provisioning process and
tracking and reporting transition status.

## 6.1 Service Provisioning

When the Agency places transition orders, it is responsible for
monitoring the provisioning of the services through completion of
implementation and transition. An Agency may place orders individually
or group them into Transition Project Specific Plans; in either case,
the Agency must indicate they are transition orders by indicating
Transition =Y and identify the service it is transitioning from. The
Agencies will receive a series of acknowledgments from the contractor,
culminating in a Service Order Completion Notice (SOCN). From that time,
the Agency has three working days to test the service and notify the
contractor if it is not working acceptably. If during the cutover from
FTS2001 service to the Networx service, the Agency or the Networx
contractor determines the new service is not working properly, there are
terms in both the Networx and FTS2001 contracts for falling back to the
FTS2001 service. Agencies can become familiar with these terms through
the TTH, from their TSMs, or by researching the contracts themselves.

Although GSA does not track individual orders through the provisioning
cycle, it receives and analyzes transition progress reports from the
Networx contractors and disconnect reports from the FTS2001 contractors.
Through these reports GSA keeps abreast of transition orders that are to
be implemented inside windows of 60 days, one week, and 24 hours. GSA
uses disconnect reports to track the progress of moving off FTS2001
contracts.

## 6.2 Progress Tracking and Reporting

GSA provides oversight to ensure transition execution occurs on
schedule. The primary purposes of this oversight are as follows:

-   GSA's transition team and the TWG will use tracking data to analyze
    trends in order to identify problems with a specific vendor, a
    certain service, or an Agency that needs assistance and to formulate
    resolutions proactively.

-   GSA senior management will have information to gauge the need for
    exercising options on the FTS2001 contracts.

-   The Networx PMO, GSA senior management, and Agency TMs will forecast
    the duration of transition and factor that into resource planning,
    both financial and personnel.

-   The TWG has committed to using GSA's tracking reports as the
    definitive measure of transition progress across the Federal
    Government. Additionally, Agencies may augment with their own
    additional details.

GSA's tracking system employs three methods of data collection and
analysis. It records Agency decisions and information that indicate an
Agency's readiness for transition. It measures the extent to which
services are being disconnected from expiring contracts and implemented
on Networx contracts. And it involves inspection of reports to identify
major or chronic issues or negative trends

The transition tracking system records

-   Agencies' appointments of DAR Administrators and DARs. Agencies send
    a letter to GSA with this information.

-   Agencies' Fair Opportunity decision(s). Agencies send a letter(s) to
    GSA with this information.

The tracking system provides the following two measures, by type of
service and at the Government-wide as well as Agency level:

-   Percentage of disconnects measured against the TBI snapshot. This
    information comes from reports the FTS2001 vendors provide to GSA.

-   Number of transition orders completed on the Networx contracts. This
    is based on the SOCNs GSA will receive when services are
    implemented. The SOCNs will include a flag identifying transition
    orders.

Note that because of the differences between services on the FTS2001 and
Networx contracts, and because not all services are expected to be moved
to the Networx contracts, the percentage of disconnects and number of
transition orders completed cannot be correlated to one another.

The transition tracking approach includes inspection of various reports,
which can be summarized at the Government-wide level as well as sorted
by service, vendor, or Agency. GSA tracks troubles reported by those
involved in transition. This allows the transition team and the TWG to
identify major or chronic problems and trends that need attention. It
could include, for example, transitions that fail to complete on their
first attempt or failures to meet SLAs. Additionally, GSA monitors
transition progress reports the Networx vendors deliver to GSA. These
include several deliverables that report the vendors' own measures of
transition activities.

The transition tracking system will store data and prepare reports using
the TIP. This is a web-based system that authorized stakeholders may
access to see the status of transition in a dashboard format. Reports
will be completed monthly and include

a.  DAR Administrators appointed, reported as total number and as a
    percentage of the Agencies with TMs

b.  Agencies that have made Fair Opportunity decisions, reported as
    total number and as a percentage of the Agencies with TMs

c.  Disconnects, measured as a percentage of the TBI snapshot, reported
    Government-wide and by Agency, vendor, and service. Further, GSA
    will track disconnects against a quarterly estimate of what is
    expected during transition, based on the actual business volume
    trends in the previous transition to FTS2001, giving a general idea
    of how transition is progressing. As Agencies provide more
    information specific to their transition strategies, GSA may update
    this expected profile.

d.  Transition orders completed on Networx contracts, measured as number
    of SOCNs received for transition orders, reported Government-wide
    and by Agency, vendor, and service

e.  Major or chronic issues, reported by source, either vendor reports
    or trouble tickets, short description, and status of resolution.

Specific details of regarding the TIP are in Section 7.2.

## 6.3 Communications and Issue Resolution

Extensive communication and coordination across GSA and transition
stakeholders will play a critical role in the success of transition
execution. The GSA Transition Team and the TSMs will play a central role
as the liaisons between transition stakeholders and will support issue
resolution for Agencies and contractors. GSA's detailed Communications
Plan is located in Appendix F.

## 6.4 Custom Design Documents (CDDs), Managed Design Documents (MDDs), and Contract Modifications

CDDs, MDDs, and contract modifications provided the capability to make
changes to the FTS2001 contract. CDDs and MDDs are custom services that
are not standard CLINs on the FTS2001 contracts. These custom services
have resulted in the need for Agencies to decompose all FTS2001 custom
services into Networx Contract Line Item Numbers (CLINs) to determine
what services can and cannot be defined as CLINs on Networx. Many of
these custom services were provided to Agencies by FTS2001 contractors
in order to meet unique Agency requirements. However, the development
and procurement of these CDDs and MDDs services pose a unique set of
challenges to Agencies as they are transitioning their services from the
FTS2001 contracts to Networx because many of these custom services were
not fully documented, making it difficult to identify the components
that make up each unique service.

In order to minimize this challenge, Agencies should conduct a gap
analysis of the custom CDDs and MDDs services against the Networx
contract services. If gaps exist, Agencies may elect to discontinue the
service or elect to develop a SOW to define the service requirements for
ordering the service on Networx. Moreover, Agencies must consider a wide
range of Fair Opportunity decision criteria for each SOW. In order to
assist Agencies with these challenges in developing SOWs, GSA developed
a Networx Fair Opportunity and SOW Guide that provides Agencies specific
guidance on how to develop a SOW. Following the notification from the
Agency of the selection of a Networx contractor to provide the services
in the SOW, GSA will then modify the Networx contract to make the custom
service available to all Agencies. For assistance with any customized
solution or the SOW process, Agencies should contact their TSMs.

# 

# 7.0 Transition Support Tools

Transition support tools have been established to facilitate transition
activities as Agencies move from the FTS2001 contracts to Networx. The
transition support tools discussed below include GSA OSSs such as the
TBI application, TIP, NxPMO Help Desk, the Networx Pricer, and the
Networx Inventory Management Application (NIM). These tools address many
of the lessons learned from previous transitions.

GSA has a centralized location and process for accessing transition
information and tools. The transition website,
[www.gsa.gov/networxtransition](http://www.gsa.gov/networxtransition),
is the home page for linking to these tools and requesting access to
them as well as finding additional information and resources helpful to
Agencies and contractors involved in transition. Examples of information
that could be included on or linked to from the Web site are:

-   Transition updates

-   Schedules and milestones

-   Advantages of transition to Networx

-   Transition policies, procedures, and supporting documentation

-   Transition Training Handbook

-   TSMP

-   Transition templates

-   Guidelines for managing Agency baseline inventories

-   Transition Action Notices

-   Points of contact at GSA and incumbent and Networx contractors

-   Agency points of contact (DARs, Transition Managers, etc.)

-   Hyperlinks to related web sites

-   Transition tutorial and other resources

-   FAQs

## 7.1 Transition Baseline Inventory (TBI) 

The TBI application, which is located at
<https://morris.ftsbilling.gsa.gov/> (login required), provides Agencies
a means for establishing a baseline inventory of FTS2001 services to be
transitioned to Networx. Exhibit 7.1a below displays a screenshot from
the TBI application.

**Exhibit 7.1a TBI Application Screenshot**

![](media/image5.png){width="5.877083333333333in"
height="2.0076388888888888in"}

The TBI application is intended to support key transition activities
such as:

-   Establishing a validated inventory

-   Providing input to the Networx Pricer

-   Serving as a baseline for transition tracking

-   Supporting the transition reimbursement process

The design of the TBI application was based on input provided by and in
collaboration with the TWG. First, the TWG developed a recommended
inventory template for each type of service, which GSA used to design
the database structure. GSA then populated the database with FTS2001
inventory and billing data collected from the contractors and from GSA's
billing system. GSA then conducted a Beta Test of the TBI application
with nine Agencies of varying size to ensure system requirements met
user expectations. Through the Beta Test period, several of the testers
identified additional requirements that should be incorporated into the
application. GSA then released the TBI application for production in
January 2007 so that Agencies could begin validating their inventory.
The TBI application will have future releases to deliver enhancements
and improve the system functionality.

Access to the TBI application is controlled by each Agency's Transition
Manager(s). Transition Managers designate who has access to the TBI
application and to what Agency Hierarchy Codes (AHCs). By controlling
access at the AHC level, Transition Managers ensure users are restricted
only to inventory data they are responsible for validating.

Agencies are encouraged to establish their TBI and validate their
inventory through one of the following methodologies as defined in
Exhibit 7.1c below.

**Exhibit 7.1b Inventory Validation Methodologies**

  ----------------- ---------------------------------------------------------
  **Methodology**   **Description**

  1                 Using the online TBI application, an Agency user
                    validates its complete inventory.

  2                 Using the online TBI application, an Agency user
                    downloads inventory data for off-line comparison with any
                    existing Agency inventory data. Once the Agency has
                    conducted an off-line cross reference analysis between
                    the TBI application data and Agency inventory data, the
                    Agency user may upload the validated inventory data set
                    into the TBI application.

  3                 An Agency user may upload the current Agency-owned
                    inventory into the TBI application.

  4                 An Agency user submits the current Agency-owned inventory
                    data in the TBI template format to GSA. GSA then loads
                    the Agency inventory into the TBI application.
  ----------------- ---------------------------------------------------------

The inventory validation period will last until a "snapshot" is taken of
the TBI at a date determined by the TWG. During the inventory validation
period, the TBI application will receive monthly updates from the
FTS2001 contractors to keep the data current. On January 11, 2008, GSA
took a snapshot of the validated records to establish a baseline from
which to measure transition progress. GSA expects Agencies to continue
to monitor their TBI each month in order to keep their inventory data
accurate and complete; for those Agencies who choose to upload their
inventory into TBI and not keep it current, the TWG has determined those
Agencies must provide GSA with transition status reports, meeting a
format specified in the TIP user requirements document, so GSA can
update TBI. In addition, the TBI will be used to support the transition
reimbursement process as defined in the Taxonomy document.

## 7.2 Transition Information Portal (TIP) 

The TIP is being developed to allow GSA and Agencies to track the
transition progress from the FTS2001 contracts to Networx. The TIP tool
became operational following Networx contract award and is ready to
serve its role as Agencies begin placing disconnect and install orders
on the FTS2001 and Networx contracts respectively. GSA anticipates that
Agency personnel will use the TIP tool to monitor their overall
transition progress by AHC in order to execute their transition
activities according to their Agency transition schedule. GSA's ultimate
goal is to disconnect 100 percent of the FTS2001 services and transition
them to Networx prior to the expiration of the FTS2001 contracts.

The TIP inputs include reports and notices from FTS2001 and Networx
contractors that identify the status of disconnect and install orders.
Additionally, those Agencies who choose to upload their inventory into
TBI and do not keep it current, the TWG has determined those Agencies
will provide GSA with transition status reports, meeting a specified
format, so GSA can update TBI, which will then update TIP reports.
Exhibit 7.2a below depicts the reports and notices from FTS2001 and
Networx contractors that will be used as inputs for the TIP tool.

**Exhibit 7.2a TIP Inputs**

  -------------------- ---------------------- ----------------------------
  **Contract**         **Report Source**      **Description**

  FTS2001              FTS2001 Disconnect     Count of disconnects
                       Report                 

                                              Percentage of disconnects

                                              Status of disconnects

  Networx              Transition Action      Identify activities required
                       Notice (C.4.3.4.1 of   for a specific transition
                       Networx RFP)           order. It will be sent sixty
                                              (60) calendar days prior to
                                              the transition event, such
                                              as a service cutover.

                       Go/No Go Notice        Confirms or denies a
                       (C.4.3.4.2 of Networx  scheduled cutover. It will
                       RFP)                   be sent not less than 24
                                              hours before each scheduled
                                              cutover or other significant
                                              transition activity.

                       Weekly Transition      Provides a forecast of
                       Planning Reports       scheduled cutovers ranging
                       (C.4.3.4.3 of Networx  from 6 months out to within
                       RFP)                   the current week.

                       Weekly Transition      Provides a weekly
                       Execution Reports      confirmation of the cutovers
                       (C.4.3.4.4 of Networx  from the previous week.
                       RFP)                   
  -------------------- ---------------------- ----------------------------

The TIP also uses the TBI inventory data to serve as a baseline for
tracking of FTS2001 disconnects. As Agencies place installation orders
under the Networx contracts, they will subsequently (or concurrently)
place disconnect orders for related FTS2001 services. These disconnect
orders and installation orders will be reflected as transition progress
in the TIP tool. The TIP receives a monthly update from the TBI
application to provide an accurate transition measurement.

The outputs of the TIP consist of reports that GSA and Agencies can use
to track FTS2001 disconnects and Networx installs. TIP users will be
able to view a variety of reports displaying that status of both
disconnects and installations at a Government-wide and Agency-specific
view. Exhibit 7.2b below provides a sample report from the TIP tool.

**Exhibit 7.2b Sample TIP Report**

![](media/image6.wmf){width="3.479861111111111in" height="2.75in"}

As defined by the Agency's Transition Manager, Agency users will have
access to Agency-specific reports based on AHC. In addition, some
Government-wide reports on transition progress will be made available to
Transition Managers. However, other transition reports, such as
contractor performance reports, will only be made available to GSA staff
in order to monitor performance trends. These reports consist of the
listing below in Exhibit 7.2c of TIP output reports.

**Exhibit 7.2c TIP Output Reports**

  ------------------- ---------------------------------------------------
  **Report Type**     **Report Description**

  FTS2001 Disconnect  TBI by Service for all FTS2001 contractors combined
  Status Reports      

                      TBI by Service by FTS2001 contractor

                      Disconnects by Order Status for all FTS2001
                      contractors combined

                      Disconnects by Order Status by FTS2001 contractor

                      Disconnects by Order Status for all Services
                      combined

                      Disconnects by Order Status by Individual Services

                      TBI versus Completed Disconnects by Service

                      TBI versus Completed Disconnects by FTS2001
                      contractor

  Networx             Installations by Order Status for all Networx
  Installation Status contractors
  Reports             

                      Installations by Order Status by Networx contractor

                      Installations by Order Status for all Services
                      combined

                      Installations by Order Status for Individual
                      Services
  ------------------- ---------------------------------------------------

Ultimately the TIP will be used to identify transition completion.
Transition completion will occur when all services from the FTS2001 TBI
have been disconnected.

## 7.3 Transition Coordination Center (TCC) Problem Resolution 

GSA has implemented a Help Desk to manage transition-related issues
Agency customers and contractors experience. However, it is not intended
to replace the primary means of resolving issues with a service
provider. The FTS2001 and Networx contracts include trouble management
functions and procedures that Agencies should follow when there are
problems with the performance of their services or the contractor.
Agencies can contact the GSA Help Desk for assistance when this primary
method is not satisfactory. The Help Desk is staffed by GSA and
contractor personnel who are knowledgeable with regard to FTS2001 and
Networx related issues. Tier 1 includes a call center as well as the
TSMs, both of whom take calls or emails reporting problems or inquiries,
open tickets, and, when necessary, hand them off to the appropriate Tier
2 subject matter expert, who may be an organization or individual to
resolve the issue. The Help Desk handles questions or issues related to
service clarification, contract, billing, ordering, inventory, Regional
Services, and other transition, management, and operational areas. An
escalation process has been implemented with the issue resolution
process to ensure that Agencies, FTS2001 contractors, and Networx
contractors receive responses to their questions in a timely manner.
This structure allows GSA to capture a record of all contacts, perform
trend analysis, and manage performance of the Help Desk. Agencies and
contractors can reach the Help Desk at 866-472-0274 or
<networx.support@gsa.gov> .

## 7.4 Networx Pricer

The Networx Pricer tool facilitates Agency transition activities for
selecting Networx services. The public Networx Pricer tool, which
contains current and prior year prices, was released in mid-May 2007.
The first release of the Networx Agency Pricer tool, which contains
prices for the full ten years of the Networx contracts, was implemented
in early June 2007. GSA solicited Agency involvement in the development
of the Networx Pricer requirements to ensure it incorporates Agency user
requirements. The Networx Pricer allows users to compare pricing
information among Networx vendors for market research and Fair
Opportunity evaluations. Users will be able to produce individual price
quotes and multi-point price quotes, search for CLIN pricing across all
Networx contractors, model "what-if" scenarios, and research FTS2001
prices. Agencies can access the Networx Pricer from a link on
[www.gsa.gov](http://www.gsa.gov/)/networx. Access to the 10-year Pricer
is restricted.

## 7.5 Networx Inventory Management Application (NIM

The Networx Inventory Management (NIM) application will populate and
maintain a database that provides an accurate record of all services
installed on the Networx Universal and Enterprise contracts. NIM is a
GSA application intended for use by the Government. The application will
use the SOCN received from Networx contractors to populate and maintain
an inventory of all Networx services installed. It provides a method for
GSA and Agencies to audit the inventory records of the Networx
contractors.

# 8.0 Risk Management

Risk management includes identifying sources of risk and establishing
mitigation strategies that address potential risks which may affect
transition. GSA and the TWG are identifying and managing risks
associated with the transition to Networx proactively. Risk management
will minimize the likelihood of expected and unexpected transition
delays.

## 8.1 Sources of Risk

The FTS2001 Lessons Learned document, located in Appendix C, provides a
thorough analysis of the known sources of risk based on previous
transition experiences. Risks may occur during one or more of the
transition project phases defined below:

-   *Transition Planning Phase:* Includes establishing schedules,
    determining necessary resources, and identifying potential risks.

-   *Transition Execution Phase:* Involves the implementation of the
    transition plan and execution of transition activities. Transition
    activities include Fair Opportunity, vendor selection, and service
    acceptance.

-   *Transition Monitoring, Controlling and Tracking*: Involves the
    tracking of transition performance in accordance with the transition
    schedule and ensuring FTS2001 and Networx contractor performance.

These risks were documented by transition stakeholders.

## 8.2 Risk Mitigation

By analyzing and determining the sources of risk proactively, GSA has
developed effective risk mitigation strategies that use industry best
practices. Risk mitigation strategies alleviate potential risks to
transition stakeholders that can adversely affect transition activities.
To aid in this effort, GSA has identified and categorized a series of
mitigation strategies that are applied to lessons learned from previous
transitions to address each of the identified areas of risk. A sample of
the risk mitigation strategy document is listed in Exhibit 8.2 below and
the full set appears in Appendix E.

  -------------------------------------------------------------------------------------
  **Risk                               **Risk Impact** **Risk Mitigation Strategy**
  Identification**                                     
  ------------------ ----------------- --------------- --------------------------------
  **Project Phase**  **Risk                            
                     Description**                     

  Transition         Magnitude was not Cost and        GSA has outlined in Section
  Planning           fully appreciated schedule        C.1.2 of the Networx RFP the
                                       overruns,       scope of the activities required
                                       inadequate      to transition to the Networx
                                       training for    contracts.
                                       staff           

                                                       GSA has created planning
                                                       documents such as the TSMP,
                                                       Transition Timeline, and Site
                                                       Transition Template, that
                                                       outline the specific roles and
                                                       responsibilities relative to
                                                       transition. These documents did
                                                       not exist in previous transition
                                                       efforts

  Transition         Poor contractor   Schedule delays GSA has referenced SLAs in
  Execution          support during    and service     Section C.3.2.2 of the Networx
                     transition        interruptions   RFP to which the Networx
                                                       contractors must adhere.

  Transition         Different         Not a clear     Protocol regarding transition
  Monitoring,        Government-wide   understanding   reporting has been outlined in
  Controlling, &     reporting         of transition   Section 4.4 of the Networx RFP.
  Tracking           structures        objectives and  Reporting formats have been
                                       progress        defined to ensure that desired
                                       measurements    data elements are presented in a
                                                       consistent manner.

                                                       Progress monitoring and tracking
                                                       procedures have been clearly
                                                       articulated in a users'
                                                       requirements document the TWG
                                                       developed, representing the
                                                       agreement for all Agencies to
                                                       use a single source of
                                                       transition status across the
                                                       Government.
  -------------------------------------------------------------------------------------

**Exhibit 8.2 Sample Risk Mitigation Strategies**

# 9.0 Transition Coordination Center (TCC)

To assist and support Agencies with the movement of services from the
expiring FTS2001 telecommunications contracts to Networx, GSA
established a Transition Coordination Center (TCC). The TCC is headed by
a TCC Manager and will report to GSA's Transition Management Team. It is
staffed by both GSA and contractor personnel. The TCC's customers are
both internal and external to GSA and include the 11 GSA Regions,
Agencies, FTS2001 vendors, and Networx Vendors. The TCC may also respond
to requests for information and assistance from GSA management, TSMs the
IMC, the IMC TWG, and other entities.

This section contains a brief description of the TCC and its operation.

## 9.1 TCC Objectives

An objective of the Networx transition process is for all Agencies'
FTS2001 services to be disconnected before the incumbents' contracts
expire. The TCC assists in achievement of the overall Networx transition
objective as follows:

-   It facilitates the transfer of Federal Agencies' telecommunications
    products and services from the FTS2001 and Crossover contracts to
    Networx contracts. The TCC provides guidance through this process to
    help Agencies develop their transition plans and other documentation
    to facilitate the transition process. In addition, the TCC responds
    to transition-related questions and issues from customers and acts
    as a liaison between the Agencies, telecommunications contractors
    (both incumbent and new), and various GSA organizations, including
    the Regions.

-   The TCC monitors all Agencies' transitions to provide a
    Government-wide view of the status and progress of transition. By
    analyzing transitions across Agencies, the TCC is able to identify
    common issues and problems and take a proactive role in resolving
    them and preventing recurrence.

-   The TCC provides reports and briefings on the status and progress of
    the Networx transition to GSA leadership, the Transition Working
    Group (TWG), and the IMC. The information gathered by the TCC is
    used to respond to requests for Congressional testimony and from
    other stakeholders.

## 9.2 TCC Structure And Functions

The TCC contains the following teams:

-   The Cut Team provides cutover assistance to TCC customers, as
    needed.

-   The TCC Operations (TCC Ops) Team is responsible for the day-to-day
    TCC activities. TCC Ops tracks action items, develops and implements
    procedures, and manages TCC day-to-day resource assignments.

-   The TCC Project Management and Control Team develops and maintains a
    master schedule of all TCC activities and performs management and
    administration of TCC support contractors' Task Orders.

-   The TCC Systems Support Team performs system development,
    maintenance, and trouble-shooting of the software applications that
    support the TCC. These applications include the portal for tracking
    transition progress, i.e., the Transition Information Portal (TIP)
    web site.

-   Regional Transition Support is the liaison function to the GSA
    Regions and facilitates transition of the customers they serve.

The Transition Management Team and the TCC offer efficient and timely
customer service and support through conduct of the following functional
areas:

-   Strategic guidance

-   Customer outreach

-   Cutover monitoring and assistance

-   Agency-specific transition support

-   TCC operations

-   Transition tracking and reporting

-   Tier 2 Support and Tier 3 Help Desk Referrals.

## 9.3 Operations

The TCC operates in GSA office space in the Willow Wood complex in
Fairfax, Virginia. The TCC became fully operational at the time of the
first award of the Networx contract in March 2007 and will function
through the end of the transition, that is, when all services have moved
from expiring FTS2001 contracts. TCC personnel maintain a physical
presence at the GSA facility from 6 AM to 10 PM (EST or EDT, as
applicable), Monday through Friday as needed. If transition activities,
such as cutovers, are planned from 10 PM to 6 AM weekdays or anytime
during a weekend, staff will be present at the TCC and at the Agency
site, if requested. If no activities are planned between 10PM to 6AM
weekdays or on a weekend, physical presence at the TCC is not required
but at least one person will be on-call.

# 

# 10.0 Regional Services Transition Plan 

GSA is developing a detailed plan for transition of customers on
regional consolidated switches, and it will be published separately.
This section introduces the plan.

The Office of Regional Services delivers local voice, data, and video
telecommunications services to customers through 11 regional offices and
more than 600 existing systems nationwide. GSA Regional Services uses a
strategy of aggregated procurement within the 11 GSA Regions for the
benefit of Federal Agencies seeking local telecommunications services.
GSA Regional Services provides the majority of local telecommunications
services through regionally-contracted Metropolitan Area Agreements
(MAA) to ensure best service and price to the Government and to maximize
competition, similar to the successful FTS2001 program. MAAs were
positioned to establish a framework that could meet the evolving
telecommunications needs of Agencies into the future. GSA Regional
Services remains committed to providing local telecommunications
services through MAAs (existing and new) and to supporting Agency
transitions to Networx as part of a flexible complement of local and
long-distance telecommunications services. It will be necessary for each
Agency to evaluate all possible contract vehicles---Networx, local MAA,
local indefinite delivery/indefinite quantity (IDIQ), and Washington
InterAgency Telecommunications System (WITS) (National Capitol Region
\[NCR\] only)---as part of the Networx transition cycle to identify the
best overall value and fit for its future local and long-distance
telecommunications needs.

## 10.1 Customer Support For Regional Transition

Regional Transition is the process of planning for and transitioning
Agency local and long-distance telecommunications services currently
provided on a GSA consolidated switch to the new Networx contract. GSA
Regional Service Transition Managers (RTMs) and GSA Regional Services
staff will function as the highest tier technical and customer service
representatives to Agencies where GSA provides services through its
consolidated switches. A listing of these RTMs can be found under GSA
Regional Services on the Networx transition website.

Because GSA Regional Services is generally the customer of record and
owner of telecommunications services provided to any consolidated switch
customer, GSA Regional Services staff will be directly responsible for
the local services transition activities of consolidated switch services
in each GSA region. Any Agencies that buy GSA consolidated switch
services through GSA Regional Services should use GSA Regional Services
transition teams for all aspects of transition support. If a Networx
transition activity or task is owned by a stakeholder other than GSA,
GSA RTMs (or staff) will coordinate and validate the transition activity
with the responsible parties and against the accepted transition plan.

## 10.2 Goals And Objectives

The goal for GSA Regional Services transition staff is to complete the
transition of 100 percent of the Agencies' current FTS2001 and Crossover
consolidated switch services to the chosen Networx services in a timely,
efficient, and seamless manner. GSA Regional Services transition staff
will achieve this transition goal by managing local services transitions
for their customers and keeping the transition objectives in mind.

# 11.0 Change History

  ---------- ------------------ ------------- -----------------------------
  VERSION    DATE OF CHANGE     AUTHOR        EXPLANATION

  1.0        6/12/2007          Multiple      Initial

  1.1        Draft, 1/7/08      Debbie Hren   Update with current
                                              information, reduce
                                              attachments published
                                              elsewhere

  1.2        Draft, 4/15/08     Debbie Hren   Updated with comments from
                                              Richard Williams, changing
                                              future tense to present and
                                              correcting CDD language
  ---------- ------------------ ------------- -----------------------------

## Appendix A: Glossary

The glossary in this Appendix serves to define terminology used in the
TSMP and to provide additional information, as related to the Networx
transition.

**Agency Bureau (AB) Code:** A four-digit numerical code for the Bureau
within the Cabinet Department or independent Agency. Agency Bureau codes
are unique to an Agency.

**Agency Hierarchy Code (AHC):** The Agency Hierarchy Code designates
the Agency to which services are to be invoiced and the level within the
Agency where these costs are grouped. Except for the first 4 characters,
the AHC is a 28

character string that belongs solely to the Agency; it is not to be
tampered

with by any other outside organization. The AHC is determined by the

Agency and should follow that Agency\'s rules concerning the setup of
their

\[A\] - Own budgetary accounting codes (I.E., should ultimately identify
the

office that will actually pay for the service being provided), and/or
\[B\] -

Reporting Requirements. The AHC may also be identified with whoever is

actually receiving the service being provided.

**Agency-Level Transition Plan (ALTP):** The Networx contractor will
provide each Agency with an Agency-Level Transition Plan that describes
transition activities specific to each Agency.

**Agency Service Request Number (ASRN):** Agency-provided service order

number.

**Asynchronous Transfer Mode Service (ATMS) Performance Report:** A
report which provides network statistics, exception analysis, network
availability, latency, error rates, and utilization of ATMS over the
given period

**Certification and Accreditation (C&A):** A comprehensive assessment of
the management, operational, and technical security controls in an
Agency's information system based on an existing System Security Plan
for the Agency, which is followed by the official management decision
given by a senior Agency official to authorize operation and to
explicitly accept the risks to Agency operations identified in the
certification phase.

**Comma Separated Values (CSV):** A file type that stores tabular data
as found in an spreadsheet.

**Contract Line Item Numbers (CLINs):** Describes the numbering
procedures that are given to offerings and that are mandatory for all
contracts.

**Custom Designed Documents (CDDs):** Documents which contain custom
services that are not standard CLINs on the FTS2001/Crossover contracts.

**Designated Agency Representative (DAR):** A DAR is an employee of a
Government Agency who has been authorized by his/her respective Agency
to initiate and track Agency specific Networx orders. An Agency
designates and authorizes one or more individuals to perform DAR
functions for its Networx services. Through the Agency DAR
Administrator, each Agency identifies to the contractor its authorized
DARs, providing the following information: name, Agency represented,
current address, telephone number, E-mail address, the services the DAR
is authorized to order and an indication as to whether the DAR has
expedited ordering authority.

**Designated Agency Representative (DAR) Administrator:** Each Agency
will appoint a DAR Administrator who will be responsible for maintaining
and updating a list of DARs to provide to the contractor(s), providing
necessary instructions or training to DARs to ensure that they are fully
aware of the requirements and limitations of their ordering authority,
and provide Agency Hierarchy codes for their Agency to their Agency's
Networx contractors.

**Designated Agency Representative (DAR) Guidelines:** A set of DAR
Guidelines that will provide Agencies with additional guidance on the
DAR roles and responsibilities for the Networx contract. DAR guidelines
will ensure that Agency DARs are properly prepared to place orders on
the Networx contracts. The GSA DAR Guidelines will specifically discuss
and provide a general set of guidelines for individuals appointed as
DARs and DAR Administrators to follow.

**Federal Acquisition Regulation (FAR):** The primary regulation for use
by all

Federal Executive Agencies in their acquisition of supplies and services
with appropriated funds. It became effective April 1, 1984 and is issued
within applicable laws under the joint authorities of the Administrator
of General Services, the Secretary of Defense, and the Administrator for
the National aeronautics and Space Administration, under the broad
policy guidelines of the Administrator, Office of Federal Procurement
Policy, Office of Management and Budget.

**Federal Acquisition Service (FAS):** The consolidation of GSA's
Federal Technology Service (FTS) and Federal Supply Service (FSS).

**Frame Relay Service (FRS):** A data communications service that
provides for data connectivity between and among widely distributed
end-user locations.

**General Services Administration (GSA):** GSA is the Agency responsible
for serving as a the Federal Government's acquisition Agency. GSA
consists of the Federal Acquisition Service (FAS), the Public Buildings
Service (PBS), and various Staff Offices, including the Office of
Governmentwide Policy (OGP). 

**GSA Planning and Management Team:** The GSA Team that will carry out
the planning and management of the Networx transition.

**Global Account Managers (TSMs):** Persons who are GSA Federal
Acquisition Service (FAS) associates who are responsible for supporting
Agencies by providing customer support for selection, ordering,
implementation, and maintenance of FTS2001/Crossover and Networx
services.

**Government Accountability Office (GAO):** An Agency that works for
Congress that studies the programs and expenditures of the Federal
Government. GAO studies how the Federal Government spends taxpayer
dollars and advises Congress and heads of Executive Agencies about ways
to make Government more effective and responsive.

**Government Furnished Property (GFP):** Property in the possession of,
or directly acquired by the Government and subsequently made available
to the contractor.

**Government-wide Acquisition Contracts (GWACs):** Contracts which
provide professional and technical services to Government Agencies under
various contracts with the General Services Administration (GSA) Federal
Supply Service.

**GO/ NO GO Transition Notice:** Alerts recipients to the status of
transition cutovers or other significant activities scheduled within the
next 24 to 48 hours.

**Interim Authority to Operate (IATO):** A temporary authorization to
process information under a set of defined conditions.

**Interagency Management Council (IMC):** The Interagency Management
Council (IMC) for Federal Telecommunications is a group of senior
Federal executives, representing 14 Cabinet-level departments and
several other Agencies. The IMC serves as an advisory body for the
development, coordination, and customer-driven oversight of the
telecommunications programs of the Federal Government and related
activities and organizations. The IMC advises the Administrator of the
General Services Administration on telecommunications matters.

**Local Government Contact (LGC):** An individual designated by a DAR on
a

service request to interface with the contractor at a specific Agency

location on his behalf. LGC participates in service transition planning
and

implementation activities for a location, however, the decision to
change or

modify an order placed by the DAR, remains with the DAR unless

otherwise specified in writing by the DAR on the service request of
record.

**Managed Designed Documents (MDDs):** Documents which contain custom
services that are not standard CLINs on the FTS2001/Crossover contracts.

**Managed Tiered Security Services (MTSS) Performance Report :** Reports
which provides statistics on availability, configuration/rule change,
event notification, help desk statistics, and security incident
reporting over the given period.

**Network Interface Facilities (NIF):** The point in an Agency's network
where the Agency's network meets the service provider's network

**Networx:** Networx is part of the follow-on to the FTS2000 program and
is the third generation of this Government-wide telecommunications
program. It is intended to provide all of the services currently
available on GSA's multibillion- dollar long-distance FTS2001 contracts
and many of the services now provided on its local MAA contracts. In
contrast to the earlier contracts, Networx will be a two-part program:

> \(1\) *Networx Universal* -- is the full service portion and will
> continue to provide for the full range of domestic and international
> network services. The program requires "continuity" with current
> FTS2001 coverage, a reduction of 70% in wire center requirements, and
> billing requirements are to be greatly reduced.
>
> \(2\) *Networx Enterprise* -- is the smaller, more focused service
> part designed to allow participation by providers who offer
> specialized services with less extensive geographic coverage than
> required by Networx Universal. Networx Enterprise will include a
> smaller geographic coverage requirement and fewer mandatory services.

**Networx Pricer:** A GSA support system that will facilitate the Agency
Fair Opportunity evaluation process..

**Normal Business Day (NBD):** Term that describes the working hours
from eight o'clock in the morning until close of business at five
o'clock in the evening, Monday through Friday.

**Notice to Proceed (NTP):** A Government notice that directs the
contractor to proceed with the performance of work called for by a
contract.

**Office of Management and Budget (OMB):** Executive Office of the
President that oversees the preparation of the federal budget and to
supervise its administration in Executive Branch Agencies. OMB evaluates
the effectiveness of Agency programs, policies, and procedures, assesses
competing funding demands among Agencies, and sets funding priorities.
OMB ensures that Agency reports, rules, testimony, and proposed
legislation are consistent with the President\'s Budget and with
Administration policies.

**Operational Support System (OSS):** A system that is used to allow a
network operator to perform the administrative portions of the business.
These functions include billing, service ordering, customer support,
service management, inventory management, and program management. For
purposes of this RFP, the definition includes all systems required to
support the communications company including billing, service ordering,
customer support, service management, inventory management, and program
management.

**Preliminary Transition Management Plan (PTMP):** Describes the
contractor's proposed strategy and approach to the project management of
the transition from FTS2001 to the Networx contract.

**Primary Interexchange Carrier (PIC) Charge:** Charges that are billed
by local telecom companies to access long distance carriers

**Program Management Office (PMO):** An office within the GSA/FTS
organization responsible for management and contract administration of a
telecommunications program. Within the context of this document, it
refers to the Specific PMO responsible for the Networx program.

**Regional Services:** An office within GSA that is comprised of
Regional Transition Managers that are located throughout the eleven GSA
regions. GSA Regional Services is responsible for planning and
coordinating the transition from FTS2001/Crossover to Networx on a
regional level.

**Regional Transition Managers (TMs):** Individuals who are responsible
for tracking and reporting the completion of transition orders for a
specific region.

**Risk Management:** The identification of sources of risk and the
establishment of mitigation strategies that address potential risks
which may affect transition.

**Service/Agency (S/A) Representatives:** Provides the primary interface
between the Transition team and the Service or Agency. Roles include:
customer service support, implementation support, coordination and
tracking support, and FTS2001 contract close-out.

**Service Level Agreement (SLA):** An agreement between the Government
and the contractor that the contractor delivers a specified service at a
performance Level that meets or exceeds the agreed performance
objectives for the service. The SLA also specifies the measurement
approach and the type and amount of credits that the Government is
entitled to receive.

**Service Order Completion Notice (SOCN):** The notice that contains
data

elements notifying the Agency that the service for a given order has
been

fully installed and is ready for acceptance.

**Standard Operating Procedures (SOP):** A set of written instructions
that document a routine or repetitive activity followed by an
organization.

**Taxonomy Document:** The Taxonomy document has been constructed to
provide guidance to Agencies in need of budgetary assistance throughout
the transition to Networx. Agencies will use this document to determine
which transition costs (if any) may qualify for reimbursement.

**Transition Account:** Funds set aside in the Acquisition Services Fund
(formerly known as the IT Fund) from retained earnings to be used for
certain costs associated with the transition from FS2001 to Networx.

**Transition Action Notice:** Describes transition activities scheduled
for the next 60 days.

**Transition Baseline Inventory (TBI) Application:** The TBI application
will provide Agencies a means for establishing a baseline inventory of
FTS2001/Crossover services to be transitioned to Networx. The TBI
application is intended to support key transition activities such as,
establishing a validated inventory, providing input to the Networx
Pricer, serving as a baseline for transition tracking, and supporting
the transition credit process

**Transition Coordination Center (TCC):** Defined as the team which will
be a virtual GSA organization headed by the TCC Manager and will report
to the GSA Transition Team. The role of the TCC will be to assist
Agencies with transition needs.

**Transition Coordination Center (TCC) Manager:** The person responsible
for the overall operation of the TCC, establishing and enforcing TCC
processes and procedures, managing personnel, and ensuring that the TCC
staff is properly trained.

**Transition Execution Phase:** Defined as the phase that begins with
the Networx contract award and completed when all Government Agencies
accept all new Networx services. This phase may include service provider
selection, placement of new install orders, placement of FTS2001
disconnect orders, and the delivery of systems and services by the
contractor(s). 

**Transition Information Portal (TIP**): A tool that is being developed
to allow GSA and Agencies to track the transition progress from the
FTS2001/Crossover contracts to Networx

**Transition Management Plan (TMP):** Describes the contractor's
proposed general approach to the project management of transition, to
include Agency transition goals and expectations. The contractor should
include proposed project management processes, procedures, and tools for
all Networx transition activities.

**Transition Manager:** The person responsible for managing all aspects
associated with moving services from the incumbent service provider to
the Networx contractor(s). This individual's responsibilities include
initiation, planning, execution, monitoring and controlling, and
close-out. Oversees the Transition Team.

**Transition Planning Phase:** Defined as the phase which includes
establishing schedules, determining necessary resources, and identifying
potential risks.

**Transition Project Specific Plan (TPSP):** Identifies the project
management processes, procedures, and tools for a Transition Project.

**Transition Stakeholder:** All parties involved in the transition
process including; the GSA Team, contractors, IMC, TWG, and Agencies.

**Transition Team:** Support staff consisting of Government personnel
and extended staff that assist in the planning and management of the
transition effort. The transition team performs the following roles:
operations support, design and engineering support, configuration
management support, program and budget support, administrative support,
communications support, and contract close-out.

**Transition Strategy and Management Plan (TSMP):** Document developed
by GSA to define and discuss the overall transition approach to be used
by GSA throughout all phases of the Networx transition.

**Transition Working Group (TWG):** A group of Agency representatives
who are responsible for advising of transition activities. Also known as
ITWG.

**Weekly Transition Execution Reports:** Provides a weekly confirmation
of the cutovers from the previous week.

**Weekly Transition Planning Reports:** Reports that provide a forecast
of scheduled cutovers ranging from 6 months out to within the current
week.

## Appendix B: Acronyms 

The acronyms listed in this Appendix serve to define terminology used in
the TSMP and provide additional information, as related to the Networx
transition.

  -------------- ---------------------------------------------------------
  **ACRONYMS**   

  AB             Agency Bureau

  AHC            Agency Hierarchy Code

  ALTP           Agency-Level Transition Plan

  ASRN           Agency Service Request Number

  ATMS           Asynchronous Transfer Mode Service

  C&A            Certification and Accreditation

  CDD            Custom Design Documents

  CLINs          Contract Line Item Numbers

  CSV            Comma Separated Values

  DAR            Designated Agency Representative

  FAR            Federal Acquisition Regulation

  FAS            Federal Acquisition Service

  FRS            Frame Relay Service

  FTS            Federal Technology Service

  TSMs           Global Account Managers

  GAO            Government Accountability Office

  GFP            Government Furnished Property

  GSA            General Services Administration

  GWACs          Government-Wide Acquisition Contracts

  IATO           Interim Authority to Operate

  IMC            Interagency Management Council

  IP             Internet Protocol

  IT             Information Technology

  ITWG           Interagency Transition Working Group

  LGC            Local Government Contact

  MDD            Managed Design Documents

  MTSS           Managed Tiered Security Services

  NBD            Normal Business Days

  NIF            Network Interface Facilities

  NTP            Notice to Proceed

  OMB            Office of Management and Budget

  OSS            Operational Support System

  PIC            Primary Interexchange Carrier

  PMO            Program Management Office

  POC            Point of Contact

  PTMP           Preliminary Transition Management Plan

  RFP            Request for Proposal

  RTM            Regional Transition Manager

  SLA            Service Level Agreement

  SME            Subject Matter Expert

  SOCN           Service Order Completion Notice

  SOP            Standard Operating Procedure

  SOW            Statement of Work

  TBI            Transition Baseline Inventory

  TCC            Transition Coordination Center

  TM             Transition Manager

  TMP            Transition Management Plan

  TPOC           Transition Point of Contact

  TPSP           Transition Project Specific Plan

  TSMP           Transition Strategy and Management Plan

  TWG            Transition Working Group
  -------------- ---------------------------------------------------------

## Appendix C: FTS2001 Transition Lessons Learned Document

In response to previous transition efforts, this Appendix examines the
FTS2001 Lessons Learned. This Appendix is a synopsis of teaching points
from the previous transition effort that was documented by the IMC TWG
to ensure the same issues are not repeated in the Networx transition.

FTS2001 Transition

Lessons Learned

**Prepared by**

***GSA Federal Technology Service***

**March 25, 2005**

FTS2001 Transition

Lessons Learned

Table of Contents

[**I. TRANSITION PLANNING**](#__RefHeading___Toc100519238)

[LL1 - Magnitude of Effort Not Fully
Appreciated](#__RefHeading___Toc100519239)

[LL2 -- The Use of the Transition Fund Was Critical to Transition
Execution](#__RefHeading___Toc100519240)

[LL3 -- GSA and Agency Plans for Funding Transition Should Be Determined
Early](#__RefHeading___Toc100519241)

[LL4 -- Budgetary Impact of Transition on
Agencies](#__RefHeading___Toc100519242)

[LL5 - Accurate FTS2000 Telecommunications Service Inventory
Needed](#__RefHeading___Toc100519243)

[LL6 - Roles and Responsibilities of GSA, Agencies, and Service
Providers Not Clearly Defined](#__RefHeading___Toc100519244)

[LL7 - Agencies Needed Customized
Services](#__RefHeading___Toc100519245)

[LL8 -- Activities Needed for Transition Should Be Started As Soon As
Possible](#__RefHeading___Toc100519246)

[LL9 - Program Management Approach Relied Extensively on Agency
Action](#__RefHeading___Toc100519247)

[LL10 - Program Management Approach Relied Too Heavily on FTS2001
Contractor Action](#__RefHeading___Toc100519248)

[LL11 - Impact of External Events on
Planning](#__RefHeading___Toc100519249)

[LL12 - Need For Adequate Arrangements Between Gaining And Losing
Vendors](#__RefHeading___Toc100519250)

[LL13 - Concurrent Network Optimization Largely
Unfeasible](#__RefHeading___Toc100519251)

[LL14 - Lack of Coordinated Stakeholder Transition
Planning](#__RefHeading___Toc100519252)

[II. TRANSITION EXECUTION](#__RefHeading___Toc100519253)

[LL1 - Customer Agencies Needed To Upgrade
Services](#__RefHeading___Toc100519254)

[LL2 - Minimum Revenue Guarantees (MRGs) Impacted Incentives for Timely
Transition](#__RefHeading___Toc100519255)

[LL3 - Slow Agency Service Provider
Selection](#__RefHeading___Toc100519256)

[LL4 - Slow Agency Placement of FTS2001
Orders](#__RefHeading___Toc100519257)

[LL5 - Slow Action By Some Agencies Raised Costs For
All](#__RefHeading___Toc100519258)

[LL6 - Poor Contractor Support During
Transition](#__RefHeading___Toc100519259)

[LL7 - Problems Obtaining Access
Facilities](#__RefHeading___Toc100519260)

[LL8 - Lack of Contractor Transition
Resources](#__RefHeading___Toc100519261)

[LL9 - Lack of Timely Delivery of Acceptable Support Systems By
Contractors](#__RefHeading___Toc100519262)

[LL10 - Some Agency Sites Were Responsible For Transition
Delays](#__RefHeading___Toc100519263)

[LL11 - Billing Problems Contributed to Transition
Delays](#__RefHeading___Toc100519264)

[III. TRANSITION MONITORING, CONTROLLING, &
TRACKING](#__RefHeading___Toc100519265)

[LL1 - Focus on Phase-Out Rather Than
Phase-In](#__RefHeading___Toc100519266)

[LL2 - Problems with Service Provider
Reporting](#__RefHeading___Toc100519267)

[LL3 - Different Government-Wide Reporting
Structures](#__RefHeading___Toc100519268)

FTS2001 Transition

Lessons Learned

The General Services Administration (GSA) awarded two FTS201 contracts
to Sprint and MCI (later WorldCom) in December 1998 and January 1999
respectively to replace the AT&T and Sprint FTS2000/Extended Service
Agreement contracts. The Notice to Proceed went to both contractors on
January 11, 1999. Services were to transition from the FTS2000 vendor
networks to the FTS2001 networks over a period of 18 to 24 months. The
transition goal was not met. This paper provides a catalog of "lessons
learned" from the FTS2001 transition to facilitate the eventual
replacement of FTS2001.

The issues discussed and the lessons learned from them were drawn from
many sources. They are divided into the following functional categories:

-   TRANSITION PLANNING

-   TRANSITION EXECUTION

-   TRANSITION MONITORING, CONTROLLING, & TRACKING

[]{#__RefHeading___Toc100519238 .anchor}

**TRANSITION PLANNING**

[]{#__RefHeading___Toc100519239 .anchor}***LL1 - Magnitude of Effort Not
Fully Appreciated***

***Lesson Learned:*** The replacement of the telecommunications
infrastructure for a large part of the federal community is a huge task.
The transition stakeholders (that is GSA, the user Agencies and the
gaining service providers) need to be fully prepared for the
undertaking.

[]{#__RefHeading___Toc100519240 .anchor}***LL2 -- The Use of the
Transition Fund Was Critical to Transition Execution***

***Lesson Learned:*** A funding mechanism like the Transition Fund is
strongly recommended for any future transition efforts similar to
FTS2001.

[]{#__RefHeading___Toc100519241 .anchor}***LL3 -- GSA and Agency Plans
for Funding Transition Should Be Determined Early***

***Lesson Learned:*** To make Agency resource planning easier, it is
recommended that guidelines based on the "Taxonomy" document be
established early enough in the budget cycle for Agencies to do the
financial planning required to ensure that needed resources are
available.

[]{#__RefHeading___Toc100519242 .anchor}***LL4 -- Budgetary Impact of
Transition on Agencies***

***Lesson Learned:*** The reimbursement plan between GSA and the
Agencies should be based on clear financial criteria that result in
predictable Agency impact.

[]{#__RefHeading___Toc100519243 .anchor}***LL5 - Accurate FTS2000
Telecommunications Service Inventory Needed***

***Lesson Learned:*** A complete and accurate "baseline" inventory prior
to contract award is critical. In order to facilitate this requirement
it is suggested that inventory validation should be an on-going effort
during the life of the contract to provide a complete and accurate
baseline for not only transition, but also other operations such as
billing validation and service optimization.

[]{#__RefHeading___Toc100519244 .anchor}***LL6 - Roles and
Responsibilities of GSA, Agencies, and Service Providers Not Clearly
Defined***

***Lesson Learned:*** The roles and responsibilities of all transition
stakeholders (that is GSA, Agencies, and service providers) should be
clearly defined and communicated to ensure critical activities are
appropriately performed.

[]{#__RefHeading___Toc100519245 .anchor}***LL7 - Agencies Needed
Customized Services***

***Lesson Learned:*** Many Government requirements cannot be met by
standard Commercial services. Although commercial solutions are
encouraged, solicitation documents and all planning must include
Government unique requirements.

[]{#__RefHeading___Toc100519246 .anchor}***LL8 -- Activities Needed for
Transition Should Be Started As Soon As Possible***

***Lesson Learned:*** Agencies should be prepared for the 'worse-case'
scenario of their FTS2001 service provider either not being awarded a
successor contract or not being selected through the fair opportunity
process and plan accordingly in order to ensure a rapid transition
effort with minimal impact on the continuity of service.

[]{#__RefHeading___Toc100519247 .anchor}***LL9 - Program Management
Approach Relied Extensively on Agency Action***

***Lesson Learned:*** A "one size fits all" approach to program
management must be avoided since Agency capabilities differ widely. For
each Agency will likely not have the same transition experience. At the
same time, the approach must ensure that the needs of all Agencies,
large and small, are being addressed. The approach either needs to
ensure that resources are available when the plan requires or that the
plan can be tailored to fit the available resources.

[]{#__RefHeading___Toc100519248 .anchor}***LL10 - Program Management
Approach Relied Too Heavily on FTS2001 Contractor Action***

***Lesson Learned:*** Agencies should anticipate and account for the new
service provider's possible inability or unwillingness to execute all
transition requirements as promised, thus ensuring that they:

Establish and maintain effective oversight throughout transition

Escalate problems with the service providers to GSA FTS with
documentation

GSA FTS should anticipate and be prepared to deal with service
provider's possible inability or unwillingness to meet contractual
obligations.

[]{#__RefHeading___Toc100519249 .anchor}***LL11 - Impact of External
Events on Planning***

***Lesson Learned:*** Overall transition planning should have sufficient
flexibility so that Agencies can coordinate transition with other
ongoing activities regardless of the impact of external events.
Likewise, contracts should be flexible to accommodate unforeseen
marketplace issues.

[]{#__RefHeading___Toc100519250 .anchor}***LL12 - Need For Adequate
Arrangements Between Gaining And Losing Vendors***

***Lesson Learned:*** Coordinated and synchronized disconnects and
activation by different service providers are essential to ensure
transition success.

[]{#__RefHeading___Toc100519251 .anchor}***LL13 - Concurrent Network
Optimization Largely Unfeasible***

***Lesson Learned:*** Network optimization should be addressed as part
of normal network management and not as a mandatory task during
transition.

[]{#__RefHeading___Toc100519252 .anchor}***LL14 - Lack of Coordinated
Stakeholder Transition Planning***

***Lesson Learned:*** The planning activities of the transition
stakeholders (that is GSA, Agencies, and service providers) should be
coordinated to ensure all activities are appropriately accounted for and
that dependencies are adequately addressed.

[]{#__RefHeading___Toc100519253 .anchor}**TRANSITION EXECUTION**

[]{#__RefHeading___Toc100519254 .anchor}

***LL1 - Customer Agencies Needed To Upgrade Services***

***Lesson Learned:*** The task of transition is not limited to
transitioning a static list of services on a like-for-like basis.
Therefore, Agencies should anticipate the need for changing connectivity
during the transition effort and mitigate those factors in their
transition plan(s).

[]{#__RefHeading___Toc100519255 .anchor}***LL2 - Minimum Revenue
Guarantees (MRGs) Impacted Incentives for Timely Transition***

***Lesson Learned:*** Care should be exercised when determining the MRGs
to be offered to ensure that:

They do not become an impediment to Agency choice and competition in the
future

They do not become a disincentive to winning contractors to aggressively
move forward

In short, MRGs should be managed so as not to impede the transition
effort.

[]{#__RefHeading___Toc100519256 .anchor}***LL3 - Slow Agency Service
Provider Selection***

***Lesson Learned:*** The delay in Agencies selecting their vendors
significantly impacted the timeline for transition. Therefore, a
"deadline" for vendor selection should be incorporated into the overall
transition schedule.

[]{#__RefHeading___Toc100519257 .anchor}***LL4 - Slow Agency Placement
of FTS2001 Orders***

***Lesson Learned:*** Agency procedures and resources were inadequate to
manage the extraordinary volume of service orders associated with the
transition effort.

[]{#__RefHeading___Toc100519258 .anchor}***LL5 - Slow Action By Some
Agencies Raised Costs For All***

***Lesson Learned:*** Agencies responsible for slow contractor
selection, transition planning and/or order entry that directly results
in extension of incumbent contract(s) and services should bear the costs
associated with those extensions.

[]{#__RefHeading___Toc100519259 .anchor}***LL6 - Poor Contractor Support
During Transition***

***Lesson Learned:*** In any future efforts, service providers should be
held to the required levels of service from contract award (including
the transition period).

[]{#__RefHeading___Toc100519260 .anchor}***LL7 - Problems Obtaining
Access Facilities***

***Lesson Learned:*** Agencies should ensure their plans accommodate for
potential issues associated with access facilities, as often service
providers do not control the entire provisioning process.

[]{#__RefHeading___Toc100519261 .anchor}***LL8 - Lack of Contractor
Transition Resources***

***Lesson Learned:*** Service providers did not provide sufficient
resources to meet contract terms (including properly trained staff).
Therefore, service providers need to apply sufficient resources in order
to meet the identified transition goals.

[]{#__RefHeading___Toc100519262 .anchor}***LL9 - Lack of Timely Delivery
of Acceptable Support Systems By Contractors***

***Lesson Learned:*** Future transition planning should not permit
transition to begin until service provider support systems are in-place,
tested, and accepted. Further, service providers should be required to
deliver support systems for both Commercial and Government unique
services that meet Government expectation prior to contract award.

[]{#__RefHeading___Toc100519263 .anchor}**LL10 - Some Agency Sites Were
Responsible For Transition Delays**

***Lesson Learned:*** Some delays could be avoided if Agencies:

Take care not to approve a TPSP or site survey if services are not in
fact what they need to operate (e.g. all 800 numbers were not included
in site survey)

Advise service provider of any special access requirements for the site

Make arrangements for the entry of service provider technicians into
site in order to avoid unnecessary 'turn a-ways'

Ensure that they know and understand the plan for their site including
the type of cutover (parallel, managed, or coordinated) planned

Have material/equipment installed and ready on scheduled cutover date
(e.g. cabling, inside wiring, PBX cards, or other GFE equipment)

Have needed technicians on hand for both pre-test and cutover (e.g. PBX
technician was not present on scheduled test dates resulting in dialing
plan problems)

[]{#__RefHeading___Toc100519264 .anchor}***LL11 - Billing Problems
Contributed to Transition Delays***

***Lesson Learned:*** GSA FTS and Agencies should proactively examine
invoices during transition to verify that services are being invoiced
against the right contract and the right rate and that the details of
billing meet contract requirements. Also, billing discrepancies should
be brought to the attention of service providers promptly and GSA FTS
must hold them responsible for resolving billing problems expeditiously.

[]{#__RefHeading___Toc100519265 .anchor}**TRANSITION MONITORING,
CONTROLLING, & TRACKING**

[]{#__RefHeading___Toc100519266 .anchor}

***LL1 - Focus on Phase-Out Rather Than Phase-In***

***Lesson Learned:*** The progress of transition should be measured by
both the "old" services replaced and disconnected as well as by the
"new" services installed.

[]{#__RefHeading___Toc100519267 .anchor}***LL2 - Problems with Service
Provider Reporting***

***Lesson Learned:*** Government should specify the information required
from the service providers relative to transition progress as opposed to
the method by which it is delivered. Further, how information is
captured and presented by the service provider and GSA needs to be
carefully documented for the Agencies and the Agencies need to be
flexible as to how they can manipulate and use this data.

[]{#__RefHeading___Toc100519268 .anchor}***LL3 - Different
Government-Wide Reporting Structures***

***Lesson learned:*** The process used for monitoring the installation
of new services was not done in a consistent manner; therefore,
effective transition metrics should be established and agreed upon by
all transition stakeholders prior to contract award.

## Appendix D: Transition Contract Support Vehicles

In preparing for transition to Networx, as well as executing transition
activities, Agencies will likely need to acquire additional resources to
handle the workload associated with transition. The contract support
vehicles identified in this Appendix have been developed as a high-level
guide to Agencies to provide information on existing GWAC and FSS
contracts.

As the Government prepares for transition to the Networx Contract there
will likely be requirements for program and technical support needed by
the Agencies throughout the transition effort. As such, GSA has sought
to identify alternatives for sources similar transition support provided
during previous transition efforts of this magnitude (i.e., Transition
Management Support and Telecommunications Support Contract 2 contracts).

The information contained within this document is shared within the
public domain and is not intended to advocate specific contractual
vehicles. All information discussed is presented to provide GSA and its
Agencies assistance in identifying available Government-Wide Acquisition
Contracts (GWACs) applicable for providing the type of support needed in
the transition effort. Specifically, the respective areas of support
required by the Government will likely include any of the following
areas:

-   Telecommunications Planning and/or Transition Support

-   Program Management Support

-   Engineering and Analytical Support

-   Design and Engineering Support

-   Acquisition Support

-   Installation, Integration and Implementation

-   Customer Support

-   Operations and Maintenance Support

Agencies should decide whether these support services applicable for
transition to Networx can best be sourced using either in-house
Government resources or outsourced to applicable vendors via respective
GWAC vehicles.

Although GSA has not created specific contract vehicles to offer support
to Agencies throughout the transition from FTS2001 to Networx, there are
a number of GWACs available to Agencies in need of support as noted in
the table below.

**GWACs Available to Support Networx Transition**

+--------+---------------+----------------+---------------+-----------+
| **     | **            | **Services**   | **Applicable  | **Contra  |
| Name** | Description** |                | Labor         | ctor(s)** |
|        |               |                | Category(s)** |           |
+========+===============+================+===============+===========+
| Conne  | 8-year (i.e., | > 1\.          | -   Site      | -   ATS   |
| ctions | 3 base years  | > *Equipment & |     Manager   |           |
|        | +5 one-year   | > Services* -- |               | -   Booz  |
|        | options)      | > includes     | -   Quality   |     Allen |
|        | Gov           | > equipment or |     Assurance |           |
|        | ernment-wide, | > services     |     Engineer  |  Hamilton |
|        | Multiple      | > that could   |               |           |
|        | Award,        | > be used to   | -   Network   | -         |
|        | Indefi        | > evolve the   |     Systems   |   Centech |
|        | nite-Delivery | > Agency\'s    |     Manager   |           |
|        | Indefi        | > tele         |               | -   EDS   |
|        | nite-Quantity | communications | -             |           |
|        | contract.     | >              | Communication | -   EPS   |
|        | More than     | infrastructure |     Analyst   |           |
|        | half of the   | >              |               | -   GTI   |
|        | Awardees are  | > 2\. *Support | -             |           |
|        | small         | > Services* -- | Configuration | -   ISS   |
|        | businesses.   | > includes     |               |           |
|        | There are     | > many         |    Management | -   MC    |
|        | countless     | > different    |               |     Dean  |
|        | product       | > services in  |    Specialist |           |
|        | manufacturers | > support of   |               | -   MAI   |
|        | and           | > the          |               |           |
|        | s             | > tele         |               | -         |
|        | ubcontractors | communications |               |   ManTech |
|        | available.    | > i            |               |           |
|        |               | nfrastructure, |               | -   N     |
|        |               | > offered      |               | extiraOne |
|        |               | > within three |               |           |
|        |               | > basic areas: |               | -   Omega |
|        |               | >              |               |           |
|        |               |  Professional, |               | -   SAIC  |
|        |               | > Technical,   |               |           |
|        |               | > and          |               | -   SBC   |
|        |               | > E-Business   |               |           |
|        |               |                |               | -   SETA  |
|        |               | 3\.            |               |           |
|        |               | *Solutions* -- |               | -         |
|        |               | includes       |               |    Signal |
|        |               | turn-key       |               |           |
|        |               | solutions that |               | Solutions |
|        |               | are            |               |           |
|        |               | characterized  |               | -         |
|        |               | by integrators |               |   Verizon |
|        |               | and managed    |               |           |
|        |               | services       |               |           |
+--------+---------------+----------------+---------------+-----------+
| Mi     | Consists      | > 1\.          | -   Sr.       | -   Booz  |
| llenia | of nine       | > *C           |     Subject   |     Allen |
|        | Indefinite    | ommunications* |     Matter    |           |
|        | Delive        | > --           |     Expert    |  Hamilton |
|        | ry/Indefinite | > Definition,  |               |           |
|        | Quantity      | > design,      | -   Emerging  | -   CSC   |
|        | (IDIQ)        | > i            |               |           |
|        | Contracts     | mplementation, |    Technology | -   CSC   |
|        | which are     | > and          |     Expert    |           |
|        | accessible to | > management   |               |   Systems |
|        | all Federal   | > of digital   | -   Senior IT |     and   |
|        | Government    | > and          |     Analyst   |     S     |
|        | Agencies.     | > integrated   |               | olutions, |
|        | Millenia      | > or linked    | -   Junior IT |     LLC   |
|        | provides IT   | >              |     Analyst   |           |
|        | services,     | communications |               | -         |
|        | including     | > systems      | -   Senior    |  Lockheed |
|        | ancillary     | >              |               |           |
|        | hardware,     | > 2\.          |    Technician |    Martin |
|        | software and  | > *Software    |               |           |
|        | firmware.     | > Engineering* | -             | Services, |
|        |               | > -- Managing  |    Technician |     Inc.  |
|        |               | > software     |               |           |
|        |               | > from initial |               | -         |
|        |               | > conception   |               |  Northrop |
|        |               | > and          |               |           |
|        |               | > planning,    |               |   Grumman |
|        |               | > through      |               |     In    |
|        |               | > design and   |               | formation |
|        |               | > development, |               |     Te    |
|        |               | > to           |               | chnology, |
|        |               | > conversion,  |               |     Inc.  |
|        |               | > maintenance  |               |           |
|        |               | > and          |               | -         |
|        |               | > improvement  |               |  Raytheon |
|        |               |                |               |           |
|        |               | 3\. *Systems   |               | Technical |
|        |               | Integration*   |               |           |
|        |               | -- All         |               |  Services |
|        |               | activities     |               |           |
|        |               | needed to      |               |   Company |
|        |               | develop and    |               |           |
|        |               | initiate       |               | -   SAIC  |
|        |               | automated      |               |           |
|        |               | information    |               | -   SRA   |
|        |               | systems        |               |           |
|        |               |                |               | -         |
|        |               |                |               |    Unisys |
|        |               |                |               |     Co    |
|        |               |                |               | rporation |
+--------+---------------+----------------+---------------+-----------+
| AN     | \$25 Billion  | *1.            | -   Site      | -         |
| SWER\* | Multiple      | Infrastructure |     Manager   |    Anteon |
|        | Award/        | & Operations   |               |     Co    |
|        | Indefinite    | -* Facilities  | -   Info Sys  | rporation |
|        | Delivery      | planning,      |     Admin and |           |
|        | Indefinite    | design,        |     Planning  | -   Booz  |
|        | Quantity      | relocations &  |     Manager   |     Allen |
|        | (MA/I         | management.    |               |           |
|        | DIQ) contract | LAN/MAN/WAN    | -   Strategic |  Hamilton |
|        | that provides | systems, voice |     Planner   |           |
|        | IT solutions  | communica      |               | -   CSC   |
|        | that deliver  | tion/telephony | -             |           |
|        | the best      | systems,       |    Technician | -   CSC   |
|        | value and     | network        |               |           |
|        | innovation to | management,    | -   Technical |   Systems |
|        | support       | and others.    |     Subject   |     and   |
|        | client        |                |     Matter    |     S     |
|        | missions      | *2.            |     Expert    | olutions, |
|        | worldwide     | Information    |               |     LLC   |
|        |               | Systems -*     | -   Network   |           |
|        |               | Database       |     Engineer  | -   In    |
|        |               | management     |               | formation |
|        |               | systems, web   | -   Network   |           |
|        |               | site           |     Systems   |   Systems |
|        |               | development &  |     Manager   |           |
|        |               | maintenance,   |               |  Support, |
|        |               | information    | -   Network   |     Inc.  |
|        |               | assurance, and |     Systems   |     (ISS) |
|        |               | others.        |               |           |
|        |               |                | Administrator | -   ITS   |
|        |               | *3.            |               |     Corp. |
|        |               | Telecom        | -   Tele      |           |
|        |               | munications* - | communication | -   L-3   |
|        |               | Call center    |               |     G     |
|        |               | engineering,   |   Integration | overnment |
|        |               | network        |     Engineer  |           |
|        |               | switching &    |               |  Services |
|        |               | signaling      | -             |     Inc.  |
|        |               | systems,       | Communication |     (L-3  |
|        |               | intelligent    |     Facility  |     GSI)  |
|        |               | network        |     Engineer  |           |
|        |               | systems,       |               | -         |
|        |               | billing &      | -   Quality   |  Northrop |
|        |               | customer       |     Assurance |           |
|        |               | support        |               |   Grumman |
|        |               | systems,       |    Specialist |     IT    |
|        |               | network        |               |           |
|        |               | securi         | -   Test      | -   TASC, |
|        |               | ty/information |     Engineer  |     Inc.  |
|        |               | protection,    |               |           |
|        |               | emergency      | -   Senior    | -   SAIC  |
|        |               | response       |     Project   |           |
|        |               | planning &     |     Manager   |           |
|        |               | operations,    |               |           |
|        |               | market         | -   Data      |           |
|        |               | strategy,      |               |           |
|        |               | research &     | Communication |           |
|        |               | analysis,      |     Manager   |           |
|        |               | competitive    |               |           |
|        |               | reengineering, | -   Voice     |           |
|        |               | and others.    |               |           |
|        |               |                | Communication |           |
|        |               |                |     Manager   |           |
|        |               |                |     \\        |           |
|        |               |                |               |           |
|        |               |                | -   Business  |           |
|        |               |                |               |           |
|        |               |                |    Continuity |           |
|        |               |                |     Planning  |           |
|        |               |                |     Manager   |           |
+--------+---------------+----------------+---------------+-----------+
| IT     | Under GSA FSS | *1. IT         | -   Program   | Approx.   |
| Profes | IT Schedule   | Strategic      |     Manager   | 5,000     |
| sional | 70            | Planning and   |               | vendors   |
| Se     | contractors   | Management --* | -   Project   | -- list   |
| rvices | are able to   | includes all   |     Manager   | available |
| Sc     | supply the    | expertise to   |               | via       |
| hedule | full range of | ensure that    | -   Subject   | WW        |
| (FSS)  | IT            | the Agency\'s  |     Matter    | W.GSA.GOV |
|        | professional  | foundation and |     Expert    |           |
|        | services to   | direction in   |     1-3       |           |
|        | all Federal   | the            |               |           |
|        | Government    | application of | -   Business  |           |
|        | Agencies on a | IT are         |     Process   |           |
|        | fe            | well-defined,  |     Engineer  |           |
|        | e-for-service | efficient, and |               |           |
|        | basis.        | consistent     | -   Financial |           |
|        | Contract      | with           |     Analyst   |           |
|        | periods are   | commercial and |               |           |
|        | five years,   | Government     | -   Senior    |           |
|        | plus three    | best practices |     Systems   |           |
|        | separate five | and            |     Engineer  |           |
|        | year option   | legislation.   |               |           |
|        | periods.      |                | -   Telecom   |           |
|        |               | *2. IT Systems |     Systems   |           |
|        |               | Analysis       |     Analyst   |           |
|        |               | --*includes    |               |           |
|        |               | analysis       | -   Telecom   |           |
|        |               | services are   |               |           |
|        |               | designed to    |    Operations |           |
|        |               | ensure they    |               |           |
|        |               | meet IT        |    Specialist |           |
|        |               | investments    |               |           |
|        |               | are focused    | -   C         |           |
|        |               | information    | ommunications |           |
|        |               | systems and    |     Network   |           |
|        |               | tele           |     Manager   |           |
|        |               | communications |               |           |
|        |               | networks that  | -   C         |           |
|        |               | solve the      | ommunications |           |
|        |               | Agency\'s      |               |           |
|        |               | problems.      |    Specialist |           |
|        |               |                |               |           |
|        |               | *3. IT Systems | -   Help Desk |           |
|        |               | Engineering    |     Manager   |           |
|        |               | --* includes   |               |           |
|        |               | system         | -   Project   |           |
|        |               | engineering    |     Control   |           |
|        |               | services       |               |           |
|        |               | ensure that    |    Specialist |           |
|        |               | information    |               |           |
|        |               | systems and    | -   Technical |           |
|        |               | tele           |               |           |
|        |               | communications | Writer/Editor |           |
|        |               | networks are   |               |           |
|        |               | designed to    | -   Systems   |           |
|        |               | capitalize on  |     Design    |           |
|        |               | Agency         |     Engineer  |           |
|        |               | architectures  |               |           |
|        |               | and IT         | -   Systems   |           |
|        |               | standards, to  |     Security  |           |
|        |               | provide        |     Expert    |           |
|        |               | in             |               |           |
|        |               | teroperability | -   IT        |           |
|        |               | with other     |               |           |
|        |               | systems and    |    Consultant |           |
|        |               | networks, to   |               |           |
|        |               | be reliable    | -             |           |
|        |               | and            |    Functional |           |
|        |               | maintainable.  |     Expert    |           |
|        |               |                |               |           |
|        |               |                |    Consultant |           |
+--------+---------------+----------------+---------------+-----------+
| CIOSP2 | The National  | > 1\.          | -   Program   | -   AST,  |
| (HHS)  | Institutes of | > *Equipment & |     Manager   |     Inc.  |
|        | Health (NIH)  | > Services* -- |               |           |
|        | maintains an  | > includes     | -   Project   | -   ALTS  |
|        | IDIQ contract | > equipment or |     Manager   |           |
|        | for acquiring | > services     |               |   Systems |
|        | a wide range  | > that could   | -   Telecom   |           |
|        | of IT         | > be used to   |     Engineer  | -         |
|        | products and  | > evolve the   |               |  Aquilent |
|        | services for  | > Agency\'s    | -   Disaster  |           |
|        | NIH and all   | > tele         |     Recovery  | -   Booz  |
|        | other Federal | communications |               |     Allen |
|        | Agencies. The | >              |    Specialist |           |
|        | geographic    | infrastructure |               |  Hamilton |
|        | scope of this | >              | -   C         |           |
|        | requirement   | > 2\. *Support | ommunications | -   CRC   |
|        | includes the  | > Services* -- |     Software  |           |
|        | United States | > includes     |               | -         |
|        | and abroad.   | > many         |    Specialist |   Calibre |
|        |               | > different    |               |           |
|        |               | > services in  | -   C         |   Systems |
|        |               | > support of   | ommunications |           |
|        |               | > the          |     Hardware  | -   Cap   |
|        |               | > tele         |               |           |
|        |               | communications |    Specialist |    Gemini |
|        |               | > i            |               |     E&Y   |
|        |               | nfrastructure, | -   Quality   |           |
|        |               | > offered      |     Assurance | -         |
|        |               | > within three |               |   Cerokee |
|        |               | > basic areas: |    Specialist |     In    |
|        |               | >              |               | formation |
|        |               |  Professional, | -   Technical |           |
|        |               | > Technical,   |               |  Services |
|        |               | > and          | Writer/Editor |           |
|        |               | > E-Business   |               | -   CSI,  |
|        |               |                | -   Cost      |     Inc.  |
|        |               | 3\.            |     Analyst   |           |
|        |               | *Solutions* -- |               | -         |
|        |               | includes       |               |    COMSYS |
|        |               | turn-key       |               |           |
|        |               | solutions that |               | -   DST,  |
|        |               | are            |               |     Inc.  |
|        |               | characterized  |               |           |
|        |               | by integrators |               | -   GMR,  |
|        |               | and managed    |               |     Inc.  |
|        |               | services       |               |           |
|        |               |                |               | -   IBM   |
|        |               |                |               |           |
|        |               |                |               | -         |
|        |               |                |               |  Intekras |
|        |               |                |               |           |
|        |               |                |               | -         |
|        |               |                |               |   Insight |
|        |               |                |               |     T     |
|        |               |                |               | echnology |
|        |               |                |               |           |
|        |               |                |               | Solutions |
|        |               |                |               |           |
|        |               |                |               | -   James |
|        |               |                |               |           |
|        |               |                |               |    Commun |
|        |               |                |               | ications, |
|        |               |                |               |     Inc.  |
|        |               |                |               |           |
|        |               |                |               | -   JIL   |
|        |               |                |               |     In    |
|        |               |                |               | formation |
|        |               |                |               |           |
|        |               |                |               |   Systems |
|        |               |                |               |           |
|        |               |                |               | -   KRA   |
|        |               |                |               |     Corp. |
|        |               |                |               |           |
|        |               |                |               | -   LMR,  |
|        |               |                |               |     Inc.  |
|        |               |                |               |           |
|        |               |                |               | -   M     |
|        |               |                |               | anagement |
|        |               |                |               |           |
|        |               |                |               |   Systems |
|        |               |                |               |     D     |
|        |               |                |               | esigners, |
|        |               |                |               |     Inc.  |
|        |               |                |               |           |
|        |               |                |               | -         |
|        |               |                |               | MicroTech |
|        |               |                |               |     LLC   |
|        |               |                |               |           |
|        |               |                |               | -   MCCS, |
|        |               |                |               |     Inc.  |
|        |               |                |               |           |
|        |               |                |               | -         |
|        |               |                |               | Millenium |
|        |               |                |               |     S     |
|        |               |                |               | olutions, |
|        |               |                |               |     Inc.  |
|        |               |                |               |           |
|        |               |                |               | -   NCI   |
|        |               |                |               |     In    |
|        |               |                |               | formation |
|        |               |                |               |           |
|        |               |                |               |  Systems, |
|        |               |                |               |     Inc.  |
|        |               |                |               |           |
|        |               |                |               | -         |
|        |               |                |               |   Siemens |
|        |               |                |               |           |
|        |               |                |               | -   SBSI  |
|        |               |                |               |           |
|        |               |                |               | -   TAJ   |
|        |               |                |               |     Tech  |
|        |               |                |               | nologies, |
|        |               |                |               |     Inc.  |
|        |               |                |               |           |
|        |               |                |               | -   V     |
|        |               |                |               | istronix, |
|        |               |                |               |     Inc.  |
|        |               |                |               |           |
|        |               |                |               | -   Xtria |
|        |               |                |               |     LLC   |
+--------+---------------+----------------+---------------+-----------+
| MOBIS  | Management,   | > 1\.          | -   Officer   | Too many  |
|        | O             | > *Consulting  |               | to list   |
|        | rganizational | > Services* -- | -   Principal | (over     |
|        | and Business  | > includes     |               | 1600      |
|        | Improvement   | > expert       | -   Senior    | co        |
|        | Services      | > advice,      |     Associate | ntractors |
|        | (MOBIS) is a  | > assistance,  |               | total)    |
|        | Federal       | > guidance or  | -   Associate |           |
|        | Supply        | > counseling   |               |           |
|        | Schedule      | > in support   | -   Senior    |           |
|        | offered to    | > of           |               |           |
|        | Federal       | > management,  |    Consultant |           |
|        | Agencies by   | >              |               |           |
|        | GSA to        | organizational | -             |           |
|        | provide them  | > and business |    Consultant |           |
|        | with a        | > improvement  |               |           |
|        | streamlined   | > efforts      | -             |           |
|        | procurement   | >              |    Researcher |           |
|        | device to     | > 2\.          |     Analyst   |           |
|        | access        | >              |               |           |
|        | management    |  *Facilitation | -   Support   |           |
|        | services for  | > Services* -- |     Staff     |           |
|        | the           | > includes     |               |           |
|        | i             | > decision     | -   Others... |           |
|        | mplementation | > support      |               |           |
|        | of quality    | > services to  |               |           |
|        | management    | > Agencies     |               |           |
|        | and other     | > engaging in  |               |           |
|        | related       | >              |               |           |
|        | system change |  collaboration |               |           |
|        | processes.    | > efforts,     |               |           |
|        |               | > working      |               |           |
|        |               | > groups or    |               |           |
|        |               | > integrated   |               |           |
|        |               | > product,     |               |           |
|        |               | > process or   |               |           |
|        |               | >              |               |           |
|        |               |  self-directed |               |           |
|        |               | > teams        |               |           |
|        |               | >              |               |           |
|        |               | > 3\. *Survey  |               |           |
|        |               | > Services* -- |               |           |
|        |               | > includes     |               |           |
|        |               | > expert       |               |           |
|        |               | >              |               |           |
|        |               |  consultation, |               |           |
|        |               | > assistance   |               |           |
|        |               | > and          |               |           |
|        |               | > deliverables |               |           |
|        |               | > associated   |               |           |
|        |               | > with all     |               |           |
|        |               | > aspects of   |               |           |
|        |               | > surveying    |               |           |
|        |               | > within the   |               |           |
|        |               | > context of   |               |           |
|        |               | > MOBIS        |               |           |
|        |               | >              |               |           |
|        |               | > 4\.          |               |           |
|        |               | > *Training    |               |           |
|        |               | > Services* -- |               |           |
|        |               | > includes     |               |           |
|        |               | >              |               |           |
|        |               |  off-the-shelf |               |           |
|        |               | > or           |               |           |
|        |               | > customized   |               |           |
|        |               | > training     |               |           |
|        |               | > packages to  |               |           |
|        |               | > meet         |               |           |
|        |               | > specific     |               |           |
|        |               | > Agency needs |               |           |
|        |               | > related to   |               |           |
|        |               | > management,  |               |           |
|        |               | >              |               |           |
|        |               | organizational |               |           |
|        |               | > and business |               |           |
|        |               | > improvement  |               |           |
|        |               | > services     |               |           |
|        |               | >              |               |           |
|        |               | > 5\. *Support |               |           |
|        |               | > Products* -- |               |           |
|        |               | > includes     |               |           |
|        |               | > items used   |               |           |
|        |               | > in support   |               |           |
|        |               | > of services  |               |           |
|        |               | > described,   |               |           |
|        |               | > to include   |               |           |
|        |               | > workbooks,   |               |           |
|        |               | > training     |               |           |
|        |               | > manuals,     |               |           |
|        |               | > etc.         |               |           |
|        |               | >              |               |           |
|        |               | > 6\.          |               |           |
|        |               | >              |               |           |
|        |               | *Privatization |               |           |
|        |               | > Support      |               |           |
|        |               | > Services and |               |           |
|        |               | >              |               |           |
|        |               |  Documentation |               |           |
|        |               | > (A76)* --    |               |           |
|        |               | > includes     |               |           |
|        |               | > expert       |               |           |
|        |               | > advice,      |               |           |
|        |               | >              |               |           |
|        |               |  consultation, |               |           |
|        |               | > assistance   |               |           |
|        |               | > and          |               |           |
|        |               | >              |               |           |
|        |               |  documentation |               |           |
|        |               | > in support   |               |           |
|        |               | > of studies   |               |           |
|        |               | > conducted    |               |           |
|        |               | > under OMB    |               |           |
|        |               | > Circular     |               |           |
|        |               | > A-76 or      |               |           |
|        |               | > other        |               |           |
|        |               | > privatizat   |               |           |
|        |               | ion/commercial |               |           |
|        |               | > activities   |               |           |
|        |               | > studies,     |               |           |
|        |               | > projects, or |               |           |
|        |               | > efforts      |               |           |
|        |               | >              |               |           |
|        |               | > 7\. *Program |               |           |
|        |               | > Integration  |               |           |
|        |               | > and Project  |               |           |
|        |               | > Management   |               |           |
|        |               | > Services* -- |               |           |
|        |               | > includes     |               |           |
|        |               | > services to  |               |           |
|        |               | > manage and   |               |           |
|        |               | > integrate    |               |           |
|        |               | > various      |               |           |
|        |               | > management   |               |           |
|        |               | > and business |               |           |
|        |               | > improvement  |               |           |
|        |               | > programs and |               |           |
|        |               | > projects     |               |           |
+--------+---------------+----------------+---------------+-----------+
| PES    | Professional  | > 1\.          | -   Program   | Too many  |
|        | Engineering   | > *Strategic   |     Manager   | to list   |
|        | Services      | > Planning for |               | (over 700 |
|        | (PES) is      | > Technology   | -   Project   | co        |
|        | designed to   | > Progra       |     Manager   | ntractors |
|        | simplify the  | ms/Activities* |               | total)    |
|        | acquisition   | > -- includes  | -             |           |
|        | of            | > the          |  Requirements |           |
|        | professional  | > expertise    |     Engineer  |           |
|        | engineering   | > necessary to |               |           |
|        | services in   | > define and   | -   Design    |           |
|        | thousands of  | > interpret    |     Engineer  |           |
|        | technical     | > high-level   |               |           |
|        | areas.        | >              | -   Test      |           |
|        |               | organizational |     Engineer  |           |
|        |               | > engineering  |               |           |
|        |               | > performance  | -   Logistics |           |
|        |               | > requirements |     Engineer  |           |
|        |               | >              |               |           |
|        |               | > 2\. *Concept | -   Operat    |           |
|        |               | > Development  | ions/Research |           |
|        |               | > and          |     Analyst   |           |
|        |               | > Requirements |               |           |
|        |               | > Analysis* -- | -             |           |
|        |               | > includes the |    Management |           |
|        |               | > ability to   |     Analyst   |           |
|        |               | > conduct      |               |           |
|        |               | > abstract or  | -   Financial |           |
|        |               | > conceptual   |     Analyst   |           |
|        |               | > studies and  |               |           |
|        |               | > analyses,    | -   Trainer   |           |
|        |               | > define       |               |           |
|        |               | >              | -   Support   |           |
|        |               |  requirements, |               |           |
|        |               | > develop      |    Specialist |           |
|        |               | > preliminary  |               |           |
|        |               | > plans and    | -   Project   |           |
|        |               | > evaluate     |     Control   |           |
|        |               | > alternative  |               |           |
|        |               | > technical    |    Specialist |           |
|        |               | > approaches   |               |           |
|        |               | >              | -             |           |
|        |               | > 3\. *System  |   Information |           |
|        |               | > Design,      |               |           |
|        |               | > Engineering  |    Specialist |           |
|        |               | > and          |               |           |
|        |               | > Integration* | -             |           |
|        |               | > -- includes  |    Functional |           |
|        |               | > translating  |     Expert    |           |
|        |               | > the project  |               |           |
|        |               | > concept into |    Consultant |           |
|        |               | > a            |               |           |
|        |               | > preliminary  |               |           |
|        |               | > and detailed |               |           |
|        |               | > design,      |               |           |
|        |               | > performing   |               |           |
|        |               | > risk         |               |           |
|        |               | > i            |               |           |
|        |               | dentification, |               |           |
|        |               | > analysis,    |               |           |
|        |               | > and          |               |           |
|        |               | > mitigation,  |               |           |
|        |               | > as well as   |               |           |
|        |               | > integrating  |               |           |
|        |               | > the various  |               |           |
|        |               | > components   |               |           |
|        |               | > into a       |               |           |
|        |               | > working      |               |           |
|        |               | > prototype    |               |           |
|        |               | >              |               |           |
|        |               | > 4\. *Test    |               |           |
|        |               | > and          |               |           |
|        |               | > Evaluation*  |               |           |
|        |               | > -- includes  |               |           |
|        |               | > the          |               |           |
|        |               | > application  |               |           |
|        |               | > of various   |               |           |
|        |               | > techniques   |               |           |
|        |               | > for          |               |           |
|        |               | >              |               |           |
|        |               |  demonstrating |               |           |
|        |               | > that a       |               |           |
|        |               | > prototype    |               |           |
|        |               | > performs in  |               |           |
|        |               | > accordance   |               |           |
|        |               | > with the     |               |           |
|        |               | > objectives   |               |           |
|        |               | > outlined in  |               |           |
|        |               | > the original |               |           |
|        |               | > design       |               |           |
|        |               | >              |               |           |
|        |               | > 5\.          |               |           |
|        |               | > *Integrated  |               |           |
|        |               | > Logistics    |               |           |
|        |               | > Support* --  |               |           |
|        |               | > includes the |               |           |
|        |               | > analysis,    |               |           |
|        |               | > planning,    |               |           |
|        |               | > and design   |               |           |
|        |               | > of all       |               |           |
|        |               | > engineering  |               |           |
|        |               | > specific     |               |           |
|        |               | > logistics    |               |           |
|        |               | > support      |               |           |
|        |               | >              |               |           |
|        |               | > 6\.          |               |           |
|        |               | > *Acquisition |               |           |
|        |               | > and Life     |               |           |
|        |               | > Cycle        |               |           |
|        |               | > Management*  |               |           |
|        |               | > -- includes  |               |           |
|        |               | > the          |               |           |
|        |               | > performance  |               |           |
|        |               | > of planning, |               |           |
|        |               | > budgetary,   |               |           |
|        |               | > contract and |               |           |
|        |               | > program      |               |           |
|        |               | > management   |               |           |
|        |               | > execution    |               |           |
|        |               | > functions    |               |           |
|        |               | > required to  |               |           |
|        |               | > produce,     |               |           |
|        |               | > render       |               |           |
|        |               | > operational, |               |           |
|        |               | > and provide  |               |           |
|        |               | > life cycle   |               |           |
|        |               | > support to   |               |           |
|        |               | > te           |               |           |
|        |               | chnology-based |               |           |
|        |               | > systems      |               |           |
+--------+---------------+----------------+---------------+-----------+
| ITSP   | The           | > 1\. *General | -   Network   | Over 5000 |
| II     | Information   | > Purpose      |               | co        |
|        | Technology    | > Commercial   |  Installation | ntractors |
|        | Services      | > Information  |               |           |
|        | Program       | > Technology   |    Technician |           |
|        | (ITSP) II is  | > Equipment,   |               |           |
|        | designed to   | > Software,    | -   Telec     |           |
|        | provide the   | > and          | ommunications |           |
|        | United States | > Services* -- |     Network   |           |
|        | Air Force,    | > includes the |     Engineer  |           |
|        | Electronic    | > full range   |               |           |
|        | Systems       | > of           | -   Telec     |           |
|        | Center (ESC)  | > Information  | ommunications |           |
|        | with a wide   | > Technology   |     Analyst   |           |
|        | range of      | > professional |               |           |
|        | commercially  | > services to  | -   Telec     |           |
|        | available     | > work         | ommunications |           |
|        | information   | > cos          |               |           |
|        | technology    | t-effectively, |    Operations |           |
|        | support       | > improve      |               |           |
|        | services for  | > Agency       |    Specialist |           |
|        | new and       | > mission      |               |           |
|        | existing      | > performance, | -   C         |           |
|        | systems. The  | > and enhance  | ommunications |           |
|        | ITSP BPA is   | > the quality  |     Network   |           |
|        | not a         | > of service   |     Manager   |           |
|        | contract; it  | > to Agency    |               |           |
|        | is a written  | > customers    | -   C         |           |
|        | agreement     | >              | ommunications |           |
|        | based on      | > 2\.          |               |           |
|        | existing GSA  | > *Financial   |    Specialist |           |
|        | schedules     | > and Business |               |           |
|        | that set      | > Solutions*   | -   Quality   |           |
|        | forth the     | > -- includes  |     Assurance |           |
|        | clauses that  | > a full range |               |           |
|        | apply to      | > of auditing  |    Specialist |           |
|        | future        | > and          |               |           |
|        | delivery/task | > financial    | -             |           |
|        | orders.       | > management   |   Information |           |
|        |               | > professional |               |           |
|        |               | > services to  |    Technology |           |
|        |               | > all Federal  |     Subject   |           |
|        |               | > Government   |     Matter    |           |
|        |               | > Agencies on  |     Expert    |           |
|        |               | > a            |               |           |
|        |               | > f            |               |           |
|        |               | ee-for-service |               |           |
|        |               | > basis        |               |           |
|        |               | >              |               |           |
|        |               | > 3\.          |               |           |
|        |               | > *Logistics   |               |           |
|        |               | > Worldwide*   |               |           |
|        |               | > -- includes  |               |           |
|        |               | > all aspects  |               |           |
|        |               | > of           |               |           |
|        |               | > logistics,   |               |           |
|        |               | > including    |               |           |
|        |               | > supply and   |               |           |
|        |               | > value chain  |               |           |
|        |               | > management,  |               |           |
|        |               | > acquisition, |               |           |
|        |               | > distribution |               |           |
|        |               | > and          |               |           |
|        |               | > t            |               |           |
|        |               | ransportation, |               |           |
|        |               | > deployment   |               |           |
|        |               | > and training |               |           |
+--------+---------------+----------------+---------------+-----------+
| ITS    | Information   | > 1\.          | -   Network   | -         |
|        | Technology    | > *Enterprise  |     Manager   |  Multiple |
|        | Services      | > IT Policy    |               |           |
|        | (ITS) is a    | > and          | -   Network   |           |
|        | blanket       | > Planning* -- |               |           |
|        | purchase      | > includes the | Administrator |           |
|        | agreement     | > review of    |               |           |
|        | (BPA)         | > current      | -   C         |           |
|        | designed to   | > policy and   | ommunications |           |
|        | provide the   | > evaluation   |               |           |
|        | Department of | > of future IT |    Technician |           |
|        | Defense with  | > needs        |               |           |
|        | a wide range  | >              | -   Network   |           |
|        | of            | > 2\.          |     Equipment |           |
|        | commercially  | > *Integrated  |     Tech      |           |
|        | available     | > Solutions    |               |           |
|        | information   | > Management*  | -   Network   |           |
|        | technology    | > -- includes  |               |           |
|        | support       | > the thorough |   Integration |           |
|        | services for  | > analysis of  |               |           |
|        | new and       | > disparate    |    Specialist |           |
|        | existing      | > systems, and |               |           |
|        | systems.      | > provides     | -             |           |
|        |               | > solutions to |   Electronics |           |
|        |               | > facilitate   |     Tech      |           |
|        |               | > seamless     |               |           |
|        |               | > integration  | -   C         |           |
|        |               | >              | ommunications |           |
|        |               | > 3\.          |     Engineer  |           |
|        |               | > *Performance |               |           |
|        |               | >              | -   Quality   |           |
|        |               |  Benchmarking* |     Assurance |           |
|        |               | > -- includes  |               |           |
|        |               | > the review   |    Specialist |           |
|        |               | > of current   |               |           |
|        |               | > operating    |               |           |
|        |               | > procedures   |               |           |
|        |               | > and          |               |           |
|        |               | > performance  |               |           |
|        |               | >              |               |           |
|        |               | > 4\.          |               |           |
|        |               | >              |               |           |
|        |               |  *Requirements |               |           |
|        |               | > Analysis* -- |               |           |
|        |               | > includes a   |               |           |
|        |               | > detailed     |               |           |
|        |               | > evaluation   |               |           |
|        |               | > of current   |               |           |
|        |               | > environment  |               |           |
|        |               | > versus       |               |           |
|        |               | > desired      |               |           |
|        |               | > state        |               |           |
|        |               | >              |               |           |
|        |               | > 5\. *Test    |               |           |
|        |               | > and          |               |           |
|        |               | > Evaluation*  |               |           |
|        |               | > -- includes  |               |           |
|        |               | > the          |               |           |
|        |               | > application  |               |           |
|        |               | > of various   |               |           |
|        |               | > techniques   |               |           |
|        |               | > for          |               |           |
|        |               | >              |               |           |
|        |               |  demonstrating |               |           |
|        |               | > that a       |               |           |
|        |               | > prototype    |               |           |
|        |               | > performs in  |               |           |
|        |               | > accordance   |               |           |
|        |               | > with the     |               |           |
|        |               | > objectives   |               |           |
|        |               | > outlined in  |               |           |
|        |               | > the original |               |           |
|        |               | > design       |               |           |
+--------+---------------+----------------+---------------+-----------+
| ITSS   | The           | > 1\.          | -             | -         |
|        | Department of | > *Enterprise  |               |           |
|        | the Navy may  | > IT Policy    |               |           |
|        | use this      | > and          |               |           |
|        | Blanket       | > Planning* -- |               |           |
|        | Purchase      | > includes the |               |           |
|        | Agreement     | > review of    |               |           |
|        | (BPA) to      | > current      |               |           |
|        | acquire a     | > policy and   |               |           |
|        | wide range of | > evaluation   |               |           |
|        | commercially  | > of future IT |               |           |
|        | available     | > needs        |               |           |
|        | information   | >              |               |           |
|        | technology    | > 2\.          |               |           |
|        | support       | > *Integrated  |               |           |
|        | services for  | > Solutions    |               |           |
|        | new and       | > Management*  |               |           |
|        | existing      | > -- includes  |               |           |
|        | systems.      | > the thorough |               |           |
|        |               | > analysis of  |               |           |
|        |               | > disparate    |               |           |
|        |               | > systems, and |               |           |
|        |               | > provides     |               |           |
|        |               | > solutions to |               |           |
|        |               | > facilitate   |               |           |
|        |               | > seamless     |               |           |
|        |               | > integration  |               |           |
|        |               | >              |               |           |
|        |               | > 3\.          |               |           |
|        |               | > *Performance |               |           |
|        |               | >              |               |           |
|        |               |  Benchmarking* |               |           |
|        |               | > -- includes  |               |           |
|        |               | > the review   |               |           |
|        |               | > of current   |               |           |
|        |               | > operating    |               |           |
|        |               | > procedures   |               |           |
|        |               | > and          |               |           |
|        |               | > performance  |               |           |
|        |               | >              |               |           |
|        |               | > 4\.          |               |           |
|        |               | >              |               |           |
|        |               |  *Requirements |               |           |
|        |               | > Analysis* -- |               |           |
|        |               | > includes a   |               |           |
|        |               | > detailed     |               |           |
|        |               | > evaluation   |               |           |
|        |               | > of current   |               |           |
|        |               | > environment  |               |           |
|        |               | > versus       |               |           |
|        |               | > desired      |               |           |
|        |               | > state        |               |           |
|        |               | >              |               |           |
|        |               | > 5\. *Test    |               |           |
|        |               | > and          |               |           |
|        |               | > Evaluation*  |               |           |
|        |               | > -- includes  |               |           |
|        |               | > the          |               |           |
|        |               | > application  |               |           |
|        |               | > of various   |               |           |
|        |               | > techniques   |               |           |
|        |               | > for          |               |           |
|        |               | >              |               |           |
|        |               |  demonstrating |               |           |
|        |               | > that a       |               |           |
|        |               | > prototype    |               |           |
|        |               | > performs in  |               |           |
|        |               | > accordance   |               |           |
|        |               | > with the     |               |           |
|        |               | > objectives   |               |           |
|        |               | > outlined in  |               |           |
|        |               | > the original |               |           |
|        |               | > design       |               |           |
+--------+---------------+----------------+---------------+-----------+

\*Note: Asterisk indicates contract expiration late 2008

## Appendix E: Risk Mitigation Strategies

![](media/image7.png){width="6.760416666666667in"
height="7.240972222222222in"}

## Appendix F: Communications Plan

Under development

## Appendix G: Responsibility Matrix

+---------+---------+----------+----------------+--------------------+
| *       | **GSA   | **OTHER  | *              | **MAJOR TASKS**    |
| *ROLE** | LEAD**  | GSA**    | *CONSULTANTS** |                    |
+=========+=========+==========+================+====================+
| Tra     | Richard |          |                |                    |
| nsition | W       |          |                |                    |
| Manager | illiams |          |                |                    |
+---------+---------+----------+----------------+--------------------+
| Tra     | Debbie  | Fred     | Sharon         | TSMP Development   |
| nsition | Hren    | Adams    | Dantzig,       | and Maintenance;   |
| P       |         |          | Noblis         | Contractors' TMPs; |
| lanning |         | Hillary  |                | TWG and TM         |
| and     |         | Parlow   | Rod Hahn,      | Interface; TM      |
| Man     |         |          | Noblis         | Management ;       |
| agement |         | Gary     |                | Transition Cost    |
|         |         | Koch     | Jim Hott,      | Estimate,          |
|         |         |          | Noblis         | Reporting,         |
|         |         |          |                | Reimbursement and  |
|         |         |          | Caroline       | Inventory          |
|         |         |          | Inglefield,    |                    |
|         |         |          | Noblis         |                    |
+---------+---------+----------+----------------+--------------------+
|         |         |          | James Hunter,  | Task 0002 --       |
|         |         |          | Apptis         | Strategic Guidance |
|         |         |          |                | (TMP Review,       |
|         |         |          | Alvin Sanders, | Transition         |
|         |         |          | Apptis         | Training Plan,     |
|         |         |          |                | Transition         |
|         |         |          | Beth Burch,    | Training Handbook, |
|         |         |          | Apptis         | Vendor Performance |
|         |         |          |                | Reports)           |
|         |         |          | LaToya         |                    |
|         |         |          | Jenkins,       |                    |
|         |         |          | Apptis         |                    |
+---------+---------+----------+----------------+--------------------+
|         |         |          | Phil Beasley,  | Task 0003 --       |
|         |         |          | CACI           | Customer Outreach  |
|         |         |          |                | (Agency Transition |
|         |         |          | Mike Edwards,  | Planning,          |
|         |         |          | CACI           | selection of       |
|         |         |          |                | services)          |
|         |         |          | Valerie        |                    |
|         |         |          | Callaway, CACI |                    |
+---------+---------+----------+----------------+--------------------+
| R       | P       |          | James Hunter,  | Task 0002 --       |
| egional | aulette |          | Apptis         | Strategic Guidance |
| S       | Gemmer  |          |                | (TMP Reviews)      |
| ervices |         |          | Alvin Sanders, |                    |
| Tra     |         |          | Apptis         | Task 0006 -- TCC   |
| nsition |         |          |                | Operations         |
| Coor    |         |          |                | (Communication     |
| dinator |         |          |                | Package for the    |
|         |         |          |                | Regions)           |
+---------+---------+----------+----------------+--------------------+
|         |         |          | Phil Beasley,  | Task 0003 --       |
|         |         |          | CACI           | Customer Outreach  |
|         |         |          |                | (Site Transition   |
|         |         |          | Mike Edwards,  | Plan and Survey    |
|         |         |          | CACI           | Templates)         |
+---------+---------+----------+----------------+--------------------+
|         |         |          | Jo Brown, GTI  | Task 0004 --       |
|         |         |          |                | Cutover Monitoring |
|         |         |          | JR Simpson,    | and Support        |
|         |         |          | GTI            | (Cutover           |
|         |         |          |                | Procedures,        |
|         |         |          |                | Templates and      |
|         |         |          |                | Checklists)        |
+---------+---------+----------+----------------+--------------------+
|         |         |          | Harry          | Regional Services  |
|         |         |          | Atkinson,      | Transition Support |
|         |         |          | Apptis         | Contract           |
|         |         |          |                |                    |
|         |         |          | Joy Shelton,   |                    |
|         |         |          | Apptis         |                    |
+---------+---------+----------+----------------+--------------------+
| GSA/TCC | Hillary | Hillary  |                | Ordering FTS2001   |
| DAR     | Parlow, | Parlow,  |                | and Networx        |
|         | DAR     | DAR      |                | services,          |
|         | Admini  |          |                | particularly       |
|         | strator | Troy     |                | Disconnect Reports |
|         |         | Wol      |                | and Gateways       |
|         |         | fington, |                |                    |
|         |         | DAR      |                |                    |
+---------+---------+----------+----------------+--------------------+
| TCC     | Debbie  |          | Rod Hahn,      | TCC guidance,      |
| Manager | Hren    |          | Noblis         | staffing,          |
|         |         |          |                | schedule, problem  |
|         |         |          | Sharon         | resolution         |
|         |         |          | Dantzig,       |                    |
|         |         |          | Noblis         |                    |
+---------+---------+----------+----------------+--------------------+
|         |         |          | Herman Graham, | Task 0001 -- Task  |
|         |         |          | Apptis         | Order Management,  |
|         |         |          |                | Contract           |
|         |         |          | Jeff Randall,  | Administration and |
|         |         |          | CACI           | Financials         |
|         |         |          |                |                    |
|         |         |          | Chuck Brock,   |                    |
|         |         |          | GTI            |                    |
+---------+---------+----------+----------------+--------------------+
| TCC     | Dan     | Troy     | Herman Graham, | Task 0001 -- Task  |
| COTR    | Scott   | Wol      | Apptis         | Order Management   |
|         |         | fington, |                |                    |
|         | Primary | A        | Jeff Randall,  | Contract           |
|         |         | lternate | CACI           | Administration and |
|         |         |          |                | Financials         |
|         |         |          | Chuck Brock,   |                    |
|         |         |          | GTI            |                    |
+---------+---------+----------+----------------+--------------------+
| TCC     | Fred    | Jason Ji | Mike Edwards,  | Task 0003 --       |
| Systems | Adams   |          | CACI           | Customer Outreach  |
| Support |         |          |                | (Web site design   |
|         |         |          | Valerie        | and content, TIP   |
|         |         |          | Callaway, CACI | design,            |
|         |         |          |                | implementation,    |
|         |         |          | Phil Beasley,  | operations and     |
|         |         |          | CACI           | data               |
|         |         |          |                | administration)    |
|         |         |          | Pixstar        |                    |
+---------+---------+----------+----------------+--------------------+
| TCC     | Debbie  | Jason Ji | Clyde Bowie,   | Task 0006 -- TCC   |
| Ope     | Hren    |          | Apptis         | Operations (SOPs,  |
| rations |         |          |                | Plans, e.g., PM,   |
|         |         |          | Kate Halstead, | QA, CM,            |
|         |         |          | Apptis         | Communications,    |
|         |         |          |                | TCC Regional       |
|         |         |          | Alvin Sanders, | Liaison, Web Site  |
|         |         |          | Apptis         | Requirements, Web  |
|         |         |          |                | Site Content       |
|         |         |          | James Hunter,  | Updates)           |
|         |         |          | Apptis         |                    |
|         |         |          |                | Task 0007 --       |
|         |         |          | Hayden Sears,  | Transition         |
|         |         |          | Apptis         | Tracking and       |
|         |         |          |                | Reporting          |
|         |         |          | Larry          |                    |
|         |         |          | Gsellman,      |                    |
|         |         |          | Apptis; Juan   |                    |
|         |         |          | Linares,       |                    |
|         |         |          | Apptis         |                    |
|         |         |          |                |                    |
|         |         |          | Katryn         |                    |
|         |         |          | Richardson,    |                    |
|         |         |          | Apptis         |                    |
+---------+---------+----------+----------------+--------------------+
|         |         |          | Tom Hartsock,  | Task 0003 --       |
|         |         |          | CACI           | Customer Outreach  |
|         |         |          |                |                    |
|         |         |          | Mike Edwards,  |                    |
|         |         |          | CACI           |                    |
|         |         |          |                |                    |
|         |         |          | Phil Beasley,  |                    |
|         |         |          | CACI           |                    |
|         |         |          |                |                    |
|         |         |          | Valerie        |                    |
|         |         |          | Callaway, CACI |                    |
|         |         |          |                |                    |
|         |         |          | Dick Higdon,   |                    |
|         |         |          | CACI           |                    |
+---------+---------+----------+----------------+--------------------+
|         |         |          | Ken Palmer,    | Task 0008 -- Tier  |
|         |         |          | GTI            | 2 and 3 Help Desk  |
|         |         |          |                | Support            |
|         |         |          | Bob Collet,    |                    |
|         |         |          | GTI            |                    |
+---------+---------+----------+----------------+--------------------+
| TCC     | Dan     |          | Clyde Bowie,   | Task 0006 -- TCC   |
| PM&C    | Scott   |          | Apptis         | Operations         |
|         |         |          |                |                    |
|         | Troy    |          | Beth Burch,    | Transition Master  |
|         | Wol     |          | Apptis         | Schedule;          |
|         | fington |          |                | Configuration      |
|         |         |          | Rod Hahn,      | Management,        |
|         |         |          | Noblis         | Deliverables       |
|         |         |          |                | Tracking; COOP     |
|         |         |          |                | Plan               |
+---------+---------+----------+----------------+--------------------+
| TCC Cut | Debbie  | Fred     | Karl Straley,  | Task 0004A --      |
| Team    | Hren    | Adams    | GTI            | Cutover Monitoring |
|         |         |          |                | and Support        |
|         |         | Jason Ji | Bob Collet,    | (including         |
|         |         |          | GTI            | periodic quality   |
|         |         |          |                | checks)            |
|         |         |          |                |                    |
|         |         |          |                | Task 0004B --      |
|         |         |          |                | Review and comment |
|         |         |          |                | on Agency-prepared |
|         |         |          |                | cutover            |
|         |         |          |                | procedures, issues |
|         |         |          |                | and conflicts upon |
|         |         |          |                | direction from the |
|         |         |          |                | COTR.              |
|         |         |          |                |                    |
|         |         |          |                | Task 0004D --      |
|         |         |          |                | Prepare schedules, |
|         |         |          |                | taking into        |
|         |         |          |                | account all        |
|         |         |          |                | activities within  |
|         |         |          |                | a location or      |
|         |         |          |                | region, to         |
|         |         |          |                | identify potential |
|         |         |          |                | conflicts, and     |
|         |         |          |                | review Agency      |
|         |         |          |                | cutover schedules  |
|         |         |          |                | and identify and   |
|         |         |          |                | mediate any        |
|         |         |          |                | schedule           |
|         |         |          |                | conflicts.         |
+---------+---------+----------+----------------+--------------------+
| Help    | Jason   |          | Van Andros,    | Requirements and   |
| Desk    | Ji      |          | Noblis         | Change Control,    |
|         |         |          |                | Contractor         |
|         |         |          | John Veiga,    | Interface          |
|         |         |          | Noblis         |                    |
|         |         |          |                |                    |
|         |         |          | Mike Nelson,   |                    |
|         |         |          | Noblis         |                    |
+---------+---------+----------+----------------+--------------------+
|         |         |          | LaTonya        | Tier 1 Support     |
|         |         |          | Morgan, Access |                    |
|         |         |          | Systems        |                    |
|         |         |          |                |                    |
|         |         |          | Ronni Collier, |                    |
|         |         |          | Access Systems |                    |
|         |         |          |                |                    |
|         |         |          | Denise Hayes,  |                    |
|         |         |          | Access Systems |                    |
|         |         |          |                |                    |
|         |         |          | Donald         |                    |
|         |         |          | Kennard,       |                    |
|         |         |          | Access Systems |                    |
|         |         |          |                |                    |
|         |         |          | Jennifer       |                    |
|         |         |          | Schultz,       |                    |
|         |         |          | Access Systems |                    |
|         |         |          |                |                    |
|         |         |          | Denise         |                    |
|         |         |          | Spencer,       |                    |
|         |         |          | Access Systems |                    |
|         |         |          |                |                    |
|         |         |          | Andrew Walker, |                    |
|         |         |          | Access Systems |                    |
+---------+---------+----------+----------------+--------------------+
|         |         |          | Ken Palmer,    | Task 0008 - Tier 2 |
|         |         |          | GTI            | and 3 Help Desk    |
|         |         |          |                | Support            |
|         |         |          | Bob Collet,    |                    |
|         |         |          | GTI            |                    |
|         |         |          |                |                    |
|         |         |          | Tony           |                    |
|         |         |          | Christiansen,  |                    |
|         |         |          | GTI            |                    |
+---------+---------+----------+----------------+--------------------+
|         |         |          | Joann Brown,   |                    |
|         |         |          | GTI            |                    |
|         |         |          |                |                    |
|         |         |          | JR Simpson,    |                    |
|         |         |          | GTI            |                    |
|         |         |          |                |                    |
|         |         |          | Frank          |                    |
|         |         |          | Titus-Rogan,   |                    |
|         |         |          | GTI            |                    |
|         |         |          |                |                    |
|         |         |          | Tom Hartsock,  |                    |
|         |         |          | CACI           |                    |
+---------+---------+----------+----------------+--------------------+
| TCC CO  | George  |          |                | Contracting        |
|         | Davis   |          |                | Officer for        |
|         |         |          |                | Connections, TCC   |
|         |         |          |                | Task Order, and    |
|         |         |          |                | Regional Task      |
|         |         |          |                | Order              |
+---------+---------+----------+----------------+--------------------+