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General Services Administration (GSA) Enterprise Infrastructure Solutions (EIS)

Vol. 2 Management RFP No. QTA0015THA3003 2-44 Use or disclosure of data contained on this page is subject to the restrictions on the title page of this proposal.

new services under the EIS contract. We determine through our sales and order

processing practices which services on an order are

and give those orders the

when cutting over to the replacement

service.

2.4.2.1.1 Contract Wide Planning and Implementation [C.3.2.2] The Level 3 Team lays the foundations for Transition On activities by working

with GSA EIS PMO in both transition planning and implementation. We use the GSA’s

In this collaboration

process, we provide orientation and training to our Government counterparts on Level 3

Team systems, such as the GSA Customer Portal and the Level 3 Portal in order to

facilitate transition and implementation.

2.4.2.1.2 Agency Specific Planning and Implementation [C.3.2.3] The Level 3 Team CPMO employs processes and procedures that have proven

successful in helping agencies transition services under previous contracts, such as

. Our objective is to help the agency find the best

solution to its requirements and provide services equal or better in terms of

performance, ease of use, and cost-effectiveness to existing services.

We consult with the agency as appropriate during market research, quotation or

proposal development, and the placement of TOs and SOs in order to determine the

most effective methods of transitioning from existing services to replacement services

under the EIS contract.

with a focus on

. Key to our

approach is the coordination with incumbent contractors under agency direction and

supervision consistent with FAR requirements for contract transition support. The Level

3 Team follows a similar approach, minus the need for coordination with incumbent

contractors, for turn up of a new service.



Inventory. In preparation for transition off EIS, the Level 3 Team assists the GSA

and agencies in fulfilling their responsibilities for an inventory during Transition Off

activities. This

. If requested by

GSA, we deliver an inventory summary of all services active – that is, in service,

whether in use or not – at the time of the request, by AB code, service, quantity, and

location.

2.4.2.2.2 Reporting Level 3 continues to provide all required reporting deliverables per the contract

and TO SLAs to include a close out report, which includes both SLA performance data

and final billing.

2.4.2.3 Major Transition Risks and Mitigation [L.30.2.1(4)(a), G.9.4.4(a)] The major transition risks fall into three categories: existing data and inventory,

equipment and infrastructure, and availability of qualified staff. In general, Level 3 must

know the system data and baseline of performance, what equipment is required to

provide the services ordered and if the equipment is available, whether or not the

infrastructure can support equipment and requested services, and if the agency and

Level 3 Team personnel have the training, skills, and experience to effect the transition.

Figure 2.4.2.3-1 lists the relevant types of transition risks Level 3 has identified

during the initial risk assessment for a TO response. At contract award and with each

SO, the Team applies the risk identification and assessment process and updates the

Risk Register accordingly.



2.4.3 Agency Solicitations [L.30.2.1(4)(b), G.9.4(4)(b)] The Level 3 Team responds to agency TORFQs and TORFPs with solutions that

best address the requirements of the agency to replace its existing services with

solutions of equal or better levels of performance, ease of use, and cost effectiveness.

We consult with the agency as appropriate during market research, quotation or

proposal development, and TO and SO placement to determine the most effective

method of transitioning from existing services to replacement services on EIS, while

minimizing impact to the agency’s operations. Our Sales Team assists agencies with

placing TOs and SOs to ensure accuracy, completeness, and timeliness to minimize

transition delays. As we develop the transition plan, we identify any pricing incentives

for decisions to or actions that expedite transition. Our EIS CPMO and Team Technical

Staff coordinate with incumbent contractors according to minimize transition delays.

2.4.4 Customer Support During Transition [L.30.2.1(4)(c), G.9.4(4)(c)] 2.4.4.1 Approach

The Level 3 PM is responsible for ensuring effective support to Government

agencies through transition. Inherent in the Level 3 Team approach to Transition is

providing billing, service ordering, and trouble reporting and resolution processes,

procedures, and tools that are exactly the same used throughout the duration of the SO.

This approach avoids employing one set of procedures during transition and having to

learn another after a transition period and, thereby, expedites transition and ensures

that we identify any issues with the normal procedures up front and resolve them

immediately.

Customer Support Office (CSO). The PM is ultimately responsible for all

customer service and support under the EIS contract and provides oversight of the

CSO. The Level 3 Team CSO is an integral part of our Transition Approach. The

effectiveness of the Level 3 Team CSO is dependent on its effective communications

with the GSA and the agencies using the EIS contract. The CSO is comprised of four

main elements: as depicted in

Figure 2.4.4.1-1.

Our CSO provides CSRs from each of these four elements at each stage of the

lifecycle of TO SOs. Government agencies can contact the CSO regarding transition



issues in a variety of ways at any time of the day or night. Inquiries can be made to the

functional CSR by telephone, email, or the EIS GSA Customer Portal.

Figure 2.4.4.1-1. Customer Support Office. Level 3 relationship with GSA and agencies for the EIS contract consists of both customer service and technical support.

Figure 2.4.4.1-2 visually summarizes how the CSO’s functional CSR respond to

various Government inquiries and engage to resolve issues.

Figure 2.4.4.1-2. Customer Relationship Flow. Level 3 relationship with GSA and agencies for the EIS contract consists of both customer service and technical support.



CPMO to determine the exact cause of the problem, the impact of the transition, and if

prepared contingency actions can quickly restore the transition timeline or impacted

level of performance. If the PM determines that existing plans are sufficient, the Project

Manager oversees their execution. If not, the PM rapidly determines a course approved

by the agency along with an assessment of any impact on the transition.

2.5 Resource Plan [L.30.2.1(5), G.9.4(5)] 2.5.1 Financial Resources [L.30.2.1(5)(a), G.9.4(5)(a)]

Level 3

the month, broken down by the

service types and services as outlined in EIS RFP Section B to include:



patches. The Team is comprised of

.

The delivery/shipment of any hardware/software provides opportunities for

adversaries to compromise along the supply chain and system or element product

lifecycle.

. To

accomplish this, Level 3 has instituted procedures for both internal and external

personnel.

Level 3 and its direct suppliers only use genuine

Level 3’s SCRM policies and procedures will be based on both commercial and

Government supply chain risk management best practices using ISO/IEC, ITIL®, NIST

Special Publication 800-161 and 800-53 (Rev 4). In addition to utilizing the

Government’s NIST SCRM and Security publications as the foundation to our SCRM

Plan,

.

2.6 Quality Control Program [L.30.2.1(6), G.9.4(6)] Quality is essential to the successful delivery of all services under the EIS

contract. The Level 3 Team Quality Management Plan (QMP) provides the framework

for the continual monitoring and review of the levels of services specified in agency SO

SLAs. The PM leads the quality management effort to document, monitor, and report on



specific and measureable targets to determine our service level performance. Team

Level 3 uses the QMP to establish the following guidelines:

2.6.1 Approach to Formulation and Enforcement of Quality Work Standards Level 3 uses an integrated quality approach to define standards, measure

quality, and continuously improve. We integrate quality standards into all processes and

procedures to ensure all activities conform to an organizational standard and result in

the successful delivery of all deliverables. We consider quality from both a product and

process perspective and apply QC and QA procedures and processes.

2.6.1.1 Quality Baseline Our first step is determining the Quality Baseline. Team Level 3’s product and

process quality baseline for

all stakeholders have a clear and thorough understanding of our

standardized approach to quality.

The final, agency-approved

The product and process

measurements are criteria for determining the success of the project through final

review by the agency.

2.6.1.2 Quality Requirements / Standards Product Quality. The CPMO and the Project Team determine product quality

standards and requirements used to deliver the services specified in the TOs under the

EIS contract.



. The

Project Team also documents any newly identified quality standards into the Project

Plan to ensure communication with all stakeholders.

Process Quality. The PM and Project Team determine process quality

standards and requirements. Existing company process standards are the basis of

many of these standards.

.

2.6.2 Approach to Ensuring Compliance with Contractual SLAs 2.6.2.1 Quality Assurance

The PM, the CPMO Team, Project Manager, and Project team perform

assessments at planned intervals throughout each TO and/or SO to ensure all

processes are correctly implemented and executed.

The Project Manager provides daily quality management and conducts process

audits periodically;

, the agenda includes a

review of project processes, any discrepancies and/or audit findings, and a discussion

on process improvement initiatives. Figure 2.6.2.1-1 depicts Level 3’s Quality

Assurance Process.



Level 3’s intent is to resolve any Program, TO, or SLA issue at the lowest level

and as quickly as possible. If resolution is not achieved within the parameters

established by the EIS contract or TO requirements, we follow the escalation processes

for the provision of services or issues with program implementation or management:

2.6.3 Approach to Reviewing Work in Progress The Level 3 Team’s

Immediately upon contract award, our

QCP is completed and available for the GSA review and approval.

Program and Project management reviews include a review of products, any

discrepancies and/or audit findings, and a discussion on product improvement

initiatives.

for the

project’s acceptance which assist in continuous process improvement.

2.6.4 Approach to Providing Customer Support Services The Level 3 CSO is responsible for meeting SLA objectives for business

operations customer support requirements for delivering EIS services to the

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