REQUEST FOR INFORMATION

Peace Corps Strategic Management Services (SMS)

5/27/2014


THIS IS A REQUEST FOR INFORMATION (RFI) BEING RELEASED PURSUANT TO
FEDERAL ACQUISITION REGULATION (FAR) PART 10: MARKET RESEARCH.
This RFI is for informational planning purposes only and its not to be construed as a
commitment by the Government for any actual procurement of materials, machinery, or services.
This notice does not constitute a solicitation or a promise of a solicitation in the future. Peace
Corps is not at this time seeking proposals or quotes, and will not accept unsolicited
proposals/quotes. Participation in this effort is strictly voluntary. Respondents are advised that
the Government will not pay for any information or administrative costs incurred in response to
this RFI. All costs associated with responding to this RFI are solely at the responding parties'
expense. Respondents are solely responsible for properly marking and clearly identifying any
proprietary information or trade secrets contained within their response. The Government will
not be liable for, or suffer any consequential damages for any proprietary information not
properly marked and clearly identified. Proprietary information received in response to this
sources sought will be safeguarded and handled in accordance with applicable government
regulations. Responses to this notice are not offers and cannot be accepted by the government to
form a binding contract or agreement. Responses submitted to the Peace Corps will not be
returned. Not responding to this RFI does not preclude participation in any future solicitation, if
one is issued. It is the responsibility of the interested parties to monitor the Federal Business
Opportunities (www.fbo.gov) website for additional information pertaining to this RFI.


1. BACKGROUND

About Peace Corps

As the preeminent international service organization of the United States, the Peace Corps sends
Americans abroad to tackle the most pressing needs of people around the world. Peace Corps
Volunteers work at the grassroots level toward sustainable change that lives on long after their
serviceat the same time becoming global citizens and serving their country. When they return
home, Volunteers bring their knowledge and experiencesand a global outlookthat enriches
the lives of those around them. The Peace Corps mission is to promote world peace and
friendship by fulfilling three goals:
To help the people of interested countries in meeting their need for trained men and women
To help promote a better understanding of Americans on the part of the peoples served
To help promote a better understanding of other peoples on the part of Americans


2. PURPOSE OF THIS REQUEST FOR INFORMATION (RFI)

This RFI is intended to inform the Peace Corps on the current status of industry sources that can
provide IT Support Services. Through BPA Calls on the BPA(s), the Contractor shall provide, as
needed, services and support on an ongoing basis. This is NOT a solicitation for proposals,
proposal abstracts, or quotations.

The purpose of this notice is to obtain information regarding:
a. The availability and capability of qualified business sources;
b. Whether there are other than small business; small businesses; HUBZone small
businesses; service-disabled veteran-owned small businesses; 8(a) small businesses;
veteran-owned small businesses; woman-owned small businesses; or small disadvantaged
businesses; and
c. Their size classification relative to the North American Industry Classification System
(NAICS) code for the proposed acquisition. Your responses to the information requested
will assist the Government in determining the appropriate acquisition method, including
whether a set-aside is possible.

*ALL SMALL BUSINESSES ARE ENCOURAGED TO PARTICIPATE*

The Peace Corps reserves the right to set aside its procurement for small business competition
depending upon what concerns responded to the RFI.

Standard product brochures will not be considered a sufficient response to this RFI. No
telephone or email inquiries will be accepted and requests for solicitation packages will not be
granted, as no solicitation has been prepared at this time. For a vendor to be deemed capable, the
contractor must be found capable of providing the requirements in Section 4. of this RFI.


3. INFORMATION REQUESTED

The Government is requesting that all interested vendors provide information regarding their
experience and capability to perform the types of services outlined in Section 4. of this RFI.

The Peace Corps may utilize the responses to this RFI to conduct additional market research.
Information obtained from this RFI, and subsequent meetings with the vendors, if any, may be
utilized to assist the Peace Corps in developing a formal Request for Proposal (RFP) or Request
for Quote (RFQ).

Interested firms should submit a response with a written statement of interest, capability
statement and discussion of the following enumerated points:
1) Name and address of firm;
2) Size of business and socioeconomic status (i.e. other than small, small, small
disadvantaged business, woman owned, etc.);
3) Average annual revenue for the past 3 years and number of employees;
4) Ownership;
5) Number of years in business;
6) Affiliate information;
7) Parent company, joint venture partners, potential teaming partners, prime contractor (if
potential subcontractor) or subcontractors (if potential prime);
8) List of customers covering the past five years (highlight relevant work performed,
contract numbers, contract type, dollar value of each procurement);
9) Point of contact address and phone number;
10) List of existing Government Wide Acquisition Contracts (GWACS) for which you are
currently qualified;
11) What is your organizations experience in performing IT support services? Describe the
scope of services and the agency(ies) for which these services were performed. Include
names and telephone numbers of the agency representatives with knowledge of the
contract;
12) What is your organizations recruiting methods and industry sources available? What is
your organizations standard turnaround time for recruiting a new employee;
13) Identify your organizations ability to manage employees and draw industry resources in
the locationsidentified in the requirement;
14) Provide information regarding your organizations employee relations (i.e. retention
programs, employee satisfaction and morale);
15) Does your company have a GSA schedule contract that includes IT support services?
What NAICS code(s) are the services awarded under;
16) Labor Categories Please provide pricing samples for possible labor categories for
services identified in the requirements section below.

Telephone and email responses are NOT solicited. No solicitation exists; therefore, do not
request a copy of the solicitation. This synopsis is not to be construed as a commitment by the
Government to award a contract nor will the Government pay for the solicited information.

Please send your submission via email to the attention of Contact Specialist (CS)
(kdawkins@Peacecorps.gov) no later than TUESDAY, JUNE 3, 2014, 12:00 pm, EST. The
response shall be submitted electronically in PDF. The response shall be no more than 10 single-
sided, single-spaced pages, and use a minimum font of 12 point (Times New Roman) on 8 x
11-inch paper. Each page should be separately numbered.


4. REQUIREMENTS

4.1 GENERAL

A high priority for modernizing the Peace Corps is to more effectively use technology to drive
innovation, be more efficient, and improve the lives of people in the developing world through
the work of over 7,000 Peace Corps Volunteers serving in 65 countries. Our vision for
technology includes these goals:
More efficient operations: Modernize our IT platforms and systems to put us on par
with leading organizations, streamline operations, recruit and support the best and
brightest people to serve in the Peace Corps, and ensure that staff and Volunteers can
easily collaborate anywhere, anytime, on any device.

Drive culture of innovation and openness: Develop a modern, holistic IT Strategy that
allows us to be flexible, innovative, and adapt to a rapidly changing global technology
environment, drives openness and autonomy, and uses open data for strategic decision-
making.

Improve development outcomes: Expand Volunteers access to digital tools and
resources so they can promote the use of technology to achieve sustainable results in
health, education, economic growth, the environment, and other sectors.

Communicate impact: Empower everyone who is connected with the Peace Corps to
use digital technology to more effectively convey the work and impact of Peace Corps.
Expand our presence in digital communities to share and discuss the tremendous work
Volunteers are doing in their communities and how Returned Volunteers continue to
make a difference after they complete their service.

To achieve these goals, the Peace Corps is seeking strategic management services to assist us in
developing new operating models and new, innovative approaches to technology that are drawn
from leading thinkers and organizations and that can be applied in a large-scale, global
environment.

The challenges facing the Peace Corps and its technology operations are complex and inter-
related. One of the most pressing challenges (and opportunities) is the fact that we work in 65
countries around the world, with vastly different levels of access to technology, broadband
capabilities, and network reliability. Some of our overseas posts have the same level of
connectivity as we experience in the U.S., while others have very low bandwidth capabilities,
which can change from day to day. While this is the current state, we want to ensure that were
planning for what the future holds in terms of expected worldwide growth in technology.

The Peace Corps must also be prepared to operate in a 24/7 environment since our mission is to
support the safety and security of over 7,000 Volunteers in the field. In addition, we have a large
domestic footprint, with 7 Regional Recruitment offices and hundreds of part-time recruiters at
college campuses across the country. This is partly what makes our mission unique we are
supporting a very large, global, and distributed network of both staff and Volunteers. While
Peace Corps Volunteers are not employees of the federal government and thus have a different
status than staff, they are the heart and soul of our organization. Frequently, Volunteers bring the
latest technology solutions and modern thinking to their work, but are sometimes hampered by a
headquarters operation that is not aligned or not always attuned to their needs. We need to
ensure that were constantly thinking about the environment of Volunteers and recruitment staff
on the ground. We want to address this challenge by creating a technology ecosystem that is
dynamic and adaptable to global changes -- and enables staff and Volunteers to easily collaborate
and support each other using whatever digital tools and technology they need to be successful.

We also want to take advantage of the fact that technology advancements, such as cloud
computing, mobile devices, big data, and grid computing have allowed leading organizations to
provide greater information ingestion, processing, and dissemination capabilities at greater
scales. Theres also a tremendous opportunity to take advantage of newer operating models for
getting work done, such as crowdsourcing solutions, iterative and incremental development
cycles, flexible staffing approaches, etc. We also have a cultural opportunity to take advantage
of: the changing behaviors and expectations that Peace Corps Volunteers and new entrants to the
workforce bring with them. These expectations include information devices and services that are
highly interactive and promote information sharing, collaboration, and innovation. We can
extend these behaviors, and the more open culture they support, into business policies, practices,
and processes.

Additional challenges facing the agency and the Office of the Chief Information Officer (OCIO)
include the expected exponential growth of content and data holdings, as advances in data
collection technologies increase both the resolution and frequency of collection. Along with this
rapid growth in data volume and technology, cyber security concerns continue to rise with each
new, increasingly sophisticated threat. An additional challenge is the availability of skilled
technology workers and the frequent turnover of Peace Corps staff, partly due to a unique term
limit of five years imposed on most staff. This can lead to a fundamental loss of institutional
knowledge and experience, most notably among IT staff.

In addition, our expectation is that budget levels will remain relatively static, which can make it
challenging to fund needed transformation efforts.

We must find innovative ways to approach these challenges. One path is to develop an
implementation roadmap that identifies incremental programs, whose funding can be identified
and independently justified, but which, when taken as a whole, will transform the agencys and
the OCIOs business model, business practices, operating culture, and technology. Our approach
to addressing this complexity is to pursue a comprehensive transformation, with innovation and
adaptability as the core concept.

4.2 LIST OF TASKS

The Contractor will provide the capabilities to assist Peace Corps in evolving and implementing
its IT strategy, and will provide capabilities to support four Service Areas of Strategic
Management: IT Strategy Services, Decision Support Services, Enterprise Architecture Services,
and Project Management Services.

To be fully successful, the Peace Corps is seeking a Contractor with broad and deep expertise in
all aspects of information technology, not just in one specific subject area or domain. The
Contractor must have deep technical expertise to look across the different aspects of IT and assist
us in developing holistic, integrated strategies that support our agency environment and culture.
The Contractor must have experience helping leading organizations and federal agencies to
transform their IT strategies on a very broad scale. In particular, we are seeking a Contractor
with experience working in a global environment, particularly in the developing world.

4.2.1 IT Strategy Services

The Contractor shall provide services to assist the Peace Corps in developing, implementing, and
continuously refining its IT Strategy. It will include the following deliverables:

IT and Digital Strategy: Identify the major technology, social, and business trends that
will impact the Peace Corps in the near- and long-term future, and determine how to
translate those trends into an effective and forward-looking Digital and IT Strategy.

Current IT structure, staffing, and operations: Assess current state of IT operations
across the agency. Determine the current capacity (staffing, skills, and infrastructure) for
the Peace Corps to deliver tools for staff, Volunteers, and other customers to innovate,
collaborate, and be effective in a rapidly changing and diverse technology environment.
Assess the effectiveness of the OCIO and other offices to use technology to achieve
Peace Corps strategic priorities, deliver results, and achieve efficiencies across the
organization.

Management / cultural issues: Identify and evaluate the management and cultural
issues that impede or facilitate implementation of a future-leaning IT strategy,
including office structure and leadership, policy and decision-making processes, budget
and staffing, employee morale and attitudes toward IT/digital, risk tolerance, and working
within the federal space.

Case studies / best practices: Compile examples from organizations that have
implemented comprehensive IT strategies, particularly those with a large global footprint
like Peace Corps. Assess lessons learned (good and bad) and identify best practices that
can be applied to Peace Corps.

Recommendations: Provide findings and recommendations to strengthen Peace Corps
IT Strategy and Operations, based on the analysis above.

Road Map: Based on the recommendations, deliver a high-level Roadmap for the next
1-3 years that lays out the steps Peace Corps should stake to implement the IT Strategy.
The Roadmap should include prioritizing those actions and investments that will have the
biggest impact.

4.2.2 Decision Support Services

The Contractor shall provide decision support services to enable more efficient and effective
business and technical decision making. Executive decision support must include change and
communication management in order to ensure the workforce is aware and prepared to
implement any decision made.

Decision support at Peace Corps ensures actions taken by individuals and groups are consistent
with Peace Corps mission, vision and goals and can be depended upon to operate in a self-
directed manner. Peace Corps system of decision support provides the thrust necessary to jump
start, develop and sustain desired behaviors in the identification development, implementation
and evaluation of IT projects and services. Included in decision support is analysis that enables
sound decision making for the Peace Corps. Decision support analysis includes such activities as
creation of white papers on various topics, market research, feasibility studies, cost benefit
analysis, alternatives analysis, concept of operations, requirements analysis and documentation,
cost estimates, assistance in writing performance work statements, policy and procedure
development and other support as requested. Decision support services also contribute to the
development of important IT Strategic Plans.

Objectives

The Initial key objectives for Decision Support Services are to:

a) Build trust in the IT Organization across the line offices of Peace Corps by making IT-
related decisions and accountabilities transparent and results-driven;
b) Encourage desirable behaviors in the use of IT (e.g., cost lowering, information sharing,
and stimulation of innovation);
c) Establish decision processes to enable outcome-based results while enabling sufficient
input from strategic and stakeholder sources;
d) Embed environmental sustainability throughout the Enterprise Architecture, and
e) Link Decision Support to related shared services and mission areas within Peace Corps
for the purpose of ensuring achievement of holistic and synergistic outcomes.

Requirements

Key requirements include Obtain technical and consulting expertise to:

a) Strengthen decision support through improved performance management, business case
analysis, and performance measures;
b) Build capabilities across information technology, human capital, financial, and
acquisition systems;
c) Conduct market surveys, stakeholder requirements analysis, facilitation services, and
benchmarking to support transformational objectives;
d) Tie Enterprise Architecture and IT service delivery through support to principles and
practices of IT Service Management and other best-practice standards.
e) Remain vigilant for opportunities to achieve financial savings and increase efficiency
through standardization and, where appropriate, centralization of support services;
f) Strengthen IT partnerships with all other Peace Corps entities;
g) Create more complementary and integrated capabilities among Volunteers, staff,
Returned Peace Corps Volunteers, partners, and other key stakeholders that are part of
the Peace Corps network;
h) Enable Peace Corps to gain a consistent view of its IT Strategy;
i) Manage initiative implementation;
j) Track and evaluate projects, programs, and portfolios against strategy;
k) Reengineer business processes to support the IT value proposition and ensure a
complementary relationship with user/mission area processes; and
l) Identify and realize IT synergies;
m) Develop and implement a service management process or model, with capabilities to for
managing services over a life-cycle, with specialization in strategy, design, transition,
operations, and continual improvement;
n) Accompany executives to meetings, create agendas, provide meeting facilitation services,
and create presentations and white papers as requested.
o) Use proposed processes to facilitate horizontal integration including sharing knowledge
widely and incorporating the knowledge gained into meaningful change, collaborating
through improved peer-to-peer interactions, and ensuring solutions results in a commonly
understood and supported approach to Peace Corps objectives;
p) Consider and leverage existing resources, organizational functions, and best practices to
the extent applicable, and comply with federal policy, regulations, and recommendations.

4.2.3 Enterprise Architecture Services

Enterprise Architecture (EA) Services translate Peace Corps business requirements into cost-
effective solutions that advance Peace Corps business strategy and vision for a modern IT
infrastructure. The ultimate goal is to maximize collaboration across Peace Corps through
shared, enterprise-wide IT solutions, enabling the reuse of existing IT assets wherever possible,
and moving Peace Corps towards an innovative but also standards-based IT environment.
Primary activities include documenting enterprise-wide performance, business, application
(service), data, infrastructure and security requirements of each mission goal, capturing the
interrelationships amongst these requirements, and using this information to drive Peace Corps
IT Capital planning and portfolio management processes to deliver results. Enterprise
Architecture services include IT Capital Planning Investment Cycle (CPIC) services, and
evaluation reviews of IT initiatives and other proposals.

Objectives

The initial key objectives of Enterprise Architecture Services are to:

(a) Assist Peace Corps in efforts to improve alignment of IT with business requirements and
services as well as further the e-Government transformation objective of using digital
technologies to transform government operations in order to improve effectiveness,
efficiency and service delivery;
(b) Evaluate opportunities in which an integrated Enterprise Architecture and portfolio
management process can simplify and unify decision making that fulfills desired mission
area and technical architecture directions;
(c) Assist Peace Corps to integrate processes and effective configuration change
management and support Peace Corps in the adoption of and adherence to Information
Technology Infrastructure Library (ITIL) practices for service, delivery and
infrastructure management.
(d) Acquire technology architecture services to support Peace Corps enterprise architecture
program and OMB compliance;
(e) Ensure technology adoption at Peace Corps is optimized based on business requirements
and technological maturity; and
(f) Formalize emerging technology research and adopt a consistent process to evaluate, test
and adopt new technologies or upgrades to older technologies.

Requirements

Obtain technical and consulting expertise to:

(a) Provide Enterprise Architecture support, such as:
i. Providing holistic EA programs, encompassing the business, information, and
application architecture;
ii. Providing technology architecture services for all Service Areas covered in this
Performance Work Statement;
iii. Defining architecture standards, policies and technology architecture artifacts as
described by the Peace Corps enterprise architecture team;
iv. Providing timelines for introduction, usage, and phase-out of specific technologies
(and methodologies) core to Peace Corps mission;
v. Providing facilitative technologies to share the maximum amount of information to
the public in a secure manner and provide feedback for correction of widespread
defects; and
vi. Working collaboratively with other architecture domain teams and adhering to Office
of Management and Budget (OMB), Federal Enterprise Architecture (FEA), and
Peace Corps standards and guidelines.

(b) Support e-Government initiatives, such as:
i. Providing a broad spectrum of qualified business and technical personnel; and
ii. Providing support services for the Peace Corps e-Gov Modernization Initiative Areas,
each of which constitutes a manageable portion of the progress necessary to meet
Peace Corps e-Gov objectives.

(c) Support research and assessment of new and emerging technologies, such as:
i. Service-Oriented Architecture (SOA) as a means to share and integrate data;
ii. Identifying all technologies that hold promise for adoption at Peace Corps;
iii. Analyzing enterprise business drivers to determine corresponding technology strategy
requirements; and
iv. Analyzing technology industry and market trends and determining their potential
impact on the enterprise

(d) Develop high-level solution designs by assisting project teams in the design and leadership
in the implementation of new solutions and architectures based on analysis, such as:
i. Recommending hardware and software updates and refreshes, and
ii. Facilitating evaluation and selection of hardware and software technology and
product standards, as well as the design of standard configurations including
identification, analysis and preliminary testing of patches, software updates, firmware
updates and hardware refreshes.
iii. Developing human capital within Peace Corps to support specific skill sets and other
competencies necessary to achieve meaningful outcomes.

(e) Demonstrate experience and understanding of:
i. The Office of Management and Budget (OMB) e-Gov
(http://www.whitehouse.gov/omb/e-gov) including policy, scope, direction, and
governance practices;
ii. General Accountability Office (GAO) EA Maturity Management Framework
(EAMMF) model, how it is scored, and how to advance against the scorecard;
iii. Department of Defense Architecture Framework (DoDAF), The Open Group
Architecture Framework (TOGAF), Zachman and FEAF framework models in
advancing agency strategic goals;
iv. EA Best-practice experience from other federal agencies;
v. Working knowledge of Industry EA Best Practices; and
vi. Working relationship experience with program and project managers to understand
their role in evolving the Agency and EA.

4.2.4 Project Management Services

Peace Corps sees project management as a catalyst for organizational transformation. The
overarching goal of Project Management Services is to ensure projects, programs, and portfolios
allocate capital effectively, achieve objectives, and support the mission, vision, and goals of
Peace Corps.

Objectives

The initial key objectives for Project Management Services are to:

(a) Provide better customer support by assisting project teams in delivering projects on time,
within budget, and to agreed-upon performance specifications;
(b) Develop the strategic alignment of projects, programs, and portfolios;
(c) Support Project Managers as a source for best practices, training, advice, and assistance
customer in their pursuit of project management excellence;
(d) Provide Independent Verification and Validation of IT Products and Services.

Requirements

Obtain technical and consulting expertise to:

(a) Apply current and emerging industry standard project management best practices such a
Project Management Body of Knowledge (PMBOK).
(b) Support implementation and management of PMOs that have access and exposure to multiple
projects, and therefore, are in the best position to facilitate knowledge sharing through
lessons learned.
(c) Focus integrating positive project practices, promoting the use of recommended tools and
templates, and providing guidance and support.
(d) Provide project and program management support for various programs and projects within
Peace Corps.
(e) Assist managers with the day-to-day execution of projects and support for program and
portfolio planning, contractual and financial planning, and continuous process improvement.
(f) Provide Independent Validation and Verification (IV&V) of products in process and upon
delivery of services;
(g) Provide Project Management services to track initiatives and efforts assigned. Project
Management support is anticipated to include scheduling, milestone tracking, quality
surveillance and creating project management documents such as charters, risk registers, risk
assessments, Project Plans, Communications Plans and other project management documents
as requested;
(h) Ensure compliance with Federal policy, regulations, and recommendations.

4.3 GOVERNMENT QUALITY ASSURANCE REQUIREMENTS

The Contractor shall develop and maintain an effective quality management program to ensure
services are performed in accordance with the PWS. The Contractor shall develop and
implement procedures to identify, prevent, and ensure non-recurrence of defective services. The
Contractors quality management program is the means by which the Contractor assures that
their work complies with the requirement of this PWS and individual task orders. After
acceptance of the quality control plan, the Contractor shall receive the contracting officers
acceptance in writing of any proposed change to the quality management plan before
implementing such changes.

4.4 GOVERNMENT-FURNISHED PROPERTY, DATA AND SERVICES

Government-furnished property, data and services will be defined on an individual task order
basis.

4.5 PERIOD OF PERFORMANCE

The period of performance for this Blanket Purchase Agreement is one base year and, if
exercised, four option years.

4.6 PLACE OF PERFORMANCE

The primary place of performance will be the Contractor site unless otherwise specified in a call
order. Contractors shall be available and capable of physically coming to the government site for
meetings. There may be occasional travel to Peace Corps recruitment offices located in 6
locations across the U.S. Travel within the DC/Maryland/Virginia Metro Area, travel from the
contractor work site to the Government work site, or from Government work site to Government
work site is not a reimbursable expense.

Some tasks will require Contractor staff to perform all work on site. This will be specified at the
call order level. Government work sites include Peace Corps facilities including Headquarters
and Regional Offices.

4.7 PERSONNEL AND IT SECURITY

The impact level of the contract is moderate to high risk. Contractor staff will require access to a
Peace Corps local area network, e-mail, and basic office applications only. Some personnel
maybe required to obtain Secret or Top Secret Clearances. This will be defined at the call order
level. All personnel shall be US Citizens and comply with Peace Corps directives on personnel
screening and security processing requirements for Contractor/Subcontractor Personnel working
on a Peace Corps site (High or Moderate Risk Contracts)

4.8 APPLICABLE DOCUMENTS

The following list outlines many, but not all, of the key policies, regulations, and guidance that
apply to initiatives, projects, and activities executed under this initiative.

(a) Laws and Regulations
i. Presidential Management Agenda
ii. Public Law 104-106, Clinger-Cohen Act, February 10, 1996.
iii. Federal Information Security Management Act of 2002 (Note: This Act is also
codified as Title III of Public Law 107-247, E-Government Act of 2002.)
iv. Public Law 105-277, Government Paperwork Elimination Act of 1998 (GPEA).
v. Public Law 103-355, Federal Acquisition Streamlining Act of 1994, Title V (FASA
V).
vi. Public Law 103-62, Government Performance Results Act of 1993 (GPRA).
vii. Paperwork Reduction Act of 1995 (PRA).
viii. Public Law 107-347, Title III, the Federal Information Security Management Act
(FISMA) of 2002.

(b) Policy and Guidance
i. Homeland Security Presidential Directive 12 (HSPD 12), Policy for a Common
Identification Standard for Federal Employees and Contractors
ii. OMB Circular A-11, Planning, Budgeting, Acquisition of Capital Assets, dated June
2006.
iii. OMB Circular A-130, Management of Federal Information Resources, dated
November 2000.
iv. The Federal Acquisition Certification for Program and Project Managers (FAC-
PPM), April 25, 2007.
v. The National Institute of Standards and Technology (NIST) Special Publication 800-
64, Security Considerations in the Information System Development Life Cycle, Rev.
1, June 2004
vi. Strategic Sourcing OFPP Memorandum
http://www.whitehouse.gov/omb/procurement/comp_src/implementing_strategic_sou
rcing.pdf
http://www.whitehouse.gov/omb/procurement/strat_sourc/fssi_progress_052207.pdf
http://www.whitehouse.gov/omb/procurement/strat_sourc/2007_report_guidance.pdf
vii. Key Benefits of FSSI Office Supplies http://www.ago.Peace
Corps.gov/ago/docs/michelkareis_presentation.pdf
viii. IT Investment Cost Measurement Framework
http://www.whitehouse.gov/omb/memoranda/fy2006/m06-22.pdf
ix. Federal Enterprise Architecture Framework
http://www.cio.gov/Documents/fedarch1.pdf
x. The Federal Transition Framework (FTF) http://www.whitehouse.gov/omb/egov/a-2-
EAFTF.html
xi. Infrastructure Segment Architecture
http://www.whitehouse.gov/omb/egov/documents/EA_Assessment_FAQs_New.pdf
xii. OMB Information Technology Infrastructure Line of Business (ITI LOB)
xiii. ITI Portfolio Project Management
xiv. A Practical Guide for Developing an Enterprise Architecture
http://www.gao.gov/bestpractices/bpeaguide.pdf
xv. Government Performance Results Act of 1993
xvi. President's Management Agenda
xvii. Expanding E-Government: Improved Service Delivery for the American People
Using Information Technology (December 2005)
xviii. Expanding E-Government: Partnering for a Results-Oriented Government (December
2004)
xix. The Federal Government is Results-Oriented, A Report to Federal Employees
(August 2004)
xx. EPEAT Electronic Product Environmental Assessment Tool
http://www.federalelectronicschallenge.net/resources/docs/epeat.pdf
xxi. E-Government initiatives
http://www.whitehouse.gov/omb/egov/c-7-index.html
xxii. Business Gateway
xxiii. E-Training
xxiv. Integrated Acquisition Environment http://www.acquisition.gov/about_iae.cfm
http://www.acquisition.gov/project_library/IAE%20Governance%20descrip_v1.10_2
0060809.pdf http://www.acquisition.gov/config_mgmt/iaeccbcharter.pdf
xxv. E-Authentication
xxvi. Financial Management LoB
xxvii. Human Resources Management LoB
xxviii. Information Systems Security LoB
xxix. Financial Management Line of Business (FMLoB)/Federal Shared Service Provider
(SSP) Due Diligence Checklist Version 4.0
http://www.fsio.gov/fsio/download/fmlob/mpgv1/2007_08_06_Due_Diligence_Chec
klist_Version_4_Federal_SSP_tl.doc
xxx. CIO Council Value Measurement Methodology
(http://www.cio.gov/documents/ValueMeasuring_Methodology_HowToGuide_Oct_2
002.pdf)
xxxi. Federal CIO Council 2007 -2008 Strategic Plan
http://colab.cim3.net/file/work/BPC/ITPMCoP/2007-03-
19/PMImplementationGuidelines.doc
xxxii. Improving the Management and Use of Interagency Acquisitions
http://www.whitehouse.gov/omb/procurement/interagency_acq/iac_revised.pdf

(c) Key Standards
i. A Guide to the Project Management Body of Knowledge (PMBOK Guide) Third
Edition and future editions (Newton Square, Pennsylvania: Project Management
Institute, Inc.), 2004.
ii. Business Analysis Body of Knowledge (BABOKGuide) - Release 1.6 and future
releases (International Institute of Business Analysis), 2006
iii. Organizational Project Management Maturity Model: Knowledge Foundation
(Newton Square, Pennsylvania: Project Management Institute, Inc.), 2003.
iv. Carnegie Mellon University Software Engineering Institute, CMMI for Systems
Engineering, Software Engineering, Integrated Product and Process Development,
and Supplier Sourcing (CMMI-SE/SW/IPPD/SS) Version 1.1. March 2002.
v. CMMI for Acquisition -Lean and the Acquisition Model
http://cmmicmmi.com/LeanCMMIQuestionsAnswered/?p=12
vi. A Lean Six Sigma Approach to COTS IT Acquisition
http://www.chips.navy.mil/archives/05_OCT_DEC/PDF/lean_six.pdf
vii. The Information Technology Infrastructure Library (ITILR) version 3, as discussed in
the IT Service Forum
viii. (itSMF), published in the United Kingdom by the IT Service Management Forum
Limited.
ix. Lean Six Sigma for Reduced Cycle Costs and Improved Readiness
http://acquisitionresearch.net/index.php?option=com_content&task=view&id=137&It
emid=41
x. Building World-class Acquisition Excellence
http://www.dau.mil/pubs/dam/2007_07_08/feature_ja07.pdf
xi. ITILR is a registered trademark of OGC the Office of Government Commerce.
http://www.itsmf.com
xii. eTOMR is a registered trade mark of the TeleManagement Forum
http://www.tmforum.org
xiii. MDA Object Management Group Model Driven Architecture,
http://www.omg.org/mda
xiv. NGOSS - New Generation Operations Systems and Software,
http://www.tmforum.org/browse.asp?catID=1911
xv. The Institute of Electrical and Electronics Engineers (IEEE) Standard for Information
Technology Software
xvi. Life Cycle Processes IEEE/EIA Std 12207
xvii. The Institute of Electrical and Electronics (IEEE), Software Configuration
Management Plan IEEE Std 928-1998
xviii. DoD Specifications to FEA Standards
xix. The Lean Advancement Initiative (LAI) at MIT
xx. The Lean Six Sigma Pocket Toolbook: A Quick Reference Guide to 70 Tools for
Improving Quality and Speed:
xxi. A Quick Reference Guide to 70 Tools for Improving Quality and Speed
xxii. Lean Six Sigma for Service: How to Use Lean Speed and Six Sigma Quality to
Improve Services and
xxiii. Transactions
xxiv. Learning to See: Value Stream Mapping to Add Value and Eliminate Muda (Lean
Enterprise Institute)
xxv. ISO 15022 - Standard for the format of electronic message exchange, used in banking
and commerce
xxvi. ISO 15022 Repository/ ISO 15022 XML - Business Modeling for standards
development
xxvii. Open Standards (Open architecture, open software, open systems)
xxviii. http://www.whitehouse.gov/omb/egov/documents/FEA_Practice_Guidance_Nov_200
7.pdf
xxix. http://www.whitehouse.gov/omb/egov/documents/Federal_Architect_v3_2.pdf
xxx. Using a Modular Open Systems Approach in Defense Acquisitions
xxxi. http://ieeexplore.ieee.org/xpl/freeabs_all.jsp?arnumber=4304231
xxxii. http://acquisitionresearch.net/index.php?option=com_content&task=view&id=224&It
emid=41

(d) Other References of Interest
i. Peace Corps FY14-18 Strategic Plan
ii. OCIO Agency-wide Technology Plan
iii. FY2014 OCIO budget requests, including Requests for Additional Resources (RARs)
iv. OCIO Enterprise Architecture Plan
v. Agency policies that relate to IT
vi. Current OCIO organization chart, IPBS, strategy documents, and descriptions of units
vii. Description of other offices within Peace Corps that provide IT functions (e.g.
OCFO)
viii. Results of OCIO customer satisfaction surveys
ix. http://www.whitehouse.gov/omb/egov/documents/2005_FEA_PMO_Action_Plan_FI
NAL.pdf
x. Enterprise Architecture Best Practices (http://core.gov/best_practices.cfm)
xi. GSA - Network Overview
www.gsa.gov/Portal/gsa/ep/contentView.do?contentType=GSA_OVERVIEW&conte
ntId=16100