NASWA UI Integrity Data Hub Final Review Draft v2

SOL-OAA-15-000077 – USAID Africa Bureau – Response
National Association of State

Workforce Agencies
Cristina Mossi, CEO
Integrity Data Hub (IDH) Development InfoStructure, Inc. (Devis)
2101 Wilson Blvd. Suite 300 ● Arlington VA 22201
Phone: (703) 525-6485 ● Fax: (703) 525-6029
RFP Response Email: [email protected] ● DUNS: 80-752-1521
September 7, 2018 Woman Owned Small Business (WOSB)
Copyright ©2018 by Development InfoStructure, Inc. (Devis) All rights reserved. This proposal includes data that shall not be disclosed outside
the Government and shall not be duplicated, used, or disclosed--in whole or in part—for any purpose other than to evaluate this proposal. If,
however, a contract is awarded to this offeror as a result of--or in connection with--the submission of this data, the Government shall have
the right to duplicate, use, or disclose the data to the extent provided in the resulting contract. This restriction does not limit the
Government's right to use information contained in this data if it is obtained from another source without restriction.
NASWA UI IDH – Proposal Response
Table of Contents
Cover Letter....................................................................................................................................iii
1. Company Overview..................................................................................................................1
2. Project Summary Citations.......................................................................................................2
2.1. Project 1: GLAAS..................................................................................................................2
2.2. Project 2: HMDA...................................................................................................................5
2.3. Project 3: CMS......................................................................................................................8
3. Technical/Management Approach..........................................................................................11
3.1. Part C: Technical Requirements Development/Business Analysis Resources....................11
3.1.1. Processes and Tools..................................................................................................11
3.1.2. Stakeholder Participation..........................................................................................16
3.1.3. Selection of Part C Personnel...................................................................................17
3.1.4. Organizing and Managing Part C Approach............................................................17
3.1.5. Availability of Key Part C Staff...............................................................................18
3.1.6. Part C Deliverables...................................................................................................18
3.1.7. Benefits of Part C Approach.....................................................................................19
3.1.8. Part C Communications............................................................................................20
3.2. Part D: Development/Technical Support.............................................................................21
3.2.1. Tools and Standards..................................................................................................22
3.2.2. Selection of Part D Personnel...................................................................................24
3.2.3. Organization and Management of Part D Services...................................................25
3.2.4. Availability of Key Part D Staff...............................................................................25
3.2.5. Responsibility for Delivery.......................................................................................25
3.2.6. Part D Deliverables...................................................................................................26
3.2.7. Benefit of Part D Approach......................................................................................27
3.2.8. Part D Communications............................................................................................27
4. Key Personnel.........................................................................................................................29
4.1. Part C Personnel..................................................................................................................29
4.1.1. Josh Shnider..............................................................................................................29
4.1.2. Catherine Atwood.....................................................................................................31
4.1.3. Sydney Hodges.........................................................................................................33
4.1. Part D Personnel..................................................................................................................35
4.1.1. Erika Blair.................................................................................................................35
4.1.2. Donald Oellerich.......................................................................................................37
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4.1.3. Brian Seibt................................................................................................................39

A. Pricing..................................................................................................................................A-1
Table of Figures
Figure 2-1 HMDA Data Collection We analyzed and developed use cases to capture the process
used by lenders across America so we could automate the validation of their data...............5
Figure 2-2 CMS Data Dashboards Our systems for CMS produce compelling visualizations of
program data...........................................................................................................................9
Figure 2-3 CMS Architecture CMS runs in AWS and uses the same Java Springs Hibernate basis
envisioned for further development on the IDH....................................................................10
Figure 3-1 Sample Task Requirements Card Requirements are captured, formatted, organized
and visualized for instant reference.......................................................................................14
Figure 3-2 Stories On Board Dashboard Visualization of features, with drill down information
available for each at a single click, keeps the entire team oriented and the process
transparent to NASWA stakeholders.....................................................................................15
Figure 3-3 - Sample Data Flow On GLAAS, we managed business processes in concert with a
wide range of stakeholders....................................................................................................16
Figure 3-4 Sample Part C Deliverables We work with all stakeholders in order to uncover the full
range of operational requirements facing the user and stakeholder, and our tests ensure
that they are met in the finished product...............................................................................19
Figure 3-5 Part C Communications Turning analyses into better outcomes requires a
comprehensive communication plan that spans all stakeholders, elicits all requirements,
and meaningfully tests the resulting development before acceptance...................................20
Figure 3-6 Devis Agile Scrum Methodology and Sample Activities Proven to work, easy to
adapt, client oriented.............................................................................................................21
Figure 3-7 Devis DevOps Stack These same systems will bring their proven benefits to our
development efforts for NASWA............................................................................................22
Figure 3-8 Sample Part D Deliverables All Devis development deliverables will incorporate the
inputs and reflect the needs of multiple entities across the NASWA IDH environment........27
Figure 3-9 Part D Communications From kickoff to retrospectives, our approach features
constant cross-cutting communication that helps keep the entire stakeholder and vendor
community on the same page from task order to task order..................................................28
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Cover Letter
Attn: [email protected]
Re: Program and Technical Support for Ongoing Development of the UI Integrity Data Hub
Development InfoStructure, Inc. (Devis), is pleased to submit our response to the Request for
Quotation to provide business analysis (SOW part C) and IT development (SOW part D) support
for the NASWA IDH. As an award winning Women Owned Small Business, (WOSB) firm with
25 years of experience providing Information Technology (IT) solutions in the public sector, we
are excited about the opportunity to closely partner with NASWA in support of this important
program.
I, Cristina Mossi, CEO, or Martin Hudson, President, can be reached at (703) 525-6485, or via
email ([email protected] and [email protected]). We are both duly authorized Officers of
the Corporation able to act on any negotiations. Devis agrees with all the terms, conditions, and
provisions of the solicitation and agrees to furnish any and all items upon award, for the prices
quoted.
Regards
Tina’s signature
Cristina Mossi, CEO
9/7/2018 Use or disclosure of data contained on this sheet is subject to restriction on the title page of this proposal. iii
1. Company Overview
Development InfoStructure, Inc. (Devis), a WOSB with a Top
Secret facility clearance, has 25 years of experience providing At A Glance:
comprehensive software development and business analysis to our  25 years experience
clients in the Federal Government, including the Department of State  WOSB
 $16M in 2018 Revenue
(DOS), the US Agency for International Development (USAID), and  63 Employees
the Department of Labor (DOL). Our service history includes 512  16 Federal clients
separate contracted engagements with the Federal government,  TS Clearance
spanning 70 different organizations spread across 16 different Federal  CMMI Level 3 in
Development
agencies or departments.
Our services include Agile software development and project management, business analysis and
process reengineering, and the organizational management of change associated with
deployment of new enterprise IT systems and business processes. Of particular interest to
NASWA is our ability to analyze and build systems for our Federal clients that have to gather
data from across the country (and in the case of DOS and USAID, across the globe). We built the
first many-to-one reporting system for the Department of State to assemble reports on
government sponsored international training and exchange programs across the entire Federal
government, working with over 200 data formats to create a single seamless report to Congress.
We also built the system the Consumer Financial Protection Bureau (CFPB) uses to validate
home mortgage reporting from every single lending institution in the United States – another
many to one system where all the data formats used by individual banks and lenders need to be
collated into a single format system.
These systems faced many of the same requirements currently characterizing the IDH, and Devis
will bring the best practices and lessons learned from these engagements, our familiarity with the
Amazon Web Services (AWS) environment and proposed IDH technology stack to the table for
NASWA in order to help build a federated system useful to all its potential users.
Primary Point of Contact: Cristina Mossi, CEO

Phone: 703.525.6485
[email protected]
Alternate Point of Contact: Martin Hudson, President

Phone: 703.525.6485
[email protected]
Address: Development Infostructure, Inc.

2101 Wilson Blvd. Suite 300
Arlington VA 22201
9/7/2018 Use or disclosure of data contained on this sheet is subject to restriction on the title page of this proposal.
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2. Project Summary Citations

Devis has chosen three past performance citations for NASWA review featuring business and
technical processes we would deploy for the IDH: the Global Acquisition and Assistance System
(GLAAS), the Consumer Financial Protection Bureau (CFPB) Home Mortgage Disclosure Act
(HMDA) reporting program; and the Credit Management System (CMS) developed and
supported for USAID.
2.1. Project 1: GLAAS

Project Summary:
Devis successfully completed the initial worldwide deployment and subsequent upgrades of
GLAAS for USAID, bringing the enterprise business system to all 82 worldwide USAID
locations, analyzing and fully replacing the legacy system and business processes and supporting
new users. Standing the GLAAS system up required extensive data and business analysis in
order to identify and seamlessly migrate hundreds of thousands of critical source documents and
data for GLAAS, as well as ensuring that GLAAS architecture and functionality ended up
meshing well with local IT and business processes. GLAAS data is mission critical, as any
incorrectly migrated or corrupted data would jeopardize USAID’s ability to honor its obligations,
so the migration was crucial to success. Using a multi-tiered migration strategy, Devis was able
to migrate the data while simultaneously clearing existing errors from the migrated data. After
that success, Devis was called back to lead the 4.2 system upgrade. Devis successfully led the
integration and implementation for production deployment of GLAAS 4.2/PRISM 7.2 and
GLAAS 4.3/PRISM 7.3. GLAAS was so well adopted by the user base that its deployment is
now cited by USAID in its internal guidance as an example of best practices in change
management.
Project Size/Scope:
40+ personnel at peak, assigned to 82 locations worldwide.
Relevance to SOW Part C:

Devis business analysts organized a review (as with Requirement 1: Coordinating and
Facilitating Requirements Sessions) and gathered requirements for GLAAS. Tasks included:
 Interviewing stakeholders (Requirement 2: Interviewing State End Users and Other
Stakeholder)
 Sampling of project data and documents to be reviewed (e.g., project organization chart,
Responsibility Assignment Matrix (RAM) – Control Account level, project schedule, and
Control Account Plans (CAPs)).
Like Requirement 3: Preparing Requirements Documentation, Devis business analysts also
worked with USAID to create and maintain the Requirements Document for the GLAAS system.
 Reviewed requirements for utilization of improvements and identification of
requirements for new templates, guidance, etc.
 Updated Requirements Document
 Provided analysis of reference materials and develop gap analysis of inventory of
changes needed.
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 Updated the design documentation (Requirement 4: Developing Use Cases and Design
Documentation) whenever requirements necessitate a revision to the design
 Created and Updated all impacted GLAAS User Guides, Quick Reference Guides,
Exercises, Walk Through documents
 Developed story boards for use by training development Contractor
 Developed test cases for User Acceptance Testing (UAT) and Performance Test Teams
Devis prepared and performed the required tests (Requirement 5: Preparing Test Plans and
Procedures, and Requirement 6: Planning and Coordinating Testing)to ensure new software
releases, patches and data migration are ready for deployment. Tasks include:
 Maintaining test environments
 Develop draft and final deployment plan;
 Receive the deployment package from the development team;
 Ensure all deployment instructions and scripts are complete;
 Conduct dry-runs of the deployment package and test for readiness
 Summarize/report any issues to the development and database teams for resolution
Relevance to SOW Part D:

Devis was tasked with performing any application development (Requirement 1: Software
Engineering/Development) necessary to bring the PRISM base system into compliance with
USAID requirements. Due to innovation in system configurations, no major development
became necessary.
Prior to both upgrades, reviews (Requirement 2: System Architecture Review/Assessment)
were performed for impact upon system architecture, which includes:
 Desktop PCs – Provide GLAAS users access to GLAAS, a web-based application
 PRISM – A web-based, COTS solution that supports the Federal Acquisition and Assistance
processes. PRISM uses Active Server Pages (ASP) for web application processing.
 Phoenix Interface – A financial management solution based on CGI-Federal’s Momentum
application. Phoenix is the System of Record for USAID for financial and vendor
information and is operated out of the Joint Financial Management System (JFMS) center in
Charleston, SC.
 webMethods – An open, standards-based solution for business integration that provides the
platform for integrating GLAAS with Phoenix and other systems.
 Operational Data Store (ODS) – A platform for cross-application reporting utilizing Business
Objects Enterprise (BOE) for reporting, Informatica for ETL, and Oracle for data storage.
PRISM utilizes an Oracle back end (Requirement 3: Data Architecture/Management). Devis

supports the maintenance of data integrity for GLAAS and e-GOV systems including the Federal
Procurement Data System – New Generation (FPDS-NG), FedBizOpps, and Grants.gov.
Similar to Requirement 4: IT and Data Security, Devis provides:
 Core security services, including risk assessments, security audits, network vulnerability
assessments;
 Security scanning and remediation;
 Monitoring of system and network performance and troubleshoots production issues;
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 Leads government continuity of operations (COOP) exercises;

 Plans and perform annual contingency / disaster recovery plan testing; and
As in Requirement 5: System Monitoring/Administration, Devis technical operations team
supported GLAAS operations and maintenance to include: data administration (DA),
maintenance releases and patches, issue resolution, performance monitoring, reporting, and
automated tools development. Devis was also responsible for providing production support to the
AIDNET environment for GLAAS. This includes seven database instances: PROD, Sandbox,
UAT, Debug, DRUN, Training, and Training-2. Tasks associated include:
 System performance improvements to allow fiscal year end peak load processing within
time constraints associated with funding obligations and commitments;
 Routinely participated in the Change Control Board process as a requestor and as part of
the team evaluating risk associated with any change requests that affect GLAAS;
 Captured and provided performance metrics for GLAAS Web Servers, Database Servers
and NetApp Appliance;
Devis maintains the operational data store (ODS), similarly to Requirement 6: Database
Architecture/ Management requirements. The ODS contains snapshots of source application
data – currently, GLAAS, New Management System (NMS), and Phoenix – as well as the
repository database, a homogeneous and comprehensive set of Agency data abstracted from the
source systems. GLAAS custom reports are generated from ODS data.
Similar to Requirement 7: Extract/Transform/Load (ETL) Management, Devis migrated
data from legacy sources into the GLAAS environment. Transition plans, database schema
mappings and conversion scripts are integral to making each deployment successful. The
GLAAS team successfully migrated a globally distributed data pool by collecting, analyzing,
extracting, transforming, validating, loading and testing data for each completed site
implementation (82 in all). The conversion program included customizable scripts and data
validation checks to ensure that the integrity of the information matches the strict business rules
of GLAAS application. In addition, Devis made improvements to the process and the scripts to
reduce the length of time needed to migrate acquisition and assistance data.
Project Budget:
$32,093,752 (base contract) $3,283,297 (follow on)
Agency/Organization:
USAID
Agency/Organization Point of Contact:

Name: Yvonne Wilson
Telephone Number: 703-666-5653
Email Address: [email protected]
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2.2. Project 2: HMDA

Project Summary:
The Home Mortgage Disclosure Act (HMDA) group within the Consumer Financial Protection
Bureau (CFPB) tasked Devis with analyzing and finding a way to improve the cumbersome,
paper driven process of validating HMDA data from financial institutions and then developing a
prototype to demonstrate the solution. With Devis’ assistance, the HMDA group completed a
pilot project that created a Web-based process to reduce the time needed for validation from a
possible 6-month back-and-forth paper process to a modern Web-based one that can take as little
as 90 seconds to complete for all but the largest bank submissions. Devis’ efforts and success
with agile software development and delivery ensured the full project implementation completed
well ahead of schedule, with the head of CFPB, Richard Cordray, noting Devis’ excellent work.
Project Size/Scope:
8 personnel at peak
Similar to Requirement 1: Coordinating and Facilitating Requirements Sessions of C,
working with CFPB stakeholders, Devis conducted a two week Requirements Gathering sprint to
walk through documentation CFPB had developed to ensure a shared understanding of all
functions to be developed in the ensuing sprints. At this point requirements were formally
handed off to Devis and we began collecting data, developing the process shown below:
Figure 2-1 HMDA Data Collection We analyzed and developed use cases to capture the process used by lenders
across America so we could automate the validation of their data.
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Devis conducted user interviews (Requirement 2: Interviewing State End Users and Other
Stakeholder) and gathered user requirements from CFPB stakeholders, and analyzed them for
opportunities for improvement. The requirements were gathered in a requirements document
called the ‘backlog’ (Requirement 3: Preparing Requirements Documentation). After
analyzing the current Federal rules and regulations for filing HMDA data, and taking the results
of the usability testing, as with IDH Part C Requirement 4: Developing Use Cases and Design
Documentation the Devis team designed a prototype system to automate the validation process
and satisfy two distinct types of end user, by running it entirely within a web browser (for 98%
of the banks) or on a server (for the largest banks – 2%). As a result we proposed a validation
engine to carry out these tasks and developed a prototype that met these user requirements. This
prototype became the basis of the HMDA engine.
As our analysts concluded the CFPB regulatory environment would likely see frequent changes
and updateds, Devis determined the need for an extensible rules engine that could dynamically
select and apply its own appropriate set of validation rules to each year’s data set. This set of
choices ended up cutting CFPB processing time while keeping the solution easily tunable in
response to changes in Federal regulatory requirements, providing CFPB cost savings in the
present and the future.
As in Requirement 5: Preparing Test Plans and Procedures, and Requirement 6: Planning

and Coordinating Testing Devis wrote and conducted unit and performance tests to support the
test driven development of the HMDA engine that delivered the following benefits:
 The suite of unit tests provided constant feedback that each component is still working.
The unit tests double as live documentation that is always up-to-date
 When the test passes and the production code is refactored to remove duplication, it is
clear that the code is finished, and the developer can move on to a new test.
 Test-driven development forces critical analysis and design because the developer cannot
create the production code without truly understanding what the desired result should be
and how to test it.
 The software tends to be designed better, because the developer is free to make design
decisions and refactor at any time with confidence that the software is still working.
The test suite acts as a regression safety net on bugs. If a bug is found, the developer should
create a test to reveal the bug and then modify the production code so that the bug goes away and
all other tests still pass. On each successive test run, all previous bug fixes are verified.

Devis built the prototype and subsequent HMDA engine (Requirement 1: Software
Engineering/Development) for CFPB.
After performing a system architecture analysis (Requirement 2: System Architecture
Review/Assessment), our Agile software development team then built a single reusable rule
engine in JavaScript that runs either in the browser or in a server environment. Devis then
layered a modern, multi-step data interface on top of the rule engine to step users through the
HMDA validation process. This repeatable data validation and verification process allows the
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financial institution to run automated data quality checks before they submit data to the
government.
Regarding Requirement 3: Data Architecture/Management, the HMDA Pilot application
utilized an advanced data architecture with a view tier, a controller tier, and a model tier, built on
Node.js, AngularJS, Kraken, and MongoDB to develop the user interface, rule engine and APIs
that run the data checks for accuracy and reporting. The HDMA Pilot, rule engine, and API are
all open-source, available via GitHub, and hosted in a secure FedRAMP compliant cloud-hosting
environment as per Requirement 4: IT and Data Security.
In hosting HMDA, similarly to Requirement 5: System Monitoring/Administration Devis
configured, implemented and tuned an Amazon Web Services (AWS) cloud environment to
support 100 concurrent user threads with no deterioration of system performance and
maintaining full system security.
For Requirement 6: Database Architecture/ Management, Devis built the tool on an open-
source platform looking towards the future, hoping that financial institutions will utilize the code
to integrate the new tool into their own technology, streamlining the process even more. In
addition to supporting the annual edit check process to meet this project’s initial scope, Devis
created open APIs that allow financial institutions to check individual loan application
transactions as financial institution enter them throughout the year. The open-source platform
also allowed CFPB to utilize existing resources to review, build on and enhance the new tool,
creating internal resources to work with the tool going forward.
Devis maintained system architecture diagrams and documents throughout the bid, including
applications, databases, integration points with other applications, access paths and supporting
infrastructure, as applicable.
Similar to Requirement 7: Extract/Transform/Load (ETL) Management, Devis conducted
an Open Data sprint for a two week period of open testing for CFPB staff and/or identified
financial institutions to use the sample application. During this time real 2013 user data was
extracted, transformed, and loaded for the two week test. This sprint was used to refine all
documentation and ensure the application is working appropriately.
Project Budget:
$2,113,604.16.
Consumer Finance Protection Bureau

Name: Shanon Hayes
Telephone: 304-480-7202
Email: [email protected]
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2.3. Project 3: CMS

Project Summary:
Devis designed, developed, implemented and manages the Credit Management System (CMS)
for USAID. CMS replaced a legacy client server application with a sophisticated Web database
that allows over 200 commercial banks to report directly on individual loan status and losses as
they relate to the development loan guarantees being provided and managed by USAID. CMS
was created and fielded using the same Agile Scrum model that Devis proposes for IDH.
Project Size/Scope:
8 personnel at peak

Devis business analysts used the Stakeholder Advocate (similar to Requirement 1:
Coordinating and Facilitating Requirements Sessions) to gather requirements for USAID’s
Development Credit Authority on the CMS project, where analysts held meetings with
stakeholders to gather requirements through interviewing stakeholders users and global and
domestic lenders, (Requirement 2: Interviewing State End Users and Other Stakeholder),
using methods that adapted to the volume of data and bandwidth available at each institution.
In our CMS Agile Scrum methodology, we work with EGAT/DC representatives, coordinating
and facilitating interviews to gather user stories in order to maintain a prioritized Product
Backlog of user requirements (Requirement 3: Preparing Requirements Documentation and
Requirement 4: Developing Use Cases and Design Documentation).
As in Requirement 5: Preparing Test Plans and Procedures, and Requirement 6: Planning
and Coordinating Testing, Devis led the testing and analysis of the new CMS build. Devis
analysts performed over 1300 functional tests and over 200 integration tests for the latest build of
CMS.
As with Requirement 1: Software Engineering/Development, Devis designed, developed, and
implemented this complex financial application to collect data from financial institutions that
participate in USAID’s credit programs. CMS used a Java Springs/Hibernate technology base
designed to work with AWS (Requirement 2: System Architecture Review/Assessment).
 Devis is responsible for continuously enhancing the system in order to provide users with
the most efficient experience by utilizing the most up to date and advanced technologies.
To this end, Devis has continued to strengthen and expand CMS over the years.
o Devis completed an extensive redesign of the CMS look and feel - key site
features were streamlined, and dashboards optimized for usability.
o Major reports, such as the Accruals report, are added, while others are condensed
or removed as necessary.
 Devis applies our proven Agile Scrum methodology to develop these changes and
enhancements to the Credit Management System (CMS).
o Devis implemented tools from Rally Software Development Corp. to maintain
the product backlog of all CMS enhancements. By standardizing on the Rally
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tools across the company, Devis ensures that the software maintenance process is
effective and efficient.
Regarding Requirement 3: Data Architecture/Management Devis stores CMS data in the
PostgreSQL back end, creating data visualizations on demand using dashboard tools, such as the
example seen below (Figure 2-2):
Figure 2-2 CMS Data Dashboards Our systems for CMS produce compelling visualizations of program data.
Devis monitors security of the network and servers (Requirement 4: IT and Data Security and
Requirement 5: System Monitoring/Administration), including;
 Provide Client access to security logs
 Develop Security Management Plan
 Provide Intrusion Detection and immediate reporting
 Maintain site URL and security certifications for HTTPS connection.
 Monitor security reports and make necessary security configuration changes
 Manage network operations to include: firewalls, dedicated firewall appliances,
switches,load balancers, intrusion detection systems
As with Requirement 6: Database Architecture/ Management, Devis partnered with AWS to
engineer a FedRAMP-certified high performance network, hardware, and software infrastructure
with a PostgreSQL back end capable of meeting and exceeding the performance objectives of
CMS. The n-tier architecture is comprised of application server, database server, and web server,
visualized as Figure 2-3.
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Figure 2-3 CMS Architecture CMS runs in AWS and uses the same Java Springs Hibernate basis envisioned for
further development on the IDH.
Similarly to Requirement 7: Extract/Transform/Load (ETL) Management, Devis worked

with DCA to migrate the CMS environments to Amazon Web Services. In addition to providing
more reliable hosting, as a FedRAMP-certified hosting facility this move reduced USAID’s
recurring costs to perform the Security Assessment and Authorization (SA&A) for CMS.
Project Budget:
Original Contract: $1,736,724; Current Contract: $1,667,097
USAID

Name: Karen Pak
Telephone Number: (202) 712-0389
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Email Address: [email protected]

3. Technical/Management Approach
NASWA can be confident in Devis’ ability to perform the requirements
At A Glance:
of Parts C and D of the solicitation because Devis has been providing
 Standards Driven: PMI
requirements and business process analysis, technical solutioning and IT PMBOK, ITIL v3,
development for 25 years in the public sector, including experience CMMI
documented in Section 2.0.  Open Source experts
 Demonstrated
experience with planned
Devis maintains well defined and easy to understand methodologies for IDH tools and platforms
business analysis and software development in order to reliably develop like AWS, Java/Springs/
the IT tools and processes our clients need to fulfill their mission, Hibernate framework,
and Apache Tomcat
ensuring there is no gap between expectations and execution. We will servers
use these best practices to deliver cutting edge IT analysis and proven  Fully NIST compliant
Agile software development techniques to support the IDH. development and
security practices
3.1. Part C: Technical Requirements

Development/Business Analysis Resources
Devis started providing use cases and technical requirements in the early 1990s to USAID as part
of the process of mapping out a new system to track training and exchange program expenditure
for the US government. The result was the award winning TraiNet and VCS systems USAID
used over the next fifteen years to account for millions of dollars in international training efforts
sponsored by the US government. Over the 15 year life Devis upgraded the platform on three
different occasions (including rebuilding TraiNet/VCS in Java in order to run entirely within a
browser window), adding features and responding to governmental changes in regulatory
requirements; each of these cases required additional gap and requirements analyses, data
analyses in preparation for testing, migration, and implementation, and post implementation
analysis to capture successful strategies and lessons learned.
Today, Devis is repeating this accomplishment by building TEAMS, the new system replacing
and improving upon TraiNet/VCS, fully modernizing the technology to account for existing as
well as new requirements from the user base, in an asset that will carry USAID training and
exchange reporting forward for the next five years.
3.1.1. Processes and Tools

Processes
Interviews and Requirements Gathering: Devis core processes for uncovering the complete
range of needs from these user interviews and generating a complete set of product requirements
starts by bringing in stakeholders for a kickoff meeting and then conducting subsequent
interviews. Our processes, which were recently appraised at CMMI Level 3 maturity by
independent audit, include:
 Elicit stakeholder needs, expectations, constraints, and interfaces for all phases of the
product life-cycle
 Transform stakeholder needs, expectations, and constraints into customer requirements
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 Establish and maintain product and product component requirements, which are based on
the customer requirements
 Allocate the requirements for each product component
 Identify interface requirements
 Establish and maintain operational concepts and associated scenarios
 Establish and maintain a definition of required functionality
 Analyze requirements to ensure that they are necessary and sufficient
 Analyze requirements to balance stakeholder needs and constraints
 Validate requirements to ensure the product will perform in the user's environment
Everything a system user is coming to the system to do can be expressed as a ‘user story’. User
stories cover the entire range of user needs, whether it’s that of a third party logging in for the
first time, a system administrator that needs to tie into the data being gathered, or an auditor that
needs to be able to verify all security requirements are in place before they can sign off on
system acceptance. As all these needs are gathered through interviews with users and added to
the Requirements Document, needs are prioritized with the most important functionality with the
greatest client benefits being identified as the first focus for the development team. In Agile, the
outcome of this sort is known as the User Story Backlog, which is created and then ‘groomed’ to
prioritize needs, as progress unfolds and new data, needs, and issues become evident.
All requirements (User Stories) developed under this effort will meet the following criteria:
1. Created and refined by the project team based on the INVEST principle (Independent,
Negotiable, Valuable, Estimable, Small, Testable), or other industry standard.
2. Meet "Definition of Ready" and "Definition of Done" (see definitions below) as
determined by the Project Team.
3. Developed with input from users and SMEs (approved requirements providers), and
refined by the agile team, especially the Product Owner.
Definition of Ready:
 Business value clearly specified
 All dependencies identified. No external dependencies will block story completion.
 Developers understand story details well enough to estimate time to complete
 The story can be completed during one Sprint
 UX/UI design for the story is completed.
 Acceptance Criteria are complete, specific, and testable.
Definition of Done:
 Code design reviewed and approved
 Required tests added to test suite
 For the code implementing the user story:
o checked into version control (development branch)
o merge request issued, which triggers a code review
o code reviewed and merged into working branch
 Tests pass
o Unit and integration
o Regression
12
o Security
o Accessibility
 Automated deployment to UAT environment complete
 All Acceptance Criteria pass / Functional Testing complete
 All documentation updated (system, user, architecture, etc.)
The Devis approach to acceptance testing means that we simultaneously choose the development
approach and the testing tool(s) and method(s) we will use to assess whether we have
successfully met the requirements for each User Story we write. These details are established as
part of the Acceptance Criteria defining the requirements and conditions that must be met. For
the NASWA IDH, this means working in concert with other awardees as well as traditional
stakeholders and ensuring that the decisions we’re making meet with client approval.
The process can be summed up simply: We evaluate User Stories using our standard format for
writing a test: “Given, When, Then: Given the following initial conditions, When a certain
identified event takes place, Then the system should respond in such and such a way”. We use
this pattern to standardize test cases and provide a more granular view of a user story. It can be
elaborated upon using quasi-Boolean operators, for example, “ And” can add additional steps,
“Except” can exclude certain conditions in order to focus the test, and “Where” can supply a test
with multiple conditions, and so on.
Tools
In the public sector, the need to validate, maintain and secure data according to Federal mandates
as well as meet the user accessibility interface requirements specified by Section 508 means that
the choice of tools will have a real and meaningful impact on the time necessary to implement
new code in response to task orders issued under NASWA IDH Part D. Accordingly, Devis is
well positioned to offer NASWA decision support at all levels in the matter of tool choice,
whether it’s ensuring alignment between their existing tools and business and regulatory needs,
or choosing a new one out of the many available that best fits their overall requirements.
For example, one emerging tool that has proven to be very useful in coordinating user
requirements and translating them into functioning software that makes a positive difference in
their day to day work is StoriesOnBoard. Devis uses Stories On Board as a tool to evaluate,
coordinate and track the completion of code to meet all the User Stories expressed in the Backlog
as they pertain to each role on the projects we undertake.
Each need is placed in a card that contains all the necessary information expressed in the Given,
When, Then language discussed earlier.
On the ensuing page, see a sample StoriesOnBoard Task Requirements card Devis prepared
for TEAMS (Figure 3-1):
13
Figure 3-4 Sample Task Requirements Card Requirements are captured, formatted, organized and visualized for instant reference.
9/7/2018 Use or disclosure of data contained on this sheet is subject to restriction on the title page of this proposal. 14
All these cards are virtually sorted by StoriesOnBoard to provide a big picture visualization of all the needs that have been captured in
the Backlog, allowing us to organize them by feature and subfeature, rate them for prioritization, and visualize task completion. The
‘groomed’ backlog forms the basis for our approach to delivering results to the client.
As an example, see the StoriesOnBoard dashboard that Devis maintains for TEAMS (Figure 3-2):
Figure 3-5 Stories On Board Dashboard Visualization of features, with drill down information available for each at a single click, keeps the entire team oriented and the process
transparent to NASWA stakeholders.
Similar techniques are used when analyzing requests for new workflows. For example, on
GLAAS, each element of the CONOPS has been analyzed and a repeatable business process is
identified, implemented, and if necessary amended. (See Figure 3-3 below for an example)
Figure 3-6 - Sample Data Flow On GLAAS, we managed business processes in concert with a wide range of stakeholders.
Testing: Devis chooses the tests to prove functionality as part of the ‘definition of done’ before
software development begins, as discussed in Section 3.1.1. Once development begins, the
business analyst performs the required chosen tests to ensure new software releases, patches and
data migration are ready for deployment.
Tasks associated with Test & Evaluation include developing the draft and final deployment plan
to completion; receiving the deployment package from the development team, conducting dry-
runs of the deployment package and test for readiness on a dedicated environment; and
summarize/report any issues to the development and database teams for resolution.
3.1.2. Stakeholder Participation
By working closely with stakeholders when eliciting requirements, defining tests, conducting
user acceptance testing, and as otherwise needed throughout a project using a variety of
techniques including interviews, process maps, scripted engagements and more, Devis business
analysts facilitate and document an effective capture and sharing of information. For example,
prior to a major redesign effort, Devis performs usability studies to identify gaps and
inefficiencies in the current implementation, which the team uses to collaboratively prioritize
areas for redesign. We will draw from these techniques and tools, and more, as needed for task
orders under the IDH
To ensure that the voice of user stakeholders is not lost among the voices of the project we will
designate business analysis staff with the expertise necessary to effectively interview all IDH
stakeholders. Doing so allows us to share an understanding of the level of their respective
responsibilities, ways the system will affect their workstreams, and input on what they need, how
they need it, and what their worst pain points are in day to day operations. These Devis personnel
will serve as Stakeholder Advocates; they own the responsibility of creating a regular schedule
of interaction with stakeholders, ensuring that their requirements are being correctly captured,
understood and prioritized, avoid rework and delays while improving the value stakeholders will
derive from IDH digital and professional services. For example, a monthly meeting that sums up
progress and elicits feedback, backed up by ad hoc meetings and one-off communications, will
keep stakeholders identified, engaged with useful support and contextual information about the
new project, and that their needs, wishes, concerns, and operational realities are reflected to the
fullest extent possible in the requirements that are assembled by the analysts.
The ultimate benefits of this sort of approach are transformational in nature and helps ensure
successful adoption of the system throughout the enterprise. In our past experience at USAID,
key users and stakeholders who begin as requirements providers continue to support the project
as beta testers and early adopters of the system ultimately being introduced. Their participation
encourages others to join in and truly engage with the team, and take away whatever benefits
they may from the improved process or the underlying approach – all of which help the client
program realize operational excellence in the long run.
3.1.3. Selection of Part C Personnel

In addition to the skill requirements established by the NASWA IDH labor category for business
analysts in the RFP, Devis will select personnel for communication ability, relevant cross
training or multidisciplinary knowledge, and Agile ability. As a result of these existing programs,
Devis maintains business analysts in house, including the three named as key personnel
(Catherine Atwood, Josh Shnider, and Sydney Hodges.) In addition, Devis has a full time
recruiter working to provide a pipeline of business analysis candidates. For NASWA IDH, our
recruiter will identify candidates that fit the position description (an official set of requirements
that reflects the client’s personnel needs and is tailored over the life of the contract). Strong
candidates can be interviewed at any time for adding to our existing personnel, or as necessary to
keep the positions filled throughout the life of the contract.
3.1.4. Organizing and Managing Part C Approach

The business analysts that form the basis of NASWA’s Part C requirements can work as
standalone requirements and testers or in concert with a larger suite of personnel. For example,
as per NASWA’s Q&A for IDH IDIQ statement regarding additional labor categories, and fully
at NASWA’s discretion, we are proposing additional labor categories for their consideration
under Part C, especially in gathering, understanding, and correctly prioritizing requirements.
With NASWA’s blessing, a requirements analysis task for a particularly large effort (like
standing up and deploying a new module for the IDH) might benefit from the assignment of a
PMI trained and certified project manager (PM), using PMBOK best practices in management
like integrated scheduling and plans of action and milestones, to coordinate their activity in
concert with other awardees and stakeholders. This manager can be the single point of
accountability for the work to be done under the task in question; they will stand up a
communication plan that maps all interactions with the client and other elements of the IDIQ
(including other awardees).
As tasks arise the senior manager or requirements analyst assigned under the TO will perform a
first pass analysis, breaking the task down into workstreams and the workstreams into elements
differentiated by their complexity. Simpler tasks can be handled by junior personnel under
supervision; complex tasks will often require senior personnel to be assigned. We then assign
these analyst personnel according to the requirements in that breakdown, assign them hours
based on the likely time necessary to complete requirement, and monitor ongoing progress by
measuring analyst performance according to established project quality metrics. These results are
captured in monthly reporting and other deliverables as required by NASWA, serving as
occasion to look forward and plan for up and coming changes as much as the means of
performance review.
All Part C task orders awarded to Devis under the IDH IDIQ will have a Devis corporate
sponsor. Mr. Randy Smith, PMP. Randy is the Vice President of our development practice and is
deeply experienced in these requirements: for example, he led the GLAAS upgrade effort
detailed in Section 2.1. Mr. Smith will serve as a mentor to the senior Devis employee assigned
under Part C task orders, for the entire task order, providing oversight, performing spot quality
checks of work and deliverables in progress, suggesting useful courses of action, and ultimately
serving as a point of escalation for the client if necessary.
3.1.5. Availability of Key Part C Staff

All key personnel are current employees of Devis. As Task Orders emerge from the IDIQ, we
will break down the required tasks into work streams (requiring specific skills), and then break
those workstreams down by complexity of task (requiring different amounts of expertise to
complete correctly. Assignment of personnel to those tasks will be based on their proven
competencies and level of experience, in order to generate the most efficient distribution of labor
to the personnel best suited to perform the tasks. As work proceeds under Part C, Devis will
conduct weekly resource planning meetings to keep our approach lean and tuned to the work
requirements, making sure that key personnel remain available for the duration of the task.
3.1.6. Part C Deliverables

Devis will provide a full range of business analysis deliverables as we did with the projects cited
in Section 2. under Part C, with the final requirements decided in concert with the client and the
needs of the mission as per terms of individual task orders. Common deliverables maintained by
Devis include but are not limited to those seen in Figure 3-4:
General Area Type of Deliverable or Written Report
Requirements Gap Analysis of Existing and New Requirements
Gathering Updated CONOPS
Updated Requirements Document
Updated System Configuration Document
Updated Financial Integration Design Document, as necessary
Updated Reporting Requirements and Design Documents, as necessary
Release Notes and Installation Instructions

Use Cases New and updated Use Cases
Design Updated Design documentation
Testing Detailed Test Plans
Test Inventory Spreadsheet
Test Results
Test Cases
Figure 3-7 Sample Part C Deliverables We work with all stakeholders in order to uncover the full range of operational
requirements facing the user and stakeholder, and our tests ensure that they are met in the finished product.
3.1.7. Benefits of Part C Approach

Devis provides the User Interview and User Stories services on many different engagements with
the Federal Government, including development efforts where requirements were coordinated
across multiple entities, as they will need to be for the NASWA IDH. By taking steps to bring
every stakeholder to the table and uncover their true requirements, Devis helps ensure that the
systems being built for the IDH will truly reflect the needs of the distributed NASWA
community, which in turn drives its adoption by the user base.
ProgramNet: In many ways like the IDH, this project was initiated by the Bureau of Policy,
Planning and Learning (PPL) at USAID to build the capacity of USAID staff to implement a
series of tools and reforms known as the “Program Cycle” – a lifecycle oriented view of each
program and project within it. Our approach drives significant collaboration from stakeholders
across the board, from other implementation partners to internal elements of USAID like M/CIO,
ensuring that the Program Cycle approach is well adopted.
Devis worked in close collaboration with the PPL staff and the content management system
authors to develop and implement a new content strategy that harmonized the organization and
navigation of the site to more closely represent the USAID program cycle. Because Devis
business analysts fully engaged USAID staff through a usability survey, we were able to uncover
the best way to redesign the site to meet PPL’s specific “program cycle” needs and increase user
friendliness. We compiled the results of the survey into a Usability Assessment Report with
performance grades, ranging from “Very Poor” to “Excellent.” Eight areas were rated “poor”,
and USAID tasked Devis with improving these areas. Our improvements, including enhancing
the navigation bar to make buttons more intuitive, and expanding the footer area to move
secondary content and links to that area, were in response to direct feedback gathered by users.
FEDS/FEDS II: An even better example of our ability to translate diverse requirements from a
huge and wide ranging base of stakeholders can be seen in the Federal Exchanges Data System
and its follow on, FEDS II. FEDS/FEDS II are systems that produces accurate, highly visible
yearly reporting to Congress. The Interagency Working Group on U.S. Government-Sponsored
International Exchanges an Training (IAWG, which is overseen by the DOS) hired Devis to
build and operate an outsourced database application in response to the Presidential and
Congressional mandate of the IAWG to collect, analyze, and report on all Federal entities
conducting international exchanges and training. This GPRA oriented e-government system, the
Federal Exchanges Data System (FEDS), has been implemented throughout the Federal
Government. Data is shared on more than 200 programs involving more than 900,000
participants and $1 billion annual in federal expenditures; extensive data analysis was necessary
to choose a common approach. Devis also provided web content management software and
hosting services for IAWG.gov under the same contract. Under the current contract, Devis
supports FEDS II through web development, UI development, and business analysis, including
the successful extraction, transformation and migratory load of over 700,000 records of historical
data from FEDS I to FEDS II.
FEDS data is loaded into a bespoke tool that produces the final reporting data for highly visible,
annual reporting to Congress on the performance of overseas training and exchange programs
across the Federal government. Because of the capacity to interpret data in a wide range of
formats, reflecting the different IT approaches found across the Federal landscape, that had been
previously impossible to reconcile, Federal Computer Week called the FEDS systems the
“Rosetta Stone”, for its ability to allow data from disparate systems to exist in the same database.
3.1.8. Part C Communications
As communications is a critical component of a strong management approach, the Devis
approach identifies clear and well laid out lines of communication with our stakeholders. Our
approach establishes specific points of contact for each area of responsibility and matches them
to the appropriate NASWA staff member or stakeholder. The topics of discussion, and the means
by which those discussions will take place, are also included in Figure 3-5. Subsequent to task
order award, the draft communication plan will be revised as necessary as per the guidance by
the COR and other USAID personnel.
Level Our Team Key Interface Activities NASWA

 Long Term Goals and Objectives
Center
Corporate  Overall Project Performance, Issues,
Project
Sponsor Concerns, and Opportunities
Executive Manager
 Customer Satisfaction
Kickoff; Ad Hoc Meetings; Satisfaction Surveys; Informal
Communications
 Goals, Objectives, Requirements
Center
 Personnel Performance Management
Project
 Project Issues, Concerns, Risks
Manager
PM  Project Management and Deliverables
Project
 Event Management and Travel Management
Management Project
 Burn Rates, Resource Changes, Personnel
Actions Team
Kickoff; Meetings; Data Calls; Performance Reviews; Informal
Communications
 Interviewing Stakeholders
Project Team
 Requirements Gathering
Stakeholders
Project Business  User Stories and Requirements
Support Analysts Documentation Other IDIQ
 Testing Coordination
Awardees
 Data Migrations
Interviews, Requirements Meetings, Informal Communication
Figure 3-8 Part C Communications Turning analyses into better outcomes requires a comprehensive communication plan that
spans all stakeholders, elicits all requirements, and meaningfully tests the resulting development before acceptance.
3.2. Part D: Development/Technical Support

The Devis Agile Scrum approach breaks requirements down and meets them with a pattern of
software releases that prioritizes the most useful/important deliverables in the first releases.
These individual releases are then broken down into a series of software development ‘sprints’ –
fast paced development focused on producing secure, efficient, and tested code to be bundled
together as software releases. A graphic of this approach is depicted in Figure 3-6 below.
Figure 3-9 Devis Agile Scrum Methodology and Sample Activities Proven to work, easy to adapt, client oriented.
3.2.1. Tools and Standards

Tools
Figure 3-7, below, demonstrates the Devis Development Operations (DevOps) suite of tools and
systems used to create and maintain software systems (in this case, for USAID’s TEAMS).
Figure 3-10 Devis DevOps Stack These same systems will bring their proven benefits to our development efforts for NASWA.
Standards
CMMI: Devis is a level 3 CMMI practitioner in development (DEV); we have practiced CMMI
for over a decade, and have just concluded our third successful appraisal for Level 3 by
independent SCAMPI audit.
Devis will utilize our well established patterns, processes and procedures, which are available in
our CMMI repository for inspection at any time. Devis will focus on deliverables, system
processes, and operational outputs across the project lifecycle, emphasizing the quality of
individual software builds and providing insight into compliance with our established quality
processes.
Devis has 36 defined patterns, across 17 practice areas with 221 supporting processes and 388
related procedures that we will use to execute tasks across the task order lifecycle. We maintain
an online repository of these patterns, processes and procedures in our Confluence Knowledge
Repository. All of our CMMI practice areas and associated patterns are inter-related and
collectively form the basis upon which we continuously monitor performance and develop
process improvements This approach has been proven in multiple engagements with the Federal
government, including GLAAS, CMS and HMDA.
Security: Devis support of Part D SOW activities will include full compliance with NIST
requirements, including FISMA 2014 requirements, and be monitored according to Continuous
Diagnostics and Mitigation (CDM) best practices. We will use libraries, components and
commodities that have been comprehensively tested for security vulnerabilities in every layer of
our technology stack. These components will be reused for subsequent development. We will use
deployment scripts to ensure configuration of the development, test and production environments
remains consistent and repeatable.
Devis will first complete the Privacy Impact Assessment (PIA), Privacy Threshold Analysis
(PTA) the initial FIPS 199 System Inventory and Categorization Process. Our CISSP Security
Engineer will review the Security Controls requirements and other Non-functional requirement
for applicability, select the appropriate security controls and write User Stories that are specific
to NASWA IDH security objectives and required controls. We will document the types of
information collected, how it should be secured, how long it is kept and how it may be used and
shared. Our Agile Team will implement the security controls and write automated tests to
confirm compliance.
We will prepare all the artifacts necessary for a Security Assessment and Authorization (SA&A)
including: PIA, PTA, FIPS 199, e-Authentication Risk Assessment, Business Impact Analysis,
Incident Response Plan, System Security Plan (SSP), Security Requirements Traceability Matrix
(RTM), Risk Assessment Report (RAR), Security Assessment Plan (SAP) and Security
Assessment Report (SAR). If any deficiencies are found, Devis will document and actively
implement the Plan of Action and Milestones (POAMs) identified to correct the deficiency as
needed in order to obtain Authority to Operate.
Our CISSP Security Engineer and staff stay abreast of changes to Federal regulations regarding
privacy and security mandates and guidance, attending training on upcoming revisions to NIST
800-37 (rev 5 pending) and NIST 800-53. We will continually evaluate how security policy
revisions might impact the IDH and provide guidance to NASWA stakeholders as needed. To
mitigate system vulnerabilities, Devis has adopted a continuous security patching strategy and
constantly monitors vendor security bulletins and US-CERT Situational Awareness Reports
(SARs) for security alerts. Devis applies routine security patch updates for our systems. We
maintain a local repository that stores the patches and applies them to the development, staging
and production environments with a test and validation period in between. For critical security
patches, we apply the patch immediately with scheduled downtime approved via client staff.
Other key elements of our approach to security include:
 Logging—Automated centralized logging enables developers, IT operations, and security
personnel real-time capabilities to audit, detect, troubleshoot, and resolve issues.
 Versioned Configurations—All configurations will be managed by our centralized
configuration management process, enabling us to assert on a continuous basis that
configurations are running as expected in any given environment. Configurations are
maintained in a version-controlled repository for ease of validation. Changes to
configurations are tracked using any appropriate tracking system (Trello, JIRA, etc.).
automated configuration management combined with change control board/ticket system
allows configurations to be audited in their full scope -- who applied the change, when it
was applied, and who authorized the change.
 Automated security controls with log aggregation—Automated configuration
management routinely asserts configurations and reports to administrators when
configurations diverge. Administrators can then review unexpected changes and create
issues/incident responses as appropriate. Configuration changes are automatically
captured in centralized audit logs which quickly identifies invalid or inappropriately
configured nodes.
Data: Devis has conducted dozens of data migrations for our clients in our 25 years supporting
them. For example, on GLAAS, one particular achievement was successfully migrating over ten
million existing records comprising all active USAID awards and funding citations into the new
GLAAS system. Transition plans, database schema mappings and conversion routines played a
large part in making each deployment successful. The GLAAS team was able to successfully
migrate data by collecting, analyzing, extracting, transforming, validating, loading and testing
data for each completed site implementation. The conversion project includes several scripts and
data validation checks to ensure that the integrity of the information matches the strict business
rules of the GLAAS application and the Oracle 10g database backend.
3.2.2. Selection of Part D Personnel

In addition to the skill requirements established by the NASWA IDH labor category for the
different development disciplines, in the RFP, Devis will select personnel for the following
abilities and skills:
 Communication ability
 Relevant cross training or multidisciplinary knowledge
 Agile ability
As a result of our established development practice, Devis maintains a development team in
house, including the three named as key personnel (Erika Blair, Donald Oellerich, and Brian
Seibt.) In addition, Devis has a full time recruiter working to stock our pipeline of development
and technical solutioning candidates. For NASWA IDH, our recruiter will identify candidates
that fit the position description (an official set of requirements that reflects the client’s personnel
needs and is tailored over the life of the contract). Strong candidates can be interviewed at any
time for adding to our existing bench, or as necessary to keep the positions filled throughout the
life of the contract.
3.2.3. Organization and Management of Part D Services

Devis assigns a PMI trained and certified project manager (PM) to each of our client
engagements that will utilize PMBOK best practices in management. For Development tasks this
person will be a Certified Scrum Master or CSM, qualified to lead software scrums from
inception to closeout. This manager will be the single point of accountability for the work to be
done under the task in question, managing interactions with multiple stakeholders from NASWA
and working in concert with other IDIQ awardees wherever touch points arise. All other
personnel performing development support on that project will report to them. The PM will
assign development tasks to a scheduled release according to the potential benefit from
prioritizing that task.
As tasks arise the PM will perform a first pass analysis, breaking it down into workstreams and
the workstreams into elements differentiated by their complexity. A Scrum that can handle all
these needs is then assembled, reporting daily (the daily standup) as well as at other scheduled,
task-oriented intervals. Progress on each task is reviewed daily in the standup and subsequently
captured in monthly reporting and other deliverables as required by NASWA, serving as
occasion to look forward and plan for up and coming changes as much as the means of
performance review.
As with our proposed part C services, in addition to the PM, the NASWA IDH will have a Devis
corporate sponsor. Mr. – Randy Smith, Vice President of our corporate Development practice
will be Devis’s corporate sponsor for the NASWA IDH program. Mr. Smith will serve as a
mentor to the PM for the entire engagement, providing oversight, performing spot quality checks
of work and deliverables in progress, suggesting useful courses of action, and ultimately serving
as a point of escalation for the client if necessary.
3.2.4. Availability of Key Part D Staff

All key personnel are current employees of Devis. As Task Orders emerge from the IDIQ, our
PM will break down the required tasks into work streams (requiring specific skills), and then
break those workstreams down by complexity of task (requiring different amounts of expertise to
do correctly). In order to generate the most efficient distribution of team labor based on their
proven competencies and level of experience, as work on the task orders continue, Devis will
conduct weekly resource planning meetings to keep our approach tuned to the work
requirements, making sure that key personnel remain available for the duration of the task.
3.2.5. Responsibility for Delivery

The Scrum approach illustrated in Section 3.2 centralizes the overall responsibility for delivering
a successful system within the Scrum, and the practice of having a single, trained Scrum Master
nominally leading every Scrum while serving as the single point of contact and accountability for
the team’s work. This becomes especially important when working on cross cutting systems like
the IDH, with touch points across the country, multiple stakeholders and teams working on the
project. In these instances the Scrum Master becomes the ‘face’ of the operation to other key
stakeholders such as the Requirements teams envisioned under Part C. Devis utilizes processes
like holding release and sprint planning meetings to bring in the entire development team,
selecting the work for the releases and the individual sprints that will constitute them, and
obtaining joint buy-in from the dev team and a commitment to deliver the working code as
planned. Doing so establishes a clear, shared accountability for project success as well as the
individual responsibilities that must work together in order to achieve it.
Our approach has repeatedly proven to deliver successful, secure and highly accessible systems
meeting the needs of diverse stakeholders. Devis built the FEDS system used by the State
Department to collate international training and exchange data expenditures from across the
entire Federal marketplace – over 200 entities overall, each with preexisting data formats for
reporting, all of which needed to be collated in order to produce a single, highly visible, annual
report to Congress on training and exchange programs.
Another example of Agile success can be seen in the Home Mortgage Disclosure Act (HMDA)
project Devis executed for CFPB. Where CFPB had previously needed to manually gather
mortgage data from each individual mortgage lender in the US, in their own preferred format,
going back and forth over weeks and months with each lender to iron out mistakes. The HMDA
engine automated much of the process. Processes that used to take weeks now take minutes; the
biggest lenders, having previously needed months of work to validate their data, can now be
accurately processed in a day or two – and the engine was delivered for half the time and at half
the cost originally anticipated by CFPB, representing a huge savings and realizing the promise of
Agile.
3.2.6. Part D Deliverables

Each development project will be broken into work deliverables according to the specific nature
of the project being accomplished, addressing individual requirements as dictated by the
statement of work and the needs of the client. For example, the following deliverables are
required in our TEAMS effort, where we are replacing legacy systems we built 15 years ago for
USAID (to track and report upon international training and exchange programs supported by
USAID expenditure) with a modern SaaS solution offering marked improvements in
functionality and ease of regulatory compliance. See Figure 3-8 for sample deliverables.
General Area Type of Deliverable or Written Report

Overall Development Methodology
Planning & Change Management Plan
Management Communications Management Plan
Project Schedule
Risk Register
Design And Product Backlog
Development Sprint Backlog
UX Designs, business process flows
Technical Architecture and Design Document

Input into the Security documents for the SA&A package.
Test Report including Test Results.
Production version of system and code
Deployment Training Plan
Users’ Manual
Deployment Document andRelease Notes
Transition Transition to Operations Plan
O&M Operations & Maintenance Manual (Standard Operating Procedures)
Project Closeout Report
Figure 3-11 Sample Part D Deliverables All Devis development deliverables will incorporate the inputs and reflect the needs of
multiple entities across the IDH environment.
3.2.7. Benefit of Part D Approach

Devis has delivered specific benefits to our clients using Agile delivery methods:
HMDA: Using Agile, we delivered HMDA in half the time and for half the expense indicated by
HMDA’s independent government cost estimate to perform the work successfully.
The HMDA group tasked Devis with finding a way to improve the cumbersome, paper driven
process of validating HMDA data from financial institutions. With Devis’ assistance, the HMDA
group completed a pilot project that created a Web-based process to reduce the time needed for
validation from a possible 6-month back-and-forth paper process to a modern Web-based one
that can take as little as 90 seconds to complete for all but the largest bank submission.
Benchmarks show that the creation of the HMDA Pilot significantly cut down the traditional
feedback loop that hampered data reporting and collection efforts. Speaking at the Mortgage
Bankers Association's annual technology conference, Michael Byrne, the CFPB's HMDA
operations lead, excitedly pointed out the HMDA pilot as a “….great opportunity for burden
reduction." Devis’ efforts and success with agile software development and delivery ensured the
full project implementation completed well ahead of schedule, with the head of CFPB, Richard
Cordray, noting Devis’ excellent work.
GLAAS: we not only coordinated the worldwide deployment of an enterprise e-procurement
system by traveling to 187 mission sites for advance trips, on-site training, and post-deployment
support, but we achieved the following outcomes as well:
 Estimated $300,000 in cost-savings for the agency by standardizing datasets.
 Successfully migrated 10 million existing USAID award data elements into GLAAS
 The PRISM/GLAAS team received a 97% or higher positive rating on all of its
monthly customer service surveys.
 Reduced transaction processing time by 98% with over 3,200 transactions processed
daily during the month preceding fiscal year-end.
3.2.8. Part D Communications
The Devis approach identifies clear and well laid out lines of communication with our
stakeholders. Our approach establishes specific points of contact for each area of responsibility
and matches them to the appropriate client staff member. The topics of discussion, and the means
by which those discussions will take place, are also included in Figure 3-9. Subsequent to award,
the draft communication plan will be revised as necessary as per the guidance by the COR and
other personnel.
Our
Level Key Interface Activities NASWA
Team
Long Term Goals and Objectives

NASWA
Corporate  Overall Project Performance, Issues,
Sponsor
Project
Concerns, and Opportunities
Executive Manager
 Customer Satisfaction
Kickoff; Ad Hoc Meetings; Satisfaction Surveys; Informal
Communications
 Goals, Objectives, Requirements, and
Performance
 Personnel Performance Management
 Project Issues, Concerns, Risks
 System Architecture Reviews NASWA
PM  Data Architecture Reviews Project
 Security Reviews Manager
Project Scrum  Project Management and Deliverables
Management Master  Event Management and Travel Management Project
 Burn Rates Team
 Migration Analysis and Planning
 Resource Changes
 Personnel Actions
 Coordination with other IDIQ awardees
Kickoff; Meetings; Data Calls; Performance Reviews; Informal
Communications
 Requirements handoff
 Sprint Zero Project Team
 Peer Review Stakeholders
Project Scrum
 Software Development Sprints
Support Team Other IDIQ
 Test and Validation Results
 Migrations Awardees
 Reviews and Retrospectives
Daily Standups, Meetings, Work Activities, Informal Communication
Figure 3-12 Part D Communications From kickoff to retrospectives, our approach features constant cross-cutting
communication that helps keep the entire stakeholder and vendor community on the same page from task order to task order.
3.2.9.
4. Key Personnel
All key personnel are currently employed by Devis. For each IDH task order, Devis personnel
will analyze the tasks as described in Section 3, assigning personnel (key personnel first, then
others as necessary) to cover every requirement in the task order.
4.1. Part C Personnel

4.1.1. Josh Shnider
Joshua Shnider Strengths:
Labor Category: Senior Business Analyst  Lead experience
Percentage of Time Allocated: As per TO  Client and stakeholder facing analyses
Master of Science, Public Policy—Peace  Requirements Gathering
Operations Business  Analysis
George Mason School of Public Policy,  Communication
 Test Planning and Execution
Bachelor of Arts, Journalism
Northeastern University
Statement of Qualification:
 Masters Degree
 10 years Analysis experience
Employment History:
Devis, Arlington, VA
2016 - Present: Business Analyst
 Developing system requirements; working with third-party vendors to ensure accurate
implementation of design specifications.
 Establishing systems roles for users and creating appropriate systems restrictions for
designated user roles.
 Testing system data for accuracy and consistency across multiple training environments.
 Maintaining test environments and site configurations for user acceptance testing and site
development.
 Devis Digital Learning practice lead, responsible for gathering requirements, setting
direction, selecting tools, determining standards, testing work products, producing video
content and delivering digital learning solutions to Devis clients.
 Developed Articulate 360 digital learning module for USAID Program Monitoring and
Evaluation office, including visual, graphic, digital, and instructional design.
 Developed Adobe Captive learning module for USAID Program Monitoring and
Evaluation office, including professional voice-over recording, animation, graphic,
instructional and technical design.
 Managing development of digital learning module for Department of Justice including
supervising the development and production of voiceover script, style frames, and
animated video production.
American Consultants
2015 - 2016: Business Analyst
 Trained over 250 FEMA employees to use PRISM v7.2 through in-class and webinar
sessions, including classes at Mt. Weather Emergency Operations Center and the
National Emergency Training Center;
 Managed the development of digital learning modules to support training of PRISM v7.2
rollout, including graphic, instructional, and technical design.
 Led PRISMv7.2 classes in buying, approving and reviewing, closeout, and system
administration; wrote and edited over 500 pages of PRISM v7.2 documentation
 Managed, maintained, and documented PRISM v7.2 configuration settings to mirror
FEMA business processes;
 Led the process of configuring PRISMv7.2 for production, test, and training
environments;
 Created, managed, and analyzed training monitoring and evaluation processes;
 Wrote and conducted PRISM v7.2 test scripts to ensure client satisfaction;
Washington DC Jewish Community Center
2014 - 2015: Development Associate/Grant Writer
 Managed and maintained comprehensive donor database;
 Wrote and edited grant applications for a non-profit organization with an annual grant
budget between $300,000 to $500,000;
 Prepared budget reports for foundations and government agencies for a non-profit
organization with an annual budget of over $9,000,000;
 Coordinated data maintenance for Annual Fund of over $1,000,000;
 Coordinated direct mail appeals to donor lists of over 7,000 individuals for a non-profit
with an annual budget of over $9,000,000;
Delegate A. Shane Robinson
2010 - 2014: Legislative Director
 Constructed, managed and maintained comprehensive constituent database;
 Conducted thorough policy analyses to support passage of legislation;
Consulate General of Israel
2009 - 2010: Director of Media Relations
 Constructed, managed and maintained comprehensive media database;
 Managed all aspect of media relations for consul general;
Jewish Community Relations Council
2008 - 2009: Program Associate
 Constructed and maintained comprehensive constituent database;
 Developed and implemented grassroots strategy leading to 55 percent increase in
constituent engagement;
WHDH-TV (NBC Boston)
2008 - 2009: Associate Producer
 Produced nightly sportscast in 8th largest media market in the country, including, but not
limited to editing video, writing voiceover scripts, and constructing graphics.
4.1.2. Catherine Atwood

Catherine Atwood Strengths:
Labor Category: Business Analyst  Documentation of Processes,
Percentage of Time Allocated: As per TO Methodologies and Strategies
George Mason University  Requirements Gathering
Master of Science – Technology Management  Analysis
May 2019 – expected graduation  Communication
 Test Planning and Execution
Virginia Polytechnic Institute and State  Cybersecurity
University
Bachelor of Architecture
 Bachelors Degree
 6 years experience business analysis
Employment History
September 2015 – present, Business Analyst
As a Business Analyst serving on three contracts supporting USAID information systems, Ms.
Atwood’s responsibilities include:
 Planning and managing the development, testing, and delivery of software updates
 Managing project timelines and client expectations by providing regular progress updates
 Determining system requirements based on communication with clients and developers,
including stakeholder and user interviews
 Quality assurance testing to ensure that new software systems and features meet
requirements
 Quality assurance tasks include test case development, user acceptance testing, smoke
testing, technical document development/management, report development, verifying
requirement traceability and defect reporting and tracking.
 Outlining upcoming work and ensuring the timely completion of project deliverables
 Developing interactive, on-line training and system documentation including user guides
and manuals
 Managing team organizational software and client communication tools
 System administration including reviewing logs and system configuration
 Assisting the Director of Technical services with system security reviews
 Providing help desk support and demonstrating new features
General Dynamics Information Technology (GDIT), Falls Church, VA
June 2014 – August 2015 Operations Analyst/Project Manager
As an Operations Analyst and Project Manager on the National Language Service Corps (NLSC)
contract, Ms. Atwood’s responsibilities included:
 Project managed the preparation and execution of requested foreign language support as a
Team Lead on language assignments
 Trained and managed on-site staff of five, dedicated to member interaction and
engagement
 Managed four Regional Chapter Coordinators remotely
 Participated in long-range planning to outline program goals, determine staffing,
software, and training requirements, and streamline operations
 Processed and analyzed operational data to ensure successful project execution to
evaluate and select best qualified candidates to support language requests from federal
government agency clients
 Analyzed program data from almost 6,000 members speaking over 325 languages and
report on overall member language capabilities and trends to senior program management
 Prepared materials for briefings, monthly reports, and presentation tracking performance
metrics, analyzing member feedback, and outlining project plans
Integrated Training Solutions, Falls Church, VA

July 2012 – April 2014 Contract Project Manager/ Mission Support Liaison
As a subcontractor supporting the National Language Service Corps (NLSC) contract, Ms.
Atwood served on the Interactions and Engagements Team to maintain a membership base of
almost 6,000 language volunteers representing over 325 languages. Her primary role as a
Mission Support Liaison was to provide coordination and logistics support to members on
assignments, and to engage other members through social media, marketing and outreach
campaigns, and face-to-face interactions. Her accomplishments in this role include:
 Served on the Operations Development Team focused on tailoring member database and
program software to more efficiently capture and process program information
 Developed operating procedures and conducted quality assurance testing of new
components of member database to streamline membership renewal process and outreach
campaigns
 Provided user feedback to help develop requirements and troubleshoot new database
component
 Created a user manual and trained staff on how to use new database features
 Collaborated with Marketing Coordinator to develop and implement surveys and
outreach campaigns using social media, blogs, quarterly newsletters, and direct
communication
 Responsible for Membership Renewal for sixteen months; assisted in developing and
implementing member engagement and retention strategies, reducing attrition rate by
one-third in two months
4.1.3. Sydney Hodges

Sydney Hodges Strengths:
Labor Category: Jr. Business Analyst  Communication
Percentage of Time Allocated: As per TO  Data Analysis
B.A., Linguistics  Process Quality
Minor, Teaching English as a Second  Quality Control and Testing
Language
University of Florida
 3 years business analysis experience
Employment History:
2/2018 – Present: Functional Analyst
As a Functional Analyst, Ms. Hodges currently assists with the refinement of organizational
processes and procedures, following project management best practices in accordance with
Capability Maturity Model Integration (CMMI). She works with the Digital Learning team to
develop communications and provide resources to adequately prepare Devis staff for a CMMI
Appraisal of internal processes.
Capital One Multifamily Finance, Bethesda, MD

4/2016 – 2/2018: Operations Analyst/Team Lead
Ms. Hodges oversaw the timely maintenance of insurance data for more than 1,500 loans using
specialized loan software, ensuring that insurance coverage in place met the compliance
requirements of Government Sponsored Enterprises (GSEs) Fannie Mae, Freddie Mac, and
Ginnie Mae. The loan software used was McCracken Financial Solutions’ Strategy, which
housed all data (financial, collateral, borrower contact information, insurance coverage, escrow
and reserve, etc.) pertinent to each loan.
Ms. Hodges provided leadership and guidance to four team members, including delegating tasks
and projects with a growth-oriented approach and training on new processes, resulting in
effective knowledge-sharing and increased team motivation.
General Dynamics Information Technology, Falls Church, VA

10/2015 – 03/2016: Team Lead, Interaction & Engagements
As an Operations Analyst on the National Language Service Corps (NLSC) contract, Ms.
Hodges directed the preparation for several missions, including tracking and guiding mission
workflow, providing regular progress reports, ranking resumes, interviewing qualified
volunteers, and recommending final candidate selections to the Project Manager for approval.
Her responsibilities also included:
As Team Lead of the Member Interaction and Engagements (I&E) Team, training new I&E
colleagues in member interactions, department procedures, and member engagement event
planning, resulting in consistent understanding of job duties among team members.
Supervising and delegating membership engagement tasks for seven local I&E team members
and four remote I&E Chapter Coordinators.
Integrated Training Solutions, Falls Church, VA

5/2014 – 10/2015: Member/Mission Support Liaison
As a subcontractor supporting the National Language Service Corps (NLSC) contract, Ms.
Hodges served as a point of contact for over 500 volunteer members of the NLSC. She provided
support to members serving on government assignments by coordinating travel logistics,
communicating assignment expectations and specifics, and being available on an on-call basis
for any additional support the members needed. Other responsibilities included:
National Foreign Language Center, Riverdale, MD

8/2013 – 5/2014: Production Assistant
As a Production Assistant at the University of Maryland’s National Foreign Language Center,
Ms. Hodges performed quality control reviews of approximately 60 target language reading
assessments for the Defense Language Institute’s language testing program. Her responsibilities
also included:
Analyzing foreign language reading text for quality control, documenting inconsistencies in an
error log and collaborating with language consultants to coordinate revisions as necessary.
Beech Street Capital, LLC, Bethesda, MD

5/2011 – 8/2013: Servicing Analyst
In her capacity as a Servicing Analyst, Ms. Hodges’ role included the following responsibilities:
Supported technical projects by testing loan data software to identify bugs and document them in
the issue tracker, elevating high-priority items to the software development team.
Meeting strict monthly bookkeeping deadlines by executing entry of collateral data and crucial
financial information for more than 700 loans.
Ensured regulatory audit compliance by producing required deliverables, satisfying regulatory
requirements.
Inlingua, Arlington, VA
5/2010 – 10/2010: English as a Second Language (ESL) Tutor
While employed by Inlingua as an ESL tutor contracted out to the International Monetary Fund
(IMF), Ms. Hodges provided one-on-one ESL lessons to IMF economists seeking to improve
their skills in speaking, listening, reading, and writing English. Following TESL pedagogical
standards, Ms. Hodges worked closely with her students to determine their unique learning
objectives and work toward long-term language goals. Ms. Hodges also launched a condensed
version of an accent reduction course at Inlingua headquarters, adapting the existing 12-week
curriculum to an eight-week course. She used curriculum planning and needs assessment
methodologies to streamline the course in a manner that prioritized her students’ learning
objectives.
Global Visions, San Benedetto, Italy

2009: Volunteer English Tutor
Ms. Hodges served as a family’s live-in tutor in English as a Second Language (ESL). She
determined learning objectives and customized learning paths for each family member, and
provided daily ESL tutelage in an Italian-speaking household.
4.1. Part D Personnel

4.1.1. Erika Blair
Erika Blair Strengths:
Labor Category: Senior Project Manager  Certifications: PMP, ITIL Foundation,
Percentage of Time Allocated: As per TO A+, Network+, Security+, OnBase
BS, Elementary Education Certified Installer, OnBase Certified
Morgan State University, Baltimore MD Workflow Engineer, CSM
1998  Agile Requirements Gathering Expertise
 10+ years IT development experience
Relevant Employment History:
DigiDoc (dba PS2G), Washington DC 3/2017 – 4/2018:
Project Manager & Technical Consultant
DC Housing Finance Authority, IT Consulting Services Contract:
 Lead the delivery of IT Consulting services for with streamlining and enhancing current
processes and workflows.
 Assess current processes and workflows for various departments and provide value
streaming in order to identify areas in need of process improvements and modernization
in order to establish more efficient productivity.
 Identified the business, functional, and technical requirements for implementing a
solution that would enable the electronic submission and approval workflow process
 Managed the implementation of the RAPID solution which included installation,
configuration, testing, deployment and end user training
TConneX Inc, McLean VA 5/2015 – 10/2017:
Project Manager
FDA PEARL Data Mining Tool Project
 Applied SCRUM framework to manage the overall development of PEARL, a web-based
analytical software tool that automates detection of adverse drug event (ADE) safety
signals from MEDLINE reports through quantitative data mining of indexing terms.
 Performed testing, functional testing, and regression testing to ensure system integrity.
Food and Drug Administration (FDA) Pilot Project: I2E Software Testing of Advanced Text
Mining (ATM)
 Applied hybrid agile approach to manage and lead the implementation of I2E NLP tool in
order to capture a large amount of Regulatory Science data.
FDA Empirica Study WebSDM Technical Services Support

 As the Empirica Study Program Manager provided program oversight and leadership for
Tier 2 and Tier 3 technical support, system monitoring, and system analysis for over 40
active Empirica Study WebSDM users.
 Collaborated with FDA and third-party vendors to resolve time-sensitive system and user
issues, minimize downtime, and prevent performance degradation.
Dept. of Labor (DOL) Master Data Repository (MDR) and VETS Veterans’ Data Initiative
 Co-led the development of a full Authority to Operate (ATO) security package for the
MDR system and supported the IV&V security assessment process.
 Drafted key security documentation including: Configuration Management Plan,
Contingency Plan, Incident Response Plan, Rules of Behavior, and User Access
Procedures. Stored in CSAM.
DigiDoc, Washington DC2/2014 – 5/2015: IT Operations Manager / Project Manager /
OnBase SME
 Served as the lead system engineer for OnBase and KwikTag ECM solution
implementation and upgrade projects for government customers that include DC Dept of
Health, DC Dept of Health Care Finance, and SBA
 Organized and led technical review meetings to ensure solutions and technical inquiries
of customers are identified to meet customer requirements and recommends changes for a
suitable COTS system.
 Provided leadership and mentorship to cross functional project teams.DC Department of
Health Care Finance, Request Automated Purchase Information Database (RAPID)
NEBF , Rockville MD 8/2013 – 2/2014: Agile Business Analyst
 Utilized Agile/Scrum framework for managing a SharePoint development project to
support the Pension Management Workflow Process.
 Developed workflow diagrams for Business processes using VISO and designed UI
wireframes for UID
 Functioned as the primary liaison between the business, operations, and technical groups
throughout the project cycle, analyzing business requirements and translating into user
stories and technical requirements.
 Organized and managed all phases of the software testing process, including planning
tests, writing test cases, executing tests and tracking defects.
CareFirst, Owings Mills MD 11/2010 – 2/2012: Business Analyst / Project Lead
 Developed SOPs to configure and develop process, standards, and procedures.
 Gathered requirements during inception phase, documented and delivered functional
specification documents, and assisted architecture analysis and design
 Worked with QA team to design test plan and test cases for User Acceptance Testing.
Lumen Financial, Baltimore MD1/2006 – 11/2012: Project Manager / QA Analyst
 Worked with internal clients to understand their business models and goals to help define
strategy, content and features for design of their websites and/or applications.
 Managed the design, development, and maintenance of general web architecture and web
applications.
4.1.2. Donald Oellerich

Donald Oellerich Strengths:
Labor Category: Software Developer  Software Development: Expert skills
Percentage of Time Allocated: As per TO in test-driven development
Bachelor of Science, Computer Science  Database Development: Extensive
Cum laude experience with design and
Christopher Newport University, Newport development of database systems
News, VA
 15 years IT development experience
Devis
2003 - Present: Systems Analyst
Mr. Oellerich is a developer on enterprise-scale Information Technology projects and is expert in
development, testing and quality assurance.
 He is the key developer on the USAID ProgramNet team. Mr. Oellerich develops new
features and modules as well as resolves issues with existing functionality; works to
resolve and document solutions for system migration issues; synchronizes taxonomy and
user experience navigation to more closely represent the program cycle; and performed
an interface analysis and redesign to increase user friendliness.
 Mr. Oellerich was also a technical team member in the development of the TraiNet/Web
and Visa Compliance System (VCS), USAID’s internet-based tools for gathering and
reporting data on USAID exchanges, training and education, and for maintaining
compliance with U.S. Government Visa requirements.
 He was also a technical team member for the Federal Exchange Data System (FEDS).
FEDS facilitates the Interagency Working Group (IAWG) on U.S. Government-
Sponsored International Exchanges and Training process of collecting and maintaining
this information across the entire government.
 Mr. Oellerich was a technical team member in the development of CareerTrac for
National Institute of Environmental Health Sciences (NIEHS). The CareerTrac system
assisted NIEHS to tracking employee training and the resulting organizational benefits.
 He performed front-end and back-end development for the Consumer Financial
Protection Bureau’s Home Mortgage Disclosure Act (HMDA) pilot system. This web
application validates a financial institution’s submitted data file before the file is
submitted for processing, drastically reducing the turnaround time for validation and
reporting and increasing the quality and consistency of data.
 Mr. Oellerich has been the technical team lead on Credit Management System (CMS) for
the USAID Office of Development Credit in the Bureau for Economic Growth,
Agriculture, and Trade (EGAT/DC). CMS is responsible for managing USAID's credit
programs. He has implemented major system enhancements in addition to system and

database maintenance within USAID requirements.
 Mr. Oellerich has also been responsible for the configuration, maintenance, and
documentation of a Windows desktop application, Tip of the Day for Department of
State. Tip of the Day is a client-server system which provides continuous security
training to all USAID employees. The Tip of the Day project has since been moved to
Department of State and is being piloted there and at other agencies.
 He has also been a member of the EZ Reusable Objects (EZRO) product development
team. This system is used by numerous United States agencies for providing services to
the general public via the World Wide Web.
 He was also the technical team lead in the maintenance and development of the National
Resource Directory (NRD), an online partnership for wounded, ill and injured service
members, veterans, and their families and those who support them. He was responsible
for maintaining the Java public-facing and administrative sites as well as developing a
new public-facing site in Grails.
4.1.3. Brian Seibt

Brian Seibt Strengths:
Labor Category: Solution Architect  Development Lead for
Percentage of Time Allocated: As per TO USAID/E3/DCA’s Credit
Education and Certifications: Management System program
B.S. Degree, Avionics Engineering  Agile – certified Scrum Master
Embry-Riddle Aeronautical University, 1992  Architect and Team Lead experience
Certified Scrum Master  Certified in MongoDB for Java
Developers (M101J)
 15 years IT Development Experience
Development InfoStructure, Inc.

2013-present: Senior Systems Analyst, Arlington, Virginia
Mr. Seibt is a technical team lead on Credit Management System (CMS) for the USAID Office
of Development Credit in the Bureau for Economic Growth, Agriculture, and Trade
(EGAT/DC). CMS is responsible for managing USAID's credit programs. He has implemented
major system enhancements in addition to system and database maintenance.
 Leveraging the Agile Methodology designed and developed system functionality using
Groovy/Python/JavaScript and the Grails framework.
 Provided technical support to the client
 Introduced reporting visualizations to the system leveraging D3 and NVD3.
Mr. Seibt was also a team lead on the development of a high-performance responsive training
application for the Federal Acquisition Institute (FAI).
 Leveraging the Agile Methodology designed and developed system functionality using
node.js and MySQL.
Synapse Financial Engineering,

2011-2012: Software Engineer, Vienna, Virginia
Mr. Seibt was responsible for the start up’s strategy and technical direction during the creation of
the Analytics Hub, a fixed income asset liability and trading platform. Performed hands-on full
lifecycle development leveraging open source and commercial technologies.
 Ensured system scalability for distributed workload using Java, Tomcat and Amazon’s
Cloud (EC2, S3, and SQS).
 Enabled system flexibility by using MyBatis for DB integration, Castor for XML
marshaling and unmarshaling, and JAAS for authentication and authorization.
Freddie Mac,
2008-2011: Senior Program Director, Mclean, Virginia
Mr. Seibt was responsible for leading a high performance technical team in Architecture Services
targeting priority projects for the organization. Engaged in monthly informational sessions with
the CIO on status, risk and areas of interest.
 Drove the decision for the selection of the corporate-wide Enterprise Service Bus to
facilitate legacy transformation as part of the Corporate Score Card.
 Delivered Enterprise Web Services and all associated SDLC artifacts for the Servicing
Portal on time and on budget by leading the design and development team.
Freddie Mac,
2001-2008: Senior Research Director, Mclean, Virginia
Mr. Seibt was responsible for leading a technical team, within Financial Engineering, in the
design and development of financial models, frameworks and applications.
 Designed and developed grid-enabled framework for portfolio level simulations.
 Created software quality assurance team for Financial Engineering. Leveraged automated
build tools along with static and dynamic code-checking tools to ensure code quality.
Fasttide,
2000-2001: Senior Web Developer, Mclean, Virginia
Mr. Seibt was responsible for the design and development of customer facing website in support
of the company’s network infrastructure product.
 Designed and developed the customer website using J2EE, JSP, EJB and JavaScript.
 Conducted performance evaluations on middleware infrastructure.
Freddie Mac,
1998-2000: Senior Technical Analyst, Mclean, Virginia
Mr. Seibt was responsible for the development of the portfolio management and optimization
frontend.
 Developed front end using Microsoft Visual C++.
 Integrated CORBA objects within the front end to support the optimization of the debt-
to-asset mix for the corporate retained portfolio.
PriceWaterhouseCoopers,
1997-1998: Senior Technical Lead, Rosslyn, Virginia
Mr. Seibt was responsible for the design and development of tools for use by the Asset
Securitization Practice and their customers.
 Designed and developed the Asset Securitization Analysis Pro (ASAP) financial
language compiler used for bond payment calculations using Visual C++.
 Modeled system data for inclusion in Oracle databases. Created ASAP’s tables, triggers,
and stored procedures. American Management Systems,
1993-1997: Technical Team Lead, Fairfax, Virginia

Mr. Seibt was responsible for leading a team in the design and development of military medical
systems.
 Provided technical direction to a team of developers and analysts.
 Performed hands-on development of critical modules in support of system delivery using
C++, Visual Basic.
A. Pricing
Part C: Requirements Development/Business Analysis Services – FFP/T&M
Option Year Option Year Option Year

Education and Base Year 1 Labor 2 Labor 3 Labor
Labor Category Experience Labor Rate Rate Rate Rate
Sr. Project Manager BS +10, MS +5 $159.09 $162.28 $165.52 $168.83
Project Manager BS +5 $138.83 $141.61 $144.44 $147.33
Jr. Project Manager BS +2 $117.02 $119.36 $121.74 $124.18
Sr. Business Analyst MS+5 $121.63 $124.07 $126.55 $129.08
Business Analyst BS+5 / MS $103.18 $105.25 $107.35 $109.50
Jr. Business Analyst BS + 2 $82.62 $84.27 $85.96 $87.68
Part D: Technical Support – FFP/T&M

Sr. Project Manager BS +10, MS +5 $159.09 $162.28 $165.52 $168.83
Project Manager BS +5 $138.83 $141.61 $144.44 $147.33
Jr. Project Manager BS +2 $117.02 $119.36 $121.74 $124.18
Sr. Software Developer MS +5 $128.99 $131.57 $134.20 $136.89
Software Developer BS +5, MS $106.26 $108.39 $110.56 $112.77
Jr. Software Developer BS +2 $88.08 $89.84 $91.64 $93.47
Cybersecurity Analyst BS + 8 $173.22 $176.69 $180.22 $183.83
Sr. Database Administrator MS +5 $148.64 $151.62 $154.65 $157.74
Database Administrator BS +5, MS $128.39 $130.96 $133.58 $136.25
Jr. Database Administrator BS +2 $90.90 $92.72 $94.57 $96.46
Sr. Solution Architect MS +5 $179.04 $182.62 $186.28 $190.00

Solution Architect BS +5, MS $154.17 $157.25 $160.40 $163.61
Jr. Solution Architect BS +2 $131.45 $134.07 $136.76 $139.49
Data Architect BS +10, MS +5 $171.87 $175.31 $178.82 $182.39
Mid Data Architect BS +7, MS +2 $141.58 $144.41 $147.30 $150.25
Jr. Data Architect BS +5, MS $122.86 $125.32 $127.82 $130.38
Sr. Data Scientist BS +10, MS +5 $164.61 $167.91 $171.26 $174.69
Data Scientist MS +5 $147.42 $150.36 $153.37 $156.44
Jr. Data Scientist BS +2 $130.22 $132.82 $135.48 $138.19
ETL Specialist MS +3 $122.86 $125.32 $127.82 $130.38
Mid ETL Specialist BS +5, MS $115.47 $117.78 $120.14 $122.54
Jr. ETL Specialist BS +2 $97.05 $98.99 $100.97 $102.99
Sr. System Administrator MS +5 $134.82 $137.52 $140.27 $143.08
System Administrator BS +5, MS $111.18 $113.41 $115.67 $117.99
Jr. System Administrator BS +2 $87.84 $89.60 $91.39 $93.22

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SOL-OAA-15-000077 – USAID Africa Bureau – Response

National Association of State

4.1.3. Brian Seibt................................................................................................................39

Primary Point of Contact: Cristina Mossi, CEO

Alternate Point of Contact: Martin Hudson, President

Address: Development Infostructure, Inc.

2. Project Summary Citations

2.1. Project 1: GLAAS

Relevance to SOW Part C:

Relevance to SOW Part D:

PRISM utilizes an Oracle back end (Requirement 3: Data Architecture/Management). Devis

 Leads government continuity of operations (COOP) exercises;

Agency/Organization Point of Contact:

2.2. Project 2: HMDA

As in Requirement 5: Preparing Test Plans and Procedures, and Requirement 6: Planning

Relevance to SOW Part D:

Agency/Organization Point of Contact:

2.3. Project 3: CMS

Relevance to SOW Part C:

Similarly to Requirement 7: Extract/Transform/Load (ETL) Management, Devis worked

Agency/Organization Point of Contact:

Email Address: [email protected]

3.1. Part C: Technical Requirements

3.1.1. Processes and Tools

3.1.3. Selection of Part C Personnel

3.1.4. Organizing and Managing Part C Approach

3.1.5. Availability of Key Part C Staff

3.1.6. Part C Deliverables

Release Notes and Installation Instructions

3.1.7. Benefits of Part C Approach

Level Our Team Key Interface Activities NASWA

3.2. Part D: Development/Technical Support

3.2.1. Tools and Standards

3.2.2. Selection of Part D Personnel

3.2.3. Organization and Management of Part D Services

3.2.4. Availability of Key Part D Staff

3.2.5. Responsibility for Delivery

3.2.6. Part D Deliverables

General Area Type of Deliverable or Written Report

Technical Architecture and Design Document

3.2.7. Benefit of Part D Approach

4.1. Part C Personnel

4.1.2. Catherine Atwood

Integrated Training Solutions, Falls Church, VA

4.1.3. Sydney Hodges

Capital One Multifamily Finance, Bethesda, MD

General Dynamics Information Technology, Falls Church, VA

Integrated Training Solutions, Falls Church, VA

National Foreign Language Center, Riverdale, MD

Beech Street Capital, LLC, Bethesda, MD

Global Visions, San Benedetto, Italy

4.1. Part D Personnel

FDA Empirica Study WebSDM Technical Services Support

4.1.2. Donald Oellerich

programs. He has implemented major system enhancements in addition to system and

4.1.3. Brian Seibt

Development InfoStructure, Inc.

Synapse Financial Engineering,

1993-1997: Technical Team Lead, Fairfax, Virginia

Option Year Option Year Option Year