Attachment 16: Relevant Experience Project Template (Document Verification)

Part 1: Project Identification

OfferorName: NetImpact Strategies, Inc.

Contractor Name if other than Development Infostructure, Inc (Devis)

Offeror (Restricted Pool Only):
Contract Number: GS-35F-0217J

Order Number (if applicable) AID-CIO-M-14-00015

Project Title: GLAAS Upgrade

Prime or Subcontractor: Prime

Contract Type: Firm-Fixed Price

Period of Performance (PoP): 07/2014 – 07/2018

PoP if all options are exercised: Base

Obligated Amount: $4,395,645

Base and All Options Value $4,594,343

(Total Contract Value):
NAICS: 541519

PSC Code D302

Part 2: Project Reference Information

Contracting Officer (or Corporate Official for Commercial Experience)

Name: Yvonne Wilson
Title: CO
Agency or Customer: USAID
Phone: 703-666-5653
Email: ywilson@usaid.gov

Contracting Officer’s Representative (COR)/Federal Program Manager (FPM) (Complete

only if COR/FPM providing signature verification in Part 4)
Name: Click here to enter text.
Title : Click here to enter text.
Agency: Click here to enter text.
Phone: Click here to enter text.
Email: Click here to enter text.
Part 3: Project Description
(If performed as Subcontractor, explain your role in accomplishing the project objectives)

The Global Acquisition and Assistance System (GLAAS) is an enterprise acquisition platform used by
USAID, consisting of PRISM (developed by Compusearch and built using Oracle), the Phoenix Interface
(based on Momentum software developed by CGI Federal), webMethods (an open source business
integration solution) and the Operational Data Store (ODS, a cross application reporting platform
utilizing Business Objects Enterprise or BOE for reporting, Informatica for ETL, and Oracle for data
storage). Devis implemented the subsequent GLAAS upgrade, providing the application integration,
implementation, and project management expertise to perform the necessary steps leading up to the
production deployment of an modernized version of PRISM, including managing all the changes
necessary to the other components of the GLAAS platform. The GLAAS deployment and upgrade were so
well adopted and received by USAID that USAID highlights the GLAAS project for its best practices in
organizational change management. By working closely with GLAAS staff to lay the groundwork for
cooperation, holding retrospectives to account for what worked and what can be improved, and
ensuring that all necessary information was available to GLAAS stakeholders in a timely fashion, Devis
helped provide USAID with a world class, upgraded enterprise system to fulfill its global procurement
needs.
(5.2.1) Business Analysis and Requirements Services:
♦Requirements Gathering and Analysis: Conducted requirements gathering, analysis, and
revisions including a gap analysis of requirements mapped to existing processes, a process
analysis for how the upgrade would impact USAID's existing business processes. ♦Business/Use
Case Development and Process Analysis: Developed business case for necessary
improvements to the interface, giving USAID assurance that the proposed system upgrades will
offer improvements in function and efficiency. Created and documented the system's baseline
configuration in an Integrated Baseline Review. Developed business case justification for new
on-line training that will be developed for GLAAS 4.2 & 4.3, allowing USAID to procure new
training assets that fit its needs.
(5.2.2) System Development Life Cycle Support Services
♦Project and Task Management: Provided project management conforming to USAID
Info1mation Technology Project Life Cycle Methodologies, ensuring that USAID stakeholders
had full oversight of project and all deliverables and that all necessary requirements are
accounted for and met before go-live. ♦System/Solution Engineering: Worked directly with
Solutions Vendor, Compusearch to provide solutions engineering, development and provision,
while managing release implementation and administering releases according to USAID IT
governance policies and updating system configuration documentation. ♦Architecture and
Design Services: Updates included Concept of Operations updates, requirements updates, design
updates, software configuration updates, financial interface/webMethods updates, business
process improvement, and updates to the BOE, the ODS, and the Field Support System (FS AID)
interface, as necessary. ♦Development and Configuration Services: Responsible for
configuring all GLAAS environments. Worked with Compusearch, Devis recommended optimal
system configuration to include Windows OS, IIS, webMethods, GLAAS databases, Storage
appliances, and network appliances. GLAAS project required heavy configuration in order to get
PRISM package to meet USAID needs. ♦Quality Management: Quality management, including
conducting system, regression, and financial interface tests, maintaining test environments, and
providing technical input into user acceptance testing and performance testing, as well as testing
all patches and upgrades before deployment to operations using CMMI Level 3 processes for
development. ♦Implementation: Devis led the integration and implementation for production
deployment of GLAAS 4.2/PRISM 7.2 (contract base years) and GLAAS 4.3/PRISM 7.3 (option
years) ♦Data/Application Integration and/or Migration: Managing the application integration
with FedBizOpps, Federal Procurement Data System-Next Generation (FPDS-NG), Grants.gov,
and Phoenix, allowing automated sharing of data with these platforms, reducing the time and
cost necessary for USAID to manage acquisition information. ♦Administration of
Application/Systems: Devis managed and administered the Trello and Confluence systems used
for Agile program management by Devis and GLAAS personnel. ♦Management of Releases:
The GLAAS upgrade included to distinct releases- PRISM 7.2 and PRISM 7.3. Devis created
and implemented plan of releases spanning contract life. ♦Release, Configuration, Change
Management: Worked directly with the Change Control Board to manage all implemented
changes in the system. Working directly with the vendor to solve problems saved USAID
significant time and money. ♦Create and Maintain Application/System Documentation:
Responsible for system documentation, including creation and update of requirements
documents, GLAAS user guides, Quick Reference guides, exercises and walkthroughs, in
addition to project related documentation like project management plans, report deliverables, and
schedules. ♦Application Optimization, Modernization: Defined and implemented an
optimized system configuration and improved processes (such as Kanban style issue tracking,
which allows stakeholders the ability to visualize task status, any blockers remaining, and what is
necessary to complete the task) across the planned upgrades. ♦Security Assessments: Created,
maintained, and updating C&A security assessment documentation, including the System
Security Plan, Contingency Plans (including Disaster Recovery), independent penetration test
reports, and Privacy Impact Analyses wherever required in accordance with USAID release
management policies, allowing the upgrade to achieve ATO and go live on schedule. ♦End User
Training: Created over 25 computer-based training courses and material for the upgraded
USAID contract writing system. Materials included quick reference sheets, user guides,
voiceovers, scripts and walkthroughs to support stakeholders and end users.
(5.2.3) Current Application Development Process or Tool Support Services:
♦Training: Instructed staff on utilization of Confluence and Trello as an Agile tracking tool for
deployment status, tracking user resource document updates and reviews by means of a Kanban
board allowing stakeholders to see project status at a glance. Worked closely with the client to
understand the necessary updates and status of the user training material, including over 250
slides, user guides, walkthroughs, exercises and quick reference guides, using Confluence for
status, communication and version control of the documents. These agile tools also allowed
Devis to groom the backlog of stories into manageable iterations of work, notifying the client the
priority and readiness of each piece of material or testing for review. This agile method enabled
multiple team members to simultaneously work on documents and testing across systems and
functional areas, give accurate daily and weekly updates to the client about the status, issues and
successes for the specific system updates and plan future needs based on previous iterations.

Part 4: Project Verification

(Convert to .pdf before signing)
Signature below by a Contracting Officer, Contracting Officer’s Representative, Federal
Program Manager, or Corporate Official constitutes acceptance of the above project information
to be accurate as ordered and received by the listed entity.
NOTE: Signature by Contracting Officer’s Representative/Federal Program Manager
must include copy of email notification to the cognizant Contracting Officer.
Name: Yvonne Wilson Signature:
Date: 2/15/2019