SlideShare a Scribd company logo
1 of 7
Attachment J.36 Page 1 of 6
Sample Performance Based Requirement Template for use with Task Orders
PERFORMANCE
REQUIREMENT
PERFORMANCE
STANDARD
METHOD OF
MEASUREM
ENT
PERFORMANCE
METRICS
PERFORMANCE
INCENTIVES
TASK ORDER
LINKAGE
REFERENCE
Task __A__
Provide an efficient
and fully staffed
Help Desk from
7:00AM to 5:00PM
Monday through
Friday
Staffing & efficiency
shall be maintained at
acceptable levels at
all times to assure
prompt and courteous
service and critical
support to the user
community despite
fluctuating workloads
and/or any peaks and
valleys in the number
of transactions
handled.
To measure the
efficiency of Help
Desk operators, the
utilized Help Desk
software shall
permit monitoring
of the time between
initial ring and call
pickup.
All incoming calls
to the Help Desk
shall be answered
on or before the
fifth ring 97% of
the time.
For each month when
performance metrics
are met or exceeded, a
bonus of _5_% of the
monthly payment shall
be placed into a ‘pool’.
For each month when
performance metrics
are not met, a
deduction of _10_% of
the monthly payment
shall be recorded into
this same ‘pool’.
The Government will
pay the Contractor all
amounts accumulated
into the ‘pool’ on a
quarterly basis.
To be identified
at the time task
order is issued.
This may also
include
references to
contract
provisions.
Task __B___
Provide timely
response to all
service calls for
software related
support.
Response time
standards will be
included in each task
order.
Monthly reviews of
Contractor logbooks
or of Help Desk
software generated
documentation for
service calls to
document response
times will be
performed by
(insert name of
appropriate CDC
branch/title).
Documented
response times
shall meet or
exceed established
standards for 95%
of all service calls.
For any month that
documented
response times fall
below standards for
92.5% of all
service calls or for
any two
consecutive months
when response
times fall below
standards for 95%
of all service calls,
the Contractor shall
investigate and
report on reasons
and corrective
actions taken to
prevent re-
occurrence.
For each month where
the response time
standards are met or
exceeded for 97.5% of
all service calls, a
bonus of _5_% of the
monthly payment shall
be placed into a ‘pool’.
For each month where
response times fall
below standards for
92.5% of all service
calls, a deduction of
_10_% of the monthly
payment shall be
recorded into this
same ‘pool’.
The Government will
pay the Contractor all
amounts accumulated
into the ‘pool’ on a
quarterly basis.
To be identified
at the time task
order is issued.
This may also
include
references to
contract
provisions.
Attachment J.36 Page 2 of 7
Sample Performance Based Requirement Template for use with Task Orders
PERFORMANCE
REQUIREMENT
PERFORMANCE
STANDARD
METHOD OF
MEASUREM
ENT
PERFORMANCE
METRICS
PERFORMANCE
INCENTIVES
TASK ORDER
LINKAGE
REFERENCE
Task __C___
Provide timely
resolution for all
problems identified
during service calls
for all software
related support.
Acceptable time
standards for the
satisfactory
resolution of
identified problems
will be included in
each task order.
Monthly reviews of
Contractor logbooks
or of Help Desk
software generated
documentation for
service calls to
document response
times will be
performed by
(insert name of
appropriate CDC
branch/title).
Documented
problem resolution
times shall meet or
exceed established
standards for 95%
of all service calls.
For any month the
problem resolution
times fall below
standards for
92.5% of all
service calls or for
any two
consecutive months
when problem
resolution times
fall below
standards for 95%
of all service calls,
the Contractor shall
investigate and
report on reasons
and corrective
actions taken to
prevent re-
occurrence.
For each month where
the resolution time
standards are met or
exceeded for 97.5% of
all service calls, a
bonus of _5_% of the
monthly payment shall
be placed into a ‘pool’.
For each month where
resolution times fall
below standards for
92.5% of all service
calls, a deduction of
_10_% of the monthly
payment shall be
recorded into this
same ‘pool’.
The Government will
pay the Contractor all
amounts accumulated
into the ‘pool’ on a
quarterly basis.
To be identified
at the time task
order is issued.
This may also
include
references to
contract
provisions.
Task __D___
Assure a very high
degree of customer
satisfaction with all
Help Desk and
service support
activities.
A minimum of 90%
of the surveyed
customer base must
be satisfied with the
overall level of
service provided.
The Contractor shall
either develop or
propose a COTS
automated customer
satisfaction tool.
Before the tool is
implemented, CDC
shall approve in
writing the software
proposed and the
output format.
Project Officers
shall conduct a
monthly review of
output reports
generated by the
survey tool.
No deviation to the
set performance
standard is
acceptable because
of the critical
nature of this item.
For any month that
the survey shows
overall customer
satisfaction results
below 90%, the
Contractor shall
investigate and
report on reasons
and corrective
actions taken to
prevent re-
occurrence.
For each month when
customer satisfaction
results exceed 95%, a
bonus of _5_% of the
monthly payment shall
be placed into a ‘pool’.
For each month when
customer satisfaction
results are less than
85%, a deduction of
_10_% of the monthly
payment shall be
recorded into this
same ‘pool’.
The Government will
pay the Contractor all
amounts accumulated
into the ‘pool’ on a
To be identified
at the time task
order is issued.
This may also
include
references to
contract
provisions.
Attachment J.36 Page 3 of 7
Sample Performance Based Requirement Template for use with Task Orders
PERFORMANCE
REQUIREMENT
PERFORMANCE
STANDARD
METHOD OF
MEASUREM
ENT
PERFORMANCE
METRICS
PERFORMANCE
INCENTIVES
TASK ORDER
LINKAGE
REFERENCE
quarterly basis.
Task __E__
Contractor to exert
best efforts at all
times to fill any
contract vacancies
in a timely manner
with qualified staff.
An acceptable
allotted time for
filling each required
position shall be
specified in each
individual task order.
Any vacancy that
remains open for
more than the
specified allotted
time after the start of
work shall be deemed
a risk to contract
performance.
Similarly, staffing
replacements for any
in progress work
shall be made within
the same specified
time frames for each
position.
Technical Monitors
shall periodically
review staffing as an
ongoing part of their
task order oversight
responsibilities. If
staffing concerns on
any individual task
order threaten to
jeopardize work
performance, they
shall promptly
report their findings
to the Project
Officers.
Project Officers
shall monitor
Contractor’s staffing
via monthly reports
containing complete
employee listings.
No deviation to the
set performance
standard is
acceptable because
of the critical
nature of this item.
The Contractor
shall specifically
address, in each
monthly report,
actions being taken
to rectify any
staffing vacancies
extending beyond
the specified
allotted time
frames.
Both positive and
negative performance
will be documented in
past performance
reports as appropriate.
In addition, an upward
adjustment shall be
made to the task order
fee for any vacancy
filled in less than the
allotted time. A
negative adjustment
shall be made to the
task order fee for any
vacancy requiring
longer than the allotted
time to fill. In both
cases, the adjustment
shall be calculated as
the earned daily fee
times the number of
days either less than or
beyond the specified
allotted time.
[The earned daily fee
shall be calculated as
the total negotiated
task order fee divided
by the total number of
hours in the task order
with that result then
multiplied by eight (8)
hours per day.]
To be identified
at the time task
order is issued.
This may also
include
references to
contract
provisions.
Task __F__
Provide timely and
efficient Data
Entry Services
The performance
standards for data
entry production and
accuracy rates shall
be set forth in
individual task
orders.
Assigned CDC
Technical Monitors
shall track data entry
production and
accuracy rates and
shall report results
for Contractor
performance to the
Project Officer on a
monthly basis.
Established
production and
accuracy rates shall
be met for 95% of
the overall volume
of data entry work
performed during
the month.
This performance
metric for the
For all months where
standards are met or
exceeded on 97.5% of
all work performed, a
bonus of _5_% of the
monthly payment shall
be placed into a ‘pool’.
For all months where
standards are not met
or exceeded on 92.5%
To be identified
at the time task
order is issued.
This may also
include
references to
contract
provisions.
Attachment J.36 Page 4 of 7
Sample Performance Based Requirement Template for use with Task Orders
PERFORMANCE
REQUIREMENT
PERFORMANCE
STANDARD
METHOD OF
MEASUREM
ENT
PERFORMANCE
METRICS
PERFORMANCE
INCENTIVES
TASK ORDER
LINKAGE
REFERENCE
overall volume of
data entry work
shall not supercede
any specific
requirements for
production rates or
accuracy that may
be contained in
individual task
orders.
of all work performed,
a deduction of _10_%
of the monthly
payment shall be
recorded into this
same ‘pool’.
The Government will
pay the Contractor all
amounts accumulated
into the ‘pool’ on a
quarterly basis
Attachment J.36 Page 5 of 6
Sample Performance Based Requirement Template for use with Task Orders
PERFORMANCE
REQUIREMENT
PERFORMANCE
STANDARD
METHOD OF
MEASUREM
ENT
PERFORMANCE
METRICS
PERFORMANCE
INCENTIVES
TASK ORDER
LINKAGE
REFERENCE
Task __I__
Perform IT
Architecture
change tracking via
electronic database
[COMMENT:
In order for this
requirement to be
implemented, an
initial baseline IT
Architecture must
first be prepared,
and documented
by the Contractor
to verify current
configurations for
all hardware and
software.]
Develop, implement
and maintain an
electronic database to
track all changes to
the baseline IT
Architecture.
Database shall be
kept current with at
least weekly updates
and shall be available
for viewing and audit
by those persons that
given written ‘read
only’ authorization
by the PO or his/her
designee.
Random monitoring
by the PO or his/her
designee thereafter
for current status.
No Deviation
NO CHANGES to
the approved IT
architecture may be
made to equipment,
hardware/software
without the express
written approval of
the PO or his/her
designee.
Both positive and
negative performance
will be documented in
past performance
reports as appropriate.
To be identified
at the time task
order is issued.
This may also
include
references to
contract
provisions.
Attachment J.36 Page 6 of 6
Sample Performance Based Requirement Template for use with Task Orders
PERFORMANCE
REQUIREMENT
PERFORMANCE
STANDARD
METHOD OF
MEASUREM
ENT
PERFORMANCE
METRICS
PERFORMANCE
INCENTIVES
TASK ORDER
LINKAGE
REFERENCE
TASK __J__
Verify that all
contractor
developed software
conforms to CDC
specified standards
and functional
requirements.
[COMMENT:
Applicable for use
with Task Orders
issued to the
Contractor for ‘end
result’ deliverables
for software
development.]
Functionality of the
software to meet
required systems
architecture and
processing
capabilities as
defined in each
issued Task Order.
[COMMENT:
Other requirements
such as compatibility
of interfaces, delivery
dates, documentation,
etc. must be
addressed in each
individual Task
Order.]
Prior to delivery of
new software, the
Contractor shall be
required to
demonstrate the
operational
capability of the
system software.
For new releases of
existing software,
Independent
verification and
validation (IV&V)
shall be performed
as specified in the
Task Order to assure
that all previous
functionality is
maintained.
[COMMENT:
IV&V may either be
by CDC or by
another independent
Contractor.]
Customer
satisfaction as
measured through
limited validated
customer
complaints,
feedback, and
surveys.
All requirements
mandated by law or
regulation must be
100% compliant.
[COMMENT:
Functionality
defined in the
requirements must
be prioritized and
tolerances for
deviation assigned
for each
component.]
_%_ of operational
capability is
acceptable, as
determined and
specified in each
Task Order.
[COMMENT:
% Value to be
determined by
CDC requirements,
on a case-by-case
basis.]
100% payment for
meeting all mandated
requirements.
Nonconformance with
minimum specified
requirements is
unacceptable.
Payment is contingent
on amount or degree
of functionality
delivered, according to
priority of each
specified function.
An appropriate
reduction in payment
may be made for any
component not
meeting predefined
standards.
[COMMENT:
Priority values to be
determined by CDC
requirements on a
case-by-case basis.
Percentage of payment
for each component
shall be predetermined
and specified in each
individual Task Order.
To be identified
at the time task
order is issued.
This may also
include
references to
contract
provisions.
Note:
Bonus and deduction percentages shown in the Performance Incentives column are only shown as examples.
Percentages used should be negotiated with the Contractor on a case by case basis as each Task Order is issued.
Because incentives, both positive and negative, are an inducement for Contractor performance, it is necessary to
balance value to the Government and meaningful incentives to the Contractor. Appropriate percentages should
therefore be carefully evaluated considering the benefit derived or the negative impacts caused by Contractor
performance outside specified parameters. For Task Orders of long duration, it may be useful to establish
‘performance periods’ and to allow re-negotiation of incentive percentages at the end of each performance period.
Attachment J.36 Page 6 of 6
Sample Performance Based Requirement Template for use with Task Orders
PERFORMANCE
REQUIREMENT
PERFORMANCE
STANDARD
METHOD OF
MEASUREM
ENT
PERFORMANCE
METRICS
PERFORMANCE
INCENTIVES
TASK ORDER
LINKAGE
REFERENCE
TASK __J__
Verify that all
contractor
developed software
conforms to CDC
specified standards
and functional
requirements.
[COMMENT:
Applicable for use
with Task Orders
issued to the
Contractor for ‘end
result’ deliverables
for software
development.]
Functionality of the
software to meet
required systems
architecture and
processing
capabilities as
defined in each
issued Task Order.
[COMMENT:
Other requirements
such as compatibility
of interfaces, delivery
dates, documentation,
etc. must be
addressed in each
individual Task
Order.]
Prior to delivery of
new software, the
Contractor shall be
required to
demonstrate the
operational
capability of the
system software.
For new releases of
existing software,
Independent
verification and
validation (IV&V)
shall be performed
as specified in the
Task Order to assure
that all previous
functionality is
maintained.
[COMMENT:
IV&V may either be
by CDC or by
another independent
Contractor.]
Customer
satisfaction as
measured through
limited validated
customer
complaints,
feedback, and
surveys.
All requirements
mandated by law or
regulation must be
100% compliant.
[COMMENT:
Functionality
defined in the
requirements must
be prioritized and
tolerances for
deviation assigned
for each
component.]
_%_ of operational
capability is
acceptable, as
determined and
specified in each
Task Order.
[COMMENT:
% Value to be
determined by
CDC requirements,
on a case-by-case
basis.]
100% payment for
meeting all mandated
requirements.
Nonconformance with
minimum specified
requirements is
unacceptable.
Payment is contingent
on amount or degree
of functionality
delivered, according to
priority of each
specified function.
An appropriate
reduction in payment
may be made for any
component not
meeting predefined
standards.
[COMMENT:
Priority values to be
determined by CDC
requirements on a
case-by-case basis.
Percentage of payment
for each component
shall be predetermined
and specified in each
individual Task Order.
To be identified
at the time task
order is issued.
This may also
include
references to
contract
provisions.
Note:
Bonus and deduction percentages shown in the Performance Incentives column are only shown as examples.
Percentages used should be negotiated with the Contractor on a case by case basis as each Task Order is issued.
Because incentives, both positive and negative, are an inducement for Contractor performance, it is necessary to
balance value to the Government and meaningful incentives to the Contractor. Appropriate percentages should
therefore be carefully evaluated considering the benefit derived or the negative impacts caused by Contractor
performance outside specified parameters. For Task Orders of long duration, it may be useful to establish
‘performance periods’ and to allow re-negotiation of incentive percentages at the end of each performance period.

More Related Content

What's hot

Value Stream Mapping: From Tool to Management Practice
Value Stream Mapping: From Tool to Management PracticeValue Stream Mapping: From Tool to Management Practice
Value Stream Mapping: From Tool to Management PracticeTKMG, Inc.
 
Manoj Yadav- Resume
Manoj Yadav- ResumeManoj Yadav- Resume
Manoj Yadav- ResumeManoj Yadav
 
Six sigma project_-_Call Centre Quality improvement
Six sigma project_-_Call Centre Quality improvement Six sigma project_-_Call Centre Quality improvement
Six sigma project_-_Call Centre Quality improvement Vijay Baunthiyal
 
PROJECT STORYBOARD: Reducing Learning Curve Ramp for Temp Employees by 2 Weeks
PROJECT STORYBOARD: Reducing Learning Curve Ramp for Temp Employees by 2 WeeksPROJECT STORYBOARD: Reducing Learning Curve Ramp for Temp Employees by 2 Weeks
PROJECT STORYBOARD: Reducing Learning Curve Ramp for Temp Employees by 2 WeeksGoLeanSixSigma.com
 
Quality metrics in project management
Quality metrics in project managementQuality metrics in project management
Quality metrics in project managementselinasimpson1601
 
Project Storyboard: Reducing Cycle Time for Bid Tab Creation by 33%
Project Storyboard: Reducing Cycle Time for Bid Tab Creationby 33%Project Storyboard: Reducing Cycle Time for Bid Tab Creationby 33%
Project Storyboard: Reducing Cycle Time for Bid Tab Creation by 33%GoLeanSixSigma.com
 
Quality Assurance and Cost Control for Construction
Quality Assurance and Cost Control for ConstructionQuality Assurance and Cost Control for Construction
Quality Assurance and Cost Control for ConstructionRich Purtell
 
Sample balanced score card for project management
Sample balanced score card for project managementSample balanced score card for project management
Sample balanced score card for project managementNoshan Peiris
 
Seller Evaluation PowerPoint Presentation Slides
Seller Evaluation PowerPoint Presentation SlidesSeller Evaluation PowerPoint Presentation Slides
Seller Evaluation PowerPoint Presentation SlidesSlideTeam
 
Resource Management Maturity - Does Your Resource Management Practice Work Fo...
Resource Management Maturity - Does Your Resource Management Practice Work Fo...Resource Management Maturity - Does Your Resource Management Practice Work Fo...
Resource Management Maturity - Does Your Resource Management Practice Work Fo...Unanet
 
Evm intro. slide deck 13 may 2018
Evm intro. slide deck 13 may 2018Evm intro. slide deck 13 may 2018
Evm intro. slide deck 13 may 2018Roger H. Mandel
 
Kpi examples types of key performance indicators
Kpi examples   types of key performance indicatorsKpi examples   types of key performance indicators
Kpi examples types of key performance indicatorsPreeti Bhaskar
 

What's hot (20)

Supply Chain Workshop Demo
Supply Chain Workshop DemoSupply Chain Workshop Demo
Supply Chain Workshop Demo
 
7 cost PMBOK
7 cost PMBOK7 cost PMBOK
7 cost PMBOK
 
Cost management
Cost managementCost management
Cost management
 
Project Cost Management
Project Cost ManagementProject Cost Management
Project Cost Management
 
Value Stream Mapping: From Tool to Management Practice
Value Stream Mapping: From Tool to Management PracticeValue Stream Mapping: From Tool to Management Practice
Value Stream Mapping: From Tool to Management Practice
 
Manoj Yadav- Resume
Manoj Yadav- ResumeManoj Yadav- Resume
Manoj Yadav- Resume
 
Six sigma project_-_Call Centre Quality improvement
Six sigma project_-_Call Centre Quality improvement Six sigma project_-_Call Centre Quality improvement
Six sigma project_-_Call Centre Quality improvement
 
Goh Phik Li
Goh Phik LiGoh Phik Li
Goh Phik Li
 
Project Metrics & Measures
Project Metrics & MeasuresProject Metrics & Measures
Project Metrics & Measures
 
PROJECT STORYBOARD: Reducing Learning Curve Ramp for Temp Employees by 2 Weeks
PROJECT STORYBOARD: Reducing Learning Curve Ramp for Temp Employees by 2 WeeksPROJECT STORYBOARD: Reducing Learning Curve Ramp for Temp Employees by 2 Weeks
PROJECT STORYBOARD: Reducing Learning Curve Ramp for Temp Employees by 2 Weeks
 
Quality metrics in project management
Quality metrics in project managementQuality metrics in project management
Quality metrics in project management
 
Project Storyboard: Reducing Cycle Time for Bid Tab Creation by 33%
Project Storyboard: Reducing Cycle Time for Bid Tab Creationby 33%Project Storyboard: Reducing Cycle Time for Bid Tab Creationby 33%
Project Storyboard: Reducing Cycle Time for Bid Tab Creation by 33%
 
Quality Assurance and Cost Control for Construction
Quality Assurance and Cost Control for ConstructionQuality Assurance and Cost Control for Construction
Quality Assurance and Cost Control for Construction
 
Sample balanced score card for project management
Sample balanced score card for project managementSample balanced score card for project management
Sample balanced score card for project management
 
Seller Evaluation PowerPoint Presentation Slides
Seller Evaluation PowerPoint Presentation SlidesSeller Evaluation PowerPoint Presentation Slides
Seller Evaluation PowerPoint Presentation Slides
 
Construction Cost Control
Construction Cost ControlConstruction Cost Control
Construction Cost Control
 
Resource Management Maturity - Does Your Resource Management Practice Work Fo...
Resource Management Maturity - Does Your Resource Management Practice Work Fo...Resource Management Maturity - Does Your Resource Management Practice Work Fo...
Resource Management Maturity - Does Your Resource Management Practice Work Fo...
 
Evm intro. slide deck 13 may 2018
Evm intro. slide deck 13 may 2018Evm intro. slide deck 13 may 2018
Evm intro. slide deck 13 may 2018
 
Value stream mapping
Value stream mappingValue stream mapping
Value stream mapping
 
Kpi examples types of key performance indicators
Kpi examples   types of key performance indicatorsKpi examples   types of key performance indicators
Kpi examples types of key performance indicators
 

Similar to Amendment2 sectionj36

PMI-Service-Level-Agreement for all transactions
PMI-Service-Level-Agreement for all transactionsPMI-Service-Level-Agreement for all transactions
PMI-Service-Level-Agreement for all transactionsRaymondSmith96
 
Performance based management in a nut shell (v5)
Performance based management in a nut shell (v5)Performance based management in a nut shell (v5)
Performance based management in a nut shell (v5)Glen Alleman
 
The role of it leadership in service and support v2
The role of it leadership in service and support v2The role of it leadership in service and support v2
The role of it leadership in service and support v2MetricNet
 
White Paper on Call Center Metrics (31West Knowledge Series)
White Paper on Call Center Metrics (31West Knowledge Series)White Paper on Call Center Metrics (31West Knowledge Series)
White Paper on Call Center Metrics (31West Knowledge Series)31West Global Services
 
10TH ANNUAL CFO ​LEADERSHIP CONFERENCE: F&A Benchmarks: Prophecy or Pretense?
10TH ANNUAL CFO ​LEADERSHIP CONFERENCE: F&A Benchmarks: Prophecy or Pretense?10TH ANNUAL CFO ​LEADERSHIP CONFERENCE: F&A Benchmarks: Prophecy or Pretense?
10TH ANNUAL CFO ​LEADERSHIP CONFERENCE: F&A Benchmarks: Prophecy or Pretense?Auxis Consulting & Outsourcing
 
Collection capacity planning
Collection capacity planningCollection capacity planning
Collection capacity planninghendrosantoso
 
Black Belt Project on Increasing CSAT%
Black Belt Project on Increasing CSAT%Black Belt Project on Increasing CSAT%
Black Belt Project on Increasing CSAT%Sk. Noor Mohammad
 
Scorecards Barnes
Scorecards BarnesScorecards Barnes
Scorecards Barnesbarnesrf
 
Catrina Vega Resume 032016
Catrina Vega Resume 032016Catrina Vega Resume 032016
Catrina Vega Resume 032016Catrina Vega
 
Release management - Understanding Key Performance Indicators (KPIs)
Release management - Understanding Key Performance Indicators (KPIs)Release management - Understanding Key Performance Indicators (KPIs)
Release management - Understanding Key Performance Indicators (KPIs)Beyrem CHOUAIEB
 
Pm performance and_value_list_of_measures
Pm performance and_value_list_of_measuresPm performance and_value_list_of_measures
Pm performance and_value_list_of_measuresOmair Mustafa
 
Unleashing the Enormous Power of Service Desk KPIs
Unleashing the Enormous Power of Service Desk KPIsUnleashing the Enormous Power of Service Desk KPIs
Unleashing the Enormous Power of Service Desk KPIsMetricNet
 
Call Center Statistics or Performance Metrics
Call Center Statistics or Performance MetricsCall Center Statistics or Performance Metrics
Call Center Statistics or Performance Metricsguest14c061
 
Twin-solution-0615-1
Twin-solution-0615-1Twin-solution-0615-1
Twin-solution-0615-1CHANDAN KAR
 
Brenda Shaub Resume
Brenda Shaub ResumeBrenda Shaub Resume
Brenda Shaub ResumeBrenda Shaub
 
FMEA in a Service Setting
FMEA in a Service SettingFMEA in a Service Setting
FMEA in a Service SettingRelyence
 
Technical Specialist JD
Technical Specialist JDTechnical Specialist JD
Technical Specialist JDTania Adams
 

Similar to Amendment2 sectionj36 (20)

PMI-Service-Level-Agreement for all transactions
PMI-Service-Level-Agreement for all transactionsPMI-Service-Level-Agreement for all transactions
PMI-Service-Level-Agreement for all transactions
 
Performance based management in a nut shell (v5)
Performance based management in a nut shell (v5)Performance based management in a nut shell (v5)
Performance based management in a nut shell (v5)
 
The role of it leadership in service and support v2
The role of it leadership in service and support v2The role of it leadership in service and support v2
The role of it leadership in service and support v2
 
White Paper on Call Center Metrics (31West Knowledge Series)
White Paper on Call Center Metrics (31West Knowledge Series)White Paper on Call Center Metrics (31West Knowledge Series)
White Paper on Call Center Metrics (31West Knowledge Series)
 
10TH ANNUAL CFO ​LEADERSHIP CONFERENCE: F&A Benchmarks: Prophecy or Pretense?
10TH ANNUAL CFO ​LEADERSHIP CONFERENCE: F&A Benchmarks: Prophecy or Pretense?10TH ANNUAL CFO ​LEADERSHIP CONFERENCE: F&A Benchmarks: Prophecy or Pretense?
10TH ANNUAL CFO ​LEADERSHIP CONFERENCE: F&A Benchmarks: Prophecy or Pretense?
 
Collection capacity planning
Collection capacity planningCollection capacity planning
Collection capacity planning
 
Black Belt Project on Increasing CSAT%
Black Belt Project on Increasing CSAT%Black Belt Project on Increasing CSAT%
Black Belt Project on Increasing CSAT%
 
Scorecards Barnes
Scorecards BarnesScorecards Barnes
Scorecards Barnes
 
Catrina Vega Resume 032016
Catrina Vega Resume 032016Catrina Vega Resume 032016
Catrina Vega Resume 032016
 
Release management - Understanding Key Performance Indicators (KPIs)
Release management - Understanding Key Performance Indicators (KPIs)Release management - Understanding Key Performance Indicators (KPIs)
Release management - Understanding Key Performance Indicators (KPIs)
 
Pm performance and_value_list_of_measures
Pm performance and_value_list_of_measuresPm performance and_value_list_of_measures
Pm performance and_value_list_of_measures
 
Benchmark webinar presentation
Benchmark webinar presentationBenchmark webinar presentation
Benchmark webinar presentation
 
Unleashing the Enormous Power of Service Desk KPIs
Unleashing the Enormous Power of Service Desk KPIsUnleashing the Enormous Power of Service Desk KPIs
Unleashing the Enormous Power of Service Desk KPIs
 
Call Center Statistics or Performance Metrics
Call Center Statistics or Performance MetricsCall Center Statistics or Performance Metrics
Call Center Statistics or Performance Metrics
 
Twin-solution-0615-1
Twin-solution-0615-1Twin-solution-0615-1
Twin-solution-0615-1
 
Brenda Shaub Resume
Brenda Shaub ResumeBrenda Shaub Resume
Brenda Shaub Resume
 
BPM Efficiency
BPM EfficiencyBPM Efficiency
BPM Efficiency
 
FMEA in a Service Setting
FMEA in a Service SettingFMEA in a Service Setting
FMEA in a Service Setting
 
Supported employment integrated_110504
Supported employment integrated_110504Supported employment integrated_110504
Supported employment integrated_110504
 
Technical Specialist JD
Technical Specialist JDTechnical Specialist JD
Technical Specialist JD
 

Recently uploaded

GRADE 4 - SUMMATIVE TEST QUARTER 4 ALL SUBJECTS
GRADE 4 - SUMMATIVE TEST QUARTER 4 ALL SUBJECTSGRADE 4 - SUMMATIVE TEST QUARTER 4 ALL SUBJECTS
GRADE 4 - SUMMATIVE TEST QUARTER 4 ALL SUBJECTSJoshuaGantuangco2
 
Karra SKD Conference Presentation Revised.pptx
Karra SKD Conference Presentation Revised.pptxKarra SKD Conference Presentation Revised.pptx
Karra SKD Conference Presentation Revised.pptxAshokKarra1
 
4.16.24 Poverty and Precarity--Desmond.pptx
4.16.24 Poverty and Precarity--Desmond.pptx4.16.24 Poverty and Precarity--Desmond.pptx
4.16.24 Poverty and Precarity--Desmond.pptxmary850239
 
4.16.24 21st Century Movements for Black Lives.pptx
4.16.24 21st Century Movements for Black Lives.pptx4.16.24 21st Century Movements for Black Lives.pptx
4.16.24 21st Century Movements for Black Lives.pptxmary850239
 
4.18.24 Movement Legacies, Reflection, and Review.pptx
4.18.24 Movement Legacies, Reflection, and Review.pptx4.18.24 Movement Legacies, Reflection, and Review.pptx
4.18.24 Movement Legacies, Reflection, and Review.pptxmary850239
 
Daily Lesson Plan in Mathematics Quarter 4
Daily Lesson Plan in Mathematics Quarter 4Daily Lesson Plan in Mathematics Quarter 4
Daily Lesson Plan in Mathematics Quarter 4JOYLYNSAMANIEGO
 
Food processing presentation for bsc agriculture hons
Food processing presentation for bsc agriculture honsFood processing presentation for bsc agriculture hons
Food processing presentation for bsc agriculture honsManeerUddin
 
Active Learning Strategies (in short ALS).pdf
Active Learning Strategies (in short ALS).pdfActive Learning Strategies (in short ALS).pdf
Active Learning Strategies (in short ALS).pdfPatidar M
 
Inclusivity Essentials_ Creating Accessible Websites for Nonprofits .pdf
Inclusivity Essentials_ Creating Accessible Websites for Nonprofits .pdfInclusivity Essentials_ Creating Accessible Websites for Nonprofits .pdf
Inclusivity Essentials_ Creating Accessible Websites for Nonprofits .pdfTechSoup
 
ISYU TUNGKOL SA SEKSWLADIDA (ISSUE ABOUT SEXUALITY
ISYU TUNGKOL SA SEKSWLADIDA (ISSUE ABOUT SEXUALITYISYU TUNGKOL SA SEKSWLADIDA (ISSUE ABOUT SEXUALITY
ISYU TUNGKOL SA SEKSWLADIDA (ISSUE ABOUT SEXUALITYKayeClaireEstoconing
 
Global Lehigh Strategic Initiatives (without descriptions)
Global Lehigh Strategic Initiatives (without descriptions)Global Lehigh Strategic Initiatives (without descriptions)
Global Lehigh Strategic Initiatives (without descriptions)cama23
 
THEORIES OF ORGANIZATION-PUBLIC ADMINISTRATION
THEORIES OF ORGANIZATION-PUBLIC ADMINISTRATIONTHEORIES OF ORGANIZATION-PUBLIC ADMINISTRATION
THEORIES OF ORGANIZATION-PUBLIC ADMINISTRATIONHumphrey A Beña
 
Field Attribute Index Feature in Odoo 17
Field Attribute Index Feature in Odoo 17Field Attribute Index Feature in Odoo 17
Field Attribute Index Feature in Odoo 17Celine George
 
Full Stack Web Development Course for Beginners
Full Stack Web Development Course  for BeginnersFull Stack Web Development Course  for Beginners
Full Stack Web Development Course for BeginnersSabitha Banu
 
USPS® Forced Meter Migration - How to Know if Your Postage Meter Will Soon be...
USPS® Forced Meter Migration - How to Know if Your Postage Meter Will Soon be...USPS® Forced Meter Migration - How to Know if Your Postage Meter Will Soon be...
USPS® Forced Meter Migration - How to Know if Your Postage Meter Will Soon be...Postal Advocate Inc.
 
How to do quick user assign in kanban in Odoo 17 ERP
How to do quick user assign in kanban in Odoo 17 ERPHow to do quick user assign in kanban in Odoo 17 ERP
How to do quick user assign in kanban in Odoo 17 ERPCeline George
 
Grade 9 Quarter 4 Dll Grade 9 Quarter 4 DLL.pdf
Grade 9 Quarter 4 Dll Grade 9 Quarter 4 DLL.pdfGrade 9 Quarter 4 Dll Grade 9 Quarter 4 DLL.pdf
Grade 9 Quarter 4 Dll Grade 9 Quarter 4 DLL.pdfJemuel Francisco
 
INTRODUCTION TO CATHOLIC CHRISTOLOGY.pptx
INTRODUCTION TO CATHOLIC CHRISTOLOGY.pptxINTRODUCTION TO CATHOLIC CHRISTOLOGY.pptx
INTRODUCTION TO CATHOLIC CHRISTOLOGY.pptxHumphrey A Beña
 

Recently uploaded (20)

GRADE 4 - SUMMATIVE TEST QUARTER 4 ALL SUBJECTS
GRADE 4 - SUMMATIVE TEST QUARTER 4 ALL SUBJECTSGRADE 4 - SUMMATIVE TEST QUARTER 4 ALL SUBJECTS
GRADE 4 - SUMMATIVE TEST QUARTER 4 ALL SUBJECTS
 
Karra SKD Conference Presentation Revised.pptx
Karra SKD Conference Presentation Revised.pptxKarra SKD Conference Presentation Revised.pptx
Karra SKD Conference Presentation Revised.pptx
 
4.16.24 Poverty and Precarity--Desmond.pptx
4.16.24 Poverty and Precarity--Desmond.pptx4.16.24 Poverty and Precarity--Desmond.pptx
4.16.24 Poverty and Precarity--Desmond.pptx
 
4.16.24 21st Century Movements for Black Lives.pptx
4.16.24 21st Century Movements for Black Lives.pptx4.16.24 21st Century Movements for Black Lives.pptx
4.16.24 21st Century Movements for Black Lives.pptx
 
4.18.24 Movement Legacies, Reflection, and Review.pptx
4.18.24 Movement Legacies, Reflection, and Review.pptx4.18.24 Movement Legacies, Reflection, and Review.pptx
4.18.24 Movement Legacies, Reflection, and Review.pptx
 
Daily Lesson Plan in Mathematics Quarter 4
Daily Lesson Plan in Mathematics Quarter 4Daily Lesson Plan in Mathematics Quarter 4
Daily Lesson Plan in Mathematics Quarter 4
 
Food processing presentation for bsc agriculture hons
Food processing presentation for bsc agriculture honsFood processing presentation for bsc agriculture hons
Food processing presentation for bsc agriculture hons
 
Active Learning Strategies (in short ALS).pdf
Active Learning Strategies (in short ALS).pdfActive Learning Strategies (in short ALS).pdf
Active Learning Strategies (in short ALS).pdf
 
Inclusivity Essentials_ Creating Accessible Websites for Nonprofits .pdf
Inclusivity Essentials_ Creating Accessible Websites for Nonprofits .pdfInclusivity Essentials_ Creating Accessible Websites for Nonprofits .pdf
Inclusivity Essentials_ Creating Accessible Websites for Nonprofits .pdf
 
YOUVE GOT EMAIL_FINALS_EL_DORADO_2024.pptx
YOUVE GOT EMAIL_FINALS_EL_DORADO_2024.pptxYOUVE GOT EMAIL_FINALS_EL_DORADO_2024.pptx
YOUVE GOT EMAIL_FINALS_EL_DORADO_2024.pptx
 
ISYU TUNGKOL SA SEKSWLADIDA (ISSUE ABOUT SEXUALITY
ISYU TUNGKOL SA SEKSWLADIDA (ISSUE ABOUT SEXUALITYISYU TUNGKOL SA SEKSWLADIDA (ISSUE ABOUT SEXUALITY
ISYU TUNGKOL SA SEKSWLADIDA (ISSUE ABOUT SEXUALITY
 
Global Lehigh Strategic Initiatives (without descriptions)
Global Lehigh Strategic Initiatives (without descriptions)Global Lehigh Strategic Initiatives (without descriptions)
Global Lehigh Strategic Initiatives (without descriptions)
 
THEORIES OF ORGANIZATION-PUBLIC ADMINISTRATION
THEORIES OF ORGANIZATION-PUBLIC ADMINISTRATIONTHEORIES OF ORGANIZATION-PUBLIC ADMINISTRATION
THEORIES OF ORGANIZATION-PUBLIC ADMINISTRATION
 
Field Attribute Index Feature in Odoo 17
Field Attribute Index Feature in Odoo 17Field Attribute Index Feature in Odoo 17
Field Attribute Index Feature in Odoo 17
 
LEFT_ON_C'N_ PRELIMS_EL_DORADO_2024.pptx
LEFT_ON_C'N_ PRELIMS_EL_DORADO_2024.pptxLEFT_ON_C'N_ PRELIMS_EL_DORADO_2024.pptx
LEFT_ON_C'N_ PRELIMS_EL_DORADO_2024.pptx
 
Full Stack Web Development Course for Beginners
Full Stack Web Development Course  for BeginnersFull Stack Web Development Course  for Beginners
Full Stack Web Development Course for Beginners
 
USPS® Forced Meter Migration - How to Know if Your Postage Meter Will Soon be...
USPS® Forced Meter Migration - How to Know if Your Postage Meter Will Soon be...USPS® Forced Meter Migration - How to Know if Your Postage Meter Will Soon be...
USPS® Forced Meter Migration - How to Know if Your Postage Meter Will Soon be...
 
How to do quick user assign in kanban in Odoo 17 ERP
How to do quick user assign in kanban in Odoo 17 ERPHow to do quick user assign in kanban in Odoo 17 ERP
How to do quick user assign in kanban in Odoo 17 ERP
 
Grade 9 Quarter 4 Dll Grade 9 Quarter 4 DLL.pdf
Grade 9 Quarter 4 Dll Grade 9 Quarter 4 DLL.pdfGrade 9 Quarter 4 Dll Grade 9 Quarter 4 DLL.pdf
Grade 9 Quarter 4 Dll Grade 9 Quarter 4 DLL.pdf
 
INTRODUCTION TO CATHOLIC CHRISTOLOGY.pptx
INTRODUCTION TO CATHOLIC CHRISTOLOGY.pptxINTRODUCTION TO CATHOLIC CHRISTOLOGY.pptx
INTRODUCTION TO CATHOLIC CHRISTOLOGY.pptx
 

Amendment2 sectionj36

  • 1. Attachment J.36 Page 1 of 6 Sample Performance Based Requirement Template for use with Task Orders PERFORMANCE REQUIREMENT PERFORMANCE STANDARD METHOD OF MEASUREM ENT PERFORMANCE METRICS PERFORMANCE INCENTIVES TASK ORDER LINKAGE REFERENCE Task __A__ Provide an efficient and fully staffed Help Desk from 7:00AM to 5:00PM Monday through Friday Staffing & efficiency shall be maintained at acceptable levels at all times to assure prompt and courteous service and critical support to the user community despite fluctuating workloads and/or any peaks and valleys in the number of transactions handled. To measure the efficiency of Help Desk operators, the utilized Help Desk software shall permit monitoring of the time between initial ring and call pickup. All incoming calls to the Help Desk shall be answered on or before the fifth ring 97% of the time. For each month when performance metrics are met or exceeded, a bonus of _5_% of the monthly payment shall be placed into a ‘pool’. For each month when performance metrics are not met, a deduction of _10_% of the monthly payment shall be recorded into this same ‘pool’. The Government will pay the Contractor all amounts accumulated into the ‘pool’ on a quarterly basis. To be identified at the time task order is issued. This may also include references to contract provisions. Task __B___ Provide timely response to all service calls for software related support. Response time standards will be included in each task order. Monthly reviews of Contractor logbooks or of Help Desk software generated documentation for service calls to document response times will be performed by (insert name of appropriate CDC branch/title). Documented response times shall meet or exceed established standards for 95% of all service calls. For any month that documented response times fall below standards for 92.5% of all service calls or for any two consecutive months when response times fall below standards for 95% of all service calls, the Contractor shall investigate and report on reasons and corrective actions taken to prevent re- occurrence. For each month where the response time standards are met or exceeded for 97.5% of all service calls, a bonus of _5_% of the monthly payment shall be placed into a ‘pool’. For each month where response times fall below standards for 92.5% of all service calls, a deduction of _10_% of the monthly payment shall be recorded into this same ‘pool’. The Government will pay the Contractor all amounts accumulated into the ‘pool’ on a quarterly basis. To be identified at the time task order is issued. This may also include references to contract provisions.
  • 2. Attachment J.36 Page 2 of 7 Sample Performance Based Requirement Template for use with Task Orders PERFORMANCE REQUIREMENT PERFORMANCE STANDARD METHOD OF MEASUREM ENT PERFORMANCE METRICS PERFORMANCE INCENTIVES TASK ORDER LINKAGE REFERENCE Task __C___ Provide timely resolution for all problems identified during service calls for all software related support. Acceptable time standards for the satisfactory resolution of identified problems will be included in each task order. Monthly reviews of Contractor logbooks or of Help Desk software generated documentation for service calls to document response times will be performed by (insert name of appropriate CDC branch/title). Documented problem resolution times shall meet or exceed established standards for 95% of all service calls. For any month the problem resolution times fall below standards for 92.5% of all service calls or for any two consecutive months when problem resolution times fall below standards for 95% of all service calls, the Contractor shall investigate and report on reasons and corrective actions taken to prevent re- occurrence. For each month where the resolution time standards are met or exceeded for 97.5% of all service calls, a bonus of _5_% of the monthly payment shall be placed into a ‘pool’. For each month where resolution times fall below standards for 92.5% of all service calls, a deduction of _10_% of the monthly payment shall be recorded into this same ‘pool’. The Government will pay the Contractor all amounts accumulated into the ‘pool’ on a quarterly basis. To be identified at the time task order is issued. This may also include references to contract provisions. Task __D___ Assure a very high degree of customer satisfaction with all Help Desk and service support activities. A minimum of 90% of the surveyed customer base must be satisfied with the overall level of service provided. The Contractor shall either develop or propose a COTS automated customer satisfaction tool. Before the tool is implemented, CDC shall approve in writing the software proposed and the output format. Project Officers shall conduct a monthly review of output reports generated by the survey tool. No deviation to the set performance standard is acceptable because of the critical nature of this item. For any month that the survey shows overall customer satisfaction results below 90%, the Contractor shall investigate and report on reasons and corrective actions taken to prevent re- occurrence. For each month when customer satisfaction results exceed 95%, a bonus of _5_% of the monthly payment shall be placed into a ‘pool’. For each month when customer satisfaction results are less than 85%, a deduction of _10_% of the monthly payment shall be recorded into this same ‘pool’. The Government will pay the Contractor all amounts accumulated into the ‘pool’ on a To be identified at the time task order is issued. This may also include references to contract provisions.
  • 3. Attachment J.36 Page 3 of 7 Sample Performance Based Requirement Template for use with Task Orders PERFORMANCE REQUIREMENT PERFORMANCE STANDARD METHOD OF MEASUREM ENT PERFORMANCE METRICS PERFORMANCE INCENTIVES TASK ORDER LINKAGE REFERENCE quarterly basis. Task __E__ Contractor to exert best efforts at all times to fill any contract vacancies in a timely manner with qualified staff. An acceptable allotted time for filling each required position shall be specified in each individual task order. Any vacancy that remains open for more than the specified allotted time after the start of work shall be deemed a risk to contract performance. Similarly, staffing replacements for any in progress work shall be made within the same specified time frames for each position. Technical Monitors shall periodically review staffing as an ongoing part of their task order oversight responsibilities. If staffing concerns on any individual task order threaten to jeopardize work performance, they shall promptly report their findings to the Project Officers. Project Officers shall monitor Contractor’s staffing via monthly reports containing complete employee listings. No deviation to the set performance standard is acceptable because of the critical nature of this item. The Contractor shall specifically address, in each monthly report, actions being taken to rectify any staffing vacancies extending beyond the specified allotted time frames. Both positive and negative performance will be documented in past performance reports as appropriate. In addition, an upward adjustment shall be made to the task order fee for any vacancy filled in less than the allotted time. A negative adjustment shall be made to the task order fee for any vacancy requiring longer than the allotted time to fill. In both cases, the adjustment shall be calculated as the earned daily fee times the number of days either less than or beyond the specified allotted time. [The earned daily fee shall be calculated as the total negotiated task order fee divided by the total number of hours in the task order with that result then multiplied by eight (8) hours per day.] To be identified at the time task order is issued. This may also include references to contract provisions. Task __F__ Provide timely and efficient Data Entry Services The performance standards for data entry production and accuracy rates shall be set forth in individual task orders. Assigned CDC Technical Monitors shall track data entry production and accuracy rates and shall report results for Contractor performance to the Project Officer on a monthly basis. Established production and accuracy rates shall be met for 95% of the overall volume of data entry work performed during the month. This performance metric for the For all months where standards are met or exceeded on 97.5% of all work performed, a bonus of _5_% of the monthly payment shall be placed into a ‘pool’. For all months where standards are not met or exceeded on 92.5% To be identified at the time task order is issued. This may also include references to contract provisions.
  • 4. Attachment J.36 Page 4 of 7 Sample Performance Based Requirement Template for use with Task Orders PERFORMANCE REQUIREMENT PERFORMANCE STANDARD METHOD OF MEASUREM ENT PERFORMANCE METRICS PERFORMANCE INCENTIVES TASK ORDER LINKAGE REFERENCE overall volume of data entry work shall not supercede any specific requirements for production rates or accuracy that may be contained in individual task orders. of all work performed, a deduction of _10_% of the monthly payment shall be recorded into this same ‘pool’. The Government will pay the Contractor all amounts accumulated into the ‘pool’ on a quarterly basis
  • 5. Attachment J.36 Page 5 of 6 Sample Performance Based Requirement Template for use with Task Orders PERFORMANCE REQUIREMENT PERFORMANCE STANDARD METHOD OF MEASUREM ENT PERFORMANCE METRICS PERFORMANCE INCENTIVES TASK ORDER LINKAGE REFERENCE Task __I__ Perform IT Architecture change tracking via electronic database [COMMENT: In order for this requirement to be implemented, an initial baseline IT Architecture must first be prepared, and documented by the Contractor to verify current configurations for all hardware and software.] Develop, implement and maintain an electronic database to track all changes to the baseline IT Architecture. Database shall be kept current with at least weekly updates and shall be available for viewing and audit by those persons that given written ‘read only’ authorization by the PO or his/her designee. Random monitoring by the PO or his/her designee thereafter for current status. No Deviation NO CHANGES to the approved IT architecture may be made to equipment, hardware/software without the express written approval of the PO or his/her designee. Both positive and negative performance will be documented in past performance reports as appropriate. To be identified at the time task order is issued. This may also include references to contract provisions.
  • 6. Attachment J.36 Page 6 of 6 Sample Performance Based Requirement Template for use with Task Orders PERFORMANCE REQUIREMENT PERFORMANCE STANDARD METHOD OF MEASUREM ENT PERFORMANCE METRICS PERFORMANCE INCENTIVES TASK ORDER LINKAGE REFERENCE TASK __J__ Verify that all contractor developed software conforms to CDC specified standards and functional requirements. [COMMENT: Applicable for use with Task Orders issued to the Contractor for ‘end result’ deliverables for software development.] Functionality of the software to meet required systems architecture and processing capabilities as defined in each issued Task Order. [COMMENT: Other requirements such as compatibility of interfaces, delivery dates, documentation, etc. must be addressed in each individual Task Order.] Prior to delivery of new software, the Contractor shall be required to demonstrate the operational capability of the system software. For new releases of existing software, Independent verification and validation (IV&V) shall be performed as specified in the Task Order to assure that all previous functionality is maintained. [COMMENT: IV&V may either be by CDC or by another independent Contractor.] Customer satisfaction as measured through limited validated customer complaints, feedback, and surveys. All requirements mandated by law or regulation must be 100% compliant. [COMMENT: Functionality defined in the requirements must be prioritized and tolerances for deviation assigned for each component.] _%_ of operational capability is acceptable, as determined and specified in each Task Order. [COMMENT: % Value to be determined by CDC requirements, on a case-by-case basis.] 100% payment for meeting all mandated requirements. Nonconformance with minimum specified requirements is unacceptable. Payment is contingent on amount or degree of functionality delivered, according to priority of each specified function. An appropriate reduction in payment may be made for any component not meeting predefined standards. [COMMENT: Priority values to be determined by CDC requirements on a case-by-case basis. Percentage of payment for each component shall be predetermined and specified in each individual Task Order. To be identified at the time task order is issued. This may also include references to contract provisions. Note: Bonus and deduction percentages shown in the Performance Incentives column are only shown as examples. Percentages used should be negotiated with the Contractor on a case by case basis as each Task Order is issued. Because incentives, both positive and negative, are an inducement for Contractor performance, it is necessary to balance value to the Government and meaningful incentives to the Contractor. Appropriate percentages should therefore be carefully evaluated considering the benefit derived or the negative impacts caused by Contractor performance outside specified parameters. For Task Orders of long duration, it may be useful to establish ‘performance periods’ and to allow re-negotiation of incentive percentages at the end of each performance period.
  • 7. Attachment J.36 Page 6 of 6 Sample Performance Based Requirement Template for use with Task Orders PERFORMANCE REQUIREMENT PERFORMANCE STANDARD METHOD OF MEASUREM ENT PERFORMANCE METRICS PERFORMANCE INCENTIVES TASK ORDER LINKAGE REFERENCE TASK __J__ Verify that all contractor developed software conforms to CDC specified standards and functional requirements. [COMMENT: Applicable for use with Task Orders issued to the Contractor for ‘end result’ deliverables for software development.] Functionality of the software to meet required systems architecture and processing capabilities as defined in each issued Task Order. [COMMENT: Other requirements such as compatibility of interfaces, delivery dates, documentation, etc. must be addressed in each individual Task Order.] Prior to delivery of new software, the Contractor shall be required to demonstrate the operational capability of the system software. For new releases of existing software, Independent verification and validation (IV&V) shall be performed as specified in the Task Order to assure that all previous functionality is maintained. [COMMENT: IV&V may either be by CDC or by another independent Contractor.] Customer satisfaction as measured through limited validated customer complaints, feedback, and surveys. All requirements mandated by law or regulation must be 100% compliant. [COMMENT: Functionality defined in the requirements must be prioritized and tolerances for deviation assigned for each component.] _%_ of operational capability is acceptable, as determined and specified in each Task Order. [COMMENT: % Value to be determined by CDC requirements, on a case-by-case basis.] 100% payment for meeting all mandated requirements. Nonconformance with minimum specified requirements is unacceptable. Payment is contingent on amount or degree of functionality delivered, according to priority of each specified function. An appropriate reduction in payment may be made for any component not meeting predefined standards. [COMMENT: Priority values to be determined by CDC requirements on a case-by-case basis. Percentage of payment for each component shall be predetermined and specified in each individual Task Order. To be identified at the time task order is issued. This may also include references to contract provisions. Note: Bonus and deduction percentages shown in the Performance Incentives column are only shown as examples. Percentages used should be negotiated with the Contractor on a case by case basis as each Task Order is issued. Because incentives, both positive and negative, are an inducement for Contractor performance, it is necessary to balance value to the Government and meaningful incentives to the Contractor. Appropriate percentages should therefore be carefully evaluated considering the benefit derived or the negative impacts caused by Contractor performance outside specified parameters. For Task Orders of long duration, it may be useful to establish ‘performance periods’ and to allow re-negotiation of incentive percentages at the end of each performance period.