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					                             GENERAL SERVICES ADMINISTRATION (GSA)
                                 FEDERAL SUPPLY SERVICE (FSS)

                              AUTHORIZED FEDERAL SUPPLY SCHEDULE
                                    PRICE LIST AND CATALOG


                                                    KPMG LLP
                                                    2001 M St NW
                                               Washington, DC 20036
                                               Attn: Federal Contracts
                                                Voice: 202.533.5226
                                              Facsimile: 202.315.3003

                          Contract Number:                          GS-10F-0351L
                          Modification No.                          TBD [Effective]
                          Period Covered by Contract:               September 14, 2006- 14, 2011
                                                                    August 15, 2006-AugustSeptember 14, 2011
                          FSC Group:                                874
                          FSC Class                                 8742
                          Business Size:                            Large

For more information on ordering from Federal Supply Schedules click on the FSS Schedules button at

On-line access to contract ordering information, terms and conditions, up-to-date pricing, and the option to create an electronic
delivery order are available through GSA Advantage!, a menu-driven database system. The Internet address for GSA
Advantage! is
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                                                  TABLE OF CONTENTS
SECTION                                                                                                                                 PAGE
TABLE OF CONTENTS...............................................................................................................................I
CUSTOMER INFORMATION.................................................................................................................... 1
SIN 874-1: CONSULTING SERVICES ...................................................................................................... 5
SIN 874-2: FACILITATION SERVICES .................................................................................................... 8
SIN 874-3: SURVEY SERVICES.............................................................................................................. 10
SIN 874-5: SUPPORT PRODUCTS .......................................................................................................... 11
       (COMPETIVIE SOURCING SUPPORT)..................................................................................... 12
HOURLY/DAILY FIRM FIXED PRICES……………………………………………………………….16
SUPPORT PRODUCTS FIRM FIXED PRICES ....................................................................................... 18

GSA MOBIS Schedule                                              GS-10F-00351L                                                                   i
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                                        CUSTOMER INFORMATION
1a.     Authorized Special Item Numbers (SINs)
        Special Item No. 874-1 - Consulting Services
        Special Item No. 874-2 - Facilitation Services
        Special Item No. 874-3 - Survey Services
        Special Item No. 874-5 - Support Products
        Special Item No. 874-6 – Privatization Support Services
        and Documentation ( A-76) (Competitive Support)
        Special Item No. 874-7 – Program Integration and Project
        Management Services

1b.     Lowest Priced Model Number and Lowest Unit Price
See the section in this price list titled “Services Price List” for hourly/daily firm fixed and training prices.
1c.     Hourly Rates
See the section in this price list titled “Services Price List” for hourly/daily firm fixed and training prices.
2.      Maximum Order
For MOBIS Schedule orders valued over $1,000,000, GSA recommends that the ordering activity seek price
3.      Minimum Order
For MOBIS Schedule orders, the minimum order designated is $300.00.
4.      Geographic Coverage (Delivery Area)
The minimum acceptable geographic scope of the MOBIS Schedule is worldwide.
5.      Point(s) of Production
If in the performance of any order under this Contract KPMG LLP uses one or more facilities located at a different
address than in this pricelist, the place of performance is as specified in the individual order.
6.      Discount from List Prices or Statement of Net Price
Prices shown are NET prices.
7.      Quantity Discounts
As stated on individual orders.
8.      Prompt Payment Terms
Net 30 days.
9a.   Notification that Government purchase cards are accepted at or below the micro-purchase
KPMG LLP will accept the Government Purchase Card for payments equal to or less than the micro-purchase
threshold of $2,500.00.
9b.   Notification whether Government purchase cards are accepted or not accepted above the
micro-purchase threshold.
KPMG LLP will not accept the Government Purchase Card for payments above the micro-purchase threshold of

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10.     Foreign Items
Not applicable under this Schedule.
11a.    Time of Delivery
For all Special Item Numbers (SINS), date of award to completion.
11b.    Expedited Delivery
Items available for expedited delivery are noted in this price list.
11c.    Overnight and 2-day Delivery
Item available for overnight and 2-day delivery, if any, are stated on individual orders.
11d.    Urgent Requirements
When the Contract delivery period does not meet the bona fide urgent delivery requirements of an ordering activity,
ordering activities are encouraged, if time permits, to contact the Contractor for the purpose of obtaining accelerated
delivery. The Contractor shall reply to the inquiry within three (3) workdays after receipt (telephonic replies shall be
confirmed by the Contractor in writing). If the Contractor offers an accelerated delivery time acceptable to the
ordering activity, any order(s) placed pursuant to the agreed upon accelerated delivery time frame shall be delivered
within this shorter delivery time and in accordance with all the other terms and conditions of the Contract.
12.     F.O.B. Point(s)
13a.    Ordering Address(es)
 Via Mail/Federal Express                      Via Facsimile
 Keagan McKenzie                               202 -315 3003
 KPMG LLP                                      Attn: Keagan McKenzie
 2001 M Street, NW
 Washington, DC 20036

13b.    Ordering Procedures
For supplies and services, the ordering procedures, information on Blanket Purchase Agreements (BPAs) are found
in Federal Acquisition Regulation (FAR) 8.405-3.
14.     Payment Address(es):
 Via Mail                                 Via Federal Express                      Via Wire/ACH
 KPMG LLP                                 KPMG LLP                                 Mellon Bank
 Office Accounts                          Office Accounts                          500 Ross Street
 2001 M Street, NW                        2001 M Street, NW
 Washington, DC 20036                     Washington, DC 20036                     Room 0940
                                                                                   Pittsburgh, PA 15262
                                                                                   ABA No.: 043000261
                                                                                   Acct No.: 070-1149
                                                                                   *SWIFT Code No.: MELNUS3P

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15.     Warranty Provision
KPMG warrants that it will perform services under MOBIS services engagements in good faith, with qualified
personnel in a competent and workmanlike manner in accordance with applicable industry standards. KPMG
disclaims all other warranties, either express or implied, including, without limitation, warranties of merchantability
and fitness for a particular purpose.
16.     Export Packing Charges
As stated on individual orders.
17.     Terms and Conditions of Government Purchase Card Acceptance
KPMG LLP will accept the Government Purchase Card for payments equal to or less than the micro-purchase
threshold of $2,500.00.
18.     Terms and Conditions of Rental, Maintenance, and Repair
Not applicable under this Schedule.
19.     Terms and Conditions of Installation
Not applicable under this Schedule.
20.     Terms and Conditions of Repair Parts
Not applicable under this Schedule.
20a.    Terms and conditions for any other Services
Not applicable under this Schedule.
21.     List of Service and Distribution Points
Not applicable under this Schedule.
22.     List of Participating Dealers
Not applicable under this Schedule.
23.     Preventative Maintenance
Not applicable under this Schedule.
24a. Special attributes such as Environmental Attributes (e.g., Recycled Content, Energy
Efficiency, and/or Reduced Pollutants)
Not applicable under this Schedule.
24b.    Section 508 Compliance
If applicable, Section 508 compliance information on the supplies and services in this Contract are available in
Electronic and Information Technology (EIT) at the following:
The EIT standard can be found at:
25.     Data Universal Number System (DUNs) Number
KPMG LLP’s DUNS Number is:                      035207807
KPMG LLP’s CAGE Code is:                        5D237

26.     Notification Regarding Registration in Central Contractor Registration (CCR) Database
KPMG LLP has registered with the Central Contractor Registration (CCR) Database.

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27.    Uncompensated Overtime
KPMG LLP’s labor rates are based on a forty-hour work week.

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                            SIN 874-1: CONSULTING SERVICES

Consulting Services - Services may include providing expert advice, assistance, guidance or
counseling in support of agencies' mission oriented business functions. This may include studies,
analyses and reports documenting any proposed developmental, consultative or implementation efforts.
Examples of consultation include but are not limited to: strategic, business and action planning; high
performance work; process and productivity improvement; systems alignment; leadership systems;
organizational assessments; cycle time; performance measures and indicators; program audits,
evaluations, and customized training.

KPMG's philosophy of advisory services- KPMG has developed an effective advisory services
methodology in order to help support MOBIS efforts within the federal government. KPMG understands
that success on MOBIS work requires the contractor to work with the client and within the client's
environment, and to tap into the client's knowledge base. Furthermore, since MOBIS work is so often part
of a larger process of improvement, the advisor needs to maintain both a firm sense of direction and the
flexibility to change as the engagement develops. Additionally, MOBIS engagements usually require a
multidisciplinary team to perform the broad tasks needed to improve organizations. KPMG can provide
such a team because we have worked on many advisory services engagements providing MOBIS-type
services, such as our work with the Department of Housing and Urban Development's Real Estate
Assessment Center and the Naval Audit Service. Below we present a sampling of our advisory services.
We briefly describe how the services contribute to MOBIS and the key steps in KPMG's approach. New
approaches will be developed, or current approaches modified, to best serve our clients where
engagements do not lend themselves to our standard methodology.

Program Audits and Evaluations- Judges program results through the use of a tailored, validated audit
approach used by KPMG to perform independent assessments. Our program audits comply with the
standards established by Government Auditing Standards, also commonly known as the Yellow Book.

Risk Assessments- Risk is inherent in operating a business or running a program. Management has to
determine how much risk is acceptable and create a control structure to keep those risks within
appropriate limits. Our risk assessment methodology is designed to assist management in making these
determinations. The risk assessment process begins by defining business objectives and determining
how they are enabled by managerial strategies. We link business objectives to the core processes of the
organization, and determine business risk. Business risk is managed by the internal control environment
put in place within the organization. The risk assessment process we follow is depicted in the following
graphic, and results in defining the level of risk associated with a business objective, given the type of
controls in place to manage the risk and the effectiveness of those controls.

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Performance Measurement- Assesses whether organizational resources are economically and
efficiently applied and determines the degree to which the intended results of the agency, program, or
activities are being met. Once understood, an agency can begin the process of realignment and applying
resources to meet its organizational mission. To accomplish this in government, KPMG utilizes this

Organizational Assessments- Assesses the informal and formal relationships within an organization in
order to understand how business is conducted. Our diagnostic tools focus on key business issues and
assess current organizational dynamics and communications, in order to expose the day-to-day reality of
the agency's workings. This understanding is a fundamental requirement for MOBIS because it exposes
the true communication patterns within the organization, thus allowing for effective transformation

Change Management- KPMG firmly believes that by embracing change, and the opportunities inherent in
any major change, management can prevent or minimize problems, thus never reaching a crisis during
the change. Therefore, the advisor will assist management in controlling resistance to the change and in
building a positive consensus in favor of change. Efforts to reduce resistance and build the organization
during the implementation of the improvement efforts can lead to a successful transformation.

Benchmarking- Benchmarking can assist an organization to identify areas for improvement as well as
the "Best Practices" that they may need to adopt from other organizations. Benchmarking is done by
setting up a process of continual measurement and comparison of an organization's services, products,
and operations against its competitors as well as the best organizations outside its industry. The overall
goal of benchmarking is for the process of measurement and comparison to lead to the implementation of
"Best Practices" and other improved processes so as to reduce costs and improve the quality of services
and products.

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Activity-Based Management (ABM) - Many organizations have a difficult time measuring the full cost of
providing a service or delivering a product. Activity-Based Management (ABM) helps management by
setting up a system designed to measure the full costs of providing products and services. Because ABM
allows management to understand the real costs of providing products and services, it gives management
the knowledge needed in order to make reliable decisions. ABM, by providing accurate and timely
information for managers, is important to MOBIS efforts because it is a way for managers to have a solid
base from which to make organizational improvement or outsourcing decisions.

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                             SIN 874-2: FACILITATION SERVICES
Facilitation Services - Includes facilitation and related decision support services for agencies engaged
in collaboration efforts, working groups, or integrated product, process, or self-directed teams. Agencies
bringing together diverse teams and/or groups with common and divergent interests may require a neutral
party to assist them in: the use of problem solving techniques; defining and refining the agenda;
debriefing and overall meeting planning; resolving disputes, disagreements, and divergent views;
logistical meeting/conference support when performing technical facilitation; convening and leading large
and small group briefings and discussions; providing a draft for the permanent record; recording
discussion content and enabling focused decision-making; and preparing draft and final reports for

KPMG's philosophy of facilitation- To "facilitate" means to "make easier." KPMG understands what it
means to facilitate individuals, teams, and entire organizations through various processes in order to
reach organizational goals and objectives or to solve problems. In the realm of MOBIS, facilitation can
help an entity continue a MOBIS effort already in place, discover new MOBIS opportunities, or improve
mission performance by smoothing over staffing and personnel issues. Our goal is to make the process of
improving management and organizational services easier for our clients. KPMG's facilitation capability
helps government organizations through problem solving efforts in an objective and unbiased manner
while allowing us to remain an involved and caring partner. Furthermore, facilitation is an important tool
that can support the move toward greater employee participation and empowerment and increase the use
of decision-making work teams. Facilitation capitalizes on the experience and knowledge of individuals
and teams to 1) improve the way work is done, 2) reach critical decisions, and 3) help maximize
participation and satisfaction in the workplace. This is particularly important for MOBIS efforts because
tapping into internal potential can improve performance by accelerating the communications process
within the organization. Our approach to facilitation is outlined below.

Phase One: Plan
    Focus on people and practices. If we are to truly facilitate, to truly make things easier, then we must
understand the people involved in the facilitation and their practices. We will focus on the people and
practices involved in the facilitation in order to gain an understanding of who and what is involved in the
process. This focus on people and practices directly parallels the focus of MOBIS efforts on mission-
critical practices and management. Our MOBIS labor categories and our extensive nationwide resources
allow us to offer our government clients professionals in their functional areas and operations, as well as
subject matter specialists.
    Focus on end results. Once a solid understanding of the people and practices is gained, a work plan
will be developed that focuses on the end results of the facilitation. This plan will set forth the goals for the
process, and will define milestones and practices designed to realize those goals. In keeping with the
MOBIS spirit, then, KPMG will use facilitation to generate concrete results in the realms of improving
organizational quality, performance, efficiency, and management.

Phase Two: Meet
   Empower participants to act. In order to improve the performance of the participants in the facilitation,
KPMG will use the work plan to empower the participants to act. We will encourage conversation and the
exchange of ideas, and motivate the participants to take control of the process. We believe that such a
participative approach will lead to two tangible benefits: 1) short-term indicators of the success of our
strategies, and 2) the establishment of a foundation for developing ongoing successes. The short-term

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results and ongoing success are an important first step in achieving improved governmental performance
and accountability required by such mandates as the GPRA.
   Employ a structured approach. The participative approach will work hand in hand with a structured
approach, a well-established methodology, and a set of carefully sequenced events that can help control
risks and provide for steady and significant improvement. KPMG employs a structured approach that
draws upon successful facilitation efforts of the past, tailored to the current situation, in support of the
MOBIS goal of increasing quality in management and performance. We believe using past successes as
our new measuring stick forces us to outperform our best.

Phase Three: Follow-Up
   Review assessment. Assessment of the facilitation process is essential to make sure the work plan
was followed, that all goals were achieved, and that all needs were met. Should we find that additional
facilitation is needed, we will begin a reflexive process and work to provide more support through
additional meetings. The follow-up phase is designed to lead to performance gains that are real and
persistent, a crucial element of MOBIS endeavors.
Phase Four: Feedback
   Provide post-facilitation support. Often on MOBIS engagements, facilitation is provided in support of
other client goals. KPMG will provide feedback in the form of written deliverables, if necessary, to indicate
how the participants can employ the results of the facilitation to the overall client goals. Additionally, we
may provide feedback to individual participants or to management regarding the entire process of

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                                SIN 874-3: SURVEY SERVICES
Survey Services Services shall provide expert consultation, assistance, and deliverables associated with
all aspects of surveying within the context of MOBIS. Contractors shall assist with, and/or perform all
phases of the survey process to include, but not limited to: planning survey design; sampling, survey
development; pretest/pilot surveying; defining and refining the agenda; survey database administration;
assessing reliability and validity of data; determining proper survey data collection methodology;
administering surveys using various types of data collection methods; and analyses of quantitative and
qualitative survey data. Production of reports to include, but not limited to: description and summary of
results with associated graphs, charts, and tables; description of data collection and survey administration
methods; discussion of sample characteristics and the representative nature of data; analysis of non-
response; and briefings of results to include discussion of recommendations and potential follow-up

 KPMG's philosophy of survey design and testing- Surveys - essentially simple information collection
devices - can confuse more than clarify if they are implemented inconsistently, if their objectives are
unclear, or when they are, or are perceived as, biased or the agent of some faction's "hidden agenda."
These pitfalls are particularly dangerous to MOBIS efforts, since MOBIS efforts often involve far-reaching
organizational changes. KPMG's experience with information collection in the federal environment allows
us to avoid many of these pitfalls. KPMG has used surveying in support of its many advisory service and
Risk and Advisory Services (RAS) engagements. Surveying supports MOBIS by providing valuable
feedback on current situations and allowing management to tap into the most knowledgeable resource on
how to improve mission performance-employees. KPMG's experience using surveying has prepared us
well for implementing surveys in support of management, organization, and business improvement
services. While we modify our approach as the situation dictates, we generally employ the following basic
procedures and action items to prepare the best survey instrument possible.

Our general approach to conducting surveys includes the following action items:

   Ensure subject matter specialists guide survey design. Informed designers are crucial to ensuring that
the survey meets the client's objectives, and their involvement is most important during the planning and
development stages of the survey. For efforts aimed at organizational improvement, the involvement of
informed professionals is particularly crucial. Our MOBIS labor categories include both subject matter
specialists and client operations specialists, to create a meaningful survey and to increase user
acceptance of survey results.

   Define the agenda with client management. Client management must provide valuable context in
developing the survey if the survey is to be useful. KPMG will consider numerous ways to receive input
from the client and management, including, but not limited to, convening a "working" or "focus" group of
managers to advise us. Within the context of MOBIS, the involvement of management is especially
important, since it will be up to management to act on the results of the survey.

    Refine the agenda with client management. KPMG will rely upon management to assist not only in
defining the agenda of the survey, but also in refining the survey throughout its development and
implementation. KPMG believes that for a tool like a survey to be useful, it must also be held accountable
to the needs of those it was meant to serve.

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   Identify the survey population. For each of the client's MOBIS goals, we will select survey participants
based on the judgment of client management and our expert team. Criteria for selection will be developed
by KPMG's subject matter professionals in consultation with client management.

   Pretest and edit survey. It is very important to pilot any survey instrument and determine the
effectiveness of its use. We will determine whether sample administration to a selected group or
discussion with a focus group is more appropriate to the client's goals, and will pretest the survey

    Consult with the client and professionals to determine data collection methodology. The procedures
implemented by a survey administrator can affect the results no matter how carefully the questions or
media involved have been considered by the designers. KPMG will, therefore, consult with the client and
employ our subject matter and survey professionals to determine a methodology consistent with the
client's goals for the survey.

   Consider alternative survey administration media. We have found that multiple-response media such
as e-mail can significantly increase survey participation and quality of response, and are also
considerably less expensive (and faster) than traditional one-on-one interviews or hard-copy responses.
We have also found that certain types of open-ended questions are more suitable to obtaining the survey
objectives. Therefore, we will need to consider the most appropriate survey format, or combination of
formats, for the specific effort.

   Design analytic tools concurrently. We will develop the tools for analyzing our results concurrently with
the design of the survey itself. We find it valuable to check our data collection instrument against a
graphic representation of the questions we are trying to answer in our survey. Furthermore, in keeping
with the MOBIS objective to improve efficiency, predesigning analytic tools allows us to organize results
logically and to present clear results very quickly, vital both on projects with a very quick turnaround and
on MOBIS projects where data is crucial to ongoing or upcoming client plans.

   Administer the survey. What often seems to be the easiest step in the performance of a survey
engagement is often the most time-consuming and problematic. KPMG will conduct, in accordance with
the developed methodology and analytic tools, the agreed-upon survey, including necessary follow-up to
ensure sufficient responses are obtained to achieve the survey's objectives.

   Abide by quality control. KPMG will abide by the necessary quality control procedures, based on the
data, type of survey, and needs of the client.

    Assess the reliability and validity of data. Our statistical professionals will assess the validity and
reliability of the survey data, as well as its pertinence for the MOBIS effort.

   Conduct data analyses. KPMG will apply the developed analytic tools and will produce for the client
reports on the data. KPMG's subject matter and statistical and survey professionals will analyze the data
in consultation with the client.

   Report findings. KPMG will produce reports, deliverables, and recommendations as necessary, based
on the analyses of the data and in consultation with management, if needed.

   Implement the survey results. In cases where the survey is conducted in support of broader MOBIS
efforts, KPMG will, based on the results of our analysis and after issuing our reports and consulting with
the client, implement agreed-upon actions necessary to the client's MOBIS goals.

  Provide feedback. KPMG will give and accept feedback regarding the agreed-upon procedures during

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                             SIN 874-5: SUPPORT PRODUCTS
Support Products -Support products are those items used in support of services offered in SINs 1
through 6, and 7. They can include: workbooks, training manuals, slides, videotapes, CDs, DVDs,
software programs, etc. Any support products offered must be supplied in conjunction with services
offered herein. Support products should not be a significant part of the task.

KPMG offers...products. KPMG's client service professionals are assisted in their MOBIS efforts by
KPMG's in-house design and production services group, which provides support for the production of all
manner of documents for KPMG engagements across the country. The group designs and produces
reports, proposals, deliverables, and presentations and offers assistance in word processing, graphics
design, editing, and reprographics on all of KPMG's projects. This group will leverage its firm-wide
resources in technology and personnel to produce the materials necessary for the support of KPMG's
MOBIS efforts.

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Competitive Sourcing Support -Services provide support in conducting OMB Circular A-76 Commercial
Activities studies, strategic sourcing studies, privatization studies, public-private partnerships, Federal
Activities Inventory Reform Act, and other competitive sourcing projects or efforts. Services include but
are not limited to study planning and assessments, development of Performance Work Statements
(PWS), development of Quality Assurance Surveillance Plans (QASP), performance of management
studies to determine the Government's Most Efficient Organization (MEO), development of in-house
Government cost estimates, comparisons of in-house bids to proposed contractor prices, and
Administrative Appeal Process support, MEO or contract implementation support as a result of a
privatization study, and MEO performance reviews.

KPMG's philosophy of privatization of government functions- The privatization of services or
functions currently performed by components of the federal government can, if properly identified and
managed, provide great benefits to both the government and commercial enterprises. The key to
successful privatization is careful consideration of the advisability and logistical challenges of privatization
on a case-by-case basis. By carefully examining the appropriateness of privatization, the relative costs
and benefits to all parties, and necessary procedures for smoothly implementing the process, KPMG
helps the federal government to achieve its goals in this important area. KPMG has over 90 years of
experience working with federal organizations in providing business management services, including
managed competition activity based on costing and related privatization services. Our Business Process
Outsourcing (BPO) practice offers similar services to private sector and not-for-profit organizations, as
well as government organizations. We offer a suite of capabilities and a well-established record of
accomplishment in various aspects of organizational restructuring through regionalization, outsourcing,
and privatization. KPMG provides both an in-depth knowledge of competitive sourcing, particularly the A-
76 and FAIR Act processes, and a thorough understanding of education and training services.
Our general approach to conducting A-76 Commercial Activities (CA) studies provides detailed analyses
and supporting data to substantiate the definition of services, quantification of comparable market
segments, evaluation of privatization opportunities, and recommendations for privatization strategy. Our
approach generally includes the following steps:

  Facilitate management analysis of current functions in order to define the Business Unit and determine
overall data requirements.

   Prepare a Performance Work Statement (PWS) incorporating performance-based metrics and develop
a Quality Assurance Surveillance Plan (QASP) consistent with A-76 requirements.

   Conduct employee and customer interviews, workload sampling, and industry analyses.

   Evaluate existing position descriptions, observe and evaluate key processes, and recommend
alternative processes (including a new organizational structure and new positions).

   Gather historical cost data for labor, materials, subcontracted efforts, facilities, and equipment
inventory, and project future costs based on selected process and labor alternatives. This process
includes modeling future costs and benchmarking operations against other comparable operations where

  Develop the Management Plan, comprising the Most Efficient Organization (MEO), the Technical
Performance Plan (TPP), the Transition Plan (TP), and the In-House Cost Estimate (IHCE), using the
COMPARE model.
Other services that may be incorporated as appropriate include:

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  Training team members in CA study methodology

  Aiding in the definition of current organizational structures, management responsibilities, and staffing

  Reviewing different implementation strategies for the range of alternatives, such as comparing and
contrasting the Government Owned/Contractor Operated (GO/CO) model and the Contractor
Owned/Contractor Operated (CO/CO) model GSA Authorized Federal Supply Schedule Price List 1 3

  Defining performance measures and standards and resource allocation

   Performing a distribution comparative analysis that compares the functions of the federal agency
component to the commercial marketplace; this includes evaluating commercial information to support the
definition of comparable markets, segments, and representative third-party logistics providers for each
relevant segment and collecting appropriate indicators such as pricing, performance, service-level, and
capacity indicators to support functional, financial, and management comparisons

  Identifying relevant constraints and boundary conditions and identifying required actions and
coordination items including expert legal and regulatory advice

  Training CA team members in Activity-Based Costing (ABC) methodology and project management,
which may be recommended as a means of gathering data to develop the IHCE

  Reviewing the CA Team's assessment of the current organization and making recommendations for

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Program Integration and Project Management Services- include management or integration of
programs and projects to include, but not limited to: program management, program oversight, project
management and program integration of a limited duration. A variety of functions may be utilized to
support program integration or project management tasks.

KPMG's philosophy of project management- KPMG's project management methodology is designed to
provide comprehensive guidelines for the effective management and administration of most projects,
while retaining sufficient flexibility to meet the specific needs of individual projects and project managers.
Our main objective is to help minimize risk and uncertainties by facilitating continuous client involvement,
establishing management controls and procedures, and defining standard processes and techniques that
can be validly applied to many types of projects.
KPMG employs a two-tiered approach to program management, illustrated below. Program management
is the coordination and management of multiple projects to achieve strategic program benefits. Project
management, in contrast, is the day-to-day directing and controlling of organizational resources to
complete specific project goals and objectives. Both support MOBIS efforts by helping to create
management excellence and performance increases on projects and programs.

KPMG has broad experience assisting the federal government with improving the administration,
management, and oversight of their programs and projects. KPMG's experience preparing analytical
studies and providing recommendations to various government clients directly relates to our MOBIS
program work. KPMG has also provided performance assessments for federal agencies related to
departmental streamlining initiatives in response to the GRPA and reinventing government initiatives.

Below we discuss the most important action steps in both project and program management.

Define the managing principles. (Program and Project Management) We work with agency
management to define the program or project's scope, place boundaries around the project, identify a
high-level schedule, and identify the extent of the project team's involvement. This helps to ensure that
the client and the project team have the same understanding of project expectations and address
potential problems in advance.

Assemble the team structure and staffing profile. (Program and Project Management) Another
objective of the project definition phase is to assemble and structure an appropriate team. Since project
management involves the contractor working within the client's organizational structure, there exists a
need for the client and contractor to work as one team. KPMG's subject matter, functional, and client
service professionals will work with the client's staff, to develop a "one team" approach to managing and
planning the project.

GSA MOBIS Schedule                              GS-10F-00351L                                               15
                                                                                               Effective: TBD

Employ a formal lifecycle methodology. (Project Management) Just as the program is broken down
into projects, the formal lifecycle methodology breaks down the project into smaller units of work (phases,
activities, and tasks) where risk management and change management concerns can be addressed on a
controllable scale.

Utilize well-established and structured project management techniques. (Project Management) The
ultimate product of the Project Planning phase is to produce a detailed work plan, using the lifecycle
methodology and staffing plan. Standard planning steps and guidelines are established in order to
develop consistent plans across teams.

Employ policies and procedures for management controls. (Program and Project Management) The
formal lifecycle methodology simplifies the planning process by subdividing major work efforts into smaller
units of work, but the same management controls must be in place for all levels of the project's
management. The previously developed management plans are implemented and used to effectively
manage the day-today activities of the project. Project management then becomes an iterative process
that continually measures the current position and future direction of the project against the agreed-upon
plan. As a result, the project manager is able to provide an objective measure of project quality and

Gradually disband project organization. (Project Management) The objective of the project close
phase is to disband the project organization and environment in an organized manner once all objectives
have been achieved and all detailed work plan tasks are complete. The project closing process is
generally phased over a period of time, rather than culminating in a single event. The client staff must
understand and support the project closing process in order to reduce final project implementation risks.
The tasks defined in this phase are generally applicable to all projects. However, the project manager
needs to consider the complexity and size of the project, characteristics of the organization, and
organizational change when developing a project closing approach. In addition, the lifecycle methodology
may reference specific "post-implementation" tasks to be addressed by the project team.

GSA MOBIS Schedule                             GS-10F-00351L                                              16
                                                                                                                                                                                 Effective: TBD

                                                                       Hourly/Daily Firm Fixed Prices
                                                        Mission Oriented Business Integrated Services (MOBIS)
                                                     Special Item Numbers (SINS) 874-1, 874-2, 874-3, 874-6, 874-7
                                                                                    Years 6 – 10
                                       Option Year 1                   Option Year 2                       Option Year 3                 Option Year 4                   Option Year 5
 Labor Category                Hourly Rates      Daily Rates   Hourly Rates      Daily Rates       Hourly Rates    Daily Rates   Hourly Rates      Daily Rates   Hourly Rates      Daily Rates
                                         2006-2007                       2007-2008                           2008-2009                     2009-2010                       2010-2011
 Subject Matter Specialist 1     $528.34          $4226.72       $549.47          $4395.76           $571.45       $4571.60        $594.31          $4754.48       $618.08          $4944.64
 Subject Matter Specialist 2     $350.00
                                 $430.43          $3443.44       $447.64          $3580.80           $465.55       $3724.40        $484.17          $3873.36       $503.54          $4028.32
 Subject Matter Specialist 3     $290.55          $2324.40       $302.17          $2417.36           $314.26       $2514.08        $326.83          $2614.64       $339.90          $3199.20
 Subject Matter Specialist 4     $213.50          $1708.00       $222.04          $1776.32           $230.92       $1847.36        $240.16          $1921.28       $249.76          $1998.08
 Subject Matter Specialist 5     $186.92          $1495.36       $194.40          $1555.20           $202.18       $1617.44        $210.26          $1682.08       $218.68          $1749.44
 Subject Matter Specialist 6     $137.34          $1098.72       $142.83          $1142.64           $148.54       $1188.32        $154.48          $1235.84       $160.66          $1285.28
 Functional Specialist 1         $448.20          $3585.60       $466.13          $3729.04           $484.77       $3878.16        $504.17          $4033.36       $524.33          $4194.64
 Functional Specialist 2         $350.00
                                 $375.78          $3006.24       $390.81          $3126.48           $406.44       $3251.52        $422.70          $3381.60       $439.60          $3516.80
 Functional Specialist 3         $252.08          $2016.64       $262.17          $2097.36           $272.65       $2181.20        $283.56          $2268.48       $294.90          $2359.20
 Functional Specialist 4         $190.43          $1523.44       $198.04          $1584.32           $205.97       $1647.76        $214.20          $1713.60       $222.77          $1782.16
 Functional Specialist 5         $151.84          $1214.72       $157.92          $1263.36           $164.23       $1313.84        $170.80          $1366.40       $177.64          $1421.12
 Functional Specialist 6         $126.45          $1011.60       $131.50          $1052.00           $136.76       $1094.08        $142.24          $1137.92       $147.92          $1183.36
 Functional Specialist 7         $104.70           $837.60       $108.89           $871.12           $113.24       $905.92         $177.77          $1422.16       $122.28           $978.24
 Client Operations 1             $535.11          $4280.88       $556.51          $4452.08           $578.77       $4630.16        $601.92          $4815.36       $626.00          $5008.00
 Client Operations 2             $350.00
                                 $448.20          $3585.60       $466.13          $3729.04           $484.77       $3878.16        $504.17          $4033.36       $524.33          $4194.64
 Client Operations 3             $299.79          $2398.32       $311.78          $2494.24           $324.25       $2594.00        $337.22          $2697.76       $350.71          $2805.68
 Client Operations 4             $225.80          $1806.40       $234.83          $1878.64           $244.23       $1953.84        $254.00          $2032.00       $264.16          $2113.28
 Client Operations 5             $179.48          $1435.84       $186.66          $1493.28           $194.12       $1552.96        $201.89          $1615.12       $209.96          $1679.68
 Client Operations 6             $149.02          $1192.16       $154.98          $1239.84           $161.18       $1289.44        $167.63          $1341.04       $174.33          $1394.64
 Client Operations 7             $122.91           $983.28       $127.83          $1022.64           $132.94       $1063.52        $138.26          $1106.08       $143.79          $1150.32
 Administrative Support 1        $155.49          $1243.20       $161.71          $1293.68           $168.18       $1289.44        $174.91          $1399.28       $181.91          $1455.28

 Administrative Support 2         $99.34           $794.72       $103.32           $826.56           $107.45       $859.60         $111.75           $894.00       $116.22
 Administrative Support 3         $72.53           $580.24        $75.43           $603.44            $78.45       $627.60          $81.59           $652.72        $84.85           $678.80

GSA MOBIS Schedule                                                                  GS-10F-0351L                                                                                        Page 1
                                                                                                                                                                                     Effective: TBD

                                                                                           Support Products Firm Fixed Prices
                                                                           Mission Oriented Business Integrated Services (MOBIS)
                                                                                              Special Item Number (SIN) 874-5
CD- ROM                                 Slides                                  Workbook ( color)                      Workbook ( B&W)   Training Manual ( Color)   Training Manual ( B& W )
$10 Each                                $40 Each Set                            $0.20 Each Page                        $0.05 Each Page   $0.20 Each page            $0.05 Each page

    1.     Support product rates include the 0.75% Industrial Funding Fee (IFF) KPMG LLP will pay to GSA FSS.

GSA MOBIS Schedule                                                                                              GS-10F-0351L                                                                   Page 2

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