CDRL A001 deliverable — the Task Order's governing management plan, tying together scope, schedule, cost, quality, staffing, risk, and change management into a single reference for how BenefitConnect Portal Modernization is actually run day to day.
This is the document referenced (but never actually built) elsewhere in this suite as "CDRL A001 — Project Management Plan, Accepted" on the IMS — it exists here in full for the first time, alongside a companion Work Breakdown Structure that assigns tasks down to individual delivery-team members.
1. Purpose & Scope
This plan governs execution of the BenefitConnect Portal Modernization Task Order for FOPBA — a fixed-price build-and-migrate effort replacing a legacy benefits enrollment system with an ATO-authorized, Section 508-conformant citizen portal. It applies to both the Base Period (build, ATO, cutover) and the Option Period (sustainment), and is the single reference other CDRL deliverables (the IMS, the RAIDD Log, the Contract Modification Log) roll up under.
2. Project Management Approach
Delivery follows a predictive, milestone-gated approach rather than an Agile/Scrum cadence — appropriate for a fixed-price government contract where CDRL due dates and the ATO gate carry contractual weight, not just internal tracking. C. Tyrrell (Task Order PM) holds day-to-day delivery authority; D. Ferris (Deputy PM) executes CDRL submission management day to day, freeing the PM for COR/CO-facing governance work. See Program Governance for the full decision-rights model this plan operates under.
3. Schedule Management
The Integrated Master Schedule (CDRL A002) is the schedule of record, tracking milestone gates (ATO grant, production go-live) at the WBS-summary level. The companion Work Breakdown Structure decomposes that schedule down to individual task assignments for all 13 delivery-team members, including the developers, DevOps engineer, and QA testers added once realistic build capacity was worked through.
4. Cost Management
This is a Firm-Fixed-Price Task Order: the Task Order Budget is the cost baseline ($3,550,000, Base + Option), and cost management consists of tracking actuals against that baseline plus processing any Contracting-Officer-approved modifications through the Contract Modification Log — 10 mods processed to date, net +$114,000. Unlike a Cost-Plus/EVM program, FOPBA does not track contractor cost variance line-by-line; cost management here is primarily an internal Acme Federal Systems discipline.
5. Quality Management
Quality is governed by two parallel, gating compliance threads: Section 508/accessibility conformance (Section 508/VPAT, independently audited per Mod P00001) and the ATO/RMF security authorization (ATO Package). Ongoing contractor performance quality is monitored by the COR through CDRL deliverable acceptance and QASP surveillance — see QASP.
6. Staffing / Resource Management
The Resource Plan is the staffing baseline: 13 people across the Base and Option periods, split between leadership/compliance roles (PM, Deputy PM, Solutions Architect, ISSO, 508 Lead, QA Lead, BA) and delivery roles that actually build and test the system (2 Front-End Developers, 2 Back-End Developers, a DevOps/Cloud Engineer, a second QA Tester). See the WBS for how each of these 13 people's time maps to specific tasks, not just a budget line.
7. Risk Management
Risks, assumptions, issues, decisions, and dependencies are tracked in a single RAIDD Log rather than separate registers, so a risk is traceable end-to-end from identification through to whatever it turns into. R-03 (the original 7-person staffing plan having no developers) is the clearest example of a risk that was realized and directly drove a corrective decision (D-02, the Resource Plan expansion) rather than being quietly fixed with no record.
8. Communications Management
See Communications Plan for the full internal and customer-facing communication cadence, including the CDRL A007 Monthly Status Report and mandatory nonconformance notification timing.
9. Change Management
Every scope, cost, or schedule change — no matter how small — goes through a formal Contract Modification, signed by the Contracting Officer, before taking effect. See the Contract Modification Log and Contract Modification Detail pages for the full record of all 10 mods processed on this Task Order.
10. Closeout Approach
Formal closeout follows CDRL deliverable acceptance completion and Option Period expiration, reconciling final actuals against baseline in the Closeout Report, and capturing forward-looking recommendations in the Lessons Learned Register.
11. Approval
| Prepared By | C. Tyrrell, Task Order Program Manager, Acme Federal Systems |
| Accepted By | M. Whitcombe, Contracting Officer's Representative (COR) |
| CDRL Reference | A001 — Project Management Plan |