Corporate Structure, Personnel Qualifications, and Subcontractor Identification (C.3.3, L , H.11)

Corporate Structure, Personnel Qualifications, and Subcontractor Identification (C.3.3, L.38.2.4, H.11) AT&T has integrated the FTS-LD program organization structure into the AT&T corporate structure to ensure access to developing technologies, high visibility of program requirements, and dedicated commercial support from the corporation s highest management echelons. We have also committed to the program an exceptionally qualified professional and technical staff with the individual and collective experience on large telecommunications programs that will ensure the on-time delivery of technologically sound FTS-LD solutions and services throughout the program life. The information presented in this section fully complies with the Corporate Structure, Personnel Qualifications, and Subcontractor Identification requirements described in the RFP. The solutions described in the following paragraphs demonstrate AT&T s approach to meeting these requirements. II-4-1

4.1 Corporate Structure and Personnel Qualifications (C.3.3, L.38.2.4.1, H.11.1, H.11.2) AT&T has developed a dedicated program organization, closely aligned with our corporate structure that demonstrates straight-line authority and responsibility, and fully supports GSA s commercial and Government-unique program objectives. Experienced professionals with comprehensive skills and decision authority will staff the organization to continually move FTS-LD forward with new or enhanced services, technology and processes. 4.1.1 FTS-LD Organization Structure (L.38.2.4.1.(a)) AT&T s organization structure is designed to rapidly respond to customer needs and requirements, with maximum flexibility and best value technical, management, and business solutions that ensure on-time delivery of world-class telecommunications services to FTS-LD users. We have purposely structured our program organization with the flexibility to cooperate, coordinate, and respond to FTS-LD user requirements in a multi-vendor environment. Our solution demonstrates AT&T s ability to efficiently and reasonably manage, monitor, and administer telecommunications services, and to provide adequate resources at all times. We will use our past experience, lessons learned, and technical knowledge gained on successful Government and commercial programs to ensure the on-time delivery of the full range of FTS-LD services. The following sections describe our FTS-LD program organization in terms of areas of responsibility, flow of authority within the organization, and relationships between the various functions of the organization. AT&T s organization charts and corresponding narratives do not include reference to subsidiaries or major subcontractors. AT&T does not anticipate the use of subsidiaries or major II-4-2

subcontractors to perform the work described in the RFP. AT&T s threshold for classifying a company as a major subcontractor is any subcontractor performing the contract work. AT&T s requirements for personnel qualifications are described in section 4.1.6, Personnel Plan, in general and specifically in section 4.1.6.3, Minimum Training, Qualifying Levels and Certification. Key Personnel positions are also identified. The following discussions are supported by Figure 4.1.1-1. II-4-3

Figure 4.1.1.1-1. FTS-LD Organization Structure Our streamlined program organization responds rapidly to customer needs and requirements with flexibility and best value technical, management, and business solutions. II-4-4

4.1.1.1 Customer Service Office (CSO) The CSO encompasses our entire program organization as illustrated in Figure 4.1.1-1. The CSO serves as our Program Office for overall management, coordination, and control of FTS-LD requirements, and is assigned responsibility for meeting all CSO requirements as described in RFP Section C.3.4. A full discussion of the roles and Senior oversight for the FTS-LD program is provided by years of telecommunications experience and a firm AT&T corporate commitment to the Government marketplace in general and to FTS-LD specifically. our program team s primary interface to AT&T corporate to ensure a continuing commitment to providing technology advances and priority access to needed corporate resources in support of the Government s FTS-LD program objectives. FTS Program Executive as illustrated in Figure 4.1.1-1. The senior AT&T manager assigned to FTS-LD as illustrated in Figure 4.1.1-1. responsible for the overall performance and success of the program. The Program Manager is the focal point for communication with the Government, and is AT&T s direct interface with the Government s FTS-LD management staff. solves problems and enlists corporate support as appropriate, ensures the availability of resources, monitors program requirements and schedule progress, and exercises decision authority to meet all program requirements. In this role, the Program Manager reports to our FTS Program Executive and coordinates directly with corporate organizations for support as needed. As Program Manager, and any successors are considered key personnel. 4.1.1.2 Reserved II-4-5

4.1.1.3 Deputy Program Manager and Contractor Liaison Our Contractor s Liaison to the Government Program Management Office (PMO) is assigned to FTS-LD as illustrated in Figure 4.1.1-1. This position, as described in RFP Section C.3.3.1, will be filled by who will be responsible to the Program Manager. Additional liaison staff will be designated and trained to perform liaison activities as needed to ensure the Government has rapid access to program information and assistance. Ms. Wilder is also assigned to fulfill the role of Deputy Program Manager. The Deputy assists the Program Manager in the day-today management of the program and provides a communication channel among the various technical functions of the organization. The Deputy has the authority and the responsibility equal to that of the Program Manager to act on behalf of the corporation during any absences of the Program Manager. This position is also charged with ensuring the ongoing competitiveness of AT&T s services to FTS-LD users while monitoring and managing supplier and internal cost. Ms. Wilder is responsible for coordinating and overseeing both contract and subcontract activities, the respective managers and their teams, and AT&T s sales and marketing efforts for the program. Ms. Wilder also directs the development and delivery of all FTS-LD training. Ms. Wilder and any successors are considered key personnel. 4.1.1.4 Office of Migration, and Implementation (OMI) The Office of Migration, and Implementation (OMI) is responsible for the day-to-day leadership and oversight for all TMI activities including the coordination and completion of all relevant plans and documentation as required by the Requirements Document. Ms. Jill Ross is designated to lead the OMI and is responsible to the Program Manager. Ms. Jill Ross is responsible for establishing and managing the Office of Migration Management (OMM), and the Office of Implementation Management (OIM). The relationship of the OMI to the other major functions of the program is illustrated in Figure 4.1.1-1. The OMI works closely with each of the II-4-6

program s functional managers, especially the Customer Care Manager and the Contractor Liaison, to ensure the successful completion of each MI task. The OMI Manager and any successors are considered key personnel. 4.1.1.5 Security Our Security Manager is responsible for ensuring all National Security and Emergency Preparedness (NS/EP) requirements are met as described in RFP Section C.5. our designated Security Manager, is also charged with providing and implementing the processes necessary to deliver Network, Personnel, Physical, and Procedural Security services in support of all elements of FTS-LD. Organizationally the Security Manager reports directly to the Program Manager as illustrated in Figure 4.1.1-1. The Security Manager coordinates and works closely with each of the other functional managers. and any successors are considered key personnel. 4.1.1.6 Customer Care Our designated Customer Care Manager is who reports directly to the Program Manager as illustrated in Figure 4.1.1-1. provides overall guidance and direction to an experienced staff in the areas of service provisioning, trouble handling, billing and invoicing, and network management. The Government Solutions Service Delivery Center (GMSDC) will provide the majority of our Customer Care services. The GMSDC is staffed with an experienced team with skills that have been developed to meet the evolving needs of Government users. Government client programs that have been supported by this center include FTS2000, DCTN, DTS-C and ID 3. The Customer Care Manager coordinates and works closely with each of the other functional managers to ensure the successful implementation of AT&T s FTS-LD Customer Care. and any successors are considered key personnel. II-4-7

4.1.1.7 Technical Services and Support leads our Technical Services and Support function and is responsible directly to the Program Manager as illustrated in Figure 4.1.1-1. The Technical Services/Support manager is charged with the overall technical assurance of FTS-LD, ensuring Government PMO and Agency users fully understand CSO processes and procedures, and can maximize the use of all delivered service features. This position is responsible for the availability of a network architecture that will meet the FTS-LD technical requirements. leads planning and engineering studies and makes recommendations for technology, system and service enhancements, and upgrades. He coordinates and works closely with each of the other functional managers. and any successors are considered key personnel. 4.1.2 Relationships to Subcontractors (L.38.3.4.1 (b)) AT&T establishes a management relationship with its subcontractors that focuses on ready access to each subcontractors corporate staff. This communication channel promotes teamwork and ensures the timely delivery of telecommunications services to FTS-LD users. An essential tenet of AT&T s relationship with our subcontractors is ready access to the subcontractors corporate staffs. We require each company to designate a senior official as point of contact for escalation purposes. The interaction of the AT&T Program Manager with subcontractors is illustrated in Figure 4.1.2-1. AT&T monitors subcontractor performance as part of our overall function of management control. Monitoring is accomplished through day-to-day management contact, scheduled meetings, reports, and customer feedback. Our Deputy Program Manager, in conjunction with our Subcontracts Manager, is responsible for tasking, monitoring, and managing the delivery of FTS-LD products and services that may be assigned to II-4-8

subcontractors. This approach provides the Government with a single contractor responsible for, and responsive to, all FTS-LD program requirements. Figure 4.1.2-1. Program Manager s Relationship to Subcontractors The Program Manager s direct access to senior management levels of our subcontractors establishes the flow of authority and ensures a coordinated team effort in support of FTS-LD objectives. AT&T applies proven management procedures, developed on other Federal programs similar in size and scope to FTS-LD, to ensure clear communication between our program team management and any subcontractors. This enables AT&T to establish and maintain firm control within a cooperative team environment dedicated to the success of FTS-LD. Additional information on AT&T s approach to subcontractor identification and selection is included in section 4.2 of this management volume. 4.1.3 Interfaces Between the Government and the AT&T Team (L.38.2.4.1.(c), H.11.2) The AT&T Team has designed an FTS-LD structure that provides Government-tocontractor interfaces to facilitate task accomplishment within major program functions. Our management approach incorporates a program organization that eliminates unnecessary layers of management, thereby enhancing effective II-4-9

communications, rapid decision-making, and on-time service delivery, while still maintaining centralized responsibility and control. AT&T will provide, and maintain after award, documentation describing its corporate organization. The revised documentation will be updated of any changes to key personnel. AT&T knows from past experience that the success of a complex program depends on open communications channels at varying organization levels. We have identified these channels as we analyzed the need for information required to support rapid decision making within and between functional areas and in support of the program as a whole. Figure 4.1.3-1 illustrates the many interfaces we have planned for FTS- LD. The organizational and functional areas identified in Figure 4.1.3-1 correspond to the major organizational functions shown in Figure 4.1.1-1. Due to the integrated nature of our Program Team, any subsidiary and subcontractor staff will be authorized to interface with the Government commensurate with assigned roles and responsibilities. II-4-10

Organizational Functional Area Office of FTS Program Executive Program Manager Deputy Program Manager and Contractor Liaison Office of Migration, and Implementation (OMI) Security Customer Care Technical Services and Support 2fts144m.ppt/b/bc-jso Planned Interfaces with the Government Continuing dialog with senior Government staff on future directions of FTS in general and FTS2001 specifically Escalation point-of-contact for unresolved problems Day-to-day communication with Government FTS2001 Program Manager and PMO staff Primary point-of-contact for problems that cannot be resolved at the customer level Directly accessible to Agency FTS2001 points-of-contact to coordinate and work unique needs or issues Lead or participate in all discussions or negotiations with the Government relative to contractual matters Liaison with PMO for technical and schedule issues Act as Program Manager s representative to GSA and Agency management Participate in all discussions or negotiations with the Government s Contracting Officer relative to contractual matters Coordinate and respond to Government requests or inquiries regarding pricing Provide information and demonstrations of new services to potential users Conduct training courses for Government users, monitor and evaluate results Provide TMI status regarding progress, problems, recommendations, and resolutions at management reviews and ad hoc meetings Provide local Project Management coordination Respond to Agency needs through Migration Control Center (MCC), or Implementation Control Center (ICC) Meet with GSA and Agencies on OMI issues Interact with Government security staff and Agency users to identify potential security breaches and to implement security improvements Coordinate NS/EP, security incidents, and contingency issues Handle user complaints Respond to service order inquiries Respond to PMO/Agency billing/invoicing problems Coordinate directly with Designated Agency Representatives (DARs) Coordinate directly with user Agencies during Transition, Migration, Implementation, and Operations activities Participate in Users Forums Work with PMO/Agency staff to maximize the utilization of service functionality and features Coordinate and demonstrate service and technology enhancements Figure 4.1.3-1. Planned Interfaces Between the Government and AT&T Program Functions AT&T establishes and maintains interfaces with the Government to facilitate communication, decision making, and rapid task completion. II-4-11

4.1.4 Management Systems, Controls, Scheduling, and Escalation Procedures (L.38.2.4.1.(d)) AT&T provides the Government with management systems, controls, scheduling, and escalation procedures that have proven successful on large telecommunications programs such as GSA s FTS2000 and DOD s DCTN. These management features are tailored to meet specific FTS-LD requirements, tempered by lessons learned on earlier programs, and will ensure the on-time delivery of services to network users. AT&T has developed a set of management processes and procedures that fully support our planning, tracking, coordinating, and managing tasks as we transition, migrate, implement, and operate FTS-LD services. Our processes and procedures are based on the work breakdown approach to planning, tracking, and reporting project progress and status. We use automated tools to support our management processes and procedures to ensure current and accurate decision support information is always available to FTS-LD management staff. This proven management approach is illustrated in Figure 4.1.4-1. II-4-12

Management Systems: Automated Program Management System Transition, Migration, and Implementation Databases Evolving Automated Service Order Management System FTS2001 Task Requirements Management Controls: Baselines Work Plans Resource Estimates Metrics Monitoring Status Reporting Threshold Analysis Risk Management Escalation Issues Feedback on Lessons Learned On-Time, Quality Services Delivered to FTS2001 Users Scheduling Procedures: Multi-Level Integrated Look-Ahead Capability Modeling 8fts031m.ppt/b/abc-sw Figure 4.1.4-1. Management Systems, Controls, and Scheduling Procedures AT&T combines lessons learned with proven management procedures to successfully meet FTS-LD goals and objectives. The following sections provide a summary of the key management features, processes, procedures we use to guide all planning, installation, testing, cutover and acceptance tasks. II-4-13

4.1.4.1 Management Systems AT&T uses proven automated program management tools and systems to ensure effective management and control of each program element. These systems include such tools as Microsoft Project for overall planning, scheduling, and reporting; as well as evolving on-line systems for order management and databases used to manage Transition, Migration, Implementation, and Operations activities. AT&T s staff are experienced in the use of these types of systems on large programs such as FTS2000, DCTN, and ID 3. AT&T will use these automated tools on FTS-LD to support such operational control activities as planning and scheduling, and schedule baseline management and status reporting. Service order planning and tracking and performance reporting due date, preparation, and delivery will also be supported. 4.1.4.2 Management Controls AT&T s FTS-LD management activities are formalized and centralized in the Customer Service Office (CSO) to ensure compliance with management policies and procedures, RFP, Government and commercial standards, and FTS-LD technical, schedule, and cost requirements. AT&T s FTS-LD program structure, headed by the CSO, is designed to support ongoing controlling activities that will keep management informed of program status, trends, and potential problems. We have planned a variety of control activities such as risk management, resource and schedule control, and progress reporting to provide management with day-to-day information for analysis and decision support. These management controls will keep FTS-LD on course for each transition, migration, and implementation task and all follow-on activities and milestones. 4.1.4.3 Scheduling Procedures II-4-14

Schedule control is one of the key factors for ensuring the success of FTS-LD. We use a proven multilevel three-step approach to scheduling and schedule control. Baseline Concept Baselined schedules provide the benchmark for how AT&T measures actual progress toward FTS-LD transition, migration, implementation and the ongoing completion of operational tasks. Baselined schedules are controlled documents in the automated program management system. Approved schedules are maintained in their original and revised versions for reporting and analysis purposes. Reporting Our automated management systems provide the means for extensive and flexible progress and forecast reporting. Schedule progress of FTS-LD activities is measured by comparing actuals against planned performance. The means for making this comparison is through detailed reports that clearly portray, in tabular or graphic form, the two sets of data in easy-to-read format. Analysis Schedule control is maintained through frequent analysis of timely and accurate schedule data. This data is provided from our extensive management reporting capability in the CSO. Data is strategically selected and organized to present AT&T managers with unambiguous schedule data and information for both planned and actual performance. These three dynamic procedures baselining, reporting, and analyzing provide the AT&T Team the means to exercise continuous control of all FTS-LD schedule elements and thereby mitigate the Government s schedule risk to transition, migration, implementation, and operation activities for the life of the program. II-4-15

4.1.4.4 Escalation Procedures AT&T s proven procedures for escalating issues forces the involvement of the appropriate management level that has the authority to make decisions and commit resources, as needed, to prevent degradation in FTS-LD performance. All AT&T staff assigned to FTS-LD are instructed to report issues to our project managers or task leaders. Project managers have the authority, in coordination with the OMI and other CSO managers as appropriate, to select and implement solutions at the project or work level that do not impact schedule or technical performance, and that can be accomplished within their budget authority. When issues can be resolved within these constraints, project managers and task leaders implement the solution with the concurrence of the OMI and other CSO managers as appropriate and inform the Program Manager of actions taken and results. Issues that cannot be resolved within schedule, technical, and budget constraints at the project or work level are escalated to the appropriate CSO manager and the FTS- LD Program Manager. The project managers and task leaders are instructed to escalate serious issues immediately and elevate routine problems through regularly scheduled meetings and reports. Our Program Manager has the authority to define and implement solutions that commit the necessary technical, management, and financial resources to support service surge requirements and to maintain contractual schedule and technical performance levels. Figure 4.1.4.4-1 illustrates clear and accessible channels that our FTS-LD staff uses to escalate issues. Escalation procedures will be briefed to each individual team member to ensure early detection and assignment of the right level of management attention to the issue. Our Program Manager is responsible for communicating issue status to GSA s Program Manager and/or Contracting Officer. Issues will be II-4-16

communicated immediately if they are likely to impact FTS-LD delivery schedule or technical performance. Figure 4.1.4.4-1. Issues Escalation Procedures AT&T s established escalation procedures will get the right level of management attention. 4.1.5 Relationship of FTS-LD Team to AT&T Corporate (L.38.2.4.1.(e)) Our Program Team and corporate senior management have formed a partnership that has committed the necessary priorities and resources to ensure the full satisfaction of each telecommunication service requirement and need for the FTS- LD life cycle. In analyzing the RFP for the near term FTS-LD, AT&T also forecasted the needs and requirements of the program and its users well into the 21st century. In doing so, we concluded that AT&T s commercial Customer Care platform best ensures the Government of a technologically superior network and supporting services at the lowest life-cycle cost. This solution requires the total buy-in and integrated commitment of both Government and global commercial services operations. We have finalized these commitments and have merged the FTS-LD commercial and II-4-17

unique requirements into the planning for our evolution of services to all users. The benefits to the Government of AT&T s integrated approach to providing universal telecommunications include ongoing access to emerging technologies and services. We have established a relationship between our Program Team and our corporate officers that ensures the success of FTS-LD. As noted in Figure 4.1.5-1 our Program Manager is a single organizational level away from corporate support on a day-to-day operational basis. In reality, the Program Manager has direct access to corporate support to ensure the delivery of all routine and non-routine network and service requirements. Although the Program Manager reports administratively to our FTS Program Executive, the Program Manager has direct access to each of the corporate organizations that is responsible for delivering any portion of service to FTS-LD users. Access to these corporate resources, such as specialized service engineering, are on an as-needed basis and available at any time. In addition, the FTS-LD team has support from AT&T Laboratories, an industry leader in applied research technology with staff assigned to research and development teams. AT&T Laboratories combine creativity and outstanding technical skills into three distinct groups, each designed to enhance and advance the telecommunications products that AT&T offers its customers. The three major divisions within the Laboratories focus on Research, Applied Technology, and Internet Services. The capabilities and creative output of AT&T Laboratories are directly available to support FTS-LD needs and requirements. AT&T Government Solutions will negotiate and sign a Memorandum of Understanding (MOU) with each corporate organization that will provide support to the FTS-LD program. Agreements will define procedures for accessing corporate resources in terms of level of commitment, priorities, response times, and coordination and cooperation in evolving Government requirements and emerging commercial technologies. Figure 4.1.5-1 illustrates the relationship of our FTS-LD team to corporate resources and support. Additional II-4-18

information on AT&T capability and resources available to support FTS-LD is included in section 5.2 of this management volume. AT&T s organization charts and corresponding narratives do not include reference to subsidiaries or major subcontractors. AT&T does not anticipate the use of subsidiaries or major subcontractors to perform the work described in the Requirements Document. AT&T s threshold for classifying a company as a major subcontractor is any subcontractor performing more than of the contract work. AT&T s requirements for personnel qualifications are described in section 4.1.6, Personnel Plan, in general and specifically in section 4.1.6.3, Minimum Training, Qualifying Levels and Certification. NOTE: The threshold is consistent with the Government s definition of a major subcontractor in Requirements Document section L.38.2.5(g). II-4-19

Figure 4.1.5-1. Relationship of FTS-LD Program Structure to AT&T Corporate Structure This integration ensures clear lines of communications and high visibility of program requirements at the highest corporate levels. II-4-20

4.1.6 Personnel Plan (L.38.2.4.1 (f)) AT&T s demonstrated ability to assign an experienced, qualified program staff dedicated to exceeding the Government s expectations in the areas of program management and customer care will ensure the success of the FTS-LD program. AT&T s approach to staffing the FTS-LD program offers the Government a unique combination of skilled resources already in place today, and where necessary, augmented with commercial service experts intimately familiar with AT&T s evolving global offers. By choosing AT&T, the Government is able to immediately implement and benefit from the new FTS-LD capabilities and prices. AT&T is led by a new Chairman and CEO, C. Michael Armstrong, whose primary focus includes quick decision-making and global expansion both providing clear benefits to the Government. In addition, AT&T s Government Solutions President whose many years of experience with AT&T in areas such as international business, new business development, customer care, and sales brings fresh, innovative approaches to AT&T s largest customer base. This executive leadership, combined with a select AT&T FTS-LD management team with many years of experience in the Government marketplace, has formed a cohesive organization that plans, directs, controls, and achieves program milestones. This team offers the Government unmatched technical value in terms of voice, data, and international service. AT&T maintains a steadfast commitment to providing highly qualified staffing, in the right quantities, to support each of our Government customers, for both pre-sales and post-sales efforts. For example, AT&T maintains a force of management, sales, marketing, and technical support professionals in non-project specific assignments who are dedicated daily to satisfying the telecommunications needs of Government departments, agencies, and offices. This group of professionals include Sales II-4-21

Managers, Customer Business Managers, Account Executives, Project Managers, Marketing Managers and Specialists, and Technical Support Specialists. Each individual is assigned to a professional support team that in turn is assigned to a specific Government agency. Each member is screened and approved by AT&T s industry leading Sales and Marketing Assessment Board. Indeed, AT&T understands the critical role staffing plays in any large program. Therefore, we have developed and tailored personnel plans and procedures to meet the specific staffing needs of the FTS-LD program. Our approach to personnel planning and staffing for FTS-LD is organized as follows: Personnel Plan Matrix AT&T s overview of the key personnel proposed as a part of the FTS-LD program team Staffing Approach and Procedures AT&T s staffing approach which will ensure that all FTS-LD personnel are fully qualified to perform the required duties of the FTS-LD contract Minimum Training, Qualifying Levels, and Certification Explains how AT&T ensures all candidates are fully qualified for each job category Key Personnel AT&T s FTS-LD program leadership and management team. Key Personnel Resumes Confirms the experience capability level of our team Key Personnel Letter of Commitment demonstrates the priority AT&T places on staffing FTS-LD with the best personnel resources available. II-4-22

4.1.6.1 Personnel Plan Matrix After thoroughly reviewing the needs and requirements of the FTS-LD Requirements Document, AT&T has tailored a program team, which can best meet the unique needs of the Government. AT&T s approach to staffing the FTS-LD contract is based on the strategy of selecting the best personnel resources available from AT&T s existing Government Solutions organization, an integral part of AT&T s dynamic Global Solutions organization, and liberally augmenting them with AT&T commercial service experts to ensure the ongoing evolution of FTS-LD services, features, and Customer Care. Careful analysis of the requirements of the FTS-LD program led to the definition of an organization structure and approach that will provide a single focal point, with responsibility and authority over the entire FTS-LD, and will extend into elements of the existing FTS2000 program for coordination purposes. Key positions have been identified that AT&T considers vital to the successful implementation, transition, operation, and management of the program. In defining our key positions, we established and followed the objectives of clear and focused accountability, a tightly defined management structure, and representation of each major program function through key positions. Figure 4.1.6.1-1 provides a matrix listing of all key personnel, their Governmentrelated experience and their commitment to the FTS-LD contract. II-4-23

1 2 3 4 5 6 Figure 4.1.6.1-1. AT&T Team Key Personnel Matrix AT&T s key personnel proposed for the FTS-LD program have both the experience and education to effectively manage all technical, management, and service delivery issues for the Government. II-4-24

4.1.6.2 Staffing Approach and Procedures AT&T s identification, selection, and assignment procedures for the FTS-LD program will ensure the right professionals, with the appropriate technical and management skills, are assigned in a timely manner allowing them to deliver on schedule each of the Government s FTS-LD program requirements. AT&T is dedicated to attracting, training, and retaining personnel with the highest qualifications and potential for growth. AT&T has developed and maintained current personnel plans and procedures to ensure consistency and thoroughness in managing our dynamic workforce. Comprehensive personnel management practices are a corporate strength that AT&T is pleased to offer the Government. The following paragraphs describe AT&T s procedures for providing fully qualified personnel to perform the tasks required. Overall Staffing Approach AT&T s personnel staffing policies for FTS-LD are based on the following fundamental approaches: Leverage AT&T s existing Government Solutions pool of experienced FTS2000 staff whenever possible. Define key positions to focus attention on critical management and decision making responsibilities. Select the best personnel for each position to be filled and make assignments based on experience and performance. Develop and sustain an organizational structure that supports effective communication, has clearly defined lines of authority, and places decisionmaking authority close to the job to be done. Minimize workforce changes to ensure effective program continuity and evolution. II-4-25

Provide personnel incentives based on performance. Provide continuing education and training for program team members to keep them abreast of evolving technology. This will also support the Government s long-term goals for FTS-LD. AT&T will implement these fundamental policies as a part of the FTS-LD program and will continue to provide support through the life of the contract. Figure 4.1.6.2-1 provides an overview of AT&T s ongoing program personnel selection process. AT&T s employees are motivated to succeed through incentive programs that are specially designed for high-quality performance, customer satisfaction and understanding, and support of customer mission and objectives. A special focus of the FTS-LD effort will be to provide unmatched value in terms of advanced voice, data, and international service and feature capabilities. AT&T continues to use a performance evaluation program, together with a merit plan, to ensure fair and equitable salary treatment. Experience has shown that this pay-for-performance system retains and continually motivates top performers while encouraging others to strive for excellence and to develop skills for future recognition. All personnel actions and interfaces with employees and applicants for employment have been, and will continue to be, consistent with our collective bargaining agreements (where applicable) and nondiscriminatory with respect to the individual s origin, race, color, religion, age, sex, disability, disabled veterans, and Vietnam veteran status. II-4-26

Determine FTS2001 Skill Requirements Identify FTS2001 Personnel Candidates From Available Sources Company Resources (Outside FTS2001) Company Resources (Inside Company) External Sources Transfer Consideration Availability Notice Transfer Consideration Promotion College/ University Programs Employment Agencies Requirements Filled Promotional Assignment Replacement Planning 8fts042m.ppt/_/sw Management Direction Developmental Assignment Advertising Consultants Processing of FTS2001 Requirements Sort Code Evaluate Screen Requirement Matched to Candidate Skills Figure 4.1.6.2-1. AT&T s Staffing Approach AT&T s approach to identification, selection, and assignment of current and future employees will ensure the right professional and technical skills for each FTS-LD position. Identifying Skill-Mix Requirements and Resource Estimation Skill-mix requirements for accomplishing project tasks are determined using a combination of work breakdown planning and resource estimating. FTS-LD requirements are analyzed and needs determined by the FTS-LD program management staff based on past experience performing the same tasks on similar projects. Estimates are also based on the unique requirements related to the Government s FTS-LD program environment. In combination, each of these estimates will assist the FTS-LD program team in determining the skill levels, number of hours, and types and quantities of resources necessary to accomplish each of the FTS-LD tasks. Individual AT&T managers will be assigned the responsibility for each FTS-LD element of work identified in our work planning and, through detailed analysis, will accurately define the skill requirements needed to complete the work. The resource estimating process uses past experience on similar programs to II-4-27

determine the total anticipated resource requirements, providing a solid foundation and audit trail for cost estimating and control, and supporting resources. 4.1.6.3 Minimum Training, Qualifying Levels, and Certification AT&T is committed to providing fully qualified personnel to perform the tasks required by FTS 2001. We demonstrate our commitment in the following paragraphs as we explain minimum training, qualifying levels, and certification required for the predominant labor categories that will be assigned to the program. Minimum Training AT&T determines the minimum training required for all assignments, including FTS- LD, based on the skill set required, type and complexity of the task, and ongoing career development. AT&T places continuous focus on the application of successful project management skills. As a result, AT&T continually invests in its team by engaging these individuals in the Project Management Professional Development Program, a rigorous graduate-level curriculum developed jointly by AT&T, Educational Services Institute (ESI), and George Washington University (GWU). AT&T led the initiative to establish this structured approach to managing large integrated Federal programs. This Masters Certificate program is designed especially for AT&T professionals within services, sales, and support organizations who are assigned to manage complex projects such as FTS-LD. Many graduates of the course have made significant contributions to the success of FTS2000 while filling leadership positions on the program. This program of study is comprehensive and practical; graduates assigned to the FTS- LD program will have learned the principles and techniques of project management in realistic situations and actual program management where technical, economic, and human resources issues are merged. AT&T project managers use the latest II-4-28

versions of Windows-based project management software that do more than just scheduling. As a result, our project managers are able to track and control variables such as scope, time, cost, human resources, communications, contract administration, quality, and risk. Many of the personnel assigned to FTS-LD will have recent and relevant training and experience in performing similar tasks on FTS2000. In addition, those selected for assignment to FTS-LD will have met minimum AT&T training requirements for their skill category, such as the following courses: Products/Services of the AT&T Network Customer Service Excellence Workplace of the Future Functional Training (Voice Services, Demand Sales, Order Initiation and Tracking, Billing Inquiry and Adjustments) Complex Ordering (Inbound Services, Nodal and Data Services, SDN, Frame Relay). Qualifying Levels and Certification In addition to the key personnel proposed as a part of AT&T s FTS-LD team, three labor categories are representative of the skilled and experienced staff AT&T will select and assign to FTS-LD. The required qualifications and responsibilities of these three documented categories encompass the majority of FTS-LD tasks and are as follows: Global Service Manager (GSM) Global Project Manager (GPM) Customer Sales Support Specialist (CSSS). II-4-29

The following paragraphs provide a job summary, examples of qualifications and examples of certifications that define each of the categories. Global Service Manager (GSM) Job Summary The GSM has responsibility for managing activities in support of all services provided under contract according to established service criteria. The GSM is responsible for negotiating shared expectations among the customer, sales, and the supporting work center, and communicating those expectations to all organizations providing service to the customer. The GSM is also responsible and accountable for implementing all network services per the service criteria and is responsible for ensuring these network services are correctly implemented into the business, operational, and billing environments. The GSM serves as a single point of contact and is responsible for managing the performance of the customer s and AT&T s service commitments, per established interface agreements with sales, maintenance, provisioning, and billing. This position requires expertise and in-depth knowledge of voice and data provisioning processes and a broad working knowledge of billing, maintenance, marketing processes, and customer applications. Examples of Qualifications The GSM is required to: Provide complex life-cycle support for AT&T s global customers. Provide complex ordering and service support in either designated or dedicated customer relationships. Maintain balance between departmental, sales, and customer goals to ensure optimization with respect to resources, time schedules, and expenditures. Assess situations, using sound judgment in arriving at a decision, and assist in resolution within the spirit of any commitments. Provide life cycle support across various product lines. II-4-30

Examples of Certifications The GSM is expected to demonstrate proficiency through: On-the-job training, performance, testing, and evaluations Continuing education Attendance at formal and informal training courses. Global Project Manager (GPM) Job Summary The GPM has responsibility for implementation of all services provided under contract according to established service criteria, along with the coordination responsibility for related products. Serves as a the single point of contact on all project level activity, representing customer requirements through the conceptual, planning, implementation, and close-out phases of projects. The GPM is responsible and accountable for ensuring that AT&T network solutions are correctly implemented into the business, operational, and billing environments, via a welldefined project plan. This position requires expertise and in-depth knowledge on inbound, outbound, data, wireless and Customer Premise Equipment (CPE) provisioning processes, and a broad working knowledge of billing, marketing processes, and customer applications. Examples of Qualifications The GPM is required to: Concurrently manage multiple projects of varying complexities and sensitivities Coordinate the activities of cross-business units and interdepartmental organizations with differing goals, objectives and operating guidelines II-4-31

Positively influence current or potential customers to select service from AT&T Motivate, direct, and empower interdepartmental teams while achieving project success. Examples of Certifications The GPM is expected to demonstrate proficiency through: On the job training, performance, testing, and evaluations Continuing education Masters Certificate in Program and Project Management Project Management Professional (PMP) Certification Membership and active participation in the Project Management Institute (PMI) Attendance at formal and informal training courses Membership in, and certification from, other industry professional organizations. Customer Sales Support Specialist (CSSS) Job Summary The primary focus of this position is customer service through account (project) support. The CSSS is responsible for delivering AT&T products and services, including sophisticated voice and data communications network requirements, to Government customers. The CSSS has frequent contact with the customer and is aware of the customer s product, service, and servicing needs. The CSSS is knowledgeable of service order formatting and input, order inquiry and status, service requirements clarification, and receivables management. Examples of Qualifications The CSSS is to: II-4-32

Act as negotiator and implementor with customers for all orders or project inquiry from issuance through completion. Answer/explain all questions and inquiries relating to: products, services, features, invoices, contracts, discounts, credits, service intervals, and recurring and non-recurring charges. Investigate billing claims/disputes, calculate and issue adjustments, and reconcile billing and contract requirements. Access AT&T systems as necessary to service customer accounts. Prepare, change, or update customer records and maintain integrity of customer data. Examples of Certifications The CSSS is expected to demonstrate proficiency through: On the job training, performance, testing, and evaluations Continuing education Attendance at formal and informal training courses. Obtaining Security Clearances for Necessary Personnel The AT&T Team has provided professional security services on numerous Government contracts for more than 50 years. AT&T was recognized for excellence in providing security services by earning the Defense Investigative Service s (DIS) highest award in 1994. AT&T is equally committed to providing this same level of excellence in secure telecommunications services as we manage and satisfy each of the FTS-LD security requirements. AT&T s NS/EP Security Manager is charged with the overall responsibility for program security and will ensure that all required program team personnel receive the appropriate clearances necessary to meet the needs of the Government. The FTS-LD II-4-33

NS/EP organization, located within AT&T s CSO, will establish and manage a comprehensive FTS-LD NS/EP program, which will fully meet the Government s requirements. Full details of AT&T s NS/EP approach are provided in section 3.7, Network Security/Emergency Preparedness. Training of Key Personnel As a part of ongoing professional development, AT&T s FTS-LD key personnel and program team personnel will be provided opportunities for continual general, technical, and business leadership training through established AT&T training programs such as those listed in the following paragraphs. Ongoing training is a basic tenet of AT&T Human Resource management. Training plays an important role in the development aspect of performance management and in our employee s understanding of the AT&T Values of Our Common Bond, described in detail in section 5.3.5. Training provides the means for our employees to grow and succeed and gives a clear picture of how their efforts will benefit our Government customers. It also provides a workforce with the skills, knowledge, and motivation to ensure our corporate success into the next millennium. The education and training community is composed of many organizations dedicated to providing world-class learning to AT&T people and, in some cases, to our customers. These organizations are divided into five groups: 1. AT&T Alliance for Employee Growth and Development, Inc. 2. AT&T Business Markets Division Education and Training Organizations 3. AT&T Information Technology Services 4. AT&T Network Operations and Engineering Training 5. AT&T School of Business and Technology. Each of these organizations is committed to the success of the people throughout AT&T. Samples of major curriculum areas range from orientation courses to II-4-34

technical specialty training, and to management and leadership development. AT&T s continuing goal is to offer leading-edge education and training opportunities that match employee needs with the core competencies necessary to meet the needs of our global customers. AT&T employs state-of-the-art content, combined with professional delivery and facilities to deliver valued learning experiences, which enhance the abilities of our employees. II-4-35

4.1.6.4 Key Personnel Figure 4.1.6.4-1 illustrates AT&T s proposed FTS-LD organization. This figure identifies the Key Personnel who were selected for his or her proven technical and management expertise that is directly applicable to the FTS-LD requirements based on the aforementioned staffing approach. Together, this exceptionally well-qualified professional staff has both the individual and collective experience on large telecommunications contracts that will ensure the success of FTS-LD from contract award throughout the life of the program. Summary resumes of qualifications of the personnel designated to fill key positions are presented in section 4.1.6.5 II-4-36

Figure 4.1.6.4-1. AT&T s Proposed FTS-LD Program Organization AT&T offers the Government an FTS-LD team which possesses a unique combination of experience and expertise to meet the needs of agency end users. II-4-37

4.1.6.5 Résumés This section contains résumés for AT&T s FTS-LD management team. Appendix II- D presents the résumés submitted as part of this response. These individuals are eager to participate in this exciting program their enthusiasm is evidenced by the signed Key Personnel Letter of Commitment described in section 4.1.6.6. This experienced team will transform the existing FTS2000 program into a technologically superior network that continues to evolve over time to meet the needs of the Government. 4.1.6.6 Key Personnel Letter of Commitment AT&T is pleased to provide assurance to the Government of our commitment to assigning the best available technical and management personnel resources to FTS- LD. We have formalized our commitment in a Key Personnel Letter of Commitment to FTS-LD included as Appendix II-B to this Management Proposal. The Letter of Commitment lists the names of persons designated as Key Personnel, the Key Position proposed for assignment, and a statement of compliance with RFP Section H.11.1(b). Section 4.1 provides charts and descriptive text that clearly describe AT&T s Corporate Structure and Personnel Qualifications. Subsections have described our planned FTS-LD organization structure, functional relationships, lines of authority and responsibility, subcontractor relationships, relationship of the FTS-LD team to AT&T corporate, and our program personnel plan. AT&T is committed to implementing these plans and procedures, with built-in flexibility to adjust to the Government s evolving needs and priorities, to ensure the success of FTS-LD as evaluated by GSA and its customers the user Agencies. II-4-38