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HomeMy WebLinkAboutexhibitENTERPRISE RESOURCE PLANNING ("ERP") SOFTWARE SYSTEMS INTEGRATOR AGREEMENT BETWEEN CITY OF MIAMI AND SOLBOURNE COMPUTER, INC. THIS AGREEMENT, (hereinafter "Agreement") is made and entered into on the 30 day ortNaz-m-baL, 2004 ("Effective Date"), by and between Solbourne Computer, Inc., a Delaware corporation registered in Florida whose principal address is 1790 38th Street, Suite 300, Boulder, Colorado 80301 (hereinafter "Contractor") and the City of Miami, Florida, a municipal corporation of the State of Florida, whose principal address is 444 S.W. 2nd Avenue, 10th Floor, Miami, Florida 33130 (hereinafter "City") (the Contractor and the City being referred to hereinafter collectively as the "Parties"). WITNESSETH: WHEREAS, pursuant to Resolution No. 04-00843 adopted by the Commission of the City of Miami on July 22, 2004, the City has previously determined to purchase an enterprise resource planning ("ERP") software system from Oracle Corporation and now desires to retain services to implement and integrate such ERP software system. WHEREAS, pursuant to the provisions of Article III, City of Miami Procurement Ordinance No. 12271, of the Code of the City of Miami, the City on August 20, 2004 issued Request for Proposals No. 03-04-151 ("RFP") for consulting services from Enterprise Resource Planning Systems Integrators ("ERP-SI") to provide ERP Software implementation assistance in certain functional business areas of the City relating to finance, employee relations (human resources) budget, payroll and purchasing (collectively referred to hereinafter as the "Services"). WHEREAS, Contractor's proposal on September 15, 2004 in response to the RFP (referred to hereinafter as the "Proposal") was selected as the most qualified proposal for the provision of the Services. (The RFP and the Proposal are sometimes referred to herein, collectively, as the "Solicitation Documents", and are by this reference incorporated into and made a part of this Agreement.) WHEREAS, Contractor arid the City acknowledge the provisions of the City's Anti - Deficiency Act under Sections 18-500 through 18-502 of the City Code which require the City Commission to approve separately each fiscal year's budgeted amounts relating to the Services, and recognize that of necessity, timing and scope, the Services will require at least two phases (hereinafter "Phase I" and "Phase II", respectively) covering in addition to FY 2004-2005, at least the 2005-2006 Fiscal Year (hereinafter "FY 2004-2005" and FY 2005-2006", respectively). WHEREAS, Contractor and the City wish to provide now for the Phase I and Phase II Services and any extensions, modifications, supplementations, additions or deletions thereto, Enterprise Resource Planning Software Systems Integrator Contract RFP 003-04-151 / 7 9'1 and, accordingly, to enter into this Agreement for the Services contemplated by the Solicitation Documents under the terms and conditions set forth herein and in the Statement of Work (a copy of which is attached hereto as "Appendix A" and by this reference is incorporated into and made a part of this Agreement) . WHEREAS, the Commission of the City of Miami, by Resolution No. 04-0743, adopted on November 18, 2004 (the "Approving Resolution"), approved the selection of Contractor to provide the Services required through the RFP, approved a FY 2003-2004 funding allocation not to exceed seven million dollars ($7,000,000) to fund the Services, and authorized the City Manager to execute this Agreement under the terms and conditions set forth herein. WHEREAS, Contractor represents that the City has provided or will provide Contractor with all of the information and documentation, including but not limited to all of the information and documentation related to data conversion, interfaces and business processes, necessary for Contractor to fully understand the City's requirements and Contractor's responsibilities under the Contract Documents (as defined in Paragraph 3. herein); and WHEREAS, Contractor represents that it can provide the City with enterprise resource planning software system installation, configurations, integration, planning, implementation and project management services as more fully described in this Agreement and in the other Contract Documents (as defined in Paragraph 3 herein) ; and WHEREAS, notwithstanding the City's agreements with any Third -Party Software provider (as defined in Paragraph 1 herein), Contractor agrees to act as primary contractor for the City, with ultimate legal and financial responsibility for all aspects of the Statement of Work (as defined in Paragraph 5. herein), including but not limited to project management, Contractor's customizations of any Oracle software applications, Contractor -developed interfaces, integration and implementation services, and the System (as defined in Paragraph 1. herein) performance. NOW, THEREFORE in consideration of the foregoing recitals (all of which are adopted as an integral part of this Agreement), the promises and covenants contained herein, and other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, the Parties agree as follows: 1. Definitions. A. "Acceptance" means acceptance of a deliverable or work pursuant to Paragraph 10 herein. B. "Acceptance Criteria" means the specifications and acceptance criteria (including but not limited to functional requirements, performance levels and processing times) for the System, Deliverables and work set forth in the Contract Documents and otherwise mutually agreed to by the Parties in writing. Enterprise Resource Planning Software Systems Integrator Contract RFP H03-04-151 2 C. "Acceptance Testing Period" means the reasonable time period set forth in the Schedule (as defined in Paragraph 7. herein) or mutually agreed upon by the Parties in writing during which the City shall conduct acceptance testing. D. "Acceptance Test Procedures" means the acceptance test procedures set forth in the Contract Documents and such other procedures as the Parties mutually agree to in writing. E. "City Attorney" means the City Attorney of Miami or his authorized designee. F. "City Commission" means the Commission of the City of Miami. G. "Conditional Acceptance" means Acceptance that is subject to and conditioned upon Final Acceptance in accordance with Paragraph 10.E. Acceptance of a deliverable or work shall be understood to be Conditional Acceptance if the City determines that such deliverable or work is part of the System. H. "Confidential Information" means confidential and proprietary information of either party that is disclosed to the other party which, in the case of written information, is marked "confidential" or "proprietary" and which, in the case of information disclosed orally or stored electronically, is identified at the time of disclosure as confidential and proprietary and summarized and confirmed in writing as such by the Disclosing Party (as defined in Paragraph 17. herein) within thirty (30) days of the disclosure. Confidential Information shall not include infotniation that (i) as of the Effective Date or after the Effective Date becomes generally available to the public through no fault or breach of the Receiving Party (as defined in Paragraph 17. herein); (ii) the Receiving Party can demonstrate to have had rightfully in its possession prior to disclosure by the Disclosing Party; (iii) is independently developed by the Receiving Party without the use of any Confidential Information; or (iv) the Receiving Party rightfully obtains from a third party who has the right to transfer or disclose it. I. "Contractor Underlying Works" means Underlying Works (as defined below and as set forth in Attachment "G" hereto and as may be amended or supplemented as necessary pursuant to the terms of this Agreement) conceived, invented, created, or acquired by Contractor and all derivative works thereof that are created, invented, or conceived of by Contractor and that do not contain any Work Product. J. "Days" or "days" means business days and shall not include days on which the City is closed for business (e.g., weekends or holidays observed by the City). K. "Deliverable" means a discrete service provided by Contractor to the City as detailed in the Statement of Work. L. "Exception Report" means a report describing the nonconformity of the System, deliverable or work with the Acceptance Criteria or Contract Documents. "Final Acceptance" means the City's determination that the Enterprise Resource Planning Software Systems Integrator Contract RFP #03-04-I5I Statement of Work by Phase and all other obligations of the Contractor by Phase (with the exception of warranty obligations and obligations that survive expiration or earlier tettiiination of this Agreement) have been performed in accordance with the Contract Documents. N. "Final Acceptance Evaluation Period" means the reasonable time period mutually agreed upon by the Parties in writing during which the City shall evaluate whether or not to grant Final Acceptance by Phase. Final Acceptance for each Phase shall occur on the later of (i) the last day of the post -production period (i.e., Go -Live period) for such Phase (as described in the Statement of Work) or (ii) such time as the City determines that all Deliverables (as described in the Statement of Work) and any remaining punch list items for such Phase have been completed to the City's satisfaction. O. "Force Majeure Event" shall mean an act of God, act of governmental body or military authority, fire, explosion, power failure, flood, storm, hurricane, other natural disasters, epidemic, riot or civil disturbance, war or terrorism, sabotage, insurrection, blockade, or embargo. P. "Laws" means current and future federal, state, and local statutes, rules, regulations and ordinances, the federal and state constitutions, and the orders and decrees of any lawful authorities having jurisdiction over the matter at issue. Q. "Phase I" means from the date of execution of this Agreement to the later of approximately February 1, 2006 as described in Paragraph 5 or Final Acceptance (as described in Paragraph 1) and based on the Deliverables to be accomplished as described in Attachments A and B hereto. The parties hereto agree that such Phase I shall include its own post -production period and warranty period. R. "Phase II" means from the date of execution of this Agreement to the later of approximately June 1, 2006 as described in Paragraph 5 or Final Acceptance (as described in Paragraph 1) and based on the Deliverables to be accomplished as described in Attachments A and B hereto. The parties hereto agree that such Phase II shall include its own post -production period and warranty period. S. "Project Documentation" means any and all documentation and materials used by Contractor or its subcontractors in performance of the Contract Documents, including but not limited to training materials. T. "Proceed Against the Bond" means to demand and receive from the bonding company sufficient funds to complete the Project (as defined in Paragraph 2. herein) in accordance with the Contract Documents. U. "System" means the enterprise resource planning system to support the City's business processes, which system is comprised of the software, if any, provided by Contractor pursuant to the Contract Documents, the Third Party Software and hardware Enterprise Resource Planning Software Systems Integrator Contract RFP #03-04-151 4 purchased by the City in connection with the Project, the City's data and information, and the services required to be rendered by Contractor pursuant to the Contract Documents. V. "Third Party Software" means any and all software provided by the City in connection with the Project and the System, including but not limited to any and all software from Oracle Corporation. W. "Third Party Underlying Works" means Underlying Works conceived, invented, created, or acquired by a third party and all derivative works thereof that are created, invented, or conceived of by such third party and that do not contain any Work Product. X. "Underlying Works" means all tangible information and developments that: (i) had already been conceived, invented, created, or acquired by Contractor or third parties prior to the Effective Date and were not conceived or created for the City's use or benefit in connection with this Agreement; or (ii) were conceived, invented, created, or acquired by Contractor or third parties after the Effective Date, but only to the extent such information and developments do not constitute Work Product hereunder. An Underlying Work includes all intermediate and partial versions thereof, including all source codes and object codes with respect thereto, and all designs, specifications, inventions, discoveries, improvements, materials, program materials, software, flow charts, notes, outlines, lists, compilations, manuscripts, writings, pictorial materials, schematics, other creations, and the like, whether or not patented or patentable, subject to copyright, or otherwise protectable by applicable Laws, including any protections provided pursuant to Chapter 119, Florida Statutes, regarding public records. Y. "Work Product" means all information, computer programs (and all configurations and set-ups of any such programs and all templates reflecting same), and other developments and all intermediate and partial versions thereof, including all source code and object code with respect thereto, and all designs, specifications, inventions, discoveries, improvements, ideas, know-how, techniques, materials, program materials, software, flow charts, notes, outlines, lists, compilations, manuscripts, writings, pictorial materials, schematics, other creations, and the like, whether or not patented or patentable, subject to copyright, or otherwise protectable by applicable Laws, created, invented, or conceived: (i) for the use or benefit of the City in connection with the Contract Documents, by any Contractor or City personnel or by any other person engaged by Contractor or the City; or (ii) by any person who was an employee of the City on the Effective Date and then became an employee of Contractor or any of its subcontractors thereafter, where, although creation or reduction -to -practice is completed while the person is an employee of Contractor or such subcontractor, any portion of the same was created, invented, or conceived by such person while an employee of the City. Without limiting the generality of the foregoing, Work Product shall include (but not be limited to) all Deliverables and work provided pursuant to the Contract Documents. 2. Contractor Duties. The Contractor shall furnish all materials and perform all of the services for: Materials and services relating to the Request for Proposal for an Enterprise Enterprise Resource Planning Software Systems Integrator Contract RFP #03-04-151 5 Resource Planning System Integrator for the City of Miami, Florida, in full and complete accordance with the Contract Documents ("Project"). 3. Contract Documents. The contract between the Parties consists of the Contract Documents which are this Agreement (including the Statement of Work in Appendix A and each and all of Appendices A through I attached hereto and made a part of this Agreement) and the following subordinate documents, but only to the extent provided below: A. To the extent it is not in conflict or inconsistent with this Agreement, the City of Miami Request for Proposals for Enterprise Resource Planning System Integrator (RFP No. 03-04-151), dated August 20, 2004 ("RFP"); and B. To the extent it is not in conflict or inconsistent with this Agreement, Contractor's Proposal for City of Miami for Enterprise Resource Planning System Integrator Request for Proposal Number 03-04-151, dated September 15, 2004 ("Contractor' s Proposal"). 4. Term. This Agreement shall commence upon the Effective Date and, unless earlier terminated as provided herein, shall remain in full force and effect until Final Acceptance pursuant to Paragraph 10.E., the expiration of all warranty periods and the satisfactory completion of all warranty related work and shall cover the duration of each Phase of the project as set forth in the Statement of Work ("Tenn"). The City shall have the option to extend this Agreement for convenience. 5. Statement of Work and Phases. Contractor shall perform the statement of work set forth in Appendix A ("Statement of Work") in accordance with the Contract Documents. Notwithstanding the City's agreements with any Third -Party Software providers, Contractor shall act as primary contractor for the City, with ultimate legal and financial responsibility for all aspects of the Statement of Work, including but not limited to project management, Contractor's customizations of any Oracle software applications, Contractor -developed interfaces, integration and implementation services. 6. Assumptions. The Parties' obligations set forth in the Contract Documents are subject to the assumptions set forth in the Statement of Work in Appendix A. 7. Schedule. Contractor shall perform the Statement of Work in accordance with the schedule for Phases I and II set forth in Appendix B ("Schedule"). The Schedule may be revised only pursuant to the written agreement of the Parties. The cure periods provided to Contractor in this Agreement shall not alter the Schedule unless otherwise agreed to in writing by the City. 8. Contract Price. Provided Contractor faithfully performs its obligations contained in the Contract Documents and subject to the other terms and conditions of this Agreement (including but not limited to the City's right to make equitable adjustments in the Contract Price pursuant to Paragraphs 10. and 11.), the City hereby agrees to pay Contractor the fees set forth in Appendix C, at the times, in the manner and subject to hold -backs per Deliverables, all as set Enterprise Resource Planning Software Systems Integrator Contract RFP #03-04-151 6 forth in Appendix C ("Contract Price"). The Contract Price shall be six million, seven hundred and ninety-five thousand dollars ($6,795,000). The hold -backs shall be retained and released on a case -by -case basis for each Deliverable by Phase upon Final Acceptance of each Deliverable. Hold -backs shall be ten per cent (10%) per Deliverable. The Contract Price shall be inclusive of all out-of-pocket expenses (including but not limited to transportation, hotels, and meals). The Contract Price may be increased only in strict accordance with Paragraph 12. herein. Without limiting the generality of the foregoing, Contractor shall be solely responsible for all payments to subcontractors and partners that provide services or materials (including but not limited to software) in connection with the Contract Documents. 9. Intellectual Property and Software Provided by Contractor. A. The parties understand that this Agreement is subject to the provisions, limitations and exceptions of Chapter 119, Florida Statutes, regarding public records. The parties agree that all Work Product produced by Contractor pursuant to the Contract Documents are "works made for hire" as defined by the United States Copyright Act, and all Work Product shall be the property of the City. Contractor shall promptly and fully disclose and deliver all Work Product to the City, in writing and (with respect to computer programs) in both source code and object code form and with all available user manuals and other documentation, as requested by the City. Contractor shall execute and deliver any and all patent, copyright, or other applications, assignments, and other documents that the City requests for protecting the Work Product, whether in the United States or any other country. The City shall have the full and sole power to prosecute such applications and to take all other action concerning the Work Product, and Contractor shall cooperate, at the City's expense, in the preparation and prosecution of all such applications and in any legal actions and proceedings commenced by the City against third parties concerning such third parties' infringement of the Work Product. Contractor shall provide to the City, on a quarterly basis, a written report with appropriate information to enable the City to pursue all intellectual property registrations or other protections for the City's interests in the Work Product. Upon expiration or earlier termination of this Agreement, Contractor shall deliver to the City any and all Work Product not previously delivered. If for any reason, the Work Product is deemed not to be a "work made for hire", then Contractor agrees to assign to the City all rights to said Work Product pursuant to this paragraph. B. Notwithstanding anything to the contrary contained in the Contract Documents, including but not limited to this Paragraph 9., Contractor shall be the sole and exclusive owner of all Contractor Underlying Works as set forth in Appendix G. Contractor shall specifically designate in writing in Appendix G, and any supplements or amendments thereto as may become necessary from time to time during the Term of this Agreement, any of its Contractor Underlying Works for which Contractor believes it has an exception to public disclosure pursuant to Chapter 119, Florida Statutes. Contractor shall provide to the City, as part of the Statement of Work, a copy (including source code and all technical documentation) of, and hereby grants to the City and (for purposes of their providing services to the City) any third -party service Contractors engaged by the City, a perpetual, irrevocable, non-exclusive, royalty -free, fully -paid, worldwide license to use, copy and modify all Contractor Underlying Works (and all updates, enhancements, customizations, and Enterprise Resource Planning Software Systems Integrator Contract RFP #03-04.151 7 improvements thereto provided by Contractor during the Term) in connection with the conduct of the City's business. The City shall own all Work Product produced by the Contractor Underlying Works, including but not limited to, work flows, business processes, training materials and any other Deliverables agreed to in the Statement of Work. C. Notwithstanding anything to the contrary contained in the Contract Documents, including but not limited to this Paragraph 9., the sole and exclusive owner of any Third Party Underlying Works shall be the applicable third party; provided, however, that Contractor shall not implement or utilize any Third Party Underlying Works in connection with performance of the Contract Documents unless the Third Party Underlying Works are commercially available or Contractor shall have caused such third party to agree to grant to the City and (for purposes of their providing services to the City) any third party service Contractors engaged by the City, at Contractor's expense unless otherwise provided in this Agreement, a perpetual, irrevocable, non- exclusive, royalty -free, fully -paid, worldwide license to use, copy and modify the Third Party Underlying Works (and all updates, enhancements, customizations, and improvements thereto provided by Contractor during the Term) in connection with the conduct of the City's business. The City shall own all Work Product produced by the Third Party Underlying Works, including but not limited to, work flows, business processes, training materials and any other Deliverables agreed to in the Statement of Work. D. The City shall have the right to copy Project Documentation for the City's internal purposes. 10. Acceptance. A. The City shall have the right to review and accept or reject the System and all Deliverables and work to be performed or provided by Contractor under the Contract Documents, pursuant to the methodology set forth in this Paragraph 10. All of Contractor's notifications to the City pursuant to this Paragraph 10. shall be made using the Acceptance Transmittal Form attached hereto as Appendix D. B. Upon Contractor's notification to the City that Contractor has completed any deliverable identified in the Statement of Work or that is otherwise required to be delivered by Contractor pursuant to the Contract Documents, the City shall begin testing the deliverable using the Acceptance Test Procedures. Such testing shall be conducted to deteimine whether such deliverable conforms to the Acceptance Test Criteria. After the City has completed such testing or upon expiration of the Acceptance Testing Period, the City shall notify Contractor in writing either that: (i) the deliverable conforms to the Acceptance Criteria and that Acceptance or Conditional Acceptance of such deliverable has occurred; or (ii) the deliverable does not conform to the Acceptance Criteria. Since Contractor will be implementing the System in Phases (as described in the Statement of Work), acceptance testing will be conducted (at a minimum) during the validation phase for each Phase, prior to post -production (i.e., Go -Live) for each Phase, and as part of System integration. Acceptance of Deliverables related to validation, post - production and integration, as well as acceptance of other Deliverables that the City determines are part of the System, shall be Conditional Acceptance. Enterprise Resource Planning Software Systems Integrator Contract RFP 803-04-151 8 8 C. If the City determines that a deliverable does not conform to the Acceptance Criteria, the City shall promptly deliver to Contractor an Exception Report. Contractor shall promptly investigate the nonconformities and shall correct such nonconformities within thirty (30) days of receipt of the Exception Report or, if the nonconformities are incapable of cure within such thirty (30) day period, Contractor shall present the City, within such 30-day period, a mutually agreeable plan to cure such nonconformities within a reasonable amount of time. Upon Contractor's notice to the City that Contractor has so cured such nonconformities, the City shall re -test the defective deliverable in accordance with the Acceptance Test Procedures and Acceptance Criteria within the Acceptance Testing Period. If the City determines that the nonconformities have not been cured, the City shall promptly deliver to Contractor a second Exception Report and Contractor shall have a second cure period of ten (10) days (from the date of receipt of the second Exception Report), or, if the nonconformities are incapable of cure within such ten (10) day period, Contractor shall present the City, within such ten (10) day period, a mutually agreeable plan to cure such nonconformities within a reasonable amount of time. If Contractor fails to cure any nonconformity before the end of the second cure period referenced above, or if the Parties have not agreed on a plan to cure a nonconformity within a reasonable amount of time beyond the thirty (30) day or ten (10) day cure period provided above (in the case of nonconformities not capable of cure within the thirty (30) day or ten (10) day cure period), the City may, in addition to and without limiting its other rights and remedies: (i) accept the nonconforming deliverable and reach an agreement with Contractor on an equitable adjustment to the Contract Price to reflect the reduced value, if any, of such deliverable; or (ii) if the Parties are unable to reach an agreement on an equitable adjustment within thirty (30) days of the end of the second cure period, terminate this Agreement and Proceed Against the Bond. D. To the extent that any work required to be performed by Contractor pursuant to the Contract Documents does not result in the development of a deliverable subject to testing as stated above, the Acceptance Test Procedures shall consist of Contractor's notification to the City that Contractor has completed such work and the City's verification that such work has been perfoinied in accordance with the Contract Documents. After the City has completed its review of such work or upon expiration of the review period mutually agreed upon by the Parties in writing, the City shall either notify Contractor of Acceptance or Conditional Acceptance of such work or notify Contractor that there are nonconformities in such work. If the City determines that there are any nonconformities, the City shall promptly deliver to Contractor an Exception Report. Contractor shall cure such nonconformities within thirty (30) days of receipt of the Exception Report or, if the nonconformities are incapable of cure within such thirty (30) day period, Contractor shall present the City with a mutually agreeable plan to cure such nonconformities within a reasonable amount of time. Upon Contractor's notification to the City that Contractor has so cured the nonconformities, the City shall once again review whether the nonconformities have been cured. If the City determines that the nonconformities have not been cured, the City shall promptly deliver to Contractor a second Exception Report describing the remaining nonconformities and Contractor shall have a second cure period of ten (10) days (from the date of receipt of the second Exception Report), or, if the nonconformities are incapable of cure within such ten (10) day period, Contractor shall present the City, within such ten (10) day period, a mutually agreeable plan to cure such nonconformities within a reasonable amount of time. If Contractor fails to cure any nonconformity before the end of the second cure period Enterprise Resource Planning Software Systems Integrator Contract RFP 1103-04-151 9 referenced above, or if the Parties have not agreed on a plan to cure a nonconformity within a reasonable amount of time beyond the thirty (30) day or ten (10) day cure period provided above (in the case of nonconformities not capable of cure within the thirty (30) day or ten (10) day cure period), the City may, in addition to and without limiting its other rights and remedies: (i) accept the nonconforming work and reach an agreement with Contractor on an equitable adjustment to the Contract Price to reflect the reduced value, if any, of such work; or (ii) if the Parties are unable to reach an agreement on an equitable adjustment within thirty (30) days of the end of the second cure period, terminate this Agreement and Proceed Against the Bond. E. Upon Contractor's notification to the City that Contractor has completed the Statement of Work and all other work that is required to be performed by Contractor pursuant to the Contract Documents, including but not limited to all Deliverables and work subject to Conditional Acceptance and all punch list items, the City shall evaluate whether the Statement of Work and all other obligations of Contractor have been performed in accordance with the Contract Documents. After the City has completed such evaluation or upon expiration of the Final Acceptance Evaluation Period, the City shall notify Contractor in writing that Final Acceptance has or has not occurred. If the City does not grant Final Acceptance, the City shall promptly deliver to Contractor an Exception Report describing the remaining nonconformities and Contractor shall have a cure period of thirty (30) days (from the date of receipt of the Exception Report), or, if the nonconformities are incapable of cure within such thirty (30) day period, Contractor shall present the City, within such thirty (30) day period, a mutually agreeable plan to cure such nonconformities within a reasonable amount of time. If Contractor fails to cure any nonconformity before the end of the above -referenced cure period, or if the Parties have not agreed on a plan to cure a nonconformity within a reasonable amount of time beyond the thirty (30) day cure period provided above (in the case of nonconformities not capable of cure within the thirty (30) day cure period), the City may, in addition to and without limiting its other rights and remedies: (i) accept the nonconforming System, deliverable, or work and reach an agreement with Contractor on an equitable adjustment to the Contract Price to reflect the reduced value, if any, of such System, deliverable or work; or (ii) if the Parties are unable to reach an agreement on an equitable adjustment within thirty (30) days of the end of the above -referenced cure period, terminate this Agreement and Proceed Against the Bond. F. If the amount of any equitable adjustment provided for in this Paragraph l0exceeds the amount of the Contract Price owed to Contractor by the City at the time the equitable adjustment is made, Contractor shall pay the City within sixty (60) days (of the date the equitable adjustment is made) the amount such equitable adjustment exceeds the amount owed to Contractor. G. Neither Acceptance nor Conditional Acceptance of any deliverable or work shall prejudice the City's right to deny Final Acceptance pursuant to Paragraph 10.E. herein. Moreover, Final Acceptance shall not limit Contractor's warranty obligations pursuant to Paragraph 11. H. Contractor shall be solely responsible for ensuring that the System and all Enterprise Resource Planning Software Systems integrator Contract RFP #03-04-151 10 10 Deliverables and work conform to the Acceptance Criteria and Contract Documents and for correcting any nonconformities in Contractor's Deliverables and Contractor's work under the Statement of Work. I. Nothing contained in this Paragraph 10. shall be construed as limiting the circumstances in which the City may Proceed Against the Bond. 11. Warranties. A. Contractor warrants that the services required to be performed by Contractor pursuant to the Contract Documents will be performed in a professional and workmanlike manner consistent with industry standards reasonably applicable to the performance of such services. If the City discovers a breach of this warranty and so notifies Contractor in writing stating in reasonable detail the nature of the breach within one hundred and fifty (150) days after the delivery of the breaching services to the City, Contractor shall correct or re -perform such services as necessary to cause them to comply with this warranty. Such correction or re -performance shall be completed within thirty (30) days of receipt of notice of the breach of warranty or, if such breach is incapable of cure within such thirty (30) day period, Contractor shall present the City, within such thirty (30) day period, a mutually agreeable plan to cure the breach within a reasonable amount of time. If Contractor fails to cure a nonconformity on or before the end of the above referenced cure period, or if the Parties have not agreed on a plan to cure a nonconformity within a reasonable amount of time beyond the thirty (30) day cure period provided above (in the case of nonconformities not capable of cure within the thirty (30) day cure period), the City may, in addition to and without limiting its other rights and remedies: (i) reach an agreement with Contractor on an equitable adjustment in the Contract Price to reflect the City's damages, if any, associated with such breach of warranty; or (ii) if the Parties are unable to reach an agreement on an equitable adjustment within thirty (30) days of the end of the cure period, terminate this Agreement and Proceed Against the Bond. B. Contractor warrants that for a period of one hundred and fifty (150) days after "Go Live" per each Phase after the System is placed into production and is processing actual transactions, the System, Deliverables and work identified in the Statement of Work for each Phase or otherwise required to be delivered by Contractor pursuant to the Contract Documents shall continue to conform to the Acceptance Criteria and Contract Documents so that Phase I Deliverables continue to operate properly throughout Phase II. However, in the event that a failure of the System, Deliverable or work to conforming to the Acceptance Criteria in Phase I, is caused by integration of additional software products during Phase II of the project, the warranty shall be in force through the Phase II warranty period. Contractor shall cure all nonconformities within thirty (30) days of receipt of notice of such nonconfo►inities or, if such nonconformities are incapable of cure within such thirty (30) day period, Contractor shall present the City, within such 30-day period, a mutually agreeable plan to cure such nonconformities within a reasonable amount of time. If Contractor fails to cure any nonconformity on or before the end of the above - referenced cure period, or if the Parties have not agreed on a plan to cure a nonconformity within a reasonable amount of time beyond the thirty (30) day cure period provided above (in the case of nonconformities not capable of cure within the thirty (30) day cure period), the City may, in addition to and without limiting its other rights and remedies: (i) accept the nonconforming System, deliverable or work and reach an agreement with Contractor on an equitable adjustment Enterprise Resource Planning Software Systems Integrator Contract RFP 403-04-151 11 in the Contract Price to reflect the reduced value, if any, of such System, deliverable or work; or (ii) if the Parties are unable to reach an agreement on an equitable adjustment within thirty (30) days of the end of the cure period, terminate this Agreement and Proceed Against the Bond. C. The City's use, operation and maintenance of the System, Deliverables and work during the above -referenced warranty periods shall not void the warranties or otherwise affect Contractor's obligations under this Paragraph 11. If Contractor determines to the City's satisfaction that the failure of the System, deliverable or work to conform to the Acceptance Criteria or Contract Documents was caused by an action of the City (e.g., by a City modification), the City shall reimburse Contractor for the reasonable costs incurred by Contractor to make such determination, according to the rate schedule set forth in Appendix D. In the event that the City requests Contractor to remedy a failure of the System, Deliverable or work to conform to the Acceptance Criteria, under the terms of this warranty section, and it is mutually determined that the System does conform to the Acceptance Criteria, the City shall reimburse Contractor for the reasonable costs incurred by Contractor to make such determination, according to the rate schedule set forth in Appendix D. In the event that Contractor determines to the City's satisfaction that the failure of the System, deliverable or work to conform to the Acceptance Criteria or Contract Documents was caused by an action of the City and the City elects to have Contractor correct the nonconformity, the Contract Adjustment procedures set forth in Paragraph 12. shall be followed by the Parties. Unless Contractor determines to the City's satisfaction that the failure of the System, deliverable or work to conform to the Acceptance Criteria was caused by an action of the City (i.e., in the event that such failure is due to any cause whatsoever other than an action of the City), Contractor shall be solely responsible for fulfilling its warranty obligations pursuant to this Paragraph 11. The City's installation of any hardware or software patches, fixes or service packs required in writing by Contractor (e.g., required in order to maintain indemnity protection or required in order for maintenance to continue to be provided) shall not be considered actions of the City for purposes of this Paragraph 11.C. and Contractor shall be solely responsible for curing all nonconfo►iiiities caused by the City's installation of any hardware or software patches, fixes or service packs required in writing by Contractor. D. If the amount of an equitable adjustment provided for in this Paragraph 11 exceeds the amount of the Contract Price owed to Contractor by the City at the time the equitable adjustment is made, Contractor shall pay the City within sixty (60) days (of the date the equitable adjustment is made) the amount such equitable adjustment exceeds the amount owed to Contractor. E. Nothing contained in this Paragraph 11. shall be construed as limiting the circumstances in which the City may Proceed Against the Bond. 12. Contract Adjustments. A. Either party may propose additions, deletions, or modifications to the Statement of Work ("Contract Adjustments") in whatever manner such party determines to be reasonably necessary for the proper completion of the Project. Proposals for Contract Adjustments shall be submitted to the non -requesting party on a form provided by the City and substantially similar to the Contract Adjustment Request Form attached hereto as Appendix E. Enterprise Resource Planning Software Systems Integrator Contract RFP #03-04-151 12 Contract Adjustments shall be effected through written amendments to the Contract Documents, signed by authorized representatives of the Parties ("Change Orders"). B. Notwithstanding the foregoing, the City shall have the right to terminate this Agreement if Contractor and the City fail to reach an agreement on a Contract Adjustment or a change in the Contract Price or Schedule associated with a Contract Adjustment, within thirty - days (30) of the City's proposal of a Contract Adjustment. C. There shall be no adjustment of the Contract Price or Schedule due to any Contract Adjustment made necessary or appropriate as a result of the mismanagement, improper act, or other failure of Contractor or its employees, agents or subcontractors to properly perform their obligations and functions under the Contract Documents. D. Notwithstanding anything to the contrary contained in the Contract Documents, there shall be no change in the Contract Price except pursuant to a Change Order duly executed by both Parties. E. Notwithstanding anything to the contrary contained in the Contract Documents, there shall be no change in the Schedule except pursuant to the written agreement of the Parties. 13. Indemnification. A. Contractor shall defend at its expense, pay on behalf of, hold harmless and indemnify the City, its officers, employees, agents, elected and appointed officials and volunteers (collectively, "Indemnified Parties") from and against any and all claims, demands, liens, liabilities, penalties, fines, fees, judgments, losses and damages (whether or not a lawsuit is filed) including, but not limited to, costs, expenses and attorneys' and experts' fees at trial and on appeal, for damage to property or bodily or personal injuries, including death at any time resulting therefrom, sustained by any person or persons, which damage or injuries are alleged or claimed to have arisen out of , resulted from, or in connection with, in whole or in part, directly or indirectly: (i) The performance or nonperformance of, or any errors in the services and/or requirements contemplated by the Contract Documents (including changes, modifications, supplements, and amendments thereto) by Contractor, its employees, agents, representatives, or subcontractors; or (ii) The failure of Contractor, its employees, agents, representatives, or subcontractors to comply and conform with all applicable Laws; or (iii) Any negligent act, any default or any omission (whether active or passive)of Contractor, its employees, agents, representatives, or subcontractors, whether or not such Enterprise Resource Planning Software Systems integrator Contract RFP #03-04-151 13 negligence is claimed to be either solely that of Contractor, its employees, agents, representatives, or subcontractors, or to be in conjunction with the claimed negligence of others, including that of any of the Indemnified Parties; or (iv) Any reckless or intentional wrongful act or omission of Contractor, its employees, agents, representatives, or subcontractors; or Any and all liabilities which may be asserted by any former employee of Contractor or any of its agents, representatives, or subcontractors. These indemnifications shall be interpreted to comply with Sections 725.06 and/or 25.08, Florida Statutes, as applicable. B. If the City promptly notifies Contractor in writing of a claim against any of the Indemnified Parties that any Underlying Work or Work Product infringes a presently existing United States patent, copyright, trademark or trade secret, Contractor will defend such claim at its expense and will pay any costs and damages that may be finally awarded against such Indemnified Parties. If any such Underlying Work or Work Product is, or in Contractor's opinion is likely to be, held to constitute an infringing product, Contractor shall at its expense and option either (a) procure the right for the City to continue using it, (b) replace it with a non -infringing equivalent, (c) modify it to make it non -infringing, or (d) accept return of such Underlying Work or Work Product and refund to the City the fees paid for such Underlying Work or Work Product. If Contractor becomes aware of activities of the City, which in Contractor's opinion would constitute misuse or modification by the City of an Underlying Work or Work Product, it will immediately give the City written notice of same. C. The City shall promptly notify Contractor in writing of any claim against any of the Indemnified Parties of which the foregoing indemnification relates, and shall cooperate with Contractor in the defense thereof. Contractor shall have the right to control the defense of any claim subject to indemnification. Contractor also shall have the right to settle any such claim provided that Contractor pays the entire amount of such settlement and there is no finding of fault, nor obligation created, against the Indemnified Parties. In the event that Contractor wishes the City to contribute monies to a settlement, Contractor shall provide the City Attorney with a written request to so contribute along with an explanation of why Contractor recommends settlement and the amount of the settlement that shall be paid by Contractor. In no event shall the City be required to pay or contribute to any settlement without City Commission approval of such settlement, which approval may be withheld at the City Commission's sole discretion. In no event shall Contractor bring any action against the City in any way related to the City Commission's failure to approve a settlement or contribute monies to a settlement. 14. Performance and Payment Bond. A. Contractor shall provide and keep in force throughout the Term a performance and payment bond ("Bond"), in a form substantially similar to the form attached hereto as Appendix F, as security for the faithful performance of the Contract Documents and as security for the payment of all persons performing labor or furnishing materials in connection with the Contract Documents. The Bond shall be current and in compliance with the Contract Enterprise Resource Planning Software Systems Integrator Contract REP #03-04-151 14 Documents at all times during the Term and in a penal sum equal to one hundred percent (100%) of the Contract Price, plus any increases in the Contract Price made by an amendment to the Contract Documents. Any increase in the penal sum of the Bond made necessary by an increase in the Contract Price shall be made at Contractor's expense by a replacement bond or by a duly executed rider to the existing bond, in a form acceptable to the City. B. The failure of Contractor to fully comply with the terms and conditions of this Paragraph 14. shall give the City, in addition to its other rights and remedies, the right to withdraw the notice of intent to award this Agreement or to terminate this Agreement forthwith, without the need for providing Contractor advance notice or an opportunity to cure. C. The Bond provided to the City shall be duly issued by an insurer or corporate surety which: (i) Is authorized to conduct insurance business in the State of Florida; (ii) Holds a currently valid certificate of authority by the U.S. Department of Treasury pursuant to 31 U.S.C. §§ 9304-9308; and (iii) Has no less than a "A-" Financial Rating and a Financial Size Category of "Class VIII" or higher according to the most current edition of Best's Insurance Reports. D. In the event that this Agreement is terminated prior to the expiration of the Term and notwithstanding anything to the contrary contained in this Agreement, Contractor shall keep the Bond in full force and effect and in compliance with the Contract Documents until such time as the City notifies Contractor in writing that there are no outstanding issues between the Parties related to such termination and that the City no longer requires Contractor to maintain the Bond. 15. Insurance. A. Contractor, at its expense, shall keep in force and at all times maintain during the Term the minimum types and amounts of insurance coverage as provided below: (i) Professional Liability/Errors and Omissions liability insurance coverages appropriate to Contractor's profession with (a) a minimum limit of One Million Dollars ($1,000,000) per occurrence and (b) a minimum general aggregate limit of Two Million Dollars ($2,000,000) . The deductibles on such coverages shall not exceed ten percent (10%) per coverage. If coverage is on a "Claims Made" basis, it must include the Retro date of coverage. The City is required to benamed as an additional insured on such policies. (ii) Commercial general liability insurance, in occurrence form with the following minimum limits. This insurance shall cover contractual liability under the Contract Documents, bodily injury and property damage. Endorsements are required. The City of Miami shall be named as an additional insured, Contractors employees shall be included as insureds, and such policy shall include a waiver of subrogation and independent contractor coverages. Enterprise Resource Planning Software Systems Integrator Contract RFP #03-04-151 15 (a) Per Occurrence: $ 1,000,000 (b) General Aggregate: $ 2,000,000 (c) Personal&Adv. Injury $ 1,000,000 (d) Prod/Completed $ 1,000,000 Operations (iii) Automobile liability insurance in the minimum amount of $1,000,000 for any one accident. Coverage shall include bodily injury and property damage arising out of ownership or use of any automobile, including owned, non -owned, borrowed, and hired automobiles and employee non -ownership use. Endorsements are required and the City of Miami shall be included as an additional insured. Contractor's employees shall be included as insureds. Such policy shall include a waiver of subrogation. (iv) For Workers' Compensation coverage, the City shall be listed as a certificate holder. Workers' Compensation coverage and limits as required by State of Florida law and an Employers' Liability policy in the following minimum limits: (a) Each Accident: (b) Per Employee: (c) All diseases: $ 100,000 $ 100,000 $ 500,000 B. Contractor shall provide the City with Certificate(s) of Insurance on all the policies of insurance and renewals required pursuant to this Agreement. All policies/certificates of insurance and renewals required pursuant to this Agreement shall reference "City of Miami RFP No. 03-04-151 for ERP Software System Integrator". Prior to the execution of this Agreement, all certificates of insurance shall be provided on standard ACORD forms to the City of Miami, Purchasing Department, 444 S.W. 2"d Avenue, 6th Floor, Miami, Florida 33130. C. All the insurance policies required to be obtained by Contractor pursuant to this Agreement, except for Workers' Compensation, shall name the Indemnified Parties as additional insureds and provide contractual liability covering the obligations assumed by Contractor pursuant to the Contract Documents. All insurance policies shall provide for the assumption and conducting of the Indemnified Parties' defense, at no cost or expense to the Indemnified Parties. D. All certificates shall indicate that the City, whether as an additional insured or as a certificate holder, shall be notified in writing of any modification, reduction, cancellation or substantial change in a policy or policies at least thirty (30) days prior to the effective date of said action. E. Insurance companies furnishing insurance coverage required by this Agreement must be licensed and authorized to do business under the laws of the State of Florida, have no less than an "A" as to financial strength, and no Tess that "Class X" as to financial strength, by the most current edition of Best's Key Rating Insurance Guide or Enterprise Resource Planning Software Systems integrator Contract RFP 403-04-151 16 acceptance of insurance company which holds a valid Florida Certificate of Authority issued by the State of Florida, Department of Insurance, and are members of the Florida Guarantee Fund. F. The Contractor waives any right to recover against the Indemnified Parties for any claims covered by the Contractor's policies of insurance. This provision is intended to waive fully, and for the benefit of the Indemnified Parties, any rights or claims which might give rise to a right of subrogation in favor of any insurance carrier. G. Contractor shall ensure that all subcontractors that perform any work related to the Contract Documents keep in force and maintain at all times during the Term insurance in the types and amounts set forth in this Paragraph 15. and otherwise comply with the terms and conditions of this Paragraph 15. related to such insurance, including, without limitation, naming the Indemnified Parties as additional insureds pursuant to Paragraph 15.C. The City may, but shall not be required to, waive or modify a subcontractor's insurance requirements set forth above upon written request of the Contractor. H. In the event that this Agreement is terminated prior to the expiration of the Term and notwithstanding anything to the contrary contained in this Agreement, Contractor shall keep the insurance required pursuant to this Paragraph 15. in full force and effect and in compliance with this Paragraph 15. until such time as the City notifies Contractor in writing that there are no outstanding issues between the Parties related to such termination and that the City no longer requires Contractor to maintain such insurance. I. If any insurance certificates are schedule to expire during the Term of this Agreement, Contractor shall be responsible for submitting new or renewed insurance certificates to the City at a minimum of ten (10) calendar days in advance of such expiration. In the event that any expired certificates are not replaced with new or renewed certificates which cover the remaining Term of this Agreement, (i) the City shall suspend this Agreement until such time as the new or renewed certificates are received by the City. (ii) the City may, at its sole discretion, terminate this Agreement for cause and seek re -procurement damages from Contractor in conjunction with the violation of the terms and conditions hereof. 16. Personnel. A. Contractor shall assign specific qualified individuals to certain key roles ("Key Personnel") as designated in the Statement of Work. All Key Personnel shall be assigned to the Project on a full time basis (unless otherwise provided in the Statement of Work) and Contractor shall not, without the City's prior written consent, (i) undertake any action with respect to any Key Personnel resulting in the alteration or reduction of time expended by such Key Personnel on their roles in the Project, or (ii) transfer, reassign, redeploy or otherwise remove any Key Personnel from the Project; provided, however, that removal of any Key Personnel due to their Enterprise Resource Planning Software Systems Integrator Contract RFP t103-04-151 17 incapacity, voluntary termination, termination or termination for just cause shall not constitute a violation of this Paragraph 16.A. If any of the Key Personnel are incapacitated, voluntarily terminate their employment or are terminated due to reduction in workforce or for just cause, Contractor shall, within five (5) days, replace such person with another person approved by the City and that is at least as well qualified as the person who initially performed that person's role. For purposes of this Paragraph 16.A., the movement of any Key Personnel from the employ of Contractor to an affiliate or subcontractor of Contractor shall be considered a reassignment requiring the City's consent and not a cessation of employment. Contractor shall maintain detailed written succession plans to ensure an orderly succession for any Key Personnel that are replaced and shall conduct replacements in accordance with such plans at Contractor's expense. The succession plans shall provide for a transition period of at least two (2) weeks during which time any Key Personnel being replaced shall, at Contractor's expense, familiarize their replacement(s) with the work required to be performed by the replacement(s). Upon request, Contractor shall make the succession plans available to the City. If any change in Key Personnel causes a delay in the Project, Contractor shall be solely responsible for any and all increased costs associated with such change, whether such increased costs are incurred by Contractor or the City. B. The City reserves the right to require Contractor to replace any persons performing work on the Project, including but not limited to Contractor's employees and any affiliates' or subcontractors' employees, whom the City judges to be incompetent, careless, unsuitable or otherwise objectionable, or whose continued use is deemed contrary to the best interests of the City. Before a written request is issued, authorized representatives of the City and Contractor will discuss the circumstance. Upon receipt of a written request from an authorized representative of the City, Contractor shall be required to proceed with the replacement. The replacement request will include the required replacement date and the reason for the replacement. Contractor shall use its best efforts to effect the replacement in a manner that does not degrade service quality. This provision will not be deemed to give the City the right to require the Contractor to terminate a person's employment. Rather, this provision is intended to give the City only the right to require that Contractor discontinue using persons in the performance of work under the Contract Documents. C. In the event a change in the City's Director of ERP Project or other Key Personnel as designated in the Statement of Work involved with the ERP Project will adversely affect the City's ability to fulfill its obligations set forth in the Statement of Work or will increase Contractor's costs to perform its obligations under the Contract Documents, the Parties shall meet to discuss any necessary Contract Adjustments and may on a case by case basis make any necessary Contract Adjustments in accordance with Paragraph 12. of this Agreement. D. The City shall have the right, at its expense, to conduct background checks on all persons who will be performing services in connection with the Project, including but not limited to Contractor's employees and any affiliates' or subcontractors' employees. Contractor shall obtain all releases, waivers and permissions necessary for the City to conduct background checks and provide the same to the City. E. During the Tent, and for a period of six (6) months following the Enterprise Resource Planning Software Systems Integrator Contract RFP 403-04-151 18 expiration or earlier termination of this Agreement, neither party will employ any personnel of the other party involved directly with providing services hereunder without the prior written consent of the other party. 17. Nondisclosure of Confidential Information. Each party ("Receiving Party") shall not disclose, publish, or disseminate the Confidential Information of the other party ("Disclosing Party") to anyone other than those of such Receiving Party's employees and subcontractors with a need to know, or as may be required by legal process or applicable Laws (including but not limited to Chapter 119, Florida Statutes, and the court decisions construing the same). Each party agrees to accept the other party's Confidential Information for the sole purpose of carrying out such Receiving Party's authorized activities under the Contract Documents. Each party agrees not to make copies of the other party's Confidential Information except for the sole purpose of carrying out such Receiving Party's authorized activities under the Contract Documents. Each party agrees not to use the Confidential Infounation of the other party for its own or any third party's benefit without the prior written approval of an authorized representative of the Disclosing Party in each instance. In the event a Receiving Party is required to disclose the Disclosing Party's Confidential Information in accordance with applicable Laws or by an order of a court or governmental agency, the Receiving Party shall give written notice to the Disclosing Party to enable the Disclosing Party to make a reasonable effort to obtain a protective order or other confidential treatment for the Confidential Information. Such notice shall be provided prior to disclosure unless otherwise required by court order or applicable Laws. Contractor acknowledges that, in the event of a public records request, the City may be limited in the amount of notice that it may be able to provide to Contractor prior to disclosure of records and agrees that the City Attorney shall have the sole and absolute discretion to determine when public records must be released in order to comply with Chapter 119, Florida Statutes, and the court decisions construing same. By designating information as Confidential Information, the Disclosing Party agrees, to the extent permitted by applicable Laws, to hold harmless the Receiving Party for any award to a plaintiff for damages, costs and reasonable attorney's fees incurred by the Receiving Party by reason of any legal action challenging the Disclosing Party's claim. Nothing herein shall alter the waiver of sovereign immunity or extend the City's liability beyond the limits established in Section 768.28, Florida Statutes. Contractor shall require as a condition of any subcontract that the subcontractor expressly acknowledges and agrees to be bound by the same confidentiality requirements by which Contractor is bound under this Agreement. For purposes of this Paragraph 17., notice may be given by facsimile provided that notice is also sent by overnight courier the same day (or the next day on which overnight courier service is available). Upon expiration or earlier termination of this Agreement, or upon demand by the City made at any time, Contractor shall (i) return to the City all Confidential Information of the City; and (ii) destroy all copies of the data that the City provided to Contractor for data conversion. 18. Dispute Resolution. The City's Director of ERP Project and Contractor's Project Manager will attempt to negotiate any dispute. If resolution is not reached, the dispute will be referred to Contractor's Executive Sponsor and the City's Executive Sponsors. In the event they cannot arrive at a compromise or solution, the issue will be referred to the Contractor's Corporate Executive and the City Manager.. Enterprise Resource Planning Software Systems Integrator Contract RFP #03-04-151 19 19. Force Majeure. In the event that either party is delayed in the performance of any act or obligation pursuant to or required by the Contract Documents by reason of a Force Majeure Event, the time for required completion of such act or obligation shall be extended by the number of days equal to the total number of days, if any, that such party is actually delayed by such Force Majeure Event. The party seeking delay in performance shall give notice to the other party specifying the anticipated duration of the delay, and if such delay shall extend beyond the duration specified in such notice, additional notice shall be repeated no less than monthly so long as such delay due to a Force Majeure Event continues. Any party seeking delay in performance due to a Force Majeure Event shall use its best efforts to rectify any condition causing such delay and shall cooperate with the other party to overcome any delay that has resulted. 20. Termination. A. This Agreement may be terminated at any time by the City for convenience, upon thirty (30) days written notice to Contractor. In the event of termination by the City pursuant to this Paragraph 20.A., the City shall pay Contractor for work performed and materials supplied as of the date of termination (to the extent required by the Contract Documents) and shall reimburse Contractor for reasonable costs incurred by Contractor as a direct result of termination; provided, however, that in no event shall the amount paid to Contractor hereunder (including reimbursement for termination related costs) exceed the total fees associated with deliverable(s) in progress on the date of termination. B. Except as provided below, if Contractor or the City shall default for any reason in the performance of any of the material covenants, Willis, conditions or stipulations of the Contract Documents, and shall fail to cure such default within thirty (30) days after receiving written notice of such default from the non -defaulting party, in addition to any other rights and remedies available to it, the non -defaulting party will thereupon have the right to terminate this Agreement upon providing the defaulting party five (5) business days prior written notice of its intent to terminate (such five (5) day period to commence upon the defaulting party's receipt of such notice). The thirty (30) day curative period provided herein shall be expanded by so much additional time as is reasonably necessary to cure the default provided that the defaulting party commences to cure such default within such thirty (30) day period and thereafter diligently and continuously proceeds to cure the default; provided, however, that in any event the nondefaulting party may terminate this Agreement as provided above if the curative period exceeds three (3) months. The above -referenced curative period shall be stayed for thirty (30) days in the event either party invokes the dispute resolution provision set forth in Paragraph 18. herein. Notwithstanding the foregoing, this Paragraph 20.B. shall not apply to defaults and termination related to acceptance and nonconformities, as described in Paragraph 10. herein, or to defaults and termination related to warranties, as described in Paragraph 11 herein. The cure periods and termination provisions related to acceptance and nonconformities shall be those set forth in Paragraph 10. The cure periods and termination provisions related to warranties shall be those set forth in Paragraph 11. C. Termination of this Agreement shall act as a termination of the Contract Documents. Enterprise Resource Planning Software Systems Integrator Contract RFP #03-04.151 20 D. Upon termination of this Agreement for any reason, Contractor shall, at a minimum, perform the following tasks related to disentanglement: (i) Upon written request of the City and at Contractor's expense, assign to the City or its designee any third party contracts or licenses between Contractor and third parties used in connection with the Project. Contractor shall be responsible for performance of all obligations under such contracts and licenses to be performed by Contractor with respect to periods prior to the date of assignment and Contractor shall defend and indemnify the Indemnified Parties from and against any and all claims alleged or claimed to be arising from or related to Contractor's failure to perform such obligations. Contractor shall obtain advance written consent from all third parties to enable Contractor to carry out the terms of this Paragraph 20.D(i); (iI) Cooperate in good faith with the City to accomplish a timely disentanglement; and (iii) Perform Contractor's other obligations associated with termination as set forth in this Agreement, including but not limited to those obligations related to delivery of Work Product and return and destruction of Confidential Information. E. Nothing contained in this Paragraph 20. shall be construed as limiting the City's rights and remedies in the event of termination of this Agreement or limiting the circumstances in which the City may Proceed Against the Bond. Termination of this Agreement shall not impair the City's right to Proceed Against the Bond. 21. Notices. A. Unless and to the extent otherwise provided in this Agreement, all notices, demands, requests for approvals and other communications which are required to be given by either party to the other shall be in writing and shall be deemed given and delivered on the date delivered in person to the authorized representative of the recipient provided below, upon the expiration of five (5) days following the date mailed by registered or certified mail, postage prepaid, return receipt requested to the authorized representative at the address provided below, or upon the date delivered by overnight courier (signature required) to the authorized representative at the address provided below. CITY: City of Miami Linda Haskins, Chief Financial Officer Peter Korinis, Chief Information Officer City Manager's Office Miami Riverside Center 444 S.W. 2nd Avenue, 101h Floor Miami, Florida 33130 WITH A COPY TO: Enterprise Resource Planning Software Systems Integrator Contract RFP P03-04-151 21 City of Miami Richard Porto, Director of ERP Project City Manager's Office Miami Riverside Center 444 S.W. 2nd Avenue, 10th Floor Miami, Florida, 33130 WITH A COPY TO: City Attorney of the City of Miami Jorge L. Fernandez Miami Riverside Center 444 S.W. 2nd Avenue, Suite 945 Miami, Florida, 33130 CONTRACTOR: Solbourne Computer, Inc. Dave Dancesia Project Manager 1790 38th Street, Suite 300 Boulder CO 80301 WITH A COPY TO: Solbourne Computer, Inc. Sue Burman 1790 38th Street, Suite 300 Boulder CO 80301 B. Either party may change its authorized representative or address for receipt of notices by providing the other with written notice of such change. The change shall become effective five (5) days after receipt by the non -changing party of the written notice of change. Electronic submission of notices does not relieve either party of the requirement to provide notice in writing as required in Paragraph 21.A. above. 22. Severability. In the event that any provision or portion of any of the Contract Documents shall be found to be invalid or unenforceable, such provision or portion shall be considered severable and the remainder of the Contract Documents shall not be affected thereby if such remainder would then continue to conform to applicable Laws. The invalidity or unenforceability of any provision or portion of any of the Contract Documents shall not affect the validity or enforceability of any other provision or portion of the Contract Documents. 23. Authority to Enter Agreement. Each party to this Agreement represents and warrants to the other party that: A. It is a duly organized, qualified and existing entity authorized to Enterprise Resource Planning Software Systems [ntegrator Contract RFP #03-04-151 22 do business in the State of Florida; and B. Each person executing this Agreement has been duly authorized to so execute the same and fully bind the party on whose behalf he or she is executing. 24. Assignment. Contractor shall make no assignment of any of its rights, duties, or obligations under the Contract Documents without City Manager's prior written consent (which consent may be withheld by City Manager in his/her sole and absolute discretion), it being understood by and between the Parties that the services to be performed by Contractor are unique and that with respect to such services, Contractor is deemed to be an independent contractor. The City may assign any of its rights under the Contract Documents without the consent of Contractor. 25. Relationship of Parties. This Agreement does not make either party an agent or legal representative of the other party, and does not create a partnership or joint venture. 26. Governing Law, Jurisdiction, Venue and Waiver of Jury Trial. The Contract Documents shall be interpreted and construed in accordance with the laws of the State of Florida and shall inure to and be binding upon the Parties, their successors and assigns. Venue for any action brought in state court shall be in Miami -Dade County, Miami Division. Venue for any action brought in federal court shall be in the Southern District of Florida, Miami Division. Each party waives any defense, whether asserted by motion or pleading, that the aforementioned courts are an improper or inconvenient venue. Moreover, the Parties consent to the personal jurisdiction of the aforementioned courts and irrevocably waive any objections to said jurisdiction. The Parties irrevocably waive any rights to a jury trial. 27. Amendment. The Contract Documents, including all Appendices thereto, may be amended, supplemented, and/or modified only in writing executed by the Parties. The City Manager shall have the sole authority to amend this Agreement on behalf of the City. Enterprise Resource Planning Software Systems Integrator Contract RFP #03-04-151 23 28. Entire Agreement. The Contract Documents constitute the entire agreement between the Parties and supersede all prior or contemporaneous agreements (whether oral or written) between them. 29. Waiver. No term or condition of the Contract Documents shall be deemed waived, and no breach of the Contract Documents excused, unless the waiver or consent is in writing signed by the party granting such waiver or consent. 30. Appendices. Each appendix to this Agreement is an essential part hereof and is incorporated herein by reference. 31. Order of Precedence. In the event of an inconsistency or conflict between or among the Contract Documents, the following order of precedence shall govern: (i) this Agreement, exclusive of its appendices, (ii) the appendices to this Agreement; (iii) the RFP; and (iv) the Contractor's Proposal. 32. Compliance With Laws and Policies and Procedures. Contractor shall comply during the Term with all applicable Laws. Contractor shall also comply with City policies and procedures, including but not limited to policies and procedures related to security and interne access. 33. Third Party Beneficiary. No persons other than the Contractor and the City (and their successors and assigns) shall have any rights whatsoever under this Agreement. 34. Liens. Contractor shall not take any action that will result in a lien being placed against the City or any work provided to the City. In the event the City is placed on notice of an intent to lien or placed on notice of a lien, Contractor will take immediate action at Contractor's expense to respectively prevent or remove and discharge the lien. 35. No Construction Against Preparer of Agreement. This Agreement has been prepared by the City and reviewed by the Contractor and its professional advisors. The City, Contractor and Contractor's professional advisors believe that this Agreement expresses their agreement and that it should not be interpreted in favor of either the City or Contractor or against the City or Contractor merely because of their efforts in preparing it. 36. Survival. Al! obligations (including but not limited to indemnity and confidentiality obligations) and rights (including but not limited to intellectual property rights) of any party arising during or attributable to the period prior to expiration or earlier termination of this Agreement shall survive such expiration or earlier teimination. Without limiting the generality of the foregoing, all obligations of Contractor related to the Bond and all rights of the City to Proceed Against the Bond shall survive termination of this Agreement. In the event of termination of this Agreement, Contractor shall keep the Bond in full force and effect as provided in Paragraph 14. D. Enterprise Resource Planning Software Systems Integrator Contract RFP #03-04-151 24 37. Contingency Clause. Funding for this Agreement is contingent on the availability of funds and continued authorization for program activities and is subject to amendment or termination due to lack of funds, reduction of funds, and/or change in regulations upon thirty (30) days written notice. 38. Records Retention. Contractor and all subcontractors shall maintain the books and records that relate to the Contract Documents for three (3) years from the date of final payment under this Agreement. Such books and records shall be subject to review and audit, at any reasonable time and upon reasonable notice, by the City or City Auditor or their duly authorized representatives. Financial books and records shall be prepared in accordance with generally accepted accounting principles. 39. Limitation of Liability. A. With the exception of Contractor's defense and indemnity obligations set forth in Paragraph 13., Contractor's total liability under the Contract Documents shall not exceed the amount of the Bond, which amount shall be one hundred percent (100%) of the Contract Price plus any increases in the Contract Price made by amendment to the Contract Documents. B. The City and Contractor shall not be liable to each other for incidental or consequential damages; provided, however, that this Paragraph 39. shall not relieve Contractor (or its insurer) of its duty to defend and indemnify the City for any claims against the City seeking consequential or incidental damages. C. Except as provided below, in the event that Contractor is delayed in its performance of the Contract Documents for any reason (including but not limited to a Force Majeure Event), Contractor shall not be entitled to any increase in the Contract Price or to any delay damages (including but not limited to extended or unabsorbed home office overhead, adverse business or operational impacts or field -related overhead not included in the Contract Price) and Contractor expressly waives all delay claims. In the event that Contractor is delayed in its performance of the Contract Documents due to an action of the City, the Parties shall meet to discuss any necessary Contract Adjustments and shall make any necessary Contract Adjustments in accordance with Paragraph 12. of this Agreement. The amount of any Change Order associated with a delay caused by the City shall not include costs or damages associated with extended or unabsorbed home office overhead or adverse business or operational impacts. 40. Use of Name. Subject to the requirements of applicable Laws (including but not limited to Florida Public Records Laws), neither party shall use the other party's name in conjunction with any endorsement, sponsorship, assurance, marketing, advertisement, or client list, or any external reference, publication, or disclosure (e.g., outside the City, its departments or agencies or City Commission), without the written consent of the named party. 41. Captions. Captions are for convenience only and shall not control or affect the meaning or construction of any of the provisions of the Contract Documents. Enterprise Resource Planning Software Systems Integrator Contract RFP #03-04-151 25 42. City Consent and Action. A. For purposes of the Contract Documents, any required written permission, consent, acceptance, approval, or agreement ("Approval") by the City means the Approval of the City Manager or his authorized designee, unless otherwise set forth in the Contract Documents or unless otherwise required to be exercised by City Commission pursuant to the City Charter or applicable Laws. B. For purposes of the Contract Documents, any right of the City to take any action permitted, allowed, or required by the Contract Documents may be exercised by the City Manager or his authorized designee, unless otherwise set forth in the Contract Documents or unless otherwise required to be exercised by City Commission pursuant to the City Charter or applicable Laws. 43. Best and Final Offer. The Contract Documents constitute Contractor's best and final offer pursuant to the City's procurement ordinances. 44. Audit and Inspection Rights. A. The City may, at reasonable times, and for a period of up to three (3) years following the date of final payment by the City to Contractor under this Agreement, audit, or cause to be audited, those books and records of Contractor which are related to Contractor's performance under this Agreement. Contractor agrees to maintain all such books and records at its principal place of business in Boulder, Colorado for a period of three (3) years after final payment is made under this Agreement and al] other pending matters are closed. Contractor's failure to adhere to, or to refuse to comply with this condition shall result in the immediate cancellation of the Contract by the City. B. The City may, at reasonable times during the term hereof, inspect Contractor's facilities and perform such tests, as the City deems reasonably necessary, to determine whether the goods and/or services required to be provided by Contractor under this Agreement conform to the terms hereof and/or the terms of the Solicitation Documents, if applicable. Contractor shall make available to the City all reasonable facilities and assistance to facilitate the performance of tests or inspections by City representatives. All tests and inspections shall be subject to, and made in accordance with, the provisions of Section 18-55.2 of the Code of the City of Miami, Florida, as same may be amended or supplemented, from time to time. 45. Public Records. Contractor understands that the public shall have access, at all reasonable times, to all documents and information pertaining to City contracts, subject to the provisions of Chapter 119, Florida Statutes, and agrees to allow access by the City and the public to all documents subject to disclosure under applicable law. Contractor's failure or refusal to comply with the provisions of this section shall result in the immediate cancellation of this Agreement by the City. 46. Compliance with Federal, State, and Local Laws. Contractor understands, acknowledges and agrees that agreements between private entities and local governments are subject to certain laws and regulations, including laws pertaining to public records, conflict of Enterprise Resource Planning Software Systems integrator Contract RFP #03-04-151 26 interest, record keeping, etc. City and Contractor agree to comply with and observe all applicable laws, codes and ordinances as the may be amended from time to time. 47. Nondiscrimination: Contractor represents and warrants to the City that Contractor does not and will not engage in discriminatory practices and that there shall be no discrimination in connection with Contractor's performance under this Agreement on account of race, color, sex, religion, age, disability, marital status, national origin or sexual preference. Contractor further covenants that no otherwise qualified individual shall, solely by reason of his/her race, color, sex, religion, age, disability, marital status, national origin or sexual preference, be excluded from participation in, be denied Services, or be subject to discrimination under any provision of this Agreement. 48. Minority and Women Business Affairs and Procurement Program. The City has established a Minority and Women Business Affairs and Procurement Program (the "M/WBE Program") designed to increase the volume of City procurement and contracts with Blacks, Hispanic and Women -owned business. The M/WBE Program is found in Ordinance No. 10062, a copy of which has been delivered to, and receipt of which is hereby acknowledged by, Contractor. Contractor understands and agrees that the City shall have the right to terminate and cancel this Agreement, without notice or penalty to the City, and to eliminate Contractor from consideration and participation in future City contracts if Contractor, in the preparation and/or submission of the Proposal, submitted false of misleading information as to its status as Black, Hispanic and/or Women -owned business and/or the quality and/or type of minority or women -owned business participation. 49. Prohibition Against Contingent Fee. Contractor warrants that no one was paid a fee, commission, gift, or other consideration contingent upon receipt of an award for the Services specified herein. 50. Counterparts. This Agreement may be simultaneously executed in several counterparts, each of which shall be an original and all of which shall constitute but one and the same instrument. IN WITNESS WHEREOF, the Parties hereto have executed this Agreement on the day and date first above written. CONTRACTOR: Solbourne Computer, Inc., a Delaware Corporation registered in Florid ATTEST/SEAL 1 ^ By: Print Name: By: f ` ,(1� ��" Title: r tek- Print N e: 1,..5 5ct F te. Corporate Secretary CITY OF MIAMI, a municipal corporation ATTEST: Enterprise Resource Planning Software Systems Integrator Contract RFP iiO3-04-151 27 By: giz_ Priscill. . Thompson, City Clerk Joe Arriola, City Mana APP • OVED AS TO FORM AND CO SS: orge . Fe C Atto y andez APPROVED AS TO INSURANCE REQUIREMENTS: Dania F. Carrillo Risk Management Administrator Enterprise Resource Planning Software Systems Integrator Contract RFP 403-04-151 28 interest, record keeping, etc. City and Contractor agree to comply with and observe all applicable laws, codes and ordinances as the may be amended from time to time. 47. Nondiscrimination: Contractor represents and warrants to the City that Contractor does not and will not engage in discriminatory practices and that there shall be no discrimination in connection with Contractor's performance under this Agreement on account of race, color, sex, religion, age, disability, marital status, national origin or sexual preference. Contractor further covenants that no otherwise qualified individual shall, solely by reason of his/her race, color, sex, religion, age, disability, marital status, national origin or sexual preference, be excluded from participation in, be denied Services, or be subject to discrimination under any provision of this Agreement. 48. Minority and Women Business Affairs and Procurement Program. The City has established a Minority and Women Business Affairs and Procurement Program (the "M/WBE Program") designed to increase the volume of City procurement and contracts with Blacks, Hispanic and Women -owned business. The M/WBE Program is found in Ordinance No. 10062, a copy of which has been delivered to, and receipt of which is hereby acknowledged by, Contractor. Contractor understands and agrees that the City shall have the right to terminate and cancel this Agreement, without notice or penalty to the City, and to eliminate Contractor from consideration and participation in future City contracts if Contractor, in the preparation and/or submission of the Proposal, submitted false of misleading information as to its status as Black, Hispanic and/or Women -owned business and/or the quality and/or type of minority or women -owned business participation. 49. Prohibition Against Contingent Fee. Contractor warrants that no one was paid a fee, commission, gift, or other consideration contingent upon receipt of an award for the Services specified herein. 50. Counterparts. This Agreement may be simultaneously executed in several counterparts, each of which shall be an original and all of which shall constitute but one and the same instrument. IN WITNESS WHEREOF, the Parties hereto have executed this Agreement on the day and date first above written. CONTRACTOR: Solbourne Computer, Inc., a Delaware Corporation registered in Florida ATTEST/SEAL: By: Print Name: By: Title: Print Name: Corporate Secretary CITY OF MIAMI, a municipal corporation ATTEST: Enterprise Resource Planning Software Systems Integrator Contract RFP 403-04- I51 27 Appendix A Statement of Work (including Assumptions) Enterprise Resource Planning ("ERP") Software Systems Integrator Agreement Between City of Miami And Solbourne Computer, Inc. Enterprise Resource Planning Software Systems integrator Contract RFP #03-04-151 29 City of Miami Enterprise Resource Planning Software System Integrator Statement of Work City of Miami Enterprise Resource Planning Software System Integrator Statement of Work Final Version As of December 16, 2004 ne ORACLE ��'�»^ ^�� Miami ��U� ��o n�n� ��� «� � Enterprise Resource Planning Software System Integrator Statement of Work Table of Contents 1.0 Project Background and Scope 1 1.1 Project Background 1 1.2 Project Scope 1 1.2.1 [)nade eBuaineno Suite Module |nnp|annantabon 1 1.2.2 Oracle E'BusinasoSuite Customizations &Interface Development 3 1.2.2.1 CuotornizoUona 3 1.2.2.2 Interface Pnnmaao Overview 8 1.2.3 Data Conversion 15 1.2.3.1 Conversion Development Scope 10 1.2.3.2 DmtoTranoferVVorkahop-[]atoConveroion 16 1.2.3.3 Roles and Responsibilities for Data Conversion 16 1.2.3.4 Conversion Strategy 17 1.2.3.5 Candidates for Conversion- 19 1.2.4 Archiving 20 1.2.5 (]rao|eeBusinesa Suite Module Implementation 20 1.2.6 System Security 21 1.2.7 Failure Recovery 21 1.2.8 Disaster Recovery 32 �-1.2.9 System Capacity 22 1.2.10 System Performance 25 1.2.11 System Operations 25 1.2.12 Gyotann Maintenance 27 1.2.13 Backup and Restore Capabilities 29 2.0 Project Organization 31 2.1 Project Structure 31 2.2 Roles and Responsibilities 32 2.2.1 8o|bourneStaff Roles and Responsibilities 33 2.2.2 City Staff Roles and Responsibilities 37 2.2.3 Management Structure 43 2.2.4 Interaction of8o|bourne and City Project Teams 45 2.2.5 Requirements for City Staff Participation on the Implementation Project 45 2.2.6 Required Skill Levels of City Implementation Staff 51 2.3 Key Personnel 55 2.3.1 8n|bourne Key Personnel 55 2.3.2 City ofMiami Key Personnel 55 3.0 Other Resources Requirements 57 3.1 Program Office Requirements 57 3.2 Training Facility Requirements 57 3.3 Training Facilities 57 3.4 Project Facilities 8o|bourneResponsibilities 57 3.5 Project Facilities Qb/ Responsibilities: 57 4.0 Project Methodology 50 5.0 Implementation and Task Plans for Project Planning 86 6.0 Deliverables 87 7.0 Assumptions 81 7.1 General Assumptions 81 ORACLE' i December 1O.2O04 ��'�^x ^�� Miami ���� v�o nwo|����� � .~ Enterprise Resource Planning Software System Integrator Statement nfWork 7.2 |nfrastruoture/ArchdeotuveAaaunnobona 82 7.3 Training and Education Assumptions 83 7.4 Data Conversion Assumptions 83 7.5 Inter -face Responsibilities 84 7.6 Implementation 84 8.0 Project Management 86 8.1 Project Meetings OO 8.2 Project Reports 87 8.3 Project Management Process 87 8.4 Configuration Management 88 0.5 Risk Management SO 8.6 Issue Management 95 87 Communication SG 8I1 Creating oCommunication Plan SG 87.3 Determine Project Stakeholders SG 8.7.3 Determine the communication needs ofeach stakeholder 97 8.7.4 Determine how tofulfill the communication needs nfeach stakeholder 97 8.7.5 Determine the effort required 98 8.8 Work Standards 99 8.9 Deployment 100 8.10 System Security 101 8.11 Hardware and System Software 101 9.0 Change Management 103 9.1 Change Management Focus (By Implementation Phase) 104 9.2 Change Management Components 106 9.3 Readiness and Process Design 106 9.4 Validation 107 9.5 Integration 107 9.6 Transition and GoLive and Support 108 97 Change Management Activities 108 9.8 City Roles inthe Change Management Programs 116 10.0 Project Change Control Approach 110 11.0 System Acceptance - User Acceptance and Technical Training 119 11.1 Methodology 118 11.2 Document Deliverables 120 11.3 Application Deliverables 121 12.0 Payment Schedule 132 13.0 Optional Services 134 14.0 Hourly Rates 135 15.0 Project Training 136 15.1 Training Approach 136 15.1.1 Project Team Training 136 15.1.1.1 Functional Training Approach 136 15.1.1.2 Technical Training Approach 139 15.1.2 End User Training 140 15.1.2.1 Needs Assessment and Strategy Development 140 15.1.2.2 Curriculum Design 141 ��.�^» ^�� Miami ���« v�n n�x������ � Enterprise Resource Planning Software System Integrator Statement ofWork 15.1.2.3 Material Development 142 15.1.2.4 Education Delivery 144 15.1.2.5 Evaluation and Support 147 15.1.3 End User Groups 148 15.1.3.1 Core Users 148 15.1.3.2 Cmuum| Users 149 15.1.3.3 Informational Users 149 15.1.4 8o/bVurne'eedge library 150 16.0 Testing 152 ,hxuW ORACLE' ��'�^' � Miami ���� ��n /�n���K��� � ... Enterprise Resource Planning Software System Integrator Statement of Work This statement of work incorporates updates to all separate tabs submitted in So|bourne'u proposal. The table below maps the proposal taba/aub-tabato sections in this statement of work. Tab Transmittal Letter Not included inSOW Tab Executive Summary Not included inSOW Tab Statement ofWork Replaced with contents ofthis document Tab ERPSi-[Jueotionnoina Not included inSOW Tab Exceptions Notinn|udedinSOVV— inn|udadaupartnfthe contract terms and conditions Tab a Tech Requinennenta-Bookground and Scope Included as section 1.1 and 1.2.1 ufthis SOW b Project Schedule Updated language related to delay ofmodule go -live if imposed byCity was included in section 1.2.1 of this 8OVV n Configuration Management Included aasection M.4ofthis 8[>VV d Issue Management Included onsection 0.Oofthis S(]VV e Work Standards |nn|uUad as section 8.8 of this G[}VV f Project Deliverables /no/udedoasecUon6.Oof this 8[)VV Q Project Organization and Staffing Included ansection 2.Oofthis 8[)VV h Risk Management Included aosection 8.5ofthis 8OVV i Project Communication Included amsection 8.7ofthis 8{}VV Change Management Included easection 9.Oof this S[)VV k |nnp|enmantationyNethodo|ogy'Approeoh /no/udedoseecbon4.0oythia S[)VV | Deployment Included aasection 8.Sof this S[)VV nn Oracle E-Business Suite Customizations @ Interface Development Included as section 1.2.2 of this G<]VV n System Security Included aasection 8.1Oof this SOW o Failure Recovery Included amsection 1.2.7of this 8OVV p Disaster Recovery Included aosection 1.2.8of iv December 1O'2OD4 ��^�xv ^����' ^ ���u ��n n�n���K��� �� ..' Enterprise Resource Planning Software System Integrator Statement of Work this SOW q System Capacity Included as section 1.2.8of this SOW r System Performance Included as section 1.2.10 of this SOW o System Operations Included as section 1.2.11 of this SOW t System Maintenance Included as section 1.2.12of this SOW u Backup and Restore Capabilities Included as section 1.2.13of this SOW V Data Conversion and Archiving Included as section 1.3.3ond 1.2.4 of this SOW vv Testing Included as section 16.0of this SOW x Training Included omsection 15.Oof this SOW y Related Hardware and System Software Not included inthis SOW v December 16.2OU4 ��.�^' � Miami ���� ��o nvn������ � Enterprise Resource Planning Software System Integrator Statement of Work 1.0PROJECT BACKGROUND AND SCOPE 1.1 PROJECT BACKGROUND The overall goal of The City of Miami is to implement the Oracle eBusiness suite software selected bvthe City ho provide m rnodern, nahmb/e, efficient and integrated support software system (for its core administrative and financial processes. The motivation for this fundamental change is to become a more innovative, proactive, and streamlined business, providing accurate infornnaUun, to its employees, manoge,nmnt, and most importantly to its constituents. This Fundamental change incorporates common business practices; while ensuring that the future ofthis commercial off the shelf system (CC}T8))mimplemented with zero custornizations and maintains its cost effectiveness throughout upgrades. Solbourne has established realistic expectations surrounding the scope of the implementation project, CityandSo|bournermaourcon.mndbudgetrequiredtomamt the City's goal. 1'2 PROJECT SCOPE This section describes the project suope. 1.2.1 ORACLEEBUS|NE8S SUITE MODULE IMPLEMENTATION Asegmented approach will beused to implement an integrated ERP System using Oracle E-Business Suite. The Implementation Phases and the related Oracle Application modules are defined as follows: Phase |— Oracle Financials, Procurement, Grants/Projects OrauaHRK4G/Povnol| Start Date: December O2UO4 Go -Live: September 1, 2005 � General Ledger Cash Management � Accounts Receivable iReoeivmb|ms Accounts Payable iGupp|ier Portal ~/ iExpmnse Fixed Assets ^/ Purchasing ~' iProcurenment Sourcing ^' Inventory Grants Management Projects Billing ORACLE' 1 December 1O.2OU4 ��'�xv ��� ��'��K��' ���u ~v n�n�~�.'.� Enterprise Resource Planning Software System Integrator Statement ofWork Project Contracts Phase U—Oracle HRK8 [Treaoury Start Date: December 6.2OO4° Go -Live: January 1.2OO6 ~/ Human Resources � Self Service HR � Advanced Benefits Payroll Labor Distribution Time and Labor Training Administration iF(mcruitnlmnt Treasury *The Human Resources Process Consultant/Lead will begin the project vviUlUle Financials/Procurement team tosupport the process design and integration between MR and Financials applications. The remainder ofthe HRproject 0emmnvviUbeg|ntheHR process design in March of 2005. |naddition, 8o|bnunlewill implement standard single sign -on functionality as provided in the Oracle Portal component of Oracle 9i Application Server. In munnnnmry, we are proposing a 13 month implementation broken into two phases: Financials and HRK8S. Both phases are proposed tostart simultaneously onDecember O, 2O04with the Financials Phase 1 onnnp|m{ion after Smonths on September 1, 2005and HRK8S Phase 2 following 4 months after Phase 1 on January 1, 2006. The calendar year- end nu1oVerfor Payroll will provide a smooth transition for the new payroll eyotennm by minimizing the amount of Payroll history that would need to be converted to the new oymtenn, which provides for a streamlined and cost-effective transition. Tosupport our phased approach 0othe implementation, the Oracle Applications provide 1qo|a by which payroll cost information from the Cit/s legacy payroll system can be transferred and posted to the Oracle General Ledger between Phases 1 and 2 when C)nan|e Financials will be running concurrently with the Cib/'s legacy HRK88 and Payroll systems. This transfer can be supported by the Application Desktop Integrator (AD|) which provides the ability to upload posting information from Excel spreadsheets into the Oracle General Ledger while imposing all account code combination and business rules to all information being brought into the system. The conmerstone of 8o|bournm'o success has been our people and our teamwork approach. Our consultants are full-time employees that are well versed in our methodologies. We propose to use our Foundation Methodology which is an effective implementation tool that has been proven time and again at both cnnnnmern|a| and public sector customers. An integral part of our methodology involves assessing current 2 December 10.2DO4 �~'�v^ x�� Miami ���� ��o nwnY����� � Enterprise Resource Planning 8of�vana System Integrator Statement ofWork business processes during the Process Design Phase. During this effort, So|bounne is looking forward to leveraging the extensive process design work that the (}dv has already completed during your recent Business Process Reeng)neehng efforts. The resulting ayatenna solution will tightly couple the best practices of the []roo|e Applications aoMm/ane. 8o/bourne'a extensive experience at Public Sector entities and especially in Florida, and the needs ofthe City moreflected inthe neenginaarodprocesses. Strong Project Management, for which So|bounno is widely knoxvn, will provide the basis of m successful implementation and for the nnUUgmbon of risk. As part of the implementation, our Project Management Team will address the following: Quality management ~/ Project communications / Scope management Cost Management Risk management Human resources management One of the most important activities in the implementation is assessment of the Chv'a approach to manage organization and cultural change to support the Project. The planning for these activities occurs in the Readiness Phase of the implementation vvhema the 8olbournm Change Leadership Coonjinahor, in collaboration with the City'e Change Leadership Coondinator(s), will sun/my the C|tv'n key stakeholders and prepare an assessment of the challenges and opportunities for the Project. The plan is then implemented and delivered throughout the subsequent phases of the project. These activities are imperative in facilitating user acceptance of the change that the new system will impose, and to mitigate risks associated with the human aspect of the ayotann'a success. 1.2.2 ORACLEE-BuS|NG8S SUITE CUSTOMIZATIONS 0^INTERFACE DEVELOPMENT t�2.1 CUSTOMIZATIONS The technical development tasks that require custom development either tocreate new objects or modify standard objects must tm prioritized according to innportanna, urgenuy, and resource availability. This includes any custom neports, custom forms, custom vvorkOovvs, olmrto, nnodUivationAan1onmionm of existing source code, existing standard forms, or existing standard reports, and development of additional interfaces not otherwise specified inthis Statement ofWork. Included inthe scope ofwork imthe following customization: Scheduling functionality tied to Oracle Time and Labor 0TUatime card which indicates location of where fire, parks and recreation or other City personnel utilizing C]TLare expected to report. For custom technical development items, a team of City and Solbourne resources will prioritize development items not otherwise specified in this Statement of Work. Since the SOHMM ORACLE- 3 �~.�^� »�� Miami ��U� ��n o�o���K��Y �� ~~... Enterprise Resource Planning Software System Integrator Statement of Work scope of this effort is not yet definitive, and Solbourne's role on each individual effort has not yet been determined, Solbourne's participation in this team will be up to 3200 hours of service. No hours from these discretionary technical development hours will be exercised prior 1nthe approval mfochange order bythe So|bournmand City Project K8anogerm.the purpose ofwhich will be toidentify what technical development imrequired and the number of technical hours being withdrawn from the discretionary hours to complete that specified technical development effort. Our experience with other public sector organizations leads us to recommend that the City carefully evaluate items that may not becumtornizmtionatothe Oracle source code but still require technical development time. These items are much |ema likely to require support through application upgrades and patching. They do, however, require maintenance and therefore should beanalyzed for the benefit tothe City prior toincluding them inscope. This approach has been taken inthe past with successful results. In order to provide reports to the users of the City, the project team will first gather requirements and understanding ofthe intended use oYthe report. Standard reports and inquiries will be first evaluated for fit. The next step will betoevaluate delivering the reporting requirements through one of the power user toolsets that are available including Oracle Discoverer, {Jnac|o Financial Statement Generator, and Oracle Application Desktop Integrator. The last option for delivering reporting requirements will be to develop a custom report through the use ofOracle Reports. |neach case, the prioritization and estimation must occur to determine if project resources will be assigned to develop the report during the project orafterOo-|ive. Itwill always bethe objective ofthe project team toutilize standard functionality and configuration, including user defined fields called flex/elds.10provide necessary functionality for the City without resorting 0nsoftware modifications. The Process Consultants will propose standard functionality based leading practices from their experience with the software and with other public sector organizations. Workaround processes will be evaluated and compared tuthe overall cost and risk associated with m customization. Athi,d alternative is to cnamtm externally developed objects to support the process and then feed the information into or out of the standard applications through supported open interface tables and/or application program interfaces (Ap|'s). The use uf the Oracle custom.pll function is another possibility that can be utilized to avoid upgrade or patching issues. If after analysis the City chooses to move forward with acuatomizmbmnto the software, So|boumnewill provide the functional and technical resources specified inanapproved change order todesign, develop, test, migrate and document approved customizations. Included with this approach is a guide to support the maintenance of the custornization. The technical documentation associated with the custornization will include procedures on how the customization should be stored, nla|nta/nad, nnignated, and tested as result of patches orupgrades 10the standard software that may affect it. |naddition, the customization will be unit tested by the development team. Unit testing involves making sure that the code functions in a way that does not cause the system to error or abort in any way. The goal of unit testing is to ensure that the custom objects and any standard 4 December 1O.2UO4 ��'�^^ K�� ��'����' ��o�� ,~n Miami Enterprise Resource Planning Software System Integrator Statement of Work objects that are associated with the custom objects function without system errors. After unit testing, the functional project team members will perform validation testing onthe custonlizmdon. Validation testing involves testing the new code and the standard code Uu make sure that the business requirements are met and that the inputs and outputs to the oustonmioaUonare correct. The final test istoinclude the customization inthe integration testing effort. Integration testing involves and'10-andbusiness process testing ofwhich the customnizmdonimapart. Integration testing provides abusiness process level validation tmmake sure that the custom object performs the necessary functions to support the business process. For requirements where modifications are necessary, the tools listed below are used by the technical development team to code and process enhancements or modifications, as well aointerfaces, hythe Oracle applications. Oracle Developer Suite Extensions are built using components of the Onaoka Developer Guiha. including Oracle Fonno, RepoMo, J[)eve|opermnd Designer products —the (nduotry'a most widely used application toolkit. These products are the same tools used to build the Oracle Applications themselves. |nfact, Oracle Forms, Reports and Designer have been used 10 build the C)rmo\e Applications that feature the professional user interface. Dnao/e JDeveloper is used to build the Java Server Pages that present the self-service user interface. Oracle development standards are documented intwo manuals, which are intended to help developers create new modules, which have the same look and feel as the Oracle Applications. Oracle Designer's generation capabilities are aopowerful that often all the forms, reports, and processing logic can be automatically generated without programming. The resulting extensions share all ofthe benefits ofOracle Applications. In many cases, custom forms and tables are developed independently or outside of the applications using these tools and then integrated into the applications using Application Program Interfaces (AP|'o)oropen interface tables. These tools are gateways into the applications that are fully supported by the Oracle Applications and are not modified during software upgrades. Therefore, any independent custom forms nrtables that are developed to support District requirements can be integrated with the Oracle Applications without costly maintenance. These tools can also Ueused tomodify the standard Oracle Applications forms and tables. This should beconsidered alast resort msany modifications to standard forms, tables, or processes require special attention during upgrades. Workflow Oracle Alert and Workflow facilitate implementation of business rules for notification, approval, correspondence, and routing that support the District's business processes. These tools are configurable and can be developed so that they do not require additional maintenance orcoding during applications upgrades. Oracle Alert ioanexception- reporting solution that works with the electronic -mail system to keep users continuously up-to-date on critical activity in the organization. /n addition to sending electronic nmaU. Oracle Alert can run concurrent requests (such as reports or batch processes), send a fax orpage someone, |tcan also run SQL scripts, oreven run operating system scripts. �~'�^^ � Miami ���� ��x n�nY����� � ~ ... Enterprise Resource Planning Software System Integrator Statement ofWork Oracle Workflow allows organizations to model and maintain sophisticated business processes using a graphical workflow builder. Business processes can be defined and mu0onno0ed that |oop, bnonoM into parallel flows and then rendeovouo, decompose into sub- flowm. and more. With Oracle Workflow, Oracle's programming language PL/G{]Lcan be utilized to automatically process information according to even the most complex business rules. Oracle Portal Oracle PmMo|, e component of Oracle 9i Application Server included in this statement of vvorh, is mvveb-baoed application for building and deploying e-business portals. It provides o mecuoe, manageable environment for accessing and interacting with enterprise software services and information resources. Key features include: An extensible framework that integrates web -based resources such aoweb pages, applications, business intelligence reports, and syndicated content feeds, within standardized, reusable information components called portlets. Within a portlet, these resources are personalized and managed as a service of Oracle9iAS Portal. The District can create its own pod|mts for existing web resources and can select additional port|etmfrom the growing catalog oythird-party port|etproviders. The portal framework provides additional services including single sign -on, content classification, enterprise search, directory integration, and access control, An easy -to -use, personalized interface that provides an organized, consistent view of the business information, web content, and applications needed by each user. Portal administrators use the browser -based control panel to selectively grant access to applications and information by making portlets available only to specific users or user groups. GlnnUody, on administrator can instantly deliver new content to thousands of users by simply adding its portlet to their view of the portal. Self-service publishing features allow end users 0opost and share any kind of document nrweb content with other users. Knowledge workers use intuitive controls for document/ file upload, version control, page formatting/display and access control to publish and mange their content; no technical expertise or knowledge ofHTML is required. Users with minimal development experience can build m variety of application components (Web forms, oherto, rmporta, etc.) that display and interact with data nnmnmgmd in an Oracle database. Oracle 9/Application Server Whether aooweb server ordeploying applications, Oracle9iApplicationServerismvery capable and moa\mbka server. Now shipping with m complete array of development and management tools, 9iAS, is the perfect choice to mate with the Internet -ready database in Oracle 8i. The XML support across the server and tools integrates seamlessly with the support in 9iAS as many of the components were designed to work equally well on any bUAW ORACLE 6 December 10.2OO4 ��'�^^ ^�� Miami ���� x�n nwn����0� v� Enterprise Resource Planning Software System Integrator Statement of Work Oracle has packaged its generic )(W1Lcomponents and utilities into oseries uf)<yWL Developer's Kits orXDKo.These >(OK8are available inthe platform independent languages of Java, JavaBeans, and PUSQL as well as the platform -dependent languages ofCand C++./\s X[}Ksthese components are included with avariety ofOracle products including C)nun|o 8i. Orode9i Internet Application 8en/mr. {}roo/e Internet Developer's Suite mndJOmva|oper. Just ooinOracle 0the Oracle XDKs are included in 9iAS to aid in deployment of XIVIL- enabled applications and web sites. This flexible deployment capability permits developers todesign their applications placing the data processing and business logic onthe most appropriate tier to deliver the required eca|mbi|ih/, secuMb/, performance and reliability. In fact Oracle Business Components for Java is an XIVIL-enabled encapsulation of just this functionality. The flexible license and the range of supported XIVIL technologies deliver the Internet platform that companies need to productively build and cost-effectively deploy reliable and mcm|eab|eInternet applications exploiting )(K8L. Oracle's iProcurement supports real-time integration to vendor/supplier catalogs using industry -standard XIVIL and CXIVIL transactions using 9iAS. Discoverer The Discoverer tool can be a very useful ad hoc query tool when used with the Oracle Applications. Discoverer isintended tobaused bvthe Citv'send user community to develop and executive queries and reports. Its usefulness, however, depends on thorough front end analysis. The analysis should include end user business needs, defining data e/ennento, and consistent naming conventions. Solbourne will provide the City with a two week long Discoverer Workshop. The Discover Workshop will consist oftwo phases. In the first phase the 8o/bounneDiscoverer Developer will work with the City Developer(s) to walk through the analysis of the end user business needs inorder 10assist the City increating and customize the End User Layer, assist in creating business areas and fo|dera, and assist the City in defining analytical facilities for end users. In the second phase the Solbourne Discoverer Developer will work with the City Developer(s) and end user(s) to create, modify, and refine ad hoc queries using [)|000venar. Reusable Library Tothe extent possible, So|bournewiU utilize nausob|ms, including douummntmdon, code, file layouts, and test scripts, bzdeliver interfaces and modifications for the project. We will apply these neuomb|eoeaoften mspossible toreduce time and risk hothe project. Oracle Applications and custom applications that integrate with Oracle Applications rely on having their components arranged in m predictable structure. This includes particular directory structures where naportm, fomms, ppo0nmnmo and other objects are residant, as well as environment variables and application names that allow Oracle Application Object bmw opAcLe Cityof Miami 'aU Enterprise Resource Planning Software System Integrator Statement ofWork Library to find your application components. All Oracle Applications development standards and best practices are followed when creating modifications. The So|bournetechnical developers in conjunctionwith the 8o|bourne and City OBA'swill create e directory structure that will be used to atuno custom objects during the development portion ofthe implementation. This structure is necessary to maintain proper version control and supports the development and migration to other instances where the code will betested orused |naproduction environment. The general process for setting upthe development environment starts with the creation of the directory structure on the Cdv'eemmeno. Once created, the structure is documented and procedures are developed that specify how custom objects are to be developed, mtored, and migrated from instance to instance. The actual development process involves coding the object and registering itwithin the Oracle evatenn. Development objects such as custom moo|cm1ono, tab|em, vkevve. funne. Ubnariem, and functions are used within the development process. Once developed, the objects must begrouped and registered within the applications. Standard functions within the applications can bmused 1osupport the custom development objects. Functions such as validation lists, user menus, and application responsibilities can be integrated with the custom objects tosupport the overall process orfunction requirement. For modifications to the system, the development process involves building custom objects that reside outside of the standard []nach9 Applications environment. Integration with standard application functionality is realized by using Oracle's Application Program Interfaces (AP|'a)and open interface tables. These gateways into the applications allow data to be fed into the oymtmnn with full validation and na|aUone| integrity of the data. Changes to the public API's and open interface tables do not require recoding of any custom objects. This type ofdevelopment iadesigned tobmfully supported through upgrades and patches. 8o|bournmwill provide the City with mrecommended approach to validating and testing the custom development objects during patches and upgrades. Alterations to the Oracle Applications source code are occasionally necessary to meet unique requirements. Aoa|n, ifproperly developed, these changes can be made to minimize the vulnerability bzpatching and upgrades nfthe source code. 8o|bourne developers use Oracle standards when developing a|$anmbono and attempt to minimize changes 10actual code. Through the use ofonOracle provided standard 'oumtonn'object that can be called within the source code but is never overwritten by patching or upgrades; proper usage of Oracle naming standards; and the use of business rules associated with the use of APIs, post-patching/upgrade analysis and retro fitting time for the alteration are minimized. 8o|bournevvi|| provide a process to the City team for idenUfving, ana|yzing, and retrofitting each alteration made within the system. 1.3.2.2UNTERFACE PROCESS OVERVIEW Just as the system must be able to utilize accumulated data from the systems being replaced, the system must also be able to, on an ongoing basis, accept information from or provide information to. .oyotenna not being replaced. Based on Go|bourne'o project solbiairm oRAcLe 8 December 1O.2O04 ��.�»^ � Miami ���� ��/ nw/������ � Enterprise Resource Planning Software System Integrator Statement of Work delivery schedule, some ofthe legacy systemsthat are planned for replacement (s.g, HRyNGand Payroll applications) will not bereplaced bvthe time the new financial system is implemented. |nthis situation, ''bridQa^interfaces will bedeveloped bumanage data between Oracle and legacy systems. 1nsome cases, these programs will be enhancements to data conversion programs needed for final conversion of legacy data to Oracle, used on an interim basis to act as a bridge interface to pass data between Oracle and the legacy system. Interfaces allow data from external systems to be imported into Oracle Applications for both maa|-bnna and batch purposes. Oracle provides standard Open Interfaces for most of the applications modules to import information using the same full validation as if users were keying inthe data manually into Oracle Applications. Some examples ofOracle Release 1 1i Open Interfaces include the following: Journal Entry Import for General Ledge,, Pmyab/es Open Interface for importing Poyab|aa invoices, and the Open |hann Interface for importing items into Inventory. There are some cases where Oracle provides AP1's(app//cmbon program interfmues), not open intarfmcao, toimport data into Oracle, such as the Activity yNenogannant Gateway for Project Accounting. Atypica| interface process flow, similar to the data conversion flow, may resemble the following. When an external system is expected 0mexport data to be imported into Onac|a, the City will develop anextract program tocreate aflat file inanagreed-upon format. The City will be responsible for transferring the flat fi|m to the Oracle Applications box. A custom Oracle SQL*Loader program developed by Solbourne will load the flat file hoa custom staging table (or tables depending on master/detail relationships). A custom program developed by Qo|buurne loads the standard Oracle Open Interface tables (or caUaAP|'s) with the data in the custom staging table. The standard Oracle Interface program then runs to load the data into the Oracle Applications module with full validation and includes exception reports. |tispossible toload the Open Interface tables directly, but this is not recommended since the raw data would be lost due to data mapping between the systems, which makes debugging interface issues extremely difficult. When data iotoUe exported from Oracle bomnexternal system, Go\bournewill develop on extract program tocreate aflat file inonagreed-upon format. The City will beresponsible for transferring the flat file from the Oracle Applications box tothe environment where it can beimported bythe external system. The City will beresponsible for developing any program(a) required for the external system to import the data. There are various options to physically transfer between an external system and the Oracle Applications server, otherwise known as middleware. The method discussed above involves an export progrenm, a flat file, an FTP process to transfer the flat file to the Oracle Applications mervor, and e SQL°Luaderprogram tn load the custom staging table. If necessary, Solbourne technical staff will advise the City in the creation of FTP process scripts which handle transfer of data to and from external oysbanls in an automated fashion. Another method using database links directly between the external system and the Oracle Applications custom staging table could be used to get the data directly into the Oracle fturw ORACLE' ��'�^x �^� ��'����^ ���� v�n Miami � conno Enterprise Resource Planning Software System Integrator Statement of Work staging area from the external system. This has advantages and disadvantages and should be discussed within the IT department for maintainability and security issues. Interfaces can be set up to be fully automated, which requires coordination from both the extanlei system and Oracle Applications. Because ofthe full automation, exception handling for the custom program pieces needs to be very prominent with good exception reporting muthat end users can quickly identify errors. Errors may include nniaa|ng application setups on the Oracle side, or new types of data coming from or being passed to an external system. With the standard Oracle []pen Interfaces and&P|'a. it is assured that the data being imported into Oracle follows the same robust validation as the Oracle Applications screens. Amodesign rule, standard exception reports will beprovided with all interfaces listing importlexport successes and any exceptions. Most Open Interfaces allow the users to correct data issues and resubmit data batches without re -transferring the data from the external uyotmnn. Hovvevmr, to maintain data in1e0rihv, it is recommended that data in error be rejected by the "user' system and corrected in the ''oVvner" system before being re -sent iothe ''uaer^system. |nsome situations such amwith journal entries, data must balance. |fnot inbalance, the entire batch ie rejectedand must bmcorrected and resent. During the project, candidates for additional interfaces may be identified. For each of these candidates, analysis is performed to determine whether or not the data should be brought into or out of the Oracle application and how this should be done. The analysis involves examining the value of having the interface with Oracle, the quality of data coming from the legacy system, the number of records, the effort and cost to extract the data, the effort and cost toload the data, the effort and cost totransfer and validate the data, and all related risks tothe project. Once these parameters have been evaluated for cost and benefit, the decision is made about whether or not the interface will be developed and how. |fafter analysis the City chooses tomove forward with aninterface not otherwise specified in this Statement of Work, Solbourne will provide the functional and technical resources specified in an approved change order to design, develop, test, migrate and document the approved interface. For development candidates where the determination is to not systematically interface mvotemo. the source data can be brought over manually in o summarized or detailed fashion as appropriate. If manual interface is determined to be the appropriate way to transfer data, worksheets are often provided from the legacy system to assist the user with entry. These worksheets can also be used to merge and prepare data prior to entry. Alternatively, data conversion programs developed for the project are sometimes used as m vehicle to bring in data fi|aa to production after go -live, especially where full automation between systems imnot justified. For inbound interfaces, Solbourne will provide file layouts based on the data mapping for loading the data into the Oracle system. One file layout per interface iuassumed, and for interfaces that use the same transaction, a collector approach will be taken (many sources to a single inbound interface). Since the City understands the legacy source system's file structures and the data transfer mechanisms already in p|moa. it is appropriate for the City to provide the inbound file inthe layout provided byBo|bourne based on a 1:1 mapping. e ORACLE' 10 December 16.2OO4 ��'�v, ���' ' ��(u ��/ n*n������ �� ... Enterprise Resource Planning 8nftwana System Integrator Statement of Work Data transformation will be completed within the extraction program or manipulated in a subsequent program (e.g. cross-referencing to Oracle data eh»nnents, removing dup|icatee, deriving values to be (oadeU, the inclusion of defaults for loading, etc.). 8nlboumnewiU develop the programs to transfer the data into {}raoka. These programs will bmunit tested bvthe So|bourneTechnical Developer and the Functional Project Toann. The loading utilities will be furnished by Solbourne and Oracle and will be available to the City during and after the project for developing additional data transfer programs. Given that the City iaresponsible for the auditing of results, the validation will bethe responsibility of the City subject matter experts during the project and the City system administrators, programmers, or subject matter experts after go -live. Error resolution will be accomplished through manual intervention/correction. For outbound interfaces, the City will provide file layouts based mnthe data mapping for loading the data into the target system. One file layout per interface ioassumed, and for interfaces that use the same transaction, a collector approach will be taken (many sources to a single inbound interface). Since Go1bourne understands the Oracle file mtruc1ureo, it is appropriate for Solbourne to provide the inbound file in the layout provided by the City based on m 1:1 mapping. The City understands the data transfer mechanisms already in place and would beexpected toprocess the file accordingly. Data transformation will be completed within the extraction program mrmanipulated in m subsequent program (e.g. cross-referencing toexternal system data elements, removing duplicates, deriving values to be |oaded, the inclusion ofdefaults for loading, etc.). Solbourne will develop the programs to transfer the data out of Oracle. These programs will beunit tested bvthe 8o|bounnedeveloper and the Functional Project Teenn.The extraction u0ibma will be furnished by So|Uourno and Oracle and will be available tothe City during and after the project fordave/op)ngaddiUonm|data1ransferpno0nanmo. Error handling will be accomplished through standard Oracle processing logs and control amounts generated bythe extract/transformation process. Given that the City is responsible for the auditing of results, the validation will be the responsibility of the City subject matter experts during the project mndtheCih/oyotmnnadnniniotrmtoro. progrannnnmra, or subject matter experts after go -live. Error resolution will be accomplished through manual intervention/correction. For outbound interfaces, the City will provide file layouts based unthe data mapping for loading the data into the target system. One file layout per interface is assumed, and for interfaces that use the same transaction, a collector approach will be taken (many sources toasingle inbound interface). Since 8o|bournmunderstands the Oracle fi|estruotunen.it/a appropriate for 8o|bourneto provide the inbound file in the layout provided bythe City based ona1:1 mapping. The City understands the data transfer mechanisms already in p|enm and would be expected to process the fi|a accordingly. Data transformation will be completed within the extraction program ormanipulated in a subsequent program (e.g. cross- referencing to external sya0onn data e|ennents, removing dup/icahen, deriving values to be /uaded, the inclusion of defaults for loading, etc.). City of Miami Enterprise Resource Planning Software System Integrator Statement of Work Each interface that is developed will be included in the comprehensive integrated testing that takes place in the latter portion of the Validation phase. All testing will be captured in the detailed project plan and managed by the Project Managers from Solbourne and the City. The following interfaces will be developed during the project: ERP Interfaces to Third Party Applications Ref No 1 Type ITD Trouble Tickets ERP Interfaces to Third Party Applications ERP HR to NAI MAGIC — ITD Help Desk Trouble Tickets Solbourne Assumption One-way to NAI MAGIC from Oracle HRMS 2 Time and Attendance ERP HR interface to and from Kronos Timekeeper Central v4.3 time and attendance Two-way between Oracle HRMS and Kronos 3 Employee Demographics ERP HR to Peopleware Training Tracking system v 2.72 for employee/job demographics One-way to Peopleware from Oracle HRMS 4 Worker's Compensation Gallagher Bassett worker's compensation system (Risc-fax) to ERP GL for both workers compensation claims tapes and for employees One way from Gallagher Basset to Oracle GL 5 Personnel Tracking ERP HR to Image Track File Folder System/Color Bar for name, department, bargaining unit, employee status and position (Smeadlink v. 5.0 and Colorbar Gold v. 3.5) One-way to Image Track Folder System from Oracle HRMS 6 Pension ERP HR and Payroll to Pension Gold v. 2.7 for pension information (Levi, Ray & Stroup, Inc.) One-way to Pension Gold from Oracle HRMS/Payroll 7 Police Internal Affairs ERP HR to IAPro - Internal Affairs Police Application One-way to IAPro from Oracle HRMS ORACLE 12 December 16, 2004 City of Miami Enterprise Resource Planning Software System Integrator Statement of Work Ref No 8 Type Dade County Folio ERP Interfaces to Third Party Applications ERP to Tax / Customer information Solbourne Assumption One-way between Tax/Customer Folio and Oracle AR 9 MP2 Asset Management One-way to MP2 from Oracle Assets 10 GIS — ESRI (Environment Systems Research Inc) ArcView — Billing / Fixed Assets One-way from ArcView to Oracle AR 11 CRM Motorolla CSR (Customer Service Requests) One-way from CSR to Oracle AR 12 Marina Management System Manages marina operations and financials 2004_RFP 08-20- 2004_Addendum One provided the following answer to question 16: A16. Information from external systems (i.e. billing for Marina Slips) will be interfaced to Oracle in order to create the receivable. One-way from Marina Management System to Oracle AR 13 Lindsey Community Development One-way TBD (either to OR from) Lindsey TBD (to OR from) Oracle 14 CityView Land management system developed by Municipal Software Two-way from CityView to Oracle AR based on the requirement for this to be two-way identified during contract negotiations lbourne ORACLE 13 December 16, 2004 City of Miami Enterprise Resource Planning Software System Integrator Statement of Work ERP Interfaces to Internally -Developed Systems Ref No 15 Type Personnel Tracking ERP Interfaces to Third Party Applications Fire Notice Web -based bulletin board of official Fire Department notices (Portal) Solbourne Assumption One-way to Fire Notice Web from Oracle HRMS 16 Personnel Tracking Police Court Liaison Tracking system for subpoenas issued to police personnel. It also tracks court attendance One-way to Police Court Liaison Tracking from Oracle HRMS 17 Accounts Receivable Burglar Alarms to ERP AR for billing/invoice information One-way from Burglar Alarms to Oracle AR ERP Inte aces to External Systems Ref No 18 Type ACH Transactions ERP Interfaces to Third Party Applications Automatic Clearing House interfaces to multiple banks and financial institutions for AP Checks using Positive Pay Solbourne Assumption One-way to City banks from Oracle AP — assumes up to two banks only 19 Federal Reserve Bank Bonds One-way to Federal Reserve Bank from Oracle HRMS 20 Unemployment Information Department of Revenue One-way to Department of Revenue from Oracle HRMS 21 Lock Box Bill payment to ERP AR One-way from lock box to Oracle AR 22 PCard Integration Accept Purchasing card transactions from a single provider into Oracle AP for payment. One-way from Pcard provider to Oracle AP lbourne ORACLE- 14 December 16, 2004 City of Miami 'ai Enterprise Resource Planning Software System Integrator Statement nfWork 1.2.3 DATA CONVERSION Conversion is a key component in the implementation of the new Oracle system replacing the Citv'mlegacy system. The best implementations consist ofmultiple discrete small steps with each step being independently validated. Each step will initself contain nnuUbp/e tasks. Conversion ionodifferent, The system must be able to utilize accumulated data from the legacy systems being replaced. The migration from the existing systems must include any necessary modifications to existing systems, which are not being supplanted bvthe new system, as well as any necessary data conversion and importation to provide historical views. Based upon So|bouma'o experienceand industry knowledge, we have identified specific candidates for conversion. 8o(bourna|ncollaboration with the City, for each ofthese candidates, will perform analysis hodetenninmwhethwnrornot the data should bebrought into the Oracle application and how this should bedone. The analysis involves examining the value of having the data in Onac1e, the quality of data coming from the }agmny sys1mnn. the number ofrecords, the effort and cost 1oextract the data, the effort and cost to load the data, the learning opportunity associated with manual data conversion, and all related risks bzthe project. Once these parameters have been evaluated for cost and benefit, the decision iomade about whether ornot the data will beconverted and how. 8olbounne'sapproach &odata conversion consists ofthese majorsbaoe: 1- Map data elements between the Cib/'slegacy and the Oracle application 2. Clean Legacy data 5. Combine nnu|bp|e sources into legacy extract data 4. Extnact[Tranmformm legacy data into Oracle format staging tables 5. Load staging tables into Oracle database. A custom program loads the standard Oracle Open Interface tables (or calls XP|'a) with the data in the custom staging table. The standard Oracle Interface program then runs to load the data into the Oracle Applications module with full validation and includes exception reports. It is possible toload the Open Interface tables directly, but this jenot recommended since the raw data would be lost due to data mapping between the systems, which makes debugging conversion issues extremely difficult. 6. Validate content between legacy @ Oracle application |naddition, through the use of the tightly integrated Application Desktop Integrator (A0) connponerd, journalentries, budgets, budget adjustments, and fixed assets can be uploaded and downloaded between Excel and Oracle easily without any technical development work, which is significant given the extensive amount of conversion activity expected in this area. For conversion candidates where the determination iuhznot convert data (ie.payabhas history), the legacy system or hard copy napode are often used for historical inquiry. If manual conversion is determined to be the most effective way to convert data, worksheets are often provided from the legacy system toassist the user with entry. These worksheets can also beused tomerge and prepare data prior toentry. City of Miami Enterprise Resource Planning Software System Integrator Statement of Work 1.2.3.1 CONVERSION DEVELOPMENT SCOPE Solbourne will instruct on and demonstrate the use of tools to develop conversions in a supportive, collaborative environment. This is done through the use of workshops and interactive development. The workshop approach, described below, enables City resources to learn the necessary tools while completing actual development tasks. Upon completion of the workshops, City resources will be expected to assume responsibility for developing required technical components for the project, working side by side with consultants who are also developing other components in an interactive fashion. It must be kept in mind that technical development tasks will require the assistance of the functional team to help with data mapping and to ensure that business process requirements are being met. Technical and functional resource constraints and organizational priorities must be taken into consideration when the technical scope is developed. 1.2.3.2 DATA TRANSFER WORKSHOP - DATA CONVERSION Solbourne will provide conversion workshop for City Developer(s). The workshop will follow the technical project team training in order to leverage learning from the formal application vendor courses and provide a transition from formal training to working autonomously in meeting project deadlines to develop conversion programs. The workshop will be lead by the Solbourne Technical Developer. 1.2.3.3 ROLES AND RESPONSIBILITIES FOR DATA CONVERSION Conversion development will require Project Team Members' active participation working in a collaborative environment. Solboume will assume a consultative, leadership role in which we will advise and assist in the development of conversion programs. Solbourne brings its experience to the conversion development effort; while involving the City in every step to optimize the City's ability to be self-sufficient after implementation. The table below depicts the responsibility between the City and Solbourne. Conversion Res onsibili Process Identify, and analyze candidates for conversion. City Responsible Solbourne Assist Design the Conversion program(s) Assist Responsible Data Mapping Responsible Assist Data Cleansing Responsible No Responsibility Data Concatenation Responsible Assist Export data from external system to a flat file with a specific format and transfers the file to the Oracle Applications box. Responsible Assist ORACLE 16 December 16, 2004 ��'�^^ � Miami ���u ��r o�o������ �� Enterprise Resource Planning Software System Integrator Statement of Work Process Transform Data City Responsible So|bourne Assist Develop loading Load Data Assist Responsible No Responsibility Validate Responsible Test Assist Responsible Assist Review Exception reports and take necessary corrective actions. Responsible Execute in Production Assist Responsible Validate in Production Responsible No Responsibility 1.2.3.4 CONVERSION STRATEGY Conversion strategy encompasses high-level mapping, /ood<ng, bamdng, and outovor, In high-level mapping, theCitxnluatuonmiderthmarohdmutuna)d)fferenmambetveenUla legacy and Oracle application and define the mapping ofmajor enddesouohoa'Ennp)uyee Type'. In mapping, should the City map one LEGACY'Employee Type' to one Oracle 'Employee Type'? Is this rule uniform for all Employees' that are of that particular 'Employee Type'? The decision impacts how to extract, load, bant data and ultimately affects long term business processes. Another issue imthe 'qua|i1y'ofdata tuconvert. First of all, if the 'quality' of the data is puor, vvuu|d you want to populate the new Oracle system with bad data? Aconversion strategy imthe foundation toosuccessful conversion, and a successful conversion is paramount to a successful implementation. The conversion cycle (in Test and Production instance) will provide two iterations bz ensure clean information. The proposed data conversion cycle immofollows: 1. Initial load ofthe data 2. Errors and messages from the new Oracle system will beprovided 3. City personnel will resolve issues in legacy system or extract programs 4. Second load ofthe data 5. Errors and messages from the new Oracle systems will beprovided 8. City personnel will resolve issues in legacy system or extract programs T. Final load with no errors Step I --Data Mapping High-level data mapping is defined as part of the conversion strategy. Detailed mapping consists of equating every data element in the Oracle application back to a data element in the Citv'e legacy mymtenn, and vice versa. The outcome of this exercise should be documented /nobackward-forward mapping spreadsheets. |nbaokvvard'fomvand mapping, each target field must be identified both by the data base location and the screen location. This facilitates testing by the users. Ideally, there ima one-to-one match between the two systems. Unfortunately, this rarely happens due todifferent architectures. Some Legacy elements will not have a match; many Oracle application elements will not have mmatch. Every field should becategorized bytype ofmatch: ° convert oais, ° not converted, ORAC[]E' ��.�v^ ^�� Miami ���u ��n n�nU��K��� �� ~.... Enterprise Resource Planning Software System Integrator Statement nfWork ° transform (associate ittoarubg. * data created (e.g. Oracle application requirement but not found in the City legacy system), * nomatch-do not fill. Data nnmpping, c|emning, mn1rmoUnn and transformation are all interrelated. Any change in requirements could affect one orall ofthese steps. Step 2--Clean the Legacy Data When performing data cleansing, you must consider two types of data clean-up: static and dynamic. Static clean-up is easier and is only m correction of historical data such an incorrect addresses orphone numbers. Dynamic clean-up jamore difficult because it is concerned with ongoing problems created due to integrity or processing issues with the legacy system. This data can not be corrected completely since the legacy system continues hocreate this bad data. Most ofthe time, this data |ocleaned aearesult ofthe extract process itself orin-post production manually. Step 3--Build the Legacy Extract This step is used when multiple sources exist such as an amalgamation of functional subsystem data. |fthe decision is to'conxort'all ofthis data into the Oracle application, then the process of compiling this data into one data set must be defined in the conversion strategy. Step 4--Extract and Transform the Legacy Data Data extraction and transformation isaprogramming effort that executes the strategy in accordance with the detailed mapping rules. Programs orscripts must bedesigned, coded, and run. Ultimately they must betested. Testing and verification must include static counts, transaction arnounto, and transformation rule validation. Finally, the extract programs must batuned snthey can run inaspecified time frame (o.g.the entire conversion inm3-doyweekend, including loading and testinQ). Step 5--Load the Target Data Base The key is data integrity and an assurance that all data is correctly loaded. Step 6--Validate the Target Data Base Validation is not a one-time event. It must be port of every conversion step. Like most of the preceding steps, validation is an iterative process. In addition 1ovalidating record counts, and financial totals, knowledgeable users should manually validate data. After the data has been validated, the system processes should berun against the data. Ideally, opseudo parallel test will beexecuted. Typically, the mjorproceaaemwiUberun against a snapshot of the legacy system. This is complex and time consuming but worthwhile. Ideally, atthe end ofeach process you will beable tomatch the results tothe legacy. The intent ioto understand the differences, identify and correct possible prob|enle, and totest the new business processes (e.g. how the City uses the input/output of the new Oracle application). 8 ORACLE' City of Miami Enterprise Resource Planning Software System Integrator Statement of Work 1.2.3.6 CANDIDATES FOR CONVERSION: Multiple methods for converting data exist during implementation. Through the use of the tightly integrated ADI component, fixed assets, general ledger balances, and budgets can easily be uploaded from Excel to Oracle without technical development work. This is sizeable given the certainty of conversion activity in this area. Per our experience with Oracle Applications and with city and county governments, we are anticipating that the following conversions will be required to support the Oracle Applications: HRMS • General Active Employee Information • Addresses • Assignments • Salaries • Contacts • Dependents • Beneficiaries • Current benefits elections • Phone data a Federal tax rules • State tax rules • Supervisors • Payment methods • Default costing segments • Balances • Positions • Jobs • 2 Extra Information Types (EIT) • 2 Special Information Types (SIT) • General Active Retiree Information • Active Rehires Accounts Payable • Suppliers • Outstanding Checks ORACLE 19 December 16, 2004 ��^�^v ^�� Miami ���� ��n n�n������ � ~~... Enterprise Resource Planning Software System Integrator Statement of Work I Open pmyab|ominvoices A�muntsReceivable • Customers • Open receivables invoices Grants & Project Accounting • Project to Date Expenditure / By Expenditure Type • Grants/Project-based historical transactions for open Grants/Projects Requisition and POProcessing � Open purchase orders. All purchase order lines that are partially open will be loaded msnet open quantity For each ofthese candidates, analysis |m performed 0odetermine whether ornot the data should be brought into the Oracle application and how this should be done. The analysis involves examining the value of having the data in {Jnyc|e, the qum|bv of data coming from the legacy system, the number ofrecords, the effort and cost hoextract the data, the effort and cost to load the data, the learning opportunity associated with manual data conversion, and all related risks tothe project. Unoethemapmrennebarsmreeva|umtedfor cost and benefit, the decision is made about whether or not the data will be converted and how. Conversion candidates that are identified after the start nfthe project nnustbem000edend approved by the City and Solbourne prior to the start of the work. 1'2,4ARCHR8NG The Oracle Applications contain purging and archiving tools 0osupport the removal ofdata from core transaction and master data tables. The Oracle database iacapable ofstoring a tremendous amount ofdata and therefore, depending onthe needs of the City, some of this data may beretained. Based onour experience, archiving should beevaluated after the City has been inmproductive environment for anextended period oftime. Performance of the database and record retention policies should bmexamined 0o determine potential purge or archive candidates. Go|bournexxi|| work with the City to help identify the available purge and archive programs within the standard Oracle applications and will educate the core City team onthe use ofthese tools. Our recommendation, however, is to evaluate the standard Oracle purge and archive utilities as well as the performance ofthe database and the C|hy'odata retention requirements prior to considering any third party archiving packages. Go|bournmhas included noeffort inthe project beyond working with the City to identify existing, standard archive and purge functionality available inthe Oracle application. 1.2'5 ORACLEEBUs*NESS SUITE MODULE IMPLEMENTATION Unhaon otherwise indicated in the Statement of Work, So|bmurne will configure functionality inherent of the System in lieu of custornization including, functionality related to standard Soffimme ORACLE' ��.�^' � Miami ���� ��/ o�n������ � Enterprise Resource Planning Software System Integrator Statement mfWork workflows, business rules and reports to provide the most appropriate solution to fit the Citx'sneeds. 8o/bmunlewill implement delivered standard Oracle Workflows throughout the System to provide fully integrated functionality and reporting capability of the Oracle E' Buoineno Suite in the City environment. The City, with participation from So1bourne, will develop Discoverer reports to supplement Oracle's delivered standard reports. 1'2.6 SYSTEM SECURITY Solbourne will implement Application security according to Oracle's security model. This consists, but is not limited to, module security, database security, operating system security, and intmmnetsecurity. Access CoOracle Applications iasecured bvdiscrete user accounts within the System Administration module. Each user account can then Um assigned one or more responsibilities, which grant and restrict access to various application functions, processes and reports. Further, these responsibilities can be restricted bybusiness group. /nthe case ofHR.additional security isavailable torestrict users bvbusiness o,position hierarchy. User roles are defined during the process design and validation phases ofthe project bythefunuUona\1earna. These definitions are translated into security profiles by the project system administrator and/or database administrators. During the integration phase, these security profiles are assigned tnuser accounts and used tosimulate actual transactions inthe system. Documentation templates are provided totrack this user based system security. Aprocess for administering user accounts will be provided to the City for use or modification. Additional security is available for all database and operating system accounts, and will be configured to disallow direct connections to the database except where explicitly directed by the City. |t\atypical for 8o|bourne Development staff and Database Administrators to require direct database access, especially during the implementation project. Operating system accounts will be limited to the appropriate staff as requested and approved by the 8u|bourneand City Project yNonogmrs. 128 bit encryption via SSL will be used to secure all traffic between the external user's PC and the HTTP server in the DMZ. Since all other traffic is behind the firevvaU, no additional security is necessary. Solbourne does not recommend that any internal traffic be secured or encrypted. Likewise, Go/bourne does not recommend that any data in the database be encrypted or obfuscated. The above mentioned security measures are expected tomeet the City'o requirements. 1.2.7FA|LURE RECOVERY The Oracle RDBIVIS provides a robust mechanism for recovering from various types of failures. As mentioned in the backup and recovery section of the Statement of Work, all instances running inARCH/VELOG mode have the capability of point -in -time recovery by restoring from a previous hot or cold backup, then "rolling forward" using the appropriate log files. Any instance not running inARCH|VELC)(3mode (typically non -production ��,�^' �^� Miami ��� ��o o�n� ��� x� � Enterprise Resource Manning Software System Integrator Statement of Work instances) can only te restored via previouscmldbackup. The So|boumoDBAwill review the concepts of running in ARCHIVELOG mode with the City's DBA(s). |nthe case nfinstance failure, orserver failure,(sometimes called aoromh\.recovery up1n the point of the failure is auUonnmbo. This rnnkeo for o very forgiving mveb»nn in the case of improper shutdown, power interruption, etc. In the case of media failure, such as HDD failure, assuming the failure cannot be corrected by the media mechanism itself, as is the case with some RAID configurations, the instance can berestored from a prior hot orcold backup and recovered tothe desired point in time (a|| the way up to the moment immediately prior to failure) by "rolling forward" mmmentioned above. This assumes AF{CH|VELO(3mode ierunning. |fARCH|VELOG)m not enabled, for example in the case of a non -production instance, a cold backup will have to be used to restore the system to the state of that backup. In the case of user error, the point -in -time recovery method is especially appropriate. Should muser make enerror |nmproduction database, such aodropping acritical table, the only way to recover it may be via point -in -time naoovery, immediately prior to the error. Note, this is not typical, as few users (the DBA, perhaps a few Developers) have this access. |tiorecommended that full backups always be taken before large-scale system modifications are applied to any instance but are most critical in the production instance. 1'2.8 DISASTER RECOVERY Disaster Recovery of the RDBMS and Applications should fit into the City's existing Disaster Recovery Plan without any changes. This Plan should accommodate for sufficient data retention, the rotation oftapes tnoffsite storage, and the potential availability of replacement hardware for critical oymtanna. 8o|bourne will assist the appropriate City staff in determining what components of the RDBK88 and Applications need tobeincluded inthe City'oexisting disaster recovery plan. 1.2.9 SYSTEM CAPACITY System hardware components and sizing (and therefore capacity) was produced using information provided by the City in the RFP, principally the volume of users, summary data (such as supplier counts) and transactional data (such as expected volume of journal entries). These vo|unnma are used as input to GOlbourne'o sizing o|gohthnne in order to design a system that will: Provide reasonable and typical online performance Support the batch (reporting) processing load that is typical for a public sector organization of the size of the City of Miami Allow for data and user community growth of 5% annually over the next 5 years Support adequate non -production (test, development, training) systems Perform the above functions in a cost-effective manner without excessive unused capacity Software capacity is not an issue, since Oracle has no limitations on data volumes. Network capacity/impact is discussed elsewhere but for overall planning purposes, Solbourne recommends making available an average of 1 Okbps/user for "core" or SAMM ORACLF—' 22 December 1G.2OO4 ��^fx, ^�� Miami ���� ��o o�o���K��� � _-... Enterprise Resource Planning Software System Integrator Statement ofWork nal"application users and serfor self-service (iPnoouremmnt.Self Service HR) users. This Statement of Work does not include network hardware or software components but does include the development oftest plans which will assist in tracking network performance at central and outlying sites. We have developed our own capacity planning models, since we have not encountered a third party model or tool that can correctly and completely size a hardware platform for the Oracle e6umineeasuite inoPublic Sector environment, VVawill deliver our sizing/capacity algorithms b)the City for use in future nopooitv planning sessions. The hardware described in Solbourne's proposal should provide adequate capacity for the City for the next 5years. During the early weeks ofthe project, vvavvii(omnduntateuhnical assessment task where the results ofthe capacity planning information provided inthe proposal will berevisited. Scdbuurnarecommends using standard Oracle tools, primarilyOracle Enterprise Manager and Oracle Application Manager to monitor the system for "hot spots" that indicate potential upcoming performance problems orhardware constraints. The City has licensed the Diagnostics Pack for Oracle Enterprise Manager, which can beused inconjunction with the Intelligent Agent and an Oracle Enterprise Manager repository to answer many capacity related questions based on the accumulation of "growth over time" statistics from the Chv'o Applications. 8o\bourne'm DBAvvl|| work with the City OBA(e) to provide an understanding nfhow \ouse these tools. While a variety of third party performance monitoring tools are available, Solbourne has found that Oracle's own tools combined with the hardware vendor's tools, when used by someone who ioreasonably experienced, are adequate inthis regard. 8o|bnurnm'e methodology in summary is to monitor performance and identify potential bottlenecks before they impact system performance. Once abottleneck isidentified, the capacity planning cycle can begin again, taking into account the issue that caused the bottleneck. VVebelieve that this simple, straightforward approach isbest. The 8o|buurne'sOBAwill work with the C)ty'a OBA(s) to provide an understanding ofhow these tools work together toidentify potential performance bottlenecks. The content and sources of data utilized for capacity planning are addressed above. The RFP was the principal source of data which was used in Solbourne's sizing algorithms (including projected uaexnonnnnundvmndtrgnoactionvo)unnaQrovthof5%parnnnunV and Oracle's generic sizing recommendations to design a system of adequate capacity for Miami's needs, 8o)bournedoes not rely exclusively nnOracle's sizing recommendations since our extensive experience with Public Sector organizations and their unique prumeaajn0 requirements (dozens of bargaining units with highly specialized payroll oyc|es, complex General Ledger chart of account structures with high data volumes, etc.) has allowed us to develop a set of sizing algorithms that are firmly grounded in real -world experience. The 8o1bounnmUBAwill work with the City DBA(e) toprovide an understanding ofhow the 8u|bournealgorithms are used tomake sizing recommendations. 23 December 16.20O4 ��'�xx ^�� ��'��K��' ��"�� ��" n�xu~...." Enterprise Resource Planning Software System Integrator Statement of Work Basic Data Archiving functionality is included in the standard eBusiness Suite. Various third party tools such as Informia Archive from Applimation are available but Solbourne does not recommend including these tools inaninitial Oracle implementation for these reasons: • The tools are typically expensive ($50,000+ implementation services) and may not offer the specific functionality that the City wants (exactly what data isarchived, to what level of detail, in what way is it visible to users in online or report format, are images/scanned documents associated with the archived data still available etc). • Archiving data by purging itfrom the core system tables and moving it to archive - specific tables is not usually done for at least the first five years of system usage. If third -party archive ayo1enn is implemented, the City will need to |icenmm, maintain and upgrade and test itcontinuously over those five years while gaining little mrnovalue from it. • Determining exactly what data can bepurged and archived and inwhat format (^on|ine''.optical storage, paper etc) typically involves aspecial project, coordinated with auditors and legal staff, since there are many vague and open -to - interpretation guidelines and requirements related tmthis subject. 8o|boume recommends deferring any detailed consideration ofarchiving until at least three years ofeBuminemoSuite data has been accumulated and the exact purging and archiving needs and requirements as described above have been identified. Solbourne has performed capacity planning and performance tuning for over 100 clients with user populations ranging from 1Db»5.00O. /\ great number ofthese have been public sector clients with the specialized requirements described above. All ofour "lessons learned" have been incorporated into our sizing algorithms so that we can design a oyohann that gives adequate performance without overspending onunnecessary capacity. Some ofthese lessons learned are: • Default database parameters and 9iApplication Server parameters are never correct for oheavily used 11iaBuaineomSuite system • The most heavily used data schemas (and the physical disk and 1/0 subsystems onwhich they reside) inopublic sector system are Human Resources (incorporating Payroll ifthat product |sinmio||ad). General Ledger. Purchasing and Project Accounting (if that product is installed). This requires special consideration for physical disk layout • In a modern server, CPUs and memory are relatively cheap and therefore are not typically the constraining factor. Disk |X] is almost without exception the overall performance constraint and therefore the choice of what type of RAID hardware and software is used on each different type of file system. This area is extremely critical tmsystem performance. • Oracle patches and updates can cause performance problems at very specific points (such moonindividual online screen mrreport). Without anawareness of this prob|ern, m great deal of time can be wasted looking /o, problems or nnis- configuraUonsmtthe overall system level. e ORACLE' ��.�^^ � Miami ���� ��� o�:� ��� �� � Enterprise Resource Planning Software System Integrator Statement of Work The Oracle core/professional user interface and the Self Service interface have very different load profiles and require different machine resources. In o larger environment such as the City of Miami, this is why we recommend a two-tier system if possible. 1.2.10 SYSTEM PERFORMANCE The hardware sizing included in the Solbourne proposal was prepared using Solbourne's field-tested algorithms to insure satisfactory performance in the City's environment. This exercise will be nepaobsd byGo/bounne'o Database Administrator (DBA) during the first few weeks ofthe project mapmrtofnteohn)ca|aaoesornenttaak. The outcome ofthis task will provide the City with information needed toprocure hardware tobeused during the implementation project andfortheproductionenvironmmnL Solbourne also has extensive and in-depth experience with the configuration of concurrent prognarns, system profile options, database (ind.ona) parameter settings and system maintenance tasks that can improve performance in the 11 i Applications. Typical examples of these configurations include Java Virtual Machine (JVM) tuning, specialized Concurrent Manager Queue tuning to support timely execution of batch processes, and the tuning nfDatabase parameters tooptimize the RDByNSperformance for the environment. The So|bnurnm [>BAvvi|| work with the City's OBA(a) to provide an understanding of techniques used to manage configuration tuning parameters, Tuning the Concurrent Manager Queue (batch processing) typically indudeoeobab|ishing the number of Concurrent Managers to run, when the Concurrent Managers are active, and addressing any errors that occur during Concurrent processing or printing. Also, specialized queues can be set up so that quick running processes do not have to wait behind long running processes (payroll for awonnp|e). All ofthis tuning and configuration io performed via the System Administration module. The Su/bourne [}BAwill work with the City's DBA(s) to provide an understanding of techniques used to manage concurrent manager activity. Database performancewiU be monitored using Oracle tools such as Oracle Enterprise Manager (OEM). The Oracle ROBK88tools tkorofand "Explain Plan" will beused to monitor specific SQL sessions. During the implementation, certain forms, nepodm, or concurrent processes may be flagged aapoor performers, although overall system performance may beadequate. |nthese cases, Go|bournawill work with Oracle horesolve these one by one, sometimes through tuning, though in most cases through patches. The So|bourne DBA will work with the Chv's DB8(s) to provide on understanding of the techniques used to identify "poor performers" and how to resolve these kinds of performance issues with Oracle Support. These are ongoing processes performed initially bvthe So|bourneDBA. >t/uour goal, however, to transfer the knowledge necessary to continue this process to the City's DBA. 1.2.11 SYSTEM OPERATIONS ��'�«^ ^����' . ��Uu ��n n�n������ � Enterprise Resource Planning Software System Integrator Statement ofWork So|bounne/oapproach todeveloping a system operationsprocess is0owork with the appropriate City staff inmnon-th jobmentohnQndationehi bJinsure that the required skills (start and stop the database and applications, verify backups, etc.) are mastered. 8o|bourne will also provide training and assistance to the Qtv'e help desk staff during the transition to Oracle Applications. During the course of the implementation, Solbourne will work with The City to understand the Oracle Applications environment from mnoperations life -cycle perspective. These tasks will include the following: • The development mfanOracle Applications instance management plan • The mechanics ofhow toinstall anew Oracle Applications environment • The mechanics of copying an Oracle Applications environment from an existing environment to create m new environment • An Oracle Applications maintenance and testing strategy to maximize the effectiveness of functional and technical testing processes during scheduled system maintenance Unnefrmnnom • A methodology for identifying and diagnosing performance issues related to Oracle Applications • Oracle RC)BM8backup and recovery considerations and procedures The post production system operation p|ontakeoin1oconmideroUonthofo|lovvn0 aspects of the Oracle Applications. Oracle Applications are installed on one or more servers, depending on the chosen configunadon, and are monitored by the Cdv'm Database Administrator. Database Administrators also address the physical needs of the server including disk storage, network connectivity and hardware related issues. Oracle Applications utilize anOracle ROBMG. Normal ROBM8management procedures including backups, space management, and patching are required. |naddition, Oracle Applications require application patching with associated change control procedures. This typically involves apply patch tom Test instance before applying the patch to production. To keep Test environments in -sync with Production, a process called 'Cloning" is used to replicate the Production environment. This ioanOracle supported procedure performed bythe Oracle Applications DBA. The Oracle Applications OBAalso takes responsibilityfor the "Concurrent Manager" which is the background process that supports the batch processing environment. These responsibilities typically include establishing the number of Concurrent Managers to run, when the Concurrent Managers are active, and addressing any errors that occur during Concurrent processing orprinting. There is also a separate System Administration function for setting up users, grant users access to "Responsibilities" (Actions that the user can perform), and removing users from the syobann. In some environments, the DBAm/iU also share this role. Softume ORACLE' 26 December 16.2OO4 ��'�x, ~���N' ' ��U� v�/ own������ � ~ Enterprise Resource Planning Software System Integrator Statement ofWork Many sites also use aHelp Desk aomcentral contacting point. Help Desk personnel can beused hzreset passwords, verify system printers are accessible, and create work requests for issues they cannot address. 1.2.12 SYSTEM MAINTENANCE The SoUbourneFoundation methodology is based onthe premise that the City will support the new system with little ornosupport from Solbmurne. Bvunderstanding what iu necessary tosupport the technical administration aspects ofthe system, the functional processes, and the end user community. the City can avoid future costly consulting services and the frustration associated with a reactive and sometimes time consuming process toresolve issues. This does not mean, however, that 8o|bournawill cease supporting the City upon go -live of the new system. The scope of work includes mtwo-month period ofpost production support for the Financial modules following the September 1, 2005 go live date and a two -month period of post production support for the HR/PayroU modules following the January 1. 2006 go live date. Based on the September 1, 2005 go live for Financials, post production support would include the first month end close process (September) which also coincides with the first quarter -end and first year-end closings. The payroll support team will beavailable for two full production payroll runs during the HR/Payroll post production support period. It is not8o\bourne's intent to maintain the entire Financials orHRyPeyroU implementation team onstaff during these two post production periods. Go|bournmwill maintain asubset of the implementation team that is skilled to cover all modules implemented and being supported during the respective post production support period. The goal during post production support imtoprovide assistance hnCity staff toaddress issues which may not have been previously observed. Additional financial and payroll year end processing support is available to the City to help with other year end processes or to address changes to payroll rules in the City's post go - live business environment. This additional year end processing support \anot included in the scope ofwork. During the Post Production Support phase wewill also support the Cit/shelp desk function. While we strive to train and pass knowledge on to the City's help desk team to support the Qb/'o end user community, not every scenario can be anticipated prior to supporting the production environment. While not included within this scope of work, 8o bourne does offer support contracts to provide consulting resources 0othe City atreduced rates. Depending onthe Cihy'aneeds, resources can be made available on an immediate or when available basis to provide needed support services. Information on8o|bourne Support Contracts will baprovided bu the City upon request. Our commitment 0n the City is long term. Our first public sector implementation was in 1994 and we are still working with this client today. We provided their original ORACLE' ��.�^^ ���' . ���� ��n x�x������ ^� Enterprise Resource Planning Software System Integrator Statement of Work implementations of financials and human resources and then upgrade services bzmigrate them borelease 11i. VVmprovide mspecific upgrade methodology that focuses on technical and functional migration to the latest release. During the implementation, the 8olbourne team will work with the City todefine anon- going operations plan tosupport the Cdv'esystem after go -live and into the future. The plan will include a patching strategy to keep the Oracle system up to date and to avoid extended periods system down time. The application mfsoftware patches requires a certain level offunctional testing, depending onthe size and scope ofthe patch being applied. So|bourne will work with the City'o support team to come up with a plan that optimizes the amount of time spent patching and testing the applications during on -going maintenance activities. Depending onthe final structure ofthe City'ehelp desk, functional support tmamn, and technical admniniatnators. So|bourna will work with the City to identify on optimal maintenance window when the system can be patched and the Oracle code brought uptothe latest release. The test scripts used during the implementation can be leveraged to create core maintenance test plans that strike a balance between the time available to perform testing and those functional areas that are critical and must be tested with each patch. Problems identified during the testing phases of the maintenance cycle will be logged and assigned to the appropriate City resources for resolution. The Oracle Metal -ink site will be used to log TAR's and City functional support resources will be tasked with modifications toapplication configuration \fnecessary. Technical development items will be tested during the maintenance cycle and modified accordingly by City Technical Developers. Documentation will beupdated and revisions tothe code tracked during the process. A final approval ofthe test scripts will occur prior to any migration of maintenance patches or processes tothe C:ity'oproduction system. This process represents ehigh-level approach to system maintenance. Ade1a||eU plan will be developed during the implementation given the resources and constraints that are unique tothe City. The 8o|bounneconsulting team will work with City personnel during the implementation to develop and execute an end user education program to support the go -live processes for the City. Included within this program are not only the courses necessary to support City operations on the first day of go -live but also a longer term plan on additional training needs that the City will execute onits own. Again, self sufficiency inall aspects ofthe Oracle system ioour goal. VVewill deliver aneducation team that iafully capable of working with key City team members to identify, develop, and deliver education to the City personnel who require the Oracle system to complete their assigned duties. Oracle dedicates mtremendous amount ofresources 1mupgrading and improving their software. New functionality and new products are released onoregular basis. Our team will work with the Citv'asupport team and process owners &oidentify and understand any new software functionality that iebeing released. This information )oreadily available through C}rado'm YNetaLinh Support site. 8oKx)urnecan support the City |nthe implementation ofnew[rademodukammv subsequent work efforts. Training on new applications released by Oracle is available 28 December 18.2OU4 ��'�^' ^����' ' ���u ��n n*������� � Enterprise Resource Planning Software System Integrator Statement of Work through Go|bournm'aEducation group. During the implementation, Go|bounnawill review the available applications within the Oracle product suite that may be beneficial to the City inthe long term. |fthe City wishes 0mbecome proficient orinclude anew application in their business process, Solbourne offers a variety of services including custom project team troining, modular innp/onnantaUon, and end user education. These services are not included within this scope ofwork. 8o|bournewill provide more information onthese services at the City'nrequest. 1.2'13 BACKUP AND RESTORE CAPABILITIES The Oracle RDBIVI8pomides for pointintime recovery when running inARCH/VELOG mode. It is our recommendation that all production instances run in ARCHIVELOG mode. Non -production ins\ances, due to their |asa aonaidma recovery naquironnentm, usually do not require poin1-in-tinnerecovery. When running |nAF{CH(VELO(3mode, ^hot^backups of the database are made possible. ''{}o|d" backups are always possible. During hot backupa, all functionality Vfthe application is accessible, During cold bockupm, none of the functionality ofthe application isaccessible. 8o|bnurne'ndatabase administrator (DBA) will assist the City staff with implementing on industry standard backup plan of weekly cold backups along with nightly hot backups of the Oracle Applications database. This can badone with Oracle standard tools /achphe. RIVIAN, etc.) The applications code. along with the operating system, has nospecial backup requirements and should be included in the City's existing enterprise backup schedule. Provided the City's existing backup hardware has the capability to absorb the amount of data generated by the above mentioned backups, no additional hardware will be required. Additionally, the City's existing backup software should be sufficient, though licenses for each server toUebacked upmay have tobeprocured. Concerning incremental backups, when backing up Oracle Applications, only the database requires special handling. The database datof|eoare backed upeither bvacold (system down/unevai|ab|e\backup ormhot (system uo/avai/mb/e)backup. From this point, until the next hot orcold backup, all ofthe database redo log files are archived and backed up. 8o, no, the database cannot be backed up by using the textbook definition of incremental bauhupa, though point intime recovery iestill available. However, the application file system (what vvegenerally refer toaathe code tree and application binaries, or"tops and honnes'')can babacked upbvincremental means. Significant changes donot happen to the application file system, as files are typically only changed by patches and cumConnizmUona. The only exceptions tothis are process and report output and log files which are written tomore orless constantly. For this file system, areasonable backup plan of weekly full backups and nightly incremental backups might be implemented. /n this scenario, reasonable po)nt-in-tinnerecovery is available, though tapes are conserved through the use ofincremental backups. The highly integrated nature of the Oracle Applications requires that all modules be backed up together. No provision is made for backing up single modules, or combinations ��^�«^ ^�� ��'��k��' ���� ��n Miami �� cnonu Enterprise Resource Planning Software System Integrator Statement of Work of modules. When restoring aninstance, the database dm1ofi|eeand application fibo system should be from as close to the same point -in -time as is possible. |fthe time of available backup is sufficiently different, the DBA can generally accommodate for any synchronization differences in the way of patches by applying them to the applications file system orthe database datofi/eoto"catch up" whichever iolagging. 30 December 18.2OU4 ��.�^^ � Miami ���� ��o ,�x������ � Enterprise Resource Planning Software System Integrator Statement of Work 2.0 PROJECT ORGANIZATION 2.1 PROJECT STRUCTURE The following table contains the names and roles cf8o|bourne staffing for the Cdv'a implementation project. The staffing level for the City iopredicated onthe start date of the Project being December O.204and iobased upon the scope of the Project as defined inthis Statement of Work. This scope was derived from the responses to the City'arequirements /nthe ERP-S| Functionality Reoponma, auupdated during the negotiation process. The Go|bnumneand City Project yNona8mnmentTmannwU|uaethaoCadda1m.acopm.andQh/andGo|bournm roles were used todevelop the tasks and aubtaoksinthe Project 8ohedule/Man. This plan will bmfully developed during the Readiness Phase ofthe project anUwiUbeupdmWad continually throughout the implementation. The table below lists consultants expected to be assignedtothehnokennentationp j ct. Actual module implementation assignments will bemade after staffing assignments have been finalized. Person DovidOonceoia Rm|elPomUdon Project Manager Sue Burman Project QA PierFahned| Change Leadership and Education Coordinator VVendie MoKne||v Education Consultant CinUyHaqzhng Financials Lead /GL/FAConsultant) Alicia Wing AR Consultant Don Kohl Purchasing/i8upp|ierConaultnn1 Alicia Wing APYiExpenoe/CashyNgndConsultant Debbie Fox Treasury Consultant Gary Webb Grants Management Consultant K4)ckeyPaduda Projects/Project Contracts Consultant Connie Finck HRLead (HR/8SHRKOTAConsultant) Ann Lamb Payroll Consultant Ann Jalandoni {]TLConou/tant Paul Arsenault Benefits Consultant Ken Carpenter Labor Distribution Consultant bawW ORACLE' 31 City of Miami Enterprise Resource Planning Software System Integrator Statement of Work Person Dave Moore Marc Lassaux Jeff Aikman Naveen Yeturu Greg Rhoades Role/Position DBA/Network & Performance Analyst DBA/Network & Performance Analyst Technical Lead Financials Technical Developer Portal Signal Sign -on Architect 2.2 ROLES AND RESPONSIBILITIES Solbourne's recommended project organization structure is provided in the Project Organization chart below. The remainder of this section depicts the project roles and responsibilities for both Solbourne and the City for this project. Steering Committee Executive Sponsor City Executives City Project Manager Solbourne Project Director (CA) Solbourne Project Manager Project Management Office City Project Manager Solbourne Project Director Solbourne Project Manager Process Teams Solbourne Process Consultants and City Process Owner(s) for each of the following functional areas: GLIFA AR/Billing Procurement APISupplierlExpense Treasury/CM Grants ProjectslContracts HR Payroll Benefits Time and Labor Labor Distribution Technical Team Solbourne Application DBA City Application DBA City Network Adrninistrator Solbourne Technical Developers City Technical Developers City Focus Groups City Financials Focus Group Members (5-8) City Human Resources Focus Group Members (5.8) City Procurement Focus Group Members (5-8) City Projects/Grants Focus Group Members (5-8) Education and Change Management Team Solbourne EducationlChange Lead City Education/Change Lead Solbourne Education Consultants City Instructors City Help Desk Coordinator 2.2.1 SOLBOURNE STAFF ROLES AND RESPONSIBILITIES Solbourne Project Manager Solbourne ORACLE 32 December 16, 2004 ��'�x^ ^�� Miami ���� ��p n�o/����� v� Enterprise Resource Planning Software System Integrator Statement of Work The S0|bourneProject Manager owns the Project deliverables and imresponsible for dey- to-dnyproject nnonagennenL The 8o|bourneProject yNanager.inco junctionxviththeCbv Project Manager, is the primary liaison with the Steering Committee and Executive Sponsor, as well as the Project Team. The responsibilities outlined below are coordinated with the City Project Menogar. They work together tomeet the project obiectiveo.ho identify project ivaueoandfooi\itatereoo|uUon.andtoparticipmbainao1ivenoachingvvjth the implementation team. The responsibilities for the 8o|bourneProject K8anm0orinn|ude: • Developing the Project Plan, Project Standards, and Cu1overPlan • Managing So|bourneProject budQet ° Managing and refining the Project P|anondCutovarP/an • Acquiring, assigning and managing Project n*oounceaandbauU/dem � Developing and conducting the Project TeonmOrientadnnseon)on ° Developing and conducting the Organizational Kickoff meeting ° Communicating Project status to the Steering Committee, Executive Sponsor, and the Project Team � Streamlining the issue resolution process � Proactively anticipating Project dewiaUonsondtak/ng/nnnnediahecnrreCtiveaction � Understanding the overall business process integration for the City ° Participating ingathering the Citv'obusiness process requirements � Attending Steering Committee meetings ° Participating inthe Change Leadership effort � Working with the Solbourne Education and Change Leadership Consultant and the City Education and Change Leadership Coordinator to plan, manage, and execute the user education effort � Working with the City technical resources and the Solbourne technical resources to manage and coordinate the technical effort � Initiating and promoting Cross -functional communications ScllbourmeProject Direotor/QmmUity Assurance Manager The @o|bournaProject D)rectur/Qum|dvAssuronceK8onmgerionaoponmib|efornnondohnQ the quality of the project and the completion of periodic quality reviews. The reviews are intended to provide an additional perspective on the following areas to the ProjectGteering Committee and the Project Monagmnnen1Tmonl: • Effectiveness ofthe projectorganization and communications • Appropriateness ofthe project pu)icieoandpnooedunam • Observance ofthe critical success factors for the Project bmm oRAcLE ��'�v� °�� Miami ���u ��n o�n������ � Enterprise Resource Planning Software System Integrator Statement of Work • Adherence tothe project implementation methodology and scope • Comparison ofproject pnm0reaa0op|mnandnniheetoneoohievamnent • Conformance of deliverables to quality standards and the acceptance process Sm|lbourne Process Consultant The Solbourne Process Consultants have ownership of the processes within their functional anae(s) and the project de|ivereb|es. They provide dov-to-daymanagement for their functional mnam(a). The Process Consultants work with the Project K8anmgerobo manage scope, assign and schedule resources, and tomonitor deliverable progress. The Process Consultants are responsible for identifying the impacts and requirements of the business processes to support the onQanizmtion'efuture state vision within the oyatenl, and for verifying that the Project Teann/arnaeUnQthebuoineaaobieot/ves. Working with the City Focus Groups and Process Owners, they manage the effort to gather the business process requirements and develop the related business solutions. The responsibilities ofthe GnbouoneProcess Consultants include: • Conducting Project Tearntnyin|ng ° Developing the Business Process Definition document • Working with the City Process Owners to conduct Process Flow sessions and Information Gathering sessions with City Focus Groups to gather business process requirements and develop the design ° Providing status reporting • Working with the City Process Owners to configure the system and validate the design � Working with the City Process Owners totest and document the implementation � Facilitating decision making � Developing cross -functional solutions � Monitoring the execution ofsystem cycle testing and integration testing � Working with the City Process Owners tndevelop and refine the test script and user procedure templates provided by8o|bourne. ° Management ofproblem resolution • Working with the City Process Owners to conduct confirmation sessions to validate business processes and solutions with the City Focus Groups • Working with the technical team in the design and development of interfaces, repods, forms, and conversions � VVorh)n0 with the City Database Administrator on user authorizations � Working with users onclosing procedures 34 December 16.2O04 ��'�xx � Miami ��Yu ��o nwnY����� � .'. Enterprise Resource Planning Software System Integrator Statement of Work ° Working with the Solbourne Education and Change Leadership Consultant, the City Education and Change Leadership Coordinator and the City Trainers to plan the end user education effort. SolbowrmmApplication Database Administrator The Solbourne Application Database Administrator installs the application and database in the development, test and production environments and supports the City Applications Database Administrator for the duration of the Project. The responsibilities for the Go|bounleApplication Database Administrator include: " Performing the initial installation of the database management software and the application software |nthe development and test environments = Developing and testing abackup and recovery plan. • Supporting the City Application Database Administrator on an as needed basis for the duration ofthe Project andpnovidingfuU'Urnesuppodduhngthecutovertoa production environment. • Monitoring and tuning the database SwlbPurnwTechnical Developer The Solbourne Technical Developer resources are responsible for the technical development related to assigned data conversions, interfaces, and customer reports. The responsibilities for the 8u|bounneTechnical Developer include: • Providing file layouts for assigned conversions based nnthe functional project teonn'o data mapping. ° Writing the data load programs for assigned conversions • Developing assigned interfaces. = Providing standard templates for documentation to be used in each phase in the deve|mpnnentUfacyde ~ Developing assigned custom reports based on specifications provided by the City. • Ensuring assigned interfaces, conversions, and custom reports are included in the test scripts for Validation and Integration Testing. SolbwurneEducation and Change Leadership Consultant TheGo|bourne Education and Change Leadership Consu|tant, along with the Citv's education and change leadership coordinator, are responsible for the education and change leadership aspects ofthe Project. Together with the City Education and Change Leadership Coordinator, the responsibilities for the 8u|bounneEducation and Change Leadership Consultant include: • Develops the Change Leadership Plan • Develops and manages the Project Team Training Plan ,%0lHM ORACLE' 35 December 1O.2UO4 ��'�«� ^�� ��'��K��' ���� ��v x�xU._...� Enterprise Resource Planning Software System Integrator Statement of Work • Develops and manages the End User Education Strategy ° Develops the Prototype Training Materials • Conducts the Course Developers' Workshop • Coordinates the development and administration of the training environment with the City Database Administrator • Participates in the Train the Trainer course to teach the fundamentals of adult education tothe group ofprocess owners and trainers and facilitates the training of the casual user courseware to the trainers • Participates inthe review ofuser education materials • Facilitates the Cih/'m staff in the development of courseware for the user training program • Reviews quality for User Education SmlbmumneTrainof The Solbourne Education and Change Leadership Consultant, along with the City's Education and Change Leadership Coondinobor, are responsible for the education and change leadership aspects ofthe Project. Together with the City Education and Change Leadership Coordinator, the responsibilities for the So|bounneEducation and Change Leadership Consultant include: • Develops the Change Leadership Plan • Develops and manages the Project TemrnTnyiningP|on ° Develops and manages the End User Education Strategy • Develops the Prototype Training Ma1mha|o • Conducts the Course Developers' Workshop • Coordinates the development and administration of the training environment with the City Database Administrator • Participates in the Train the Trainer course to teach the fundamentals of adult education to the group of process owners and trainers and facilitates the training of the casual user courseware tothe trainers • Participates in the review ofuser education materials ° Facilitates the City'm staff in the development ofcourseware for the user training program 0 Reviews quality for User Education ORACLE' 36 December 16.20O4 ��'�xx "�� ��^����' ��n�� v�v Miami Enterprise Resource Planning Software System Integrator Statement of Work 2.2.2 CITY STAFF ROLES AND RESPONSIBILITIES City Executive Sponsor The Executive Sponsor directly communicates the vision for the project inm|iOnnnentwih \hmCity's long-term goals and objectives. The responsibilities for the Executive Sponsor include: ° Maintaining the authority to set phordiem, approve suopa, and no#|e issues that significantly affect the organization • Participating inthe Steering Committee • Promoting the project throughout the organization. Where conflicts exist inthe completion of these responsibilities, the Executive Sponsor is empowered to negotiate and promote asolution. • Reporting to the Mayor, City Commissioners, and City Steering Committee on the pr jacYaprogreusend)oauea ° Monitoring the progress and the organizational impacts ofthe project • Empowering the core Project Teanitonnahedecia)ona • Generating timely decisions = Supporting the Project yWanaQeratomcoonnp|iohtheproject goals City Steering Committee Member Steering Committee members support the vision for the project\nalignment with the Cdv'm long-term goals and objectives. The Steering Committee members aid inpromoting the implementation Project throughouttheorganiza1ion. Responsibility for overall project direction and accountability imvested inthe Steering committee. The 8o|bournoand City Project Managers report to the Steering Committee. Steering Committee members include the City's CFO, CIO and Directors from key City Departments The responsibilities for the Steering Committee members include: ° Attending Steering Committee meetings • Monitoring the progress and the organizational impacts ofthe project • Providing comments tothe Executive Sponsor and Project TeanmnagandinQ escalated issues • Providing guidance and advice tothe P jent'aEmyou1ivo8pnnanrm(Chimf Information Officer and Chief Financial Officer) in setting dinanUon, establishing po|icy, and resolving major issues • Providing guidance and oversight for the Project andeneuroehnne|ydooisions ° Supporting the Project Managers toaccomplish the project goo|a bMUW ORACL@F 37 December 18.2O04 ��,�^^ ^�� Miami ���� uvo n�n������ �� ~~... Enterprise Resource Planning Software System Integrator Statement mfWork City Project Manager The City Project yNanegeriareaponeib|e for dav-to-dayProject mmenagemenLTheCdv Project Manager acts as the primary liaison with the Steering Committee and Executive Sponsor, mewell eethe Project Temnn. The responsibilities outlined below are coordinated between the Project W1anogano(Ci1yond8o|bourne). They work together 1omeet the project objectives, to identify Project issues and facilitate nemo|uUon, and to participate in active coaching with the implementation team. The responsibilities for the City Project Manager include: � Participating inthe Steering Committee � Communicating Project status to the Steering Commndtee. Executive 8ponsor, and the Project Team � Assisting in the logistics and oonlnnun)uaUnn on the project � Reporting Project status and details tothe Steering Committee � Participating inthe development ofthe Project P|onendProject Standards ° Participating inmanaging and refining the Project Plan and CutoverPlan � Managing City Project budget ° Acquiring, assigning and managing Project rmoouruemendfaoi|iUea " Participating inthe development and conduct ofthe Project Team Orientation session ° Participating in the development and conduct of the Organizational Kickoff meeting ° Streamlining the issue resolution process � Proactively anticipating Project devimbonaandtakingoorrecUveonbun � Understanding the overall business process integration for the City � Participating ingathering the Citv'obusiness process requirements ° Participating inthe Change Leadership effort ° Working with the Solbourne Education and Change Leadership Consultant, the City Education and Change Leadership Coordinator and the City trainers to plan, manage, and execute the end user education effort • Working with the City technical resources and the 8o|bourne technical resources to manage and coordinate the technical effort ° Initiating and promoting Cross -functional communications City Process Owners The City process owners provide day-to-day management for their functional area(s). The process owners must beable bowork with the Project K8anmQeratonnenmgeocopm.aooi0n and schedule resources, and monitor deliverable progress. The process owners are responsible for identifying the impacts and requirements of the business processes to support the orQmnizobon's future state vision and goals for the City's implementation, and 38 December 1O.2OO4 ��'�^v �� Miami ���� ��n own������ x� Enterprise Resource Planning Software System Integrator Statement of Work for verifying that the Project Teonnismeedn0thebuoineaeo . Working with the focus groups, the process owners manage the effort bzgather the business process requirements and develop the related business solutions with the Solbourne Process Consultants. The responsibilities for the City Process Owners include: " Leading the Focus Groups • Attending Project TemnmtoyininQ • Working with the Sn|bourneProcess Consultants toconduct process flow sessions and information gathering sessions with Focus Groups to gather business process requirements and develop the design • Working with the Solbourne Process Consultants to configure the system and validate the design • Working with the 8n|bourneProcess Consultants 10test and document the implementation • Managing the execution ofsystem cycle testing and integration testing ° Working with the 8o|bournmProcess Consultants todevelop and refine the test script and user procedure templates provided bv8o|bourne. • Identifying transactions/data for testing and evaluating expected vs. actual results • Performing validation and reconciliation ofdata conversions • Managing problem resolution • Working with the Solbourne Process Consultants to conduct confirmation sessions tovalidate business processes and solutions with the Focus Groups • Working with the technical team in the design, deve|opn`ent, and testing of interfaces, reports, forms, and conversions ° Providing data for production conversion loads • Working with the Project Team and the City Database Administrator on user authorizations ° Providing post -implementation production support • Acting osachange agent within the organization • Attending Course Developers' Workshop • |ncollaboration with City Focus Group members, participating inthe development ofuser training materials • In collaboration with City Focus Group members, participating in end user training courses � Working with the Solbourne Education and Change Leadership Consultant, and the City Education and Change Leadership Coordinator to p|an, nnanage, and execute the user education effort ORACLE' 39 December 1O.2OO4 ��.�^^ ��� ��.����. ��ou� v�v Miami Enterprise Resource Planning Software System Integrator Statement of Work City Focus Group Member The City focus groups are comprised of subject matter experts with different perspectives from across the City that collectively form the knowledge base of the organization's business process requirements. They participate |nthe gathering pfbusiness process requirements and the validation uYthe business solutions. The responsibilities for the Focus Group Members include: • Attending Project Team training • Participating inprocess flow sessions and information gathering sessions to provide their perspectives inthe course ofgathering business process requirements and developing the design • Possibly participating |nthe execution nysystem cycle testing and integration testing • Possibly working with the Solbourne Process Consultants to develop and refine the test script and user procedure templates provided by8o|bourne. • Possibly identifying transactions/data for testing and evaluating expected vs. actual results • Participating in the confirmation sessions to provide their perspectives in the course ofvalidating business processes and solutions • Possibly participating in the development and delivery oftraining materials � Participating in end user education pilot courses and providing feedback to trainers � Providing post -implementation production support � Acting msachange agent within the organization City Education and Change Leadership Coordinator Together with the Solbourne Education and Change Leadership Consultant, the City Education and Change Leadership Coordinator will participate in the education and change leadership aspects ofthe project. The responsibilities for the city Education and Change Leadership Coordinator include: • Participating in the development and management of the Change Leadership Plan • Participating |nthe development and management ofthe Project Team Training Plan • Managing the execution of change leadership communication and sponsorship tactics • Participating in the development and management of the end user education strategy and plan It Refining and presenting the prototype training materials (with the So|bourna Education and Change Leadership Consultant) ORAC[-IE. 40 December 1O.2O04 ��'�vx '�� ��'��K��' ���u ��� nwv!~�...0 Enterprise Resource Planning Software System Integrator Statement of Work ~ Participating inthe course developers' workshop (with the 8o|UounnmEducation and Change Leadership Consultant) • Coordinating the development and administration of the training environment with the City Database Administrator (with the 8o|bourneEducation and Change Leadership Consultant) • Conducting end user education materials review (with the Solbourne Education and Change Leadership Consultant) • Overseeing the activities of the training logistics coordinator including the enrollment of students, the scheduling of classes, and the monitoring of attendance for end user education • Facilitating user feedback to change leadership programs ° Developing and defining new organizational roles and responsibilities • Developing and defining user incentive programs = Facilitating executive sponsorship and leadership alignment • Understanding the end user education strategy City Trainers The City Trainers will participate in developing training materials and conducting the training classes. The responsibilities for the City Trainers include: • Assisting inthe execution ofthe End User Education Strategy = Populating the training environment with data for training exmnoioao • Possibly assisting with the development of user procedures and Core User training materials • Attending the Train the Trainer course to learn the fundamentals of adult education and refine knowledge ofthe training content � Understanding the End User Education Strategy � Delivering End User Education 0mInformational and Casual Users City Help Desk Coordinator The Help Desk Coordinator io responsible for providing both application and technical software support to the end user community during the productive use of the system. The help desk provides the first line of help for all questions or problems during the production period. Individual questions and issues must beanalyzed and classified. The Help Desk Coordinator working with City Project K8anogernmntwU|needhodefinmthemupport structure, evaluation procedures, and the routing process for incoming problems. The responsibilities for the City Help Desk Coordinator include: ° Defining the help desk strategy inthe short term and long term inconjunction vvhh the City Project K4mnagennent ��.�»v ^�� Miami ���u ��� onu���K��U �� .... Enterprise Resource Planning Software System Integrator Statement of Work • Defining and establishing the help desk infrastructure • Coordinating the staffing, administration, and management of the Help Desk with the Project yNmnogens City Application Database Administrator The City Application Database Administrator is responsible for the administration of the database platform. The City Application Database Administrator will assist the Systems Administrator in the establishment and maintenance of user authorizations and the connectivity for peripheral devices to the environment. The responsibilities for the City Database Administrator during the project include: • Acquiring knowledge from the So|bourneDatabase Administrator = Working with the Project Temnmtopnovidehoohnima|supportfortheimnp|ennmn1mdon = Establishing and maintaining database and application security = Coordinating activities with City network and workstation administrators • Conducting City-wide inventory of peripheral devices (printerm, scanners, etc) • Rollout myperipheral device connectivity tmthe C)b/ = Participating in the database management and application software installations • Jointly with the So|bourneDatabase Administrator performing ongoing configuring, monitoring, tuning, and troubleshooting of technical environment and performance management ofthe system • Maintaining system documentation • Performing checks, tasks, and backups within the technical environment " Managing and executing installations, upgrades, and system patches � Database configuration and tuning � Backup and recovery management � Database growth management ° Jointly with the 0o|bourne Database Administrator monitoring job processing and identifying and correcting related problems City Network Administrator The City Network Administrator is responsible for the administration of the application environment. It is also appropriate for this resource to be responsible for the establishment and maintenance of user authorizations and the connectivity for peripheral devices to the environment. The responsibilities for the City Network Administrator during the project include: • Acquiring hnovv|adgm from the 8o|bourne DB/V8u|ution Architect • Working with the Project Team to provide support for the implementation boume oRAcLe- 42 December 1O.2OO4 ��'�v^ m� ��'��K�8' ���� ��x n*n�~~,..� Enterprise Resource Planning Software System Integrator Gtmbmnnent of Work • Establishing and maintaining application security and auditing efforts • Coordinating activities with City network and workstation administrators � Conducting City-wide inventory of peripheral devices (printers, scanners, etc) � Rollout ofperipheral device connectivity tothe City � Participating in the application software initial installations ~ Jointly with the Solbourne DBA/Solution Architect performing ongoing configuring, monitoring, tuning, and troubleshooting of technical environment and performance management ufthe System � Maintaining oyo1onn documentation ° Performing checks, tasks, and backups within the technical environment " With 8o|bournerecmnlnmendation. managing and executing )nota>)ahonm, upgrades, and system patches = Backup and recovery management = Monitoring job processing and identifies and corrects related problems City Technical Developer The City Technical Developer resources participate in the technical development related Coassigned data conversions, interfaces, and reports. The responsibilities for the City Technical Developers include: " Acquiring knowledge from Go|boun7e technioa|deve|oper(e) ° Participating inthe development ofassigned interfaces � Providing file layouts for assigned conversions based on functional team's data mapping. � Participating inthe development ofassigned conversions ° In conjunction with City Project Team resources nnopping, verifying and correcting legacy data prior toimport into Oracle � Providing test files for conversions and inbound interfaces toOracle 2.3.3 MANAGEMENT STRUCTURE Core 1o8o1bounle'a project centric culture iseffective project nnanagamnont. Project management assists organizations to plan, efficiently develop, and deploy integrated systems. By utilizing a proven and successful methodology, we can assist organizations inachieving on -time and within budget projects. %WrW ORACLE ��.�x^ ^����, , ��U� v�x o�o������ � _ Enterprise Resource Planning Software System integrator Statement of Work Our project management methodology )sbased onguiding principles outlined bvthe Project Management |natitute'aProject K8anagernen1BodyofKnovvedge/PMBOK3. The components ofour project nmanegernentnmethodo|oQyare: • Scope management • Schedule management • Cost management • Resource management • Communication management • Issue management = Risk management • Quality management The cornerstone of our success has been our people and teamwork approach and a key component of our methodology is knowledge transfer from Solbourne consultants to City team members. Through this team approach we facilitate the transition to the City the knowledge and skills necessary torun the system upon going live. Afurther discussion of Go|bourne'eapproach toknowledge transfer can Uofound below. So)bounlecu|Uvmtea positive project environments, yielding tremendous results that bring confidence and pride hoeveryone involved. The approach that vvehave presented is based onsuccessful experiences. We realize that notwo organizations are the same, and what works great for one organization/project imnotneceaom,i|ythebas1xvoytode|ivera similar project for another organizoUon, despite their apparent similarities. Executive sponsorship and active participation by key stakeholders is critical for a successful project. Leadership, both formal and informal, bvthe City managers, department leads, and key influencers will enable the project taanmtoa000nnpUnhtheir mission. Frequently many nfthese resources are part ofthe Project GteahngConlmittee as the City has indicated will be the cmem for this Project. The Steering Committee provides executive sponsorship for the Project inaddition tothe Project Execubve Sponsor. Another component of Project oversight is the Quality Management/Assurance Program. Solbourne recommends that aquality assurance program be established jointly by both Parties to monitor the Project and perform periodic que|dv reviews. The reviews are intended to provide an additional perspective to the Project implementation team and the Project Managers in relation to the following areas: • Effectiveness ofthe Project or0anizaUonmndconmmnuniomdono • Appropriateness ofthe Project policies and procedures ° Observance ofthe critical success factors for the Project • Adherence tothe Project implementation methodology and scope solboume ORACLE ��^6v, �����'����' ��v�� «^n Miami Enterprise Resource Planning Software System Integrator Statement ofWork • Project progress compared to plan and achievements • Deliverables quality and conformance to the acceptance process 2.2.4INTERACTION QFSOLBOURNEAND CITY PROJECT TEAMS /t is imperative for the project'asuccess that the City project team works closely with the 8o|bourneteam tmcreate acollaborative environment incompleting the jmc[obaskm and deliverables. Our approach inworking with the City staff iatocreate otrue team environment. |tiathrough collaboration and partnering that the collective project team can best accomplish its goals and objectives. 8o(bounne believes vvebring value through our knowledge and we wish to share this value with the City as much as possible. Further werecommend that the City and 8olbmume project team members work together aeacohesive unit inajoint project temmmroonn. This arrangement will facilitate aamuch open discussion as possible in order to increase the effectiveness of knowledge transfer. In addition to promoting easy and frequent interaction the joint project 1aorn room provides the environment for the City's team members to develop their understanding of the integration points and dependencies ofthe Oracle applications. |tfurther assists the Solbourne Process Consultants in working with the City team members to break down barriers that may have developed between City business processes. 2.2.5REQUIREMENTS FOR CITY STAFF PARTICIPATION ONTHE IMPLEMENTATION PROJECT 8o|bourne Project management will work with the City to identify and mobilize City resources that will Umrequired during the implementation. Go|bourneunderstands the critical nature of this task, as most municipal organizations do not have additional resources within their workforce to support m Project of this size and con`p|en)hv. SO City of Miami Enterprise Resource Planning Software System Integrator Statement of Work City Project Team Role Executive Sponsor MONTH 1 DEC 5% MONTH 2 JAN 5% MONTH 3 FEB 5% MONTH 4 MAR 5% MONTH 5 APR 5% MONTH 6 MAY 5% MONTH 7 JUN 5% MONTH 8 JUL 5% MONTH 9 AUG 5% MONTH 10 SEP 5% MONTH 11 OCT 5% MONTH 12 NOV 5% MONTH 13 DEC 5% MONTH 14 JAN 5% Steering Committee Members 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% 2.5% Project Manager 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% General Ledger Process Owner(s) 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% Fixed Asset Process Owner(s) 20% 40% 60% 60% 60% 60% 60% 60% 60% Accounts Receivable/Bill ing Process Owner(s) 80% 80% 80% 80% 80% 80% 80% 80% 80% Procurement Process Owner(s) 80% 80% 80% 80% 80% 80% 80% 80% 80% Supplier Process 40% 40% 40% 40% 40% 40% 40% 40% 40% Solbourne ORACLE' 46 December 16, 2004 City of Miami Enterprise Resource Planning Software System Integrator Statement of Work City Project Team Role Owner(s) MONTH 1 DEC MONTH 2 JAN MONTH 3 FEB MONTH 4 MAR MONTH 5 APR MONTH 6 MAY MONTH 7 JUN MONTH 8 JUL MONTH 9 AUG MONTH 10 SEP MONTH 11 OCT MONTH 12 NOV MONTH 13 DEC MONTH 14 JAN Accounts Payable Process Owner(s) 80% 80% 80% 80% 80% 80% 80% 80% 80% Cash Management Process Owner(s) 20% 20% 20% 20% 20% 20% 20% 20% 20% Treasury Process Owner(s) 50% 50% 50% 50% 50% Grants Process Owner(s) 80% 80% 80% 80% 80% 80% 80% 80% 80% Projects/Proje ct Contracts Process Owner(s) 75% 75% 75% 75% 75% 75% 75% 75% 75% Human Resources Process Owner(s) 80% 50% 50% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% lb©urne ORACLE` 47 December 16, 2004 City of Miami Enterprise Resource Planning Software System Integrator Statement of Work City Project Team Role Payroll Process Owner(s) MONTH 1 DEC MONTH 2 JAN MONTH 3 FEB MONTH 4 MAR 100% MONTH 5 APR 100% MONTH 6 MAY 100% MONTH 7 JUN 100% MONTH 8 JUL 100% MONTH 9 AUG 100% MONTH 10 SEP 100% MONTH 11 OCT 100% MONTH 12 NOV 100% MONTH 13 DEC 100% MONTH 14 JAN 100% Benefits Process Owner(s) 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Labor Distribution Process Owner(s) 75% 75% 75% 75% Focus Group Members - Financials (each member) 50% 50% 50% 25% 25% 25% 50% 50% Focus Group Members - Procurement (each member) 50% 50% 50% 25% 25% 25% 50% 50% Focus Group Members - Projects/Grant s (each 50% 50% 50% 25% 25% 25% 50% 50% Solbourne ORACLE' 48 December 16, 2004 City of Miami Enterprise Resource Planning Software System Integrator Statement of Work City Project Team Role member) MONTH 1 DEC MONTH 2 JAN MONTH 3 FEB MONTH 4 MAR MONTH 5 APR MONTH 9 MAY MONTH 7 JUN MONTH 8 JUL MONTH 9 AUG MONTH 10 SEP MONTH 11 OCT MONTH 12 NOV MONTH 13 DEC MONTH 14 JAN Focus Group Members - HRMS/Benefit s (each member) 50% 50% 50% 25% 25% 25% 25% 25% 50% 50% Focus Group Members - Payroll/Timek eeping (each member) 50% 50% 50% 25% 25% 25% 25% 25% 50% 50% Education and Change Leadership Coordinator 50% 50% 25% 25% 25% 25% 80% 25% 80% 25% 80% 25% 25% End User Trainers 50% 25% 50% 25% 25% 50% 80% 50% 25% 50% 80% 50% Help Desk Coordinator 25% 80% 80% 25% 80% 80% Database Administrator 90% 90% 90% 90% 90% 90% 90% 90% 90% 90% 90% 90% 90% Network Administrator 10% 10% 25% 75% 75% 75% 10% 10% 50% 10% 50% ORACLE' 49 December 16, 2004 City of Miami Enterprise Resource Planning Software System Integrator Statement of Work MONTH MONTH MONTH MONTH MONTH MONTH MONTH MONTH MONTH MONTH MONTH MONTH MONTH MONTH 1 2 3 4 5 6 7 8 9 10 11 12 13 14 City Project DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN Team Role Technical Developers 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% 80% A 50 December 16, 2004 ��'t»� ��� ��'��K��' ��n�� v Miami Enterprise Resource Planning Software System Integrator Statement of Work 2.3.6 REQUIRED SKILL LEVELS OFCITY IMPLEMENTATION STAFF City staff members who participate in the implementation should have an excellent understanding of the current ("as -is") processes and related applications/technology. Generally, project Uaanornernberaahou|dbe empowered todesign future processes and represent their department ordivision. They should have the ability tomake decisions and facilitate adoption of the new processes and related systems in their department and City wide. They are the "project uhernpiuns''thot|eadthainmp|e,nmntahonproceoaand therefore are committed tothe success ufthe project, More specifically individuals for the City roles listed in the above table should have the skills and experience listed below. City Executive Sponsor • Executive level presence within the Company • 8 vision of the Cib/s goals • A strong be/iefin. and support for, the project as a strategic solution for the organization • Anactive relationship with Oo|bournemanagement = The ability tomake critical decisions under significant time pressures • Strong leadership skills and effective negotiation skills • A proven record of being proactively involved with organizational issues • Good communication nkU/o, including the ability to listen City Steering Committee Members • Executive level presence within the City • Anactive relationship with 8o1bounnemanagement • A strong belief in, and support for, the project as a strategic solution for the organization " Decision making authority = Strong leadership okU|o • Effective negotiation skills • Aproven record ofbeing proactively involved with organizational issues • Good communication skills, including the ability tn listen City Project Manager • Knowledge ofbusiness processes • Ability to work effectively with all levels of management ORACLEE­ 51 December 10.2O04 ��'�vx x����' ' ���� ��� o�o������ �� ... Enterprise Resource Planning Software System integrator Statement of Work • Ability to provide guidance to Project Team members • /\ big picture view of the p j n[m goo|a, while performing detailed analysis tasks. This includes controlling scope. � Time management skills and multi -tasking capabilities � Superior presentation, oral, and written communication skills � The ability tVmake timely decisions � Strong organizational skills " Skills with application software and office software (presentation, spreadsheet, word processing, and project rnaneQenlenU � Project management experience with other software implementations City Process Owners • Specialized knowledge ofthe Cdv'obusiness processes inthe respective functional business process area(a) • The ability to make timely decisions � Commands respect inthe organization � The ability tuwork with diverse teams " The ability tuguide and motivate Focus Groups � The ability to work both in a management capacity and a detailed "hands on" capacity � The ability to sustain the big picture view of the project goals and vioimn, while performing detailed analysis and configuration tasks � Time management and multi -tasking capabilities � Strong presentation, oral, and written communication � Strong organizational � Skills with application software and office software (presentation, spreadsheet, word processing, and project nnmnm0enlenU City Focus Group Member � Experience asacurrent system user or system analyst with specialized knowledge ofthe related business pruceoa(ea) � Commands respect within their peer group � Empowerment tomake decisions ° Ability towork with and participate in diverse teams UMM ORAC[-E. 52 December 18.2OO4 ��'tx^ ��� ��'��K��' ��o�� ^ nvn".-...v Enterprise Resource Planning Software System Integrator Statement nfWork � Facilitates the involvement ofothers � Understands and supports the big picture view ofthe project goals and vision � Strong oral communication skills City Education and Change Leadership Coordinator • Experience indeveloping training materials and providing training • Skills with application software and office software (presentation, spreadsheet, word processing, and project manmgemenU • Superior written, oral, and presentation skills � Ability toprovide guidance toProject Temn`nnernbera � Time management skills and multi -tasking capabilities � The ability to make timely decisions � Strong organizational skills � Credibility within the organization � Access toexecutives within the organization � Knowledge of organizational culture and internal politics City Trainers � Experience in developing training materials and delivering training to the End User community " Excellent written, oral, and presentation skills � A working knowledge of an business processes and related business solutions in the assigned functional area � Skills with application software and office software (presentation, spreadsheet, word processing, and project nnonogennenU City Help Desk Coordinator • Excellent troubleshooting and analytical skills • Excellent written, oral, and presentation skills • Technical competency; with strong computer skills • Initiative to develop knowledge of the application mechanics through the course of the implementation = Experience with issue tracking and scheduling • Strong time management and multi -tasking capabilities lbmrm oRAcLe ��'�xx m� Miami ���� ��' x�o���K��� � ... Enterprise Resource Planning Software System Integrator Statement oyWork a Prior experience in an internal technical support role a plus City Application Database Administrator • Experience in administrating client server applications and an understanding of the underlying architecture • Experience with anNTand/or Unix operating system management • Experience with Oracle database administration • Ability towork in diversified teams • Strong written and oral communication skills " Strong technical troubleshooting and analytical skills • Troubleshooting the finmvva||configuration when necessary tomake theiProduota available to external users City Network Administrator The typical network administration skill set found at the City of Miami will be adequate to provide any required support for the project • Excellent interpersonal, customer service, analytical/problem oo/ving, problem nlanagennen1, presentation development, pnementotion, and communications (both written and oral) skills • Ability to communicate and present complex issues and analyses in an effective manner. � Good organization and time management skills � Highly dependable ° Ability howork onprojects andmupportc|>entgeithmrindividue|k/oronatmann ° Extensive hardware experience (ability to build, diagnose and repair computers) = Strong diagnosis and troubleshooting skills � Exceptional Administration skill set � QGCC)/{JSsupport and C/8COP|XVPNorequivalent network o/oand firexvoU experience � Thorough understanding ofprinciples and methods tosupport K88Exchange Architecture and Active Directory Services and production messaging environments � Disaster Recovery practices with Variteo. Legato or similar tools � Familiarity with an array of software and operating systems (Linux, Windows, etc.) � Networking experience (Intermediate knowledge of Microsoft network environment) ORACLG' 54 December 1O.30O4 ��'��x ~����' ^ ���u ��n o*n������ v� Enterprise Resource Planning Software System Integrator Statement of Work • Intermediate to advanced knowledge of network routing technologies (TCP/IP, DNS, WINS, management ofNT/ADdomains) • Practical application of TCP\IP, DNS, and switched/routed networks working with C|8CO |[)8 orother equivalent ° Migration planning/execution • Exchange 2OODplanning/design • Practical experience in Network Operations Center and/or other enterprise applications environment City Technical Developer • Experience in 4G/L languages, and an in-depth understanding of development tools = Strong written and oral communication skills = Strong technical troubleshooting and analytical skills • The ability to work in diversified teams • Detailed knowledge of City's existing legacy systems or other external systems 2.3 KEY PERSONNEL This section identifies Go|bounneand City staff considered key personnel. Transfer, reassignment, redeployment or otherwise removal of any Key Personnel from the Project isgoverned byparagraph 16ofthe Enterprise Resource Planning (^ERP^) Software Gystonne Integrator Agreement Between City of Miami and 8u|bourneConnputmr. Inc. 2.3'1 SDLBOURNE KEY PERSONNEL In accordance with paragraph 16 A of the Enterprise Resource Planning ("ERP") Software Systems Integrator Agreement Between City of Miami and Solbourne Computer, Inc., the following Go|bourneconsultants are designated askey personnel: * Project Manager ~ Financials Functional Lead � HRM8/Payro||Functional Lead ° Technical Lead ° Database Administrator 2.3.2 CITY OFMIuM1KEY PERSONNEL |naccordance with paragraph 18C ofthe Enterprise Resource Planning ("ERP^)Software 5ymbenns Integrator Agreement Between City of yWionni and Go/bourne Computer, Inc., the following City of Miami staff members are designated as key personnel: * Project Manager ° Funohona/Lemd SAMMle ORAC[-IE. 55 December 18.20O4 Enterprise Resource Planning Software Systems Integrator Contract mFp#oo-04-m1 55 City of Miami Enterprise Resource Planning Software System Integrator Statement of Work • Technical Development Lead • Database Administrator ORACLE' 56 December 16, 2004 ��'�^^ '����. ' ���� ��x v�:1����� � Enterprise Resource Planning Software System Integrator Statement ofWork 3.0 OTHER RESOURCES REQUIREMENTS 3.1 PROGRAM OFFICE REQUIREMENTS The City will provide adequate facilities, parking and network access for Solbourne during the implementation. AProject teannnonrnviUbmmmbab|ishedmndaoonnnnnodobaup0o twenty (2O)So|bourne team members and enadditional ten (1D)City team members. 3.2TRAINING FACILITY REQUIREMENTS The project training approach combines u\mamnnonn instructor -led training with recorded el -earning. Since there are different education approaches being implemented, various hyoi|/ty and hardware requirements exist. The following outlines these requirements in more detail. 3.3 TRAINING FACILITIES Project Team Training End User Training — Classroom Delivery Training room with 8PCs (Pentium |N||04yWB RAM) and space tosupport 12participants Training room with OPCs (Pentium |N||O4K8B RAM) and space tosupport 12participants Oracle J-IniUetorinstalled Oracle J-(nibo1orinstalled Internet connection to 8o|bnurne [}nan|e Training system Connectivity tnChv'm Oracle Training system / Internet Connection LCDProjector /Scraen LCOProjector /8cnaen White board orflip charts White board orflip charts Student nannetognnrname tents Student nannetagsorname tents Writing utensils /Notepads Writing utensils /Notepads Phone Phone 3.4 PROJECT FACILITIES SOLBOURNE RESPONSIBILITIES Solbourne will provide, for themselves, transportation, laptops and personal items for use during the implementation to fulfill their daily duties. 3'5 PROJECT FACILITIES CITY RESPONSIBILITIES: City will provide facilities, network logons, on -site standard office equipment including telephones, fax machine, copier and network printers for use during the implementation to fulfill daily duties of Program Office. • City will provide training facilities anidentified above. • City will provide a nnininnurn of three meeting nnonnm capable of comfortably seating upto15people. • City will provide u full sized white board for project taann use during the project. • City will provide standard office supplies City of Miami Enterprise Resource Planning Software System Integrator Statement ofWork 4.0 PROJECT METHODOLOGY Solboume will provide aProject Management Team skilled in the use of Microsoft Office tools to manage the phases of the Solbourne implementation methodology. 8o|bounne has standardized unthese tools tosupport the project nnanagennentpnooeosmovxeUamthe documentation ofproject de|imynab|em. The 8o|bounle Project Manager will own the project plan with the City PjectyWonaQer. Each will have full access tothe tool toupdate tasks, resources, completed work etc. Each phase ofthe implementation will beentered within MS Project with a sub -level of detail to the task level required by the City. Based on our experience, the following are some guidelines for managing the Master ProjectP|en. Task level details should not be entered for tasks that require less than 4 hours to complete ormore than B0hours 1ocomplete. Management atomore granular level becomes afull time job and managing at alevel beyond MDhours introduces the potential risk of not identifying issues with a task until a significant period of time has passed. It should benoted that the Cu0overPlan has usignificantly greater level ofdetail including hourly level tasks when appropriate. Go/bourne'oFoundation Implementation Methodology has been developed and refined during Public Sector organization EF7Pimplementations. The focus ofthe methodology im to provide package enabled process design that makes itpossible for our client's tofully realize the benefits ofthe applications being implemented. Client self sufficiency io another critical focus ofour approach. The City needs tobeable tosupport the users who rely on the applications to perform their job duties without the need for additional, costly consulting support. Based upon the information provided within the CitV'mFlFP.vvefeel that the City is well positioned to fully leverage the software purchased with Solbourne services. Kay areas of focus during the implementation and rollout are as follows: Project Mmnagement—The City and Golbourne will need to provide strong. experienced Project Managers to ensure that the project ocopm, remourcem, tinne||nm, and budget are maintained. Aclose team -based working relationship between So|boumne and the City Project Managers will allow the prjectteannmemberatofocue1he/rottenbononthe tasks necessary tocomplete the implementation. Strong Functional and Technical Leads —Solbournmwill provide experienced[mmourceo who have implemented the Oracle applications at Public Sector entities in the past. This experience will provide the City with resources who are not only intimately familiar with the latest Oracle functionality but who have also implemented it at other Public Sector organizations. This experience will provide the City with another perspective nnleading practices )nmPublic Sector Oracle E-BuminoaaSuite environment. Education — Rollout to the organization will require an effective Education Plan. Gp|boumne isproposing afull time resource and numerous part time resources hosupport the planning, strategy, development, and delivery of end user education for the City's user community. Solbourne has a practice dedicated to education with the Oracle applications. Our Education Consultants also have deep Public Sector implementation experience which will benefit the City, Developing and executing mprogram for adult education innot ORACLE 58 December 16.2O04 ��'�^, ���^ ` ���� ��n n�o������ ^� Enterprise Resource Planning Software System Integrator Statement of Work asimple task. 8o|boum*/seducation resources will work closely with the City toevaluate the City's education needs and to develop a program that may include a combination of instructor lead training and on-line custom developed e-learning tutorials. Our methodology includes the tools, templates, and experience necessary to get the most out ofthe C|h/'mend user education efforts. Change Management — The change that will come about as a result of the implementation will betremendous. Employees at the City who were accustomed hnperforming their jobs using the legacy applications will have anywhere from a minimal amount of change that involves afew screen changes 1ocomplete job role realignment. While the City |s dedicated to changing business processes to be leading practices and desires to utilize the software with nocustomizations, change management throughout the organization will ease the transition tothe new processes. Golbournmwill provide achange leadership resource tosupport the Cib/'nchange management efforts. Our consultants again have change management experience inPublic Sector organizations and will work closely with the City's change management team to develop a program that is specific to the Cib/'o needs toeffectively transition the organization tothe new processes. The approach hoimplement the Oracle software included inthis scope ofwork fits well with So|bourna'oFoundation Methodology. Animplementation strategy needs toinclude a focus onpeople and unthe processes that affect those people. Our approach leverages the business practices enabled bvthe software. The C(tv'sBPR project is in alignment with this approach and Solbourne looks forward to helping the City implement those practices which automate, streamline efficiency, and add value tothe Cih/'obusiness processes both internally and toconstituents. 8o|boumewill work with the City to identify and backfiUthe resources necessary to complete the implementation work. Aproject ofth(oobacannotbeonmp|eted successfully without asignificant dedication ofCity resources. The Cib/'ecommitment 0o the process as shown through the completion of the BPR phase and the RFP phase gives uaconfidence that the City will provide the resources necessary tocomplete the final phase ofthis long term effort. The implementation effort will allow the City torealize the benefits of the streamlined processes and the functions within the Oracle E-Business suite ofapp|icotiona.4.1 Go|bourna'nFoundation Methodology The cornerstone ofour success has been our people, teannmurk, and approach. Our consultants are full-time employees that are well versed in our methodologies. Akev component of our methodology is knowledge transfer from consultant to client. This can only beaccomplished through aclient/consultant team approach. Through this team approach we facilitate the transition to our clients of knowledge and skills necessary to run the system upon going live. With our consultants' broad experience with the Oracle Applications, vveare able tostaff our implementations with our own resources, which eliminates the need for third party resources and ensures that our quality standards are upheld. 8o|bournecultivates apositive project envinonmerd.yks|dinQtnannendousnesultmUlotbhng pride to everyone involved. The approach that we have presented is based on successful ORACLG� ��'�v^ ^n� Miami ��U« ��o o�ok�����A ]� .~~,.,. Enterprise Resource Planning Software System Integrator Statement of Work experiences. We realize that no two organizations are the aama, and what works great for one organization/project |enctneceoeahk/Vlebe«tvvmyUodmUverae|rni|mrproject for another organization, despite their apparent similarities. We look forward to working with the City bJdetermine the optimal approach and structure for this project givenour collective experiences. Our implementation approach begins with understanding the City's current "as -is" processes. Our experienced consultants map the business requirements boleading practices, leveraging the Oracle functionality 0o provide e-Oowemnnnentsolutions that have been deployed atsimilar cities and public sector organizations. The process design ia validated through testing that involves both core project temnnnnennbenamndKmy representatives from the user communities that have been organized into focus groups. Throughout the project |ifacyo|e.vvainoorporateohange)eaderohipandenduomrtroining requirements to fod|itmba a successful deployment of the {Jrmc|a solution. The naou|1 is on integrated system that provides improved internal/external customer service, collaboration between the City's employees, business partners, and constituents, and streamlined administrative processes. The Solbourne Foundation implementation methodology utilizes a standard approach that promotes collaboration, communication, and project control throughout the process. Go(bourne'm implementation methodology is broken into activities that emphasize preparation, business requirement validation, system configuration, functional/integration testing and transition. |nconjunction xvith those business process related activities, technical development work is strategically completed to support the processes and to allow the C|ty'a functional team members to aid in the technical development validation effort. A summary of the Solbourne Foundation Methodology is included on the following pages. Assessment The assessment phase ofthe process culminated inGo|bounne and the city negotiating and signing mcontract once So|bnurnewas selected mothe implementation service provider for the City. The tasks completed during the assessment phase will accelerate the implementation process. The goal mfassessment imtoidentify critical business processes within the City and tocommunicate expectations concerning how the implementation will be executed. VVh/|e the Oracle software provides mnimmense amount offunctionality, itisunrealistic toassume that any organization |scapable ofimplementing everything during the first phase ofthe implementation process. To facilitate the identification of business process variations and to identify other "non- standard" business processes that are important to the City, Solbourne will provide a business process questionnaire. The questionnaire ionecessary toaccelerate the future implementation process and tohelp the City and So|bounnescope the upcoming project. The list of core business processes, the City's existing BPR documents, and the completed questionnaire will beused inadetailed scopingexercise that will bmheld prior to the initiation of the project. The objective of this exercise is to examine requirements at a detailed level in order to establish a clear mat of expectations for the implementation 60 December 10.2OO4 ��'�xv � Miami ���x ��/ o�n������ � Enterprise Resource Planning Software System Integrator Statement oYWork outcome. The output from this effort im identification ofdetailed functional and technical components that will bedelivered through the course ofthe project. Determination and understanding of scope by all team members is critical to the overall success of the project. While business process requirements have m majorimpact onthe scope ofthe project, other factors are also taken into consideration: • Sponsorship • Project timelines � Resource commitments � Amount ofchange that can successfully beabsorbed bvthe organization � Organizational culture � Degree ofprocess improvement Interface and data conversion complexity 8olbourneFunctional Consultants, Technical Consultants, and the Project K4enagerwiU work with key users and stakeholders from the City to determine the contents of the Scope Document. This will then be forwarded to the City for final review and approval. Readiness During the Readiness phase, the City and 8o|bnunmeproject nnano0erovvorkhogedhevho finalize the project p/mnand tocomplete logistical tasks necessary tnsupport the Project Team. These activities will greatly enhance the Project Temrn'omfh*ctivonassvvhenthmy arrive at the City. |norder toeffectively utilize both human and financial resources, the tasks completed during the Readiness phase are intended to "jump start" the project. Communications toproject teamnmnennberaconuerningro\esandreaponmibi\ideoa|\ovv them toproperly prepare for the upcoming implementation effort. Logistical tasks such ao ensuring that project tmui|ideoareinonderensure that the Project Teann'aprogrmnsiunot hindered while waiting for critical tools such as PC'm and telephones. 8o|bounne project management will work with the City to identify,mobilize, and backOU resources that will bmrequired during the implementation. VVeunderstand the critical nature of this task as most organizations do not have additional resources within their workforce to support a project of this size and complexity. Technical tasks can also begin during the Readiness phase. Interface and conversion tasks are documented so that preliminary data cleansing and extraction activities can be started. In addition, the software and hardware (if necessary) are acquired in preparation for the installation process that will begin during the Process Design phase. Go|bournevvi|| provide project stendardsdoounnentaUonthatdetaUmthe logistics ofthe proposed project including communication standmnda, project documentation, issue nnanoganoant procedures, scope change procedures, and project rmsourcero|mumndremponoibi|ides. 61 December 1O.2OO4 ��'�«^ ^�� Miami ���� ��n n*x���K��U � ~~... Enterprise Resource Planning Software System Integrator Statement ofWork Communication ofthis information prior bzthe initiation ofthe project wiUmnab|eCdvteann members to begin preparing for their upcoming assignments. Process Design Momentum for the project hmebeenmetob|iehodinUleF(oadineompheoeondthep|mnn/ng and logistical preparation tasks have been completed. At this point during the project, the Project Team is oaaennb/ed and the project is officially kicked of[ In addition. Oracle Applications and Technology training ioprovided for the City project tuannmumbersto provide them with an understanding of Oracle functionality and provide a framework for the process design. The primaryfoouaofUliaphaeeiefor#lefunotiona|haanlm*znmeetonddiscuso1heCdv's business processes indetail. The business process flows and this Statement ofWork are used moobasis for these sessions. Consultants work with the City team leads tofurther define the detailed requirements of those business processes within the scope of the project. In addition, functional and technical consultants and City team members begin analyzing conversion and interface processes. The analysis sessions include identification of key data elements from the City's legacy systems as well as data mapping and continuing data clean-up tasks. Solbourne's methodology |estructured around maximizing knowledge transfer. During the process design phase, Solbourne's Education and Change Leadership Consultant works with the City project nnanaQerandCih/EducmdonondChanQeLeadarmhipCoondinator lead todefine and develop project 0oanmandmndumereducabonstre0a0|eemndp|anm. Normally while the planning and requirements gathering sessions are occurring, the technical team is buoy installing the {Jnade software on the Cib/'a hardware. Since the City honjvvone is not expected to be available until nnid-Fmbrumry, this work will not be necessary. Instead, the functional team will make any necessary configurations changes to a dedicated Oracle 11.5.10 instance (Sebastian) which is physically located at 8o|bourne'oBoulder, C{}office. This instance will beused toexamine standard City business processes including business processes resulting from the City's recent BPR. Sebastian will also be used to familiarize the Citv'm project team with the features and functionality of the Oracle software. Validation The detailed business process requirements have been gathered and the data conversion and interface analysis tasks have been completed leading up to the Validation phase. The primary objective of this phase is to finalize the design, configure and validate the business solutions that satisfy the business process requirements gathered during the process design phase. Resulting from this phase will beofully configured and tested system. This work will be conducted on City provided hardware vvh|oh will be installed to support mtleast one development (DEV)and one test (TEGT)environment. ��.�v» '�� Miami ��U� ��n /*o���K��� �� '.' Enterprise Resource Planning Software System Integrator Statement oYWork Delivery of the City hardware kyrequired bzbeavailable tothe So|bounnmOBAmnor before February 15, 2005 in order to meet the remainder of the implementation schedule. Should the development and test hardware not be available on or before February 15. 2005, the City will need to arrange for a hosted environment to be available to the implementation team on or before March 1. 2005 in order for the implementation project to remain on schedule. The functional team members will modify the Foundation system and the City project team will then perform validation. Acritical focus ofthis phase and the overall methodology io knowledge transfer. VVestrive toeducate City team members and key personnel throughout the implementation process. With this inmind, the validation/testing process will occur inconjunction vviththepr jeutteanitrajnjngprooeam. Our experience indicates that Project Taonn participants best learn the functionality of the software by using it to execute their own business processes. 8o|bournm'oproject 1aenneduoadonprogranm integrates the learning and validation processes through highly focused sessions with small teacher tostudent ratios. Aoteam members learn how the software functions, they apply this new knowledge with to their existing business process requirements. Through an iterative process, the software is configured and tested until the requirements within the scope of the project ormnnmL Interfaces, conversions, and reports specified during projectocopingand process design are being designed enUdeve/ooedbv&aohnivalondfuncUono/reoourcasinaponaUe/ activity hothe validation cycles. During the validation phase, interfaces and conversion programs are developed and City legacy system data extractions are written. As development proceeds, the programs are tested to ensure that the City'o data is valid. Full data conversion testing does not occur until the integration phase. The conversion and interface technical specifications document iathe tool that ioused tomanage the overall development effort. At this point in the project, the City team members have oclear understanding of how the software functions inrelation totheir business processes. During the learning process, system reports and queries are used tosupport business processes. Reports that dnnot exist onthe standard system are identified and listed onthe reports inventory. |fespecific number ofcustom reports have been included inthe scope ofthe overall project, theCity prioritizes the reports for development. |naddition, functional team members work with technical developers 10design the custom reports. The City Education and Change Leadership Coordinator and the Solbourne Education and Change Leadership Consultant work together with the City Trainers during this phase to define and develop end user education content. The So|bourneEducation and Change Leadership Consultant will conduct a Course Developer's Workshop that will provide City Trainers with the required skills to develop education materials for the end users. In this vvVrkshop, all education material tmnmp|ateo, documentation utandmrda, and material review processes will bedefined. In addition to the development of the education material, the Solbourne Education and Change Leadership Consultant will conduct a "Train the Trainer" program to City Trainers UXXHW ORACLE' 63 December 1O.2OO4 ��^�»' �����'��k�U' ���� � Miami �� v� sonnv Enterprise Resource Planning Software System Integrator Statement of Work toprepare them for delivery ofthe material. This course provides ahighly interactive learning environment that will focus on the fundamentals of adult education. Integration During the integration phase ofthe project, Ulefu|k/confiounadovehernioNastedundar realistic scenarios. The focus ofthe validation phase was bnensure that individual functions within the software meet the requirements of the City business processes. In the integration phase, all functions are brought together toensure that business processes are fully functioning and that all areas within the organization understand the "touch points" between functional areas. 8o|bournmxviU deliver an integrated test plan template that will lead the City through this critical testing process. Each functional area will complete this portion ufthe project vvithmbetterunderotandingofvvhematheyfitintotheovera||. integrated business process. In parallel, the conversions, interfaces, and custom report development tasks are completed. During this phase, full data conversions are executed within instances that closely resemble the Chv'aproduction system toensure that all legacy system data io ready for upload. Interfaces toexisting City systems are fine-tuned and tested in preparation for cutovertnaproductive environment. Custom report development efforts are finalized and tested by City functional resources to ensure that the reported data is correct. During this ohama, the production hardware will be made available hothe Goboumne [)BA. This hardware must beinplace onorbefore June 3O.2OO5. |fthe production hardware ie not |nplace onorbefore June 3O.2OO5.the City will berequired toarrange for ahosted environment for the start ofproduction ofthe Financials modules. Provisions for this hosted environment must remain in place until after the warranty period for the HR/Payroll module gulive. Transition Asthehonoitionphasebeg/no.the City's system is ready to beused inmproductive environment. In preparation for go |ive, hoxvevor, there are many tasks that must be completed. Many ofthese tasks are dependent onone another such aoclosing the legacy ayoGann to data changes prior to the final extraction for conversion into the new system. These tasks are documented |nthe CutovarP|en. This plan includes all activities related to conversions, intmrfmoes, authorioabmna, oonfiguroUon, teoUnQ, system odnninimtrmbon, network administration, workstation administration, peripheral management, code migration, training, change management, transitional policies and procedures, communications, help desk, and other miscellaneous items that should be managed in the transition to Go Live. End User Education iadelivered during this phase b» provide the users with the "just in time" training they need for the transition tothe productive environment. All training logistics including facility setup, notifications Uoclass attendees, and technical support will befinalized before training begins. The So|bourneEducation and Change Leadership Consultant will provide support tnthe end user education effort during this phase. 64 December 16.2O04 ��^f^� �����'����^ ��v�� / Miami Enterprise Resource Planning Software System Integrator Statement ofWork Go -Live and Support The system and the related business solutions are being used in production by the organization. The primary objective ofthe GoLive and Support phase iub»provide production support tothe organization and validate the operation Vfthe productive system. The production support comes from the City Process Owners and Solbourne Process Consultants. So|bourne believes that an effective method boprovide the production support for end users iothe Scripted GoLive. This method involves end users bringing real job related tasks into e conference room and entering them into Oracle for the first time with the support of the City Process Owners and Solbourne Process Consultants. |nthe first week, itiocritical toexecute the help desk strategy and proactively assist end users with first time transactions. |naddition, the results ofthe initial transactions and the overall information flow must be validated against expectations of the end -user community. This business process audit isconducted several times inthe first month of production to confirm that the system and the related processes are functioning properly. Additional training for users that did not participate inthe initial wave occurs |nthis phase. An overall evaluation of the education program is completed to ensure that knowledge has been transferred sufficiently to enable end users to operate effectively. At the conclusion of the first month of production. the initial month end close is processed and validated. At this point, the City is self sufficient and able to internally provide long term production support. So/bourneresources are either tranoibonadoff ofthe project or onto additional City initiatives after the second month ofsupport. A/thoughSoibou,nm resources will nulonger becommitted fully tothe project, ongoin8oupportcanbap/ov)ded in a variety of different ways (informal remote support via email or telephone, semiannual orannual checkups, contracted support, etc.) 65 December 10.2O04 City of Miami Enterprise Resource Planning Software System Integrator Statement of Work 5.0 IMPLEMENTATION AND TASK PLANS FOR PROJECT PLANNING A detailed project plan with subtasks, durations, and assignments will be created during the Readiness phase of the project and will be used by the Project Management Team to track project progress. bourne ORACLE' 66 December 16, 2004 ��'�^^ ��� ��'��K�8' ���� ��v Miami � «�oxo Enterprise Resource Planning Software System Integrator Statement ofWork 6.0 DELIVERABLES The table below lists the payment schedule for all activities, by project and 8o|boVrnmimplementation methodology phases. Within eachproject/methodology pheem. deliverables b»becompleted are listed. The due dates are estimated and will be finalized in the master project plan which will be developed during the first two weeks of the project. Project Phase Payment Deliverables Description and Table mf Contents Readiness Phase ProcessOmsiqn Dec 04—Mar [5 Deliverable 'Proceoo Questionnaires Completed - Dec- 04 Deliverable 2'Change Readiness Survey Completed ' Deliverable 3'Master Project Plan Completed 'Dac-04 Deliverable 4'Quality Assessment Report for Financials Readiness Completed 'Feb'0S Deliverable 5'Change Readiness Report Completed ' Dec-O4 Deliverable 8'Project Team Orientation Completed 'Jan'05 Deliverable 1 'Businano Process Questionnaires by functional area which have been completed bythe Qh/'o Process owners Deliverable 2'Survey tu capture information inthe areas of communications, tnaining, management sponsorship, and determine key audiences and stakeholders impacted bythe change process Deliverable 3'Detailed overall comprehensive Project Plan containing City and Scdboume resources' responsibilities Deliverable 4'Report created bythe Go|boumeDAresource providing onassessment ofthe pnojeoyopreparedness for progressing {othe Process Design Phase Deliverable S'Includes the results ofthe Change Readiness Surveys and identifies next steps and recommendations for the Channe[NanoqementPlan Deliverable 8' Meeting/Presentation to Orient Client and Consultant team to project standards, SOW, project technical arohitectuna, communication etc, ��'�x' � Miami ���� ��: n�ny��K��y � ~' ~~.., Enterprise Resource Planning Software System Integrator Statement of Work Project Phase Payment Deliverables Description and Table of Contents Deliverable 7-Organizational Kickoff Completed - Jan-05 Deliverable 8'Change Management Plan Completed ' Deo'04 Deliverable 9'Education Needs Assessment Completed - Dec-04 Deliverable 1O-Education Strategy Completed -Jon-O5 Deliverable 11'Financials Business Process Flows Completed 'Fab'US Deliverable 12' Financials Process Design Narratives Completed 'Feb'U5 Deliverable 13 - Technical Deliverable 7' YNeedngDzneamntobontu broader Client audience to introduce the project tothe organization and create momentum and enthusiasm for the project Deliverable 8'Document describing the specific change management activities and deliverables that will be completed during the implementation - |tincludes o project plan showing detailed tasks, resources, etc - which is incorporated into the Master Project Plan Deliverable S'Surveys to capture onunderstanding cf the Cdy'oeducation landscape. The needs assessment surveys and interviews cover all aspects of the education program. Deliverable 1O'Asummary document ofthe data gathered during the needs assessment that includes recommendations and next steps related tnthe end user education program and becomes the foundation for all end user education work performed onthe project Deliverable 11 ' Flow charts voprmsmntingOoac|e'bamed leading business processes modified monecessary tothe Cdy'o requirements Deliverable 12'Description cf the City'oBusiness Processes that Supplements the Business Process Flows Deliverable 13 - Detailed 68 December 16.2OO4 ��'t^� �^� ��.����' ��/�� ^�" Miami Enterprise Resource Planning Software System Integrator Statement ufWork Project Phase Payment Deliverables Description and Table of Contents Development Project Plan Deliverable 14-Final Technical Development Inventory Deliverable 1S'Education Project Plan Completed 'Jan-U6 Deliverable 1G'Financials Project Team Training Completed 'Ooc'O4 Deliverable 17'Financials Setup Documents Completed 'MapO5 Deliverable 18'Financials Responsibility Matrix Completed ' Mar-O5 Deliverable 19' Financials Test System Configuration Completed Deliverable 2O'Department Impact Analysis Completed 'Mar- O5 Deliverable 21'Roles and Responsibilities Defined - Mar-05 Project Plan containing City and Solbourneb*nhnica| development resources' responsibilities Deliverable 14'Listing ofall technical development items Deliverable 16'Project Plan showing detailed tasks, reuourceo, etc ' related huthe project end user training program which is incorporated into the Master Project Plan Deliverable 18'Training in the Oracle applications conducted bythe So|bournaProcess Consultants for the Chy's Process Owners and Focus Group members. Deliverable 17 ' Documentation ofthe Oracle application configuration decisions based upon the Chy'aBusiness Process Requirements Deliverable 18'Spreadsheet documenting the Chy'oOracle end user roles and security access mapped bothe applicable City employees Deliverable 1H'Oracle Instance configured per the Chy'nBusiness Process requirements tobeused for validation testing Oe|iverabka2O An identification ofthe business process changes resulting from the implementation Deliverable 21 'Documenta1kon of new job mbm and responsibilities for personnel au 1 � ORACLE' OS December 10.20O4 ��.�^^ ���. ' ���« ��/ x�xU��K��� � .', Enterprise Resource Planning Software System Integrator Statement ofWork Project Phase Payment Deliverables Description and Table of Contents Phase Validation Mar 05—MVav 05 Deliverable 22'Quality Assurance Report for Financials Process Design Completed 'K8ar- OS Deliverable 23'Department Impact Report Completed 'Mar- O6 Deliverable 24'Help Desk Strategy Completed - Apr-05 Deliverable 25'User Procedure Matrix Completed - Apr-05 Deliverable 2B-Final Technical Specification Documents Deliverable 27'Curriculum Plan Deliverable 28 - Validation Test they relate tothe use of the new system Deliverable 22'Report created bythe Go|bnumeQAresource providing anassessment nfthe pnojec'opreparedness for progressing to the Integration Phase Deliverable 23'Document containing detailed information onthe organizational impact of the hnplen`entaUon, including information on pn|icy, pnocedune, tnsining, equipment, fani|dy, wvnrk|ped, and obaMinO imnoantn ' Deliverable 24'Structure and tools to be used bzprovide support for the Cdy'o <]ron|e end users inaproduction environment Deliverable 25-Spreadsheet used to track the customizing of the So|boumeprovided End User Procedure templates by the Chy'oProcess Owners in preparation for End User training Deliverable 26 - Document that captures the functional and technical specifications and the results of the developer's unit testing for each item on the Technical Development Inventory, i.a.'conversions, interfooem, reports, etc. Deliverable 27'Document containing adescriptive narrative ofeach course including the course objectives, pnenyquisibso, duration and materials that will be used Ibmime oRAcLe ��'��/ ^^� Miami ��U� ��o owv1������ �� Enterprise Resource Planning Software System Integrator Statement ofWork Project Phase Payment Deliverables Description and Table of Contents Phase Intma,mtimn Scripts Executed - May-05 Deliverable 2S'Technical Delivery Inventory Unit Testing Completed -K8ay-O5 Deliverable 3O-Updated Test System Completed -Apw35 Deliverable 31'Quality Assurance Report for Financials Validation Completed ' K8oy-05 Deliverable 32'Train-theTrainer Workshop and Content Review Comp|ednd-JunOS Deliverable 33'End User Training yNabehe|o Completed ' Ju|'O5 Deliverable 34'Integration Test Scripts Executed - Jul-05 Deliverable %8'Modular or prototype testing with limited conversion and interface data Deliverable 2S'Testing by developers hoensure that the code isfunctioning per the Technical Development Specification without errors Deliverable 30'Oracle Instance configured per the Chy'nBusiness Process requirements modified based upon the results ofthe validation testing tobeused for integration testing Deliverable 31'Report created bythe ScdbounneQAresource providing anassessment cf the pnojeot'spreparedness for progressing tothe Transition Phase Deliverable 32-Workshop conducted bythe Sn|boume Education Consultants hotrain the Cby'o trainers in the requirements for teaching adults inpreparation for the execution ofthe End User training plan ' Also included is content review ofthe course material with the City's trainers Deliverable 33'Courseware created bySolbourne'otrainers hobeused inthe execution cf the End User training plan and typically composed ofe PowerPo(nt. User Procedures, Exercises, Job Aids, and Instructor Guides Deliverable 34' Comprehensive end -to -end testing with full conversion and interface data, and all other lbwm ORACLG' 71 December 10.2U04 ��.�^x °�� Miami ���� ��o n�o���K��U � ... Enterprise Resource Planning Software System Integrator Statement nfWork Project Phase Payment Deliverables Description and Table of Contents Phase I Transition Jul 05—AugM5 Deliverable 35'Quality Assurance Report for Financials Integration Completed -Ju|'O5 Deliverable 3G'Cutove Plan Completed 'Jul-O5 Deliverable 3T'Production System Configured - Aug-05 Deliverable 38'End User Training Completed 'Aug'O5 Deliverable 3Q'Completed Technical Development Inventory inProduction 'Aug'U5 Deliverable 4O'User Acceptance Testing Completed 'Aug'U5 Deliverable 41 'On'going Education Strategy Completed ' Aug-0S technical development items Deliverable 35 ' Report created bythe So|houmeQAresource providing anassessment ofthe pnoject'spreparedness for progressing tothe Transition Phase Deliverable 3G'Supplemental Project Plan for the transition from the City'ulegacy system leading to go live in the Unsc|a production system detailed ata dai|vand houdvlevel Deliverable 37'Oracle Instance configured per the Chy'sBusiness Process requirements modified based upon the results cfvalidation and integration testing Deliverable 38-Completion of the training cfall City end users (oone.casual, and informational) and external users (vendons.etc.)nothey are prepared for using the Oracle application toperform their jobs at go live Deliverable 39'Migration of all development code tothe production instance ready for use inthe execution ofthe CubzverP|an Deliverable 4O'Testing by the City'sresources onocopy of the production instance onthe production server using the Cdy'oand/or auditors' prescribed scripts Deliverable 41 ' Document that outlines m training plan to address on -going training needs ftume ORACLE' 72 December 10.2O04 ��'�xv ��� ��'����' ��^«� _/ Miami Enterprise Resource Planning Software System Integrator Statement ofWork Project Phase Payment Deliverables Description and Table of Contents Phase Go-Liveand Support Auq 05—Oct 08 Phase Holdback Oct 05 PhaoeU ProcesmDesiqm Mar 05—Apr 05 Deliverable 42'GoLive ' Fimanda|o, Procurement, Deliverable 43 ' Post Go -Live Support Completed - Oct-05 Da|kenab|a44 'Quo|dy Assurance Report for Financials Final Completed -Oct'O5 Deliverable 45'First Month Close Support Completed - Oct-05 Deliverable 4G-First Quarter End Support Completed -Oct-05 Deliverable 47'First Year End Close Support Completed '[>ct' O5 Invoiced upon completion nfpost production support for Financials and receipt of Final Acceptance Deliverable 48-Project Team Orientation Completed - Mar-05 Deliverable 4S'Organizational Kickoff Completed - Mar-05 42'Financials GmLive Milestone Deliverable 43'Golboume Process Consultants and City Process Owners' Support for initial transactions inthe production system Deliverable 44'Report created bythe Go|boumeQAresource providing on assessment of the pnojact'moverall success and documentation ufany remaining open issues Deliverable 45'Solbome Process Consultant's Support for the first Month- End Close process Deliverable 4S ' Su/bourne Process Consultant's Support for the firotOuader-EndC|ooe process Deliverable 47'Sobouma Process Consultant's Support for the first Year -End Close process Deliverable 48' Meeting/Presentation huOrient Client and Consultant team to project standards, SOW, project technical architecture, communication etc. Deliverable 4S Meeting/Presentation to broader Client audience ho ORACLE' 73 December 1O.2OU4 ��.�x^ ^�� Miami ���� ��n o�oU����� v� Enterprise Resource Planning Software System Integrator Statement of Work Project Phase Payment Delliverables Description and Table mf Contents DeUvenableSU-Chonge Management Plan Completed ' K8ar'O5 Deliverable 61 ' Education Needs Assessment Completed 'K8or-05 Deliverable S2'Education Strategy Completed -K8apO5 Deliverable 53'HR/PayroU Business Process Flows Complebad-Apr-OS Deliverable S4' Process Design Narratives OaliverableB-Technical Development Project Plan Completed 'yNor-0S introduce the project to the organization and create momentum and enthusiasm for the project Deliverable 5U'Document describing the specific change management activities and deliverables that will ba completed during the implementation ' |tincludes a project plan showing detailed tooko, raoouroeo, atc-whioh is incorporated into the Master Project Plan Deliverable 51'Surveys 0o capture an understanding of the City'seducation landscape. The needs assessment surveys and interviews cover all aspects ofthe education program. Deliverable 52-Asummary document ofthe data gathered during the needs assessment that includes recommendations and next steps related to the end user education program and becomes the foundation for all end user education work performed onthe project Deliverable B'Flow charts representing Oracle -based leading business processes modified aonecessary tothe Cih/'n requirements Deliverable S4'Description of the Cdy'oBusiness Processes that Supplements the Business Process Flows Deliverable S5'Detailed Project Plan containing City and So|boumeteohnioo| development resources' responsibilities ��.�^' ^�� Miami ���� ��x n�Q ��U � � Enterprise Resource Planning Software System Integrator Statement of Work Project Phase Payment Deliverables Description and Table of Contents Deliverable 5G'Final Technical Development Inventory Completed 'YWor-O5 Deliverable S7'Education Project Plan Completed -K8ar-O5 Deliverable 58-HR/Payro| Project Team Training Completed 'Apr-O5 Deliverable 5S-HR/Poyud|Setup Documents Completed - Apr-05 Deliverable GO-HR/Poynd| Responsibility Matrix Completed ' Apr-06 Deliverable G1 ' HR/Peynol|Tee System Configuration Completed Deliverable G2'Department |mpactAmmlyuuComplebad-Apr- n5 Deliverable S3'Department Impact Report - Apr-05 Deliverable 5S'Listing ofall technical development items Deliverable 57'Project Plan showing detailed tasks, raoounzes, etc ' related 1othe project end user training program which is incorporated into the Master Project Plan Oo|ivensb|m 68 'Trahning in the Oracle applications conducted bythe So|bourneProcess Consultants for the Chy'o Process Owners and Focus Group members. Deliverable 5S' Documentation ofthe Oracle application configuration decisions based upon the City'sBusiness Process Requirements Deliverable SO'Spreadsheet documenting the Cit/aOracle end user roles and security access mapped tothe applicable City employees Deliverable S1'Oracle Instance configured per the Cih/'sBuuiness Process requirements to be used for validation testing Deliverable S2'An identification ofthe business process changes resulting from the implementation Deliverable 53-Document containing detailed information onthe organizational impact of the imp|emon1otion, including information on po|iny, procedure, training, equipment, facility, workload, and staffing ORACLE 75 December 1O.2OO4 ��'�^^ ^�� Miami ��U� ��x �����U �� n�n .. Enterprise Resource Planning Software System Integrator Statement of Work Project Phase Payment Deliverables Description and Table mf Contents FMmseN Validation Deliverable G4'Roles and Responsibilities Defined - Apr-05 Deliverable EG'Quality Assurance Report forHR/PmymU Process Design Completed 'Apr- 05 Deliverable 6G'Help Desk Strategy Completed - May-05 Deliverable G7'User Procedure Matrix 'Moy-0S Deliverable G8'Final Technical Specification Documents 'Ju|-OS Deliverable Gg'Curriculum Plan - Deliverable 7O'Validation Test Scripts Executed 'Jul-O5 Deliverable G4-Documentation cfnew job roles and responsibilities for personnel au they relate tothe use ofthe new system Deliverable 86 ' Report created bythe 8o|boumaQAresource providing anassessment wfthe pnojec'opreparedness for progressing tothe Validation Phase Deliverable SG'Structure and tools hobeused Uoprovide support for the City'oOracle end users inoproduction environment Deliverable 87'Spreadsheet used &rtrack the customizing nf the Go|bounneprovided End User Procedure templates by the Qb/'sProcess Owners in preparation for End User training Deliverable G8'Document that captures the functional and technical specifications and the results ofthe developer's unit testing for each item onthe Technical Development Inventory, i.e.'conversions, interfouas, reports, etc. Deliverable GS'Document containing adescriptive narrative ofeach course including the course objectives, prerequisites, duration and materials that will be used Deliverable 70'Modular cx prototype testing with limited conversion and interface data ORACLE' 76 December 1O.2O04 ��.�^^ ^����' . ���� v�n nw/������ � Enterprise Resource Planning Software System Integrator Statement of Work Project Phase Payment Deliverables Description and Table oY Contents PhmseU Integration Jul 05—Oct Q5 Deliverable 71'Technical Delivery Inventory Unit Testing Completed 'Jun-O5 Deliverable 72'Updated Test System 'Jun'O5 Deliverable 73'Quality Assurance Report for HR/PaymU Validation Completed 'Ju|'OS Deliverable 74 -Troin -tha-Troiner Workshop and Content Review Completed 'Sep'OS Deliverable 75'End User Training yNaUano|o Completed ' Ont'0G Deliverable 7G'Integration Test Scripts Executed - Oct-05 Deliverable 77 ' Uum|hy Assurance Report for HR/Payroll Deliverable 71 ' Testing by developers toensure that the coda is functioning per the Technical Development Specification without errors Deliverable 72-Oracle Instance configured per the Chy'oBusiness Process requirements modified based upon the results ofthe validation testing tobeused for integration testing Deliverable 73'Report created bythe Go/boumoQAresource providing anassessment ofthe pnojec'opreparedness for progressing to the Integration Phase Deliverable 74'Workshop conducted bythe So|bourne Education Consultants hotrain the Chy'otrainers inthe requirements for teaching adults in preparation for the execution nfthe End User training plan ' Also included is content review of the course material with the City's trainers Deliverable 75'Courseware created bySn|bomrne'otrainers hobeused inthe execution nf the End User training plan and typically composed ofa Pmwedroint.User Procedures, Exercises, Job Aids, and Instructor Guides Deliverable 7S' Comprehensive end -to -end testing with full conversion and interface data, and all other technical development items Deliverable 77'Report created bythe So|boumeOAresource ` ORACLE' 77 December 18.20O4 ��'�xx °~� Miami ���u ��n o�n������ o� Enterprise Resource Planning Software System Integrator Statement ofWork Project Phase Payment Deliverables Description and Table mf Contents Phase 11 Transition Phamw11 Go'Livmamd Support $310,092 Integration Completed 'Oct-05 Deliverable T8'CutoverPlan Completed 'Oct-O5 Deliverable 7S'Configured Production System 'Nov'05 Deliverable 8O'End User Training Completed - Dec-05 Deliverable 81 'Complebaj Technical Development Inventory inProduction 'Dec'O5 Deliverable 82-User Acceptance Deliverable 83'On-going Education Strategy - Dec-05 Deliverable 84'GoLive ' providing onassessment ofthe pnojec'npreparedness for progressing hothe Transition Phase Deliverable 7O'Supplemental Project Plan for the transition from the Cdy'nlegacy system leading togo live in the Oracle production system detailed edo dai|vand houdvlevel Deliverable 79'Oracle Instance configured per the Cit/sBusiness Process requirements modified based upon the results ofvalidation and integration testing Deliverable 8U'Completion of the training ofall City end users (coma.casual, and informational) and external users (vendors.mtcjsothey are prepared for using the Onon|a application to perform their jobs at go live Deliverable 81'Migration cfall development code huthe production instance ready for use inthe execution ofthe Cutox/erP|on Deliverable 82'Testing bythe Cit/sresources onacopy of the production instance onthe production server using the City'oand/or auditors' prescribed scripts Deliverable 83'Document that outlines atraining plan to address on -going training needs U4'HR/PoyroUGo-Live Milestone 78 December 1O.20O4 ��.�^/ ��� Miami ���� n nwn�����U ^� w Enterprise Resource Planning Software System Integrator Statement of Work Project Phase Payment BmUxmnabkes Description and Table of Contents PhameU Holdback Mar 06 Total Deliverable 85'Post Go -Live Support Completed 'Feb'0G Deliverable 8G'Final Quality Assessment Report Completed ' Feb'OG Deliverable 87'Support for Processing Two Complete PoynnU Cycles Completed 'Feb-OG Invoiced upon completion ofpost production support for HR/PoyroU and renei"tofFinal Acoe"hanne Total Services Deliverable 85'Solboume Process Consultants and City Process Owners' Support for initial transactions inthe production system Deliverable 88'Report created bythe So/bounneOAresource providing onassessment ofthe pnojout'ooverall success and documentation ofany remaining open issues Deliverable R7'Gobouma Process Consultants' Support for the first two payroll cycle processing inthe production system The following table lists a summary of the optional services which, at the direction of the City, will bmadded bothis scope ofwork using the change control procedures |nplace for the project. Noeffort will beexpended onany optional service without onapproved change request. To m|mfOptional Services Payment Optional Services 105,300 $747, 90 Discretionary Technical Development Hours /32D0 mmmnm DEM innmhemwntskmn including definition of up to 10 KP|s Payment schedule to badocumented |nchange orders authorizing work to be performed Deliverables created during the implementation will bedeveloped bvthe Project Team members including the Solbourne Process Consultants and City Process Owners. The review process will depend on the nature of the deliverable and the makeup of the team ffiMW ORACLE ��^fvv ^�� Miami ���� ��x n�x���K��� �� ... Enterprise Resource Planning Software System Integrator Statement oYWork that develops it. For example, functional deliverables prepared bvthe 8olbuourneProcess Consultants and City Process Owners are reviewed internally bvthe project teann members for accuracy and completeness. Once the deliverable has been approved bv the team members, it may require additional review by one or more focus groups that are assigned tothe team. The focus group members provide end user community representation which is critical, especially when the deliverable directly affects their daily operation mfthe new system (i.e.User Pruoedurem). After the deliverable has been approved bvthe Project Team, hwill basubmitted tothe Gm|bourneProject K8enagerfmrnnanagemnen1reviexv. The 8o|bourneProject K8onogerviU check the deliverable to make ouna it meets the requirements of 8o|bmurne deliverable for format, con1en1, and organization. The 8o|bourne Project Manager will return the deliverable to the project team members who are responsible for its completion for final revisions and presentation tothe City'mProject K8anmQenlent. Final acceptance follows the final revision process. Each, deliverable will bepresented 0o the Cih/'o Project Management for a review period ofnot less than 10 business days. If revisions are required the City will provide So|bounnewith written notification. So|bournm will endeavor tomake the revisions inthe document within 2business days. Once the revisions have been completed, the City Project K8anagervvi||mignof[thatthede|iverab|e is accepted. This process is or|1icm\ to the completion of the project as the deliverables created bythe Project Teanmnapmaaent completion mfcritical milestones ineach implementation phase. Once the City has signed off onall deliverables /neach implementation phase, the City is stating that the phase has been completed to their satisfaction and the project oannnoxein1o1henevtphaoe. The 8o|bourneand City Project Management Team will finalize the wording onthis acceptance form will include theCitv's desired certification: ''| certify that this deliverable has been prepared inaccordance with the relevant terms and conditions of the Agreement", signatories and other standards defined bythe City. A list of all project do1k/mnabkye associated with the project phases is depicted in the table above. The table includes a brief description of the deliverable and an estimated due date for the deliverable based onthe projected o1mrtdateof[)eoennbmr6.2OU4for1heC/tv'o implementation. The final deliverable due date will bespecified inthe detailed project p|an developed bythe 8o|bourneand City Project Management Team. Samples ofthese deliverables are provided |nAppendix C. The 8o|bourneand City Project yWmnagament Team will review each deliverable and finalize the format and content during the Readiness Phase ofthe Project. SoUxurm ORACLE' ��'��x ~�� Miami ���� ��n x�n���y��U �� ,.' Enterprise Resource Planning Software System Integrator Statement ofWork 7.0 ASSUMPTIONS The following key assumptions were used indefining the p ject'm8tatennentofVVorh (8OW), nmhsa/naoponoibUitkoe. and Schedule. Any changes in the assumptions may result inmchange tothe project 000pe.bnneUne.reauurcee.ornthereepmutsofUle implementation. |fthis imthe case, the agreed upon change control procedure will beused tocommunicate and approve project ohangea. 7.1 GENERAL ASSUMPTIONS 1. The City will establish appropriate decision -making authority within the Project Team. For outstanding decisions that compromise the ability toproduce any deliverable, the decision will be documented and presented at the appropriate levels for review and escalation. The Project k4anagenowiUconferonthedec)ainn ethand and will determine amutually acceptable timetable for turnaround. The documentation for the outstanding decision will include the course of action in the event that the City does not return odecision inthe assigned Urnmfrmnne. 2. The most current version of Oracle Release 11 i that has been generally released at the initiation ofthe project vviUbethebmsiahzrinnp|ementmUonattheCih/. Version or release upgrades are not included in the Scope of Work unless required byOracle for warranty purposes orUzcure oContract nonconformance if Solbourne determines that a version or release upgrade is the appropriate method tocure such nonconformance. 3. Solbourne does not assume the responsibility for support or maintenance of Oracle licensed software. Both areas are covered under separate contractual agreements with (]rmo|e Worldwide Support. 4. Package enabled reengineering will be the basis for the implementation of the functionality included inthis work effort. Sn|buurnevvi|| leverage the BPF7 work completed bythe City combined with the "leading practices" that are inherent inthe software. These efforts will bathe basis for reengineeringbusiness processes rather than tailoring the software to meet current business processes or processes that cannot beeasily accommodated bystandard Oracle functionality. If an existing process generates an undue amount of labor or processing in order to provide otek/o qum, then status quo will be reexamined in lieu of more simplified process. |naddition, ifanexisting business process )onot compatible with the functionality of the software, then the scenarios that are available will be discussed and the npUnna| solution determined by the City will be implemented. 5. The City's business needs do not require the configuration of multi-org functionality at this time. 8. The Cih/'scurrency requirements are U.8.Dollar only. 7. The City's system language requirements one English and Spanish. 8. All So/bourne provided project documentation, training and training related nnotoria10 will be provided /n English. 9. The Microsoft Suite of products (Word, Excel, PovverPoint' Project, Access) and Viuio will bathe standard for all project documentation unless otherwise noted. ��'tv» ^����'����' ��"�� ��n Miami Enterprise Resource Planning Software System integrator Statement of Work 10. Functional and technical validation and integration testing, including the development of test scripts, and the actual testing, will bedone bvthe City with oversight bvSo|boumne. Acceptance testing will use representative data sets rather than parallel haaUng with the exception of Payroll testing. 11. User profiles that define security access to the system are the responsibility of the City during the implementation and into production. 12. Go|bourne1eanl members will maintain an average of at |emet4O billable hours per normal working week (normal defined as non -holiday, nmn-vaoaUon, eto.) and will be onsite at least 4 days per normal working week to deliver these services. 13. The City and Solbourne will honor all holidays recognized by either the City or 8o|bourne.8o|bournemay choose tmwork onholidays and weekends with prior permission from the City. The Parties will make every reasonable effort to schedule training sessions and vacation toavoid Project conflicta.However.the8chedu|e shall not be modified except as mutually agreed upon by the Parties in writing. 14.City resources will bemade available tocomplete 8o|bourneFoundation Questionnaires prior tothe on -site arrival ofthe 8o|bourneconsultants. These questionnaires and the City'mBPR documents will be the basis for the Process Design phase of the implementation. 15.The City will use Oracle approved standard format pre-printed forms for purchase ondero, invoiceo, chacks, and statements. 7-2 UNFRASTRUCTURVARCHVTECTURE ASSUMPTIONS 16.The City will provide the necessary hardware/infrastructure for four (4) tosix (6) instances — functional and technical development, test, patch, training and production. The City, supported byGo|bourne.will make best efforts 10order and install the necessary hardware components for the installation of the software for the development environment tooccur masoon mopossible after execution of this AgnoannenL The development environment will bemade apriority inrelation tothe test and production environments. 17.The scope ofthis project iobaoadontheexpeotadonthmtat|maetoneCib/ technical administrator will be assigned to the project with at least 7596 participation nolater than one month after the project etartdahasetfmrthin1he Schedule. This resource ioassumed 1mhave Oracle [>BAexperience prior to joining the project or will attend the Oracle DBA training courses within one month of the project start date set forth in the Schedule. If the City cannot staff this position based on the above expectation, additional support may be requested from So|bourneusing optional DBAsupport services included mmpart of the contract. 18. Solbourne will be provided remote 247 access to all instances other than production for the duration ofthe project inordertoprmvidemdequateaupportto the project. |naddition, the Go|bournaApplications DBAwill beprovided 24x7 remote access tothe operating System layer onthe Oracle servers. Exceptions may occur when normal System/network maintenance is scheduled. 1S.The City will not upgrade o,modify the operating environment during the performance of the Services that will adversely affects the activities described in this Statement ofWork. bMim ORACLE' 82 December 1O.2OO4 �~'�vx �~� Miami ���u x�x nwn������ o� Enterprise Resource Planning Software System Integrator Statement of Work 20. The City will beresponsible for the architecture changes and installation of appropriate infrastructure components 0osupport the envisioned target 7.3 TRAINING AND EDUCATION ASSUMPTIONS 21. Solbourne will provide Project Team Training for each of the Process Teams. 22. The City will assume full responsibility for ensuring adequate enrollment and attendance atall training events. 23. If the total number of users to be trained via classroom delivery is greater than what has been estimated previously, the City may request additional training delivery support via the project ohmnUenaqueotprouesm. 24. For classroom tnaining, it is assumed that no more than 12 end users per class session will attend. 25.The City will provide one City Project team member orSK8Efor each classroom training session. 26.The City will provide internal resources to participate in the development and delivery oftraining. 27, The City will provide a resource specifically dedicated to end user class scheduling and training logistics. 28. Training will be based on the train -the -trainer approach and will be conducted centrally. After Go|bourne delivers the tnain'thm-tnainer. City training apac/aUoto will deliver end -user training 29. The amount of hours allocated \otraining material development for this effort will belargely dependent upon content review Uythe City. Both Parties will agree upon a reasonable time for review in order not to directly impact the overall development timeline. 3O.Help desk support will beestablished otthe City for the support of this implementation. The staffing of this help desk is the responsibility of the Qh/. 7.4 DATA CONVERSION ASSUMPTIONS 31. The city is responsible for the cleansing of all data for conversion to a level that is adequate for successful completion by Solbourne of the tasks described in this Statement ofWork. The data conversion effort shall bocompleted inaccordance with the detailed project plan. 32. For conversion purposes, City will be responsible for the mapping of legacy data to the Oracle API formats, and for writing and executing the programs toextract the data from the City legacy systems. 8o|bourne will provide the City with the Oracle API formats. So|bnurne will assist with the testing ofuptm three (3) iterations of the conversion nfthose items identified inthe SOW. 33. Solbourne has provided a list of data conversion candidates based upon our experiences with other public sector organizations. Since the City did not provide a list of conversions to include in scope, any conversion items not identified in the SOW that are identified during the project vviUbethareoponaibj|ityoythmCib/tu manually enter into the production system, The City can also utilize the change control process to contract for additional nen/iueo to complete data conversions. UMM ORACLE' 83 December 1O.20O4 ��'�xx ,�� Miami ��U� ��, n�o|��K��V �� ... Enterprise Resource Planning Software System Integrator Statement of Work 7'5 INTERFACE RESPONSIBILITIES 34. The City will be responsible for developing the legacy side of any interfaces into and out ofLegacy Systems. 35. The City will be responsible for designing and executing any legacy system changes necessary 10support interfaces tuorfrom Oracle. 36. The City will be responsible for any data cleansing necessary to support interface layouts and file transmissions. 37. The City will be responsible for legacy system data mapping to any interfaces. 38. For interface purposes, 8o|buurne will assist with the mapping of data to the [)roo|e API formats and with the baodng of up to three (3) iterations of successfully compiled programs. The mapping and testing of interfaces not specifically identified in this Statement of Work will not be provided by Solbourne as part of this Statement ofWork. |fthe City accepts the optional services aodescribed inthe 8o|bournecost proposal, additional interfaces can bedeveloped. The extent of interface development provided by Solbourne is bound by the number of hours accepted bythe City. 39. City will analyze current production reports and rationalize which reports can be replaced bystandard Oracle 11ireports. 8o|bournewill support the City \n identifying and analyzing Oracle standard reports. 7'6 IMPLEMENTATION 40. The City will complete review of and provide feedback to Solbourne on all work products and deliverables requiring City oignoffwithin ten (1U)working days of delivery tothe City bythe 8o/bourne Project Manager. |ffeedback isnot received by the So|bourneProject Manager from the City within (1O)working days after delivery, then the work product or deliverable will be deemed approved by the City. Once feedback has been received, Solbourne will correct the deliverable and resubmit to the City for approval within two (2) working days. Review time for resubmitted deliverables will be a mutually agreed upon number of days. 41. 8m|bournevvU| configure, with the City'aassistance, ten (10) Financial Statement Generator (FSG) reports in the General Ledger as part of the scope of this SOW. FSG is used to create custom financial reports/statements such as balance sheet, profit and loss and income statement. The implementation of additional FSG reports beyond ten (1O)reports ionot included inthis SOW. AddiUono|FSG reports beyond the ten /1D\can becompleted by8o|bournevia the agreed upon change control process. 42. Reporting requirements not met through Oracle standard reports or the ten(10) F8G reports developed bySo|bournewill be developed by City using FSG or Oracle Discover. Oracle Discover is used to create ad -hoc queries and reports based on user -defined views ofdata. 8o/bournmhas included 12Dhours nfOracle Discoverer workshop training \nthe scope ofthis SOW. Additional reports can be completed bySo|bournevia the agreed upon change control process. ffioume 0RACLE' 84 December 1O.20O4 ��'�x� r^� Miami ��U� ��n vnnU����U � Enterprise Resource Planning Software System Integrator Statement of Work 43. The implementation of custom workfiows is not included in this SOW unless the City accepts the technical development account aodetailed inSo|bounne'scost proposal. 44. The City will continue using their Kronos Timekeeper Central system for Time and Attendance for some departments. Oracle Time and Labor will beimplemented to capture time for departments not using Kronoa. 45. Except aastated in section 1.2.2.1. CustonnizmUona.this statement ofwork does not include any custornizations to the Oracle software. Those requirements that require customization are not included inthe Project P1an.Cuotonnizodonscanbe quoted inaddition tothe proposed project coots. HMM ORACLE City of Miami Enterprise Resource Planning Software System Integrator Statement of Work 8.0 PROJECT MANAGEMENT 8.1 PROJECT MEETINGS Project meetings will be held as determined by the Project Management Team during the Readiness phase of the project. At a minimum, however, the following meetings will take place: Meeting Project Team Meeting Attendees All project team members with the exception of City Executives and Solbourne Project Director. These team members may be asked to attend specific meetings if necessary. Frequency Weekly over duration of project. Steering Committee Meeting All steering committee team members as described in the project organization structure. Additional team members may be required to attend as needed to address issues or provide additional information on project specifics. Monthly over duration of project. Additional steering committee meetings may be required to address key project issues. Project Management Meeting City and Solbourne Project Managers, Solbourne Project Director when on site. Weekly over duration of the project. An agenda for each meetina will be provided bv the Proiect Manaaement team. lbourne ORACLE 86 December 16, 2004 City of Miami Enterprise Resource Planning Software System Integrator Statement of Work 8.2 PROJECT REPORTS The following reports will be produced by the Project Report Description Project Team Member Status Report Project Steering Committee Status Report Status report provided by team leads describing weekly activities completed, following week activities planned for completion, and current issues within their area of responsibility Status report that has been consolidated for management review to include major activities/milestones completed, planned activities over next project reporting time period, and management relevant project issues. 8.3 PROJECT MANAGEMENT PROCESS Team: Frequency Owner Weekly Bi-weekly Solbourne Lead Consultants Solbourne and City Project Managers Core to Solbourne's project centric culture is effective project management. Project management assists organizations to plan, efficiently develop, and deploy integrated systems. By utilizing a proven and successful methodology, we can assist organizations in achieving on -time and within budget projects. Our project management methodology is based on guiding principles outlined by the Project Management Institute's Project Management Body of Knowledge (PMBOK). The components of our project management methodology are: • Scope management • Schedule management • Cost management • Resource management • Communication management • Issue management ORACLE 87 December 16, 2004 ��'*^x �� ��^��K��' ��n�� ��n o�o:.�...o Enterprise Resource Planning Software System Integrator Statement ofWork • Risk management • Quality management The cornerstone ofour success has been our people and teamwork approach and akey component of our methodology is knowledge transfer from Solbourne consultants to City team members. Through this team approach vxmfacilitate the transition tothe City the knowledge and skills necessary torun the system upon going live. /\ further discussion of So|bourne'mapproach to hnnxv|odge transfer can be found in |torn 12 below. 8o|bounlecultivates positive project environments, yielding tremendous results that bring confidence and pride 0meveryone involved. The approach that vvehave presented is based onsuccessful experiences. We realize that notwo organizations are the same, and what works great for one organ ization/p ject is not necessarily the best way to deliver einni|er project for another organization, despite their apparent similarities. Executive sponsorship and active participation by key stakeholders is critical for a successful project. Leadership, both formal and informal, bvthe City managers, department leads, and key influencers will enable the Project Temmmtoocoomp|iohtheir mission. Frequently many nYthese resources are part nfthe Project Steering Committee mmthe City has indicated will bethe case for this Project. The Steering Committee provides executive sponsorship for the project inmddidontotheProject Executive Sponsor. Another component ofProject oversight is the Quality Management/Assurance Program. 8o|bourne recommends that aquality assurance program be established jointly bvboth Parties to monitor the project and perform periodic qum||h/ reviews. The reviews are intended to provide an additional perspective to the Project Team and the Project Managers in relation tnthe following areas: • Effectiveness of the project organization and communications = Appropriateness ofthe project policies and procedures = Observance ofthe critical success factors for the project � Adherence tothe Project implementation methodology and scope � Project progress compared to plan and achievements � Deliverables quality and conformance tothe acceptance process 8/4 CONFIGURATION MANAGEMENT Configuration ofthe Oracle Applications |othe primary responsibility ofthe 8o|boume Process Consultants and the City Process Owners. Configuration iabased upon the results ofthe Process Design phase ofthe implementation, and |erefined during the Validation and Integration phases as testing and process refinement drive the need for kxwW ORACLE' 88 December 16.2OO4 ��'�^x '�� Miami ��]� ��n o�n������ � Enterprise Resource Planning Software System Integrator Statement of Work changes. Solbourne will produce a setup/config u ration document for each module that provides the baseline for the application configuration. This document becomes the tracking tool for all future configuration activities. The Project P/andawe/opedbythe Project Management Team has detailed tasks for the configuration of each specific instance during the project. The software configuration management activities that will take place onthe project are identified maseparate tasks onthe detailed project p|an. Configuration Changes inone Oracle application can impact the configuration in another Oracle application due to the integration touch -points between these applications. Other tasks such aatesting, data conversion dave|opnnent, interface development, workflow development, and report development can beaffected bythe configuration ofthe software. Additionally, application configuration is directly related to tailoring End User Procedures which are the primary component ofEnd User training courseware. For this reason, the configuration iacarefully tracked within the setup document and incremental changes to the application configuration outside of the specified configuration time frames require approval from the Project Management team. The 8o|bourneProcess Consultants and the City Process Owners are responsible for idendfving, requeating, execuUng, and onnnnnunioadng configuration changes. Solbourne will also be utilizing the Oracle iSetup application to support configuration management onthe Chv'aimplementation. i8etupprovides acommon database for setup information that can be copied from the i8otup application to an Oracle instance. By keeping baseline setup information in o single environment, multiple instance creation and maintenance time aewell asinput errors/inconsistencies are dramatically reduced. The Applications also contain reports that generate the current configuration information for many of the modules. This information will verify setups in all instances. Oracle instance and configuration management are described inmore detail below. Solbuumerecommends the development offour tosix instances for the Oracle Applications. These environments include 1 for development, 1 forbamt/oua|ih/. 1 for user training, 1 for production and optionally 1 for patch testing and on additional separate instance for technical development. Development provides m^p|ay0round^for the functional and technical teams 0odevelop and unit test programs, test setup ideas, and research data. Development iarefreshed from the Test orProduction environment onmn"as needed baaia"The database iaopen to authorized project team members including So|bourne Process Conou|tento, Qh/ Process Ovvnero, and the technical development staff. Focus Group members are given limited access to the Development instance where they can review and validate transactions. Test/quality provides the area for complete integration testing priorbomoving to production. All setups that can bescripted should befor this environment. This environment should remain e duplication of the production database. refreshed on a pre- determined schedule. |tisaclosed environment, and only the OBAshould have direct access tothe database. Access tothe configuration screens inTest iarestricted toteam ��'�^� x~� Miami ���� ��o n�vU����U �� '... Enterprise Resource Planning Software System Integrator Statement ofWork members who are responsible for configuration intheir functional area. City Process Owners are granted access to those configuration screens that are necessary to support on -going business processes. Security profiles that will boused inthe production environment are created and assigned hothe appropriate team members. These authorizations are assigned based oneach resource's role onthe project and/or their assigned testing responsibilities. Production is the actual live data. It isaclosed environment, and only the OBAshould have direct access 0othe database. Project team members should have access as determined by the Project Managers and Database Administrator. The patch testing environment would beacopy ofthe production database and directory structure where patches and upgrades can beperformed and tested prior b» implementation into test and then production. It is refreshed from production prior to testing each upgrade. Establishing auser training environment kyhighly recmnnnnendedandiadeoovedfVrend user training classes. It is refreshed from production on a predetermined schedule. Change control procedures (for such things aecustom development requests and inaUsUa1ion, configuration ohongeo, and security modifications), in accordance with leading pnactim*a, will be established and maintained throughout the project |ifecyc\e and into a production environment. These procedures will Uedeveloped tobeconsistent with any existing change control procedures o1the City. A detailed configuration management and version control plan will be established on the 8.5 RISK MANAGEMENT Solbounneutilizes estandard process 0otrack and manage risks onthe project. During the Readiness phase ofthe implementation, the So|bounmeand City project nnanmQemeDt team will create the risk management plan and document the potential project hake. As result of this process the team will document mitigation and contingency actions as appropriate for each risk identified. The first step inthe risk management process ie0o identify and document them inthe Risk Tracking Log. Each risk iedescribed and assigned phordn, probability, and impact. The product of the probability and impact make up the total exposure. Imme oRAc[-e 90 December 16.2OD4 City of Miami Enterprise Resource Planning Software System Integrator Statement of Work ID 1 RISK T1TLE i e to DATE IDEN11FIED 10/31/02 Merl/PR:Oa PjSKTracldng Log IMPACT TOTAL OWNER(SI PRIORITY PROBBIU1Y RATING EXPOSURE FkUXJSSAO <insert name here> TRIGGER EVENT 2 3 5 6 8 9 10 The total exposure for each risk is summarized within the Risk Matrix. The Risk Matrix provides the Project Management Team and Steering Committee Members with a view of the number of risks that are categorized into zones: • Zone 1 risks being low impact and low probability, • Zone 2 risks being medium impact and medium probability, and • Zone 3 risks being high impact and high probability. Risk Matrix 9-10 7-8 3: 5-6 34 1-2 1-20% 21-40% 41-60% 61-80% Probability 81-100% Zone Total: 0 (Green is Zone One, Yellow is Zone Two, Red is Zone Three) The Criteria Sheet calculates the risk probability and impact then maps the risk log items into the overall risk matrix. While this information is normally kept static, it can be changed depending on how the City assesses risk. ORACLE 91 December 16, 2004 City of Miami Enterprise Resource Planning Software System Integrator Statement of Work Criteria Sheet 1-2 3.4 5-8 7-0 9-10 1-20% 1-20% 1-2014 1-2014 1-2014 Prob 1% Impact Prob 1% Impact 2 Result 0 Prob Impact Prob R 1% 1% 4 Prob Impact Prob 1% 1% Prob Prob 1% 7 1% Prob 1% Impact Prob 1% Impact) Result 10 0 21-4014 21-4" 21-40% 21-40% 21-4014 Prob Prob Impact Result 21% 2 Prob Prob Impact Rostra 21% 21% Prob Impact Pmb ',Mad Result 21% 21% Prob Impact Prob Impact R 21% 7 21% 0 Prob Impact Prob Impact Rasta 21% 21% 10 416014 416014 416014 416014 41410% Prob Impact Prob Impact 41% 41% 2 Prob Impact Prob Impact j Result 41% 41% Prob Impact Prob Impact Reaua 41% 41% 6 Prob 41% Impact 7 Prob 41% Impact Result 0 Prob Impact Prob Impactl Result 41% 9 41% 10 0 61-8014 616014 61.8014 61-80% 616014 Prob 61% Impact Prob 61% Impadl R 2 0 Prob Impact Prob 61% 61% 0 Prob Prob ImpactI Result 61% 61% 6 0 Prob 61% Impact 7 Prob 61% Impact Rama Prob Impact Prob ImpactI Result 61% 61% 81-10014 81-10014 81-10014 81-10014 81-10014 10 0 Solbourne ORACLE 92 December 16, 2004 ��'�^' '�� ��'��K��' ���� v�n Miami � «mnno Enterprise Resource Planning Software System Integrator Statement of Work Finally, each risk that is deemed by the Project Management Team to require a mitigation orcontingency action imdocumented within aRisk Document. This document details the risk, the potential impact to the project, and documents mitigation/contingency actions. lbmww ORACLIE' 93 December 10.2D04 City of Miami Enterprise Resource Planning Software System Integrator Statement of Work $ Sottiiiuiix' Client/Project: <insert name here> RISK Document ID 2 RISK TITLE Client unable to provide necessary resources DATE IDENTIFIED 10,31/02 OWNER(S): Wall Pounds TRIGGER EVENT 0 DOCUMENT DATE: DATE LAST UPDATED: LAST REVIEWED: PRIORITY 3 PROBABILITY 3 IMPACT RATING 2 TOTAL EXPOSURE 6 RISK DESCRIPTION POTENTIAL IMPACT IF RISK OCCURS MITIGATION: RISK CONTAINMENT/CONTINGENCY PLAN (Containment Plan if total exposure is 6 or greater and Contingency Plan if total exposure is less than 6). ACTION PLAN Number: ACTION: STATUS: so ORACLE' 94 December 16, 2004 ��.�^x ^�� Miami ���� v�n n�o{ ��� v� � Enterprise Resource Planning Software System Integrator Statement of Work 8.6 ISSUE MANAGEMENT Aaissues are identified bvthe project team during the implementation process, they are documented in periodic status reports or reported directly tnthe project management team for inclusion in the system /anuo log. Each issue iodocumented with the following • Date Logged • Application Area • Issue Description • |ndividuoKTmonnResponsible � G1m1us � Priority � Affects � Resolution Plan Description " Actual Resolution Description � Planned Resolution Date � Actual Resolution Date Issues are discussed ona weekly basis during the project status meeting with all core project team members present. Those issues that affect cross functional processes are the highest priority discussion items during the meeting. Anissue can further bmclassified in the following ways: • Requires Key Issue Document • Requires Steering Committee Review and Resolution Issues that require a'Key Issue Document' are classified this way because they could potentially affect the projectscope, timeline, orcost. These issues are documented ina greater level ofdetail and multiple resolution options are presented. Once the document imcompleted, bissubmitted toproject nnanagennentbzrnevievv. \fthe Project K8anegennent Team determines that the issue must be resolved by a higher level of authority, the Key Issue Document is presented to the Executive Sponsor and/or the Steering Committee for final resolution. Action to resolve the issue will not be taken until the appropriate approval ufthe'KeyIssue Document' ioobtained from the City and Go|bourne. ��'�^^ ^�� Miami ���u ��n n�n������ �� ~~'.. Enterprise Resource Planning Software System Integrator Statement ofWork 8.7 COMMUNICATION The8o|bourne Project Manager and the Education/Change Leadership Consultants will work with the City Project K8onmgennen1temmnmndCitvEducaUon/ChmngmLemdto formulate mCommunication Plan for the implementation. The Communication Plan will be tailored homeet the specific needs ofthe City. The information detailed below iataken from the Solbourne Communication Plan template and will be used as a guideline for developing the C\tv'ofino| Communication Plan. Clear and pertinent communication is the key to making sure vital project details get to the right people atthe appropriate time. Aproject suchamVleCit/s demands effective planning due to the size, scope, and complexity of the implementation; therefore proactive communication |eimportant onthis and all projects. Thiaimempeoie||yolgnificmntbmcmume of the number of individuals and businesses that will be affected by the project.The Project Management Team must make sure that team members, clients, and stakeholders have the information needed. Communication ioalso avital way tnmanage expectations, project status, and the responsibilities of each member. This can be as simple as talking to team members on their assigned work or holding a regularly scheduled status meeting. However the Project K8anagennentTeanndeoidmo1oprOcemd.uunnnmunicationhe|paenoune project success. 8'7.1 CREATING A COMMUNICATION PLAN The City and So|bourneProject K8onegersviUxxodvtoQether0ocrefteConnrnunica1ion Plan as follows: 1. Identify the major stakeholder groups including; management, steering committee, vendors, and end users. 2. Determine the communication needs of each stakeholder group. Each group's "neado"should belooked at aoocombination ofwhat they want boknow and what the Project Team wants to tell them. Determine how frequently the communication should take place. 3. Determine the best medium tocommunicate toeach group. Examples include written, in poramn, e-mail, orgroup presentation. 4. Prioritize communication medium options oothat those that are the least costly but provide the most value are included in the final Communication Plan. 5. Place the details of the communication plan into the Project Work Plan to ensure that the steps will be executed. Determine who is responsible for carrying out the Communication Plan and assign dates for the completion of each phase of the 0.7.2 DETERMINE PROJECT STAKEHOLDERS There can bemany types ofproject stakeho|dermandtheP jeutK8onagmnmentTmennmuo1 determine the people or groups of people that need to be included in the Communications Man. Stakeholders inc|udm, but are not limited to, city oumtomnem, and umero, vendoro, and managers. AStakeholder Analysis document inthe 8o|bournePyNToo|Wtwill beused tu support the identification ofthe Project Stakeho|dmns. SOUMM ORACLE' 96 December 10.2O04 ��'�v� rx� Miami ���u ��n nwn������ u� Enterprise Resource Planning Software System Integrator Statement of Work 8.7.3 DETERMINE THE COMMUNICATION NEEDS OFEACH STAKEHOLDER The Project Management Team will determine the communication needs for each of the stakeholders identified. For instance, specific managers will need ongoing status information. Steering committee members need ongoing status reports, plus a dialog on strategy and vision. City end users may need awareness communication, nnentoring. question -and -answer sheets, and promotional information to build enthusiasm, etc. The Project Management Team will determine how, what, to whom, where, and how frequently the communication takes place. 0.T'4DETERMINE HOW TOFULFILL THE COMMUNICATION NEEDS OFEACH STAKEHOLDER Project communication can take many shapes and forms. The Pject Management Team will determine the best way 10 communicate with each stakeholder. Stakeholders who require the same type of information delivered via the same medium will be grouped together toensure efficiency. The following types of communication of the project will be categorized and included in the overall plan. Mandatory: These types ofcommunication are required by the City. This information is pushed torecipients. The following are some possible examples ofmandatory communication: � Project status reports, � Regular status updates via xoicennoU. � Status meetings, � Meetings with steering committee, = Regular conference um||m and videoconfanenmaovvith remote stakeholders, � Govern nnont-required reports and other information, and � Financial reporting, such as budget vs. actual, or any other required financial information Informational: This is information people want to know or may need to know to do their jobs. This information is made available for people to read but requires them totake the initiative orpull the communication for themselves. The following are some examples of information communication: • Awareness -building sessions that people are invited to attend (These are not meant as training, just to build awareness of the project.) • Paper -based project de|ivenab|eap|enedineconnnnonnaponitory.direotory.n, library that people can access • Project information available on a designated Web site just for the project Marketing: This form ofcommunication iodesigned tobuUdb inmnden1huoiasnmforthe project and its deliverables. This area can be critical to acceptance of the system among Solbwrw oRAcLe ��.�^x °�� Miami ��U� ��n own������ o� Enterprise Resource Planning Software System Integrator Statement of Work users. This information is also pushed to the recipients. Examples of marketing communication include: • Project newsletters with a positive marketing perspective, • Meeting one+on-onewith key stakeholders onconsistent basis, • Traveling road shows to various locations and departments to explain the project and its benefits, ° Testimonials from others about the value that was provided, • Contests with simple prizes 0obuild excitement, ° Project acronyms and slogans to portray positive images of the prjeoL = Project countdown until live date, = |nhzrnla| (but purposeful) walking around to "talk up" the project to team nnennbero, ueeno, and stakeholders, = Celebrations to bring visibility to the completion ofmajor milestones, � Project memorabilia with the prjeo1nanneorinmageportreyed.suohaopino. penni|o. Friobems, cups, T-shirts, etc., and � Published accomplishments 8'7.5 DETERMINE THE EFFORT REQUIRED The Project Management Team will determine how much effort is required for each of the communication ideas. If the communication is ongoing, the effort will be estimated over m one -month period. For instance, a status report might only take one hour to create, but it might baneeded twice emonth. Then, nfcourse, the total effort would be two hours. Prioritize the communication options Some communication activities provide more value than others. The communication items that have been identified will be prioritized to determine which provide the most value for the least cost. If communication activity takes a |o1 of time and provides little or nnmq0ine| communication va|ue, it will be discarded. If communication option takes little effort and provides a lot of value, it will be included in the final Communication Plan. If m communication activity is mandatory, it should be included assuming the overall cost and/or time is not prohibitive. The Project Management Team will complete the process above and document the final Communication Plan. The plan will bebuilt based upon the time available from the Project Management Team, the Change Management Team, and other project team members who need tobeinvolved. Once completed, the communication plan items will be integrated into the overall project plan for p|mnning, execuUon, and reporting. 98 December 1G.2OO4 ��.��' � Miami ���� ��o nwn������ � � Enterprise Resource Planning Software System Integrator Statement of Work 8.8 WORK STANDARDS The Foundation Methodology includes a pre -defined network folder structure for all documentation associated with the project. The structure isdesigned b/pruvideemoyand intuitive access to the project documentation. During the Readiness phase of the project, the8o|bourne Project Manager will copy the directory and all associated documents and tannp|mtea onto the Cdy'u network. The project team will be educated on the use of the file structure and file naming conventions prior to the need for access to the files. Many ofthe deliverables that will be produced on the project are pre -defined or are created with bannp|mhoo. By using documentation 1onmp|a1es, the deliverable produced will contain the content and consistency necessary to meet the City's requirements without having to build it from the ground up. So|bourne will provide samples of the deliverables to City Project Management for review and approval of content and format. 8n|bourne utilizes a variety of templates based on standard Microsoft Office tools (Project, \Aond. Povvadooint. Excel and Access) and MG Vlaio to create and maintain {}kv-speuUDn project documentation. These templates are used throughout our entire methodology for the following items: Functional w Current Process Questionnaires ° Business Process Flows ° Process Solution Narratives * Business Process Index ° Business Process VVm|kthnnughPresentations * [)ren|e Setup Documents ° Validation and Integration Test Plans * Validation and Integration Test Scripts ° User Responsibility Matrix ° CuhmverP|an Technical ° Technical Development Plan w Macros and Data Load Technical Design Documentation Education ° EducatonVVorhoon ° Education Strategy ° Process Owner Training Presentations ° Process Owner Training Exercises ° Course Outlines ° Curriculum Plan ° User Procedures * User Class Presentations ° User Exercises ffimwW ORAC[IE. 99 December 1O.2OO4 ��'�»» »�� ��~��K��' ��n�� ��n Miami Enterprise Resource Planning Software System Integrator Statement of Work ° User Job Aids ° User Scheduling and Logistics * Ongoing Education Plan Help Desk Strategy Change Management * Change Readiness Survey ° Change Management Plan Department Impact Analysis 8.9 DEPLOYMENT The ovmtenn cut -over portion of the deployment is a group of highly structured and organized activities that are documented and governed by m detailed {}u1mvmrP|an. The Cutnver Plan includes all activities related to conversions, |nterfacen, outhoUzmUona, system adnl/niatration, network adnniniotrotion, workstation odnninim1rmUon, peripheral device nnonoOennen1, code mnigrmdon, trmining, transitional policies and proomdunem, connrnuniomtiona, help desk, and other items that should be managed in the transition tz go -live. The plan is developed by the 8o|bournm and C|b/ Project Managers using templates and knowledge derived from hundreds of successful systems deployments. The proven templates and approach are used as a foundation against which the Cib/'o specific nuances are then applied. The maou|Ung Cutover Plan |oxona8em 8o|bourno'o experience to provide m sequence of activities that will mitigate specific risks during one of the most critical points inthe implementation. To ensure that the live system is being used appropriately and as designed, 8o|bourne prefers o structured approach to transactions processing immediately upon go -live. During this critical pmriod, end -to -end transactions are entered into the live production system during workshops inwhich end users use live data and are facilitated, monitored and coached byproject baamnewperte. This controlled approach togo-live ensures that the training is rminfo,cmd, that the system is being used as designed, that new processes are being fo||ovvmd. and that users gain confidence. This approach reduces frustration that may beinherent inworking with anew system. Golboumne'mwill conduct two two -month post go -live support perioda-one following the Financials go live and the other following the HR&0S/pavnoU go live. During the post go - live support periods m subset of 8o|bourne'o implementation team with collective experience with all modules implemented by the City will be available on site to assist the City'o support team (process ovvnero, technical teann, help desk team) in resolving issues a000nimbad with the new system and business processes. As needed. the Gn|bnurne Project Manager will have access to any Solbourne expertise not onsite. The post go -live support will also include support not only for daily transaction proceaaing, but month -end o|oae, quarter -end c|oae, year-end o|oao for the Financial nmodu|am, and two uonnp|eba payroll cycles. 100 December 15.2OO4 ��.�^^ v����' . ��Uu v�/ /�o������ � � Enterprise Resource Planning Software System Integrator Statement of Work The foundation for the successful deployment is provided by the Change Management P|an, which is built into the implementation methodology and executed throughout the project as an iterative pnouaau. The plan will include City ennp|oyams, whether directly affected by the ERP ayaWarn or not, and it will include appropriate mnansmQms for each segment of the organizational structure, executives, program managers, users, and staff. 8.10 SYSTEM SECURITY Go|bourne will implement Application security according to Drmub'o security model. This consieto, but is not limited to, module senuritv, database oeuuritv, operating nvs*ann nmnurih/, and internetmecuritv. Access to Oracle Applications is maounad by discrete user accounts within the Gymtanl Administration module. Each user account can then be assigned one or more nauponoibUiUaa, which grant and restrict access to various application func1iuns, processes and reports. Further, these responsibilities can be restricted by business group. In the case ofHR. additional security is available to restrict users bxbusiness orposition hierarchy. User roles are defined during the process design and validation phases of the project by the functional teams. These definitions are translated into security profiles by the project ayotmnn administrator and/or database administrators. During the integration phame, these security profiles are assigned to user accounts and used to ainlu|mtm actual transactions in the oyotann. Documentation templates are provided to track this user based system security. A process for administering user accounts will be provided to the City for use or modification. Additional security is available for all database and operating system mcoounta, and will be configured to disallow direct connections tothe database except where explicitly dinaoh*d by the City. /t is typical for So/bourne Development absff and Database Administrators to require direct database access, especially during the implementation project. Operating system accounts will be limited to the appropriate staff as requested and approved by the 8o1bnurneand City Project yWanogarm. 128 bit encryption via SSL will be used to secure all traffic between the external user's PC and the HTTP eanxmr in the DMZ. Since all other traffic in behind the firewuaU, no additional security innecessary. 8o|buunla does not recommend that any internal traffic be secured or encrypted. Likewise, 8o|bounnmdoes not recommend that any data in the database be encrypted or obfuscated. The above mentioned security rneaaunao are expected to meet the C|ty's requirements. 8.11 HARDWARE AND SYSTEM SOFTWARE 8o|boumnmwill assist the City in assessing hardware and system software requirements bv conducting otechnical assessment. The outcome ofthe assessment will bminformation the City needs to procure implementation project and prod uctio n-specific hardware and OMM ORACLE- City of Miami Enterprise Resource Planning Software System Integrator Statement of Work system software. The effort associated with assisting the City in conducting a technical assessment will be provided as part of database administration (DBA) services. bourne ORACLE' 102 December 16, 2004 ��'�xx ^�� Miami ���u ��/ o*x������ o� Enterprise Resource Planning Software System Integrator Statement of Work 9.0 CHANGE MANAGEMENT Real and sustainable organizational development requires managing change in every level ofthe organization. Change Management involves, among other things, developing and aligning the City leadership team, designing systems to support change obieo1iveo, assisting individuals in learning new skills, and creating new human resource and performance measurement processes and models. Change Management indefined mmenintegrated process ofvisible support, communication, training, involvement of otakeho|dmno, alignment of activities with the intentions of the Cih/, and improvement of the xvorhhorom skill levels. When this process is effectively carried out /t energizes everyone and their work level. Performed ineffectively it de -motivates staffs, prolongs and deepens loss of productivity, and sets lowered expectations for future changes and initiatives. The keys toaccepting change are nornmunicaUon, trmining, and process alignment. While there are known outcomes ofthe Change Management effort, the timing and full level of effort required for any given component are not fully known in advance of an assessment ofchange readiness. Therefore, 8o|bournewill begin with onanalysis ofthe organization and people. Using the results ofthis analysis, xxmwill develop acustomized Change Management Plan that addresses the specific needs ufThe City. 8o)bournm./na partnership with the City, will give consideration tothe following in developing the plan: � Impact ofthe change onindividuals, teams, leaders and organizations � New job roles, capabilities and skills required � Potential sources of resistance from individuals, groups and organizations � Communication methods toensure individual and organizational buy -in Through implementation of the Change Management Plan, the City can expect to realize the following: • Increased probability that the project wiUachieveobeytivesandbargetnon auhodu|a ° Leadership groups that understand their special no|ain|endinQUheohangeaffod • High performance work teams who become agents ofchange • Team members and employees who are focused on achieving desired business results ° Organization structures and systems that support and reinforce the use of Oracle technology and the achievement ofdesired business results = Employees who are fully capable of exploiting the benefits of the business processes and Oracle technology inthe shortest possible time • Smooth transition into full implementation nnthe "go live" date lbaime ORACLE 103 December 10.2OO4 ��'8�^ ^����' ^ ���� v�o n�x�����U � — Enterprise Resource Planning Software System Integrator Statement of Work IN Preparing the organization for change is critical to a successful implementation and involves consistent and accurate communication and strong support before, during, and after actual implementation. The goal of the change management program isnot 0nmake the change disappear. Instead, itiadesigned and organized tohelp users cope with and embrace the new system. Bvcombining a cultural industry focus on Public Sector organizations with tangible activities that employees and leaders alike can grasp and participate in, we have found that our approach is both highly effective and efficient in a Public Sector environment. 8obounleunderstands the magnitude ofthe proposed changes st the City related 0othe implementation ofmnERPsystem. Changes that carry the most organizational impact will be those related to new business processes and applications being implemented. Since the entire application suite will benew tothe City, the change management effort should not beunderestimated. VVerecognize the City recently made econsiderable investment |naBPR. Therefore, itianot our intent to educate City employees about their existing job roles and responsibilities, but instead to lead the transition to performing those job roles and responsibilities with a brand new software application suite. Our Change Management approach )mdesigned 10maximize user effectiveness and help alleviate the fears and concerns of all users and City management, so that the disruption to the business operations of the City is kept to a minimum. 9.1 CHANGE MANAGEMENT FOCUS (BY IMPLEMENTATION PHASE) Overlaid against the major innp|ementabon project phases, the Change Management Program supports project mucceooinhwonmeinvvaym:(1)bvpr000tive|viderdifvingand planning for major immp|enmmntadon-na|ated impacts and (2)bv utilizing change management and project connrnunioot|onp|anatoaaoertive|ynnmnagean1icipoted.end unanticipated, |rnpeotm. bmuw oRAcLe 104 December 10.2OO4 City of Miami Enterprise Resource Planning Software System Integrator Statement of Work Readiness and Process Design Identify and Plan General Project 0 Validation and Integration Transition Go -Live and Support Manage General Project Impacts Identify and Plan fo Organizational Solbourne ORACLE Manage Organizational Impacts Identify and Plan Manage Training for Training s, Impacts KIdentify and P for Go Live • • • a I Manage Go Live 105 December 16, 2004 ��'�^x ^�� Miami ���u ��n x�n������ � — Enterprise Resource Planning 8oMwmoa System Integrator Statement ofWork 9.2 CHANGE MANAGEMENT COMPONENTS The change management approach inbroken down bvimplementation project phase. A summary of activities by phase is located in the"Change Management Deliverables" section of this Statement of Work. 9.3 READINESS AND PROCESS DESIGN During these phases ofthe project, change management 000eemnmmnt and planning activities are undertaken. Atthe onset ofthe project, eChangaReadinemsAsoessment will beconducted togather necessary information inareas such as: ° Identification ofkey project stmkeho|ders • Assessment ofcommunication vehicles and methods • Selective interviews with focus group members • Selective surveys (10 or fewer questions) to focus group members in various City departments • Assessment ofexisting change management infrastructure • Clarification of the change management objectives, approach, and deliverables — overall as well as for each identified stakeholder group ° Identification ofkey change management -related resources • Clarification of the roles and responsibilities for key change management -related resources � Identification of all participants in the Change Management Program, including department users and managers and Steering Committee members When performingthe Change Readiness Assessment, appropriate communication vehicles are utilized to begin the communication process, even though the formal Communication Plan imnot yet created. Upon completion ofthe Change Readiness Assessment, the data gathered will be compiled into a summary report and presented to Project Management and the Steering Committee. The Change Management Plan (and related Communication Plan) will be created and becomes the foundation for all change management activities going forward. 8eadditional information becomes available, appropriate revisions are made to the Change Management Plan. The projectkichoffandohentetionandtroiningoftheC/b/p jec1teannonoo1harkey change management activities during the initial phases ofthe project. Project team members are subject to many of the impacts of change that will be managed for the City mnowhole later inthe project. The Financials project kickoff/orientation iascheduled to be conducted during January 2UO5. The HR/Pmyno//project kiohOff/orientat|oninnchedu|edto beconducted during March 2UO5. Solbwm oRAc[e 106 December 16.2OO4 ��'�^^ m� ��'��K��^ ���u v�n Miami �� «�nnn Enterprise Resource Planning Software System Integrator Statement ofWork During these phases ofthe project, exmou1ionoftheChange Management Plan formally begins. Atthis point inthe project, thebu|hofthe change issues being managed are ofa general project nature. Via e number of different communication activides, management ofgeneral project imnpootovv|||begintobonnanaged. Towards the end ofthese phases, the Project Team will have ogreat deal more information on the organizational impacts associated with the rollout of the project within the City. Work begins mtthis point onamajor changennmnagennmntdocunnent.umUedthe Department Impact Report. This report iocreated and updated throughout the project to capture the specific impacts on people, process, policy, facilities, and equipment. 9'4 VALIDATION During this phase, the Department Impact Report will be completed and published. This information imdistributed toall appropriate stakeholder groups. Follow-up meetings will be held to allow stakeholder groups to discuss the information contained within the Department Impact Report. Information gathered during these follow-up sessions is directed back to the appropriate entity, including to the Project Team, City management, and the Steering Committee. Based on the information gathered from these follow-up sessions, additional revisions may be made to the Change Management Plan to ensure that appropriate interventions are planned. Training development activities are winding down late inthis phase. The anticipated impacts associated with training end users are communicated proactively tothe appropriate stakeholders, including management personnel so that plans can be set to account for training release time during the Transition Phase. 9'5 INTEGRATION During this phase ofthe project, management oftraining-related impacts becomes the primary focus. End user training delivery will begin after all training activities are approved bythe Project K8anegorand8teer\n0Connmittee. Managers need \oUeprepared to address the issues created by having employees away from work at training. Employees also will need to manage the impacts caused by attendance at one or more end user training classes. We will perform several key tasks toprepare for the deployment ofend user training. One of those tasks is the development of a Change Management Rollout Readiness Checklist, which will beused tofacilitate that all necessary activities related tothe deployment have been performed and itioready tooccur. Management of go live and support issues is also a key focus in this phase, including preparing end user support personnel for their new roles. For City users, information SoIbmirm oRAcLe City of Miami Enterprise Resource Planning Software System Integrator Statement of Work outlining the variety of end user support services is communicated. In parallel with the delivery of end user training, support processes are piloted and evaluated so that appropriate adjustments can be made prior to system cutover. These tasks are all part of a Help Desk Strategy, which will be developed during the project. 9.6 TRANSITION AND GO LIVE AND SUPPORT In this final phase, management of change associated with cutting over to the new system becomes the primary focus. Certain change management activities may be discontinued at the end of this phase, as appropriate. At the end of all phases, a final handoff of all change management deliverables, processes, and tools occurs to the City Change Management Lead and Project Team. 9.7 CHANGE MANAGEMENT ACTIVITIES As described above, the Change Management Plan is the foundation and roadmap for all Change Management activities performed at the City during the project. It will be developed using a combination of Microsoft Project and Microsoft Word. The Microsoft Project Change Management Plan will be integrated directly with the overall Implementation Plan so that required dependencies and resources can be identified. The Change Management Plan will also be linked to the Training Plan. To execute the Change Management Plan, it is anticipated that the City will provide certain tools, information and resources, which include the following items: ■ Microsoft Office suite of applications, including Word, PowerPoint, Excel, Access and Project ■ Internal Intranet site for City-wide communication • Organization chart including all City locations and user demographics ■ Job descriptions for end users including roles and responsibilities (if available) • E-Mail distribution lists ■ Access to City communication entities and departments • Access to City Executives ■ Access to offsite event locations as required A summary of all key change management activities and their related project phases to be included in the Change Management Plan is included below. Key communication tasks are also included in the summary list. ORACLE 108 December 16, 2004 ��^�vx ^�� Miami ���� ��o ownV����� � Enterprise Resource Planning Software System Integrator Statement of Work Activity /Task Identify and Prepare Key City Change K8onaQennmnt Participants for Participation in the Change Management Program Project Phase Readiness Description Many different City personnel will participate inthe Change Management program. Itinimportant that they beselected early inthe project andinfornnedof their role inthe change effort accordingly. Key City Change Management participants include the City Executive Sponsor, Steering Committee Members, Project Managers, Change Management Lead, other key City Executives and Managers and end users. Additional information about specific roles and responsibilities for these groups iadescribed at the end of this auction. Organize and Readiness/ This activity includes two main deliverables — Deliver Project Process project team orientation and an organizational Kickoff Design kickoff (the organizational kickoff may consist of AoUvhleo both aproject team kickoff and organizational kickoff). The Project Tearnorientoduninu|uduoohentaUon on the project charter and obiecUveo, project stmndondn, project roles and naeponeibiUUea, project planning infornnatiun, and project deliverables. This orientation may also include project team nlaa1inQa relating togroup dynamics and change (Team Dynannics. Meeting Skills, and Leading Change workshops). Aproject tamrnandurganizationo|kichuffseoaion will bmdeveloped and presented huon-board all core and extended team members. The presentations will encompass project aohedu/eo. atandords, procedurea, and other project information. The Steering Committee members will bepresent and the project sponsor(s)wi||giveon executive briefing. Organize and Readiness/ Anorientation meeting will bedeveloped and Deliver Focus Process presented tuon-board all Focus Group members. Group Design The presentation will encompass the roles and Orientation responsibilities of Focus Group nnennbera. identify Activities key activities that Focus Group members will participate in, define the project timeline and discuss critical deadlines. 109 December 1O.2O04 �~.�^» � Miami ���� ��v nwoU����� � � ~~ Enterprise Resource Planning Software System Integrator Statement of Work Activity /Task Project Phase Kickoff Meetings Project Phase Begins in Readiness and occurs throughout all project phases as required Description Atthe beginning ofeach major project phase, meetings will befacilitated bmensure that the Project Team |aoriented appropriately onphase activities, processes, tools, and deliverables. Conduct Readiness/ This assessment activity involves the development Change Process ofassessment tools including survey instruments Readiness Design and interview questions. The survey and interviews Assessment will bmconducted using etransition questionnaire, which contains questions onChange Management related topics such eschange readiness, organizational dynamics and communication methods used within the organization. These surveys and interviews will bmdelivered accordingly tocapture information in the areas of communications, training and management sponsorship, and determine and assess key audiences and stakeholders impacted bythe change process. The intent ofthis activity |mtoalso conduct astakeholder analysis tomeasure current vs. future levels of awareness, buy -in, ownership, oowell oomnaction plan toaddress needs. All Change Readiness Assessment results are compiled into an overall summary report. This report will not only review the results but also include the following: • Conclusions ofthe Change Readiness Assessment activity • Next steps and recommendations for both the Change Management program aaa whole and specifics for each user group involved in the implementation As part of this aotivity. Sm|bourne will evaluate previous projects involving significant change to apply the leading practices and "lessons learned" to this activity. ORACiIE' 110 December 16.2O04 ��.�»^ � Miami ���� ��o n�nU����� "� Enterprise Resource Planning Software System Integrator Statement of Work Activity / Task Project Phase Description Develop Change Management Plan Process Design (executed throughout remaining project phases) The Change Management Plan describes the specific Change Management activities and deliverables that will completed during the implementation project, akeyoonnponmntboingm Microsoft Project workplan which specifies key tasks and activity durations. The plan includes the Communication and Training plans. The Change Management Plan iopresented for City review and acceptance inthe Process Design phase. Pending approval, execution ofthe Change Management Plan begins during the Validation and Integration phases and continues onthrough end ofthe Go - Live undGupportpheme. NWW ORACLE' ill December 16, 2004 ��'�vx ^�� ��'��K��' ���u v�n Miami � «uxnn Enterprise Resource Planning Software System Integrator Statement of Work Activity / Task Project Phase Description Develop Communication Plan Process Design bmm ORACLE' Anoverall communication mmrkplenand strategy, will bmdeveloped and include the following: � Detailed vvorho|an & timelines for the communication pnoQnanm, as well as the medium for delivery, the aender, and the audience = Identification ofopportunities for leadership bnsend visible and consistent messages about project dineotion.inc|udinOexpocted and actual outcomes 10all stakeholder groups ° Identification oypotential communication channels and development offeedback mechanisms ° Appropriate communication vehicles, such as projectvveUade.p ject newsletter, E- Mail-based project oonnnnunica1ione, project - related presentations, brown bag lunch and learn sessions, executive communications and road shows (as well mmmany more) Examples ofcommunication vehicles include, but are not limited to, the following items: • Project Navxo|ettor—A project -related newsletter will be implemented by the project and distributed to the organization at large. The format, content, and timing of this newsletter is determined emdV in the project. Contributions hothe newsletter from other project team members are solicited. • Project Website — In accordance with the Citv'eweb development standards and with support from the City'sweb development resources, the development and maintenance of project -related vvebei1evxi|/ beimplemented oomcommunication vehicle ifthis /emproper tool for communication within the City. • Open Houses/Road Shows —Atappropriate points in the project, outreach sessions are delivered hoemployees, including both management and non -management personnel. The objectives ofthese outreach efforts are to present (nfornnation, gather employee feedback, and respond to contt2ntmand quen1ionsDeoember1O.2004 ��'�^' ^�� Miami ���� ��n /�nU����� "� Enterprise Resource Planning Software System Integrator Statement of Work Activity / Task Project Phase Description Process Design Develop Communication Plan Tannino|oov/O&ASheets — Throughout the Process Design phase, focus group members, end users, and project h*omnnmnnbarstypioa||ynaioequeebons. Questions may bedocumented and addressed. These questions may beaddressed indifferent ways, for example, mTop 1OQuestions and Answers (frequency ionaQobab(m). As for terminology sheets, there are many terms associated with Oracle that will be new tothe City workforce. Definitions will besupplied toend-users in terminology sheets or within other communication vehicles. Conduct Impact Analysis and Develop Department Impact Report Process Design Ampart ofthis activity, onidentification ofthe business process changes resulting from the implementation will bmcaptured. The 0Rcontains detailed information onthe organizational impact of the Oracle implementation, including information on po|ioy, proceduna, tnaining, equipnnent, facility, workload, and staffing impacts. Work onthe D/F{ begins late inthe Process Design phase. ��'�^^ � Miami ���u ��x n�o������ u� _ Enterprise Resource Planning Software System Integrator Statement ofWork Activity I Task Project Phase Description Perform C)»gmnicadone| Design and Roles and Responsibilities Definition Process Design (executed throughout remaining project phases) Aooresult ofthe Change Readiness Assessment, organizational alignment obieo1ivemmndremuUbnQ impacts will bedeveloped. These objectives will relate to changing roles and responsibilities within the organization and will be integrated with the overall Change Management Plan. Akey component ofthe overall organizational impact ig the definition ofnew job roles and responsibilities for personnel asthey relate tothe use ofthe new myebonm. The following activities will beperformed: • Determine the impact ofthe change onthe City organizational structure, work pnomasmeo, and individual job requirements ° Recommend appropriate areas for revision tojob requirements ° Recommend changes toperformance management/appraisal process and rewards and recognition programs tnfacilitate employees' desired new behaviors are appropriately managed and rewarded (if granted access tothis information) • Review the Training Plan to include new roles inthe development ofcourse outlines and required attendees Presentation/ Dissemination of Department Impact Report Validation and Integration The O|R is bqpioa|k/ completed during the Validation and Integration phases. Dissemination ofO|R information within the organization follows the document's release and continues throughout the Validation and Integration phases. ��.�x' � Miami ���� ��n nwn������ � Enterprise Resource Planning Software System Integrator Statement of Work Activity /Task Design and Implement Organizational Support Structure (Help Desk) ` ' Project Phase Validation and |nbagnmdon Description Ongoing support iaocritical success factor for any implementation. The following tasks will bo performed: � Recommend realignment oforganization structure tosupport new technology (multi - level help desk, ongoing education, user groups, ongoing project oMina. enhoncennant/dexe|oprnentrequests. change control process, etc.) � Determine roles of|Tand business owners for asustainable support model The support strategy will bemodified accordingly os the project progreseeomndvvi||be the foundation for long-term support. Reward and Occurs Based onavailable budgetary resources, ReuuQn/Uun throughout all appropriate reward and recognition deliverables Activities project phases may bedeveloped. These deliverables are as required identified with support and direction from the City Project Manager and Steering Committee. Conduct End ofthe After evaluating all Change Management program Effectiveness project eMbda during the course of the project, an ongoing Assessment Change Management strategy will be planned and and developed toaccount for ongoing Change Reuunlrnendoti Management activities. |naddition, aformal ona hmndoffofall Change Management deliverables will bagiven tothe Cib/'aproject 1eamandChanga Management lead. Transfer Knowledge of Change Management Plan Deliverables to the Organization ��'�^� ����' . ���� ��/ o�x������ �� � Enterprise Resource Planning Software System Integrator Statement of Work 9'8 CITY ROLES IN THE CHANGE MANAGEMENT PROGRAMS For both the Change Management and Training programs, 8o|bournm will work very closely with the City "Change Agents" within the Ci8/'m organization —thad is, project team members, Steering Committee members, Executive Sponsor, City Managers and executive stakeholders, users, and other City staff — to create, schedule and deliver the required Change Management and training activities onthis project. These Change Agents will be integrally involved in executing change management activities. Their input will also be critical for identifying other issues and determining the next phases ofthe Change Management Plan. Knowledge and skills from appropriate City staff will be leveraged throughout the entire duration ofthe project. Change Agents are groups or individuals who will play a role in making change happen and influencing others. These agents, and their roles, typically include: Group Senior Management Groups Change Agent Roles ° Visibly and actively support the project direction 0 Act mmrole models for new work behaviors and norms " Participate in key communication activities 0 Ensure right resources are provided Project Director and Team Leads " 0 a Communicate to and educating stakeholders Coach and empower team members Champion the overall change effort and resolve cross -functional issues Project Team Members 0 0 Interface with area stakeholders on a daily bmole Anticipate and respond toChange Management issues while redesigning work processes city Communication Entities a 0 a 0 Assist indeveloping ocommunications strategy and plan Assist indeveloping messages 1obecommunicated Define feedback mechanisms that will beused toensure communications are relevant Work with sponsors inthe delivery oftheir message Process Owners and Site Team Members a 0 N N Provide insight into current business processes Integrate new processes into the organization Motivate employees tochange and manage resistance/conflict Demonstrate competencies required bythe new organization 116 December 16.2OO4 ��'fxx � Miami ���� ��, n�n������ � Enterprise Resource Planning Software System Integrator Statement ofWork Group Change Agent Roles City Managers and Employees • Engage inproject activities " Learn and apply new skills • Act eacommunication champions vvith/nbuoinaaounda • Build commitment from others The level ofeffort required for change management from City personnel will vary based nn the activity being performed. Noroles described above are full time roles. So|bourne will provide adequate notice regarding when various Change Agent groups need to be involved inthe change management and training efforts. Wmwill work directly with Project Management tofacilitate timely participation inthese activities, while minimizing impacts to daily work schedules. For the 8o|bounle Education and Change Leadership Consultant, the work efforts for all deliverables described previously will break down aefollows. This iobased upon our experience with enterprise -wide Oracle implementation projects: Area of Work Lemderohio/Sponooroh ipOeveloprnent So|bourmeNo|em ° Leadership/sponsorship workshops E Knowledgeable and informed project aponooro Amoeaannentn ° 0 Focus groups Department -specific change plans Communications a 0 0 Project rollout site specific communication Informed stakeholders Strong focus oncommunication plan execution Project Team Development 0 0 Effective project baanm Ongoing improvement initiatives within teams Organizational Impact Alignment M ° Clear definition ofnew roles and responsibilities Comprehensive set ofperformance management recommendations Knowledge Transfer M a Programmatic approach totransferring content skills and process skills Self-sufficient City project teannnnennbarm 8o|bounlebelieves that this approach will help the City meet its strategicproeut objectives and facilitate ownership of the new system. ORAC[-E. ��'�vx ^�� Miami ���� ��/ x�n���M�� � ~�.,' Enterprise Resource Planning Software System Integrator Statement of Work 10'0 PROJECT CHANGE CONTROL APPROACH 8o|hounne is committed to providing the services within the oompm presented in this statement ofwork. |tis, however, inthe best interest ofall parties 0ucreate aprocess to address any unforeseen, but ^necosoary^.scope increases. Atany time during the project, any team member may question if an item is within the intended scope of the project. Those items are logged aeissues and are evaluated together bythe So|bnurne and City Project K8mnegers. The nature ofthese increases toscope may bechanges tm the approved software configuration, additional technical development, new application modules, new project phmneo.oddidona|oupport.mdditlona|trmining.m|ackofadhenenoe to instance management procedures or any other modification to the content, process, or progress ofthe project. Any effort, which does not fall within the scope ufthe implementation, will Uesubject tothis scope change request process. |fthe issue represents mchange inscope, then anassessment ismade mm1othe estimated impact to the project ochedu|e.budget.anddeUverob|es. /\800peChangeRGquestfmrnmxvi|/be completed documenting the assessment. Proposed Scope Change Requests may be elevated tothe Project 8teehnQConmmnitteminthe event ofodisagreement between the 8o|bourneand City Project W1ona0enooriftheinlpaotoftheuhangoxvonantoexecutive review and approval. The City will beasked bzapprove the Scope Change Request. If the Scope Change Request ieapproved, then the Project P|mn(echedu|e)w/i||beupdated to reflect the new/modified/deleted tasks and resources scheduled accordingly. Solbourne will be responsible for assisting the City in defining, documenting and quantifying the change order. The City will beresponsible for timely turnaround (''Unne|y^ defines as five (5) working days from the date that the documented Change Order is received bythe City Project N4anmgahontheappnova|ofthechengeorderrequmst. Any services performed by Solbourne related to approved change orders will be preceded by anapproved purchase order from the City. Billing rates for Scope Change Requests will be based upon the hourly rates included in section 14 of this statement of work. 118 December 16.2OO4 ��'t^» K�� ��'��K��' ��/�� v Miami Enterprise Resource Planning Software System Integrator Statement ofWork 11'0 SYSTEM ACCEPTANCE — USER ACCEPTANCE AND TECHNICAL TRAINING 11'1 METHODOLOGY Gnlboumne'm implementation methodology provides acceptance testing mainly in the Validation and Integration phases of the Foundation Methodology, which is discussed in detail inthe Methodology Section ofthis document. During these phases, the City project team members will verify system functions and how these functions support the business needs ofthe City. These efforts will leverage the system knowledge gained throughout the prior project phammo. The Validation phase focuses primarily ontransactional testing and the transfer of knowledge about E-Buo|nemasuite functionality. At the end nfthe Validation phase, the City's Process Owners will have a solid foundation on which they can develop and conduct business process orintegration testing. Integration testing involves the end-bo-endbusiness processes aedesigned during the initial phases of the project. Included within this Naodng effort are the standard system functions, data conversions, interfaces, and additional technical development objects. The Cib/, using templates provided bv8o|bounne. will develop integration test scripts to validate that the new system and associated technical development items can support the Qty'n business requirements and processes. Integration test scripts detail the steps within each business process, the expected results, and the actual results ofthe test, Successful completion of the integration test scripts by City Process Owners results in the first phase ofsystem acceptance. City Process Owners will sign -off that the integration tests have been completed and this will signify that the system, as designed, meets the Cby'nbusiness requirements. Any scripts that are deficient will bedocumented and the system configuration, business process, or technical development item will be modified accordingly. The final phase of system acceptance occurs when the City has been in a production environment for mspecified period oftime. 8n1bou,newill provide OOdays ofpost production support tothe City. During this time any issues associated with the system will bedocumented onanissues list for resolution. A1the end ofthe ODday period, the City will verify that the issues have been resolved and the system has been accepted. Any issues remaining that are directly related to the scope of work as defined in the statement ofwork will Uecompleted sdnoadditional charge 0nthe City. Issues that are outside ofthe scope ofwork are not included with the final acceptance and can beresolved mtthe City's option through the standard change order process. Technical training for the Cbv's projecttearn members and Technical Team is provided at the beginning of the project in the Process Design Phase. This training provides the foundation for the City'a project team members to contribute to the decision making and configuration ofthe systems during subsequent phases ofthe project. Training for the SoffiUMM ORACLE' 119 December 18.2OU4 ��.�^/ »����. ��' ���� ��x Miami ]y nnn Enterprise Resource Planning Software System Integrator Statement of Work system users that are not part ofthe Project Team ieprovided inthe Integration Phase of the project, which is just before system go -live. This ensures that the training is fresh for the system users. Planning for all training ioprovided |nthe Readiness and Process Design phases before any training activities are performed. This ensures a comprehensive training regimen implanned, delivered, and meets the Citv'ounique training requirements. 11.2 DOCUMENT DELIVERABLES 8olbnunle will provide the following document deliverables and tasks specific to the system acceptance and testing: • Process Validation Test Plan • Validation Test Scripts • Unit Testing for Technical Development Inventory • Process Integration Test Plan • Integration Test Scripts • Integration Testing • Tested User Authorizations • Tested City Support Structure and Processes • User Acceptance Certificates Solbourne will provide the following document deliverables specific to training: • Education Needs Assessment • End User Education Strategy • EDGE e-Learning Tutorials • City Process Owner Training • End User Training Curriculum Outline • End User Roles Matrix • End User Training Course Outlines • Training Materials • Training Schedule and Registration Records • End UserTraining • Trainee Assessments • Course Evaluations • Ongoing Education Strategy ORACLE' 120 December 16.2DO4 ��'�xv ^�� Miami ��U� v�x o�n�����U � Enterprise Resource Planning Software System Integrator Statement of Work 11'3 APPLICATION DELIVERABLES As described above, Solbourne will provide test scripts and functional support for the City's acceptance testing process. Approval and acceptance of the new system will include sign -offs by the City's Process Owners for each functional area. |fthe system does not support the Cdv'obusiness requirements, the City Process Owner will document the reason(s) why the script is not accepted and submit the document to the 8o|bournmProcess Consultant and the Project Management team for documentation and resolution. The Solbourne Process Consultant will respond within an agreed upon period of time with resolution options or corrective action taken in the original issue document submitted by the City Process Owner. Once the options for resolution are received bythe City, the City will respond with a preferred option for resolution within an agreed upon period of time. At this time, the 8o|bourne Process Consultant and the City Process Owner will work to resolve the issue and re -execute the test script. Solbourne will provide the following application deliverables to support system and user acceptance testing: ° Configured Oracle Test Instance hosupport the Chv'abusiness requirements during the Integration phase ofthe project. * Data conversion inanOracle Test instance tosupport the C)ty'sbusiness requirements and data validation efforts during the Integration phase of the project • Functioning Interfaces to third party and/or legacy City systems to support the City'abusiness requirements and data validation efforts. This effort iadependent on the City's ability to provide Test instances of applicable third party and legacy systems. * Custom development objects (customizations, workflows, custom reports and other development items inscope) tnsupport the City'obusiness requirements during the Integration phase ofthe project. These objects will beprovided only ifthe City accepts the optional services amdescribed in8m|bou,na'ocost proposal. bodrm ORACLE' ��.�»^ ^�� Miami ���u ��n o�x���K��� �� ~—... Enterprise Resource Planning Software System Integrator Statement ofWork 12'0 PAYMENT SCHEDULE The following table details the deliverables, cost to the City, and payment date. Project Phase Payment Deliverables Description and Table uf Contents Readiness Phase Fnocess0esiqn Dec 04—Mar 05 � $600,000 Deliverable 1'Process Questionnaires Completed - Deliverable Change Readiness Survey Completed Deliverable 3'Master Project Plan Completed - Dec-04 Deliverable 4' C>uo|dy Assessment Report for Financials Readiness Completed 'Feb-D5 Deliverable 5 Change Readiness Report Completed -Oac'04 DeUverabhmG-PnojectTeom Orientation Completed 'Jan' 05 Deliverable 7'Organizational Kickoff Completed - Jan-05 Deliverable -BuoineooPmnesm Questionnaires byfunctional area which have been completed by the City'uProcess owners Deliverable 2-Survey to capture information inthe areas cf communications, training, management sponsorship, and determine key audiences and stakeholders impacted bythe change process Deliverable 3'Detailed overall comprehensive Project Plan containing City and So|boume resources' responsibilities Deliverable 4'Report created by the 8o|bounneOAresource providing mnassessment cfthe pnoject'opreparedness for progressing tothe Process Design Phase Deliverable 6'Includes the results ofthe Change Readiness Surveys and identifies next steps and recommendations for the ChanueKAananemen<Plan Deliverable G' Meeting/Presentation toOrient Client and Consultant team tn project standards, SOW, project technical arohitectune, communication etc. Deliverable 7- Meeting/Presentation hobroader Client audience to introduce the project bothe organization and create momentum and MMW ORACLE" 122 December 1G.2OO4 ��'fx» � Miami ��U� K�v nwn������ �� ~~... Enterprise Resource Planning Software System Integrator Statement ofWork Project Phase Payment Deliverables Description and Table cf Contents Deliverable 8'Change Management Plan Completed -Dao'04 Deliverable S'Education Needs Assessment Completed 'Oeu'04 Deliverable 1O'Education Strategy Completed - Jan-05 Deliverable 11 ' Financials Business Process Flows Deliverable 12-Financials Process Design Narratives Completed ' Feb'05 Deliverable 13'Technical Development Project Plan Completed 'Dec'O4 Deliverable 14 ' Final Technical Development Inventory Completed - Dec - enthusiasm for the project Deliverable 8'Document describing the specific change management activities and deliverables that will be completed during the innp|ementation' |tincludes o project plan showing detailed tasks, resources, etc ' which io incorporated into the Master Project Plan Deliverable 9'Surveys to capture onunderstanding ofthe Chy's education landscape. The needs assessment surveys and interviews cover all aspects ofthe education program. Deliverable 1O'Asummary document ofthe data gathered during the needs assessment that includes recommendations and next steps related hzthe end user education program and becomes the foundation for all end user education work performed onthe project Deliverable 11'Flow charts naprasanbngOnude'beaed leading business processes modified ennecessary tothe Cdy'o requirements Deliverable 12'Description cf the Cby'aBusiness Processes that Supplements the Business Process Flows Deliverable 13'Detailed Project Plan containing City and Go|bournetechnical development resources' responsibilities Deliverable 14'Listing ofall technical development items ORACLE123 December 16.20D4 ��'�vx �� ��'����' ���u ��n Miami �� x��nn Enterprise Resource Planning Software System Integrator Statement oyWork Project Phase Payment Deliverables Description and Table of Contents 04 Deliverable 15'Education Project Plan Completed ' Jan-}5 Deliverable 1G'Financials Project Team Training Deliverable 17'Financials Setup Documents Completed 'KAar-O5 Deliverable 18'Financials Responsibility Matrix Completed -yNar-O5 OaKvanybie 1S'Financials Test System Configuration Completed 'YNor-OS Deliverable 2U'Department Impact Analysis Completed ' Mar-O5 Deliverable 21'Roles and Responsibilities Defined ' Mar-O6 Deliverable 22'Quality Assurance Report for Financials Process Design Completed 'K8or-U5 Deliverable 1S'Project Plan showing detailed tasks, neaouponn, ehc' related hothe project end user training program which is incorporated into the Master Project Plan Deliverable 18-Training in the Oracle applications conducted by the Go|bourneProcess Consultants for the Cby'sProcess Owners and Focus Group members. Deliverable 17' Documentation of the Oracle application configuration decisions based upon the Cdy'sBusiness Process Requirements Deliverable 18'Spreadsheet documenting the City'aOracle end user roles and security access mapped tothe applicable City employees Deliverable 19'Oracle Instance configured per the Cit/sBusiness Process requirements tobeused for validation testing Deliverable 20 'An identification ofthe business process changes resulting from the implementation Deliverable 21 ' Documentation of new job roles and responsibilities for personnel mmthey relate hothe use oythe new system Deliverable 22'Report created bythe Go|boumeQAresource providing anassessment ofthe pnoject'spreparedness for progressing to the |nbagnudon Phase 124 December 1O.2O04 ��.�^� ^�� Miami ���u ��n n�n���K��� �� ~~... Enterprise Resource Planning Software System integrator Statement of Work Project Phase Payment Om|ivenab|ma Description and Table of Contents Phase Validation Mar 05—May 05 Deliverable 23'Department Impact Report Completed ' Mar-D5 Deliverable 24'Help Desk Strategy Completed - Apr-05 Deliverable 25'User Procedure Matrix Completed -Apr-O5 Deliverable 28-Final Technical Specification Documents Completed 'Apr- 0S Deliverable 27'Curriculum Plan Completed - Apr-05 Deliverable 28'Validation Test Scripts Executed - May- 05 Deliverable 2g'Technical Delivery Inventory Unit Testing Completed - May-05 Deliverable 3U'Updated Test System Completed - Apr-05 Deliverable 23'Document containing detailed information on the organizational impact of the implementation, including information onpolicy, procedure, tran)ng, equipment. facility, workload, and staffing impacts - Deliverable 24 ' Structure and hzu|s to be used to provide support for the Chy'oOracle end users inaproduction environment Deliverable 25'Spreadsheet used hotrack the customizing cf the 8o|bnumeprovided End User Procedure templates bythe Cih/'o Process Owners inpreparation for End User training Deliverable 2G'Document that captures the functional and technical specifications and the results ofthe developer's unit testing for each item onthe Technical Development Inventory, ie.'conversions, interfaces, nepudu. etc. Deliverable 27'Document containing a descriptive narrative ofeach course including the course objoctiveo, prerequisites, duration and materials that will be used Deliverable 28'Modular cx prototype testing with limited conversion and interface data Deliverable%Q-Testingby developers to ensurethat the code iofunctioning per the Technical Development Specification without errors Deliverable 3O'Oracle Instance configured per the Chy'uBusiness Process requirements modified ORdCLEr 125 December 10.20D4 ��.�x� ^�� Miami ���� «�n n�»���K��� �� .�... Enterprise Resource Planning Software System Integrator Statement of Work Project Phase Payment Deliverables Description and Table of Contents Phase Imtmmraton KNmv 08—Jul 06 Deliverable 31'Quality Assurance Report for Financials Validation Completed 'K8ay'05 Deliverable 32'Tra}n'the- TrainerVVodmhopond Content Review Completed ' JunU5 Deliverable 33'End User Training Materials Completed 'Ju|'U5 Deliverable 34'Integration Test Scripts Executed 'Jul- O5 Deliverable 35-Quality Assurance Report for Financials Integration Completed 'Ju|'05 Deliverable 3S'Cutovm Plan based upon the results of the validation testing to be used for integration testing Deliverable 31 ' Report created bythe So|boumeQAresource providing anassessment ofthe pnojaot'spreparedness for progressing b/the Transition Phase Deliverable 32-Workshop conducted bythe Sdbnuma Education Consultants hotrain the City'mtrainers inthe requirements for teaching adults inpreparation for the execution nfthe End User training plan - Also included is content review ofthe course material with the City's trainers Deliverable 33'Courseware created bySo|bourne'mtrainers bo beused inthe execution cfthe End User training plan and typically composed ofa PmwerPoint.User Procedures, Exercises, Job Aids, and Instructor Guides Deliverable 34'Comprehensive end'bo-endtesting with full conversion and interface data, and all other technical development items Deliverable 35'Report created bythe Qo|bournnQAresource providing on assessment of the pnoject'spreparedness for progressing Vzthe Transition Phase Deliverable 36 ' Supplemental Project Plan for the transition from the Cky'olegacy system leading to go live in the Onoo|e production system detailed at mdaily and houdy/eve| SoMourm ORACLE. ��'�x^ ��' Miami ���u ��o o�o���K��� � — Enterprise Resource Planning Software System Integrator Statement ofWork Project Phase Payment Deliverables Description and Table of Contents Phase Transition Jul O5—#uq 05 Phase Gp'Liveand Support AuqO6—Oct 05 $362,757 Deliverable 37'Production System Configured - Aug-05 Deliverable 3O'End User Training Completed - Aug-05 Deliverable 3B 'Comp|mbad Technical Development Inventory inProduction 'Aug- O5 Deliverable 4O'User Acceptance Testing Completed 'Aug-O5 Deliverable 41 'On-gonO Education Strategy Como|ated 'Auo-O5 Deliverable 42'GoLive ' Financimls, Pnocunemant, Deliverable 43-Post Go -Live Support Completed - Oct-05 Deliverable 44'Quality Assurance Report for Financials Final Completed ' Oct'D6 Deliverable 45 - First Month Deliverable 37'Oracle Instance configured per the Cdy'sBusiness Process requirements modified based upon the results of validation and integration testing Deliverable 38-Completion ofthe training of all City end uoos (core.casual, and informational) and extema/users (vendors, etc.) oothey are prepared for using the Oracle application bnperform their jobs atgnlive Deliverable 3S'Migration ofall development code hothe production instance ready for use inthe execution ofthe Cutover Plan Deliverable 40-Testing bythe Cit/nresources onacopy ofthe production instance onthe production server using the Chy'm and/or auditors' prescribed scripts Deliverable 41'Document that outlines atnaining plan toaddress 42-Financials GoLive Milestone Deliverable 43'Solboume Process Consultants and City Process Owners' Support for initial transactions inthe production system Deliverable 44-Report created bythe Go|boumeQAresource providing anassessment ofthe pnojed'ooverall success and documentation ofany remaining openisnueo Deliverable 45-Solboume ffiOMW OR\ACLE. 127 December 1O.3OO4 City of Miami Enterprise Resource Planning Software System Integrator Statement of Work Project Phase Payment Deliverables Description and Table of Contents Phase 1 Holdback Oct 05 Phase II Process Design Mar 05 — Apr 05 0,862 0,000 Close Support Completed - Oct-05 Deliverable 46 - First Quarter End Support Completed - Oct-05 Deliverable 47 - First Year End Close Support Completed - Oct-05 Invoiced upon completion of post production support for Financials and receipt of Final Acceptance Deliverable 48 - Project Teary Orientation Completed - Mar- 05 Deliverable 49 - Organizational Kickoff Completed - Mar-05 Deliverable 50 - Change Management Plan Completed - Mar-05 Deliverable 51 - Education Needs Assessment Completed - Mar-05 Process Consultant's Support for the first Month- End Close process Deliverable 46 - Solbourne Process Consultant's Support for the first Quarter- End Close process Deliverable 47 - Solbourne Process Consultant's Support for the first Year -End Close process N/A Deliverable 48 - Meeting/Presentation to Orient Client and Consultant team to project standards, SOW, project technical architecture, communication etc. Deliverable 49 - Meeting/Presentation to broader Client audience to introduce the project to the organization and create momentum and enthusiasm for the project Deliverable 50 - Document describing the specific change management activities and deliverables that will be completed during the implementation - It includes a project plan showing detailed tasks, resources, etc - which is incorporated into the Master Project Plan Deliverable 51 - Surveys to capture an understanding of the City's education landscape. The needs assessment surveys and interviews cover all aspects of the education program. lbourne ORACLE' 128 December 16, 2004 City of Miami Enterprise Resource Planning Software System Integrator Statement of Work Project Phase Payment Deliverables Description and Table of Contents Deliverable 52 - Education Strategy Completed - Mar-05 Deliverable 53 - HR/Payroll Business Process Flows Completed - Apr-05 Deliverable 54 - HR/Payroll Process Design Narratives Completed - Apr-05 Deliverable 55 - Technical Development Project Plan Completed - Mar-05 Deliverable 56 - Final Technical Development Inventory Completed - Mar-05 Deliverable 57 - Education Project Plan Completed - Mar-05 Deliverable 58 - HR/Payroll Project Team Training Completed - Apr-05 Deliverable 59 - HR/Payroll Setup Documents Completed - Apr-05 Deliverable 52 - A summary document of the data gathered during the needs assessment that includes recommendations and next steps related to the end user education program and becomes the foundation for all end user education work performed on the project Deliverable 53 - Flow charts representing Oracle -based leading business processes modified as necessary to the City's requirements Deliverable 54 - Description of the City's Business Processes that Supplements the Business Process Flows Deliverable 55 - Detailed Project Plan containing City and Solbourne technical development resources' responsibilities Deliverable 56 - Listing of all technical development items Deliverable 57 - Project Plan showing detailed tasks, resources, etc - related to the project end user training program which is incorporated into the Master Project Plan Deliverable 58 - Training in the Oracle applications conducted by the Solbourne Process Consultants for the City's Process Owners and Focus Group members. Deliverable 59 - Documentation of the Oracle application configuration decisions based ORACLE 129 December 16, 2004 ����^ ^����. ' ��o� ��, :�n���K��� �� ~~'.' Enterprise Resource Planning Software System Integrator Statement of Work Project Phase Payment Deliverables Description and Table mf Contents Phmme|1 Validation DeliverabkyGO-HR/Peynd| Responsibility Matrix Completed 'AppO5 Deliverable G1 'HFVPaynoU Test System Configuration Completed -Apr-O5 Deliverable G2'Department Impact Analysis Completed - 8pr-D5 Deliverable 63-Department Impact Report - Apr-05 Deliverable G4-Roles and Responsibilities Defined - Deliverable G5' Quality Assurance Report for HR/PaynoUProcess Design Completed 'Apr-U5 Deliverable G6-Help Desk Strategy Completed 'W1oy-05 Deliverable G7'User Procedure Matrix - May-05 upon the City'sBusiness Process Requirements Deliverable G0'Spreadsheet documenting the Cdy'sOracle end user roles and security access mapped b/the applicable City employees Deliverable G1-Oracle Instance configured per the Cit/oBusiness Process requirements tobaused for validation testing Deliverable G2-Anidentification cfthe business process changes resulting from the implementation Deliverable G3'Document containing detailed information on the organizational impact ofthe implementation, including information onpolicy, procedure, training' equipment, facility, workload, and staffing impacts. Deliverable S4' Documentation of new job roles and responsibilities for personnel aathey relate to the use cfthe new system Deliverable G5-Report created bythe 8o|boumaUAresource providing an assessment ofthe pnoject'opreparedness for progressing bnthe Validation Phase DeivermbleGG-Gtrucunemnd tools tobeused toprovide support for the City'sOracle end users inaproduction environment Deliverable S7-Spreadsheet used to track the customizing of the So|bournaprovided End User Procedure templates by the Cib/'o Process Owners inpreparation for End User training so ORACLE' 130 December 18.2UD4 ��,�^� ^�� Miami ���� ��o o�o�����X "� Enterprise Resource Planning Software System Integrator Statement ofWork Project Phase Payment Deliverables Description and Table nf Contents PhaseU Integration Deliverable 88'Final Technical Specification Documents 'Ju05 Deliverable G0'Curriculum Plan 'Moy-05 Deliverable 70'Validation Test Scripts Executed 'Ju|' V5 Deliverable 71'Technical Delivery Inventory Unit Testing Completed - Jun-05 Deliverable 72 - Updated Test System 'Jun'U5 Deliverable 73'Quality Assurance Report for HRUPayvnUVo|idadon Completed 'Jul-0S Deliverable 74-Tnan'tna TnyinerVVodmhopmnd Content Review Completed ' Sap-O5 Deliverable GD'Document that captures the functional and technical specifications and the results nfthe developer's unit testing for each item onthe Technical Development Inventory, i.e. 'oonverokzna. in&erfaoeo, reports, etc. Deliverable G8'Document containing adescriptive narrative ofeach course including the course objectives, prerequisites, duration and materials that will be used Deliverable 7O'Modular nr prototype testing with limited conversion and interface data Deliverable 71 ' Testing by developers toensure that the code iofunctioning per the Technical Development Specification without errors Deliverable 72'Oracle Instance configured per the Chy'uBusiness Process requirements modified based upon the results ofthe validation testing toboused for integration testing Deliverable 73-Report created bythe So|boumeQAresource providing anassessment ufthe projecYspreparedness for progressing to the Integration Phase Deliverable 74'Workshop conducted bythe 3cdboume Education Consultants totrain the City'otrainers inthe requirements for teaching adults \npreparation for the execution ofthe End User training plan ' Also included is content review of the course NWIX ORACLE ��.�^' ^�� Miami ���� ��o ���K��U �� n�o .~.... Enterprise Resource Planning Software System Integrator Statement ofWork Project Phase Payment Deliverables Description and Table wf Contents PMmsmM Transition Deliverable 75'End User Training Materials Completed -Oct-05 Deliverable 7G-Integration Test Scripts Executed 'Oct- O5 Deliverable 77'Quality Assurance Report for HR/PaynoU/nhegration Completed 'Oct'OS Deliverable 78'Cutove Plan Deliverable 79' Configured Production System - Nov-05 Deliverable 8U-End User Training Completed ' Dec'05 Deliverable 81'Completed Technical Development Inventory inProduction 'Dec' OS material with the City'otrainers Deliverable 75-Courseware created by Golbourn*'otrainers tn beused inthe execution ofthe End User training plan and typically composed cfa PowerPoint.User Procedures, Exercises, Job Aids, and Instructor Guides Deliverable 7S'Comprehensive end-to,endtesting with full conversion and interface data, and all other technical development items Deliverable 77'Report created bythe So|boumeOAresource providing anassessment nfthe pnoject'opreparedness for progressing hothe Transition Phase Deliverable 78'Supplemental Project Plan for the transition from the Cdy'slegacy system leading koQolive inthe Oracle production system detailed odadaily and houdv|nwo/ Deliverable 7B'Oracle Instance configured per the Cdy'aBusiness Process requirements modified based upon the results of validation and integration testing Deliverable 80 ' Completion of the training ofall City end users (core, casual, and informational) and external users (wondoro.etc.) aothey are prepared for using the Oracle application toperform their jobs wtgolive Deliverable 81'Migration of all development code tothe production instance ready for use inthe execution ofthe Cutovar WtHW ORACLE' 132 December 16.2UO4 ��'�^� ^~� Miami ���� ��n nwn������ x� Enterprise Resource Planning Software System Integrator Statement of Work Project Phase Payment Deliverables Description and Table of Contents PhawmM Go -Live and Support Jan 06—Feb 06 PhasoU Nmhdboch Mar 06 Deliverable 82'User Acceptance Testing 'Nov'06 Deliverable 83'On-going Education Strategy -Dec'DS Deliverable 84'GoLive - HR/PayroU'Jan'O6 Deliverable 8S'Post Go -Live Support Completed - Feb-06 Deliverable 8G'Final Quality Assessment Report Completed 'Feb'O6 Deliverable 87'Support for Processing Two Complete Payroll Cycles Completed ' Feb'UG Invoiced upon completion o post production support for HR/PaynoUand receipt of Fino/Acce"tonce Total in -scope Services Deliverable 82-Testing bythe Chy'sresources onocopy ofthe production instance onthe production server using the City'o and/or auditors' prescribed scripts Deliverable 83'Document that outlines atnyining plan to address on'ooinutna>ninqneeds 84'HR/PoynoUGo-Live Milestone Deliverable 85'8obourne Process Consultants and City Process Owners' Support for initial transactions in the production system Deliverable 88'Report created bythe So|boumeOAresource providing anassessment ofthe pnojec'soverall success and documentation ofany remaining upeniaauea Deliverable 87'8olbo me Process Consultants' Support for the first two payroll cycle processing inthe production sva!am Sdbourw ORACLE' 133 December 10.2O04 City of Miami Enterprise Resource Planning Software System Integrator Statement of Work 13.0 OPTIONAL SERVICES The following table lists a summary of the optional services which, at the direction of the City, will be added to this scope of work using the change control procedures in place for the project. No effort will be expended on any optional service without an approved change request. 0 • 'on 1 Option 2 0 'on 3 Payment $105,300 $524,160 $117,930 Optional Services Discretionary Technical Development Hours (3200 hours DBI im • Iementation includin! definition of u! to 10 KPIs Total of Optional $747,390 Paymentschedule to be documented in change orders Services 'bourne ORACLE' authorizing work to be performed 134 December 16, 2004 ��'t^» �� ��'��K��' ��n�� v�^ ovo/~~..'o Enterprise Resource Planning Software System Integrator Statement of Work 14.0 HOURLY RATES The below hourly rates will beused for any additional work requested bythe City and not included in either this scope of work or optional services identified in section 13 above. Position Training Hourly Rate $1UO Programming $1/0 Design $155 Testing $155 Installation and Configuration $155 System Administration $15O Database Administration $150 Quality Assurance $175 Change Management $155 Post Go -Live Support $155 Project Management $165 Education Lead $ 155 ORAC[-(=-' ��'�^^ xx���' ^ ���� x�v n�v���K��U �� .... Enterprise Resource Planning Software System Integrator Statement ofWork 16.0 PROJECT TRAINING 15'1 TRAINING APPROACH Solbourne's training methodology includes the following six phases (one related to Project Team Training and five related toEnd User Trmin|ng). All ofthe tasks requested within the Cdv'o RFP related to training are included within this methodology. /\ summary of the training methodology phases are provided below. 15i1'1 PROJECT TEAmTRAINING City project team members and technical personnel are the first team members tobe trained onthe system. The goal is toprovide the education and training 0oadequately prepare City staff for participation in the implementation. So|bmurne's project team training approach is built upon our expertise in the Public Sector, specifically with City governments, and isvery effective from both atraining and cost perspective. By da|\vmdn0 this training onaite at the Cih/, training classes will be tailored to meet the needs ofthe Citv'sspecific project soopeaovve||aaneduce/oQimUoo. 15.1.1.1 FUNCTIONAL TRAINING APPROACH The Functional Training dammeG listed be/ovvwiU be delivered as instructor -led daosmo by Solbourne functional and educational consultants at City facilities in a classroom or small workshop setting. Training facility requirements would bethe same aethose needed for end user training delivery and are defined later inthis section. Training includes extensive hands-on practice supported by hard -copy educational materials and exercise booklets. All original training materials will be provided by 3o|bournafor reproduction at City facilities and used inconjunction vvithan[)rac|e training system. Functional Training Training Length Audience Subject Course Outline Delivery Method Oracle Overview and Navigation 2 hours All City team members and technical personnel Module overview Organization structures in C)nade Integration LogOnXJff Funobona, Documents, Processes Query List of Values Online Help Self-paced (prerequisite for any instructor -led training) Reviewed in future o/msoroonn` instructor -led training o/maoeo Enhanced further byparticipation in the implementation City of Miami Enterprise Resource Planning Software System Integrator Statement of Work Functional Training Training Subject Length Financial Accounting 7 days Audience Process owners and focus group for Financial Accounting, Asset Management, Accounts Receivable, and Cash Management Course Outline General Ledger master data (GL accounts) General Ledger journal entries General Ledger recurring entries General Ledger financial reporting General Ledger fund accounting Cash Management clearing open items Cash Management bank reconciliation Accounts Receivable processing Internet Receivables Fixed Asset maintenance Fixed Asset depreciation Fixed Asset classes Fixed Asset valuation Fixed Asset transfers Fixed Asset retirements Delivery Method Classroom, Instructor -led Using hard copy materials and exercises Enhanced further by participation in the implementation Part of the detailed learning plan for project team members Procuremen t to Payment 7 days Process owners and focus group for Purchasing and Accounts Payable 'bourne ORACLE Procurement process Vendor management Item Master management Partner functionality Purchase requisitions Contracts management Quotes Purchase orders Payables invoice processing Payables invoice verification Payables payment run Payables manual checks Reporting Classroom, Instructor -led Using hard copy materials and exercises Enhanced further by participation in the implementation Part of the detailed learning plan for project team members 137 December 16, 2004 ��.�^^ ^�� Miami ���� v�� U����U �� x�v ... Enterprise Resource Planning Software System Integrator Statement of Work Functional Training Training Length Audience Subject Project and Grant Accounting 5 days Process owners and focus group for Project and Grant Accounting Course Outline Master data Planning Internal Order setup Project and Grant setup Project and Grant budgeting Project and Grant accounting Reporting Delivery Method Classroom, Instructor -led Using hard copy nna1erim|a and exercises Enhanced further byparticipation in the implementation Part ofthe detailed learning plan for project team members Human Resources and Payroll 14 days Process owners and focus group for Human Resources. Payroll, Time and Labor and Training Administration Organization management Applicant tracking Personnel administration Advanced benefits Time and labor Compensation administration Payroll calculations Net pay disbursements Employee self service (E8G) Training administration iLeorninQ (Learning Management System) Reporting Classroom, Instructor -led Using hard copy nma0orio|a and enoncimoo Enhanced further by participation in the implementation Part of the detailed learning plan for project team members |naddition tothe classes listed above, 8obounmewill deliver education related tothe following items throughout the course of the implementation to the City team leads: • Working with Oracle Support ° Oracle ;Neta|ink usage (for online [)nac|o Support) • TAR (Technical Assistance Request for Oracle Support) escalation Aethese class sessions are focused onthe City team leads and select focus group members for the respective functional areas, it is highly recommended that no more than 7 students attend any given session. This will enable the instructor to pnaxkje individual attention toparticipants hnmaximize the learning experience and effectively evaluate the skills of the users. So|boumna will deliver one (1) session for each Training Subject area listed above. ORACLEF 138 December 1O.2DO4 ��^�«» ^�� Miami ���� ��v owo��� � � "xx Enterprise Resource Planning Software System Integrator Statement ofWork 8o/bounlewAUconduct skills evaluation for the City project bemnmnmemnberminaovena|vvayo. First, Solbourne functional consultants, as instructors, will be evaluating City staff first hand during training classes. This will provide City staff with immediate feedback ontheir performance during class. Second, the training classes will consist ofhands onpractice with detailed exercises. This will o||ovv City staff to learn by doing and receiving immediate feedback through exercise mnavvoro. Thinj, after returning to their work on the project, 8m|bournefunctional consultants will also beevaluating City staff firsthand and supporting them in the subject areas where help is required, as well as working through and signing off onthe dedmi|aM learning plan related to the team members' specific functional areas. The combination of these methods will facilitate City staff being thoroughly prepared to complete the work required during this project. 15.1'1.2 TECHNICAL TRAINING APPROACH The Oracle technical training for the City Project TemnmwiUboprovidedbvOnadastanyuf the [)nao|a training centers located nationwide. We will work with the City to validate that the recommended courses are appropriate for the skill level of the technical ProjectTeenl members. In addition, all City technical personnel will complete the Oracle Novigatione- Lemrnin0 class onaite at City facilities with the rest ofthe City project team to minimize cost and logistics. All training requirements for technical personnel as described in the RFP can be met through the courses defined below. The technical b*arn training will include training for the following roles: • Oedebmse Administrator Training • Technical Developer Training Technical Oracle Project Tmomn Training Training Subject Oracle Overview and Navigation (onoite) Length See above Audience Database Administrator and Technical Developers Introduction to C)rac|e9i: SQL and PL/SQL(DBA) 5doye Database Administrator Orac|e8i Database Administration Fundamentals 5deya Database Administrator C)rao|e9iA8: Basic Administration 5 days Database Administrator 11iSystem Administrator Fundamentals 5dayo Database Administrator 11iInstall, Patch and Maintain Oracle Applications 5daye Database Administrator Introduction U)[)rmc/aS{: SQL and PL/0CJL(Deve|oper) 5days Technical Developers {)roc|aSi: Program with PL/SOL 5days Technical Developers Develop PLXSOLProgram Units 3doyo Technical Developers Oracle iD8: Discoverer for Administrators 3 days Technical Developers ��^�vv x~���' ^ ��U� ��o �����K City Miami Enterprise Resource Planning Software System Integrator Statement of Work Technical Oracle Project Team Training Training Subject Length 11i/2.6Implement Oracle Workflow Oracle iDS Reports: Build Internet Reports 5 days 5 days Audience Technical Developers Technical Developers Oracle courses offerings, durations, and prices are available anytime online at 15.1.2 END USER TRAINING 15.1'2.1 NEEDS ASSESSMENT AND STRATEGY DEVELOPMENT This phase is used to assess the education needs for the City and define an education strategy. |naddition, edetailed analysis of the characteristics ofthe various user groups is performed. Adetailed education project p|anfordep|mynnen1ofthe education programs iaalso developed |nthis phase. This education project p|anbeoonlemthebao/ofora|| education program activities delivered throughout the course ofthe project. Key deliverables in this phase include the following: Key Deliverable Description Education Workplan Education Needs Assessment The education workplaniecreated |nK88Project and defines in detail all ofthe key education rollout tasks, dates and permmn(m) responsible. Thiavvorkoan is integrated into the cmena|| project wvorkp|on. The needs assessment ioaninformation gathering activity. Surveys are distributed and interviews are performed togain o focused understanding ofthe Cdv'oeducation landscape. The needs assessment surveys and interviews cover all aspects ofthe education program including: � User groups and demographics � User locations � Summary ofjob tasks byposition/function � Training methods that have worked well inthe past ° Summary oftraining methods and types ofmaterials currently used • Technology infrastructure mm(trelates t#end user education ° Organizational culture = Any challenges that exist related toend user education boume ORACLE' 140 December 10.2O04 ��'t^/ ^�� ��'��K��' ��u�� ~�o vnvo~....0 Enterprise Resource Planning Software System Integrator 8tsdmrnent of Work Key Deliverable Description Education Strategy The education strategy isasummary document ofthe data gathered during the needs assessment. The education strategy also includes recommendations and next steps related bothe end user education program and becomes the foundation for all end user education work performed nnthe project. Key items within the education strategy include: � Program objectives � Critical success factors ° Scope ofwork = Education approach and deliverables ° Education development process � Material review process � Education delivery options and recommendations � Education logistics findings and recommendations � Post implementation education strategy options and recommendations U Assumptions, risks and next steps 16.1.2.2 CURRICWL0NDESIGN This phase is used to define the nmotehm| development strategies and nyquinsnmmnto, specifically, what types of learning media (including e-Learning where appropriate) will be used and how course content will bmstructured for delivery. Akey component mYthis design is the use of both live virtual and self -paced e-Learning (if required), and how materials will be structured accordingly. End userno/es and responsibilities are clearly defined inthis phase inconjunction vviththeChangeK8anagenmenteffortthmtu|Unnab*ly results )nthe overall education curriculum for all end user groups. Key deliverables /nthis phase include the : Key Deliverable Description Job Roles and Responsibilities Matrix All end user education )mintended hoberole-based according to the job responsibilities within the business process, that is, based onthe job responsibilities ofthe users and the tasks they need to perform within the applications and related business processes. End user roles facilitate two key deliverables — the end user education curriculum and security access within the applications. During the pro]ect, users attend education classes according to the job roles 0uwhich they are assigned. U� Abuffm ORACLE' 141 Dmomnnber1O 2004 ��.�^x ��� Miami ���u � n�n������ � v� ..~... Enterprise Resource Planning Software System Integrator Statement of Work Key Deliverable Description Training Curriculum Plan This deliverable consists ofthe overall curriculum listing oewell oadetailed narratives that describe each course indetail. These narrative course outlines provide odetailed description ofthe courses tobetaught during the implementation. The following information is included in each course outline: a Course title 0 Course duration a Course prerequisites * Course description w Course objectives a Course modules and module objectives (agmndm) ° Listing ofmaterials used tmsupport course delivery 15.1.2.3 MATERIAL DEVELOPMENT All training materials are developed inthis phase. Based onthe design specifications defined in the previous phase, the Solbourne Education Consultants will develop all materials required for the end user education program. These materials will bedeveloped using a combination of Solbourne educational tools and templates, and will exist in nnu|dp|e learning formats, including K8S\8kond and HTK8L/P[}F user procedures, K88 PowerPoint class presentations, instructor guides, business process flows, classroom exercises, quick reference job aids and live virtual and self -paced e-Learning (if appropriate). As the starting point for the content development efhort. So|bournexvi|| provide the City with 8o|bourne'o EDGE (e-Learning and Documentation to Gain Effectiveness) library. The material library consists of material development templates, user procedure documents, class presentations, classroom exercises, and self -paced e- Learning tutorials. These end user education materials have been developed based on our extensive implementation experience and are based on Public Sector and Oracle Applications leading practices. 142 December 18.2OO4 ��'�vx ^�� Miami ���u ��n owo���K��� �� .~'.. Enterprise Resource Planning Software System Integrator Statement ofWork Key deliverables inthis phase include the : Key Deliverable Description End User Educational yNatehm| Library (8o\bourne'o As the starting point for the content development effort. 8o|boumne will provide the City with our entire EDGE library of educational content. These end user education materials have been developed based onour extensive Oracle Applications and Public Sector implementation experience. This library includes the following items: • Documentation Standards • User Procedures ° e-Learning Tutorials • Classroom Presentations • Instructor Guides • Classroom Exercises • Job Aids • Assessment Tests Training Material Development So|bourneEducation Consultants with review assistance and input from City project team members will develop all educational content required for the education effort. The process ofmaterial development iovery dependent onaclose working relationship between the City Subject Matter Expert (8yNE) and the material developer. Using the So|bournmEDGE library as a starting point. the SK8E and material developer work together toquickly identify any changes and oumtonn/zaUono required to the base library of materials. Once the changes are idenUfimd, the tools and templates allow the material developer to make the changes inavery efficient manner. As part of every end user education program, Solboumadefines aneducational material review and quality assurance strategy. This strategy not only outlines mprocess for material review and {JA.but defines the implementation team members that will assist inmaterial review, such aoSMEm. Appropriate sign off documents are also included in this deliverable. All training materials will bomaintained online and behoused on theCih/'a network. The detailed material review strategy described above will beutilized throughout the material development effort tufacilitate timely turnaround ofcompleted training materials. 143 December 1D.2OO4 ��.�xv °����. . ��Y� ��v n�n������ � Enterprise Resource Planning Software System Integrator Statement ofWork 15'1'2'4 EDUCATION DELIVERY In this phase, City instructors, with in -class support from Solbourne Education Consultants, will deliver the end user training classes toall end user groups. All training classes will provide users with a detailed overview of the business process, application tasks that support the business process and hands-on exercises to facilitate practice and learning. To prepare City instructors identified for training delivery, a Train the Trainer program will be delivered by Solbourne that includes a detailed review of the educational content being covered during the classes, a workshop designed to teach City instructors the fundamentals of adult education and classroom management, and pilot training to acquire feedback from City end users on the education delivery methods being utilized. All class scheduling and training logistics planning for the training delivery effort will also occur inthis phase. |tisour intent toschedule training with mmminimal impact onthe business operations mfthe City aepossible. Key deliverables in this phase include the following: Key Deliverable Description Train the Trainer Program In the Train the Trainer program, the following events will occur in the order listed. This program will facilitate City instructors feeling thoroughly prepared todeliver end user training. 0 The 8o|bourneEducation Consultants will review all end user training content with the City instructors to orient them tmthe transactions and related cross -functional City business processes that they will bmcovering during the training o|aaaeo. This activity will provide an opportunity for the City instructors toask questions and receive feedback onthe materials before training begins. • After the City instructors have reviewed all training content, the So|bourneEducation Consultant Lead will conduct a Train the Trainer workshop. This workshop will provide the City instructors not only with the skills required to be effective trainers but the tools toeffectively manage the end user training classes they will deliver, including job aids and user evaluation mechanisms. The workshop objectives are aafollows: • Explain adult learning principles as related tothe target end user audience • Prepare courses based upon the needs ofattendees (both behavioral and educational) ° Demonstrate presentation and facilitation skills during exercises and role-play activities ° Relate supporting reasons for "Tips and Tricks" • Manage the use oftraining equipment U.a.laptops, overhead projectors, etc.) and aids (visuals, flipcharts, Nurm ORAC�_E. ��'�^x ��� ��'����' ��x�� / Miami Enterprise Resource Planning Software System Integrator Statement of Work Key Deliverable Description m1c] ° Manage the training instance = Demonstrate functionality ofsoftware components within area ofexpertise ° After the City instructors have attended the Train the Trainer Workshop described above, they will deliver pilot training classes attended byarepresentative sampling uf City end users. This will provide the City instructors with immediate feedback ontheir performance oawell aotest out the overall training program toaddress and fix any problems that exist before end user training actually begins. It is assumed that ototal of 1-3 pilot training sessions will berequired toadequately measure user feedback tothe training delivery. Training Logistics Coordination and Data Population Logistics coordination for the education program ioatask not to be underestimated. /t is o|vvmyo the intent of8o|bourne to provide logistics planning and scheduling with anminimal impact bzdaily business operations ampossible. |tisour recommendation 0ouse Oracle iLemrnin0for the scheduling and deployment of all end user training activities, including any e-Leorningthat will beused during the training program. We have reflected the timing nf implementing iLearn)ng for use in the end user training roUuuts in our staffing plan. For the project, itieassumed that the City, with support from 8n|bounne, can provide training |oQiobue p)anning, support and execution for the education rollout, including the following tasks: • User identification, validation and scheduling ofclasses • Setup and usage ofOracle iLeorningfor scheduling and deployment of training ° Facilities setup (where required, but excludes hardware setup) = Qmonruonl P{}setup (where required, but excludes hardware setup) • Training database setup and data population • Printing and distribution ofeducational materials • Third party education facility rental (if required) • Arrangement ofcatering (where required during training lbmim c)RAcLe ��.�x^ ��� Miami ���� � nwoY����� �� �� ~~.., Enterprise Resource Planning Software System Integrator Statement of Work Key Deliverable Description Training Delivery Since every City end user has different learning requirements and needs, evariety oflearning approaches can beimplemented during the education rollout tofacilitate maximum knowledge transfer and user retention. |1)orecommended 10deliver a blended training solution through the use of multiple training delivery methods. By combining a standard classroom instructor - led education approach with both live virtual classroom and self - paced e-Lemrning.mnmnydiffarent|emrningaty|eooanbe acoonnmnodatmd, as well as minimizing training logistics. e- Learnin0can bmused for any mfthe following: • Self -paced online tutorials • Recorded online classes • Live classes presented inmvirtual classroom environment = Working labs (as described below) Working labs are support sessions )nwhich City personnel perform actual work inthe production system with the help of So|bourneEducation Consultants orCity SK8Es. These sessions can be either conducted online over the Internet via live virtual e- Learning ora1City facilities in a traditional o|eooroonm environment. They are avery effective means tofacilitate user acceptance and success inperformance ofjob tasks. Tominimize logistical issues, itioour recommendation to conduct all Instructor -Led Training (|LT) delivery mtCity facilities. /f training fechtN»a are not readily avm/|mbha, third party foc|dv options may beutilized. All training facilities should have the following interms offacility and PC requirements: ~ 2-4 training rooms with 12-15 PCs • Pentium |Vwith 128MBRAM ° Oracle J-|niUatorinstalled • Connectivity tuC\tv'otraining oya0arn • Internet connectivity • LCDProjector • Screen • White board orflip charts ° Student nametaQamrname tents (if desired) • Writing utensils • Notepads • Phone 146 December 1O.3OQ4 City of Miami Enterprise Resource Planning Software System Integrator Statement of Work 15.1.2.5 EVALUATION AND SUPPORT The purpose ofthis phase imbzestablish a strategy and plan that addresses future training needs for the City. This strategy will define the who, what, when and how aspects of future training program desiQn. Umvm|oprnen1 and delivery activities. Development of this strategy combined with the high quality ofknowledge transfer received during the implementation will facilitate that the City will be able to maintain all education and training programs implemented during the project. Throughout the project, Go|bounne.with assistance from City projectmanagement, will perform regular evaluations to determine the effectiveness of the end user education and training program, with additional student evaluations performed during training delivery. While evaluation work occurs throughout the project dnne|ino.overmUpruQronnema|usdion occurs atthe end ofthe project. Any additional knowledge transfer that has not occurred throughout the project is completed at this time. Key deliverables in this phase include the following: Key Deliverable Description Assessment Tests Aepart ofthe training approach, Go|bournecan provide assessment tests for each course or topic taught to further reinforce the learning. Assessments can bedelivered both before and after classes 10accurately gauge the skill and knowledge level ofthe end users and summarize areas where further instruction orperformance support iarequired. Assessment tests can also bedelivered both online via mvvobmiteorOracle iLearninQLearning Management System (LM8)`and/or inhard- copy duhngeducabonde|ivery. Questions within the assessments can exist inmultiple formats including true/fa/oe. multiple choice orshort answer. |tiaour understanding that the City expects all users tobe certified inthe performance ofbusiness processes and related Oracle tasks. Specific items related tothe delivery ofthese assessment mechanisms will bedetermined during the course of the material development effort. Course Evaluation Forms SO During training delivery, City end users will complete evaluations toprovide feedback ontheir training experience, These evaluations can bedelivered either online via the Oracle iLemrning LyW8orinpaper-based format and are used bogain information about the overall quality ofthe course, instructor, materials, and ymci|itieo, as well as any additional comments or suggestions for improvement the user may have amthey relate totraining delivery. The data gathered allows both Go|bournmand the City to make modifications tospecific courses urthe overall education program toincrease the effectiveness and overall quality ofthe education program. 147 December 1D.2DO4 City of M/000nvo Enterprise Resource Planning Software System Integrator Statement of Work Key Deliverable Description Solbournewill work with the City &oestablish e strategy and plan that addresses future education and training needs. This strategy will define the who, what, when and how aspects offuture education program design, development, and delivery activities. The goal of developing this strategy is to facilitate that the City will be able to maintain all education and training programs implemented during the project. This strategy can consist of many different forms ofeducation and performance support including the following: • Ongoing refresher training — Regularly scheduled end user training sessions onweekly, monthly, orquarterly basis depending onCity requirements ° Working labs (as described previously) • Self -paced e-Learning tutorials —Online e-Learning tutorials ofcourse content accessible via axvebodeor Oracle iLearn/nQthat users can access for help anytime they require i1 • Dn|ineprocedurea—Uoerprncedunoemmaintainedon/inein HTML mr/zC)Fformat and accessible via a vvebeite or {jrmo|eiLaarning • C)u>nh reference job mido—(Jn|ine or hard copy quick reference cards that define helpful system transaction and business process information tips 15.1.3 END USER GROUP From our experience, there are three major andusergnoupaYviUl/nanuqJanioatimn1hed need bzutilize the system boperform their jobs insome capacity. Theme groups are defined in greater detail below. Note that the curriculum and training delivery methods for each end user group will bedefined during the Curriculum Design phase. 15.1.3'1 CORE USERS Core users perform tasks inthe system most frequently and are the primary users of the application functionality. Examples ofusers within this group include individuals responsible for creating budgets, processing journal entries, processing invoices and payments, creating purchase orders, entering employee information, or any other system task that needs tobeperformed daily orweekly. These users are the main support structure for running the applications after Qo-|ivm. Since these users need touse the system immediately upon go live to perform their jobs, they should be trained before and amclose 10go-live ampossible. The average amount oftraining for users such ms this will vary depending upon what system functionality imbeing implemented. These users will also benefit most from classroom Instructor -Led Training (ILT) with extensive hands-on practice. Sobomm ORACLEt 148 December 1O.2OO4 ��.�^^ � Miami ���� ��n /wny����� � Enterprise Resource Planning Software System Integrator Statement of Work bioassumed that while some individuals within this user group will be sufficiently involved in the implementation to satisfy their training requirements to perform their role upon go live, formal classroom |LTwill barequired ¢/ ensure success. |timassumed that all Core users will have PC literacy and not require basic PC okU|a training. If PC skills training is required, it is assumed that the City will be responsible for training delivery. 15.1'3.3 CASUAL USERS Casual users have a very specific need for only a few transactions that they use as part of their job, but not the focus oftheir job, and msaresult, many delivery options exist. These users need to understand why they perform the tasks they do related to the overall business processes and how important it is for those tasks to be performed correctly. They also need to be trained before go 1ive, as these tasks must be performed immediately after the system is up and running. The amount of training will be nn)ninna1 and focused onthe specific activities they need. Class content developed for this user group may include the following functionality within horizontal business processes: � Requisitions = Receiving ° Time Entry � Budget Transfers Training Enrollment � Self Service HR Inquiry and Reporting Itioassumed that all Casual Users will have PCliteracy and not require basic PCskills training. If PC skills training is required, it is assumed that the City will be responsible for training delivery. 15.1.3.3 INFORMATIONAL USERS Informational users are those that are only required to use the system to display information hnmake decisions. They need hobmable hopull information out ofthe system aorequired hoensure that their portion oythe business process runs smoothly. Many managers and supervisors fall into this category and their main curriculum topics consist ofinquiry and reporting. Generally, this user group can be trained after golive unless their job role dictates that they need to use the system immediately upon go live. While classroom instruction and hands on practice will benefit this group as well, other delivery options may exist depending upon the amount of system functionality being implemented and the flexibility inthe users' schedules. 149 December 10.2OU4 ��.�«� ~�� Miami ���� ��/ o*o���0�1 �� ..... Enterprise Resource Planning Software System Integrator Statement ofWork Itisassumed that all Informational Users will have PCliteracy and not require basic PC skills training. If PC skills training is requirmd, it is assumed that the City will be responsible for training delivery, During the development of the education plan, So|bourne will work with the City to determine the types and nature of end -user training required based on the specific job roles and the number ofrespective users that need 0oUetrained. City instructors will deliver this training with the support of Solbourne Education Consultants and will be trained during the Train the Trainer sessions described previously. 15.1.4 SQLBOURNE'GEDGE LIBRARY As previously discussed, So|boune'sEDGE, e-Leamingand Documentation to Gain Effectiveness, consists of a full documentation and e-Learning library around Public Sector -specific Oracle 11itasks. |tisrecommended aapart ofthe Citv's implementation project to utilize EDGE e-Learning tutorials where possible to further enhance the learning experience, specifically related to training for Casual and Informational users. EDGE e- Learning tutorials can be used as both an end user training tool and as ongoing support. These online tutorials allow end users to take training while sifting attheir desks while providing a highly interactive learning experience. This not only enhances the mveng|| learning effort but helps facilitate that users can become self-sufficient more quich|y. Leveraging our hands-on implementation knowledge, experience in deploying effective training strategies, and Public Sector experience, Gq|bourne is highly qualified to provide aneffective and flexible e-Learningsolution tothe City. EDGE iaconvenient, customnicmbkaand . It will: • Increase the return onthe City training investment bxreducing logistical and opportunity costs and shortening future training deployment. = Reach dispersed users /nmultiple locations simultaneously. • Educate all City personnel in a consistent manner on City -specific business processes and Oracle transactions. • Educate users mt their desks, better accommodating busy schedules and allowing them to apply knowledge immediately following training completion. • Facilitate better retention due to the focused and repeatable nature of the tutorials. • Create m training infrastructure by providing on ongoing education solution for existing employees and new hires. EDGE m~Leennin0importable and itcan be deployed inmvariety mfmethods: CO-ROK8. LAN/WAN, Intranet or LK4S. Since the City is implementing [)nade/o iLeanninQ LK8G, we would recommend that iLeamningact amthe primary deployment mechanism. Combined with other learning methods such as traditional |LT. EDGE is highly effective means to improve end -users' Oracle ahi||s quickly and effectively. So|bourne'e EDGE o-Learning tu1oho\a include the following: 0 Detailed business process flow descriptions Wurm ORACLE' 150 December 10.2O[4 City of Miami Enterprise Resource Planning Software System Integrator Statement of Work � Lesson descriptions � System and process prerequisites � Interactive [}nade simulations complete with navigation reinforcement and data entry Uoallow the end user tolearn bydoing = Lesson reviews Solbourne has included costs for EDGE e-Learning as a part of our proposed approach as the Qb/ has stated that it expects various forms of online training to be included in the tnainingnoUoute. Some ofthe tasks hobeperformed specific toEDGE e'Lmorningduring the project include the following: ° Determining how e-Learning tutorials will be used as part of the Curriculum Design phase • Deploying the e'Lemrningcontent through Oracle iLeonling = Assisting intesting the e+Learn|ngonthe City PCs � Assisting in momigninga-LemrninQ content toend users � Assisting in testing deployment over the City network infrastructure (if network or Intranet deployment io selected) ��'�^x ��� Miami ���� ��/ o�n���K��� �y ~-'.. Enterprise Resource Planning Software System Integrator Statement ofWork 16.0 TESTING The two primary gnm|o of the testing process within the 8o|bounne Foundation Methodology are validating business process requirements and knowledge transfer to the City. The Citv'm approach to participation in the testing effort is e good fit with our testing approach. Self sufficiency is attained through knowledge transfer and understanding of the new system and processes at the City. Knowledge transfer is attained through formal education (project team training) and informal education through continuous use of the new system during the 1ee1 phases of the project. Functional teams working together to transfer knowledge and learn how the new system will support the City work best when they are on site together. Based upon the Cib/'a size and the focus on mym0mnm parfornnance, performance testing will also bean important test cycle during the project. The testing phases of the project are critical to properly prepare the City to transition the system to e production envirmnmnent, document processes, and to prepare for educating the City'o end user community. Due to the critical nature of these tesho. So|bourne provides all testing services on site with City project team members. 8clboume'oapproach to testing begins during the Validation phase of the project. The detailed business process requirements have been gathered and the data convereon, intarfece, and modification ono|ya)m tasks have been completed leading up to the Validation phase. The primary objective of this phase is to desi8n, nonfiQuPm, and validate the business solutions that satisfy the business process requirements gathered during the process design phase. Resulting from this phase will be a fully configured and tested system. The Functional Team members will modify the Foundation system to meet the specific needs of the City. The Go|bmumnm1emmn will perform basic unit tests of standard mvatenn functionality toensure the basic transactions and forms are functioning prior to engaging the [}ib/'m functional team. The 8o|bourne and the City project team will then perform system validation testing. A critical focus of this phase and the overall methodology is knowledge transfer. We strive to educate City tmmnl members and key personnel throughout the implementation process. With this in nnind, thevm|idabnn8eating process will occur in conjunction with the project team training process. Our experience indicates that project team participant's beat learn the functionality of the software by using it to execute their own business processes. So|bourne's project team education program integrates the learning and validation processes through highly focused sessions with anna|1 teacher to student ratios. As team members learn how the software functione, they apply this new knowledge to their existing business process requirements. Through an iterative procema, the software is configured and tested until the requirements within the scope ofthe project anemeL |nterfaoeo, oonveraionlo, rnodifinmbona, and reports specified during project noo ing and process design are being designed and developed by technical and functional resources in parallel activity tothe validation cycles. During the validation phmom, interfaces and conversion programs are developed and City legacy system data extractions are written. As development prooeeda, the programs are unit tested to ensure that the Citv'm data is SoUmme ORACLE' 152 December 1O.2OO4 ��'fxx ��� ��'����' ��/�� / Miami Enterprise Resource Planning Software System Integrator Statement of Work valid. Full data conversion testing does not occur until the integration phase. The conversion and interface template and requirement documents are the tools that are used to manage the overall development effort. Other technical development objects are unit bas1ad by the developers during validation to ensure that the code functions without errors and that basic inputs and outputs are being accepted and generated. At this point in the project, the City team members have a solid understanding ofhow the software functions in relation to their business processes. During the learning pnoneon, system reports and queries are used to support business processes. Reports that do not exist on the standard system are identified and listed on the reports inventory. |faspecific number of custom reports have been included in the scope of the overall project, the City prioritizes the reports for development. In addiUon, functional team members work with technical report developers todesign the custom reports. Following validation testing is the integration uhema of the project. During the integration phase of the project, the fully configured avmtenn is tested under realistic scenarios. The focus ofthe validation phase is toensure that individual functions within the software meet the requirements of the City business processes. In the inbaQnydon phaoa, all functions are brought together to ensure that business processes are hx|k/ functioning and that all mnaes within the organization understand the "touch points" between functional areas. To support this conference room pilot or integration test oyde. Sn|bourne will deliver an integrated bast plan that will lead the {}/b/ through the testing process. Each functional area will complete this portion of the project with o solid understanding of where they fit into the uvara||, integrated business process. Any custom reporto, interfooea, and modifications that are required to support the Qty's business process are included within this testing. The goal is to simulate the City'o business environment on a anla||er uuo|e than m live production situation. During the integration phasm, the functional team will sponsor a user acceptance testing activity. During acceptance testing, focus group rnmmbaro and other key members of the City are invited to teat drive the system using the user procedures and test scripts developed during the project. User acceptance testing in intended to identify any additional exceptions orpotential issues that may be encountered when rolling the system out City wide. In addition, they user acceptance testing \naway to support the change management effort by allowing end users to "preview" what is coming for them. User acceptance testing iaoone onone activity mothese end users are not formally trained on the new oymtann but are given the opportunity to perform some transactions inthe system. In pane|lel, the oonvarok)no, in1arfaucem, and custom report development tasks are completed. During this phase, full data conversions are executed within instances that o|ume|y resemble the City'a production system to ensure that all legacy system data is ready for upload. Interfaces tuexisting City systems are fine-tuned and tested in preparation for cutovertnaproductive environment. Custom report development efforts are finalized and tested by City functional resources to ensure that the reported data is correct. All technical development items are included within the business process testing, ��.�x^ ~�� Miami ���� ��n n�n���K��� �� ~~... Enterprise Resource Planning Software System Integrator 8tm&annent of Work The City has requested that So|boumneprovide substantial assistance with stress/volume testing of the system, including a commitment to meet agreed upon performance metrics. 8o|bounle'oposition onthis item iom$follows: ° 8o|bounmm.aathe implementation services provider, cannot alone provide e contractual oornnl/trnent to the total ovmtern performance —thie is a joint responsibility that requires input ofmultiple parties (hardware vendor, network vendor, software provider, desktop provider and ous1onner). Each party possesses specific expertise on the methods to install, configure, tune and monitor their supplied products torun the Oracle applications. The specific application performance cannot beisolated from these other elements, but must be addressed aaone integrated entity with interdependencies. * It is premature to address the various components associated with system performance before the finalization ofthe associated specific technical architecture requirements. • 0o|bourne'oscope ofservices and associated price does not include turn -key responsibility for overall system performance and the management of all the various parties and components related to system performance and monitoring. ° System performance comprises initial sizing estimates, |nsta||abon, configuration and ongoing monitoring and management to maintain consistent, reasonable and predictable performance across all components ofthe technical architecture. There are a significant number of variables across all of these components that affect system performance. Aspart ofthe implementation process, xxewill provide our expertise and ostructured approach 0odocument the production environment architecture requirements through both the Technical Architecture consu|bngeen/|mas/de/iwereb|mandprov|dingacoemotomdh|&o popera, configuratoro, sizing tools and related information that has been produced by hardware firrna and Oracle specific to the [)rao|a E-Business suite. The table below specifies responsibility for the various test activities. UMM ORACLE. 154 December 1O.2OO4 City of Miami Enterprise Resource Planning Software System Integrator Statement of Work Installation/Integration/Testing Services System Testing occurs during the Integration Phase of the project and involves performance testing to make sure the system responds reasonably during periods of heavy transaction processing. City Responsibility Responsible Solbourne Responsibility Responsible Conference Room Pilot / Integration Testing occurs during the Integration Phase of the project and involves testing the business process from end -to -end. This testing includes full conversion, interfaces and all other technical development items and is a simulation of the City's business processes in the new system. The city Process Owners and Focus Group members are primarily responsible for conducting this testing with the support of the Solbourne Process Consultants. Responsible Assist User Acceptance Testing occurs during the Integration Phase of the project and involves bringing in Focus Group members or key City end users to review and "test drive" the newly developed processes. End to end business process testing occurs here and utilizes scripts that are specific to the City developed by City team members or prescribed by City auditors. At this point in the project the City's Process Owners are becoming more self sufficient. Therefore the Solbourne resources will be used for support only as a last resort. Responsible Assist Unit testing occurs during the Validation and Integration Phases of the project and involves testing enhancements and technical development items to make sure that the code is functioning without errors. In addition, functional validation testing of the initial prototype configuration is included within unit testing. Assist Responsible ORACLE' 155 December 16, 2004 ��^*x^ ^�� Miami ���� v�x ������ �� xwn ~. Enterprise Resource Planning Software System Integrator Statement ofWork \nstallation/|ntegratio n/Testing Services City Responsibility So|bomrnm Responsibility Regression testing occurs during the Integration Phase of the project and involves testing the functionality of technical development items to validate the designed functionality and to ensure that the objects function within the overall business processes for which they were developed. Responsible Responsible Regression testing also includes testing of custom development objects for functionality after patches or upgrades to the software occur. Regression testing is an ongoing process after go -live whenever patches are applied. All the leading hardware vendors in coordination with Oracle and third podv performance tool providers have developed a wealth of information regarding benchnnarkm, oonfi0uroUmnm, sizing enginem, performance monitor and ny|a&ad materials that provides guidance during the sizing and performance monitoring process. In order to expedite and formalize stress/volume testing by the Cdv, we recommend that the City consider purchasing an automated tool such as the Mercury LoadRunner product. Tools such as this can beused tostress test the system inonautomated fashion and will accurately provide performance data to support the optimization of handvvmns and database tuning. 8o|bourne has not included the cost associated with the purchase of any automated test tools and has not included any effort to instmU, confimuua, set up, or execute tests using an automated test tool. 156 December 18.2OO4 Summary Functional Requirements Summary This spreadsheet contains the business requirements that must be implemented in the ERP solution. The requirements were gathered during the Business Process Review project. The workbook is separated into 24 spreadsheets, each containing the requirements for the identified process area. The spreadsheets describe the process step, the process requirement, the sub -process impacted if applicable, and a description of the best practice. The ERP-SI must have a thorough understanding of the requirements included in this workbook. To assist the Selection Committee in the evaluation of proposals, it is required that you complete the attached Excel Spreadsheet a: part of your response. Functional Requirements Evaluation Instructions Please complete the following columns as indicated: Oracle Module: Indicate the specific Oracle Module that will address this functionality. If no Oracle Module enter N/A and completi either the 3rd Party Software column, or enter Y in the Customization column. In Scope: If this functionality is within the scope of your proposal, please indicate by entering Y, otherwise enter N. Optional Service: If this functionality is not within the scope of your proposal, but is being offered as an optional service, please indicate Y, otherwise indicate N. Note that if this is marked as Y, the optional service section of the Cost Proposal must have been completed. 3rd Party Solution: If a 3rd Party Software solution will be utilized to meet this requirement, please indicate the software to be utilized as originally noted in your proposal. Customization: If a customization is required to fulfill this requirement, please indicate with a Y, otherwise enter N. Please provide a separate summary of all customizations noted and provide an estimated cost to complete the customization(s). A customization is defined as a systematic change to the underlying source code of the application which may adversely impact a software upgrade. Other modifications that utilize ERP provided toolkits, and that still provide a viable upgrade path (i.e. Custom Workflows) are not considered a customization, but should be clearly identified with a comment. September 15, 2004 No Process Area 1 Accounts Payable 2 Accounts Receivable 3 Benefits Administration 4 Billing 5 Budget Formulation 6 Business Performance Reporting 7 Cash Management 8 Compensation Administration 9 Employee Data Management 0 Exit Management 1 Fixed Assets 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 General Accounting Grant & Project Accounting Grants Learning & Development Organizational Effectiveness Outlook / Interim Forecast Payroll Item Master Requisition and PO Processing Supplier Partnering Supplier Performance Measurement Contracting Recruiting & Selection Strategic Resource Management Time & Attendance Travel Expense Treasury / Capital Management ERP-SI Functionality Response-MASTER_negotiations update_11_23 Page 1 of 102 1-Account Payede 5eprwawar 15, 2001 Step Requirement Sub Process Best Practice Description Omelet Module In Scope (YIN) Optional Service ION) 3rd Parry Software Customization (YM1 Comment 1 Ate*to identify invoices and Payments that are not coded using solid COA reties or combinations. Exception Procea.Ing Account Payable Y N N 2 Ability to nuke adjustments to Invoices/Payment. seer period is dosed. Exception Presenting Account Payable Y N N 3 Ab4ty to accuse payment information by key omen Than time intervals. Invoice Processing Accounts payable processing performed by a antral shared services organization Account Payable Y N N e Ability to assign project level information to an invoice horn the purchase order. Invoice Prounsing Purchaaing Y N N 5 Ability (0ase�n work scar t from ■purchase order to inn invoice. Invoice Processing Account Payable N N N Requirement removed by City during negatiatians 3tuF n5 ansyaad - g Ability to automatically assign voucher t to "nvokee for manual filing. Invoice Processing Account Payable Y N N 7 Ability' to eulometictlly match invoke and receipt infer -million within defined parameters! tolerance. Invoice Processing Evaluated receipt settlement (ERS) utilized with a two-way match of purchase order with receipt (uwoicelms process) AccountsY Payede N N 6 Ability to automatically populate matched invoice distribution Mtn account code from purchase order. Invoice Processing Account payable Y N N 9 Ability to cencd'moices. Invoice Proceesirg Account Payabe Y N N 10 PlNly to cnptre Fixed ;wet information on voucher trensections. Invoice Processing Aaount Payable Y N N 11 Ability to capture Quantity and Unit of Measure tor Invoices, Invoice Processing Account Payable Y N N 12 Abigly to uptae nnPml justi0e0on comment on Invoice when being unpoeted. Invoice Processing Accounts t Peyade Y N N 13 Ability to mere reaming Invoice for utilities, lees.., etc. Invoice Processing Reaming payment, automated or eliminated with direct delft by the suppler. Account payable processing performed by a central shared -services organization Account Payable Y N N 14 Ability to define toknncea tor Matching, Invoice Procnsing Account Payable Y N N 15 Ability t delete invoices. Invoice Processing Account Payede Y N N 16 Ability to designate accounting period to which Invoice should be ported. Invoice Processing Account Payable Y N N 17 ADNi#y to ensue balance between invoice total and dsbibution total. Invoice Processing Account Payable Y N N 1600dhy to rota an Invoice b •iciest supplier, but indict a different supplier to remit payment to (i.e., factoring). Invoice Processing Account Payable N N N Require unmoved by CI ry during negotiations:: ,5 _-_, aUtar;ubfiaenaer- V,, d' ti ry ,. or ,oeedla-be. ,w 19 Abllily to enter control grown (Batches). Invoice Processing Accounts Payable Y N N ERP-SI Functionakty Response -MASTER negodetions update_11 23 Page 2 of 102 1-Accounts Payable S.Pe*ar. 14 7004 20 Abilityloanler invoice and pay meat information for payments erected outside of AP application. invoice Processing Accounts Payable N N N Requirement romoved by City during negotiations Thies . deveppart...e.«....s y. "a`y^phau ..re.. W10p' aMyrrert lelrv'wad t�b- eensidaraaen: Requinment removed by City during nagotiations7hkis cancWeratiaw, 21 Ability to enter invoices as pre -approved. Invoice Processing Accounts Payable N N 22 Ability to enter invoices tied to POs and invoices not tied to POa. Invoice Processing Accounts Payee Y N N 23 Ability to enter multiple invoices against open POs. Invoice Processing Accounts Payable Y N N 24 Ability to generate Garnishment payment through AP. Invoice Processing Payroll Y N This functionality is handled in Payroll. If this dons not meet the City's requirements, we will provide an estimate to complete a custom interface. 25 Ability to have credit memos and to match them to open invoices. Invoice Processing Accounts Payable Y N N 20 Ability to have multiple batches active at same time. Invoice Processing Accounts Payable Y N N 27 Ability to have remittance advice at the fine level. Invdce Processing Accounts Payable N N N Requirement removed by City during negotiations This - . ,. -'•'- t"'`^"^a' d►•-'ry^ -^t --+-raas-w-wsFawat- µa r.:.....�..'. cenapfwatiert: 28 Ability to hold posting of groupstbatches even after verification. Invoice Processing Accounts Payable Y N N 2g Ability to identify Purchase Orders where tax needs to be accrued (Procurement Issue, but affects AP manual Process Invoices.) Invoice Processing Purchasing Y N N 30 Ability to identify potential duplicate invoices. Invoice Processing Accounts Payable Y N N 31 Ability to import invoice lines using EDI. invoice Processing Supplier invoices transmitted electronically using traditional electronic data interchange (EDI} or Internet file transfers Accounts Payable, EDI N N Requirement removed by City during negotiations EDI is not within the scope of the implementation. 32 Ability to inquire f report on Invoices on hold. Invoice Processing Accounts Payable Y N N ERPSI Fun aIM R p TER negotiations update_11 23 Page 3 of 102 1-Accounts Payable Seprerroer 42 2004 33 Ability to inquire on Invoice batches. Invoice Processing Accounts Payable Y N N 34 Ability to inquire on invoices by multiple criteria including invoice number vendor, invoice date, PO number. Invoice Processing Accounts Payable Y N N 35 Ability to match purchase orders Ines to invoices completey,partialy or both. Invoice Processing Accounts Payable Y N N 76 Ability to modify account/cost center information on invoice. Invoice Processing Accounts Payable Y N N 37 Ability to modify information for Recurring Invoices. Invoice Processing Recurring payments automated or eliminated with direct debris by the supplier Accounts Payable Y N N 38 Abitity to override and pay legitimate duplicate invoices. Invoice Processing Accounts Payable N N N Requirement removed by City during nagotiabons This —W.-niaa*ee., 19 Ability to override matching holds. Invoice Processing Accounts Payable Y N N 40 Ability to override payment consolidation on .pedal handling checks. Invoice Processing Accounts Payable Y N N 41 Ability to override payment terms at in enby. Invoice Processing Accounts Payable Y N N 42 Ability to pay multiple invoices with a single check. invoice Processing Accounts Payable Y N N 43 Ability to pay multiple purchase orders with a single invoice. Invoice Processing Accounts Payable Y N N 44 Ability to perform online approval of invoices. Invoice Processing Accounts Payable Y N N 45 Ability to place invoices on hold, auapend, force payment, or separate the invoice into its own payment Invoice Processing Accounts Payable Y N N 46 Ability to process an invoice for immediate payment. Invoice Processing Accounts Payable Y N N 47 Ability to process customer refunds via .n automated feed. Invoice Processing Electronic methods used to settle payment, such as electronic funds transfer (EFT) and Web -based payment Accounts Payable N Y Y EFT 0 induced for the implementation. Web based payment of supplier invoices can be completed by the supplier via iSuppller Portal. Integration from AR to AP to purees. customer refunds has not been included in scope. To be considered for development using the discretionary pool of hours 48 Ability to process Invoices at a centralized location. Invoice Processing Accounts payable processing performed by a central shared services organization Accounts Payable Y N N 49 Ability to prorate freight and other misce*aneous charges across invoice lines. Invoice Processing Accounts Payable Y N N 50 Ability to record discount on invoice transaction, regardless of payment. Invoice Processing Accounts Payable Y N N S1 Ability to reject individual invoices from a control group when loaded through interfaces. invoice Processing Accounts Payable Y N N 52 Ability to reprocess an invoice once Purchasing dept has resolved match exceptions. Invoice Process* Accounts Payable Y N N 53 Ability ro restrict use of spedflc accounts (prohibit use on account* distribution). Invoice Processing Payable procedures are dear, simple and detailed accurately at the activity level General Ledger Y N N 54 Ability to restrict who can release a match* hold. Invoice Process* Accounts Payable Y N N 55 Ability to specify criteria for Matching. Invoice Processing Accounts Payable Y N N 56 Ability to specify which invoice lines are 1099 applicable. invoice Process* Accounts Payable Y N N 57 Ability to track and report 1099 Supplier as Self Employed, Perinerships, etc. Invoice Process* Accounts Payable Y N N 58 Ability to track operator ID (User) and date of entry for modilcabon of invoice and supplier data. Invoice Processing Accounts Payable Y N N 59 Ability to use acmunticost curter validation, invoice Process* General Ledger Y N N ERPSI Function elity Response-MASTER_negotiabons update l t 23 Page 4 of 102 1-Accounts Payable o Ic Sophi aar is 2004 60 Ability to use models for account/cost center distributions on invoice lines. Invoice Processing Account Payable Y N N 81 Ability to utilize both Nro and three way matching. Invoice Processing Accounts Payable Y N N 62 Ability to view Supplier details while entering invoices. Invoice Processing Accounts Payable Y N N 63 Ability to view a list of matched invoices. Invoice Processing Accounts Payable Y N N 64 Ability to view invoices wet matching exceptions and make comments to buyers regarding invoice. Route exceptions to the buyer for resolution. Invoice Processing Accounts Payable Y N N 65 Auto allocation of invoices by percentage y foed amount. Invoice Processing Accounts Payable Y N N 56 Automatically create invoice tine level detail based on purchase order match, Invoice Processing Accounts Payable y N N 67 Capitalized accounts require approval code (Procurement should include purchase pre -approval process)._ Invoice Processing Purchasing Y N N Capital accounts can be differentiated on the nu/Cheat order and configured with a separate approval process. 68 *process Enter kwoices kh more than one location. Mvoioe Processing Accounts Payable Y N N 69 Identfy invoices that are on a matching hold. Invoice Processing_ Accounts Payable Y N N 70 Permit invoice entry for multiple accounting periods concurrently. Invoice Processing Accounts Payable Y N N 71 Record relevant comments for transaction. Invoice Processing Accounts Payable Y N N 72 Require some Mandatory fields on Supplier depending on rAnidn Invoice u sNeded. Invoice Processing Control of the vendor master tile centralized Accounts Payable Y N N Descriptive Flex Fields can be made mandatory based upon the information entered in other fields within the form. 73 Standardize invoice coring and data entry procedures. Invoice Processing Corporate policy is clear, simple, standard and available aline. Payable procedures are dear, simple and detailed accurately at the activity level. Accounts payable processing performed by a central shared -services organization Accounts Payable Y N N 74 The ability to schedule multiple / split payments at different dates fora single invoice. Invoice Processnq Accounts Payable Y N N 75 Utilize Third Parry Tax software for tax reporting and remittance processing which is ohdsourced to Supplier. Invoice Processing Accounts Payable Y N N 76 Ability to Pay on Receipt utilizing Evaluated Receipt Settlement and Two-way matching. Payment Processing Evaluated receipt settlement (ER5) utlized with a tyro -way match of purchase order with receipt (invoiceless process) Accounts Payable Y N N T7 Ability to create Positive Pay File. Payment Processing Electronic methods used to settle payment, such as electronic funds transfer (EFT) and Web -based payment Accounts Payable Y N N 78 Ability to create EDI Payment File. Payment Processing Electronic methods used to settle payment, such as electronic funds transfer (EFT) and Web -based payment Account Payable Y N N 79 Ability to create EFT Payment tiles. Payment Processing Electronic methods used to settle payment, such as electronic funds transfer (EFT) and Web -based payment Account Payable Y N N 80 Ability to define check sequence by bank. Payment Processing Account Payable Y N N 81 Ability to define payment selection date, payment date, next date. Payment Processing Account Payable Y N N 82 -payment Ability to hande check overflow remittances. Payment Processing Account Payable Y N N 83 Abi0dy to have centralized bank reconcliation. Payment Processing Account payable processing performed by a central shared, services organization Cash Management Y N N 84 Ability to have more than one remit line on check printing. Payment Processing Account Payable Y N N 85 Ability to have special payment handling codes. Payment Processing Account Payable Y N N 86 Ability to identity high dollar checks. Payment Processing Account Payable Y N N 87 Ability to include/exclude specific invoices for pay cycle. Payment Processing Account Payable Y N N 88Ablity to indioate beginning check number fa a check run. Payment Processing Account Payable Y N N 89 Ability to modify payment amount before checks are printed. Payment Processing Account Payable Y N N ERP-SI Functionality Response -MASTER negotiations update_11_23 Page 5 of 102 1-Accounts Payable Sspamber ra 2004 90 Ability to outource the printing and distribution of checks. Payment Processing Accounts Payable N N N Requirement removed by City during negotiations Ttkis- 91 Ability to pay percentage or fined amount to a third party. Payment Processing Account Payable N N N Requirement removed by City during negotiations This - erg-^:.'- -'—._.--e...-r:ejs des. aaalyaewn-a a-and- aastiaaswpfedaT aaacWwaoa. 92 Ability to print altdnate Payee name on checks. Payment Processing Accounts Payable N N N Pending additional information from the City. This requirement may require technical development to complete. Based upon our experience with other public sector organizations and the City's desire to minimize customizations. we recommend that the City eVMuate the existing functionality within the system and consider alternatives to custom developed solutions during the promise design phase of the project. In addition, custom development items need to be analyzed on a more detailed level to estimate the effort and cost to complete the work. Wear this in mind, we are providing an account of hours that the City can use to develop customization and development items. The project team will also be able to prioritize development activities to best meet the City requirements. For each development item identified during process design, a functional desmnpaon and estimate of hours wig be documented and presented to Ore City for consideration. 93 Ability to print checks from a central location. Payment Processing Account payable processing performed by a central shared services organization Accounts Payable Y N N 94 Ability to print in-house checks within AP department. Payment Processing Accounts Payable Y N N 86 Ability to produce copy of check. Payment Processing Accounts Payable Y N N 96 Ability to record and release a stopped payment. Payment Processing Accounts Payable Y N N 97 Ability to record manual checks and wire transfers. Payment Processing Accounts Payable Y N N 99 Ability to select payment entities toDe induced in pay cycle. Payment Processing Account Payable Y N N 99 Ability to back payments by vendor number. Payment Processing Account Payable Y N N 100 Ability to void payments 1 cancel payment and automatically generate reversing accounting entries. Payment Processing Account Payable Y N N 101 DevNop strong Procedures for Voiding t stop payment of checks. Payment Processing Payable procedures are dear, simple and detailed accurately at the activity level. Account payable processing performed by a central shared -services organization Account Payable Y N N 102 lung access to check printer/ check stock. Payment Processing Account Payable Y N N ERPSI Functionality Response -MASTER negolations updat11_23 Page 6 of 102 1-Accounts Payable Sauer Is. ]par 103 Logical consolidation of payments to one supplier. The ability to indicate/control which invoices get combined into a single payment, and which remain separate. Payment Processing Control of the vendor master file centralized Accounts Payable Y N N 104 On-line access to payment history. Payment Processing Accounts Payable Y N N 165 The ability to run pay cycles by handling code. Payment Processing Accounts Payable Y N N 106 Utilize EFT remittance advice form in the application. Payment Processing Electronic methods used to settle payment, such as electronic funds transfer (EFT) and Web -based payment Accounts Payable Y N N 107 Utilize a signature cartridge o szgnaheo bitrnap on a secured drive. Payment Processing Accounts Payable Y N N 108 Utilize check form in application. Payment Processing Accounts Payable Y N N 1091099 Balance Conversions. Period Close and Reporting Accounts Payable Y N N 110 Ability to audit Accounts Payable data. Period Close and Reporting Payable procechres are dear, simple and detailed accurately at the acivdy level. Accounts payable processing performed by a central shared -services organization Accounts Payable Y N N 111 Ability to automatically post Accounts Payable activity to General Ledger. Period Close and Repomng General Ledger Y N N 112 Ability to have images of invoices available at erg locations. Period Close and Reporting Accounts Payable Y N Via standard attachment functionality. 113 Ability to identity which Ise hens from a 1099 supplier se 1099 exempt. Period Close and Reporting Accounts Payable Y N N 114 Ability to post Accounts Payable activities to GL in detail es summary. Period Close and Reporting Accounts Payable, General Ledger Y N N 115 Ability to repot on Aged and Open Liabilities in AP at the Department and Vendor levels. Period Close and Reporting Accounts payable processing performed by a central shared services organization Accounts Payable Y N N 116 Ability to restrict entry of Accounts Payable activity without affecting the GL period, Period Close and Reporting Accounts Payable Y N N 117 Ability to run 1099 reports centrally. Period Close and Reporting Accounts payable processing performed by a central shared services organization. Control of the vendor master file untrabzed Accounts Payable Y N N 118 Automatic intercompany interface for journal entries. Period Close and Reporting General Ledger Y N N 119 Easy Ad -Hoc reporting capability. Period Close and Reporting Discoverer Y N N 120 GL - AP Detail 'Summary with dntl down capabilities, Period Close and Reporting General Ledger, ADI, Accounts Payable Y N N 121 Internal f external Application support. Period Close and Reporting MetaLink Y N N 122 Invoice Approval Report and General Pay Cycle Information. Period Close and Reporting Accounts Payable Y N N 123 Report on details of Pending Recurring vouchers for Period. Period Close and Reporting Recurring payments automated or eliminated with direct debits by the supplier Accounts Payable Y N N 124 Security 1 control issues on reporting. Period Close and Reporting Accounts payable processing performed by a central shared services organization System Administration Y N N 125 Simple/Flexible AP Closing Process. Period Close and Reporting Corporate policy is clear, simple, standard and available online Accounts Payable Y N N 126 The ability for a supervisor to view all vouchers entered during an accounting period, grouped by operator. Period Close and Reporting Accounts payable processing performed by a central shared services organization Accounts Payable Y N N 127 Training • to support standard poky, procedure and software. Period Close and Reporting Corporate policy is clear, simple, standard and available online. Payable procedures are dear, simple and detaned accurately at the activity level, Gtobalized corporate accounts payable policies are tailored for specific geographic regions and sutures within the organization Accounts Payable Y N N End user education Is Included withinthe Scope at firs proposal. Please see the Training section of the Tectmicat Requirements response for more information. ERPSI Functionality Response -MASTER negotiations update 11_23 Page 7of102 1-Accounts Payable sepamt> 14 ma 128 Trial Check Replete, Period Close and Reporting Accounts Payable Y N N 129 Utilize P<ardu. Period Close and Reporting Pro cerement card utilized for small -dollar purchases Account Payable Y N N 130 Vendor history Inquiry / Report. Period Close and Reporting Accounts Payable Y N N 131 Vendor report by terms, volume, aging etc. Period Clue and Reporting Account Payable Y N N 132 Ability to weave Payment within a specified date range. Record Retention Account Payable Y N N 133 Ability to erotica Suppliers after a specified period of inactivity. Record Retention Control of the vendor master Ale centralized Account Payable Y N N 134 Abiiy to erdrive invoices/vouchers within a specified date range. Record Retention Accounts Payable Y N N 135 Ability for Suppliers to be apceaaed stall times during normal business hours. Supplier Maintenance Control of the vendor mauler file centralized Account Payable Y N N 136 Ability for Supplies to perform their own beak inquides online (Le, sell -service) Supplier Maintenance Supplier sell -service for standard inquiries performed via Web -based inquiry tools. Control of the vendor master Ale centralized iSuppier Y N N 137 Ability to assign method of payment lo Suppliers (i-e.check. foreign draft, electronic funds trenafer(EFT)). Supplier Maintenance Control of the vendor master the centralized Account Payable Y N N 136 Ability to *ninon multiple addresses to ■ Supplier (ordering, invoking, remitting, retuning). Supplier Maintenance Control of the vendor master file centralized Accounts Payable Y N N 139 Ability to eutomaticelly number supplier. Supplier Meimenence Control of the vendor master Me centralized Account. Payable Y N N 140 Ability to change Slippier atri /les, Supplier Maintenance Control of the vendor master file centralized Accounts Payable Y N N 141 Ability to convert vendor from legacy syelam. Supplier Maintenance Accounts Payable Y N N Please see the Data Conversion and Ardivng section of the proposal for specific conversions In scope. 142 Ability to define Parent!Subsi*ary relationships within Supplier record. Supplier Maintenance Control of the vendor master Ole centralized Accounts Payable Y N N 143 Ability to define Supplier account i on Supplier setup screen. Supplier Maintenance Control of the vendor master file centralized Accounts Payabe Y N N 144 Ability 10 define Supplier oi specific type o11099 (I.e. Rent, me6cal, comrnueienn), Supplier Maintenance Control of the vendor master Ole centralized Account Payable Y N N 145 Ability to define en effective approval process for Suppliant in a distributed, shared environment. Supplier Maintenance Account. payable processing perfwrired by a central shared -Account services organizs5on. Control of the vendor master the centralized Payable Y N N 146 Ability to chin default GL code on Supplier record. Supplier Maintenance Control of the vendor master Me centraized Accounts Payable Y N N 147 Ability 10 identify W-9 TIN for Suppliers and social security number for employees. Supplier Maintenance Control of the vendor master Me centralized Account Payable Y N N 146 Ability 10 identify employee Suppliers and Legal Suppliers. Supplier Maintenance Control of the vendor mailer Ole centralized Accounts Payable Y N N 149 Ability to inactivate suppliers. Supplier Maintenance Control of the vendor minder Me centralized Accounts Payable Y N N 150 Ability to maintain effective date addresses. Supplier Maintenance Control of the vendor master Ole centralized Accounts Payable Y N N 151 Ability to maintain frequently used payment terms on Supplier record. Supplier Maintenance Control of the vendor moiler Me centralized Account Payable Y N N 152 Abby to place Suppliers on hold. Supplier Maintenance Control of the vendor master Ale centreized Accounts Payable Y N N 153 Ability to reachoale ins five Suppliers. Supplier Maintenance Accounts Payable Y N N 154 Abgiity to referance upacy infomvatlon fo Supplier record ( i.e. legac3 suppler 6, etc) Supplier Mantnnce Control of the vendor master Ole centralized Account Payable Y N N 155 Ability to set Suppliers up, to require sales/use tax. Supplier Maintenance Control of the vendor master Me centralized Accounts Payable Y N N 156 Ability to setup one-time Suppliers where status changes to Meetlye. Supplier Maintenance Control of the vendor master file centralized Account P.y.ble Y N N 157 Ability to specify different Supplier stbibulea el Department level. Supplier Maintenance Control of the vendor master file cenbalized Account Payable N N N Requirement removed by City during negotiations. This functionality Is available via Oracle Multi-org. Multi-org has not been included vvtthn the ucope of the services in this propooal. 156 Ability to utilize one physical Supplier Me with the abilhy to Meek It into more then one logical Me. Soppier Maintenance Control of the vendor master file centralized Accounts Payable Y N N 152 Ability to view Supplier notes such as contact/ history, Supplier Manlnence Control of the vendor master Me centralized Account Payable Y N N 160 Ability to void/merge 6girate Suppiers. Supplier Maintenance _ Control of the vendor Metter file centralized Account Payable Y N N ERPSI Functionality Response -MASTER negotla9ons update_11_23 Page a of 102 1-Accounts Payable Sop(ember /A 2000 161 Define detailed standards to be strictly adhered to by owner of Maintain Suppliers subprocess. Supplier Maintenance Corporate policy is clear. simple, standard and available online Accounts Payable Y N N 162 Generate mailing labels and form letters from vendor file. Supplier Accounts Payable Y N 01Maintenance 163 Periodic Review of Somber Lisbon for Duplicates and Inactive SupplieN, Supplier Maintenance Control of the vendor master Ole e centralized Accounts Payable N N 164 Pwchasing owns supplier maintenance activity. Supplier Maintenance Purchasing Y N N ERP-Si Functionality Response-MASTERnegotiatrons update_11_23 Page 9 ol 102 2-Accounts Receivable Sap.mer, 14 1001 Step Requirement Sub Process Best Practice Description Oracle teodute In Scope (WIN) Optional Benito (YIN) 3rd Party Software Customization (Y/N) Comments t Ability to apply ACH receipts. Set Up Electronic Payments All remittances gross posted automatically to customer accounts via electronic data interchange (E01) or Web -based application from bank Receivables Y N N 2 Ability to direct debit customer accounts. Set Up Electronic Payments Receivables Y N N 3 Ability to utilize multiple Wdcboxes to reduce time of receipt to Post Set Up Electronic Payments Strategically locate lockboxes Receivables Y N N 4 Consistent popes and procedures company -wide. Set Up Electronic Payments Receivables Y N N 5 Create an automated and electronic method to receive customer payments Set Up Electronic Payments Receivables Y N N 6 Create an awareness of the ability and limitations of utilizing a credit cord for payment. Set Up Electronic Payments Trading partner agreements utilized to manage customer expectations for e-business transactions and settlement Receivables, iPayment. Order Management Y N N 7 Define a procedure to temple and communicate customer EFT setup information to the proper financial institution. Set Up Electronic Payments Receivables Y N N 8 Define a standard format for information required to setup cuatomets for Electronic Payment. Set Up Electronic Payments Receivables Y N N 9 Define detailed procedures for the period dosing of AR to GA. Set Up Electronic Payments Receivables Y N N 10 Define detailed standards for prv.ssdg electronlc payments. Set Up Electronic Payments Match 80 percent of remittances automatically using sophisticated agomhms Receivables Y N N 11 Define process and procedures to maintain current customer information. Set Up Electronic Payments Single Customer Database Receivables Y N N 12 Trading partner agreements utilized to manage customer expectations for e-business transactions and settlement. Set Up Electronic Payments Trading partner agreements utilized to manage customer expectations for e-business transactions and settlement Receivables, Trading Community Architecture N N N Requirement removed by City during negotiations. This requirement may require technical development to complete Based upon our experience with other public sector organizations and the Citfs desire to minimize customizations, we recommend that the City evaluate the existing functionality within the system and conside. alternatives to custom developed soluters during the process design phase of the project. In addition, custom development items need to be analyzed on a more detailed level to estimate the effort and cost to complete the work WWI this in mind, we are providing an account of bouts that the City Tian use to develop customization and development items. The project team wi4 also be able to prioritize development activities to best meet the City's requirements For each development item identified during process design, a functional description and estimate of hours will be documented and presented to the City for comderation 13 Use of Internet for accepting customer payments. Set Up Electronic Payments All remittances gross posted automatically to customer accounts via electronic data interchange (EDI) or Web -based application from bank Receivables, Payment N Y Y N This requirement is in scope after removing references to EDI and with the assumption that a credit card servicetbank transfer service is available to process credit and bank transfer payments. This requirement may require technical development to complete. Based upon our experience with other public sector organizations and the Citys desire to minimize customizations, we recommend that the City evaluate the existing functionality within the system and consider alternatives to custom developed solutions during the process design phase of me protect In addition, custom development items need to be analyzed on a more detailed level to estimate the effort and cost to complete the work With this in mind, we are providing an account of noes that the City can use to develop customization and development items. The project team will also be ante to pnoribze development activities to best meet the City's requirements. For each development Rem identified during process design, a functional description and estimate of hours will be documented and presented to the City for consideration. ERPSI Functionality Reap. ASTER_n ate_11 23 Page 10 of 102 i erne 2-Accounts Receivable Swain., 15 2004 14 Use of credit Cards as alternate settlement means for small- dollar sales Set Up Electronic Payments Require Credit Card payments for small dollar items Receivables Y N N 15 Ability to accept and post advance payments. Process Direct Payments Receivables Y N N 16 Ability to accept and post partial payments. Process Direct Payments Receivables Y N N 17 Ability to apply receipts from parent customers to child customer Rem balances. Process Direct Payments Receivables Y N N 18 Ability to apply single payment to nwttiplo customers Process Direct Payments Receivables Y N N 19 Ability to process Notes Receivable. Process Direct Payments Receivables Y N N 20 Define standards for the entry of individual payments. Process Direct Payments Receivables Y N N 21 Remittancesaro Remittances posted to aunts within 24 hours of receipt of payment Process Direct Payments Remittances posted to amounts within 24 hours of receipt of payment. Receivables 22 Ability to appy auto deduct receipts Perform Auto Match All remittances gross posted automatically to customer amounts via electronic data interchange (EDI) or Webbased application from bank Receivables Y N N 23 Ability to apply miscellaneous receipts Perform Auto Match Receivables Y N N 24 Ability to automatically apply cash receipts on customer accounts Perform Auto Match All remittances gross posted automatically to customer accounts via electronic data interchange (EDI) or Web -based application from bank Receivables Y N N 25 Ability to perform automated matching of receipts and remittances to customer accounts Perform Auto Match Match 80 percent of remittances automatically using sophisticated algorithms Receivables Y N N 26 Accounts Receivable / Accounts Payable netting Perform Auto Match Accounts Payable, Receivables N N N Requirement removed by City during negotiations Basic netting funotionairty is available within an Oracle locaszatean. It is however. a commercial application and our public sector clients have not utilized this in the past. 27 Define a specific channel and mechanism for the communication of Write -Off & Discount Pofides to Business Units. Perform Auto Match Receivables Y N N Solbourne will provide proa.+ss design services and user procedure templates to support the develapmerd of documentation for the processes assoaated with the Oracle based transactions that are within the scope of services. These tools can be used a5 the basis for the City to develop additional policies ono procedures for the prnre«ev that are beyond the scope of Solbourne services. 28 Define detailed policies and procedures for the creation and periodic review Of Write -Off & Discount Policies. Perform Auto Match Receivables Y N N Solbourne will provide process design services and user proeedure templates to support the development of documentaton for the processes assocated with the Oracle based transactions that are within the scope of services. These tools can be used as the basis for the City to develop additional policies and procedures for the processes that are beyond the scope of Solbourne services. 29 Define detailed poficiss and procedures for the creation and review of the Auto -Clain process. Perform Auto Match Receivables Y N N Solboume wit provide process design services and user procedure templates to support the development of documentation for the processes assocated with the Oracle based transactions that are wemn the scope of services. These tools can be used as the bass for the City to develop additional policies and procedures for the processes that are beyond the scope of Sabourne services. 30 Define p0kcies and procedures for the creation or amending of tolerances defined in the application. Perform Auto Match Receivables Y N N Solbourne WO provide process design services and user procedure templates to support the development of documentation for the processes associated with the Oracle based transactions that are within the scope of services. These tools can be used as the bass for the City to develop additional policies and procedures for the processes that are beyond the scope of Solbourne services. 31 Define procedures to test the tolerances created in the application. Perform Auto Match Implement cost effective payment matching tolerances Receivables Y N N Solbourne will provide process design services and user procedure templates to support the development of documentation for the processes associated with the Oracle based transactions that are within the scope of services These tops can be used as the basis for the City to develop additional policies and procedures for the processes that are beyond the scope of Solbourne services. ERPSI Functionality Response-MASTER_negotiations u0date_11_23 Page 11 of 102 2-Accounts Receivable SayMmbar IS axN 32 Defined review criteria and thresholds for tolerance Perform Auto Match Receivables Y N N 33 More than 80% of remittances posted automatically using sophisticated algorithms Perform Auto Match Match 80 percent of remittances automatically using sophisticated algorithms Receivables Y N N The standard functlonalsy within the Oracle Receivables appacatlon includes several options regarding the matching of receipts and customer remittances. Solbourne woulo require additional informatics regarding the Citys expedatlons regarding 'sophisticated algomhms% 34 Ability to auto write-off invoke balances below user defined tolerances. Review Non- Matched Payments Receivables Y N N 35 Define detailed procedures for the acceptance and posting of advance payments from customers. Review Non- Matched Payments Receivables Y N N 30 Define detailed procedures for the analysis of unmatched payments. Review Non- Matched Payments Receivables Y N N 37 Define detailed procedures for the return of incorrect payments to issuer. Review Non- Matched Payments Receivables Y N N 38 Define procedures to inform a stoners of the proper remittance procedures, Review Non- Matched Payments Receivables Y N N 39 Ability to create and apply credit memos. Adjustments Receivables Y N N 40 Ability to create and apply debit memos. Adjustments Receivables Y N N 41 Ability to set individual approval limits for write-offs and Adjustments Receivables Y N N 42 Abilty to write-off bad debt expense after approval Adjustments 1 Receivables Y N N 43 Automatic accumulation of short pays in a separate adjustment fee until cost-ettectwe research levels are reached. Adjustments Accumulate short -pay write offs to cxst effective level prior to detailed research or collection follow-up Receivables N N N Requirement removed by City during negotiatlons Tpie. 10 ^`•`.`._•^ "'�>"'^" ^�tl ^^^t W vs the •--1c W"!t thin: irr plate sf °-sr- -- --a he arurm^"a6 Ord "a "Aa,CYY p•^-tie toccaneitlaratiar� 44 Define procedures for the review and handing of items not Within the tolerances of solo vniteoff, Adjustments Receivables Y N N Solbourne will provide process design services and user procedure templates to support the development of documentation for the processes associated with the Oracle based transactions that are within the scope of services These tools can be used as the basis for the City to develop additional policies and procedures for the processes that are beyond the scope of Solbourne services. 45 Define poscies and procedures for Claim and Dispute processing/handling. g. Perform Dispute Resolution Receivables V N N Solbourne wilt provide process design services and user 4 procedure templates to support the development of docwnentation for the processes associated with the Orade based transactions that are within the scope of services. These tools can be used as the basis for me Coy to develop additional policies and procedures for the processes that are beyond the scope of Solbourne services. 46 Develop a "credt alert" wire to notify business-unitcreditPerform management regarding customers experiencing financial difficulty. Dispute Resolution Receivables N N N Requirement removed by City during a The t ainformation contained within the standard module credit information is included within the scope of services, Automated credit deddng and alerts from external systems are not included. however. 47 Customer master file maintenance retained by divisions . Fee Maintenance Single Customer Database Receivables Y N N 48 Single customer master file utilized company wide and throughout sales to collection cycle. File Maintenance Single Customer Database Receivables Y N N ERPSI Functionality Response-MASTER_negotiatloes update 11 23 Page 12 of 102 3-Benefits Administration sperms. 1S, 1dd1 Step Requirement Sub Process Best Practice Description Oracle Module In Scope (YINi Optional Service (Y/N) did Party Software Customization (YM) Comments 1 Simplify benefit plans. Extend coverage from the first day of employment. Etiminate prorating, working spouse and -lathering Benefit Plan Redesign, and Implementation Benefits plans developed that explicitly support the organizational and resource planning objectives of the organization Advanced Benefits Y N N 2 c contributions, grand Enedoyees make changes to their records In one central system, using Employee Self Service, and those Manger flow to vendor databases Benefit Plan Redesign, and Implementation Employee records updated automatically following completion of internal training and development programs Advanced Benefits Y N N 3 a automatically Single point -of -contact established for all employee questions Benefit Plan Redesign, and implementation Self -Service tool provides automatic prompt to employee as they make life or career data changes that may impact other data (e g., benefits payroll, security) Advanced Benefits Y N N 4 A passive enrollment process instituted; re -enrollment occurs only when making changes or when legally required, such as for flexible spending accounts Develop Employee Benefit Objectives and Strategies Benefit planning modules / systems that automatically integrate with BR /payroll systems to reduce re -keying of pricing / plan rules Advanced Benefits Y N N g Employee benefits plan enrollment Completed at time of hire using Employee Self Service, including tests for eligibility based on plan rules Develop Employee Benefit Objectives and Strategies Employees responsible for updating personal data via EBS (e.g., births, deaths, Mange in marital status, change of address, banking details, educational progression and new skill -set acquisition) Adealced Benefits Y N N 10 Employee benefits information is available on the Web and employees can access this information when and where they need it; includes the required forms. plan descriptions and confirmation statements Develop Employee Benefit Objectives and Strategies Benefit plan nkrg modtles / systems that automatically integrate with HR / payroll systems to reduce re -keying of pricing 1 plan roles Advanced Benefits Y N N 11 Employee enters fife -event changes and dependent information online via ESS with required documentation sent to SSC (shared -services center) Develop Employee Benefit Objectives and Strategies One integrated data repository utilized for all employee record information (demographic, dependent, beneficiary, payroll) Advanced Benefits Y N N 12 One database utilized for determining eligibility Develop Employee Benefit Objectives and Strategies One integrated data repository utilized for lilt employee record information (demographic, dependent, beneficiary, payroll Advanced Benefits Y N N 13 Capability exists to track, identity and analyze employee issues relative to providers and Thud Party Administrators Benefit Plan Reporting and Analytics Matching of benefits profile to desired organization demographics utilized to attract and hold a workforce consistent with strategic objectives Advanced Benefits Y N N 14 (TPA) New On-line benefits -election modeling instituted for effect on net pay Develop Employee Benefit Objectives and Strategies Benefit planning modules / systems that automatically integrate with HR 1 payroll systems to reduce re -keying of pricing / plan rules Advanced Benefits Y N N 15 Benefits communication provided in mubpie languages Develop Employee Benefit Objectives and Strategies Advanced Benefits Y N N We will supped the US dollar currency and both English and Spanish languages per the standard Oracle Appkcabon MSS functionality. All training and project documentation win be in English. 18 Self-scrNce tedmdogy used by employees to enroll in pension & savings plans, request retirement, forecast projections, change beneficiary designations and obtain general plan information Develop Employee Benefit Objectives and Strategies What -if modeling capabilities tied to overall business planning models; used for evaluating the impact of benefit plan changes Advanced Benches Y N N 17 Data exchange with TPAs fully automated, enabling access to key data via shared database to expedite issue resolution Benefit Plan Redesign. and Implementation TB D Advanced Benefits Y N N This requirement will be met with Oracle's System Extract tool whits provides the City with the ability to extract Benefits information Ina form that is meaningful to the City's TPA's. Access to a shared database is a custom development effort and is not included within this scope. 18 FAOs, inquinas, enrollments, terminations and fife -event changes only available via online knowledge database, work ode or kiosks Benefit Plan Redesign, and implementation Centralized call center handles a minimum of 80 percent of all employee inquines on first contact Advanced Benefits Y N N ERP-SI Functionality Response -MASTER negotiations update_1 t_23 Page 13 of 102 4-Baling September fA Wei Step Requirement Sub Process Best Practice Description Oracle Module In Scope (YM) Optional Service MN) 3rd Party Software Cw omization (Mt Comment* 1 Ability to define baling contacts at the customer level. Mainain Customer Receivables Y N N 2 Ability to d.5ne invoice distribution method at the customer level (I. e. EOI, paper, fax, etc.). Maintain Customer Receivable* N Y Y N Standard OracleReceivables functionality without the use of third party software provides only for the printing of invoices, XML Publisher expected to be delivered with the release of 11.3,10 may allow alternate distribution methods such as this. May require 3rd part) product to process fax distribution. Thiaraquinwwat l0 t.y....y..„_..,e..._.v.,2.,.G.yv..P1y--Wit"' to system sad.,,,..•w.site..,n._.e•................e.,e�..P..y. _...P..ep. ee.1,• e_y e...m ae_,y.a da..e .. y,._,.,, tie,......,,, ah„ e:,w..,,.w .,.....,...,,..,Pere Ma .(e.e,..y ma- ,.e ^ i9WW'P 3 Ability to segregate Dill To, Ship To, Sold To, Remit From, Correspondence end Parent Customers and group them as appropriate. Maintain Customer Receivables Y N N 4 5 Ability to set defaults at the customer level for sales tax applicability and rates with override capability at the invoice level. Maintain Customer B04ng system has the capability to flag invoices or customers so that no sales tax is assessed Receivables Y N N Utilize a single custom master I ie across Order Entry, Bluing Credit, Project Accounting. and Accounts Reoeivsble. Maintain Customer Seantess interface exists between order entry, billing and crews; rutty integrated with common customer database Receivables Y N N t Ability to track multiple folios bra single customer and multiple customers for a single folio Maintain Customer Property Management Y N Y During negotiations, It was decided that an outbound Interface from the AR module to CityView Land Management System would be included in the scope of tequ(red interfaces to Wrest this requirement as it pertains to related license and certificate of use billing. Ability to differentiate folio owners from folio tenants Maintain Customer Property Management N Y During negotiations, it was decided that an outbound interface from the AR module to CityVisw Land Management System would be included in the scope of required interfaces to meet this requirement as It pertains to related license and certificate of use billing. 9 Ability to flag customer addresses as invalid (e.g. when mail returned) Maintain Customer Receivables Y N N 9 Ability to update invalid mailing addresses automatically from Miami -Dade database Maintain Customer Receivables N N N Requirement removed by City during negotiations, Thin requirement may require technical development to complete. Based upon our expenence with other public sector organizations and the Gity'a desire to minimize customizations, we recommend that the City evaluate lee existing functionality within the system and consider alternatives to custom developed solutions during the proses design phase of the project In addition, custom deveoopmer items need to be analyzed on a more detected level to estimate the effort and cost to complete the work. With this in mind, we ere providing an account of hours that the City can use to develop customization and development items. The project team will also be ebbs to priortrze development activities to best meet the City's requirements. For each development item identified during process design, a functional description aria estimate of hours will be documented and presented to the City for consideration. 10 Ability to create recurring charges Maintain Pricing At billing information for both goods and services accumulated automatically in one system Receivables Y N N 11 Ability to maintain item master and multiple pride lists Maintain Pricing Inventory, Order Management Y N N Price lists are available within the Order Management appfcabon Multiple price bats can be maintained in Oracle but they d0 not default prices to AR invoices. 12 Ability to designate certain customer types as non billable (e,g. not for profit government agencies, city -owned etc.) Maintain Pricing Receivables Y N N 13 Ability to override standard rates when creating an irwoice Maintain Pricing Receivables Y N N ERPSI Functionality Response -MASTER negotiations update_11_23 Page 14 of 102 4-Billing 5apfwebe, 1a 2004 14 Provide (iced fee or variable charges on invoices Maintain Pacing Recervables Y N N 15 A6ilrty to gene,,,, deferred revenue entries to General Accounting for unbdled hems. Period Close Projects, Order Management Y N N 18 Ability to independently dose the billing period from the $enoral accounting close. Period Close Receivables Y N N 17 Ability to accept multiple interfaces at varying times from operating and third parties systems forme purposes of invoice generation Process Billing All baling information for both goods and services accumulated automatically in one system Receivables N Y Y To be considered for development using the discretionary pool of hours for any interfaces not speolfkalry required by the REP Please see the Oracle E Business Suite Customizations 8 Interface Development section of the proposal for specific interfaces in scope. 18 Ability to attach supporting documents to an invoice electronically. Process Billing Electronic data interchange (EDI) and company Web -based intnnets used regularly for order entry and bdbng (electronic bill presentment Recevable5 Y N N 18 Ability to auto tax (electronically tnnsmB) or EDI supporting documents including invoices, proof of delivery, etc. to custom.,,. Process Billing Electronic data interchange (EDI) and company Web -based intnnets used regularly for order entry and biting (electronic bin presentment Receivables N Y Y Y May require third party application to process fax transmission. "Supporting documents" was defined to mean produced by Oraote functionality. This requirement may require technical development to complete Based upon our experience with other pubis sector organizations end the City's desire to minimize custort,abons, we recommend that the City evaluate the minting Ivnotionakty within the system and consider alternate to custom developed solutions during the prows design phase of the project In adddwn, custom developmer darn need to be analyzed on a more detailed level to estimate the effort and cost to complete the work. 1Nid1 this m mod, we are providing an accourd of hours that the City can use to develop customization end development items. The project team wd1 also be able to prioritize development acavrees to best meet the City's requirements For each development dem idenb8d during process design. a l00050nal description and estimate of hewn will be documented and presented to the City for wnsldentior 20 Ability to automatically apply discounts or surcharges to bigin live items. process Baling Receivables Y N N 21 Ability to bip in inslakmerfs 8648ased on set percentages or custom plans. Process Billing Receivables Y N N 22 Ability to create a return payment coupon with bar coding as pen of the invoice to support lockbox data transmission Process Billing Receivables N Y Y Y Similar functionality was created at St. Petersburg where a bar code was printed on the remittance part of the form, providing the Oracle AR invoice number and invoice amount only. The City would need to have a bar code readers in place early to allow testing. To implement this functionality, 3rd-parry bar code fonts must be installed. This requirement may require technical development to complete. Based upon our experience with other public sector organizations end the City's desire to evimize customizations we recommend that the City aluate the existing lunceonallty wean the system and consider alternatives to custom developed solutons during the process design phase of the project in addition, custom development items need to be analysed on a more detailed level to estimate the effort and cost to complete the won With ih15 in mind, we are providing an account of hours that the City con use to develop customization and development 4ems. The project team wet also be able to prioritize development activates to best meet the C4y's requirements. 23 Ability to create a template or copy for data entry of miscellaneous items; eliminates rekeying of static intorno. Process Billing Receivables Y N N 24 Ability to create automated recurring mvoiwa to be billed to 'Process credit card Biting Receivables Y N N Can veate recurring invoices; how they aro paid i3 a separate issue. 25 Ability to create custom line descriptions for invoices (muhlph lines per hem) Process Biting Customer receivables issues are minimlzed through system enabled explanatory notes wmoh are included with invoices and consistent reference to customer purchase order umbers Receivables 7 N N 26 Ability to vests intercompany transactions him interface files. Process Billing All billing information for both goods and services accumulated automatically In one system General ledger Y N N 27 Ability to create invoices at different locations in order to support Disaster Recovery procedures. Process Biding Customer billing transactions processed in a shared secdce center Reoetvabies v N N 28 Ability to define multiple billing line item types that will generate proper account distribution. Process Billing Rewrvables v N N ERPSI Functionality Response -MASTER negotiabons update 11_23 Page 15 of 102 4.811gng s owner rs, 2004 29 Ability to distribute invoices via EDI or web (electronic bill presentment) Process Billing Eliminate billing activities by accepting credit card payment a the source of the transaction. Automatic recognition of customer receivable when customer places order through online catalog wloch has been provided to them Receivables. IReceivablea, EDI N N N EDI is not in scope Requirement removed by Cityduring negotiations 30 Ability to enter comments which an print out on an invoice Process Billing Customer receivables issues are minimized through system enabled explanatory notes which are included with invoices and consistent reference to customer purchase order numbers Receivables Y N N Comments can be entered in the Description field on the invoice line which will allow them to be printed on the invoice form. •.U.aw.. w... wrwider sear^.,.:.r_........,�e„at,.m.ewyy cis -`.f .._.. _. mp.nsa.. _. .... T.. Wm....- in rrvod,, - pmv:.."g. .M".,.'.r "...t t . . ✓ a -V- s .. )_ . . - -- a' '-' - of hews wnl be p':•^ 31 Ability to flag customer or invoices for nail or hold Process Billing Receivables Y N N Flags an be added to customer and/or invoice records to apture this information. Descriptive tlexfieals will be used 11 capture this date. 32 Abisy to tWg interlace fibs to generate cr not generate an invoice. Process Billing All billing information for both goods and services accumulated automatically in one system Receivables Y Y Y This rule will be included in all interfaces in scope and any optional interfaces added to the scope. Please see the Oracle E-Business Suite Custondzalbns B Interface Development section of the proposal for specific interfaces it scope. 33 Ability to flag items or specific transactions as'non-taxable' Process Billing Billing system has the capability to flag invoices or customers so that no sales tax ¢ assessed Receivables Y N N 34 Ability to generate an invoice based on the sales of individua Units (Franchise Billing) Process Billing N N N No longer in scope per Addendum 1 from the City 35 Ability to generate and/or print invokes on a central¢ed or decentralized basis Process Billing Customer bang transactions processed in a shared seas center Receivables Y N N 30 Ability to generate the offsetting voucher payable from interunit billing transactions. Process Billing Payables, Receivables N N N Requirement removed by City during negotiations This. s y ' ' ' ' _ientvitiaattleapuniesoentet eN ..n 61",-,--4....6--tnaa hmpy. . 44.—n'..,.a-au pp 37 Ability to input invoices for miscellaneous or one-time charges. Process Billing AN billing information for both goods and services accumulated automatically in one system Receivables Y N N 38 Ability to print a single invoice or entire batch of invoices. Process Billing Rearvabtaa Y N N 39 Ability to print multiple copies of an invoice and distribute 10 versus eddreues by various dishbution methods, i.e. additional copy of invoke for Management Company Process Billing Receivables Y N N Use of customer relebonahipa for the customization 46 Ability to process multiple currencies and languages Process Billing Customer invokes can be consolidated for mulpie products shipments, divisions and currencies AN modules however General Ledger 9ovems the currency. N N N We win support the US dotter currency and both English and Spanish languages per the standard Oracle Application MLS functionality. AN training and documentation will be in Englis Processing of multiple cbneneies is not in scope. 41 Ability 10 produce an invoice xunmssy including invoke line item aunts and total value of renitence by invoice category Process Billing Customer invokes can be consolidated for multiple products shipments, division s and Currencies Receivables, Discoverer Y N N 42 Ability to reference billing adjustments for Return Matonal Authorizations (RMA) to the original invoices. Process Billing Receivables, Order Management v N N ERP-SI Funotionn ty Response -MASTER negotiations update_11 23 Page 713 of 702 4-Biting Sewemer IS, TON 43 Ability to reference the customers PO or contract number an Inc invoke. Process Billing Customer receivables issues are minimized through system enabled explanatory notes which are included wan invoices and consistent reference to customer purchase order numbers Receivables Y N N 44 Ability to reflect units and total dollars on invoice Process Riding Customer receivables issues are minimized through system enabled explanatory notes which are included with invoices and consistent reference to customer purchase order numbers Receivables Y N N 45 Ability to support an unlimited number of statistics for billing purposes and integration to the general ledger. Process Biding Receivables Y N N Statistics are limited to the standard data fields and available descriptive nexfiekis within the applications and Can be reported via the Discoverer ad -hoc query tool. 4G Ability to systematically generate sequential numbering of control groups (batches) Process Biding At billing information for both goods and services accumulated automatically in one system Receivables Y N N 47 Ability to track the biting source, i.e. where the transaction came from. Process Billing Receivables Y N N 48 Ability to utilize standard billing formats across business entities Process Billing Customer baling transactions procemed in a shared service center Receivables Y N N 49 Allow fora flexible invoke numbering structure that can be autoeSsigned or provided manually. Process Billing ReceNaMes Y N N 50 Automatically generate invoices for standard, recurring and contractual goods or services, Process Biding Receivables Y N N Using copy functionality_ Limited to standard functionality an use of autoinvoice and recurring invoices 51 Flexibility to create a combined invoice for products and services or keep them separate Process Billing Customer invoices can be consolidated for multiple products, shipments, divisions and currenclas Receivables Y N N 52 Immediately recognize receivable when order is placed via web or cad center utilizing a catalog. Process Billing Automatic recognition of customer receivable when customer places order through online catalog MUM nos been provided to them. Order Management, Receivables Y N N MEANS THAT RECEIVABLE IS RECOGNIZED IN THE AR Spat -EDGER AS SOON AS IT IS INTERFACED INTO THE SYSTEM - ALSO ASSUMES THAT AN INTERFACE IS WRITTEN TO IMPORT INVOICES ee i !' ergeezatfw ... n.. pe..r-,.,y..._ 4 s.na.......«t...—g Me in4.eb 53 Invoice needs to be able to print MICR encoding and/or barcodes Process Billing N Y Y Y A printer with MICR capability will be required to print bar codes on Invokes. in addition, effort from the discretionary pool of hours may be needed to add information to be MicR encoded to the standard invoice output. This requirement may require technical development to complete. Based upon our experience with other public sector organizations and the Citys desire to minimize customizations, we recommend that the City outdo -ate the existing functionality within the system and consoler attematoros to custom developed solutions during the process design phase of the protect. In adtlalbn, custom development dams need to be analyzed on a more detailed level to estimate the effort and cost to complete um work. Won this ei mend, we are providing an account of hours that the City p se to develop customization and development items. The project team wd1 also be able to pnoreize development activities to best meet the City's requirements. For each development item identified during process design, a funcbonet description and estimate of hours will be d0Cumm 54 Maintenance and automatic application of sales tax for ntuttlpie taxing jurisdictions Process Biding Appropriate sales tax, treigtd and other epecrol handling fees calculated automatically Receivables Y N Vertex N There is a sales tax interface provided. 55 Re -print an invoice without posting an open den to AR and GL to replace customer 'lost invoices Process Billing Receivables Y N 58 Seamless integration between Order entry, Biding, Credit, Project Accounting and Accounts Receivable. Process Billing Seamless interface exists between order entry, billing and credit, fully integrated with common customer database Receivables Y N N ERPSI Functionality Response-MASTER_nego'aiions update t 7 23 Page 17 01102 4 Billing swei mbr 15, 2004 57 Support flexible, standard or multiple invoice formats with user defined fields and business units with multiple logos. Process Biding Receivables N Y Y XML PUBLISHER WILL ALLOW MULTIPLE FORMATS FOR THE SAME INFORMATION AND IF ADDITIONAL INFORMATION IS REQUIRED ON DIFFERENT INVOICES THIS WILL BE DONE AS PART OF THE DISCRETIONARY POOL OF HOURS. This requirement may require technlcal development to complete. Based upo our experience with other public sector organizations and the City's desire to minimize customizations. we recommend the the City evaluate the existing functionality within the system and consider alternatives to custom developed solutions Mimic; the process design phase of the project in addition, custom development items need to be analyzed on a more detailed level to estimate the effort and cost to complete the work. With this in mind, we are providing an account of hour that the City an use to develop customization and development aeries. The project team wig also be able to prioritize development activeies to best meat the C6ys requirements. For each development item identified during process design, a functional descnpton and estimate of noun will be documented and presented to the City for cons 58 Supports automated project based billing (Details included in Project Accounting requirements document) Process Billing All billing Information for both goods and services accumulated automatically in one system Project Accounting Y N N 59 Supplant addle.. available for transaction entry which would Munk errors in posting to incorrect accounts (i.e. input restricted to certain accounts - pop up window or choices available) Process Biding Maintain low error rate (less bran two percent) in the customs billing process Receivables. General Ledger Y N N 80 Supports flexible biking schedules and proreted bills based o customer requkements (i.e., daily, monthly, weekly, sem4 annually etc.) Process Billing Customer receivables issues are minimized through system enabled explanatory notes which are included wrtn invoices and consistent reference to customer purchase order numbers Receiwbles Y N N 61 Ability to track orders that have not yet been billed Process Biding Order Management Y N N 62 Ability to automaticelty assess interest and/or penalties baser upon a predefined schedule (with or without installments) Process Billing Receivables Y N N 63 Ability to manually waive interest andfor penalties (with or without installments) Process Billing Receivables Y N N 64 Ability to adjust an entire bill or make adjustments at the line level. Reconcile and Audit Receivables Y N N 65 Ability to validate the account coding for an in et batch pric to release. Reconcile and Audit Receivables Y N N 86 Provide audit trail reporting of date back to the originating source (Operational system). Reconcile and Audit Maintain low enor rate (loss than two percent) in the customs biking process Receivables, Order Management Projects Y N N Audit trap to abler Oracle applications is availablevia standard views and links. Links to external systems are by reference only and information in external systems wild need to be queued manually within the source system. 67 Support workflow process for customer self service. Reconcile and Audit Ability for customers to inquire on their accounts through an Internet or secure intranet application (e.g., sett servile inquiry) RReceivables Y N N 68 Ability for customers to notify us of discrepancies via the web Reconciliation and Error Resoution Web -enabled log enables customer contact to record the outcome of any inquiry phone ails, allows management to monitor online IRecevables Y N N 69 Ability to arced identified errors detected on the interface file, Reconciliation end Error Resolution Maintain low error rate (less than two percent) in the customs biking process Receivables Y N N 70 Ability to identify user performing updates and originating interface sae; provide audit trail reporting of data back to source Reconciliation and Error Resolution AN billing information for both goods and services accurrnileted autcmaaeaky in one system Receivables Y N N 71 Ability to modify manual invokes before patine to AR. Reconciliation and Error Resolution Maintain low error rats (less than two parent) in the customs biking process Receivables, Order Management, Projects Y N N Customer invoices are created in Oracle AR. Prior to reachinga status ot'Complete' and being transferred to ine General Ledger, the invoice an be modified. ERP-SI Functionality Response-MMASTER_negotianons update_11_23 Page 18 of 102 4 BaBng serkwrmw ea taw 72 Ability to perform automated system balancing by billing system prior to uploading the interface from the operational systems. Reconciliation and Error Resolution Maintain low error rate (leas than two percent) in the customs billing process Receivables N N N Requirement removed by City during negotiations. This requirement may require technical development to complete Based upon our experience with other pubic sector organizations and the City's desire to minimize customizations, we recommend that the City evaluate the existing Nncbonalhy within the system and consider alternatives to custom developed solutions during the procea design phase of the project In additan, custom developmer items need to be analyzed on a more detailed level to estimate tie effort and cost to complete the work. With this in mad, we are providing an account of hours that the Cry can use to develop customization and development items. The project team will also be able to prloratze development activities to best meet the Ctys requirements. For each development tem identified during process design, a funcbonal description and estimate of hours will be documented and presented to the City for consideration 73 Ability to provide exception report regarding errors encountered by billing system on the interlace file from the operation systems. Reconciliation and Error Resolution Maintain low error rate (less Nan two percent) in the customs biking process Receivables N Y N THIS REQUIREMENT FALLS UNDER THE DISCRETIONARY POOL OF HOURS FOR INTERFACE NOT ALREADY ERPLICITEDLY IN SCOPE AND IS ASSUMED PART OF THE DESIGN FOR ALL INTERFACES ALREADY IN SCOPE. This requirement may require technical development to complete. Based upo our experience WOO other public sector organizations and the COO desire to minimize customizations, we recommend Via the Cry evaluate the existing functionality within the system and consider alternatives to custom developed solutions during the process design phase of the project In addition, custom development items neea to be analyzed on a more detailed level to estimate the effort and cost to complete the work. With this in mind, we are providing an account of hour that the City can use to develop customization and development terns. The project team and also be able to amortize development activities to best meet the Cdys requirements. For each development item identified during process design, * functional description and estimate of hours will be documented and presented to the City for cons 74 Ability to re -generate an invoice from the same time period if a correcacn has occurred. (i.e. prichg ions incorrect on the engine') Reconc,Sation and Eno, Resolution Maintain low error tete (less than two percent) in the customs biding process Receivables Y N N 78 Ability to review manual invoices prior to releasing Nem online Reconciliation and Error Resolution Maintain low error rate (less than two percent) in the customs biting process Receivables Y N N 78 Ability to void manual invoices before posting Reconciliation and Error Resolution Maintain low error rate (less than two percent) in the customs billing process Receivables Y N N 77 Support a self service elncbonic dispute resolution process. Reconciliation and Error Resolution web -enabled leg enables customer contact to record the outcome of any inquiry ')none a)Io; allows management to monitor online ,Receivables Y N N Ok per Kathi C - need to determine if Receivables is in stop 78 Ability to archNe invoices Record Retention Receivables Y N N Soiboume will work with the City to identify and understand purging and arching uhabes and processes during the Imptemenabon. We do, tawever. recononend that ins City wait for an extended period of time before implementing any arching processes Standard Oracle archiving functionality Is included in the response section on archiving. 79 Ability to drill down from product type fisting by category Record Retention Receivables Y N N The Oracle ApplMatlona have tools to dd8-down and view detailed information. Without more detail on mis requirement, however. we ate unable to determine whether the applications will meet the City s needs. ERPSI FunetioneNry Response-MASTER_negotiations update 11_23 Page 19 of 102 JP. So%carry 48Nbng Sapsmbr 15, 20a4 80 Ability to link ( hyperknk) to original contract from invoke or statement screen Record Retention Receivables N N Y Requirement removed by City during negotiations - ...... -r ': n...'.",..r —r._ ^mare-m-,e.-ray^,_,.. <the iamMd, W. a—pray"y.•^ac^ 4'4-0 „y^cssat theray Tro praj-s„<am•wiM1-yea be a"" to pr^Aia" development deye4011, ....., ..^e.in-.. d.artgpe--a<.. a dnr...^®..e.r. .e.. pr...11e.r .,.. fro City r , ....^.u,.,k,p. 81 Ability to reprint invoices from past periods Record Retention Receivables Y N N 82 Ability to search for a Ol account when entering a manual invoke. Record Retention Receivables Y N N 83 Ability to search for information on any field with DriN Down capability Record Retention Receivables Y N N 84 Ability to sort and track by Invoice type. Record Retention Receivables Y N N 85 Ability to track invoice number tremble operation systems. Record Retention Receivables Y N N There are fields In the invoice open interface tile to whit this information can be mapped and then stored In a descriptive flexfield in Oracle Receivables. 3hb' ,,-.'2,. N^d' r,..--.t..<ppjaa6 0 4- A , - •--.-'1+vd.levebto e-'t.... p......»ha' the Ceye . ....,,...m a.. r.,y....q ..e,-.^,, c,.. each documented ^M p"^e^5wr5Don 88 Ability to view invoices on the intemet Record Retention Ability for customers to inquire on their accounts through an Internet or secure intranat application (e.g., sett service inquiry) iReceivabbs Y N N 87 Ability to view prior entries vie invoice number, invoice amount, etc. Record Retention Receivables Y N N 88 Ability to view transaction history. Record Retention Receivables Y N N 89 Ability to viewlaccesa invoicing history files and research duct trail Retort! Retention Receivables Y N N 90 Ability to rcpoR an da1iN tans:stun errors in order to msnag risk and to prevent reoccurrence Reporting Receivables Y N N 91 Ability to report on monthly sobs tax by fazing jurisdictions. Reporting Receivables, Discoverer Y ti N May require a Discoverer report 82 Ability to report on web usage by customers Reporting Discoverer Y N N ERPSI Functionality Response-MASTER_negotiations update_11_23 Page 20 of 102 a -Billing Sepamerr IA 2004 93 Ability to review profit by Item Number Reporting Oracle Reports, Discoverer N N N Requirement removed by City during negotiations This requirement may require technical development to complete Based upon our experience with other public sector Organizations and the City's desire to mwtamze customizations, we recommend that the Cry evaluate the existing functionality within the system and consider alternatives to custom developed solutions during the proses design phase of the project In addition, custom doveloprner gems need to be analyzed on a more detailed level to esbmalo the effort and cost to complete the work With this rn mind, we are providing an account of hours that the City can use to develop customization and development items. The project team will also be able to prioritize development activities to best meet the Cdys requirements. For each development item identified during process design, a tuncgonel description and estimate of hours will be documented and presented to the City lot consideration. 94 Ability to roll up multiple invoices by customer, sales representative, or territory. Reporting Discoverer, Receivables Y N N 95 Ability to sod invoice by Contract number, Purchased Date, Customer Name, Item Number. Invoiced Date and Remittance amt. Reporting Receivables. Discoverer Y N N 9d Ability to sort invoice by categories. including Sales. Sales Adjustments, Cancellations, Reinstatements and Claims. Reporting Raceivabits, Discoverer Y N N 97 Ability to vww counts and total value of remManct M protluc type. Reporting Order Management Receivables, Discoverer Y N N Page 21 of 102 ERPSI punetionality Response -MASTER_ negotiations update 11_23 5-Budget Formulation Sepfanbsr 11 2004 Step Requirement Sub Process Best Practice Description Oracle Module In Scope IYMI Optional Service (Y/NI 3rd Party Software CustomiaaHon (y/NI Comments 1 Ability to compare budgets against panned targets - within epplicadon. Compare Outcome to Op/Fin Plan Targets Provided at Stan - Budget reilrations focused on identifying tag tying actions o achieve operational targets - not on procces.ing financials Ptrelieieaer- puagebee N/A N N Y N During negotiations, the City decided that Drxk PSB would not be implemented to1 Mill this requirementY ented. Third -party Hyperion will be 2 Ability to drill -down within reports. Compare Outcome ro Op/Fin Plan Targets Provided at Sian - Budget reiterations loomed on identifying acdala o achieve operational targets - nal on processing financials --- ---- WA N N Y N During would not be implementeds, the . Td Bide, that Oracle PSB f P t. Hyperion will be implemental to fulfill this requirement 3 Ability 10 inquire on budget data within application - including the ability to 1) download o an Excel formal. 2) compare line -item budgets within • version, compare budget version, and compare Midrib by budget period. Canpare Outcome to Op/Fin Plan Targets Provided .l Stan - Budgeting is enabled through an integrated application that 5 used eonlistenty throughout the organization. RuDga-Sesler- Budgeting N/A N N Y N During negotiations, Me City decided that Oracle PSB would not be Implemented. Third -parry Hyperion will be implemented to fulfill this requirement. 4 Ability to provide commentary on variances be budget and Panned terrine Compare Outcome to Op/Fin Plan Trpets Provided at Stan - Budget process Is driven by top down targets. Agreement on overall summary -level budget reached prier to preparing detailed budget.. - Budget process fully linked to strategic planning through operation.' targets derived kom atr.tagic objectives - Budget reiterations footed on identifying actions to *thieve operational targets - not on processing knandals PtakSeel..- Budgeting N/A N N Y N During negotiations, the City decided that Oracle PSB would not be implemented. Thirdpatty H t P nY Hyperion will be implemented to fulfill this requirement S Ability to net repents at al levels Witte Nerardhy and for types of analysts ktdudinq Budget vs. Target and Version Analyeia. Reports should be able 10 be run by user. on demand -end Beta access should be limited by role, Compere Outcome to Op/Fin Plan Trgw Provided at Stan - Budget reilrstiom basal on identifying ac9ona to achieve operational targets - not on processing financials PtralieSeet.r- Bae/earq N/A N N Y N During negotiations, the City decided that Oracle PSB would not be implemented, Third.Parry Hyperion will be implemented to lu till this requirement. S AbiWy to automatically consolid.b/aggregale individual budget components. Con.olidete Budgets - All Maneiel functions Inducing consolidation. elimination and foreign crrency trenWton re performd auorroticaty within the panning teal IWbsc crew �/eting NIA N N Y N During negotiations, would not be imlement d. Third decided y H Oracle PSB P n rh' Yperion will be implemented dlramedt. Mis requirement 7 Ability o drill -down from high-level report into lower level 01 detail. Consolidate Budgets -Each laud of the organization budgets • Smiled number of line item. and Ins kern are allpnad and inked et every level of the organization piesavrr-NIA N N Y N at onsfulfi,l During negotiations, the City decided Mat Oracle PSB would not be implemented. Third -party Hyperion will be imokmented to NMI! this reouirementy 8 Ability to run reports detailing high-level view of budget venue target Consolidate Budgets - Budget prouss es Mean by top down targets. Agreement on Dural wmmaryiavd budget restated prior to preprnq detabd budgets. - Budget process fully linked to strategic planning through operational targets derived kom strategic objective - Budget nitrations focused on identifying ..tone to achieve operational targets - not on processing financial Di.vovrer-.NIA N N Y N During negotiations, the City decided Met Oracle PSB would not be implemented. Third -party implemented to fulfill this requirement. Hyperion will be S Abi(ly to do Anetievel budgeting - Including:1) add assets to budget 2) search for existing awaits, 3) penomn queries and download asset -related data. Develop Models Translating Op Flan. to Fin Plans - Budget integrates capital, income end expense analysis. P, 0leSeeies Brdgel ell N/A N N Y N During negotiations, the City decided that Oracle P56 would not be Implemented. Third H this requireme Hyperion will be implemented to fulfillrequirement 10 Ability to do Lite-Rem budgeting. Ability to as odate • calculation method wag each budget line item, Develop Models Translating Op Plans to Fin Plane - Pro forms budgets (line demo) produced rtlomdcally based on he key driven Puk.r.e-a•an Budgeting N/A N N Y N During negotiations, the City decided that Oracle PSB would not be implemented. Third -party Hyperion will be implemented to fulfil this nequbentent. 11 Ability to pre -populate historical and More depredeton amounts kb base budget. Develop Models Translating Op Plans to Fin Plans - Budget integrates capital, income and exp.n.e analysis. Dal^• c.cpv fledgeling N/A N N Y N During negotiations, the City decided That Orxl. PSB would not be implemented. Third-partyH Hyperion will be implemented to fulfill this requirement. 12 Ability to pre -populate Material end more position amounts into base budgets. Develop Madan Translating Op Plans to Fin Plena - Current year budget can be seeded using inputs from multiple sources PWlie-Seaw- N/A N N Y N During negotiations, Me City decided that Oracle PSB woukl not be implemented o fulfill Third -party me ny Nyp.rion will be p equipment. IS Ability to approve budgets. Budged reviewer/approver should h.n the ability to, 1) modify, 2) .ppty on.. adjustments, 3) and .locate line -item budgets. WA -Budget re'dratrons roomed on IdenlNyirhg actions to achieve operational targets - not on processing Mandeb P-'- -' .l.r Bayalak N/A N N Y N During negotiations, the City decided that Oracle PSB would not be implemented. Third -party Hyperion will be implemented 10 fulfill this requirement. ERP-Sl Functionality Response-MASTER_negotiations update_11 21 Page 22 of 102 iSalbmrne 5-Budget Formulation Saptwrew r5. 2004 14 Ability to export budget data to central repository - to make available for use by other applications/reporting solutions, N/A - Process is supported by an integrated information architecture - Budget information is consistent with and process is fully integrated with rating forecast process W iL6••s-^•oo- 8adgeting- GLIADI Y N N Import of budgets into Oracle GL will be accomplished via AOI from spreadsheets in the format required by that Oracle standard interface 15 Abitrty to copy existing budget models. Readjust Tactics a Rerun Models • Process includes the development of multiple what if scenarios and approval of contingency plans to meet targets under a range of future scenarios. Pantie -Seeger- 8udgeaag N/A Ww^ ei-^i^-- N N Y N During negotiations, the City decided that Oracle PSB would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement. 16 Ability to update budget models. Readjust Tactics & Rerun Models - Process in dudas the development of multiple what if scenarios and approval of contingency plans to meet targets under a range of future scenarios. N N Y N During negotiations, the City decided that Oracle PSS would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement. Budgeting NtA 17 Assign users to Ragas, Business Units, Budget Activities and Budget Centers. Review Budget Guidelines - Budgeting is done by cross functional beams with significant operational involvement. WA -dimensional budget centers fink to organizational hierarchies or their roll- up structures Nap- w^br Budgeting N/A N N Y N During negotiations, the City decided that Oracle PSB would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement 16 Define and communicate budget guidelines. Review Budget Guidelines - Budget process is driven by top down targets. Agreement on overae summary -level budget reached poor to preparing detailed budgets WtD4FSesiw- Budge§ag N/A N N Y N During negotiations, the City decided that Oracle PSB would not be implemented. Third -party Hyperion will be implemented to fulfill this reguhement, 19 Define budget functions for each role. Review Budget Guidelines - Budgeting is done by cross functional teams with significant operational involvement. Multi -dimensional budget centers link to organizational hierarchies or their roll- up structures Auak.S.War- Budgeting NIA N N Y N During negotiations, We City decided that Oracle PSB would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement. 2g Define budgeting riles - including Budget Coordinator, Budget Analyst, Budget Prepared, Budget Reviewer, mid System Administrate. Review Budget Guidelines - Budgeting is dons by cross functional teams with significant operational nvotvemort. MWa-dimenstoual budget centers link to organizational hierarchies or their rot- up structures PWkeSeeter- 8udeabng N/A N N Y N During negotiations. the City decided that Oracle PSB would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement 21 Define budgeting status update procedures. Review Budget Guidelines - Process and workflow management including email notification and alerts to track the progress of the budget PWIwSeeter- Budgeting N/A N N Y N During negotiations, the City decided that Oracle PSB would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement. 22 Define data integration requirements and data sources - including GL, HR, Assets. Review Budget Guidelines -Budget integrates capital, income and expense analysis. - Unkage of budget to key performance indicators improves the conversion of operational data to financial plans (e.g., feeds the scorecard automabcalty and everything is consistently defined). - Correa year budget can be seeded using inputs from multiple sources - Process is supported by an integrated information architecture. PatiliaSeato- Budgeting N/A N N Y N During negotiations, the City decided that Oracle PSB would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement. 23 Define planning target defaults. Review Budget Guidelines - Budget jocose is driven by top down targets. Agreement on overall summary -level budget reached prior to preparing detailed budgets. - Budget process fully linked to strategic planning through operational targets derived from strategic objectives Pubsa eesto• Budgeting NIA N N Y N During negotiations, the City decided that Oracle P59 would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement. 24 Forecasting application integrated wilt Budgeting application. Review Budget Guidelines - Budget nformatton is consistent with and process is fully integrated with robing forecast process Pobks-Seater- Budges rag N/A N N Y N During negotiations, the City decided that Oracle PSB would not be implemented. Third -party Hyperion will be to fulfill this requirement. 25 Identity budgets users. Review Budget Guidelines -Budgeting is done by cross functional teams with significant operational involvement Multi -dimensional budget canters link to organizational hierarchies or their roll- up structures Pubiis-gesto- Budgeting N/A N N Y N •implemented During negotiations, the City decided that Oracle PSB would not be implemented. Third -party Hyperion will be implemented to tugtli this requirement. 26 Web -based application interface, Review Budget Guidelines - Users submit and retrieve budget data thrown a Portal/web based environment Punka .dealer- Budgeting N/A N N Y N During negotiations, the City decided that Oracle PSB would not be implemented. Third -party Hyperion will be implemental to fulfill this requirement. 27 Ability to 'check our a budget to processing. Run Models w/ Selected Scenario & Op Plans - Budgeting is done by doss functional teams with significant operational involvement. Multi -dimensional budget centers link to organizational hierarchies or their roll- up structures - Process and workflow management inducting email notification and alerts to track the progress of the budget PablieSesier- &rdgeting NiA N N Y N During negotiations. the City decided that Oracle PSB would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement. 26 Ability to Submit and Reject Versions. Run Models w/ Selected Scenario & Op Plans - Budget reiterations focused on identifying actions to achieve operational targets — not on processing financials - Process inldes the development of multiple what if scenarios and approval of contingency plans to meet targets under a range of future scenarios. ru5Gc. a -^toe Budgeting N/A N N Y N During negotiations, We City decided that Oracle P58 would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement. 29 Ability to add notes to individual line items, Run Models w/ Selected Scenario & Op Plans - Tactical actions to achieve target clearly identified in the budgets accompanying narrative (e.g., putting assunpbons in the line item to track it wherever it goes in the organization). P-ligie5'^to' Bedgeawg N/A N N Y N During negotiations, the City decided that Oracle PSB would not be implemented. Thud -party Hyperion will be implemented to fulfill this requirement. Page 23 of 102 ERP-SI Functionality Response -MASTER negotiations updete,t t 23 5-Budget Formulation Soprano., id 200t 30 Ability to have multiple working versions of budget. Run Models w/ Selected Scenario 8 Op plans - Budget reiterations focused on identifying actions to achieve operational targets - not on processing financials - Process Includes the development o/ munple what if scenarios and approval of contingency plans to meet targets under a range of future scenarios. Pob a8eelaf Brrdgekag NIA N N Y N During negotiations, the Cily decided that Oracle PSB would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement. 31 Ability to make mess adjustments to line Item details. Run Models wl Selected Sunni* 8 Op Plans - Budget reiterations focused on identifying actions to achieve operational targets -not on processing 0n.ntaals Publiat.slw- Budgaang NIA N N Y N During negotiations, the City decided that Oracle PSB would not be implemented. Third -party Hyperion will be implemented to tenni this requirement. 32 Ability to ovemde'seeded' or calculated values. Run Models wl Selected Scenario 8 Op Plena - Current year budget can be seeded using inputs from multiple sources 0. 00 . Saalor- Budpakng N/A N N Y N During negotiations. the City decided that Oracle PSB would not be implemented. Third -parry Hyperion will be impemented to fulfill this requirement. 33 Ability to send a user communlcaboNupdate on a speOflc budget activity from within application. Run Models w/ Selected Scenario 8 Op plans • Process and workflow management including email notification and alerts to track the progress of the budget P- 1. 0.0lw- Budgeting NIA N N Y N During negotiation., the City decided that Oracle PSB would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement. 34 Adliy to accept extracted data from external spaces (enable inputs from various systems). Sun External Environment - Planning Focus Is External. Benchmarks and Omer external information utilized in gain selling to help comprehend portormenoe drivers al lop quarde companies Pabks 0o.4 , Budgeting NIA N N Y N During negotiations, the City decided that OraclePSB would not be implemented. Third -parry Hyperion will be implemented to fulfill this requirement. 35 Ability to compare Internal key performance nlutors and trends- versus competitive analysis/data. Scan External Environment - planning Focus Is External. Benchmarks and other external information utilized in pool setting to help comprehend performance drivers el lop quartile companies PWboSwW- Budgeting NIA N N Y N Du ring negotiations, the City decided that Oracle PSB would not be implemented. Third -pony Hyperion will be implemented to fulfill this requirement. 36 Apaity to review key performance indicators, trends and performance to plan over the last year. Scan Internal Environment - Lnk.ge or budget to key perlormence indicators improve. the conversion of operational data to financial plans (e.g., feeds the scerecard .utom.ticaly and everything is con.iatenty defined). - Line Item detail is derived from the key psr/arm.nce driven ands based on m.teri.kty and volatility. Use of driver based models to determine detail. PubF.-Glean Badgering N/A N N Y N During negotiations, ire City decided that Oracle PSB would not be implemented. Third -party Hyperion will be implemented to fulfill this r.qulrernenl 37 Allows hierarchical and multi -dimensional reporting end drill down np.blk0es based upon user -defined characteristics. Sun Internal Environment - Each level of the organization budgets a limited number of line Items and line hems are aligned and Inked et every level of the 0rp.nlzetion Dissovres-N/A N N Y N During negotiations, the City decided that Oracle PSB would not be implemented. Third -pale Hyperion will be Implemented to hi hill this requirement. 78 Existence al. central data repository (accounts, coal centers, hieratonlu, ettribulea, kelaicaUcument financial results, beanies intelligence). Sun Internal Environment - Process and workflow management Including email notiscation and alerts to track the progress of the budget PubO• S-• .' Budgeting NIA N N Y N During negotiations, the City decided that Oracle PSB would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement, 39 Ability to perform multiple eatery precasts scenarios for meatiple period. using user -defined criteria Run Modeler wl Selected Scenario & Op Plane l4rbs.S.•1a• Budgeting NIA N N Y N During negotiations, the Chy decided Mal Oracle PSB would not be implemented. Third -parry Hyperion will be implemented to in hill this requirement. 40 Flenble repeating capabilities with ability to capture management narrative information for Annual Budget book NA Dieaev.r.rMLA N N Y N During negotiations, the City decided that Oracle PSB would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement. 41 Ability to etude electronic documents to individual budgeted line items Run Models vd Selected Scenario 8 Op plans Public-Sester- Budgeaeg N/A N N Y N During negotiations, the City decided that Oracle PSB would not be Implemented. Third -parry Hyperion will be implemented to fulfill this r.quirern.nL 42 Ability to support multiple years of finenelel dots for each budget cycle (pre years hotonul, budp.l plus bur years forecast) Review Budget Guidelines PubkaSester- Bua9Nry N/A N N Y N During negotalions, the City decided that Oracle PSB would not be Implemented. Third -Party Hyperion will be implemented to fulfill this r.uWnrrwnt, 43 Ability to perform trend analysis and exception based reporting NA PuMio-iwi.a- BWgakag N/A N N Y N During negotiations. the City decided that Oracle PSB would not be implemented, Third -party Hyperion will be implemented to fuhill grin requirement. 44 Ability to perform expense/revenue allocations aulome&aey based on use defined criteria Cosoadale Budgets Pnuba.Seslar Budgeting N/A N N Y N During negotiations, the City decided that Oracle PSB would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement. 44 Ability to restate historical rid budgeted 'Mandel information to reflect organizational realignments Review Budget Guidelines Pu6liai.st.r- Budgeting NM N N Y N During negotiations, the City decided that Oracle PSB would not be implemented. Third -party Hyperion will be implemented to fulfill Mier requirement. ERP-SI Functioneky Reepon.o-MASTER negotiation. update_I1 23 Page 24 of 102 &Business Performance Rptng memo fq mot Step Requirement Sub Process Best Practice Description Oracle Module In Scope (Y/N) Optional S...vir.., (WN1 3rd Party Software CusocmWtion IYINI Comments t Ability to accept extracted data horn external some (enable inputs from venous systems). Modify sir SatuP Reports - Process is supported by an inte{pated information ardYtedure which provides automatic sourcing of all required data and information is extracted horn data warehouses aridor data marts that integrates information from operational and transactional systems (ERP. CRM. etc) and external information. acridness Intellgenca N Y Y This requirement will be part of the Discretionary pool of hours for an Mface rat included in these s yin pacified by the RFP. 2 Ability to condor what data is caressed when creating or modifying reports (ROI-Edaval security). Mody or Setup Reports • Open arias available to at legitimate users of business performance information. Information a freely shared across dterem organizations and busmen units Qa Discoverer, eBuaness Intabi nce lie N Y Y Discoverer Discoverer reports follow security rubs assigned to a user rep- responsibility. For 6i reports. as a design rule, role -based security controls can be applied to new (created) or modified sports. to lnd0* *1aapptiaatiehat 3 Ability to develop and produce new FORMS for users to coded data not money reaidrg in any system. Also includes Me ability to modify existing schedules, Modify or Setup Repots - Users have significant flexibility in openyirg report parameters (i.e., time, data types). - Online, interactive, use Wnendy reporting tool developed that is accessible drolly by end users. Hardcopy dsnnu0on or reports is raamrzed. Grade Ports, Oracle Developer & N N N Requirement removed by City during negotiations. You can create custom form ether with Grade Forma & (part of the Developer sate of rods) or you can create Portal forma to Coned me data, 4 Adow Duanese toes to appy to apecfic PMENSONAL entitiae. Mildly or Seatx Repots - Soxccords are developed for the enterprise, specific barrios units, departments, Marina areas, and an also be developed to track the magmas of meld irpbatrves, eBusiness Imadgence N N N Requirement removed by City during negotiations, eBuainesa !Mebgence and Balanced Scorecard are not in scope for phase I. We spangly recommend that the Crty consider implementing this tool after it has implemented the mere functions and has a better understanding of rue underlying data that is available for reporting in the applications. S Allows for pre -defined and conditional based formatting (color wring). Molly or Setup Reports - Performance reporting ...Nees quantitative, graptdca and narratv0 presentations, provided in tar views' numerics date, charts/graphs displaying the measurements {current and Mont), goats for the measure, and a narrative drat interprets results and provides analysis of future impact of de measure, eBuaness intelligence, Balanced Scorecard N N N Requirement removed C during I,Mainlines. by or g nnot in dope phase Intelligence and Balanced Scorecard ore not in scope for pOme I. We strongly recommend that the Cty consider implementing tma tool after it has rmplememad the core functions and has a better understanding of me underlying data that 0 evadable for reporting in the applications 8 Allows for the devgooment of unlimited, diverse repot» in spreadahset formats by hasinasa used with a draganddrop 9ragaca-userantMace for report b uidng Should to able to provide nighty formatted production Welts reports. Modify or Setup Reports - Standard set of front-end reporting application is the man reporting too. Ability to download to Persona Productivity Appdoa0ons such as Excel or PawerPdnt • Standardized repots are automa0cay generated and dominated based upon standard or nn-denand reporting oydel. Information is provided on both demand put (allowing users to generate and prim their wet reports) and system push (system generated reporting biased on time and/or event driven Mggers) bade - ONine, interactive, user-friendly reporting toot deveoped that is accessible drecdy by end users. Hrdcopy donation d reports is minimized Oracle Pscoverer Y N N Grade Discoverer ranters ougad in a spreadeheetdke forma and uses draganadop; however, some Clients world say 4 tads abort in term of `Mghly formatted production quality", 7 Allows for variance reporting. Molly or Setup Repots - Performance reputing is many exception-baaed using pre -defined tolerance levels. Automated identification of trends or exceptions provide. even-dnven reporting based on the dead matendiy limas eBuaneas Intelligence N Y N Implementation of eBusiness Intelligence (up to 10 KPis) is being offered as an optional service. eBrminess Intelligence and Balanced Scorecard are not in scope for phase I We strongy recommend that the Cry conatler implementing this [oil she d has rmpemented tin core functions and has a nets understanding of the underlying data Mat Is available for reporting in dace apptnbons. 9 Mows Perturbed and mu&-dimens.onat reporting and dill down assailants dints based upon use-defirrod characteristics. Modify or Setup Reports - Drill dam to support exception reporting he valiance analysis, expense drill dam) is performed on el as -needed (on -demand) basis. stidness imdbgerxa N Y N Implementation int efusiness Intelligence (up to 10 KPIs) is being offered as an optional service. *Business Intelligence and Balanced Scorecard are not in scope for phase I. We sbongly recommend Mar the City consider anplanreorg this tool after 4 hate nmplementad the core functions and nee a beds understanding of the erdeltymg data that is avalade for reporting in Me appaca0ons 9 Business data dictionary to provide consistent definitions for term, levels of detect, formulae and golden sorrow. Malty or Setup Reports WA N Y N This Is considered to be a guiding principle that fkid names familiar to the end user can be used for the end user layer. ERP-SI Fundtonalty Response -MASTER negotiations update 11_23 Pegs 25 of 102 IS -Business Per/omen. Rend 10 Central mooeday for informed. etaa9e veth easy access to data/metadate when creating or me: Hying reports (accounts cost screws, hierarchies, attributes, business intelligence). This includes haring actual data and multiple versions d pan data., as wed as non-mnandal data. Modify or Setup Reports - Process ts supported by an integrated information arc0tedure which provides automatic sourcing den required data and information is extracted from data warehouses and/or tladatamane that integrates information from operational and transactional systems (ERP, CRM, etc) and external intormatwn WA N N Y N CLARIFICATION RECEIVED DURING NEGOTIATIONS, IT IS ASSUMED THIS REQUIREMENT IS RELATED TO BUDGETING BASED SHE PHRASE "MULTIPLE VERSIONS OF PLAN DATA, ASS WELL AS NON -FINANCIAL DATA" - BUDGET VERSIONS WILL BE MANAGED IN THE 3RD-PARTY HYPERION BUDGETING SOFTWARE Tnis requirement may raptors tecnnicel development to complete Based upon our expanence with other public sector organizations and the City. desire to mir.mze customizations, we recommend that the City evaluate the exuding funMonaaty wfmin the system and consider eltemteves to custom developed solutions bunny the prcoeca design phased the project In addition, custom development dams need to be analyzed on a more detailed level to estimate me east and post to constete the work %Mtn this in mind, we are prancing an account d hours that the City can use to develop detomization and development items The project team will also be able to pnontize dsvdopment activities to best meet the Citya requirements. For each development hem identified during promos design, a functional descnpaon and estimate of hours well be documerr 11 Portable, off-line capabilities when creating or modifying reports. Modify or Setup Remits N/A N N N Requirement removed by City during negotiations. Discoverer and BIS both require teens to be anene when creating or modiNing 12 Technology administration should be flexible, and provide ease d use. Modify or Seep Reports - Information can be tailored to the needs of individual users. ALL Y N N 13 Ability to Coned wfwt date is accessed when pld4ishing reports (ROLE -level security). Publish Report • Open access available mad legitimate users of basins.. performance information, Infpmason r freely snared across different arganbatiar and meioses units Discoverer, a8usiness Intel49anca N Y N This will be a guiding principle and that will apply to any custom developed reports that are determined to be In scope. easiness Intelligence and Balanced Scorecard are not in scope for phase I. We etronpty recomm0M mat the City ewnader inptemerrng mix and after i has implemented the ode functions and has a better understanding of me undadyirg d� that is avaaable Mr reporting m the appacatian. 14 Capability to 0iwminate and receive information via Portals a Interne4lmranbExtrerat when publishing tepods. Publish Report - Users submit and retrieve informacon through a portal/web based environment Gwwverer Y Y N Diecdvera has theabilityte ptlelieh output te an HThM-format its would he viewable on a -rat. Beyond that, Pone woad be teed. 15 Central repository for information storage with easy access to tlals/metedate when Puteeeng repots (amounts dirt centers, hieradles, attributes, business imagigenw). This includes hpldng actual date and neatens vaaions or plan data., as wee as non-dnandal date Publish Repot - Process is supported by an integrated information architecture which prwidea automatic sourcing of all reaered data and infam8on is extracted from data warehoWra and/or data malts mat Intrastate information from operational and transactional systems (ERP, CRM, etc) and external information. Discoverer M Y Y If "nonfinancial" data mwre "external to Coade" then there we have to be some customization to get the data into the database (or accessible across a ear, etc). id Portable, o&gne wpaegties when publishing reports Publish Report —NA N N N ADOB (10NAL INFORMATION IS PENDING FROM THE CITY Must be connected. 17 (brkflpw management capabilities (includes process monitoring, Nerardo40 review, annotation 8Wdlitln, up -to date status d submissions, cola coded icon., email lint®s easy accept/reject ability, etc..). Publish Report - Performance reporting combines quantitate, graphical and narrative presentations, provided in lour views. numerical data, Marts/graphs 6apa(ng to measurements (..rent and historical), goals for the measure, and a narrative mat interprets results and swedes analysis of faun impact ofthe measure. - Process is supppred by an integrated information architecture which provides automatic eourdnp of all requited date and information is extracted mom data warehouses and/or data marts that integrates information from operational and transactional systems (ERP, CRM, etc) and external information. e8urness Intelligence N Y Y WORKFLOW MANAGEMENT IS A STANDARD FUNCTIONAUTY PROVIDED IN ORACLE WHICH IS STANDARD FOR ALL WORKFLOWS. eBusinwa ime1i9encs am 8afancad Scorecard are not in scope for pose I. We sbongy recommend mat me City consider implementing this toot after it has implemented the core functions and has a better undereaming of the underlying data that Is poranp in the Dior. available for mo oning SW** is arI ERPSI Fundionality Rsaponsa•MABTER_negosaaans update_11 23 Papa 26 of 102 7-Cash Management Swoon., 7oo4 Step Requirement Sub Process Bast Practice Description Oracle Module M Scope (YM} Optional Service (YM) 3 4 Party Software Customization (YJNI Comments 1 Ability to manage all bank accounts. Perform Account Maintenance Cash Management Y N N 2 Ability to support multiple accounts fora single bank. Perform Account Maintenance Cash Management, Receivables, Accounts Payable Y N N 3 Account analysis function supporting Dank tee comparisons and analysis of bank statement Costs. Perform Account Maintenance General Ledger Y N N 4 initiate wire transfers, EFT and ACN transactions directly from cash management application. Perform Account Maintenance Receivables, Accounts Payable Y N N For Miscellaneous payments and receipts, Cash Management drills down into AR and AP 5 Integration via serge access to bank systems. Perform Account Maintenance Cash Management Y N N Please see the Oracle E-Business Suite Customizations & Interface Development section of the proposal for specific interfaces in scope. 6 Maintain both internal and external bank account information. Perform Account Maintenance Cash Management, Accounts Payable Y N N 7 Maintain tee structures. Perform Account Maintenance Bank fees and pricing reviewed semi-annualy, with 3 year locks on pricing Treasury Y N N 8 Maintain multiple payment methods for a angle bank, Perform Account Maintenance Accounts Payable Y N N S Maintain settlement instructions for each bank, Perform Account Maintenance Treasury Y N N 10 Record bank ratings and other analysis information. Perform Account Maintenance Bank credit -worthiness and disaster -recovery plans banally reviewed on a regular basis Treasury Y N N 11 Restrict access to update bank account information based on roles within treasury organization. Perform Account Maintenance System Administrator Y N N 12 Support for bank account fee structures and industry standard fee types. Perform Account Maintenance Treasury Y N N 13 A web based tool to track all cash transactions. Develop Cash Position Citywide, Web -based cash management system in place WA. Cash Management, Treasury Y N N IN SCOPE BASED ON DELETING REFERENCE TO WEB -BASED Orade's ash management and treasury systems are web enabled and an be accessed wit an internal browser that has a java plug-m. The applications, however, do not have html or web based forms to support Ibis functionality. 14 Ability to define automatic, semi -manual, or manual reconciliation for each bank. Develop Cash Position Cash Management Y N N —' IS Ability to initiate bank account fund transfers from cash management system. Develop Cash Position Web and electronic funds transfer (EFT) technology utilized for processing utrs0ursements, receipts and financial information using company -approved standards Cash Management Y N N EFTs can be initiated from Cash Management but there is no web -based functionality 16 Ability to manage ash position based on organizational structure. Develop Cash Position Cash Management. Treasury Y N N 17 Ability to manually adjostdaily cash position. Develop Cash Position Daily cash positioning, mobilization, accounting and reconciliation performed automatically, utilizing Web- enabled tools Cash Management, Treasury Y N N lb Ability to prepare statistical ash forecasts. Develop Cash Position Cash Management, Treasury Y N N ill Ability to view detailed transactions that comprise each accounting entry from ash application. Develop Cash Position General Ledger Y N N 20 Actual vs. Forecast cash reports. Develop Cash Position Cash Management. Treasury Y N N 21 Automated Bi-lateral Netting. Develop Cash Position Cash Management, Treasury Y N N 22 Bank Fees incorporated into ash forecasts. Develop Cash Position Cash Management, Treasury Y N N ERPSt Foectioeoby Response -MASTER negobalions update_ll 20 Page 27 .1102 7-Cash Management Sep0MCr 13. 2004 23 Bank statements aulematicasy uploaded. Develop Cash Position Cesh Management N Y Y Loading of bank statements Into the Cesh Management open interlace is included as part of the discretionary pool of hours. Please see the Oracle E-Business Suite Customizations 6 Interface Development section of the proposal for %pedec Interfaces in scope. 24 Calculate interest accruals. Develop Cash Position General Ledger Y N N 25 Create cash position reports. Develop Cash Position Cash Management Y N N 26 Daay cash forecast automatically created based on dale received born integrated systems. Develop Cash Position Web -based cash Ilaw forecasting modals used to analyze current and h'rcloriul cash-Ilow trends W!ti Cash Management, Treasury Y N N Cash Management has some limited Forecasting 'unctions. There Is no web -based Mrctionalty in Cash Management or Treasury IN SCOPE BASED ON DELETING REFERENCE TO WEB- 9ASED 27 Debt instrument. and deal management data integrated with ueh forecast. (Focus on debt nglurily and payment dates.) Develop Cash Position Cash Management, Traasssry Y N N 26 Deane components at cash poattione to support analysis of cash that is evadable at a paricillar time. Develop each Position Cash Management, Treasury Y N N 29 Drildown from can position 10 sub ledger. for supporting details. Develop Cash Position 444- Cash Management, AR and AP standard reports Y N N There is currently no drill -down feature within the Cash Forecasting component of Cash Management. Thor mapping of Aged reporting from Payables end Receivah1s would provide similar insight through standard functionality. These reports could easily be added la the Cash Forecasting list of reports. 3D Generate intermit schedules. Develop Cash Position Treasury Y N N 31 Integration of ash management implication with Accounts Payable, Accounla Receivable, Payroll and General Ledger Develop Cash Position Yes Y N N 32 Integration w0, external bekboses. Develop Cabal Position Receivables Y N N 33 Interest calculations incorporated into daily cash lorecat.. Develop Cash Position Cash Management, Treasury Y N N Cash Management has some limited Forecasting functions. 3e Letters of Credit are Integrated with cash management system and Incorporated Into can forecast. Develop Cash Position Cash Management, Treasury Y N N 35 Load fee transactions. Develop Cash Position Cash Management, Treasury Y N N 3B Maintain ash position worksheets. Develop Cash Position Cash klnegement, Treasury Y N N 37 Maintain multiple ash forecasts models. Develop Caeh Position Web -based ash low forecasting models used to analyze current and hietodcal cash -low bends Cash Management Y N N 3a Maintain role barred seariy ken all treasury and cash appacatione. Develop Oast. Position System Administrator Y N N System Administrator role defines and administers system access. 39 Manage in-house banking transactions including calculating interest accruals and creating in-house bank statements. Develop Cash Position Treasury Y N N 40 Record all bank accounts and related information. Develop Cash Position Curl Management, Accounts Payable Y N N 41 Select cash Noses to nil that result from deal trnsections. 'Develop Cash Position Treasury Y N N 42 SeMamnl transactional automatically triggered. Develop Cash Position Treasury Y N N 43 Summary eeeounting entries eulamadaky pasted end Interfaced to General Ledger daily, Develop Cash Position Cash Management, Receivables, Accounts Payable, Treasury Y N N ERPSI Functionality Response-MASTER_negotiabone upda4_11 23 Page 20 of 102 7-Cash Management sw.ae. rs 2004 4a thew historic cash forecast data. Develop Cash Position Gash Management Y N N 45 Web, EFT and ACH technology utilized for disbursements. Develop Cash Posibon Disbursement processing coordinated and managed in shared services, WO a 70 percent of dollars disbursed electronically Accounts Paybtrte Y N N EFT and ACH only _ 46 Web. EFT and ACH technology utilized for receipts. Develop Cash Position Receipts processing coordinated and managed in shared services, with > 70 percent of receipt dollars remitted by aardaletectronictft by customers Receivables _ Y N N EFT and ACH only ERP-SI Functionality Response -MASTER negobabons update_t1_23 Page 29 of 102 8-Compensation Administration Seprwne.r ra,i Step Requirement Sub Proses. Best Freeberg Description Oracle Module In Scope j_YM) Optional Servioe IYM) 3rd Petty Software Customization 1Y/N) Comments f Compensation decisions, skill / competency valuation, job planning end design is performed jointly by management, HS and compensation specialists. Job Analysis/Job Evaluation Online modeling capability utilized to evaluate financial imps, of corpensatan/mera reviews upon area of budget respoosibJay Human Resources Y N N 2 Levet-egos job information criteria and vision from the staffing process. Management Information Reporting Online modeling capability utilized to evaluate financial impar/Human of compensation/mettt reviews upon area of budget responsibility Resources Y N N 3 plexiele report water to produce detailed ad -hoc reports for management reporting of compensation data. Management intonation Reporting Online modeling capability *aged to evaluate financial imps< of compensation/merit reveries upon area of budget responsibility Human Resources Y N N 4'Management reporting uses standard templates and user- friendly query tools and draws information from a company- wide database with defined security process. Managerne nforma5on Reporting Managers/supervisors prompted automatically to perform appraisals triggering the init ation and execution of compensation adjustments Online, rote based, secure access developed for past appraisal and compensation data; Online modeling capability utilized to evaluate fnanctai meat of compensation/merit reviews upon area of budget responsibility Human Resources Y N N 5 Managers use online tools to yew appropriate employee data, es needed. Management information Reporting Managers/supervisors prompted automatically to perform appraisals triggering the baboon and execution of compensation adjustments, Online, role based. secure access developed for past appraisal and compensation data Human Resources Y N N 8 Online access to compensation data including budgets, forecasts and historical data far management based on both hierarchy. function, and individual. Management information Reporting Managerslsupervisors prompted automatically to perform appraisals triggering the mkiaaon and execution of compensation adjustments; Online, role based. secure access developed for past appraisal and compensation data; Online modeling capability utilized to evaluate financial impar of compensatbnlmara reviews upon aces of budget responsibility Human Resources Y N N 8 Ability to handle multiple business rum for routing and hags (headcount budge, SS budget, % increase. action, salary range, etc.). NIA Payroll records updated automatically from merit -pay system Human Resources Y N N 9 Ability to override the security access table in the compensation system to avoid delay. during the year-end process due to *efface uploads from source system. N/A Managers/supervisors prompted automatically to perform appraisals triggering the mention and execution of compensation adjustments; Online, role based, secure access developed for past appraisal and compensation data; Online modeling capabilty utilized to evaluate financial impel of compensation/merit reviews upon area of budget responsoaay Human Resources Y N N 10 Automated controls rind workhows, as appropriate, with business rules for the approval processes to help ensure compliance. Management Information Reporting Managersfsupervisora pri mgt.4 automatically to perform appraisals triggering the ntiabon and execution of compensation adjustmends, Online, role based, secure access developed for past appraisal arm compensation data, Online modeling capability utilized to evaluate financial inset of urompensstion/mertt reviews upon ergs of budget responsibility Human Resources Y N N 11 Automatic prompt and validation torah unique employee compensation requirements (e.g., sign-ons) at time of otter generation via MSS (link west -totting). Management information Reporting Managers/supervisors prompted automatically to perform appraisals triggering the initiation and execution of compensation adjusbnents Human Resources Y N N 12 Create awareness and reinforcement of value of total compensation and rewards (e.g.. employee development, benefits. pension, applicable prerequisites). Management Information Reporting Ortno modeling capability utilized to evaluate financial /Human of compensation/merit reviews upon area of budget responsibility Resources. Advanced Benefits Y N N 13 Ensure consistent application of the business/local compensation management framework is supported through a combination of system controls, compensation guidelines, MR wrnultation and key performance indicators. Management information Reporting Online modeling capability utilized to evaluate financial area, of compensation/mere revtaws upon area of budget responsibility Human Resources end Discoverer Y N N 14 Compensation tool integrated with ERP to calculate, implement and track base pay changes, bonuses and equity awards with effective dates and current value (1 day lag). Job Analysis/Job Evaluation Managers/supervisors prompted automatically to perform appraisals triggering the ar&iation and execution of compensation adjustments: Online, rote based, secure access developed for past appraisal and compensation data; Online modeling capability utilized to evaluate financial *par of compensation/merit reviews upon area of budget responsibility Human Resources, Alerts or Workflow Notifications Y N N 15 individual and mass update capability governed by security and access rules. Job Analysis/Job Evaluation Payroll records updated automatically from mere -pay system Human Resources Y N N 16 Manager Self Service with appropriate controls for compensation modeling and reporting. Job Analysis/Job Evaluation Managers/supervisors prompted automatically to perform appraisals triggering the nitation and execution of compensation adjustments; Online, role based, secure access developed for pant appraisal and compensation date; Online modeling capability utilized to evauate financial impa(Alert. of compensation/mem reviews upon area o1 budget responsibility Human Resources, Compensation Workbench. or Workhow Notifications Y N N £RP -Si Functionality Response -MASTER negotiations update_11_23 Page 30 or 102 Seplaeaar 10 zo04 8-Compensation Administration N 17 Managers equity transactions. trained to use the provided tools to help ensure Management and effectiveness of compensation program Information Reporting Managers/supervisors appraisals compensation access Online of prompted automatically to perform Human triggering the inflation and execution of Resours. adjustments. On§ne, role based. secure Compe developed for past appraisal and compensation data; Workbench, modeling cepebday utilized to evaluate financial Impar Alerts compensation/merit reviews upon area of budget Workflow NotificationsN nsabon or Y N 18 Online compensation responsibility. modeling capability to evaluate financial impact of Management or merit reviews on area of budget Information Reporting Forting responsibility Online of responsibility mode bn9 capability ubleed to evaluate financial imps( Human compensate n/mea feYlewa upon area of budget Resources, Compensation Workbench, Public Budgeting Sector Y N N 19 Online program gowmed repository available to view critical compensation Management elements, guidelines, policies. procedures and FAO Information by security and access rubs. Reporting Online of responsibility modekn9 capability utilized to evaluate financial imps Human compensationerent reviews upon area of budget ResourcRompenees, ation workbench. Public Sector Budgeting Y N N 20 Span -of -control compensation information readily available «Management management and HR. Information appraisals Repotting compensation Managers/supervisors prompted automatically to perform tri9genng the initiation and execution of adjustments, Online, role based, secure access developed for past appraisal and compensation data; Online mnodeang capability utilized to evaluate financial wrest of compensation/merit reviews upon area of budget Human Resources, Compensation Workbench. Alerts or Woafiaw Notifications Y N 27 System suet Nnctionalay to track updates to elements of compensation. Management Information Reporting responsibility Managers/supervisorspronpied automatically to perform appraisals tn9gerng the initiation and execution of compensation adjustments; Online, role based, secure access developed for past appraisal and compensation data, Online modakn9 capability uti1zed to evaluate financial anpa(Wolkbench, of compensation/merit reviews upon area of budget responsibility Human Resources, Payroll, Compensation Alerts or Worker Notifications Y N N N 22 System tracks eligibility and estimated rewards. as well as actual payouts to support online modeling capability. Management information Reporting ManagershupenQors prompted automatically to perform appais0n triggering the initiation and execution of compensation admsbrroms; Online, role based, secure access developed for past appraisal and compensation data; Online modeling capability utilized to ovatuate financial 'arpao of compensatmn+mara reviews upon area of budget responsibility Human Resources, Payroll, Compensation Workbench, Akins or Workflow Notifications Y N 23 Abiby to report on red ckgetl positions, employees anagemeInformationnt k based, secure access developed for past appraisal and compensation data Human Resources, Discoverer Y N N N 24 Ability 3 pay cod estimated base salary to include position assigned pay coder; I,e. plus reams Reporting Job AnEvaluation Human Resources, Payroll Y N N 25 Ability to stack and process multiple pay actions during one pay cycle Evaluation Mil agn"lont Information Payroll Y N N 26 Ability to appropnateIy r0Cdftl in EE history retroactive ttansactions Reporting Management Information Online, role based. secure access developed for past appraisal and compensation data Payroll Y N N 27 Abilityto report on which pay codes (I.e. plus items) are pensionable Reporting Job AnalyslsIJob Payroll Y N N 28 Ability to integrate with On Target" Performance Tracking system Evaluation Job Analysis/Job Human Resources Y N N 25 Ability to define and maintain all relevant default pay codes a on and have them automatically terminated or added as hansar5 occur Evaluation t Management Information epro 9n Integrate Payro& Application with Time and Attendance, HR, equPng or transmitting Project Tracking, lme and data to Expense p from andPayother systems Homan Resources Y N N 30 Ability to record Advanced Step Placements Management Information Human Resources Y N N 31 Ability to autonlatkaay maintain spackl pay codes that are effective for only a specified penotl of time Rapomng Mel s s1Jo0 y i Rou0ne and recuring transactions are automated Payroll Y N N 32 Ability to properly record senioritynon9eviy — Including Widldut Pay Hours/Days Evaluation Management InformatioReporting Po g Integrate PayrollApplicationTrackinwith and Expense and otheand r sysartp requiring or transmitting data to and born Payroll Payroll Y N Page 31 of 102 ERP"SI Functionality Response -MASTER _negotiations update_tt 23 9-Employee Data Management September 10 2004 Shp Requirement Sub Process Best Practice Description Oracle Module In Scope (Y/N) Optional Service (Y/HI and Party Software Customization (YIN) Comments ants i Conversion of the following employee data: (fat, or may be done through conversion mapping deliverable) Employee Data Meinlenance One integrated data repository utilized for ail employee record Information (demographic, dependent, beneficiary, payroll) Human Resources Y N N Please nee the Data Conversion and Archiving section or the proposal for spealc corwemions in scope. 2 Ability to sore v different status codes, and designate whether each is eligible for pay, beneats, or both. Employee Data Maintenan+:e One-time dela capture of ail lire end career event change aulontetioly routed to ail effected applications end databases Human Resources, Payroll Y N N } Ability to auto -number employee IDa, designating an appropriate range based on esalgnmeM. Employee Data Maintenance One integrated data repository ubized for all employee record information (demographic, dependent, beneficiary, payroll) Human Resources Y N N 4 Ability to store muttide edtiess lorr.ta and designate use on demand. Employee Data Maintenance One integrated data repository utilized or all employee record information (demogaphk, dependent, beneficiary, Human Resources Y N N 5 Ability to store one following marital status code.: Lief .payroll) Employee Data Meinlnance Key data fields are standardized to enable global and regional reporting Human Resources Y N N 6 ADifay to sore work eligibility information, and be prompted or expiration dates. Employee Data Maintenance Key data Melds re sundartized to noble global and regional reporting Human Resources Y N N 7 Ability to split end share positional -jobs. Employee Data Meinlnence Key data fields are standardized to made global and regional reporting Human Resources Y N N & Ability to afore electronic copies of employment contracts. Employee Record Retention Human Resources Y N N Q Ability to sire s: different employee dates, and utilize universally (NR, Benefits, 71mm 6 Attendance, Payroll, etc.) Employee Data Maintenance Key data belts are standardized to enable global and regional reporting Human Resources Y N N 10 Ability to store the attached matrix ofjob codes, with designated default. Employee Dale McMenence Key data fields ere standardized to enable global and regional reporting Human Resources Y N N 11 Ability to assign tilerent pay hales to different jobs for any employee. Employee Data Maintenance Key data Melds are ahndardited to enable global and regime' reporting Human Resources Y N N 12 Ability to perform global changes 10 enbe organization or select groups of employees. Employee Data Maintenance the -time den capture of all tie and career went change automatic y roused to ale effected applications and databases Human Resources Y N N 11 Abiliy to rapture all appropriate data upon hire, and have it subsawendy update all effected processes Employee Data Maintennce One-time data centime or all ale and circa went rhenge auomatoIy voided to all effected applications and daub.. Human Resources Y N N 1a Ability o reMre a terminated emplow. vddwut re -entity of unchanged employ. data. Employee Data Matmenance One-time data rapture of all file and career went change eulomatkely roused to all effected application. and databases Human Resources Y N N 15 Ability to verify ecarecy and completeness of data envy performed at point of dale apart. Employee Record Retention Online verification of accuracy and completeness pertained et point of date capture with confirmation Human Resources Y N H 16 Ability to eutometicalty route He event changes to as impacted functions. Employee Data Maintenance One-time clan capture of ale life and circa, went rh.nge automabcely routed to all effected eppfications and datab.. Advanced Benefits, Human Re.aurw Y N N 17 Ability to utilize electronic signature. with automated worktow or distributing and approving normation changes. Employ. Data Maintenance One -ems data capture of all lila and career event change suhmaticety routed to ail effected applications end databases Human Resource. N Y Y THIS REQUIREMENT FALLS UNDER THE DISCRETIONARY POOL OF HOURS This requirement may rewire technical development to complete, Based upon our experience watt other public sector organization. and the Cty's dire to minimize customizations, we recommend that the City Ovalle the existing functionality vdt hin ate system and consldet alternatives 10 custom developed solution. during the process design phase of do project. In addition, custom development Items need to be analyzed on a more detailed level to estimate the aloft and cost to complete the work. With the in mind, we re prorating en accoua of hours that the GM can use to develop antonszation and development Items. The project team wall Moo be able to prioritize don elopment activities to best meet the City, requirements, For earn deeoprent item identified during process design, a 'undone' description and estimate or hours nit be documented and presented 1e the City la consideration. ERPSI Functionality Response-MASTER_negotations update 11_21 Page 12 of 102 9'Empoyee Data Management s.pa„ba rs am. 18 One-time data capture of all life and career event changes outomatioaty routed to all effected applications and databases Employee Data Maintenance Key data fields are standardized to enable global and regional reporting Advanced Benefits, Human Resources Y N N THIS REQUIREMENT FALLS UNDER THE DISCRETIONARY POOL OF HOURS This requirement may require technical development to conpiete. Based upon our ekpenenos w+ar other sector organizations end the City's desire to minimize customizations,'we recommend that the City evaluate the existing functionality within the system and consider alternatives to custom developed solutions during the process design phase of the props1. In addition, custom development items need to be analyzed on a more detailed lewd to estimate the effort and curt to complete the work. With this in mind, we are providing an account of tours that the City can use to develop customization and development items. The project team wig also be able to prton8xe development activities to best meet the City's requirements. For each development item identified during process design, a fmdional description and estimate of hours will be documented and presented to the Cory km consideration. THIS REQUIREMENT FALLS UNDER THE DISCRETIONARY POOL OF HOURS This requirement may require technical development to complete. Based upon our experience with other public sector organizations and the City's desire to minimize custorszatiorn, we recommend that the City evaluate the existing functionality within the system and consider afternativea to custom developed solutions during the process design phase Of the project In addition, custom development items need to be analyzed on a more detailed level to estimate the effort and cost to complete the work. NAM this in mind, we are providing an account of hours that the City can use to develop custobrzabon and development items. The project team wok also be able to prioritize development adivthes to beat meet the Gays requirements. For each development item identified during preemie design, a functional description and estimate of hours wilt be documented and presented to the City for consideration. 19 Ekdronic signatures used with automated workflow for distributing and approving information changes Employee Data Maintenance Electronic signatures used with automated workflow for disbibuting and approving informabon changes Human Resources N Y Y 21 Employment verification, on current and former employees, is automated Or outs0aced Employee Data Maintenance Human Resources, Discoverer Y N N 22 5df-service tool provides automatic prompts to employee as they make life or career data changes that may impact other data (e.g. benefits, payroll security) Employee Data Maintenance Self -Service tool provides automatic prompt to employee as they make fife or career data changes that may impact other data (e.g., benefits, payroll, security) Employee Self- Service Y N N 23 ESS and MSS is web -enabled Employee Data Maintenance ESS and MSS are web enabled Employee Self- Service Y N N 24 HR system that supports organtzationd 1 reporting structure & allows ease of reporting Management Repotting HR system chat supports organizational! reporting sltuchde and Mows ease of reporting Human Resources, Discoverer Y N N 25 Eligibility verified automatically against policy at source or transaction (e.g., hiring, enrollment, promotion, etc.) Employee Data Maintenance Online verification of accuracy and completeness performed at point of data capture with confirmation Human Resources Y N N 28 Multiple levels of security for inquiriestopdates to employee data Employee Record Retention Muleple levels of security to allow controlled inquiry and update access to employee data and table control data Human Resources Y N N 27 life and career event changes automatically routed to ail impacted functions Employee Data Maintenance Ufe and career event changes automatically routed to all impacted functions Advanced Benefits, Human Resources Y N N 28 Online verification of accuracy and completeness performed at point of data capture with conformation Employee Data Maintenance Online veri9oaaon of accuracy and completeness performed at point of data capture with confirmation Human Resources Y N N 29 One-time creation of employee records based upon trigger events (e.g„ candidate, hire, promote, transfer) Employee Data Maintenance One-time data capture of all ate and career event change automatically routed to ail effected applications and databases Human Resources Y N N 30 Employee records updated automatically following completion of internal training and development programs Employee Data Maintenance Employee records updated automatically following completion of internal framing and development programs Human Resources, Training Administration Y N N 31 A program to provide tracking of physicals and options chosen tor purposes of auditing and payment to include pre- employment and continued testing Employee Data Maintenance Employees have direct access to training'qualification requirements for specific career paths/positions Human Resources Y N N ERPSI Funcbanality Re 9 TER negotiations update 11_23 Page 33 o1102 9-ErnpJoyce Data Management SootrnNor IA 2004 32 33 Employee records updated automatically following completion of internal training and development programs Abdity Employee Record Retention Employee records updated automatically following completion of internal training and development programs Human Resources, Training Administration Y - N N 34 to view, report on transactional history with retros, settlements, and the like ...Employee Global Employee Record Retention Human Resources, Payroll Y N N read/write security access is simplified by giving access to all human resource practitioners who need read/write access, with limits on peers and top tier management Record Retention One integrated data repository utilized for all employee record information (demographic, dependent, beneficiary, payroll) Human Resources Y N N ERP-S1 Functionality Rasponse-MASTER_nagialiations update_1123 Page 34 of 102 10-Exit Management arpratnau 1a loon Step Requirement Sub Process Best Practice Description Oracle Module In Scope IY1N1 Optional Service IY!N1 3rd Party Software Customization (YON1 Comments 1 Analysis result communicated as appropriate throughout the organization WA Exit interview process that raptures "reason for leaving and information t entered into HRMS for reporting purposes Exit interview / survey is conducted with all voluntary terminations Human Resources Y N N 2 Automated processing of unemployment insurance verification forms. N/A Exit interview process that capures "reason for leaving" and information is entered into HRMS for reporting purposes Human Resources, Reports N Y Y THIS REQUIREMENT FALLS UNDER THE DISCRETIONARY POOL OF HOURS This requirement may require technical development to complete. Based upon our experience ugh other public sector organizations and the City's desire to minimize customzations, we recommend that the City evaluate the existing functionality within the system and consider alternatives to custom developed solutions during the process design phase of the project. In addition, custom development items need to be analyzed on a more detailed level to estimate the effort and cost to complete the work. With this in mind, we are providing an account of hours that the City can use to develop customization and development items. The project team will also be able to prioritize development activities to best meet the City's requirement. For each development item identified during process design, a functional description and estimate of hours wi6 be documented and presented to the City for consideration. 3 Exit data is analyzed for trends on a regular basis WA Exit interview process that captures "reason for leaving" and information is entered into HRMS far reporting purposes Human Resources, Discoverer Y N N 4 Exit information summarized and available via MSS and data warehouse so that trends are easily extracted WA Exk interview process that captures "reason for leaving" and information is entered into HRMS for reporting purposes Human Resources, Manager Self Service Y N N S Exit management investigations are consistently documented using standard automated templates. N/A Human Resources Y N N 6 Exit processes comply with all legal requirements N/A 0 Human Resources Y N N T Exit processes ma in respect for the exiting individual and the company. N/A Automaticalty generate projected retirement information for review by employees and managers Exit interview/survey is conducted with ail voluntary terminations Human Resources, Discoverer Y N N 8 HR responsible for analyzing and communicating exit trend analysis results to management and other HR functions. N/A Exit interview process that captures "reason for leaving" and information is entered into HRMS for reporting purposes Human Resources, Discoverer Y N N 6 Ability via ESS to provide a retinng employee information tor future transactional needs N/A Automaticaty generate projected retirement information for review by employees and managers Employee Self Service Y N N 10 Ability to require acknowledgement annually of beneficiaries WA Employee Self Service Y N N 11 Ability to capture, store and analyze online exit surveys. Voluntary Separations Exit interview process that captures "reason for leaving" and information is entered into HRMS for reporting purposes Exit interview 1 survey is conducted with aN voluntary terminations Human Resources Y N N 12 Exit toot designed to contain questions that are objective, measurable and actionable Voluntary Separations Exit interview/survey is conducted with all voluntary terminations Human Resources, Employee Self Service Y N N 13 FIR responsible for designing exit interviews .and ensuring that they are property conducted Voluntary Separations Exit interv'mewJsurvny is conducted with aN voluntary ternnations Human Resources Y N N 14 Employee record captures neoessary information for exit data analysis. Voluntary Separations Exit interview process that captures `reason for leaving" and information is entered into HRMS for reporting purposes Human Resources, Discoverer Y N N ERP-51 Functionality Response -MASTER negotiations update_l1 23 Page 35 0102 10-ExIt Management aeatarteN tS 200+ 15 An online inventory of properly held by employees Voluntary Separations Involuntary Separatlone HR and managers have acce.a to vat of ell company properly in possession of existing employee. Human Resources, Manager Sell Service Y N N 16 Assets need to be tracked by HRMS. Voluntary Separations Involuntary Separations HR /Managers review with exiting •nwloyees their outstanding oblioetions to the company HR! manager have access 10 list of all company properly in possession of exiling employees Human Resources, Manager Self Service Y N N 17 Employees access exit and termination procedures Voluntary Separations Involuntary Separations Aulometicelly generate projected retirement information for review by employees and managers Information regarding exit procedures and choices are accessible online for employee and managers Human Resources, Discovers Y N N 16 Ability to terminate system end facility access Voluntary Separations Involuntary Sepwadons Automatic update and revocation of all rights performed when employee is terminated Human Resources, Mane or Workflow NaSOsabons N Y Y THIS REQUIREMENT FALLS UNDER THE DISCRETIONARY POOL OF HOURS This requirement may require technical development 10 complete. Based upon our experience wlm other pubic maths organizations and the Cily'e desire to minimize customization.. we recommend that the City evelu.te the existing blnction0Yy witton the system and consider alternatives 10 custom developed solutions during fire process design phase of the project. In addition, custom development item need to be analyzed on ■ more detailed level b estimate the ellort and cost to complete One work. Wet ells In mind, we we providing en .count of tours that the City ran use to develop cr.lorrozpon and development items. The project team vA mho be ads to prioritize development ectrvmw 0o best meet Ore Cilye requirements. For each development item iden5b.d during prosese design, a f nctionel description and estimate o1 hours WA be doc.nentad end presented to the City for consideration. 19 Ability to conned and diuemnale Information ekctroniceay to BH and State vendors Voluntary Separation, involuntary Separstions Exit into process that captures 'reason for leaving' and information is entered into HRMS for reporting purposes Human Resources, Discoverer N Y Y Pl eas. see One Oracle E-Busirhes. Suite Customizedana 8 Interlea Development section of the proposal be speciac Marlaces in scope- THIS REQUIREMENT FALLS UNDER THE DISCRETIONARY POOL OF HOURS ERP-SI Functjonaaly Response-MASTER_negotlatione updale_l1 20 Page 36 of 102 11-Fixed Assets sspembr ra 2004 Step Requirement Sub Process Best Practice Description Oracle Module In Scope Mel Optional Service (YIN) 3rd Party Softwen Customization iY/N1 Comments 1 Ability to add assets to the fixed asset system manually. Creaks Assets Assets Y N N 2 Ability to create an asset record from Activity/Project System anwm Accounts Payable. Create Assets Fixed assets set up automatically based on data accumutated in capital project tracking and accounts payable systems Assets Y N N 3 Ability to identify which assets originated in Project Costing system, Create Assets Fixed assets setup automatica0y based on data accumulated in capital project tracking and accounts payable systems Assets Y N N 4 Ability to integrate or interface with Accounts Payable, General Ledger, Purchasing and Project Accounting, using asset Model Number and Serial Number Create Assets Depredation charges and asset activity including transfers, disposals, gains, losses, and betterments, generated by axed assets system and posted automatically to general ledger; Fixed assets set up automatically based on data accumulated in capital project tracking and accounts payable systems Assets Y N N Standard integration exists between Fixed Assets and Accounts Payable and General Ledger, Purchasing integration does not exist and is not necessary to support the standard Oracle process. S Ability to interface with Project Costing to track appropriations and expenses to capital projects. Create Assets Fixed assets set up automaticalty based on data accumulated in capital project tracking and accounts payable systems Assets Y N N & Ability to post asset values to accounts and cost centers. Create Assets Depreciation charges and asset activity including transfers, disposals, gains, losses, and betormenls, generated by fixed assets system and posted automatically to general ledger Assets Y N N 7 Ability to report on 'Surplus' or'Ide" asset reports available company wide. Create Assets Management and accounting reports available online Discoverer Y N N & Asset categories should be designed to accurately classify assets for both book and tax purposes. Related category descriptions should be dear enough that users have no dffidulty in getting assets into the coned doss. Create Assets Assets Y N N 9 Capitalization threshold is set high enough to minimize administrative effort while stiff balanced against the financial risk. Create Assets Capitalization threshold is set high and balances financial risk with asset tracking requirements Assets Y N N 10 Commonty defined asset types/classes, including asset lives, depreciation method and tax treatment, Create Assets Single, common fixed -asset application established with standard capitalization policies Assets Y N N 11 Define a standard capital acquisition policy and apply it across the entire organization, Create Assets One approval process for capital appropdation requests Assets Y N N Sokoume will provide process design services and user procedure templates to support the development of documentation for the processes associated wigs the Oracle based transactions that are within the scope of services. These took can be used as the bask for the City to develop additional policies and procedures for to processes that are beyond the scope of Solbourne services. 12 Define and publish a standard asset valuation and appraisal process. Create Assets Single, common fared -asset application established with standard capitalization policies; Standard valuation or appraisal process Assets Y N N Solboume wilt provide process design services and user procedure templates to support the development of documentation for the processes associated with the Oracle based transactions that are within the scope of services. These tools can be used as the base for the City to develop additional policies and procedures for the processes that are beyond the scope of Sdbourne services. 13 Design tight edit controls at the front end of the fixed asset system to detect errors, Create Assets Users initiate asset transfers, retirements and other maintenance transactions online Assets Y N N 14 Establish and publish a standard depredation polity, which dearly defines the depredation lives and methods for each dass/category of asset. Create Assets Single, common faxed -asset application established with standard capitatzabon policies Assets V N N Sdboume will services provide process design seers and user procedure templates to support the development of documentation for the processes associated with the Grade based transactions that are within the scope of services. These took can be used as the basis for the City to develop adxit onal policies and procedures for the processes that are beyond the scope of Solbourne services. 15 E8Wblsh approval hierarchy for capital appropriation requests. Publish hierarchy and procedures. Create Assets Assets Y N N SoMpuma will provide process design services and user procedure templates to support the development of documentation for the processes associated with the Grade based transactions that are within the scope of services. These tools can be used as the basis for the City to develop additional polices and procedures for the processes that are beyond the scope of Sdbourne services. ERP-S1 Function Rasp MASTER_negotiations update_l1 23 Pape 37 of 102 11-Fixed Assets Sayrre0, 3, a%M 16 In1e91.1a fixed meet system with project .ccounting system. Implement policy to add project related suers through the project accounting system rather than directly to the freed asset system. Create Assets Fixed assets set up automatically based on data eccumW.led in capNl project tracking and accounts payable systems Assets Y N N 17 Integrate axed asset system with the Accounts Payable system. Implement procedure ro add asset. through an inte/fece tom AP at the time oral the asset related voucher is added. Create Assets Fixed assets setup automatically based on data accumulated In capital project tracking and accounts payable oyster's Assets Y N N 1e Research and identify electronic marketplaces ev.11.ble for asset disposition. Utilize electronic marketplace where possible 10 dispose of assets. Create Assets Utalze electronic marketplaces for asset disposition NIA Y N N Sotboume will provide process design.ervices end user procedure templates 10 support the development of documentation forme processes .asodated with the Oracle barred transaction. that are within to scope of services. These lode can be used as the basis for the City to develop addnionsl policies and preceauree tar the processes that are beyond the scope of Solbosne services. 19 Standardized computer depredation policy (between ITS and bonne.. onus). Create Assets Single, common Axed -sues appliudon eslabkshed with standard capitalization policies Assets Y N N Sotboume will provide process design sonless% and inlet procedure templates to support the development of documentation tar the prou.es associated with the Orade based trensallons that are within as scope of services. These lode can be used as the basis for the City to develop addition.' policies and procedures tar the processes that ere beyond the scope of Solbourne service.. 20 The originator of assets .dditon, change or retirement trnsectian should own any errors and be responsible for rectifying them. Create Assets Users initiate asset transfers, retirements and other maintenance trensoctna online Assets Y N N 25 Use mass assets (bundle) to account for depreciation ndCrasle disposals of email value, numerous .nets which are Nike. Assets Number of common small value easels minimized by using onus meets Assets Y N N 22 Ability to .ttadu a document ton asset es hookup for the addition, adjustment, transfer or dispnal of that asset. MenteiJ Treck Assets Assets Y N N 21 Ability 10 conduct physical invntdries/cyde counts. Maintain/ Inca Assets Fixed assets inventoried on . cycle -count basis targeting hilt -value, high -risk and highly mobile assets using bar-code andlor 0Qo frequency gunners Assets Y N N 24 Maly to delete/remove assets from the ayafem that are added it rn(. Main1aW Tack Assets Assets Y N N 25 Abday 10 maintain a hi.tory of the transfers with From and To locations end dab bath an appropriate audit trail, effective dating, etc.). Melntam/ Track Assets Assets Y N N 26 Ability to make dsnges to n asset record (with en .ppropdale audit trap, date, etc.). Maintain/ Trees Assets Users inttiete .asei transfers, retirements end athar maintenance transactions online Assets Y N N 27 Ability to redwify an asset to a different category. Maintain/ Trade Assets Assets Y N N 2S Ability to record and report on he date of an .ddiyon, adjustment, tr.rsfr or disposal of n asset. MakHei1 Track Assets Ant% Y N N 29 Abely to revalue mete tar Melton and retention of original value.. Maintain/ Track Assets Assets Y N N ERP-SI Functionality Responeo-MASTER negoti.tions updete_ll 21 Page 16 o1192 11-Fixed Assets Soptwroar IS, 2001 30 Ability to support bar-coded and/or RF asset tags. Maintain/ Track Assets Fixed assets irwentoned on a cycle -count basis targeting high -value, high-tisk and high ty mobile assets using bar-code and/or radio frequency scanners; Bar-coded asset tags generated automatically and physically attached by supplier or upon receipt N/A N N Y N Requires a 3 d-party bar code device and software solution which is compatible with Oracle turd assets. This requirement may require technical development to complete. Based upon our experience with other public sector organizations and the City's desire to minimize aistmikzabons, we recommend that the City evaluate the exisan9 functionality within the system and consider alternatives to custom developed solutions during the process design phase of the project in addition, custom development items need to be analyzed on a more detailed level to estimate the effort and cost to complete Me work. Mtith this in mind, we are providing an account of bows that the City can use to develop customization and development items. The project team wig also be able to pnontze development activities to bear meet the City's requirements For each development item identified during process design, a functional. descnption and estimate of hours will be documented and presented to the City for consideration. 31 Ability to temporarily take assets out of service and stop depredating them. Maintain/ Trade Assets Assets Y N N 32 Ability to transfer or adjust an asset or assets and interface the appropriate entries to General Ledger. Maintain/ Track Assets Depredation charges and asset activity including transfers, disposals, gains, losses, and betterments, generated by fixed assets system and posted automabcalty to general ledger; Users initiate asset transfers, retirements and other maintenance transactions online Assets Y N N 33 Ability to validate the physical inventory data with the data in the asset management system. Maintain/ Track Assets Fixed assets inventoried on a cycle -count basis targeting high -value, high -risk and highly mobile assets using bit -code and/or radio frequency scampers Assets Y N N 34 Able to define workflow scenarios to allow end uaera to perform asset maintenance transactions. Maintain/ Trade Assets Users initiate asset transfers, retirements and other maintenance transactions online N/A r N N Users can transfer an asset between employees, expense accounts, and locations and the transfer is completed with a simple save — there is no Workflow involved in this transaction. This requirement may require technical development to complete. Based upon our experience wen other public sector organizations and the City's desire t0 minimize customizabone, we recommend that the City evaluate the existing functionally within the system and consider alternatives to custom developed solutions during the process design phase of the project. in addition, custom development items need to be analyzed on a more detailed level to estimate the effort and cost to complete the work. 1Mtn this in mind, we are providing an account of hours that the City can use to develop customization and development items. The project team sag also be able to prioritize development activities to best Meet the Ciry'e requirements. For each development item identiaed during process design, a functional description and estimate of hours win be documented and presented to the City for consideration. 35 Define standard policy and procedures for asset transfers. asset retirements, tracking surplus assets and managing warranty/repair contracts. Maintain/ Track Assets Single, common fixed -asset application established wish standard capitalization policies Assets Y N N Solboume wi0 provide process design services and user procedure templates to support the development of documentaoon for the processes associated with the Oracle based transactions that are within the scope of services. These foots can be used as the basis for the City to develop additional policies and procedures for the processes that are beyond the scope of Sdbowne services. ERP-SI Fun on ER negotiations update i i 2 Page 39 of 102 11-Fixed Assets SexiembN IA 2004 30 Faddish a procedure to routinely inventory *red assets on a eyderount basis, targeting high -value, high -risk and Ngfry mobile uses. using bet -code and/or radio kequency scanners, Maintain/ Trade Assets Fixed assets Inventoried on a cycle -count basis targeting high -value, high-nsk and dphly mobile assets using bar-code and/or radio frequency scanners Assets Y N N Solboume wit provide process design services and user procedure templates to support the development of doaumenla0on forme processes essocated with the Oracle breed transactions mat ere within the snipe of services. These tools can be used as me basis to the City to develop additional policies end procedures for the processes that are beyond the scope Of Solbo.nle eervi.s. 37 Implement a bar coding or asset tag procedure to physically track assets. MantaiM Track Assets Bar-coded asset tags generated •ulomatlrally and physically attached by supplier or upon receipt WA N N Y Requires s 3rd-party Car code device and software solution which is compatible with Oracle fixed assets. 38 Implement Memel access to organization wide asset information 1C fadeless the utilization of e.isting assets. Maintain/ Track Assets Assets, Discoverer Y N N 39 Implement mobile comnsmicatioNtracking technology connecting mobile votedes and fixed asset locations, I.e. GPS. Maintain/ Track Assets Fixed assets inventoried on a cycle -count basis targeting high -value, high -risk and highly mobile assets using bar-code and/or radio hequenc7 scanners WA N N N This requirement was deleted by the City during negotiations. tap integrate 11aed ssset system with insurance spellns. Establish guidelines for integrating the business pocessee between teed assets and the risk management poupa to ensure accurate reporting of assets to external eneec. Maintain/ Track Assets Fixed suet system is Interfaced with timer systems to provide data for asset tax end insurance planning and analysis; System tracks lease. Outran., license and other contractual obkga0.n inhxmetion Assets N Y Y To beconsidered as pan of the discretionary pool of hours and was not included in the interfaces specified in the RFP. Please see the Oracle E-Busnese Suite Customizations P. Interface Development section of the proposal lot specific In effaces in scope. 41 Procedures developed for ccmnwnicatinp replacements to NI department,. Maintain/ Track Asset, Assets Y N N Sdboume will provide process design services and heel procedure tampleles to support he development of documentation for the processes associated with the Oracle based transscb0ns Mel are within the scope of services. These (.01al can be used es the basis 10 the City to develop additional policies and proc.drree kir the pocesea that are beyond the scope of Solbou.ne seMces. 42 Property tax capability (used below materiality threshold 4 be expensed 4 one accoung. Maintain/ Track Mete Assets Y N N 41 System should have the capsbhgty to mass traroter as,a4 to relied orprnizadonel change. when they omr, Maintain/ Track Assets Number of common small value assets minimized by using mass assets; Capitalization thf eshold is eel high end balances financial risk with asset tracking requim eante Assets Y N N 44 The Fixed Asol System i used to heck leeus, Insurance licenses and ohs contractual obfio tbrhs. Maintain/ Trail Assets System tracks lease, insurance, license end other contractual oblig.ton nlormation Assets Y N N 45 Users kitls4 asset transfers, retirements and other maintenance transactions, Vie an onik1e request system which is interfaced to the Fired A.eel System. MslntaiN Traci Mete Users vitiate asset transfr.a, retireman4 and Omer mantmafhce transsetiona online Assets Y N N Users can transfer an assistw.employ., brlen employ expense accounts, and locations end the transfer is completed with a simple save — there is no workflow involved in this transaction, This requirement may require technical development to complete. Barad upon our experience with other pobll0 .ed0r organization. and the Citye desire to minimize cuslonizations, we recommend that the City evaluate the existing functionality within the system and consider alternatives ID custom developed solutions dutng the process design phase of the props. In addtion, c0NOln development items need to be analyzed on a more detailed level to estimate the effort and coot to complete the work. With this in mind, we are providing an account of hours that the City can use to develop customization and development items. The project team will also be aria to prioritize development .ctivitiee to best meet the Gays requirements. For each development item identified during process design,. runcton.l description and es0male of noun will be documented and presented to the Ciry for consider.lon. 46 Ability to dose the fecal period and year. Period End Accounting Depredation charges and oast activity including benders, disposals, gains, losses, and betterment, generated by axed assets system and posted automatically to general /edger Mete Y N N 47 Ability to have Property tax reporting bleed on tar locarny. Period End Accounting Menagamenl and accounting reports availed, online Meets Y N N fat Ability toon-line4 haver okhe access query 4,00. Period Period End Accounting Management and accounting reports available e Wine _ Assets e Y N N ERP-SI Functionality Response -MASTER negotiation. update_11 23 Page40 of 102 11-Fixed Assets Sw ore.« r4 2024 44 Ability to maintain the book value for the assets. Period End Accounting Management and accounting reports available online Assets Y N N 50 Ability to produce Fixed Asset projections (roll -forwards) for depreciation expense across fiscal years by year. Period End Accounting Management and accounting reports available online Assets Y N N 51 Ability to produce reports sorted by tag numbers. Period End Accounting Management and accounting repots available online Assets Y N N 52 Ability to provide reporting that meets the needs of Economic Value Add (EVA) Period End Accounting Management and accounting reports available online WA N N N Requirement removed from scope per City Addendum No. 1 53 Ability to provide standard reports available on-llne with ckik-dower capabgt6es. Period End Accounting Management and accounting reports evadable online General ledger Y N 54 Ability to report on yearend book value, YTD and Life to date depredation while processing transactions in the next year. Period End Accounting Management and accounting reports available online Assets Y N N 55 Ability to run reports as of a given date (FA lists, additions/disposals), Period End Accounting Management and accounting reports available online Assets Y N N 56 Accumulated depreciation by asset type with depredation, retirement, and adjustment, period and YID. Period End Accounting Management and accounting reports available online Assets Y N N 57 Asset balances by account, detailed by additions, retirements, transfers from GIP, rectasses, transfers, and other adjustments. Period End Accounting Management and accounting reports available online Assets Y N N 55 Capital expenditures by category or major component e.g Budget and banker's projection. Period End Accounting Management and accounting reports available online Assets Y N N 59 Capital expenditures sorted by cost Period End Accounan9 Management and accounting reports available online Assets, Discoverer Y N N 60 Detail capdaliza0on report, Period and YTD. Period End Accounting Management and accounting reports available online Assets Y N N 61 Detail retirements, period and YTD Period End Accounting Management and accounting reports available online Assets Y N N 6Z Ending botanic w4M addition, retirement and adjustment activity, period and YTD. Period End Accounting Management and accounting reports available online Assets Y N N 63. integral. fixed asset system with the General Ledger system. Allow the faced asset system to automatically create all asset related joumal entries, including monthly depredation. Eliminate ad manual journal entries to fixed asset accounts. Period End Accoutring Depredation charges and asset activity including transfers, disposals, gains, losses, and betterments, generated by faced assets system and posted automatically to general ledger Assets Y N N 64 Software budget by company or sorted by cost. Period End Accoutring Management and accounting reports evadable online Assets, Discoverer Y N N 65 Standard reports should be distributed online and not on paper. Access to them should be controlled so that only authorized persons can view the reports. Period End Accounting Management and accounting report. available online Assets Y N N 66 The system should provide the ability for self service and drill dorm inquiry to address ad hoe questions. Period End Accounting Management and accounting reports available online Assets Y N N 67 Ability to automatically calculate gain/loss on asset disposals and retirements, for all books, and post the appropriate entry to the GL. Asset Disposal/ Retirement Depreciation charges and asset activity including transfers, disposals, gains, losses, and betterments, generated by toed assets system and posted automatically to general ledger Assets Y N N 68 Ability d pose of an asset or assets and interface the appropdate entries to General Ledger. Asset Disposal/ Retirement Depreciation charges and asset activity including transfers, disposals, gains, losses, and betterments, generated by fared assets system and posted automatically to general ledger; Users initiate asset transfers, retirements and ogre maintenance transactions ontint Assets Y N N 64 Ability to post proceeds (cash or cash clearing) and expenses to accounts and cost centers. Asset Dispersal/ Retirement Depredation charges and asset activity including transfers, disposals, gains, tosses, and betterments, generated by fixed eased system and posted automatically to general ledger Assets Y N N 70 Ability to reverse disposals made in error. Asset Disposal/ Retirement Assets Y N N 71 Ability to track assets to company/location for gair4toss at disposal and support related reporting requirements specific to asset location. Asset Disposal/ Retirement Assets Y N N 72 Ability to mite oft missing/obsolete assets. Asset Disposal/ Retirement Assets Y N N ERIASI Functionality Response-MASTER_negobaticns update_11_23 Page 4 1 01102 11-Fixed Assets Saarrnbor r0 Sow 77 Create policy to regularly analyze eased and dispose Aseel 74 of under performing assets not curvetly i use. Ability to assign the asset to a cast center. Disposal/ Retirement Assets Y H N Sdboume will provide orrice. design services and Sear procedure templets to support the development of documentation for the processes associated with the Oracle based transactions that we vethb me scope of services. These tools can be used as the basis for the C1y 10 develop additional policies and procedures for the prousses that are beyond the scope of Solbou me servius. 75 Ability to assign the uset to an easel rypNutepory System Maintenance System Assets Y _ N N 76 a Maintenance Assets Y H N 77 Ability to automatically book to GAAP records System Maimnance Assets Y H N 7e when adding an asset. Ability to automatically calculate GAAP depreciation System Maihtennwithce Single, common Wed -asset application eslabtshe0 wstandard capitalization policies; Depreciation charges and Intel activity including transfers, disposals, gains, losses, and betlermenta, generated by teed assets system end posted automatically 10 general ledger Asaels y N N 74 and pool to the GL. Ability 10 automatically calculate income and System Maintenance Depredation charges and asset activity including transfers, disposals, gains, losses, and betterment., generated by Axed assets system and posted automatically to general ledger Assets N N 60 property tax System Maintenance Assets Y N N t1 assets System Maintenance Assets Y H N 82 specific System Maintenance System sets Y N N 83 category i.e., DOB. Straight line, lax, and depreciation by tables (e.g., percentage). Ability to creak system generated Axed assets Maintenance Single, common Wed -asset application established with standard capitalization policies Assets Y N H 64 n numbering. Ability to define asset lemplales that define standard System System Syste Maintenance System Assets N N e5 categories/classes, depreciation attributes and asset hooka. Templates to be used ellen molting assets. 9 Ability to define defaultgeneral ledger accounting Maintenance Singh, common teed -asset application established with standard u et al'uanen chiding; Depredation dharpss end asset edlviry including transtan, disposals, seine, beams, and betterments, generated by road assets system and posted eulometioally to general la 5 r Assets Y H N d8 on R 9 templates huedtype of suet and type of tranaardiona. Ability to enter the life of an asset (GAAP,) System Maintenance Depreciation cheige. and meet activity Including transfers, dtspoaals, gains, losses, end betterments, generated by Axed awl. system and puled automatically to general ledger Anseb Y N N 87 Ability to enter the nunulaluuer information. System Maintenance Single, common Wedassst apptiutlon established with standard capitalization policies /Wets Y N H 66 Abillfy to forecest future period depredation expenses. System Maintenance Aeaels Y N N e9 Ability to Arty k Ie .tie or interface with Capital System Maintenance Assets Y N N 90 Ability Budgeting. to have on-line access end drill done dapabilty to System Maintenance Assets Y N N detailed 91 Ability easel records and renal*. to identify and access assets by lap number. System Makhtenance Management and accourting reports aveiieble online Assets Y H N capability Asset inhxmetion available on line. Drill down limited to standard screens within Oracle 92 Ability System to maintain and rephysically dY pat n Ole book value of System Maintenance Bar-coded asset tags generated automatically end Assetssystem. attached by a upon receipt Y N N asset 97 Ability ■n (GAAP,) to maintain GAAP books in tiled usel Managementaccounting r Management and accounting reports available aline Assets Y N N 94 Ability apptcaton. System Maintenance to mark the asset as nonEnpredating. Single, with common *seed-assel application established Asset: standard capitalizationY patties H N 95 Ability S Me to perform 'what -if depreciate analysis hued ystem Assetsmanu ets Y N N possible 96 Ability on System sceneries. Ma temence Assets Y N N depredationAssets 97 Ability to record depradatlon to accounts other than System 0.e. Cut of Sales). Maintenance Y N N to resat the Wed cruets bar orpenizetions System ely. Maintanence Management and accounting reports available online Assets y H N ERPSI Functionality Response-MASTER_negotialions update 11 23 Pepe 12 of 102 11-Fixed Assets sethenoor is 2004 96 Ability to set up the asset calendar in monthly periods with end dates matching the calendar of the General Ledger. System Maintenance Assets Y N N 99 Ability to set up the depreciation convention. System Maintenance Assets Y N N 100 Ability to net up the straithitane (and other) depredation method(s) for the assets. System Maintenance Assets Y N N 101 Ability to spread depreciation among cost centers automatically as needed. System Maintenance Assets r N N 10i Ability to track Fixed Assets by serial number - location (e.g., city, state, country), cost center and to indwidual. System Maintenance Fixed assets inventoried on e cycle -count basis targeting high -value, high -risk and highly mobile assets using bar-code and/or radio frequency scanners Assets Y N N 103 Ability to track and maintain assets from a Tax _perspective through Tax books and by State and City. System Maintenance Single, common fixed -asset applicatron established with standard capitalization policies Assets Y N N 104 Ability to track capital tease items and terms. System Maintenance System tracks lease, insurance, license and other contractual obligation information Assets r N N 106 Ability to track insurance information related to an asset. System Maintenance Fixed asset system is interfaced with other systems to provide data for aseet tax and insurance planning and analysis; System tracks lease, insurance, license and other contractual obligation information Assets Y N 106 Ability to track miscetraneoushntangible assets (Le. real estate insurance), including location. System Maintenance System tracks lease, insurance, license and other contractual obligation informatron Assets Y N N 107 Ability to track warranty information related to an asset System Maintenance Management and accounting reports available online; System tracks tease, insurance, license and other contractual obligation information Assets Y N N 108 Ability to use ctifferent prorate conventions for calculating depreciation. System Maintenance Single, common fixed -asset application established with standard capitalization_policies Assets Y N 104 Alertly to validate FA transactions at the source, only approved projects are interfaced to the system. System Maintenance Users initiate asset transfers, retirements and other maintenance transactions online; One approval process for capital apthopriation requests Assets, Project/ r N N 110 Integrated applications can access asset addition temptates to interface new assets. System Maintenance Fixed asset system is interfaced with other systems to provide data for asset tax and insurance planning and analysis Assets Y N N ERP-61 Functionality Response-MASTER_negotrations updatel 1_23 Page 43 of 102 12-General Accounting Segerar 13, 3004 Step Requirement Sub Procaaa Bast Practice Description Oracle Module In Scope (Y/NI Optional Service (MI 3rd Parry Software Customizedon (Y/NI Cornnwnb 1 AOifiq' to wtomatica 17 adradule or menuaay request the reconciliation reports and/or process commence. Account Analysis end Recondliaeon Reconciliation and enatyats of balance sheet accounts prepared quarterly, where not done automa0cslty; Front-end controls integrated into automated processes, utilizing exception reporting 10 reduce risk General Ledger Y N N 2 Ability to drM down 10 sudedger detail from General Accounting 9y.lam. Account Anelysls and Reconciliation General Ledger Y N N 3 Ability to reconcile the subledger balanaa or transaction detaie to the GL. Account Analysis and Reconciliation Reoondlialoo and enary.0 of balance sheet ■.counts prepared quarterly, where not done automatically General Ledger Y N N 4 Ability to add additional currencies for reporting and tr.o..c00nal Kerns for additional ledgervbook.. GL Rate Update NOT APPLICABLE General Ledger N N N Requirement deleted by the City during negotiations. We wi11 support the US doer currency end both English and Spanish language, per the elendard Oracle Application MLS functionality. AN training and project documenh0on will be in English. S Ability to add additional anRencien for reporting and transactional 'dens for additional ledgers/books. GL Role Update NOT APPLICABLE General Ledger N N N Requirement deleted by the City during negotiations. We wdl support bits US dollar currency and both English end Spanish Sanguagee per the alanderd Oracle Application MLS Mctionadty. All training and projed docurnentabon MN bean Engl ah. B Ability to enter, manual or automated, currency rale.. GL Rate Update NOT APPLICABLE General Ledger N N N Requirement deleted by the City during negotiations. we will support the US dollar currency and both English end Spanish languages per the standard Grade Appliation MIS functionality. All trailing and project documentation MN ben English. T Ability to enter, manual or automated, currency rate.. GL Rate Update NOT APPLICABLE General Ledger N N N Requirezrent deleted by the City during negoialions. We will support the US dotter currency entl both English and Spaniel language. par the standard Oracle Appliation MLS fncdonaNN. All treWng and project doormenla0on wdl ben English. 0 Ab411y to add additional Moe. to the chart of accounts et any given point in time. General Accounting Maintenance Common general ledger on ainye platform; Standard chart of accounts utilized companywide with Common data definitions; Cenbalzed account maintenance in place for corporate -defined fields General Ledger Y N N S Ability to change an eccount'e `Active' agile range, General Accounting Maintenance Common general ledger on Ingle platform; Standard Mart of ...comb utilized companywide with Common data cognitions; Centralized account maintenance in place for corporatedeaned fie10s General Ledger Y N N 10 Ability to change an accornl'a'Active' state. General Accounting Maintenance Common general ledger on single platform; Standard chart of accounts utilized company side wi0h Common data detritus; Centralized account maintenance in place for corporate -defined Nola General Ledger Y N N 11 Ability to create Accounting period based on the requirements of the business, i.e., Months, 44-5, Calendar or Fiscal Year, 13th period, and won. General Accounting Maintenance General Ledger Y N N 12 AbiHy to allow for 4ndng pectoris that are ditferenl from the according periods, spedlk.Ily for grants. end perform auloma0c rollovers for cree0ng fund evallab4Nly. General Accounting Maintenance Grants Management Y N N 13 Ability to create ed1lionel Iadga0booka. General Accounting Maintenance General Ledger Y N N U Ability to define ParenteChld relationship.. General Accounting Maintenance General ledger contsina only Summery -level financial information; Supported by Integrated subsystems and data warehouse General Ledger Y N N 15 Ability to aline a chart of accounts that nducoa the natural account end other related Mart vetoes (major and minor abject daeslfia0ans). General Accounting Maintenance Standard dirt of ..counts utilized company -via with Common dab attrition General Ledger Y N N 19 Ability to define financial or legal entity codes. General Accounting Maintenance Standard Mart of accounts utilized company -wide with Common cola definitions General Ledger Y N N 17 A,bility b define Rand codes and kind type. General Accenting Maintenance Standard Melt of accounts utilized companywide with Common data definitions General Ledger Y N N 1e Abtltfy to define wet comer Codes. General Accounting Menlanance Standard Man of accounts utilized companyMco MM Common data definitions General Ledger Y N N 19 Abony to comma egan.z0000 code. (or access organization codes if defined else wfiore) Mach includes buts not ended to department, diviuon. sac0on and rail General Accounting Maintenance Standard Mart of accounts Witted company -wide with Common dale definitions General Ledger Y N N 20 Ability to deem project codes. General Accounting Maintenance Standard Man of accounts utilized anpanywia with Common data definitions General Ledger Y N N ERPSI Functionality Response -MASTER negotiatoa update 11 23 Page 44 of102 12-General Accounting Sedw,aer re 2Otr 21 Ability to define transaction codes (to be used for expanding journal entries into mulbple lines). General Accounting Maintenance Standard chart of accounts utilized company -wide with Common data definitions General Ledger Y N N 22 Ability to define an account'. financial statement usage codes (to be used for generating financial statements). General Accounting Maintenance Standard chart of accounts utilized company -wide with Common data dehnibons General Ledger Y N N 23 Ability to define account and financial code relationship rules between any of the accounttfinmwial codes. General Accounting Maintenance General ledger contains only summary -level financial information; supported by integrated subsystems and data warehouse General Ledger Y N N 24 Ability to define future accounting periods. General Accounting Maintenance General Ledger Y N N 25 Ability to have multiple ledgers in the salve system, (i.e. forecast, budget, report, statutory, actuate). General Accounting Maintenance General Ledger Y N N 2ti Ability to maintain a single chart of accounts with values that can be shared across Ile entire organization. General Accounting Maintenance Standard chart of accounts utilized company -wide with Common data definitions General Ledger Y M N 27 Ability to purge 1 delete old account numbers. General Accounting Maintenance Common general ledger on singe platform; Standard chart of accounts utilized company -wide with Common data definitions; Centralized account maintenance in place for corporate -defined fields General Ledger Y N N 25 Ability to select a primary cwrency for transactional items. General Accounting Maintenance NOT APPLICABLE General Ledger N N N Requirement deleted by the City during negotiations, We will support the US dollar currency and both English and Spanish languages per the standard Oracle Application MLS functionality. At traiNng and project documentabon will be in English. 29 Define detailed standards for the addition of held and values to the chart of accounts. General Accounting Maintenance Centralized account maintenance in place for corporate- defined gelds, Standardized, company -wide policies and procedures published, reviewed and updated regularly General Lodger Y N N Sooloume wig provide process design services and user procedure templates to support the development of documentation for the processes associated with the Oracle based transactions that are within the scope of services Tease rods can be used as the basis or the City to develop additional polices and procedures for the processes that are beyond the scope of Solbohmne services. 30 Define detailed standards for the creation and maintenance of the Ledger/Set of Books. General Accounting Maintenance General Ledger Y N N Solboume will provide process design services and user procedure templates to support the development of documentation or the processes associated with the Oracle based transactions that are within the scope of services. These took can be used as the basis for the Cty to develop additional poacles and procedures for the procesaea that are beyond ate scope of So(oume services. 31 Define detailed standards for the creation and maintenance of the accounting calendars) General Accounting Maintenance General Ledger Y N N Solboume will provide process design services and user procedure templates to support the development of documentation or the processes associated with the Oracle based transactions Mat ore within the scope of serycan ices. These tools cbe used as the basis or the City todevelop additional policies and procedures for the processes that are beyond the scope of 5olbourne services. 32 Define detailed standards or the creation and maintenance of fine accounting currencies and rates. General Accounting Ma denarce NOT APPLICABLE General Ledger N N N Requirement deleted by the City during negotiations. We will support the US doper currency and both English and Spanish languages per the standard Oracle Application MLS harcbonabty. Ail training and project documentation will be in Enmesh. 33 Define detailed standards to be strictly adhered to by owner of Maintain Chart of Accounts sub -process. General Accounting Maintenance Centralized account maintenance in place for corporate- defined fields; Standardized, company -wide policies and procedures published, reviewed and updated regularly General Ledger Y N N Sotroume will provide process design services and user procedure templates to support the development of documentation or the processes associated with the Grade based transactions that are warrin the scope of aerorGes These tools can be used as the bases for the City o develop additional policies and procedures for the processes that are beyond the scope of Solbo me aerweea. 34 Define standard chart of accounts tobe used by the entire oganzabon. General Accounting Maintenance Standard chart of accounts utilized corrpany-wide with Common data dehnibons General Ledger Y N N 35 Ability for General Aoountirrg to automatically generate recording Journals as required, Journal Processing Front-end controls integrated into automated processes, utilizing exception reporting to reduce nsk General Ledger Y N N 35 Ability or General Accounting to support the recording of pre -encumbrances (as needed), encumbrances and expenditures, validating fund availability, and rejecting the transaction if funds are not available. Journal Processing General Ledger Y N N ERPSI Functionality Response -MASTER negotia0ons updale_11_23 Page 45 of 102 t2-General Accounting Sopron. re, mod 37 Ability for General Accounting to automatically, or manually, .location joumeq a required. Journal Processing General Ledger Y N N ..,generate 38 Ability tor General Accenting te automatically, or manually, inter -company journals ea required. Journal Processing General Ledger Y N N ...generate 39 Ability for General Accounting to eutsnabcally, or manually, generate reversing journals as required, Journal Processing Coal allocations minimized and, when necessary, should be driven by automated roubnm; Front-end controls nlepreled into .olomated proems.., utilizing exception reporting to reduce risk General Ledger Y N N 40 Ability to 'Import urn from external applications end systems. Journal Processing General Ledger Y N N 41 Ability to eutemNte the creation of nler•kuutl trar.attiaM. Joumd Processing General Ledger Y N N 42 Ability to con.oadate transactions Mom multiple ledgers/book. Into one ledperibnok in an automated Journal Processing General Ledger Y N N _grouse. 43 Ability to define and setup spurnes of journal transactions imported. Journal Processing General Ledger Y N N 44 Ability to identify and resolve DupeSbalenee journal entries to posting. JournalProcessing General Ledger Y N N •pnor 45 Ability to Interface journals at summary level Mom sub ledger. Journal Processing General Ledger Y N N 44 Ability to manually enter journals into penal accounting via a aura bed or through the eppticaton Reoft Jounal Processing NI subsystems interfaced or sitegated wM general ledger Gener& Ledger Y N N 47 Ability to revalue Penuche. based on AuctWetione in rates and percentage.. Journal Processing NOT APPLICABLE General Ledger N N N Requirement deleted by the City during negotiations. We will support the US dollar currency and both English and Spaniels languages per the elandard Oracle Application MLS functionality. Al/training and project doumenation will be In English. 40 Ability to roue journal entries trough an approval prose.. Journal Processing General Ledger Y N N et Ability to suspatd nim., based on predefined parameter, allow for the ability to correct end release for polling. Journal Processing Front-end controls nlegrMed into automated proteges, utilizing exception reporting to reduce risk General Ledger Y N N 50 Ability to trenstete transaction. Mom one cunency or COA to the General Accounting currency or COA. Journal Processing NOT APPLICABLE General Ledger N N N Requirement deleted by the City during negotiations. We MO support the US dollar currency and both English end Spanish languages per the slandad Oracle Application MLS f unctionaery. AU training and limiest documente4en will be in English. 51 Des detailed .tendam rds and &li ertelity for re creation Deals and proce.sng of Journals in the General Accounting system. Journal Processing Standardized end enforced high materiality levers set for journal encl.. General Ledger Y N N Solboume will provide process design seMeas and user procedure ternpletes to support die development of documentation for the processes associated with the Grade based trensadlons that are within the scope of servitors. These took can be used a the bailie for the City 10 develop addition& policies and prccedura tor the proce0ee that are beyond the scope of Solbourrs services. 52 Define detailed standards for the consolidation of Journals in the General Accounting Mtem, Journal Processing General Ledger Y N N Solboume oil provide process design servicesand teas. procedure template. to Nippon the development of documentation lei the processes associated WM the Oracle based transactions tuba are vet hn the scope of services. rheas took can be used a cis bask Ion die CM to develop additional poach. and Prou0ures for the process. that are beyond the scope of Solbourne services. 53 Deine detailed standards for the creation and maintenance of the Consolldabon Mapping. Journal Proceung General Ledger Y N N Solboume will provide process design services and user procedure templates to support the development of documentation for the pro.... assodeted with the Oracle bared trenac6ms that are within the scope of services. These took can be used as the bew for the City to develop a4di0onel policies and procedure. for the process.. that are beyond the scope of Sdbourne services. 54 Define detailed standards for the creation and maintenance of the Journal Source.. Journal Processing Shared services organization performs dosing activities General Ledger Y N N Sdboume will provide process design services and user procedure srrplate. to support the dev&opnsnl of documenlabon for the protases auoclated with the Oracle based anaacho s that are within the scope of undue. These tool. sun be lewd as the basic forme City to develop additional policies and procedures for the proce.ees that are beyond cow nape of Sdbourne earn... ER➢SI Functionality Response -MASTER nedotieton. update_11 23 Pape 46 of 102 12-General Accounting srar«ror rat 2001 55 Define detailed standards for the creation and maintenance of the inter-hmd business rules, including materiality. Journal Processing Standardized, company -wide policies and procedures published. reviewed and updated regularly General Ledger Y N N Solboumc will provide process design services and user procedure templates to support the development of documentation tar the process. associated with ate Grade based transactions that are within the scope of services. These tools con be used as the basis for the City to develop additional policies and procedures for the proce*es that are beyond the scope of Solboune services. 56 Define detailed standards for the posting of Journalsin the General Accounting system. Journal Processing Standardized and enforced high materiality levels set for journal entries General Ledger Y N N So6mume volt provide process design services and user procedure templet* to support the development of dowmentabon for the processes associated with the Oracle based trarsactrdns that are wend the scope of co services. These tools n be used as the baste for the City to develop additional policies and procedures for the prose.. that are beyond the scope of Solbeurne services. 57 Define detailed standards for the revaluation of Journals in the General Accounting system. Journal Processing NOT APPLICABLE General Ledger N N N Requirement deleted by the City during negotiations. We cot support the US doter currency and both English and Spanish languages per the standard Oracle Application MIS functionality. At training and project documentation Me be In English 58 Deane detailed standards for the translation of Journals in the General Accounting system. Journal Processing NOT APPLICABLE General Ledger N N N Requirement deleted by the City during negotiations. We coal support the US dollar currency and both English and Spanish languages per the standard Oracle Application MIS functionality. AN training and project documentation Kill In bin Enoash. 59 Define reconciliation and driildovm procedures to facilitate the research of journal entry details in the sub ledgers. Journal Processing General ledger contains only summary -level financial rntormabon; supported by integrated subsystems and Oata warehouse General Ledger Y N N Solbouma rkel provide proce* design semi.* and user procedure templates to support the development of documentation for the proses** associated with the Oracle based transaceona that are suntan the scope of winces. These loops can be used as the basis for the City to develop additional potcles and procedures for the prose*es that are beyond the scope of Solboume service*. 60 Reline accounting processes to allow sub systems and integrated sub ledgers to automatically create accounting entries. Journal Processing All subsystems interfaced Ofintegrated with general ledger General Ledger Y N N 61 The ability to post journals through an automated and t or manual process based on predefined parameters. Journal Processing Front-end controls integrated into automated processes, utilizing exception reporting to reduce risk General Ledger Y N N b2 Ability to 'undose' it year in order to make audit adjustments. Period End Close General Ledger Y N N 63 Ability to archive ledger balances from prier years no longer required for comparative or trend reporting. Period End Close General Ledger Y N N 64 Ability to archive prior year transactions, while maintaining access to ledger balances for comparative reporting purposes. Period End Close General Ledger Y N N 85 Ability to dose periods upon completion of month end activities and approval. Period End Close Virtual dose General Ledger Y N N 66 Ability to dse operiods upon completion of year-end acavibea and approval. Period End Close Virtual close General Ledger Y N N 67 Ability to create a beginning balance period that stores balance forward transactions separate from Period 1 activity. Period End Close General Ledger Y N N 68 Ability to create journal entries to populate beginning balances for all balance forward accounts. Period End Close General Ledger Y N N 69 Abs4y to define a separate year end dose adjustment period to separate year end transactions from Period t2 transactions. Period End Close General Ledger Y N N 70 Ability to define, configure and automate the month end- dosing schedule. Period End Close General Ledger Y N N 71 Ability to define, configure and automate the year-end dosing schedule. Period End Close General Ledger Y N N 72 Ability to ensure sub -ledgers are property dosed prior to dose of the General Ledger. Period End Close General Ledger Y N N 71 Ability to enter and post period end adjustments to general accounting. Period End Close General Ledger Y N N 74 Ability to manually or automatically generate reports critical to the closing of the month or year. Period End Close Centrally maintained, standard repots available online or distributed via Intranet or Internet General Ledger Y N N 75 Ability to nobly selected users of events that are not within defined tolerances. Period End Close Front-end controls integrated into automated processes, utilizing excepbon reporting to reduce risk; Legal and management consolidation of corporate domestic and anenational businesses automated General Ledger Y N N 76 Ability to open a sequential New Year at any point into the future. Period End Close General Ledger Y N N ERP-SI Functionality Response -MASTER_ negotiations update_11_23 Page 47 of 102 12-General Accounting Swlwror 112004 77 Ablity to prevent users in both the general accounting and sub ledger applications from posting tranctione to dosed periods. Period End Close General Ledger Y N N 78 Deane detailed standards and dove Wender for the processing of Month End Gating and Reporting. Period End Close Yatuel des. General Ledger Y N N Sdbwme will provide process design services and user procedure templates 10 support the development of doamenta00n for the procnsea associated with the Oracle based transactions that ate within the scope of services. These tools can be used ea the basis for the CXy to develop additional policies and proudurea for the processes that are beyond the scope of Sdbourrro servlsea. 79 Define detailed standards for period end adlustnhents. Period End Close General Ledger Y N N 5olboume will provide process design services and user procedure templates to support the development of documentation for the processes associated with the Grade based transactions that are within the scope of services. These loch can be used ae the basis for the City to develop etldirtonal polder and procedures tor the processes that are beyond the scope of Soloume Services. SO Define detailed standard. br the processing of Year -End Closing end Reporting. Period End Close General Ledger Y N N e wog provide process design hees. end user Solbwmservices procedure templates t0 support tiro development of documentation for the proc0nn associated with the Oracle based tranwctans Net are within the scope of oanius. These tools can be used as the base br Na City to develop National polder;and procedures for the processes Nat we beyond the scope of Saloum* service.. 81 Define detailed standards for the reoondg.ton processes. Period End Clime Reconciliation and .nalyss of balance sheet accounts prepared quanta', where not done automatically General Ledger V N N Solwme wall provide process design services and user procedure templates to support the deveopmenl of documentation for the procaine associated With the Oracle tined transotans that are within the scope of services. These lode can a weed as the base tor the City to develop additional polices and procedure. for the processes that are beyond the scope of Sobourns seMras. 82 Deane standards for dosing prods. Period End Close General Ledger Y N N Salome will provide process design services and user Procedure templates to support de development of documentation for the procnsas associated with the Oracle based tran..cdons that are within the scope of Theseservices. The codth s can be used as die basis for e City to develop addlanal polities and procedures tor the processes that ere beyond the scope of Sobwrne services. al AbiA7y 10 menu10y or automatically rollover unexpended encumbrance. at the opening of the nest fiscal year, as required. Period End Close General Lodger Y N N e4 Deane standards for opening a new year. Perini End Gore General Ledger V N N SalOone will provide processdesign services and user ca pr0dure template. to support the development of documentation for the pr0ce.... amended with the Grade based trneactions that are within me scope of services.teWal services. These tools n be used as e basis for the City to develop additional pollens and procedures for the process.. Nat are beyond the .cope of Sdboume services. 85 Refine dose process to adze out dose for non -year-end month, utilise high meteri.gly levels for journal entree and minimize number of .l0atione to reach two day don. Period End One Virtual dose; Standardized end enforced high materially levels set fr joumal entries; Cost .Ilocatio a minimized and, when necessary, should be driven by eulomated routines; General Ledger V N N 06 Ability to define tlehuX elimination entries based on legal entry eon Wren Tronstatian and Contribution Legal and management consolidation of corporate domedc and ntem.tionel businesses automated General Ledger Y N N 87 Ability to delete c efeutl elimination entries based on legal entity structure, Translation and Co edidau0n General ledger V N N as Ability to nap the consolidation process. Translation end Consolidation Legal and management consolidation of corporate domestic and international bu.inee1ee automated General Ledger Y N N ERP-51 FunctionaBry Response-MASTER_negodedons updale_l 1_23 Page at of 102 13-Grant & Pr ojeo Accounting Sr0rM55r 15, 2104 Stap' Requirement Sub Process Best Practice Description Oracle Module In Scope CNN) Optional Service (YIN) 3rd Party Software Customization IYIN1 Comments t Ability to allow muoiple threshold levels for project approvals based on project dollar amount. Project Setup Capital requests for major pr0ieds routed via workflow process for approvals; small -dollar or r0uine purchases previously approved in the capital budget require no additional approval to begin Grants Accounting Y N N 2 Ability to assign address and communication information to a project. Project Setup Grants Accounting_ Y N tv 3 Ability to assign rates to each resource utilized by the project for costing / billing purposes. Project Setup Grants Accounting Y N N 4 Ability to assign status codes to a project to control activities performed at a given time (inactive versus post). Project Setup Grants Accounting Y N N S Ability to define different resource types (employee, subcontractor, machine). Project Setup Grants Accounting_ Y N N GAbility to define different unit of measure for each resource type. Project Setup Grants Accounting_ Y N N 7 Ability to define edits to validate General Ledger and Project Accounting information during transaction entry. Project Setup Grants Accounting Y N N 8 Ability to generate revised estimates based on design] scope changes. Project Setup Grants Accounting Y N N g/Ability to include miscellaneous project information (comments, purpose of project, project sponsor f customer, estimated completion date, etc.). Project Setup Grants Accounting Y N tJ 10 Ability to integrate project accounting with Accounts Payable, Purchasing, Inventory Control, Requisitions, Billing, Time Entry, Human Resources, Asset Management, and General Ledger systems, Project Setup Automated capital project tracking application integrated with purchasing, amounts payable, engineenng/labor and inventory/stores applications for tracking purchased and constructed assets Grants Accounting Y N N 11 Ability to link imaged documents to project for easy access and long-term retention. Project Setup All supporting documentation imaged and available online by drilling down/across systems Grants Accounting Y N N 12 Ability to perform resource capacity planning for generation of realistic schedules. Project Setup N/A N N N Requirement deleted by City during negotiations- The Project Management and Project Resource Management cannot be used with Grants Accounting in the same operating unit. Mulborg is not included within the scope of the implementation. 13 Ability to route capital requests through an automated approval system. Project Setup Capital requests for major projects routed via workflow precasts for approvals; small -dollar or routine purchases previously approved in the capital budget require no additional approval to begin Purchasing Y N N 14 Ability to setae confidential projects n both Project Accounting and Accounts Receivable. Project Setup Grants Accounting Y N N In Grants, you can set aecuity at to 0M0 can view projects by arse pmmg truths uals rdas on a project. 15 Ability to store oMine links to project source documents and back-up documents (inducting Excel files, Word files, scanned documents, etc.). Project Setup All supporting documentation imaged and available online by drilling down/across systems Grants Accounting Y N N 16 Ability to support the generation of detailed estimates Project Setup Grants Accounting Y N N 17 All projects tracked in a single, common project tracking system, Project Setup Projects approved in the capital budget set up in a single, common project tracking system Grants Accounting Y N N 18 Encoura9ea collaboration across project teams utilizing web portals. Project Setup Project Foundation, Project Management, Project Resource Management N N N Requirement deleted by City during negotiations, The Projects Suite can create and back project teams and reseurca uaizaion but does not work in the same operating unit as Grants. Molt-org is not included within the scope of the implementation. 19 Integrates with Microsoft Project. Project Setup Grants Accounting N N N Requirement deleted by City during negotiations. Please see to Grade E-Business Suite Customizations & interlace Development section of the proposal for specific interlaces in agape. ERPSI Functionality Response-MASTER_negoiaions update_t t_23 Page 49 of 102 13-Grant 8 Project Accounting seye+er lA Von 20 Provides a webbesed project inibabon / request form. Project Setup Grants Accounting N Y Y Requirement del tied by city during negotiations. This rire leghnical development 10 complete. Basso upon our experience with other public sector organizations end the City', demo to minimize customizations, we recommend tbal the City evaluate the existing k 001001,y within the system and consider alternatives to custom developed solutions during the process design phase of the project. In addition. aslom development items need to be analyzed on a more detailed level to estimate the effort and cost to complete me work. Wit, this In mind, we are providing an account Ohm. that the City can use to develop cuslomizabon and development items. The project teem will else be able to prioritize development activities to best meet the Gays requirement. Fa each development item identified during process design, a lunctional deb caption and estimate of hours will be documented and presented to the City for consideration. 21 Provides reaItme access to project slaws -'as of point in time, or projected And. Project Setup Grant Accounting Y N N 22 Provides role -based view. of project information. Project Setup Grants Accounting Y N N 23 Support calculation of project RCN (investment analysis). Project Setup N/A N N N Requirement deleted by City during nsooliatons. 24 Supports Ng project scheduling with CPM (Corporate Performance Management) Project Setup WA N N N Requitement deleted by City during negotiations. 25 Utilize a c.lendn .filch is the same or different then the General Ledger. Project Setup Grant Accounting Y 14 N Zt1 Ability to up0ne costa masticated with spectral promotions or incentives Project Setup Grant Accounting Y N N 2T Ability to interface lime end expense data nun Project Accanbng from an calomel system. Project Setup Gnnt Accounting N Y Y To be considered as pan of discretionary pool of hour. in not Included as an interface specified In the RFP Plena see the Grade E- Bueness Sine Customizations 8lntersa Development section of the proposal for speck interface. In eco00. 28 Ability 10 track ■tdu0l cost .gerot two budget, Capitol Budget and Protect Budget (o.ollFyear project budget is possible). Project Setup Grants Accounting Y N N 29'A6iity to 'reek budding and major project. Project Setup Grants Accoundng Y N N 30 Ability 10 track coat awoeesd with kd'vectoverhead project, Project Setup Grant Accounting Y N N 31 Ability to track Goes Masks a prefect by phases. Project Setup Grants Accounting Y N N Normally, the lip level lacks in the NIBS will represent phases with start and knish dates. 32 Ability to track coat within a project by work breakdown structure (WBS). Project Setup Grans Accounting Y N N 33 Ability to track edju,trnens fora project (i.e„ Interest). Project Setup Grans Accounting Y N N 34 Capable of p.r6. ing skills management and seacding across the organization. Project Setup Project Resource Mranegemem N N N Requirement deleted by the City during negotiations. Project Rnource Management can get into the but does not wort in the lame Metallic' tint as Grants Accountino. 35 Support aAsrtng resource pools anon the organization Project Setup Project Resource Management (4 N N Requirement deleted by the City during negotiations. Project Resource Management can get into this but does not work in the same 00aretg unit as Grants Accounting. 3S Purchase orders automatically validated against project funding (amount evadable for commitment /expenditures). Purchasing Purchase orders validated automatically against commibnens/evpendidres Grants Accounting Y N N 37 Raqusltions include project accounting information. Purchasing Purchase order. validated automatioaty sparest commitrnent/expendiWree Grants Accounting Y N N 38 Ability to enter journal entries into the Project Accounting system. Project Coating Grants Accounting Y N N Miscellaneous Trans.ctdns can be submitted as Pre approved Beaches no create journal entries Mal are interfaced 10 the GL. 39 Ability 1n distinguish between capital expenditures end expense coat within a project. Project Status Grans Accounting Y N N 40 Ability to track ITS chargeable dollars captured to ITS dtergeabie dollar. allocated. Project Statue Grants Accounting Y N N ITS charges can be allocated through Usages (recharges). ERP-SI Funcbnamy Response -MASTER negotationa updele_11 23 Page 50 of 102 14-Grants Seatamem. t4 2004 Step Requirement Sub Process Best Practice Oescription Oracle Module In Scope (YIN) Optional Servka (YIN) 3rd Party Software Customization MN) Cammwrts 1 Electronically handle routing and approval of grant proposals Grants Pre- Award Key contacts are designated when establishing grants (at set- up time.) Project Managers are responsible and accountable to spend grant funds (allowing for the timely use of hunts with no rinds returned to grantors.) 90% of ail 'otter than payroll costs' are obligated by the scan of the final quarter o1 the grant; Utilize workflow/notification capabdAies Grants Proposal Y N N 2 Provide a central repository for all grant documentation. lecsWe cerM5ation documents, gram agreements, contracts, award letters and meek/hens, Grants Pre- and Post— Award Have each grant up and running within 15 days (max.) of receiving the award brier To accomplish this, Post -Award grants must have a timely, eMmem, user -Identity process in place (using a single, central database of grant data.) Grants Proposal. Grants Accounting Y N N Attachments can be used in Grants Accounting even it Grams Proposal is out of scope Attachments can be stored in a central repository and linked to the appropriate grant proposal 3 Web option for creating grant proposals on-hne. Grants Pre- Award Grants Proposal N N N Requirement deleted by City during negotiations 4 Oeliver pre -defined proposals. Grants Pre- Award Grants Proposal Y N N There are no predefined proposals but prior proposals can be copied and used as templates to create new proposals 5 Enter all gram budget information on -liras in e0Jrae departments. Grants Pre- Award Pre -awards are loaded into the system (e.g., for recurring ,grants.) Grants Proposal Y N N B Provide the on-line capability to determine the status of a application. Grants Pre- Award Grants Proposal Y N N -grant 7 Automatically notify all interested parties of Grant award nett anon. Grants Post- Award Pre -awards are loaded into the system (eg., for recurring grants.) Grants Proposal Y N N Key members noted on a grant proposal will be notified when a grant budget is approved. e Ability to handle grants with a variety of dates (encumbrance, payrog, payment. eta) Grants Post- Award Roll grant funds from one year to the next. A process is in place to handle grants that do not dose at year -and Grants Accounting Y N N g Add approved vendors to vendor files once grants are approved Grants Past- Award Purchasing, Accounts Payable Y N N 1C1 Store all prior grant data as a historical database and allow access to relevant data for users Grants Post- Award Grants Accounting Y N N 11 Capability for grant inquiry on the web. Grants Post- Award Grants Accounting, Ponat N Y N Requirement deleted by City during negotiations This requirement may require technical development to complete. Based upon our experience with other public sector organizations and the Cays desire to minunxze an8tomaa4Bne, we recommend mat the City evakeate tee existing hetotieneaty within the system anc consider aaernabves to custom developed solutions during the process design phase of the project. In addition, custom deve+opmeni Awns need to be anaryzed on a more detailed level to estimate the effort and cost to complete the worts, With the in mid, we are providing an account of hours that are Coy can use to develop customization and development items The project team will also be able to prioritize development activities to best meet the Cays requirements. For each development item identified dunng process design. a functional description and estimate of hours will be documented and presented to ate City far consideration. 12 Ability to track the revenue related to grants (credit side of transaction) and expenditure detail. Grants Post- Award Grants Accounting Y N N 13 In GI„ provide ability to create income statements and balance sheets ter grants for grant auditors. Grants Post- Award Grants Accounting, Discoverer Y N N 14 Abilsy to change and accounts status (e.g., "active," etc.) Grants Post- Award Grants Accounting Y N N 15 Store all grant data in a single central database. Grants Post- Award Have each grant up and running within 15 days (max) of receiving the award letter. To accomplish this, Post -Award grants must have a trmety, efficient, user-friendly process in place (using a single, central database of grant data ) Grants Accounting Y N N 16 Ability to differentiate source of funds (grant hinds / matching funds) for fund expenditures. Grants Post- Award Grants Accounting Y N N 17 Ability to set and modify rules/restrictions for expenditure types {e.g., unahowabie cost.) Grants Post- Award Grants Accounting Y N N 18 Automate indirect cost calculations and recurring entries. Grants Post- Award Grants Accounting Y N N ERPSI Functionality Response-MASTER_negMbtions update_11_23 Page 51 of 102 1e-Grams S.Ke+er I0 EI04 19 Provide the ability wihin the Grant Module to (unction as both and grantee. Grants Post- Award Grants Accounting Y N N 20 _grantor Ability to communicate with other prugrartstapplications used for loan servicing (JABS)and loan processing (GENESIS) Grants Post- Award Grants Accounting, Receivables N Y Y To be considered as part of the discretionary pool of hours, This requirement may require technical development to complete. Based upon our expedience wen other pudic sector organizations and the Cty's desire to minimize customizations, we recommend that the Crty evaluate the existing functionality within the system and consider alternatives to custom developed solutions dining the process design phase of the project. In addition. custom development items need to be analyzed on a more detailed level to estimate the effort and cost to complete the work Wei this in mind, we are providing an account of hours that the City can use to develop customization and development items. The project team wiit also be able to prioritize development activities to best meet the City's requirements. For each development item identified dung process design, a functional description and estimate of noun will be documented and presented to the City for consideration. 21 Ability to define and set tolerance levels for grant payments. Grant Spending/Mon itonng Grants Accounting Y N N You can define a resource list with the grantee as a line item oft of the vendor list and setting up the budget speaks to each grar0ee (supplier) This can also be done using encumbrances in Purchasing that also are tracked in grants. Grams Accounting award budgets can have hard omits that will lime the expenses arc revenue that can be generated. 22 Budget check grants at line item and grant level. Grant Spending/Mon itorag Provide an aulomatod poowon fa consistent budget revsione. Grants Accounting Y N N Funds checking on the transactions and budget revisions can be done untanned lanes. Limits can be the project task, or account code limit 23 Account for F&A and address the frequency of calculating F&A, Grant Spending/Mon kerintg Clear, defined guidelines for indirect funds (with the ability to spend indirect costs at department level) are in dace. Grants Accounting Y N N 24 Automate hinge benefit calculations and direct costs. Gram Spending/Mon doling All personnel weir are charged correctly. Grants Accounting, Labor Distribution Y N N 25 Calculate fringe benefits in HR payroil application.. Grant SpendinyMon tong All personnel costs are charged correctly. Grants Accounting, Labor Distribution, Payroll Y N N The Payroll modules is where benefits are calculated and pad Burdens (overheads) can be calculated in Grants as assigned to expenditures. 26 Monitor grant milestone dates via workflow. Grant SpendingiMon Miming Key contacts are designated when establishing grants (at set- up time.) Project Managers are responsible and accountable to spend grant funds (allowing for the timely use of funds with no funds retumed to grantors.) 90% of ell 'other than payroll costs' are obligated by (Inc start of the final quarter of the grant Utilize worxfiowfnotecation capabilities. Grants Accounting N Y Y To be considered as part of the discretionary pool of hours. This requirement may regime technical development to complete Based felon our experience with other public sector organizations and the City's desire to minimize custoMizatpns, we recommend that the City evaluate live eating functionality within the system and consider alternatives to custom developed solutions during the process design phase of the project. in addition, custom development tenor need to be analyzed on a more detailed level to estimate the effort and cast to complete the work Wei this in mind. we are providing an account at hours that the City can use to develop customization and development tens. The project team will also be able to prioritize development aclivnies to best meet the City's requirements. For each development item identified during process design, a functional description and estimate or hours will be documented and presented to the City for consideration. 27 Automate rules -based budget and ailowabihty (of purchase) checking. Grant Spending)Mon Miring Grants Accounting Y N N ERPSi Functionality Response-MASTER_negotlations update_11 23 Page 52d102 14-Grants S.gvreer rid, 200. 28 Provide a standard set o1 grant reports. Grant Spending/Mon Goring Grants are tracked easily, with simple monthly reporting. A clear reporting and distribution structure exists. Data Sows clearly from origination through grant close. Grants Accounting Y N N 29 Charge ail personnel costs in a timely and efficient manner Grant Spending/Mon daring All personnel costs are charged correctly. Payroll, Oracle Time and Labor, Labor Distribution Y N N 30 Abii8y to easily roil grant funds from one year to the next Grant Spending/Mon Itwirg Roll grant funds from one year to the next A process e: in place t0 handle grants that do not dose at year-end. Grants Accounting Y N N 31 Provide an automated process for consistent budget revisions Grant SpendingMon goring Provide an automated process for consistent budget revisions. Grants Accounting Y N N 32 Monitor all "other than Payroll caste" to ensure timely spending at proper levels. Utilize workflow/notification capabilities. Grant SpendirrgMon Awing Key contacts are designated when establishing grants (at set- up time.) Project Managers are responsible and ao ountabfe to spend grant funds (allowing for the bmety use of funds with no funds resumed to grantors) SO% of all -other than payroll costs' are obligated by the start of the final quarter of the grant; Utilize wbrkflowrnotieca110n apa8AAies. Grants Accounting N Y Y To be considered as part of the discretionary pool of hours. This requirement may require technical development to complete, Based upon our experience well other public sector otganoatwns and the City's desire to minimize customizations, we recommend that the City evaluate the existing functionality within the system and consider atternativea to Olst0m developed solutions donna the process design phase of the project In addition, custom development items need to be analyzed on a more detailed level to estimate the effort and cost to complete the work. Meth this in mind, we are providing an account or hours that the City can use to develop customization and development dens The project team will also be able to pnwiti29 development activities t0 best meet the City's requirements. For each development item identified dung process design, a functional description and estimate of hours will be documented and presented to the City for c0nsiderah0n. 33 Allow departments to spend indirect O%(a at department level (rt asowable per grant; if not, then restrict spending.) In addafon, allow spending of indirect costs incurred by otter departments. inducting Budgeting and Finance. Grant 5pendinglMon song Clear, defined guidelines for 104,004 funds (oath the ability to spend indirect costs at department level) are in place Grants Accounting Y N N 38 Post ale payroll and hinge benefit data immediately and automatiaay atter payroll is run. Grant Spending/Mon itori g Posting of payroll and fringes is done immediately and automatically after payroll Payroll, Oracle Time and Labor, Labor Distribution Y N N 35 Provide real-time grant fund balance information. Grant Spending/Mon itori g Provide real-time grant fund balance information. Grants Accounting Y N N 30 Provide standardized reporting and communicate alerts for grant reimbursement/reporting. Grant Spending/Mon holing Grants are tracked easily, warn simple monthly reporting A clear reporting and distribution structure exists. Data flows clearly from origination through grant dose. Grants Accounting N Y Y To be considered as part of the discretionary pool of hours. This requirement may require technical development to couplets. eased upon our experience with other pudic sector organizations and the City's desire to mirnmlze customizations, we recommend that the City evaluate the existing functionality within the system and consider alternatives to custom developed solutions during the process design phase 0t the project. In addition, custom development hems need to be analyzed on a more detailed level to estimate the effort and cost to complete the wort. With this in mind, we are providing an a0count of hours that the City an use t0 develop Customization and development items The project team will also be able to prioritize development activities to best meet the City's requirements. For each development item identified during process design, a fundtonal description and estimate of nours will be documented and presented to the City for consideration. 37 An automated grant dosing schedule is in place {available on- line.) Grants module is cured according to a stantlaro schedule. Grant Spending)Mon goring A schedule of grant closing dates is. p100e to alert all invoh.ed. The Grant module is closed by the 15th business day of the month. Grants Accounting Y N N ERRSI Functionality Response-MASTERnsgotiations update_11 23 Page 53 01102 inn 14-Grants Seprea rer rs 2004 38 Provide automated notification of the requirement to reapply tcf annual grants. Grant SpendingrMon kormg A schedule of grant closing dates s M place to alert an involved The Grant modules dosed by the 15th business day of the month. Grants Accounting, Grants Proposal/ Workflow N Y Y To be considered as part of the discretionary pool of hours. This requirement may require technical development to complete Ssete Based upon our experience with other pudic sector organizations and the City's desire to minimize customizations. we recommend mat the Cly evaluate the existing functionality within the system and consider alternatives to custom developed solutions during the process design phase of the project In addition, custom development items need to be analyzed on a more detailed level to estimate the effort and cost to complete the work With this in mind, we are providing an account of hours that me City can use to develop customization and development items. The project team vie also be able to prioritize development activities to best meet the City's requirements. For each development item identified dunng process design, a functional descnpion and estimate of hours will be documented and presented to the City for consideration 39 Provide the abi4ty to reallocate revenues and expenses Grant Spendirg/Mon godng There is an easy way to reallocate expenses Grants Accounting — Y N N 40 Provide the ability to big grantors automaticaly. Grant Spending/Mon doting Automatic bising of grantors is in place. The reimbusement ' process is clearly defined. Grants Accounting Y N N 41 Communicate alerts torn grants payments processed or on hold via the system. Grant Spending/Mon goring Alerts tor grant payments processed or on hold are communicated via the system. Grants Accounting, Receivables N Y Y To be considered as part of the discretionary pool of hours. This requirement may require technical development to compete. Based upon our experience vain other put6c sector or9antaat ohs and the City's desre to minimize custen021tions, we recommend that the City evaluate the exatm9 functionality within the system and consider aeomaWes to custom developed solutions during the process design phase of the project. In addition, witom development gems need to be analyzed on a more detailed level to estxnate the effort and cost to complete the work. With this in mind, we are praveang an adcount or hours that the City can use to develop customuatdn and development items. The project team cute also be able to prioritize development activates to best meet the City's requirements. For each development sera identified during process design, a functional desenption and estimate of hours will be documented and presented to the City for Consideration. 42 Simplify the grant roll-over and renewal process - -- allow for cafe transfer. Grant Close process Roll grant funds from one year to the next. A process s in place to handle grans that do not dose at year-end. Grans Accounting Y N N ERP-SI Functionality Response -MASTER negotiations update..,11_23 Page 54 or 102 15-Learning & Development SWamav /5 200 Step Requirement Sub Process Best Practice Description Oracle Module in Scope (YIN) Optional Service (Y/N) 3rd Party Software Customization, (Y/NI Comments t An ESS portal exists for training edminrstra4on and logistics. N/A Employees have direct access to online training catalog Employee Self Service, Training Administration Y N N Z Assess steaming realness (Infrastructure/employee) and utilize e4earning loots as appropriate N/A Employees have direct access to online training catalog iLearning, Training Administration Y N N Automated messaging to employee and manager regarding mandatory courses. NIA Systematic analysis of required skills, competencies and behaviors TrainingN Administration, Alerts or Workflow notifications Y V To be considered as part of the discretionary pool of hours. This requirement may require technical development to complete Based upon out experience with other public sector organizations and the City's desire to minimize customizations, we recommend that the City evaluate the existing functionality within the system and consider alternatives to custom developed solutions during the process design phase of the project. In addition, custom development items need to be analyzed on a more detailed level to estimate the effort and cost to complete the wok. With this in mind, we are providing an account of hours that the City can use to develop customization and development items. The project team wi0 also be able to prioritize development activities to best meet the Ctty's requirements For each development teem identiked during process design, a functional desorption and estimate of hours will be documented and presented to the City for consideration. 4 Automated scheduling and wait listing isutilized for course attendance and notification to employee, supervisor and training administrator N/A Automated scheduling utilized for course attendance and notification to employee and supervisor TrainingY Administration, Alerts or Workflow notifications Y Y Automated scheduling and wait listing functionality exists in OTA. However, reference to "notification to an employee, supervisor and training administrator" is not standard functionality and may require development of an alert or custom workflow. To be considered as part of the discretionary pool of hours. This requirement may require technical development to complete- Based upon our experience with other public sector organizations and the City'smf desire to minimize o stozatlore, we recommend that the City evaluate the existing Ainctionatity within the system and consider alternatives to custom developed solutions during the process design phase of the project. In addition, custom development items need to be analyzed on a more detailed level to estimate the effort and coat to complete the wok. UBlft this in mind, we are providing an account of hours that the Gay can use to develop customization and development items. The project team aaa also be able to prioritize development activities to best meet the Cay's requirements. For each deu.wuevet item vientie. I rkue,n ',views. nxaio,, a e nt 5• Automatic update of employee records foaows successful course completion; automatic notification to manager. N/A Automatic update of employee records performed following course completion Human Resources, Training Administration Y N N 6 Automatic update to Finance for alltraining related charges. N/A Systematic analysis of required skills, competencies and behaviors Training Administration Y N N 7 Content, job relevance, delivery, and post -delivery performance effectiveness are measured for business results. WA Employee development and training needs evaluation performed Training Administration, Employee Self Service Y N N 8 Develop performance metrics and indicators to measure training effectiveness that are easily accessible to appropriate parties. N/A Employee development and training needs evaluation performed Training Administration, Employee Self Service Y N N 0 Development Resource Guide is organized by job family and business spersaay, includes workshop catalogs, courses, seminars, mentoring models, on-the-job activities, and external resources and links to schools, professional associations and other resource. N/A Employees have direct access to online training catalog Beaming, Training Administration Y N N ERP-51 Functionality Response -MASTER neg melons update_11 23 Page 55 01102 151eaming 5 Development Seaaaroar 14 as]v ID Ensure KSA profiles reflect both current and lulnre *kill requirements end ere developed at pan of 1M regular buainesa cycle. N/A Systematic enaysis of required skill, competencies and behaviors Human Resources, Training Administration, Balanced Scorecard Y N N 11 Identify current end Mure ekille and behaviors linked to corporate and business objectives as part of a *tralegic business planning process. N/A Systematic analysts of required skills, competencies and behaviors Human Resources, Trrtring Administration, Balanced Scorecard Y N N 12 Learning administration application is integrated with HRMS and financial system*. N/A Systematic analysis of required skips, competencies and behaviors iLearning, Training Administration Y N N 17 Leaningµ en ongoing process throughout the business and Utiy integrated with other HR processes (e.g., selection, performance management, compensation, succession planning, etc.). N/A Employee development and training needs evaluation performed Human Resources, iLearning, Training Administration Y N N 14 Link development plans to individual and business performance requirements, such es knowledge, ekifis. abilities, experiences, etc. WA Specific training and development needs outlined Human Resources, iLearnng, Treating Administration Y N N 15 M55 pnovldo access to organizntionN and individual KSM. WA Automatic update of employee records performed following course completion; Automated scheduling utilized for course anndance and notification to employee and supervisor Manager Self Service, Balanced Scorecad, Human Resources Y N N 16 MSSIESS enables monitoring of Learning and Development planning end progress. N/A Automatic update of employee records performed following course completion; Automated scheduling utilized for course attendance and notification to employee and supervisor Manager Self Swiss, Employee Sell Service, iLeerrning, Training Admi isaation Y N N 17 MSS/ESS provides ell information tinted In Information Vrein, N/A Automatic update of employee records performed following course completion; Automated scheduling utilized for cease attendance and notification to employee and supervisor Manger Self Service, Employee Self Sardine, ILeaming, Trailing Aaministre5on Y N N 15 Maintain individual employee learning and development profies. WA Employee development and training needs evaluation performed Manager Self Service, Employee Sell Service. iLeaming, Training Administration Y N N 19rMaintan knowledge, slogs, abgity, certi6eetions, 0censes and other required es periences onlne at the caponte level and made available to ti1a busneu . WA Traning anicola explicitly linked to resource plans Human Resource*, Treating Administration, Manager Sell Service Y N N ERP-SI Functionality Response-MASTER_negotietins updale_11 23 Page 56 o1102 15-Learning 6 Development s rail er rq awv 20 Managers receive automatically generated prompts of potential training courses for staff. N/A Prompts to line managers generated automatically for potential training courses for slab Training Administration, Manager Self Service. Alerts or Workflow Notifications N Y Y To be considered as part of the discretionary pool of hours. This requaement may require technical development to complete. Based upon our experience with other public sector organizations and the City's desire to minimize customizations, we recommend that the City evaluate the existing functionality warm the system and consider alternabvea to custom developed solutions during the process design Phase of the protect. In adrkbon, custom development items need to be analyzed on a more detailed level to estimate the eltnrt and cast to complete the work. YNdn dos in nand, we se providing an account of hours that the City can use to develop customization and development items. The project team well also be able to pnontize development activities to best meet the City's requirements. For each development item identified during process design, a functional description and estimate of hours wit be documented and presented to the City tor consideration. 21 Promote opportunities to share aWoidual knowledge across the organization. NIA Systematic analysis of required skills. competencies and behaviors Human Resources, Training, Discoverer Y N N 22 Provide employee with business specific knowledge, i.e., around policies and procedures, N(A Systematic analysis of required skills, competencies and behaviors Human Resources, Training, Discoverer Y N N 23 The Training organization partners with management to lead cross -organizational program management and initiatives. N/A Employee development and training needs evaluation performed Human Resources, Training, Discoverer Y N N 24 Training delivery method leverages the learning technique best suited to the training objectives, content, and participant needs (e.g. web -based, CBI, on-the-job, coaching. classroom, and job rotation, etc.) N/A Training program offerings banchmarked against those of competitors and best practice companies Human Resources, Training Administration, Balanced Scorecard Y N N ERP-St Functionality ResponseMASTER negotiation Page 57 of 102 16-Orgarnzationat Effectiveness Serfsreer la, 2'q4 Step Requirement Sub Process Beet Practice Description Oracle Module In Scope (Y/NJ Optional Service (Y/NI 3rd Party Software Customizelion IY/N) Comments t Human Resources chnpe efforts tied erectly to business abelegy WA Human Resource change efforts tied tiredly to business etielegy Hunan Reeourcea, Balanced Scorecard Y N N eBuenass n« teaigenand Balanced Scorecard we not n scope ler cline I. We seonply recommend Thal the City consider implementing this tool eller a has impiemcnled hire rove functions end has s better unerstndng of the underlying data that is available for reporting n era appliudone. Humen Resources professionals held accountable for successful change efforts WA Human Resources professionals held accountable for succeulul change efforts Hunan Resources Y N N HR's support for buenen change considered to be valued, respected and dazed NIA HR system that is flexible and allows men changes across o_rgenizabans /lobs / positions Human Resources Y N N 4 HP system that supports organizational / reporting structure and allows ease of reporting N/A HR system that supports organizational / reporting structure and adore ens of reporting Human Resources, Discoverer Y N N S Ongoing environmental ■an of workplace environment performed to identify and surface issues WA Ongong en on W scan of workplace environment peHormed to identify and surface issues Human Reaourua, Discoverer Y N N 6 Employee rights and manager roles dearly eyed with explicit definition of when HR professionals, legal counsel or senior management should be involved WA Employee duets and manager roles clearly dented wrote explicit definition of when HR prolsinels, legal counsel or senior management should be involved Humen Reaourua Y N N 7 Hunan Resources change efforts have =est= goats, objective and scorecards WA Ongoing envlrenmental %can of Workplace environment performed to identify end surace Issues Hunan Resources, Discoverer Y N N $ HR system that is flexible and allows mass changes across organizations / jobs / positions WA HR system that is flexible end allows mass changes across organizations / jobs 1 posit one Human Resources Y N N Employee counseling end relations responsibilities included in poertian etatenants end job descriptions for W levels of supervision WA Employee counseling and relation respons*dities included in position statements and job descriptions for ad levels of eupervisian Human Resources Y N N ERPSI Functionality Respwae-MASTER negotiations updale_11 23 Page se of 102 17.OubooK-intenm Fore@ai Sepembr IS. peed Step Requirement Sub Process Beet Practice Description Oraok Module M Scope XYM)- Options! Service renal 3rd Party Soltwere Customisation UM) Comment 1 Ability to compare motuais results versus plan. Actuais Track to latest Plan - Process is supported by an integrated information architecture - Forecasting is enabled through an integrated appkean. the is used consistently throughout the organization Puble-Seetec Bsd9etag NIA N N Y N During negotiations, the City decided that Oracle PSB would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement. 2 Ability to enter notes fora given forecast. Actuais Track to Latest Plan - Changes to forecasts should result in one of the following: change in tactics/realignment of resources in order to meet established targets, or change in targets to reflect new environment Patiliefiestos Budgeting N/A N N Y N During negotiations, the City decided that Oracle PS8 Would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement, 3 Ability to handle exceptions and conditions defined by company business rules, with ability to email alerts Actuals Track to Latest Plan - Revised tarecasts arena and submitted on exception basis only, - Process and workflow management including email notification and alerts to track She progress of the forecast Workaow N/A N N Y N During negotiations, the City decided that Oracle PS8 would not be implemented. Third -party Hyperion wig be implemented to fulfill this requirement.. This requirement may require technical development to complete. Based upon our expenence with other public sector organizations and me Cey's desire to minimize customizations, we recommend that the City evaluate the existing functionality within the system and consider alternatives to custom developed solutions during the process design phase of the project. In addition, custom development items need to be analyzed on a more detailed Meal to estimate hie affart end cost to complete the work With des on mind, we are providing an account of hour that the City can use to develop cultonn2at.n and development items. The project team wilt also be able to prioritize development actrvhas to best suet the City's requirements For each development item identified dung process design, a functional description end estimate of hour will be documented and presented to the City for consideration. 4 Ability to automatically roll -up individual forecast components into one. consolidated forecast Consolidate Forecasts -Each level of the organ0aeon forecasts a limited number of one items and line items are aligned and linked at every level of the organization Putiia e..N^r Budgeting NtA N N Y N During negotiations. the City decided that Oracle PSB would not be implemented. Third -party Hyperion will be implemented to fulfut this requirement. 5 Ability to floury users of foreust due dates, consolidation process. Consolidate Forecasts - Process and work/law rynage.n1nt including email nobll0atidn and Marts 10 #tick the progress of the foraca0t nubs,. S^c'^v- iludgeting N/A N N Y N During negotiations. the City decided that 0raole PSB would not be impemehted. Third -party Hyperion will be Implemented to fulfi/llhM requirement. Ability to provide high-level summary graphics and narrative of the financial translation of Ops plan. Consolidate Foreusis - Forecasting is enabled through an integlolod appiiugon th1 is used consist lhrougnou[ ilia agen8aaon Dissavarw N/A N N Y N During negotiations, the City decided that Oracle PS8 would not ba lmplemented. Third -party Hyperion wilt be implemented to fulfill this requirement, 7 Ability to export forecast data to central repository- to make available for use by other applications/reporting sOMions. Load Numbers Into Company Data Repository - Process is supported by an integrated information architecture PWniaS.oW,- 8N igela9 N/A N N Y N During negotiations, the City decided that Oracle PS8 would not be implemented. Third -party Hyperion will be implemented to fuel/I this requirement. S Ability to compare forecast results to latest loreustrbudget te/N/A any flax changes in targets. • Changes to forecasts should result in one of the following: change in tacticsireellgnment of resources in order to meet established targets, or change in targets to reflect new environment • Forecast information is consistent with and process is lily integrated with budgebngpocess. Puble Seale- Budgeting NIA N N Y N During negotiations. the City decided that Oracle PS8 would not be implemented. Third -party Hyperion will be implemented to NM* this requirement. 9 Ability to develop and maintain numerous planning versions and modeling sceneries. Ability to modify and project mottle' scenarios without modifying the onginel. N/A - Changes to forecasts should result in one of the following: change in tactics/realignment of resources in order to meal established targets, or change in targets to reflect new environment latia.Swetac Budgeting NIA N N Y N During negotiations. the City decided that Oracle PSB would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement. 10 Ability to enforce tolerance /target checking. N/A - Revised forecasts prepared and submitted on exception basis only. Ra0ieSaater. Budgeting N/A N N Y N During negotiations, the City decided that Oracle P58 would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement. 11 Ability to generate trend chart to cover the specified forecast time horizon N/A - Forecasting 5 enabled through an integrated application thl is used cons en throughout the organization 0iccava+er NtA N N Y N During negotiations, the City decided that Oracle PSB would not be implemented. Third -patty Hyperion will be implemented to fulfill this requirement. 12 Ability to include explanations for forecasted results outside acceptable performance tolerance cN/A • Changes to forecasts should result in one of the following' change in tacticsAeabgnmerd of resources in order to meet established targets, or change on targets to reflect new environment Publ..-Seedoc 8uegahag NIA N N Y N During negotiations, the City decided that Oracle PSB would not be implemented. Third -party Hyperion will Se implemented to fulfill this requirement. 13 Ability to update / create new forecast amounts at any time during process. N/A - Expectations of future commitments and projected performance are untinuousiy captured and incorporated into forecasts N/A N N Y N During negotiations, the City decided mat Oracle PSB would not be Implemented, Third -party Hyperion will be implemented to fulfill this requirement. ERP-SI Functionality Response -MASTER negotiations update 11_23 Page 59 of 102 17-Ou0ook-Interan Forecast Sapwaew 1e I00w 14 Ability to update drives models to cant the specified forecast time horizon. NSA - Robing time hu02om depends on the nature and cycle oldie business and may vary for different line items based on the decision making time horizon Pubes -Seaton 8udgaeag N/A N N Y N During negotiations, the City decided that Oracle PS8 would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement. 15 Ability to update forecast horizon period. N/A - Rolling time horizon depends on the nature and cycle of the/ business and may vary for different tine items based on the decision making time horizon P. 14.64Mo. Budgeting WA N N Y N During negotiations, the City decided that Oracle PS8 would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement. 16 Ability to update tolerance /target checking parameters. N/A - Revised forecasts prepared end submitted on exception basis only. Avails Sa^',r- Budgeting N/A N N Y N During negotiations, the City decided that Oracle P58 would not be implemented. Third -party Hyperion win be implemented to tun( this requirement. 17 Allows for global formula or allocation based changes to be applied to planning data. N/A - All financial functions including consolidation, elimination an foreign currency translation are performed automatically within the planning tool Rubkc-Sastsc Bud4 0104 N/A N N Y N boring negotiations, the City decided that Oracle P58 would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement, '000 4N wppaF te- n rc n..u... ,...se.4 wmw cng"•h va4-Spanish GagNaA-The City delete4 the raisron0e io torei9n currency hpm thie requirement t3 Assign users to Roles and Planning Activities WA -Forecasting is done by cross functional teams with significant operational involvement Multi -dimensional budget centes link to orgenrzationat hierarchies or their roll -up sbuctures AWFs-Seetac Budgeting N/A N N Y N During negotiations. the City decided that oracle P58 would not be implemented. Third -party Hyperion will be implemented to fumit mot requirement. 10 Define and communicate forecast guidelines, due dates, etc. N/A -Process and workflow management including email notification and alerts to track me progress of the forecast Wmkaaw N/A N N Y N During negotiations, the City decided that Oracle P$8 would not be implemented, Third -party Hyperion will be implemented to fulfill this requirement,- This requirement may require technical development to complete. Based iron our experience with otter public sector organizations end the Clys desire to iranifn2e customization., we recommend that the City waivata the existing hmctionabty within the system and consider altematives to custom developed solutions during the process design phase of the project. in addition, custom development hems need to be analyzed on a more detailed level to estimate the effort and cost to complete the work. With this in mind, we ate providing an account of hours (ha( the City can use t0 develop customization and development kerns. The protect team cats Mao be able to prioritize development activates to best meet the C4y's requirements. For each development ham aenti6ed during process design, a functional description and estimate of hours will be documented and presented to the City for censdereb0n. 2f1 Define data integration requirements and data sources required for forecasting models. N/A - Process is supported by an integrated Information architecture - Forecast information is consistent with and process is fully integrated with bud9etinprocess. Pubka-Saatas Sudgatay, General ledger, AOl Y N N During negotiation, the City 4ecid.e4 that Oracle PSB would not be implemented. Third -party HyPerian will be implemented to fulfill this requirement, removing PSB from scope, 21 Define forecast status update procedures. WA -Process and workflow management including enact notification and alerts to track the progress of the forecast. P."-S rat Budgeting WA N N Y N 'During negotiations, the City decided that Oracle P58 would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement. 22 Define user defaults and preferences. N/A -Forecasting is done by cross functional teams with significant operational involvement Multi -dimensional budget centers link to organizational hierarchies or their roll -up structures A-u,o c1r4r" Budgeting NtA N N Y N During negotiations, the City decided that Oracle P58 would not be implemented. Third -party Hyperion will be Implemented to fulfils this requirement. 23 Ability (o set up performance measure wameng levels. Review Forecast Guidelines - Forecasts prepared on a rolling basis and new forecasts art triggered by material changes in the business (event driven). - Revised forecasts prepared and submitted on exception basis ony Wrhka-Ssatac Budgeting N/A N N Y N During negotiations, the City deeded that Oracle P58 would not be implemented. Third -parry Hyperion will be implemented to fulfill this requitement, 24 Define Dimensions Review Forecast Guidelines - Each level of the organdaton forecasts a limited number of tine items and Me items ate aligned and linked at every level of the organization Robby See., Budgeting WA N N Y N During negotiations, the City decided that Oracle p58 would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement. 25 Define Projection Methods Review Forecast Guidelines - Each Mvel of the organzaton forecasts a imbed number of line items and line items are aligned and linked at every level of the organization Publr 8aatoz Budgatng NIA W'sits ar aW N N Y N During negotiatiane, the City decided that Oracle PS8 would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement. 26 Define forecast functions for each role. Review Forecast Guidelines - Forecasting is done by cross Junctional teems with significant operational imroNenent Multi -dimensional budget centers anti to organizational hierarchies or their ms-up structures N N Y N During negotiations. the City decided that Oracle P58 would not be implemented, Third -party Hyperion will be implemented to fulfill this requirement. 8udge(0g N/A ERP-SI Functionality Response -MASTER negotiations update_11_23 Page 60 01 102 17-Outlook-Inlenm Forecast Sapr..aw ra SIX 1 27 Define forecasting roles - including Planning Administrator, Security Administrator, ExecutoelReview,r and Analyst Review Forecast Guidelines - Forecasting is done by cross functional teams with significant operatenai ,nvoNement Mutb-d,mens,onal budge centers link to organizational hierarchies or their roll -up structures Pubkafieetes Budgeting N/A N N Y N During negotiations, the City decided that Oracle PS8 oule not be imptemented. Third -party Hyperion will be implemented to fulfill this requirement, 28 Define level of libelling detail. Review Forecast Guidelines - Line hem detail is domed from the key performance drivers and is based on materiel -Sy and volatinty Use of driver based models to determine detail - Level of detail (number of line hems) is greater for earlier periods and user for later periods Pubko-Sautan Budgeting N/A N N Y N During negotiations, the City decided that Oracle PS8 *note not be implemented. Third -party Hyperion win be implemented to fulfill this requirement. 29 Define performance measures /driven. Review Forecast Guidelines -Line hem defile is domed from the key performance drivers and is based on materiality and volatility. Use of driver based models to determine detail. Wb"s ^srh• Budgeting NtA PuM^ <-.u,• N N Y N During negotiations, the City decided that Oracle PS8 would not be implemented. Third -party -party Hyperon will be implemented to fulfill this requitement. 30 Determine planning horizon - and associated !suet of detail required, Review Forecast Guidelines - Rotting omit h01f2dn depends on the nature and ryde of the business and may vary for different kne Rams based on the decision making time horizon N N Y N During negotiations, the City decided that Oracle PSB would not be implemented. Third -party Hyperion will be implemented to fulfill Chia requirement, ButlgNwg N/A 31 Forecasting application integrated with Budgeting applicab0rTR,niew Forecast Guidelines - Forecast information is consistent with and process is fully integrated with budgeting process. Pabgo-4aatw- Badgeeng NIA N N Y N During negotiations, the City decided that Oracle PSB would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement. 32 Identity lowest users. Review Forecast Guidelines - Forecasting is done by aoss functional teams with aigndicaM operational involvement. Multi -dimensional budget camera fink to organizational hierarchies or their roll -up stmdures PubkeSeake BWgakag N1A N N Y N During negotiations, the City decided that Oracle PSB would not be implemented. Third -party Hyperion will be impte+ranted to f Wind this requirement. 33 identity major Planning bases and assumptions - including th tares of Revenue, Cost of Goods Sold. Expanses, Headcoon Capital Assets and External Factors (Tax Rates, Interest Rates, Economic Indices, etc). Review Forecast Guidelines - Lire Rem detail is domed from the key performance drivers and is based on matenaliry and volatility Use of driver based models to determine detail. Pubk.Beetes BWgaterg N/A N N Y N During negotiations. the City decided that Oracle PS8 would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement. 34 Web -based application interface. Review Forecast Guideenes -Users submit and retrieve information through a ponathw5 based environment PWko-Featw- 8wdgetiag N/A N N Y N During negotiations, the City decided that Oracle PSB would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement. 35 Ability to accept extndetl data from external sources (enable inputs from various systems) Scan External Environment -Line hem detail is derived from the lay performance omen and is based on materiality and volatility Use of driver based models to determine derail. PubkaSecloF Budgeting N/A N N Y N poring negotiations. the City decided that Oracle PSB would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement. Please seethe Grade E-Business Suite Cusonuzaeons B Interface Deva oprreM section of the proposal or specific infernos in scope. 36 Ability to compare internal key performance indicators and trends- versus oompefitrve analysis/data. Scan External Ermronment - lime hem detail is derived from the key performance drivers and +a based on materiality and volatility Use of driver based models to determine detail. -Forecasting is enabled through an integrated application to is used consistently throughout the organization Finznciai Intel N Y N boring negotiations, the City decided to consider eBuainess intelligence as optional scope 3F Ability to review key performance indicators, trends and performance to plan over the last year. Scan Internal Environment - Forecasting h enabled firough art 1NegrOfed application tit; is u5ed Con5151ently throughout the organlzab0n Financial intelligence N Y N During negotiations, the City decided to consider elatedness intelligence as optional scope 38 Allows hierarchical and mutt{ -dimensional reporting and drill down capabilities based upon user -defined characteristws. Scan Internal Environment - Each level or the organization forecasts a limited number of line items and line items are aligned and linked at every level or me organization Peeps.g •aid• Budgeby. General Ledger Y N N Drill -down reporting is available torn within the Application Desktop integrator tool within the General Ledger. Addition& doll -down capabilities would need to be defined in more data and could be addressed with Oracle Portal. During negotiations, dra City decided mat Oracle PS8 would nol be implemented. Third -party Hyperion will be implemented to fudill this requirement, removing PS8 from scope. 3O Existence of a central data repository (accounts, cost centers hierarchies, attributes, historical/current financial results, business intelligence). Scan internal Environment - Process is supported by an integrated l°formation architecture 1ybiic 1"_ tit. Budgeting NIA N N Y N Outing negotiations. the City decided that Oracle PS8 would not be implemented. Third -party Hyperion will be implemented to fulfill this requirement. 40 Ahows reorganizations to be processed by dropping and dragging an organization from one location to another on a graphical depiction of the organization Review Forecast Guidelines Genera! Ledger, AD/ Y N N 41 Allows the automatic processing of budget dine awn) change requests Workflow Pub'.- S.^'o" Budgeting N/A N N Y N During negotiations, the City decided that Oracle PS8 would not be implemented. Third -party Hyperion will be Implemented to fulfill this requirement. ERPS! Functionality Response-MASTER_nogotiations update_t 1 23 Page et of 102 18-Payroll Srphmsw rt. 2054 Step Requirement Sub Pietas. Best Practice Description Oracle Module In Scope (YM) Option& Service (YtNI 3rd Party Software Customization CON) Comments i Coordinetion and Submission of Garnishments Support wage garnishments using hies and disposable earnings deanitions as set by federal and state regulations for deductions Garnishment module integrated with AP to processing payments to vendors Garnishments module integrated and automated with electronic interface to agencies where possible Payroll Y N N Electronic Interface Available for those states that require electronic payments. The standard functionality for garnishment payments is through the payroll module. There is not integration wen AP. If this is desired it would requite a Custom interface to lea written. Please see the Oracle EBosiness Suite Customization 8 Interface Development section of the proposal for specific interlaces in scope 2 Employee and Third Party Inquiry Support online/Employee third parry inquiry (e.g., employee verification) Suppotl*one stop shopping for employee inquiries issues and resolutions are handled by one centralized point of contact (preferably a shared services center) Payroll Y N N 3 Generate Checks and Direct Deposits Support direct depose to multiple employee accounts Direct depose of employee paychecks utilized by at least 801 of all employees Payroll Y N N 4 Generate Checks and Direct Deposits Support web based capability for tract depose advt.S for employee self Service Direct depose advises should be distributed and available via secure web interface Sett Service HR Y N N S Payroll Processing Ability to support interfaces to and from internal and extemel systems Integrate Payroll Application wen Time and Attendance, HR, GL, Project Tracking, Time and Expense and other systems requiring or transmitting data to and from Payroll Eli -directional interteoes to government, outside agencies am third party vendors EDI utetted for payroll remittances to tax jurisdictions, and (him panty vendors Payroll, Time and Labor, General Ledger Y N N State Quarterly and W2 Magneto Media San of Core Payroll module. Interfaces to existing Oracle Applications are included within the atop but external system integration needs to be defined in detail and are not included unless specified elsewhere in the propos& Pleas* see the Oracle E-8uciness Suite Customizations & interface Development section of the proposal for specific interfaces in scope. 6 Payroll Processing Ability to add financial data to peyroes Ability to create coding link between the Peyroll and General Ledger Support validation against GL online Integrate Payroll Application with Time and Attendance, HR, GL, Project Tracking, Time and Expense and other systems requiring or transmitting data to and from Payroll Payroll, Time and Labor, General Ledger Projects Y N N ERPSI Functionality Response.MASTER_negoliabons update_lt 23 Page 62 of 102 18-Payroll Sy,Mnar IS,, 2004 7 Payroll Processing Provide user defined calendar that drives the payroll process including - but not limited to: pay period start and end dates, holidays, payroll processing Schedule, fiscal and calendar year earnings Process driven Payroll Y N N 8 Payroll Processing Ability to process wage/salary calculations based on effective date. Abiity to pro- rate entitlements based on changes occurring In the middle of • payroll penal Automatic middle of the payroll period adjustments Payroll Y N N 8 Payroll Processing Ability to create custom interfaces to governments and third parties supporting inbound and outbound data using system supplied tools. gi-directional interfaces to government. outside agendas anc thud party vendors Payroll N Y Y To be considered as part of the discretionary pool of hours. Pleas* see the Oracle E-Business Suite Customizations & Interface Development section of the proposal for specific interfaces in scope 10 Payroll Processing Ability to interface with government agencies and third parties for rerrabances EDI inlaid for payroll remittances to tax jurisdictions, and third party vendors Payroll Y N N Please see the Oracle E-business Suite CustoMzations & interface Development section or the proposal for specific interfaces in scope 11 Payroll Processing Automatic retroactive computations for entitlementslp aymams Automatic retroactive processing of regular, FLSA, and other payments including deductions Payroll Y N N 12 Preparation and Submission of Deduction and Earnings Codes Ability to modify earnings and deduction calculation characteristics and balance feeds. Earnings and deductions calculated automatically based on established rule set Payroll v N N 13 Preparation and Submission of Deduction and Eamings Codes Automate earnings and ptos Items the are recurring tied to hours pia Earnings and deduction calculated automatically based on established rule set Payroll Y N N ERP-SI Functionality Response-MASTER_negolialons update_11 23 Page 63 of 102 18-Payroll sesame. rs, sow 14 Preparation and Submission of Deductions and Earnings Codes Automated tracking of special union codes. special events, overtime and special deductions Pay Time Codes are standardized throughout the organeaton Earnings and deduction calculated automatically based on established rule set Payroll Y N N 15 Preparation and Submission of Payroll Taxes ; Process Year End Taxes (W-2s and W-2Cs) Ability for employees to modify payroll tax information (Was) and view and access W-2's online Employee and manager self-service utilized for update and verification of payroll Information including W4 updates and W-2 access Self Service HR Y N N 1EPreparation and Submission of Payroll Taxes, Process Year End Taxes (W-2s and W-2Cs) Support online "what it scenarios for W-4 withholding changes Employee and manager self-service utilized for update and verification of payroll informaton including W-4 updates and W2 access Self Service HR Y N N 17 Process Time Automated computations of vacation accruals based on schedules Web -enabled tools used to capture accrued and actual time off Employee schedules used to optimize extwn reporting and load timecard data Time and tabor Y N iJ 18 Process Time Exempt and Non -Exempt Employee Enters Time Automatic prior period corrections Retroactive computation t hours and pay for prior period entries, and automatic updates to payroll and Gl for the adjusted time transaction Payroll Y N N 190Process Time Preparation and Submission of Deductions and Earnings Codes Automated tracking of Workers Compensation leaves ood payments Pay Time Codes are standardized throughout the organization Earnings and deduction calculated automatically based on established rule set Payroll Y N N 20 Reporting - Standard Reports and Ad -Hoc Reports Ability to create custom repots using system supplied tools Manager self-service capability for generating standard and ad -hoc reports Sad Service HR Y N N 21 Reporting • Standard Reports and Ad -Hoc Reports User friendly and sett service reporting capabilities Manager self-service capability for generating standard and ad -hoc reports Self Service HR Y N N 22 WA Support user defined security access- multiple levels of security for inquiries and updates Support user defined security access - multiple levels of security for inquirers and updates Human Resources Y N N 23 NIA Workflow for performance evaluations that trigger review by HR for anniversary and longevity Increases Workflow for perfarmence evaluations that trigger review by HR for annversary and longevity increases Human Resources N Y Y To be considered as part of the discretionary pool of hours. This requirement may require technical development to complete Based upon our experience with other pubic sector organizations and the City's desire to minimize customcaaons, we recommend that the City evaoate the existing functionality within the system and consider ahernatrves to custom developed solutions during the process design phase of the project In addition, custom development items need to be matyzed on a more detailed *volts estimate the alfprt and coat tz complete the work. WM this in mind, we are providing an account of hours that the Coy can use to develop customisation and developmen items. The project team will also be able to pnoitize development activities to best meat the City's requirements. For each developmen item identified during process design, a functional description and estimate of hours will be documented and presented to the City tot consideration. ERPSI Functionality Response -MASTER negotiations update_i1 23 Page 64 o1102 16-Payroll s p.etee is zca 24 tate Self -Service and automation tools to eliminate the manual transactions Seg-Service and automation tools to eliminate the manual transactions Self Service HR Y N N 25 NA Total Compensation statements are delivered online Total Compensation statements are delivered mane Employees can access year-end tax projections and year -to- date data Self Service HR Y N N Can view payslips on line which contain current and year to date data 26 4sA1 Workflow for Tuition Reimbursement and Vacation Donations Workflow for Tuition Rektxsurseme M and Yecetim Donations iExpense N Y Y To be considered as part of the discretionary pool of hours. This requirement may require technical deve0prnsnt to comptsde, Based upon our expenmce with other public sector organizations and the Citys desire to mnimae custom0abone. we recommend that the City evaluate the *WIN tuncbo natity within the system and consider alternatives to custom developed solutions during the process design phase of the project In addition. custom development kerns need to be analyzed on a mare detailed level to estimate the effort and coat tc complete the work. With this In mind, we are providing an account of hours mat the City can use to develop custom¢aom and develupmer items The project team witl also be able to pnorittze development activities to best meet the Cnys requirements. For each develupmen item identified during process design. a funebonal description and estimate of hours will be documented and presented to the City for consrdemboss 27 NiA Support historical information based on user defined parameter* (e.g.. 5 years of ontina history I Support historical information based on user cleaned parameters (e.g, 5 years of online history) Human Resources Y N N b1/A Integration on OH Duty Assignments for Police Integration on Off Duty Assignments for Police Human Resources Y N N Core HRMS handles multiple assignments ERP-SI Functionality Response-MASTER_negotiations update 11 23 Page 65 of 102 19•Item Master sw«,.e.r+a ma Step Requirement Sub Process neat Practice Description Oracle Module In Scope GYM) Optional Service fY/N) 3rd Party Software Customization NMI Comments 1 Ability to Control access to the item information and ability to order N/A Inventory Y N N 2 Ability to define items by lots or quality grades WA Inventory Y N N 3 Ability to maintain UOM's and conversions. N/A Inventory Y N N 4 Ability to maintain a centralized item master NIA Minimal instances of item master file centralized (at least within the same product One) maintained centrally. Inventory Y N N 5 Ability to maintain Rem information at the business/operating unit level, N/A Inventory Y N N Solboume's implementation assumes that while the Oracle mufti. erg functionality will be enabled, that the City will only require a single business group and operating unit to successfully implement the applications. 6 Ability to maintain item information tot m atple revisions of th same item. NIA inventory Y N N I Ability to maintain bad times for item delivery. N/A Inventory Y N N 8 Ability to reserve an item for figure use at a department or location. WA Inventory Y N N 9 Ability to support commodity codes attached to items in the hem master. WA A standard commodity -coding scheme applied consistently throughout the organization and propagated down through th supPlier end item master files. inventory Y N N 10 Sulk bed or import of catalogs from external data (des. N/A Inventory, iProcurement Y Y N Standard Oracle Purchasing functionality offers methods to storing and maintaining supplier item catalogs. Each method includes soma level of technical support to stage and import the data through open interfaces. One punenoul Is included and standard layout for catalog information is to be provided. This requirement may require technical development to complete. Based upon our expenana with othw public sector organizations and the Cty's desire to minimize customizations, we recommend that the City evaluate Me existln functionality within the system and insider d4mativex to sumo developed solutions during the process design phase of the project In addition, custom development hems need to be analyzed on a more detailed Iwel to rutimate the effort and cost to complete the work. W00 this in nand. we are providing an account of hours that the City can use to develop customization and development hems The project team wig also be able to prloraize development adNgies to best meet the Ctys requirements. For each development item identified during pros 11 Create templates to quickly create new hams. NIA Inventory Y N N 12 Need a deferred process for adding items to the item master. NIA Formalized item master file maintenance program in pica with a welidehned process to add. edit and delete deco information from hem master file Inventory Y N N 13 Need a defined process to update pricing catalogs and agreements. WA hwentory, Order Management Purchasalg Y N N 14 Need an automated process to identify items tor deletion or update. WA Formalized gem master rue maintenance program in place with s waaila(ned process to add, edit and delete item information !torn gem master file. Inventory Y N N 15 Need an automated process to update item information. NIA Inventory Y N N 16 Ability to inactivate hems no longer in use. N/A Inventory Y N N 1T Need a defined process to remove hems from the item master. NIA Formalized Ram master fee maintenance program in place with a wed -defined process to add, edit and delete gam information mom hem master file. inventory Y N N to Ability to associate purchasable hams to the supplier. NIA Inventory, Purchasing Y N N 19 Ability to automate the process to periodically coned suppliers for updated information, N/A Supplier master file automatically initiates contact with suppliers tit update inromabon on line every 12 months. Purchasing N N N This requirement was deleted by the City during negotiations. This requirement may require technical development to complete. eased upon cur experience with tithe public sector organizations and the Cty's sage to minimize customizations. we r&ommenel that the City evaluate the eaistin functionality within the system and consider atematives to asto developed solutions during the process design phase of the project In addition, custom development den need to be analyzed On a more detailed isvet to estimate the effort and cost to complete the work. With this in nand, we are providing an account of hours that the City an use to develop customization and development hems. The project team will else be able to enomize development activities to best meet the City's requirements. For each development hem Identified during process design. a functional description and estimate of hours w be documented and presented to the City for consideration. 20 Ability to apture new or modified supplier information online. WA isupplier Y N N ERPSI Functionality Response-MASTER_negotlations update_11_23 Page66 of102 19-Item Master s„a,abor 21 Ability to define supplier information for multiple business/operating units. N/A Single instance of an Enterprise -wide supplier master file maintained centrally. Purchasing Y N N Solboume's implementation assumes that while the Oracle multi. org functionality will be enabled, that the Coy will only requite a single business group and operating unit to successfully implement the applications 22 Ability to have a single database for the supplier master. N/A Single instance of an Enterpnse-wide supplier master file minlained centrally. Purchasing Y N N 23 Ability W have muhiple supplier le catlans assigned to a single supplier. NIA purchasing Y N N 24 Ability to identify inactive soppfiers. N/A Purchasing _ Y N N 25 Ability to identity suppliers based on classifications. NIA Purchasing Y N N 26 Ability to measure supplier performance criteria. NfA Purchasing Y N N 27 Ability to provide online access for supplier to update their information. N/A Supplier master file automatically initiates contact with suppliers t0 update Information on line every 12 months iSoppleer Y N N 20 Ability to provide online information to suppliers N/A Supplier master fie automati0aay initiates contact with suppliers to update information on line every 12 months. iSupplier Y N N 29 Ability to route additions and modifications electronically for approval. N/A Purchasing, Workflow N Y Y To be considered as part or the discretionary pool or hours , This requirement may require technical development to complete Sawa upon our experience with other public sector organization and the city: desire to minima. customizations, we recommend that the City evaluate the existing functionality within the system and consider sitematrm to custom developed solutions during the process design phase of the project In addition, custom aevalopmant Items need to be anatyz.d on a more detailed few to estimate the effort and cost to complete the work. With this in none, we are providing an account of hours mat the City can use to develop customization and dev0105010nt item. The project teem wig also be able to pnoritae development activities to best meet the Cdys requirements. For each development item identified during process design, a functional description and estimate of hours will be documented and presented to the City for consideration. 3o Ability to scan existing supplier master foi duplicates. WA Purchasing Y N N 31 Documented procedure for adding and maintaining suppliers Formalized supplier master fits maintenance program in Alec with a well-defined process to add. edit and delete supplier information from the supplier master file. Purchasing. Accounts Payable Y N N 32 Need is formal supplier certification process, Purchasing Y N N Solboume will provide process design services and user Procedure templates to support the development of documentation for the processes associated web the Oracle based transactions that are whin the Scope Of services. These tools can be used as the basis asr the City to develop additionet policies and procedures for the processes that are beyond the scope of Solboume services. 33 Need a standard treasury policy for all suppliers. Standard treasury policies in place for all suppliers (I.e. corporate policy on payment terms eommun,oated). Purchasing, Accounts Payable, iSuppllet Y N N Solboume will provxie process design services and user procedure templates to support the development of documentation for the procewes associated with the Chile. based transactions that are within the scope Of services. These toms can be used as the basis for the City to develop additional policies and procedures for the processes that are beyond the scope of Sogmooms services. 34 Store defaults to Pre -populated transaction information for transactions (e.g., Purchase Order transmission, contact info etc.). A formal supplier certification process exists with sign oft before supplier is set up in the system Purchasing, Accounts Payable Y N N 35 Ability to delete suppliers from the supplier master. Formalized supplier master Ne maintenance program in plat with a well-defined process to add. edit and delete supplier information horn the supplier roaster file. Purchasing, Accounts Payable Y N N Per the relational database validation provided with the standard supplest purge functionality. 36 Ability to identity suppliers for deletion. Formalized supplier master file maintenance program in plec with a well-defined process to add, edit and deters supplier information from the supplier master file Purchasing, Accounts Payable Y N N 37 Need an approval process or checklist for deleting suppliers. _information Formalized supplier master rile maintenance progrem in plat with a well-defined process fit add, edit and delete supplier from the supplier as file. Purchasing. Accounts Payable Y N N ERP-SI Functionality Response-MASTER_negotiahons update_t1_23 Page 67 of 102 City of Miami Fit / Gap Document - Requisition and PO Processing So anar 15, 2004 A B C O E 8 G H 1 J K Seep Rsquinement Sub Procaaa Best Practice Description Oracle Module M Scope (Y/NI Optional Service (YMI led Party Software Customization (YIN) Comments 2 Ability to electronicaly transmit the P.O. change ode+ Information to the supplier. PO Change Order Proceeeknq Electronic inteprabon between procurement systems end other systems within the organization. Purchasing Y N N Via emet 2 Ability to nuke ad)uabnents to Requisitions and Puss.. Orders. PO Change Order eProeuremenl system in place to support electronic Requisition and PO creation and peneraean acbvibee. Purchasing, iProaaement Y N N 4 3 Ability to molly information for Purchase Orders created as releases against blanket purchase orders _Processing PO Change Order Procu(mg ePr000remenl system in piece to support electronic Rep.isiton end PO creation and generation activities. Purchasing Y N N S 4 Ability to post and tack pui0e8nes related to the P.O. change order creation end processing procedures PO Change Order Proc.Nng .Procurement ayatem in place to support electronic Requisition and PO aeatn and generate activities. Purchasing, iProcurement Y N N B 5 Ability to poet procurement card transactions to a single general -ledger account per procurement card. Procurement Card Processing_ Electronic integraton between procurement systems and other systems within the organization. Accounts Payable Y N N 7 6 Ability to utilize P<erda and EFT for penile!. order settlement. Procurement Cad Processing Hipp percentage Oswalt dollar non+atalog, non e- procurement transactions handed via procurement cards. Accounts Payable Y N N e 7 Ability to post guidelines related to the Procurement Card processing procedures Procurement Card Processing High percentage of.male dollar non -catalog, non e procurement traroectiom handled via procurement cards. Y N N Solboume will provide procea0 design services and user procedure templetts to support the development of documentation for the processes associated war the Oracle based transactions that are wahin the scope of services. These tools can be used es the basis for me CM to develop additional policies and procedures for the processes that are beyond the scope of Sdboume services, S Abigty to port guidelines for non -catalog, non .-procurement transactions handfed via procurement cards. Procurement Cad Processing High percentage of small dollar non -catalog, non er- procurement t anaactons handed via procurement cads. Y N N Salbaume Will provide process design services and user procedure templates to support the development of documentation for the proceuea associated wish Me Oracle baud transactions that are within the scope of services. These law can be used as the basis to the City to develop additional policies and procedures ter the processes that are beyond the scope of Ballrooms services. 10 B Ability to collect end store requisition and purchasing information. Repotting eProanrnent system n place a support electronic Requiei0on end PO outon and peneratn activities. Purc.sing Y N N 11 10 Ability to generate vendor reports by terms, volume. etc. Reporting eProarement system in place to support electronic Requisition and PO creation ncl neretbn activates. Purchasing Y N N 12 t 1 Ability to interface and provide access to vendors for operate data requirements, Reporting EDI and/or web -based ntranets used to bunanht purchase orders end P.O. ec4wwtedgewents, ISuppier Y N N 13 12 Ability to setae end control access to report. about yurchnngac6vtks Reporting Reporting System requirements Purchasing Y N N 14 17 Ability to support performance nreaavemnl caladaton and reporting (cycle time, spend volume). Reporting Process performance metrics for requisitioning and PO processing activities are formally identited, packed and ter the basis fora continuous improvement program Purchasing Y N N 15 14 Abllty to support Ad -Hoc reporting Reporting Reporting System requirements Discoverer Y N N 16 15 Guideline. exert related rote evellabtty and format for the sharing of per/omen. measurement metric data with both internal 'undone( partners manse as external perinea. Reporting Prams performance metrics for requisitioning and PO processing activities are formally identiled, packed end for the basis for a continuous improvement program Purchasing Y N N 17 16 Guldeires exist related to to sharing of requfet1on end P.O. processing activity transaction data with both Menial functional perinea as well as external perMna. Reporting Process performance metrics lot requisltiorng and PO proceseng ecbvNes are formally idenated, tacked and for 81e basis fora contsaow improvement program Porclaeng end iSuppier Y N N 18 17 Guidelines exist related to the storage of requisition and P.O. procasaing *drily data. Reporting eProaremenl system n plain to support electronic RpWiedion end PO creation end oensratn activities. Purchasing V N N 18 18 Internal and external facing perlormence metric exists for Me execution of the requiaiton and P.O. proceeeinp Wallies. Reporting Process performance metrics for requisitioning and PO processing acbvidea are brnWly identified, tracked and for Melia./ fora continuous Improvement,program Purchasing Y N N 20 I P Performance metric data is available to both internal and external authorized wen. Reporting Process peAormanm metrics for requisitioning end PO processing ectfvibes are formally identified, tracked and for the basis fora continuous improvement program Porshersing, iSupplier, Discoverer, effusing.. Intelligence Y N N 21 20 Ability for Approver to modify Requisition during Approval Process. Requisition Creagan end Processing Routing and approval ve01cadon eulomated trough workflow (i.e., use of n automated delegation process to speed cycle lime of order approvals). iProcurement Y N N 22 21 Ability for end users to customize and emcees their own supplier/dem catalogs to create documents. Requisition Creation and Processing eProarernenl system In place to support electronic Requs6on and PO creation and generation activates. iProcurement Y N N Page: 68 City of Miami Fit / Gap Document - Requisition and PO Processing SegOo pr 15, 2000 A e C D E F G N 1 J K 23 22Ability to auto number Requisitions . Requisition Creation and Processing_ eProwrement system in place to support electronic Requisition and PO creation and generation activities. Purchasing Y N N 24 23Ability to automatically assign Requisition number to Requisitions for manually filing. Requisition Creation and Processing eProwromem system in place to support electronic Requisition and PO creation and generation activities. Purchasing Y N N 25 24•Ability to automatically assign a buyer to requisition lines by item. Requisition Creation and Processing_ eProwrement system m place to support electronic Requisition and PO creation and generation activities. Purchasing Y N N 28 25 Ability to capture Quantity, Unit of Measure and Commodity coding information. Requisition Creation and Processing Commodity coding information (e.g., MCC or SIC) captured for each purchasing transaction. Purchasing Y N N 27 26Ability to create a requisition fora drop ship 'item (no receiving required). Requisition Creation and Processing eProo+sment system in place to support electronic Requisition and PO creation and generation activities. Purchasing Y N N 28 27 Ability to create a requisition from a template. Requisition Creation and Processing Use of electronic templates Purchasing, ,Procurement Y N N 29 28 Ability to create recurring Requisition for utilities, leases, etc. Requisition Creation and Processing Use of electronic templates Purchasing, ,Procurement Y N N 3g 29 Ability to create realest for quotations(RFOs) automatically from online requisitions. Requisition Creation and Processing Use of electronic templates Purchasing, Sourcing Y N N 31 30 Ability to delete Requisitions. Requisition Creation and Processir>g eProorement system in place to support electronic Requisition and PO creation and generation activities. Purchasing, iProorement Y N N 32 31 Ability to electronically integrate between procurement systems and other systems within the organization. Requisition Creation and Processing Electronic integration between procurement systems and other systems within the organization. Purchasing Y Y Y Please see the Oracle E•eusiness Suite Customizations t Interface Development section of the proposal for specific interfaces In sc ope. sue ' With the exception of me Kronor interface which was specified in the RFP as "to and from", Solboume assumed an interfaces were one-way based on the interface table in the RFP where most apecilied either "ERP to .. " or ".,, to ERP". Those which did not specify a direction as above were assumed for be one-way, 33 32 Ability to ensure that capitalized accounts require approve( code. Requisition Creation and Processing Routing and approval veri9ca80n automated through workflow (i.e., use of an automated delegation process to speed cycle time of order approvals). Purchasing Y N N 3t 33 Ability to enter Requisitions as pre -approved. Requisition Creation and Processing Use of electronic templates Purchasing Y N N 35 34 Ability to enter Requisitions tied to POs and Requisitions not tied to POs. Requisition Creation and Processing Use of electronic templates Purchasing Y N N 35 35 Ability to enter an Requisition fora given Vendor, but indicate a different Vendor to rimer payment to (i.e., factoring). Requisition Creation and Processing Use of electronic templates Purchasing Y N N 37 36 Ability to enter late and early delivery dates for a Requisition line item. Requisition Creation and Processing Use of electronic templates Purchasing Y N N 38 37 Ability to sag line item for inspection, Requisition Creation and Processing Use of electronic templates Purchasing Y N N 39 38 Ability to identify potential duplicate Requisitions. Requisition Creation and Processing eProorement system in place to support electronic Requisition and PO creation and generation activities. Purchasing Y N N dig 390Abitity to inquire / report on Requisitions on hold. Requisition Creation end Processing eProwrement system in place t0 support electronic Requisition and PO creation and gerxratian activities. Purchasing Y N N 41 4g Ab151y to modify a:counVcost center information on Requisition. Requisition Creation and Processing eProorernent system in place to support electronic Requisition and PO creation and generation activities. Purchasing, iProwrement Y N N 42 41 Ability to partiallysource a requisition for a PO. Requisition Creation and Processing Ability to dynamicallysource purchased goods and services from fie -selected vendor Purchasing Y N N 43 42 Ability to perform online approval of Requisitions. Requisition Creation and Processing Routing and approval verification automated through workflow (re, use of an automated delegation process to speed cycle time of order approvals). Purchasing Y N N 44 43 Ability to place Requisitions on hold, suspend. Requisition Creation and Processing eProorement system in place to support electronic Requisition and PO creation and generation activibes. Purchasing Y N N Page: 89 City of Miami Fit / Gap Document - Requiettion and PO Processing a.prwM0 r5 2004 A B C O E F G H I J N 45 44 Ability In pre -populate requisition with ecaunt information and other financial information (e.g., tams, cortr.cl info., etc.) utilized bead on wen, business unit, vendor, etc Requisition Creation and Processing Pre -populated requisition with account end use/ information a well a other Mandel information (e.g., term, contract information etc.) ts utilized. Purchasing Y N N 46 45 Al * to process Requisition. at a centralized location. Reposition Creation anti Processing Organize purchasing activities around centralize (physical or virtual) commonly buying rearm Purchasing Y N N 47 46 Ability to prompt for substitute / ethanol! items H required item is out of stock. Requisition Creation and Processing Ability to dynamically *aura purchased goods end services tom pre -selected vendors Purchasing N N N This requirement was deleted by the City during negotiations. This requirement may require techniW development to complete. Based upon our experience with other public sector organization. and the CITYs desire to mininize customizations, we recommend that the City evaluate she existing functionality within the system and consider alternatives to eastern developed solutions dung the process de.ige phase oldie project. In addition, cumin development Hems need to be nayzed on a mere detailed level to eehrnale the e60r1 and teat to complete the work. Vdth this in mind, we are providing an account of hours that the City an use to develop stutomizalion and development Hens. The project team will also be able 10 prioritize development activities to best meet the City'. requirements. For each development Ham idniied dump Faeces; design, ■ functional deunption and estimate of hours will be dooumeMed and presented to the City for co nsida.tion. 4a 47 Ability to paste teight and other misce9aneoue charges woo Requisition lines by percentage and by quantity. Reposition Creation and P1oa.sag eProcuremenl system In place to support electronic Requisition and PO creation end generation xtivities. Purchasing Y N N ikisseq.+ir . - 49 4a Ability to record vendor's item ion req tine. Requisiion Creation and Processing eProerremeni theism in place to support electronic Reposition and PO creation and generation activities, Purchasing Y N N 50 49 Ability to select predol ned mnufecturer / brand information and add to req line Hem. Requisition Creation end Processing ePromrtement .edam in plea to support electronic Receisi ion end PO creation and generation activities. P rchaaing Y N N 51 SO Ability to select atanderd, canned comments and attach to the Requisition header or line Hem. Requisition Creation end Processing Use of electronic templates Purchasing Y N N 52 51 Ability 1e eat approval levels based on dollar thresholds a wen as by Hem type (Capital and Technical Harm). Requisition Creation end Processing Routing and approval ved8cati0n automated through worklow (i.e., tree of an automated delegation process to speedaole time of order approvals). Putchasn9 Y N N 53 52 Ability to source a requisition to multiple POe. Requisition Creation end Proc.uy eProarement system in place 10 support electronic Requi.iion and PO creation and pnere5on methane. Pueueng Y N N 54 53 Ability to source multiple requiaitione to ■ sing. PO Requieltion Creation and Processing eProarernent system In piece to support electronic Requisition and PO creation end generation acti0Hles. Purchasing Y N N 54 Ability to support nsd6J.ngu.ge capability. Repdsitiah Creadn and Prooeaen p eProcuremern system in place to opporl ehreti0nic Requisition and PO creation end generation *cavities Purchasing Y N N We wig support the US dotter currency and both English and Spanish languages pet the standard Oracle Application MLS functionality. AN training tend project documentation will be is English. 56 55 Ability 10 use models for accoun*renal center denibuaons on Requisition knee. Requisidn Creation and Processing eProcurement system in plea to support electronic Requisition and PO creation and generation acavldes. Purchasing. General Ledger Y N N Page: 70 City of Miami Fit / Gap Document - Requisition and PO Processing screamer r8 zoos A B C O E F G N i J K 57 56 Addy to utilize web -based kern catalogs used for self service requisition and web -based tools used for direct and indeed materials and services and capital purchases. Requisition Creation and Processing Web ballad item catalogs used for self-service requisition and web -based lolls used for direct, inbred materials and services, and capital purchases. Purchasing, Procurement Y N N 58 57 Ability to view Vendor details while entering Requisitions. Requisition Creation and Processing °Procurement system in place to support electronic Requisition and PO creation and generation activities, Purchasing, %Procurement Y N N 59 58 Ability to utilize automated workflow for routing and approval verification. RequisNan Creation and Processing Routing and approval verification automated through workflow (i.e., use of an automated delegation process to speed cycle erne of order approvals). Purchasing Y N N 60 55 Ability to validate general -ledger accounts automatically. Requisition Creation and Processing General -ledger accounts validated automatically. Purchasing Y N N 61 60 Ability to verify ayseable budget automatically. Requisition Creation and Processing Avadabfe budget verified automatically. Purchasing Y N N 62 61 Approvals exists by amoum, account, item category, and location. Requisition Creation and Processing Routing and approval verification automated through workflow (i.e., use of an automated delegabon process to weed cycle time of order approvals), Purchasing Y N N 63 62 Enter Requisitions in more than one location. Requisition Creation and Processing_ Conduct requisitioning and approval activities as dose to the userfrequisito ner as possible Purchasing, iProourament Y N N 64 63 Formalized documentation trot outlines the optimal process flow for conducting requisitioning and purchase order aGrviees for en enterprises expendWre areas. Requisition Creation and Processing Formalized documentation that outlines the enamel process flow for conducting requisitioning and purchase order ac6vkies for an organization's expenditure areas. Purchasing Y N N 65 64 Guidelines exist addressing the information requirements for Me processing of a requisition. Requisition Creation and Processing Formalized documentation that outlines the optimal process Bow for conducting requisitioning and purchase order activities for an organization's expenditure areas. Purchasing Y N N 66 65 Guidelines exist related tome requisition creation and processing procedures (manual and technology suppontd). Requisition Creation and Processing Formalized documentation that outlines the optimal process flow for conducting requisi toning and purchase order activities for an organization's expenditure areas. Purchasing Y N N 67 66 Guidelines exist related to the vegetation and authorization process for enterprise expenditure purchases. Requisition Creation and Processing_ Formalized documentation that outlines the optimal process flow for conducting reg iu9lonng and purchase order activities for an organization's expenditure areas. Purchasing Y N N 68 67 Guidelines exist to channel highpercentage of direct materie purchases acquired through blanket purchase orders. Requisition Citation and Processing Nigh percentage of goods and services purchases acquired via blanket purchase orders. Purchasing Y N N 69 68 Guidelines exist to channel high percentage of low dollar, high volume transactions purchased via Web•based catalogs. Requisition Creation and Processing Nigh percentage of low dollar, high volume transactions purchased via Web based catalogs. Purchasing, iProcurement Y N N 70 89 Guidelines exist to prevent open buying on the interne{ (OBI). Requisition Creation and Processing No open buying on the interne( (OBI). Purchasing, Procurement 5 N N 71 70 Provide a listing of approved suppliers by item or commodity for requisitioners. Requisition Creation and Processing_ Formalized documentation that outlines the optimal process Bow for conducting requisitioning and purchase order activities for an organization's expenditure areas. Purchasing Y N N 72 71 Ability of system to create a Ptrchase Order based on stockroom f inventory demand (stock reylenishment). Standard PO Processing_ eProcurement system in place to support electronic Requisition and PO creation and generation activities. Purchasing, Inventory Y N N 73 72 Ability to Create a Request for Quotation from the PO and/or Requisition. Standard PO Processing eProcurement system in place to support electronic Requisition and PO mention and generation activities. Purcasing, iProcurement r N N 74 73 Ability to access sourcing and inventory information online white building Pos. Standard PO Processing eProcurement system in place to support electronic Requisition and PO creation and generation activities. Purchasing, iProcurement Y N N 75 74 Ability to assign project level information to an Purchase Order from the requisition. Standard PO Processing eProcurement system n place to support electrone Requisition and PO oreon and generation sot)vitits. Purchasing, Projects Y N N 76 75 Ability to assign work odic if to a purchase order tom Requisition. Standard PO Processing eProcurement system in place to support electronic Requisition and PO creation andgeneration activities. Purchasing Y N N Via descriptive flexfields 77 76 Ability to auto number. Purchase Orders, Standard PO Processing eProcurement system in place to support electronic Requisition and PO creation and generation activities. Purchasing Y N N 78 77 Ability to automatically match Purchase Order and receipt information within defined parametersnblerance Standard PO Processing eProcurement system in place to support electronic Requisition and PO creation and generation activities, Purchasing Y N N 79 78 Ability to automa&airy populate matched Purchase Order distribution with account code from purchase order, Standard PO Processing eProcurement system in place to support electronic Requisition and PO creation and generation activities. Purchasing, Accounts Payable Y N N g0 79 Ability to Mange currency and exchange rate at time of PO Entry. Standard PO Processing eProcurement system inplace to support electronic Requisition and PO creation and generation activities, Purchasing, General Ledger N N N This requirement was deleted by the City during negotiations. We vea support the US dollar currency and bath English and Spanish languages per the standard Oracle Application MLS functionality. All 81 80 Ability to convert approved requisitions to purchase orders automata/kW. Standard PO Processng Approved requisitions converted to purchase orders automa1ca0y. Purchasing Y N N 82 81 Ability to create Blanket Orders, Standard Orders and Pricing Agreements Standard PO Processing eProcurement system in place to support electronic Rn,(5psition and PO creation and generation activities. Purchasing Y N N 83 82 Ability to define due dates on Purchase Order, Standard PO Processing eProcurement system in place to support electronic Requisition and PO creation and generation activities. Purchasing Y N N 84 83 Ability to define tolerances for Matching. Standard PO Processing Formalized documentation that outlines the optimal process flow for conducting requisitioning and purchase order activities for an organization's expenditure areas. Purchasing, Accounts Payable Y N N Page' 71 City of Miami Fit 1 Gap Document - Requisition and PO Processing $000/700. /5, 2004 A B C D E F G H J K 84 Ability to ensure Internal (external Application support. Standard PO Processing Electronic integration between procurement systems and other systems within the orpnizabon, Purchasing N N N This requironvent was deleted by the City during negotiations. Please see the Oracle E-Business Suite Cue.orni.slione a Interface Development section of the proposal 101 specific eterbees 'in scope85 96 55 Ability to establish unit price matching tolerances. Standard PO Processing *Formalized doo.nentalion est outlines the optimal process now tar conducting tett...Saloons and purchase order activities for en organuationS expenditure areas. Purchasing Y N N 87 86 Ability to Itag a capital type Item for Asset Number aesignment at time of PO entry. Standard PO Processing eProcurement system In place to support electronic Requisition end PO deaden and generation activities. N/A r N N Based on clarification received during negotiations, the intent of this requirement is to set the asset Ilag for an nye being purchased and not to assign en asset number at the time the kern te being purchased With this understanding, thiS is standard functionalky provided In the purchasing module which allows an item being purchased to be Identdied as an asset. This pines. i ' ..snattateettedieb-ARaussaiesele 88 87 Ability to Identify Purchase Orders that are on a approval hold. Standard PO Processing ePtocuterrient system in place to support electronic Re_visltion end PO creation andgenerabon twenties. Purchasing Y N N 89 88 Ability to iderrify Purchase Orders where tin needs to be accrued (Procurement Issue, but effect* AP manual Process Purchase Orders.) Standard POeProcurement Processing system in place to support electronic Requisition and PO creation end generation activities. Purchasing and Account. Payable Y N N 90 810Abil0ty to Identify Requisitions and Purchase Orden that are not coded Emery. Standard PO Processing isProcurernent system in place to support electronic Requisibon and PO creation errt_l generstion activities, Purchasing r N N 91 90 Wily to Inquire on Purchrese Orders by multiple cradle including Requisition number, vendor, Requisition date, PO number. Standard POeProorternent Processing enter,' In place to support electronic Requividon and PO creation and genention activities Purchasing Y 92 91 Atilt( y t a know ..*rich POs require special processing. Standard PO Preassina eProcuremeM system in place to support electronic Requisition end PO creation and generation activities. Purchasing Y N 04 93 92 Ability to link and share Information among soppy chain membere. Standard PO Processing °Procurement system in place to support electronic Requisition and PO creation und_certeration ectivilies. Purchasing r N N Via email of purchase orders. EDI is not in scope. 94 93 Ability to modify POs before POs we Dispatched. Standard PO Processing eProcurement system in place to support electronic Requivition and PO creation and aeneration activities Purchasing r N N 95 94 Ability to override payment terms at Purchase Order entry. Standard PO Pr.:seeing eProarement system in place to support electrode Revisition and PO creation and generation activities. Purchasing Y N N 96 95 Ability to provide multiple dishibution limn per PO schedule. Standard PO -Ability Processing to dynamically source purdresed goods and services kornpre-relected vendors Purchasing r N N 97 96 Ability to provide mutiple shipment schedules per PO line. Standard PO Processing Ability to dynamically source purchased goon and services torn pre -selected vendor. Purchasing r 98 97 Ability to reference puichning contracts and reference them on POs. Standard PO Proceseing ePtocuremant cistern in plan to support electronic Requisition and PO °tuition and genertnion Ravines. Purchaming Y N N 99 98 Ability to request an MSDS for the PO line item. Standard PO Processing eProcurement system in place to support electronic Rmisition and PO creation and genention activrtes. Purchesing r N N 100 99 Ability to restrict who can override matching st the purchase order level, Standard PO Processing Routing and approval eerier:non automated through worldlow (i.e., use of en automated delegation pions. to speed cycle time of order approvab). Purchasing, Accounts Payable r 04 04 Standard purchase order approval functionality and responsbility level security nil be used to address this requirement 101 100 Ability to set Item quantity invoice matching tolerances. Standard PO Procesdng aProcuement system in place to support electronic Rimisition and PO creation and generation mavens. Accounts Payable Y 04 N 102 101 Ability to set dein quantity receiving tolerances. Standard PO Processing eProcurentent system in place to support electronic Requisition and PO oreetion andgenerabon activities Purchasing r N N 103 102 Ability to specify criteria for Matching. Standard PO Processing_ eProcurernent system in plan to support electronic Requisition and PO creation end generadon ectIvibrie. Purchaelng r N N 104 101 Ability to support notion and integrated supply replenishment against blanket P.O.s automalicaily. . Standard PO Procening Kanban and integrated nippily replenishment against blankeiPurchasing. P.O. automatically. Inventory r 04 N 105 104 Ability to beck POs by Vendor number. *Standard PO Processing eProcurement system in place to support electronic Requisition and PO cream and generation activities. Purchasing Y N N 106 105 Ability to transmit POs via multiple methods: hard copy, Inc. ernarl, XML or EDI. Standard PO Processing EDI andlor wob-based Intranets wed to tattered purchase orders and P.O. acknowledgements. Purchasing r 14 RightF ax 80 Email supported through standard functienality. EDI and XML transmission methods need to be defined in more dated and are not included vegan the scope of 000 0(000501, 107 106 Ability to utilise both hvo and three ern matching Standard PO Processing eProcurement system in place to support electronic Requisition end PO cordon and generation eaviliee. Purchasing r 84 N 108 107 Ability to view PO line Nem purdiase history. Standard PO Processing eProcureenent system in place to support electronic Requisition and PO creedal and generadon activities Purchasing r 04 Id 109 108 Ablny to view Purchase Orden wig matching exceptions —Standard and make comments reputing Purchase Order. PO Procesdng sProarement system in place to support electronic Requidtion end PO creation and generation activities. Purchasing r N 84 Exceptions via Matching Heide by Buyer Report. Comments made via anachmenb to purchase order record. 110 109 Ability to view a list of unmatched matched Purchase Orders. Standard PO Processing eProcuremeet system in place to support electronic Requisithin and PO creation and gendation activities. Purchasing, Accounts Peyeble r N N 111 110 Ability to view requisition through p.o, audit trails. Standard PO Processing ,Procurement entem in place to support electronic Requisition and PO creation and generation activities. Purchasing Y N N 112 111 Automatically create Purchase Order line level detail based on requisition. Standard PO Processing °Procurement system in piece to support electronic Requisition and PO creation andeneration activibes. Purchasing Y 04 N Pagel 72 City of Miami Fit / Gap Document - Requisition and PO Processing Snp(wra., tS 2004 A B C O E F G H 1 J 113 112 Abithy to enter purchase requests via on-line web -based tool Requisition Creation and Processing eProcurement system in place to support electronic Requisition and PO creation and generation activities. iProurrement Y N N 114 113 Workflow to route documents, requisitions purchase orders according to management structure, policies and documented procedures Standard PO Processing Routing and approval verification automated through workflow (i.e., use of an automated delegation process to speed cycle time of order approvals). Purchasing Y N N 115, 114 Ability to post purchasing processes, policies end procedures for review by at parties involved in requisitioning and PO processing acavthe, Standard PO Processing Formalized documentation that outgoes the optimal process flow for conducting requisitioning and purchase order activities for an organization's expenditure areas. Purchasing, Procurement, Portal Y N N Solboume win provide process design services and user procedure templates to support the development of documentation for the processes associated with the Oracle based transactions that are within the scope of services. These tools can be used as the basis for the City to develop additional policies and procedures for the processes that are beyond the scope of Solbourne services. 116 115 Workflow exists to capture and track key performance indicators related to requisition and P.O. processing activities. Standard PO Processing Kanban and integrated supply replenishment against blankerPurchassrg P.O. automatically. N Y Y A CUSTOM REPORT FOR THE PURCHASING DIRECTOR TO ASSESS DEPARTMENT WORKLOAD AND PERFORMANCE WALL RE CONSIDERED AS PART OF THE DISCRETIONARY POOL OF HOURS This requirement may require technical development to complete. Based upon our experience with other public sector organizations and Inc City's desire to minimize customizations, we recommend that the City evaluate Inc existing functionality within the system and conarder atematives to custom developed solutions dying the process design phase of the project. In addtion, custom development items need to be analyzed on a more detailed level to estimate the alloy) and coat to complete the work. WAtn this in mind, we are providing an account of hours that the City can use to develop customization and development items. The project team wig also be able to prioritize development activities to best meet the City's requirements. For each development item idantlked doing process design, a functional description and estimate of hours Mil be documented and presented to the City for cnnsidera0on 117 116 Workflow which allows the automatic conversion of authorized regasftons to be convered into valid purchase orders. Standard PO Processing Routing and approval verification automated trough workflow (is.. use of an automated delegation process to speed cycle time of order approveis). Purchasing Y N N 11 a 117 Ability to support the creation and backing of blanket purchase orders Standard PO Processing High percentage of goods and services purchases acquired via blanket purchase orders. Purchasing Y N N 119 118 Ability to support the on -going training via electronic tools for personnel who support the requisition and P.O. processes Standard PO Proposing Leverage on-line training tools for new employee and refresher training for employees involved in requisitioning and PO processing activities iLearning Y N N Solboume's EDGE e-learning tutorials can be used to support this requirement. 120 119 Ability to flag and alert appropriate agencies for receipts for norm-Pcerd purchases 0het do not have a valid P.O. Procurement Card Processing_ P.O. required for valid receipt for non -procurement card purchases, without exception, Purchasing Y N N Notification is not necessary. Oracle will not allow receipts without a purchase order. 121 120 Ability to support posting of procurement card transactions posted to a sloe general -ledger account per procurement card. Procurement Card Processing Procurement card transactions posted to a single General Ledger account per procurement card. Accounts Payable Y N _ N _ Page: 73 % Saboume City of Miami Flt! Gap Document- Supplier Partnering swa,row rs, moo A 8 C O E F G H V J K Step Requirement Sub Process Beat Practice Description Oracle Module In Scope (Y/NJ Optional Service Ord Peaty Software Customization (YM} Comments 1 Ability to apply Key performance metrics with supplier performance rating, with automated notifications of performance issues Key interface between company management and supplier management E-Business Intelligence a Balanced Scorecard N _iyrnil Y N Implementation of eBusiness Intelligence (up to 10 KPIs) is being offered as an optional service. eBusiness Intelligence and Balanced Scorecard are not in scope for phase I. We strongly recommend that the City consider impementang this tool after it has implemented the core functions and has a better understanding of the undenying data that is mnalfilliM for reporting in the applicatmns. 3 2 Ability to configure system to allow soppier stall to see specific information, and to perform specific activities as part of their duties Supplier places shaft with multiple responsibilities icithin customer facility to manage all aspects or incoming product flow WIT II) iSoppker, Purchasing _ Y Y Y Standard iSuppkas functionality only Any customizations will be considered for implementation as part of the discretionary pool of hours. 4 3 Ability to configure dashboard of information accessible by suppoet and customer resources Techr t sat[ oo-rrg 9ed with suppler staffs at both supplier and company locations for mss,on Critical items !Supplier, !Receivables Y N N This requirement was deleted by the City during ne8otiations. 5 4 Ability to display supplier performance results through access to secure portal True partnership forged on the principle of 'Win- Win'telationships Portal, Purchasing, iSuppher N Y Y Requires woakasound to allow suppliers to see scorecards over web -• R will be considered for Implementation as pert of the discretionary pool of hoots. This requirement may requite technical development to complete. Based upon our experience with other public sector organizations and the Cay'e deride to mmimae a,stomizations, we recommend that the City evaluate the existing functionality within the system and consider alternatives to custom developed solutions during the process design phase of the project. In addition, custom development items need to be anatyzed on a more detailed level to estimate the effort and cost to compete the work With this in mind, we are providing an account of hours mat the City can use to develop customization and development items The project team wall also be able to energize development activities to best meet the City' feduisements, For each development rem identified s SfAbility to shareproduction and forecast information between customer and suppler Supplier sites routinely visited to observe production/servicei$oppiar, delivery processes and to make recommendations tot improvements as needed Inventory, Purchasing, Colaborabve Planning N N N This requirement was deleted by the City during negotiations. Most public sector organizations do not contemplate this functionality during the maize phases of the implementation The applications and processes required to address these functions are not all in scope. We recommend that the City consider this functionality in a future phase. 7 B Ability to populate supplier performance template for use in update meetings Soppier and customer teams meet regularly to review mission critical darns and redirect focus if necessary Balanced Scorecard N N N This requirement was deleted by the City during negotiations. eBusinees Intelligence and Balanced Scorecard are not in scope for phase I. We strongly recommend that the City consider implementing ihs tool atter it has implemented the core forkhoris and has a better understanding of the Underlying data mats available for reporting in the applications. 8 7 AbiMy to assign priority to specific items and categories, and associate them with suppliers identified as priority High percentage of strategic terns covered by suppliers with formal approved supplier status Purchasing, iSuppees V N N Approved Sumer Lls3s can be used to restrict Item purchases to specific suppliers. 9 9 Ability to report and analyze project data to determine operturaty for joint venture and outsourcing investigate strategic partnerships with suppliers for high-rise high value purchases. Oracle Discoverer Y N N 10 Page: 74 City of Miami Fit! Gap Document - Supplier Performance Measurement Seftwrow f4 MW A B C D E F G N I J K Shp Requirement Sub Process Best Practice Description Oracle Module In Scope (YIN( Optional Service (YIN1 Sid Party Software Customization fYINI Comments 2 1 Ability to create enterprise wide scorecards. Performance Measures & Target Development Balanced Scorecard N N N This requirement was deleted by the City during negotlatwns. eBusiness inteligence and Balanced Scorecard are not in scope for phase I, We strongly recommend that the City consider implementing this tool after it has implemented the core functions and has a better understanding Mete underlying data that is available for reporting in the appaoatbns. 2 Ability to easily configure system for scoring, weighting, and reporting of supplier performance scoring. Performance Measures 6 Target Development Comprehensive set of cost, quality, availability and serviceability measures used to evaluate supplier performance. E-Business intelligence N Y N During negotiations, the City decided to consider eBusiness intelligence as optional scope e8usiness Intelligence and Balanced Scorecard are not in scope for phase I. We strongly recommend that the City consider implementing this tool after g has implemented the core functions and has a fetter understanding of the underlying data that is available for reporting in the applications. 4 3 Ability to establish enterprise wide scoring system that can be utilized across business units. Performance Measures d Target Development E-Business Intelligence & Balanced Scorecard N Y N This requirement was deleted by the City during negotiations *Business Intelligence and Balanced Scorecard are not in scope for phase I, We strongly recommend that the City ccneider implementing this tool after it has implemented the core lunation and has a better understanding of the underlying data that is available for reporting in the applications. 4 Comprehensive set of cost, quality and cycle -time measures used to evaluate supplier performance. Performance Measures & Target Development Comprehensive set of cost, quality, availability and serviceability measures used to evaluate supplier performance. E-Business Intelligence N Y N During neyotiations, the City decided to consider o8usiness intelligence as optional scope eBusiness Inte8i gene and Balanced Scorecard are not in scope br phase I. We strongly recommend that the City consider implementing this tool after it has implemented the core hndions and has a better understanding of the underlying date get is available for reporting in the applications. 5 Provide the ability to identify, validate. select and maintain a comprehensive set of cost quality and cycle -time measures used to evaluate supplier performance. Performance Measures R Target Development Comprehensive set of cost, quality, availability and serviceability measures used to evaluate supplier performance. E-Business intelligence N Y N During negolietions, the City decided to consider e8usiness intelligence as optional scope eBusnesa inpt8gnce and Balanced Scorecard are not in scope for phase I. We strongly recommend that the City consider implementing this tool after it has implemented the core functions and has a better understanding of the undedyng data that is available for reputing in the applications. 6 Ability to perform calculations of supplier performance based on pre -established weightings. Performance Monitoring and Evaluation E-Business Intel) ence N Y N During negotiations, the City decided to consider e8usiness intelligence as optional scope eBusiness Intelligence and Balanced Scorecard are not in scope for phase I. We strongly recommend that the City consider implementing this tool after it has implemented the core functions and has a better underapnding of the underlying data that is available far reporting in the applications. 8 7 Provide the ability to store supplier performance data. Performance Monitoring and Evaluation E-Business intelligence N Y N During negotiations, the City decided to consider Mousiness intelligence as optional scope eBusiness intelligence and Balanced Scorecard are not in scope for phase I. We strongly recommend that the City consider implementing this tool after it has implemented the core functions and has a better understanding of the underlying data that is available for reporting in the applications. 9 8 Developed key metric data sheets far each suppker performance metric. Performance Measures a Target Development Quality N N N Oracle Quality is not in scope, This requirement was deleted by the City during negotiations Page: 75 City of Miami Fit / Gap Document - Supplier Performance Measurement sworn*. 10 axN A B G 0 E F G H 1 J K 10 9 Suppliers participate in the development, reporting, and analysis of relevant performance measures. Performance Measures & Target Development Suppliers participate in the development, reporting, and analysis of relevant performance measures. Portal N N N This requitement was deleted by the City during negotiations This requirement may require technical development to complete. Based upon our experience with other public sector organizations and the City's desire to minimize customizations, we recommend mat the City waitron the existing functionality within the system and consider alternatives to custom developed solutions during the process design phase of the project. In addition, custom development items need to be analyzed on a more detailed level to estimate the effort and cost to complete the work, vNth this In mind, we are providing an account of hours that the City can use to develop customization and development items. The project team will also be able to prioritize development activities to best meet the City's requirements. For eaan development nem identified during process design, a functional description and estimate of hours will be documented and presented to the City for consideration. 11 10 Establish meaningful achievable goals for each supplier. Performance Measures & Target Development E-Business intdggence N Y N During negotiations, the City decided to consider eausiness intelligence as optional scope eBueness intelligence and Balanced Scorecard are not in scope for phase I. We strongly recommend that the City consider implementing this tool after it has implemented the cafe functions and has a better understanding of the underlying data that is avaitable for reporting in the applications. 12 11 Provide me abgily to irtplement a supplier performance measurement program with a welfdefined process, with consistent and relevant measures and timely monitoring and reporting. Performance Measures & Target Development E-Business tntetggence N Y N During negotiations, the City decided to consider *Business intelligence as optional scope e9usneas Into ' Nigerece and Balanced Scorecard are not in scope for phase I, We strongly recommend that me City consider implementing this tool alter it has implemented the core kmetions and has a better understanding of the underlying data that is available tot repotting in the applications. 13 12 Provide the ability to allow supplier participation in identifying and establishing mebioe and weightings. Performance Measures & Target Development P Suppliers pa1cipate in the development, repotting, and analysis of relevant performance measures. Portal N N N This requirement was deleted by the City during negotiations This requirement may require technical development to complete. Based upon our experience with other public soda organizations and the City's desire to mninize customizations, we recommend that the City evaluate the existing tunctionasty Weller' the system and consider alternatives to custom developed solutions doing the process design phase of the project. In addition, COMM development items need to be anayzed on a more detailed level to estimate the effort and cost to complete the work. Wilk this in mind, we are providing an account of hours that the City can use to develop customization and development items. The project team wA also be MAIM pdafitize development activities to bast meet the City's requirements, For each development item identified during process design, a functional deserlpdom and estimate of hours MN be documented and presented to the City her consideration. Page: 76 City of Miami Fit 1 Gap Document • Supplier Performance Measurement aePramar 1s, NPs A B C D E F G H 1 J K 14 13 Provide the ability to disclose data gathering methodology to ensure cdlection of objective not subjective data. Performance Measures & Target Development Portal N Y fit This requirement was deleted by the City during negotiations This requirement may require technical development to complete. Based upon our experience with other public sector organizations and the City's desire to minimize customizations, we recommend that the City evaluate the existing functionality within the system and consider alternatives to custom developed solutions wring the process design phase of me project. In addition, custom development items need to be analyzed on a more detailed level to estimate the effort and cost to complete the work. Win this in mind, we are providing an account of hours that the City can use to develop customization and development items. The prefect team wit *Bo be able to prioritize development az5vites to best meet the Ctty's requirements. For each development item identified during process design, a functional description and estimate of hours will be documented and presented tome City for consideration- 15 14 Provide the ability to validate resuha to source tansactians - determine legidmecy of suppser performance resits promo oommunicatng results to supplier. Performance Monitoring and Evaluation Portal N Y N During negotiations, the City decided to consider °Business intelligence as optional scope This requirement pelf may require technical development to complete. Based upon our experience with other public sector organi0ationa and the City's desire to minimize customizations, we recommend Meths City evaluate the existing Functionality within the system and consider alternatives to custom developed solutions during the process design phase of the project. In addition, custom development germs need to be anayzed on a more detailed levet to estimate the effort and cost to complete the work. Ydth this in mind, we are providing an account of hours that the City can use to develop randomization and development item.. The project team will also be able to prioritize development activities to best meet the City's requirements. For each development item identified during process design, a functional description end estimate of home well be documented and presented to the City for consideration. 16 15 Supplier performance data that is being compiled and repotted has been validated and is as accurate as possible. Performance Monitoring and Evaluation E-Business Intelligence N Y N During negotiations, the City decided to consider ,Business intelligence as optional scope eBusiness Intelligence and Balanced Scorecard are not in scope for prase I. We strongly recommend that the City consider implementing this tool after it has implemented the core functions and has a better understanding of the underfymg data that is available for reporting in the appkeations. 17 16 Cleary defined roles and responsibilities for intemat and external resources. Supplier Performance Review & Action Plan Development _ /Supplier _ _ Y N _ N Page: 77 City of Miami Fit I Gap Document - Supplier Performance Measurement sepemor IA 2004 A B c O E F G N I J K 1a 17 Provide a procurement operating model guideline (work flow) governing the accoumabilltea, decision making criteria, communication and organization structure Supplier Performance Review 6 Action Plan Development All N Y N During neg+ztiadons, the City decided to consider eBuaneaa intelllgenca as optional scope This requirement may require lechnce development to complete. Based upon our espenence win other public sects organizations ens the ciry'a deers to minimize customizations, we recommend that the city evaluate the esisting functionality within the system and consider alternatives to Odom developed volutions during the process design phase a 01e project. In addition, custom development items need la be analyzed on a more detailed level to esamale Ore enact and coat to complete the work. WNm the in mind, we ere providing an account o1 hours that the City can use to develop customization and development items. The projeo teem will Wee be able 10 prioritize development activities to best meet Ole Calls requirements For each development item identified during process design, • functional description and estimate of noun will be documented and presented to the City for consideration. 19 10 Ability la conduct standard evaluation mooning with ad hoc reporting capability. Performance Manilang and Evaluation 'Discoverer Y N N 20 tit Provide Ma abMiry fo comrrwnicate performance retnga to supptien. Supplier PaAamanu Review it Action Plan Development Performance ratings routinely communicated to suppliers. Purchasing Y N N Solboume cola provide process design esenses end user procedure templates to suppers Ote daveloprnnt of documentation for the processes emaciated w4O1 the Oreda belied transactions that are wihin the scope of services. These'oda can be used as the base for the city 10 develop additional policies and procedures for the prowwes that are beyond the scope of Solbourne Mammas. 21 20 Ability to post guidelines 'elided to process of communicating non -conforming or excellent performance Supplier Performance Review 6 Action Plan Development PortalN Y N During negotiations, the City decided to consider eBusinsss intelligence as optional scope This requkernard may require technical development to . eased up. our experience with Ow public seecls agnizabona and the Cil/s desire 10 minimize modernizations, we recommend dial tie city evakste the mating functionality within the system end consider alternatives to wlolom developed solutions during the process design phase of the project. In addition, custom development Mime need ha be analyzed an a ,no.. detailed level to estimate the aeon and coal to complete the work. rAalil this in mind, we re providing an acoounl of hewn that the City can use to develop cuelomizaOon and development Items. The project teem will else be able to prioritize development activities 10 best meet the COI. requirements. For each development item identified during process design, . knndinal description and estimate of hours wit' be dowmented end pleaented to the City for consideration. Nye: 7O City of Miami Fit / Gap Document • Supplier Performance Measurement spvsnww rs, 2901 A 8 C D E F G H 1 J K 22 21 Ability to faciktate the communication of scoring to cross functional internal team members Supplier Performance Review & Action Pion Development Balanced Scorecard N Y N During negotiations, the City decided to consider eBustness ietegigence as optional scope. During negotiations, the City clarified thisto mean the ability to determine vendor performance through different parameters -some qualitative and some quantitative —currently the departments enter some qualitative criteria for the suppliers and the quemitative are on -three deliveries, whether items are sub -standard and returned. whether prices were correct. These qualitative items could be satisfied through reporting and the quantitative could be through descriptive ftextield use. eBustness Intelligence and Balanced Scorecard are not in crop. tot phase I We strongly recommend that the City consider implementing this tool after it has implemented the core functions and has a better understanding of the underlying data that is available for reporting in the applications. 23 22 Supports the posting of guidelines related to a formalized Program to solicit suppheYs feechack on city's performance and the forms that allow suppliers to provide feedback Supplier Performance Review & Action Plan Development Portal N Y N During negotiations, the City decided to consider eBusness intelligence as optional scope This requirement may require technical development to complete. Based upon our experience with other pubkc sector oeganizabons and the City's desire to mkdmize cusbhNzahons, we recommend that the City evafuate the existing functionality within the system and consider alternative. to nstem developed solutions during the process design phase of the protect. In addition, custom development hems need to be anayzed on a more detailed level to estimate the effort and cost to complete the work. Nth that in mind, we are providing an account of hours that the City can use to develop customization and development items. The project team will also be able to prioritize development actives to best meet the Ciy's requitement.. For each development item identified during process design, a functional description and estimate of hours will be documented and presented to the City for consideration. 24 23 Ability to use statistical -based tools and techniques on a daily basis to assess supplier performance and process capability. Performers. Monitoring and Evaluation E-Business Intelligence & Balanced Scorecard N Y N During negotiations, the City decided to consider eBusness intelligence as optional scope eausneas Intelligence and Balanced Scorecard are not in scope for phase t. We strongly recommend that the City consider implementing this tool after it has implemented the core functions and has a better understanding of the underlying data that is availabe for reporting n the applications. 25 24 Employee system knowledge is at a high level. Employees have the ability to use statistical -based took and techniques on a daily basis to assess supplier performance and process capability. Performance Monitoring and Evaluation Employee system knowledge is at a high level Employees have the ability to use statistical -based tools and techniques on a daily basis to assess supplier performance and process capability. E-Business Intelligence N Y N During negotiations, the City decided to consider *Business inteliigeru as optional scope eBustness intelligence and Balanced Scorecard are not in scope for phase I. We strongly recommend Piet the Cry consider implementing this tool after it has implemented the core functions and has a better +mdenlamGmg of the underlying data that is available for repotting in the applications. Page: 79 City of Miami Fit / Gap Document - Supplier Performance Measurement Sryander f5 a"004 A B O D E F G N I J K 26 25 Ability to make supplier performance ratings available online for Internal dstnbu6on and external viewing by supple,.. Performance Monitoring and Evaluation Portal N Y N During negotieliona, the City decided to consider eau sine's intelligence as optional scope This requirement may require technical development to complete. Based upon our experience with other public sector organizations and eta City's desire to minima customization., we recommend Nut the City evaluate the mining luncbanality within Ma system end consider .Rerrueves to esteem developed solueoru during the process deign phase of the project. In addition. cualom development ilerrq need to be analyzed on . more detailed level to estimate Ole effort and coal to compete the work. With Mu in mind we are providing an account of hone that the City can u.e 10 develop customizebon and development items. The project team will also be able to prioritize development activities lo best reel the City's requirements. For each development nem identified during proems. design, . functional description end estimate of hairs We be documented and presented to the City for consideration. 27 26 Provide the ability to distribute Recess to supplier performance slaws In multiple busmen units and individuals. Performance Monitoring and Evaluation E-Business Intelligence N Y N During nagotialbns, the City decided to consider aBu.inoss Intelligence as optional scope aBuelnew Intelligence and Balanced Scorecard are not in scope 6. phi's. I. We ,bong y recommend that the City conerfer implementing this tool alter It has Implemented the rare functions and ha. ■ beam understanding of the underlying data that is available to reporting in the sppfcmeons. 26 27 Supplier performance ratings are available online for interne diabtbutin and external viewing by suppliers. Performance Monitoring and Evaluation Supplier performance ratings are evadable online for imamal distribtbon and external viewing by suppliers. iSuppller Portal N Y Y During negotiations, the City decided to consider 0Bu sines, Intelligence as optional scope, R DBI is implemented, ■ workaround will need to be implemented to allow suppliers to see scorecards over web — hl will be considered for implementation 0s part of the discretionary pool of hours. This requirement may require lechrs.l development I complete. Based upon our experience with other pubic a.eor organizations and the City's desire to minimize customization., we recommend that the City evaluate the metro AincloeYly wirlin the ry.lem end oon.lder alternatives to metom developed solutions being the process deep, Wiese of Oa propot In .ddelan, custom development hems need lobe en.lyzed en ■ more detailed level la estimate the effort end cost to complete eat work. 6091 Oils in mind, we are providing an account o1 hours the the City can use to devotes custonriza6on end develboment items. The INTERPRETED TO MEAN THAT ONE SUPPLIER CANNOT SEE ANOTHER SUPPLIER PERFORMANCE RATING. Permit. workaround to allow suppliers to see sconards aver web which will be considered as pan of the discretionary pool of hours should the Ciry decide to implement BIS which was decided to be optional scope during negotiations. This requirement may require technical development to complete. Belied upon our experience with Wier publk sector organizations end the Cilys desire to minimize castorriy.ti5n., we rewmmend Met the City evaluate the exiling lunctinuley within the system and consider alternatives to anlom developed solutions during the proms. design phase of to project. In 0dtli0on, crumm development hems need to be .nalyz.d on b more defeated level to estimate Pie effort end coat to complete the work. net this in mind, we Sle providing an account of hour that the City eon use to develop customization end development time. The project team will eiso be able to prioritize development active . to ',Wince( Me City'. requirements. For each development hem it 26 Ability to past supplier perlormence to a bemire location with MOM to col access levels. 'Supplier Performance Review 8 Acton Plan Development Portal N Y Y Page: 80 City of Miami Fit 1 Gap Document - Supplier Perforrnance Measurement Sopternber 13 2004 A a c E F G f i t J I( 30 281 Ability to limit the amount of detail on supplier performance to specific business units or individuals. Performance Monitoring and Evaktation E-Business Intelligence N Y N During negotiations, the City decided to consider eBusiness intelligence as optional scope eBusiness Intelligence and Balanced Scorecard are not in scope for phase I. We strongly recommend that the City consider tmplementing this tool alter it has implemented the core functions and has a better understanding of the underlying data that is evadable for reporting in the applications. 31 30 Ability to make supplier performance data easily accessible and automatically integrated into Me reporting and analysis tools. Performance Monitoring and Evakiation E-Eiusiness Intelligence & Balanced Scorecard N r N During negotiations, the City decided to consider eBusiness intelligence as optional scope *Business Intelligence end Balanced Scorecard are not in scope for phase I. We strongly recommend that the City consider Implementing this tool after it has implemented the core functions and has a better understanding of the underlying data Mat is available for rePorting in the applications. 32 31 Supplier performance data is easily accessible and automatically integrated into the reporting and analysis toots, Performance Monitoring and Evaluation Supplier performance data is easily accessible and automatically integrated into the reporting and analysis tools, E-I3usiness Intelligence N Y N During negotiations, the City decided to consider *Business intelligence as optional scope eBusiness Intelligence and Balanced Scorecard are not in scope tor phase I. We strongly recommend that the City consider implementing this tool after it has implemented the tore functions and has a better undemanding of the underlying data that is available for reporting in the appfications. 33 32 Ability to support SPM vendor specific templates. Perforrnance Monitoring and Evaluation E-Business Intelligence N Y31 During negotiations, the City decided to consider ellusiness intelligence as optional scope eBusiness Intelligence and Balanced Scorecard are not in scope for phase I. We strongly recommend thet the City coneider implementing this tool after it has implemented the core functions and has a better understanding of the underlying data Mal is evadable for reporting in the applications. 34 33 Ability to have real bine key performance indicators linked to contract database. PerformanceN Monitoring and Evaluation E-Business intelligence/Pure hasing/Contracts Y 31 Doting negotietions, the City decided to consider eftiusiness intelligence as optional scope eBusiness Intelligence and Balanced Scorecard are not in scope for phase I. We strongly recommend lhat the City consider implementing this tool atter It has implemented the core functions and has a better understanding of Ihe undertying data that is available for repotting in the applications. 35 34 Real lime key performance indicators - exception based and linked to contract database. Performance Monitenng and Evaluation Real time key performance indicators - exception based and linked to contract database. E-Elusiness Intelligence N Y Y During negotiations, the City decided to consider *Business intelligence as optional scope *Business Inteeigence and Balanced Scorecard are not in scope for phase I. We strongly recommend that the City consider implementing this toot after it has implemented the core functions and has a better understanding of the underlying data that is available for reporting in Me applications Page: 81 City of Miami Fit / Gap Document - Supplier Performance Measurement Swxember f3, .Mee A 8 C 0 E F G H 1 J K 36 36 Ability to provide suppliers visibility to performance metrics via se&management i service web based tool. Performance Mongorwg and Evaluation Portal N N Y Requites workaround to allow suppliers to see scorecards over web which will be considered as port of the discretionary pool of hours should the City decide to implement BIS which was decided to be optional scope during negotiations. This requirement may require technical development to complete. Based upon our experience with other public sector organizations and the City's desire to minimize customizations, we recommend that the City evaluate Me existing functionality within the system and consider alternatives to custom developed solutions during the process design phase of the project. In addition, custom development items need to be analyzed on a more detailed level to estimate the effort and cost to complete the work. With this in mind, we are providing an account of hours that the City can use to develop customization and development items. The project team will also be able to prioritize development activities to best meet the City, requirements. For each development item identified during process design. a functional description and estimate of hours will be documented Requires workaround to allow suppliers to see scorecards over web which will be considered as part of the discretionary pool of hours should the City decide to implement BIS which was decided to be optional scope during negotiations. This requirement may require technical development to complete. Based upon our experience with other public sector organizations and the City% desire to minimize customizations, we recommend that the City evaluate the existing functionality within to system and consider alternatives to custom developed solutions during the process design phase of the project. In addition, custom development items need to be analyzed on a more detailed level to estimate the effort and cost to complete the work. VNeh this in mind, we are providing an account of hours that the City can use to develop customization and development items. The project team Mil also be able to pdori8ze development activities to best meat the City's requirements. For each development item identified during process design, a functional description and estimate of hours will be documented 37 36 Supplier visibility to performance metrics via self- management / service web based tool. Performance Monitoring and Evatuation Supplier visibility to performance metrics via self- management / service web based tool. Portal N N N 38 37 Ability to send real time notifications when performance metrics are out of established tolerances. Performance Monitoring and Evaluation E-Business Intelligence, Alerts N Y N During negotiations, the City decided to consider eeusinass intelligence as optional scope a8usinesa Inetigeneat and Balanced Scorecard are not in scope Inc phase I. We strongly recommend that the City consider implementing this tool after it has implemented the core functions and has a better understanding of the underlying data that is available tor reporting in the applications. 39 38 Ability to alert suppliers who do not meet expectations. Supplier Performance Review & Action Plan Development E-Business Intelligence, Alerts N Y Y During negotiations, the City decided to consider e8usiness intelligence as optional scope e8usiness intelligence and Balanced Scorecard are not in scope for phase I. We slangy recommend that the Cry consider implementing this tool ate it has implemented the time functions and has a better understanding of the underlying data that is available for reporting in the applications. Page: 62 City of Miami Fit 1 Gap Document - Supplier Performance Measurement September tx 2004 A g C D E F G H I J K 40 39 Provide the ability to implement a formalized communication program to alert suppliers who do not meet expectations. Supplier Performance Review & Action Plan Development Purchasing, Alerts N Y Y - During negotiations, the City decided to consider eeusiness intelligence as optional scope This requirement may require technical development to complete. eased upon our experience with other Public sector organizations and the City's desire to minimize customizations. we recommend that the City evaluate the existing functionality wimp she system and consider alternatives to custom developed setu0ons during the process design phase oh the project. In addition, custom development items need to be analyzed on a more detailed level to estimate Cie effort and cost to complete the work. With h this in mind, wa are providing an account of hours that the City can use to develop customization and development lens. The project team will also be able to prioritize development activities to best meet the CM's requirements. For each development item identified during process design, a &motional description and estimate of hours v.8 be documented and presented to the City for consideration. 4i Page 83 23-Contracting sapramaw rs 2001 Step Requirement Sub Process Beet Practice Description Oracle Module In Scope (Wail Optional Service (WW1 3rd Party software Customization (Y4N) Comments 1 Abilty to store and maintain contracts in a centralized database Supplier contract information stored in a centralized, web based system Project Contracts Y N N 2 Ability to display contract details reel time via Intranet Contract information available via internal Project Contracts Y N N 3 Ability to configure standard contract template information for both qualitative a quantitative service level terms Contract template includes both quantitative and qualitative service level variables Project Contracts Y N N 4 Ability attached scanned Images of documents that are required by the city Required documentation for contracts converted to image format and attached to master contract Project Contracts Y N N S Ability to set multiple calendar drNen "nags to alert contract manager prior to expiration of required documents (insurana bonds) Prior to contract renewal, requited resources notified within timetrama that snows preparation for contract renewal process Workflow, Alerts N Y Y This will be considered for implementation as part of the discretionary pool of hours The requirement may require technical development to complete. Based upon our expenence with other public sector organizations and the Citys desire to minimize customizations, we recommend that the City evaluate the existing functionality within the system and consider alternatives to custom developed solutions during the process design phase of the project In addition, ouster development items need to be analyzed on a more detailed level to estimate the effort and cost to complete the work. With this in nand, we are providing an agcour of hours that the City can use to develop customization and d0veloisment items. The project team me also be able to pnontlze development activities to best meet the Citys requirements. For each devaopment item identified during process design, a functional desofiptior and estimate of hours wi8 be documented and presented to the City for consideration. 8 Ability to integrate with requisition to payment process to ensure compliance to negotiated terms (price, payment terms, volume discounts, delivery times) Technology integrated between contrail database and procure to pay process to facilitate access to negotiated terms Project Contracts Y N N T Ability to perform encumthranoe accounting to ensure complience with preset budget snits Contract terms managed by project based accounting (encumbrance) to ensure compliance to budgets Workflow Y N N .. ..y. 'h-riy's dv,._,...-..,,a.s . w..,....._.ro'-" ..yy...._ ....._a tali a,...$., ray 'a .a.ea:.., 'oI0.r pr.,._.a rw.._..e P•"le"t dataeaa W—" �em _ tp_sewilsensl 9e..._.q,.,(.,. «...:-+r"-1'"' -'-P'e""'"9 a• aaeaea 8 Ability to populate specific contract details into entail template for communication to users via web based portal or Intranet Company wide communication of contract conception using Intranet andtor eMae emplat0 to user community NIA N Y Y This will be considered or implementation as pert of the discretionary pool of hours This requirement may require technical development to complete. Based upon our experience with other public sector organisations and the Citys desire to minimize custorneatlons, we recommend that the City evaluate the existing functionality within the system and consider alternatives to custom developed solutions during the process design phase of the project In addition, custor devetoprtent Items need to be analyzed on a more detailed level to estimate the effort and cost to complete the work. With this in mind, we are providing an arxour of hours that this City can use to develop customization and development items The project team will also be able to prioritize development activities to best meet the Citys requirements For each development item identified dunnq pr0cesa design, a functional description and estimate of hours will be documented and presented o the City for consderation. S Ability to auto populate contract template with RFP information Results of RFP process automatically populates contract template Project Contracts Y N N ERPSI Fun STER negoietions update ll 23 Page 84 of 102 23-Contracting sepfamb*/ 15, pine 10 Ability to provide automated, workflow based warnings to specific resources for thresholds of dollar limits or quantity limits for contracts Required resources notified when budget limits are being approached Project Contracts N Y Y This will be considered for implementation as part of the discretionary pool of hours This requirement may require technical development to complete. Based upon our experience with other public sector organizations and the City's desire to minimize custorrrgatons, we recommend that the City evaluate the steam functionality wahfn the system and consider ahematwes 4o custom developed solutions during the process design phase of the project. In addition, costar developmerd hems need to be analyzed on a more detailed twat to estimate the effort and cost to complete the work. With this in rind, we are prowling an accour of hours that the City can use to develop wstomrtation and development pens. The project team wig also be able to prioritize development activities to best meet the CRys requirements. For each development dem identified during process design, a functional deacnptior and estimate of hours will be documented and presented to the City for consideration. 11 Ability to configure contract information to allow only specific details to be visible to user community Specific contract information made available to pre- authorized resources Project Contracts Y N N 12 Ability to link master contract information to other contracts for same supplier Supplier information in master file automatically integrated to contract information Project Contracts Y N N 13 Ability to menage contract performance through project based milestones and budget specific limas ,project Project based agreements linked and managed through based formats Project Contracts Y N N 14 Abisy to take existing contract information and populate RFF as part of contract renewal or bid process Populate RFP automatically with qualitative and quantitative information from supplier contracts Project Contracts Y N N 15 Ability to create a contract management dashboard that displays purchase and performance activity against seethe contracts Senior management has access to current contracts and supplier performance related to Service level Agreements, and internal compliance to contract N/A N Y Y This will be considered for implementation as part of the diuratWnery pool of hours This requirement may require technical development to complete. Based upon our experience with other public sector organizetrons and the City's desire to minimize cusam¢erons, we recommend that the City evaluate the existing 1un6Ccnalky within use system and consider eeernatms to custom dwaloped solutions dunng the emcees design phase of the peseta. In addihon, costar development items need to be analyzed on a more deterred level to estimate the anon and cost to complete the work With this in mind, we are providing an amour of hours that the City can use to develop customization and development items. The project teem will also be able to prioritize development atdNdes to best meet the Gays requirements For each deveopment Rem identified during process design, a functional descnptior and estimate of hours win be documented and presented to the City for consideration. 16 Ability to provide warnings, triggered try any business conditwn (e.g., once 7596 or contracted volume is deeq or quality is below a given threshold), to ensure that supplier t take action to meet then own obligations. Contracts linked directly to specific performance measures that are tracked and reported Project Contracts N Y Y This will be considered for implementation as part of the discretionary pool of boors This requirement may require technical development to complete. Based upon our experience with other public sector organizations and the City's desire to minimize customizations, we recommend that the City evaluate the existing functionality within the system and consider alternatives to custom developed solutions doting the process design phase of the project In addition. rust° development Gems need to be analyzed on a more detailed level to estimate the effort and cost to complerii the work. With this in mad, we are providing an amour of hours that the City can use to develop customization and development items The project team ova also be able to prioritize development annuities to best meet the City's requirements. For each development item identified during process design, a functional deschptior and estimate of hours wig be documented and presented to the City for consideration. 17 Ability to display contract terms amendment history to ensue visibety to changes that will Impact Gay wide contracts Display history of contract changes and amendments by department Project Contracts Y N N 16 Ability to link line item level detail in contract to item master and/or catalogs Contracts linked to item master file and catalogs Project Contracts Y N N ERP-Sl Function alily Respansa-MASTER negotiations update11_2 Page 195 of 102 23-Contre Ling Upsetter fe. 2001 19 Ability to archive expired contracts Expired contracts archived to reduce size of contract database and for quick reference to historic terns Project Contracts Y N N Sotboume will work with the City to identify and understand purging and arcfi'rvirig utkaes and protease during the implementation. We do, however, recommend drat the City wad for an extended period of time before implementing any archiving processes 20 Ability to associate a contract with a pre -defined commodity coding schema Items within contract linked to universally accepted and company standard commodity coding schema Project Contracts Y N N 21 Ability to associate a contract with specific city departments Contract information linked only to departments authorized tc use and view contract Project Contracts Y N N 22 Abitty to convert currency and UOM amounts for contracts shared between countries Convert currency and UOM from master contract to departments using dtlterant standards from raster contract Project Contracts N N N This requirement was deleted by the City during negotiations. We wit support the US dollar currency and born English and Spanish languages per the standard Oracle Application MLS functionatny. All training and project documentation will be in English, 23 Ability to apply multiple StAvariabks M specific departmenh (ex. Police wants 3 day bad time for flashlights, Fire wants 1 day) Apply specific Service Level Agreement attributes to specific departments Purchasing Y N N ERPSI Functionality Response-MASTER_negotietons update 11_23 Page 86 of 102 24-Reavi4ng 8. Staffing swarm, tS 2004 Step Requirement Sub Process Rest Practice Description Onack Module in Scope Waft Optional Service (YIN) 3rd Party Software Customization (Y/N1 Comments 1 Ability to define, maintain, standard job codes WA All standardized job classifications available on-line Human Resources Y N N Ability to define, maintain standard job descriptions with defaulting for standard relevant codes WA All standardized orb classifications available en -line. Human Resources Y N N 3 position Ability to assign competencies to a job code WA All standard job classifications available on-line Human Resources Y N N 4 Ability to define, assign, maintain Core qualifications to EE d Applicants WA Candidate uses self-service portal entering personal data, work history, education. and directed resume !Recruitment, Human Resources Y N N 5 Ability to assign Core qua8tcabons WA All standardized job classifications available on-line. iReruitment, Human Resources Y N N 6 Ability to assign working conditions NIA Predefined criteria determined for job postings based upon position, location, timing and business need. lRecnlitment, Human Resources Y N N 7 Ability to assign physical and mental requirements N/A All standardized job classifications evadable on-ine. Predefined criteria determined fa job postings based upon position, location, timing and business need. !Recruitment, Human Resources Y N N 8 Ability to define requisitions WA Predefined criteria determined for job postings based upon position, location, timing and business need. lReaudment, Human Resources Y N N 9 Ability to create a requisition N/A Managers submit requests to fill existing positions via MSS , data electronically Integrated into central HRMS iRecruitment, Human Resources Y N N 10 Ability to track an applicant WA Online completion and tracking of interviews assessment utilized by interviews; all selection results electronically entered Into candidate electronic record. Invitations to interviews, rejection letters and standard off letters generated automaticalty using templates and workflow. iRecontment, Human Resources Y N N 11 Abiity to record Applicant Job History N/A Candidate uses sett -service portal entering personal data, work history, education, and directed and directed resume. !Recruitment, Human Resources Y N N 12 Ability to record Applicant Education N/A Candidate uses self-service portal entering personal data, work history, education. and directed resume !Recruitment, Human Resources Y N N 13 Ability to record applicant cotnncies WA Candidate uses sett -service portal entering personal data, work history, education, and directed resume !Recruitment, Human Resources Y N N 14 Ability to record Applicant KSA WA Candidate uses self-service portal entering personal data, work history, education, and directed resume iReruitment. Human Resources Y N N 15 Ability to track Applicant Relocabon Preference WA Candidate uses self-service portal entering personal data. work history, education. and directed resume iRecruarnent, Human Resources Y N N 16 Ability to record Appdoam Military History WA Candidate uses selt-serase porta) entering persona) data, work history, education. and directed resume iRecrutment, Human Resources Y N N 17 Ability to record Applicant Medical work restrictions N/A Candidate uses sell -service portal entering personal data, work history, education, and directed resume !Recruitment, Human Resources Y N N 18 Ability to record Applicant Tests N/A Candidate uses self-service portal entering personal data, work history, education, and directed resume !Recruitment, Human Resources Y N N 19 Ability to track Extended Offers WA An applicant status code can determine if offer was extended or accepted. Advanced process tow and smart notification can enhance the process !Recruitment, Human Resources Y N N 20 Ability to access a portal for EE and Applicant sett -service set-up for position openings and requirements N/A EE and applicants can view job requirements and apply for open positions via self-service !Recruitment, Human Resources Y N N 21 Ability to produce a conditional offer of employment via a template in MSS N/A iReruitment, Human Resources Y N N 22 Ability to group applicants by status codes for banding and catboat* n listing N/A An applicant status code can determine if offer was extended or accepted. Advanced process flow and smart nobtcation can enhance the process iRecruibnent, Human Resources Y N N 23 Ability to source requlsibons to 3rd parties N/A Centralized sourcing services utilized for recruiting. single points of contact for all sourcing activities iReruitment, Human Resources, Discoverer Y N N ERP-SI Funity Response -MASTER negotiations update_11 23 Page 67 of 102 24-Recruiting & Staffing Seisms* r5, awe 24 Ability to create notification cards for registered applicants N/A Invitations to interview, rejection letters and standard otter letters generated automatically using templates and workflow iReorodment, Human Resources, Reports or Discoverer N Y Y This will be considered for Implementation as part of the discretionary pool of hours This requirement may require technical development to complete. Based upon our experience with other public sector organizations and the City's desire to minimize customizations, we recommend that the City evaluate Me existing functionality within the system and consider alternatives to custom deve(oped solutions during the process design phase of the project. In addition, custom development items need to be analyzed on a more detailed level to estimate the effort and cost to complete the work. IMah this in mind, we are providing an account of hours that the City can use to develop customization and development items. The project team will also be able to prioritize development activities to best meet the City's requirements. For each development Rem identified during process design, a functional description and estimate othours wig be documented and presented to the City for consideration, 25 Abilty to administer applicant test results N/A Comprehensive assessment of applicants performed to determine fit with envuonmeM and culture, KSAs (knowledge, skills, and abiiides} iRecluitment, Human Resources V N N 26 Ability to capture applicant skill bank data WA Comprehensive assessment of applicants performed to determine fit with environment and culture. KSAs (knowledge, skills, and abiides) iRecruitment, Human Resources Y N N 27 Ability to create applicant status groups for the register requirements N/A Comprehensive assessment of applicants performed to determine fit with environment and culture, KSAs (knowledge, skills, and abilities} 'Recruitment, Human Resources, Discoverer Y N N 28 Abgity to conduct via 3rd party or record internal check results for background, medical, and dug screens WA iRecnridnent, Human Resources Y N N 29 Abgity to produce/record conditional offer of employment N/A Online completion and tracking of interview! assessment utgized by interviewers; erg selection results electronically entered ifdo candidate electronic record Recruitment, human Resources V N N 30 Ability to manage the hire process Through orientation objectives WA Online completion and tracking of interview! assessment utilized by interviewers; ell selection results electronically entered into candidate electronic record iRecruitmeM. Human Resources Y N N ERPSI Functionality Response -MASTER negotiations update_11 23 Page 88 o1 102 25-Stratemc Resource Mgmt 541161117130, 102004 Step Requirement Sub Process Best Practice Description Oracle Module In Scope (Y/N) Optional Service (YIN) 3rd Party Software Customization ()TO Comments 1 Tie the people strategy to the overact organizational strategy Strategic Resource Planning Senior HR executives are routinely involved in the executNe- level "thinking" process tying business strategy with people strategy; Explicit and continuing alignment maintained between business and HR strategies Human Resources Y N N 2 Ability to develop a dearly defined vision and policies and communicate it through the organization Environmental Analysis Standardized HR core policies and procedures that are are well communicated and routinely updated Human Resources Y N N 3 Ability to leverage a single HR system to capture update, process and report on HR information ..provide Performance Management Standard reporting infrastructure which is easy to use and can provide ad -hoc repotting capabilities Human Resources, Discoverer Y N N a Communicate balanced scorecard and budget information back through employees Performance Management Performance Metrics (HR Scerecerd, Digital Cockpit) linking strategy, initiatives, performance and people to stakeholder needs Human Resources, ois erer, Balanced Scorecard Y N N Ability to develop initial and ongoing training to support the strategic ptanning process Strategic Resource Planning Center ot Excellence to address decision support/ planning initiatives and alignment Human Resources Y N N 6 Ability to update and communicate changes to policies on a timely Pasta Performance Management Senior HR executives dearly articulate the key human resources strategies and their direct contnbotion to specific business strategies Human Resources Y N N 7 Online real time system that integrate to link to non-ERP systems to support unique department requirements Performance Management Standard HR technology (FIRMS, workforce aces, portals) to provide all HR stakeholders with accurate, timety information Human Resources r N N 8 Ability to develop indial and ongoing training to support the strategic planning process Leadership Development Information is readily available to support HR staff development and deployment based upon an assessment of business needs and HR capabilities Human Resources, Discoverer Y N N 9 Ability to develop automated reporting capabilities that provide e10 data on a routine basis to substantiate poticy/procectural changes Performance Management Automated reporting capaNtibes that provide HR data on a routine basis to substantiate policy / procedure changes Human Resources. Discoverer r N N 11 Ability to utilize succession planning tools integrated with civil service rules that aid in the development ot skills to drive a broader skill base Strategic Resource Planning Key people skills have been identified that contnbute to obtaining and sustaining a leadership position for the company Human Resources, Training Administration Y N N 12 Ability to perform salary projections/forecasting for multiple periods Position Control Online modeling capability utilized to evaluate financial impact of compensation/mere reviews upon area of bixiget responsibility Human Resources, Discceerer, Compensation Workbench r N N 13 Ability to perform salary projections/forecasting for multiple periods Position Control Online, secure access to compensation data in place, including budgets, forecasts and past history Human Resources, Discoverer, Compensation Workbench Y N N 14 Ability to perform and save multiple salary forecast scenarios Position Control Online, secure access to compensation data in place, including budgets, forecasts and past history Human Resources, Discoverer, Compensation Workbench r N N ERP-SI Functionality Response-MASTERnegotations Update_11_23 Page 89 of 102 28-Time & Attendan September 15, 2004 Step Requirement Sub Process Best Practice Description Oracle Module in Scope IY/N) Optional Service (YINt 3rd Party Software Customization JY/NI Comments 1 Work force planning application for scheduling and forecasting. Employee Schedule Request Employee schedules used to optimize exception reporting and bad timecard data Tine and Labor Y N N 2 Develop a single point of entry for employee data that supports all transactions process requirements Employee Set Up Time and Attendance application that is integrated with the Human Resources and Payroll System, and automatically updates new hires/changes, personal, vacation, sick and other accrual balances Human Resource& OTL Y N N -- - Rays #/Crat*. 3 System must support interfaces from and to external sources he., MR related data) Employee Set Up Process Time Time and Attendance application that is integrated with the Human Resources and Payroll System, and automatically updates new hires/changes, personal, vacation, sick and other accrual balances Human Resources N Y Y This will be considered for implementation as part of the discretionary pool of hours Please see me Oracle E-Business Suite Customizations & Interface Development section of the proposal to specific interfaces in scope. 4 Ability to create Earnings, Hourly Deductions, Shift Differentials, and Premium Time Eligibility profiles that meet or future business practice. WA Pay Time Codes are standardized throughout the Organization Time and Labor, Payroll Y N N In the RFP, the City has indicated that it intends to utilize Kronos tor Time and Attendance functionality.current So/boume has not include Time and Attendance in our scope but Oracle Payroll will support these requirements (relative to Peyron') S Ability to create Holiday Calendars, Work Plans, Rotation Plans, Shins, and Project Accounting profiles that meet current or future business practices. NIA One enterprise wide time and attendance application used for an labor management, time reporting and employee leave entitlements Time and Labor Y N N In the RFP, the City has indicated that it Intends to utilize Kronor for Time and Attendance functionality. Solboume has not include Time and Attendance in our scope but Oracle Payroll will support these requirements (relative to Payroti) S Ability to create Workers Comp claims and regulatory jobRtour data profiles that meet current or lucre business practices. WA Payroll, Time and Labor Y Y Y Per City clarification this taquirement pertains to being ebb to maintain the data rested to Workers Compensation including history. The need to capture data not included in standard tables can be achieved via DFFs. The reference to "history" is assumed to mean going forward. If it is the City's intent to capture history in 1ho legacy system, this would require a customization which would be considered for implementation using the discretionary pool of hours. This requirement may require technical development to complete. Based upon our expetience with other public sector organizations and the City's desire to minimize customizations, we recommend the the City evaluate the existing functionality within the system and consider atlenative to custom developed solutions during the process design phase of the project. In addition, custom development items need to be analyzed on a more detailed level to estimate the effort and cost to complete the watt. With this in mind, we are providing an account of hours that the City can use to develop customization 7 Abe" to create automated time card records for worked and fly non -worked time based on established rules. WA E.m ployee schedules used to optimize exception reporting and load timecard data Time and Labor Y N N ....• a a1Mw' aear'' j. 8 Consistent potide and procedures across all business units and locations when tenable. NIA Time and Labor Y N N 9 Continuous education and communication for as employees on the Time and Attendance polities, procedures and process lie., troubleshooting, policy questions, or how do I&.?) N/A Time and Labor N Y N The City can update online Help functionality of the OTL module to communicate time and attendance policies, procedures, process, "how do 17" tips including tips on troubleshooting problems. Solboume did not include in that bid any effort to develop additional online Help information and would offer that as an optional service if requested by the City f• 10 Development of online help for user problem resolution. NIA Web enabled time and attendance application that can be accessed remotely using wireless and non -wireless devices Manager and Employee selfaervice is utilized; employee have the capability to enter, edit and validate their own time Time and Labor N Y N The City can update online Help functionality of the OTL module to communicate time and attendance policies, procedures, process, "how do I?" tips including Ups on troubleshooting problems. Solboume did not include in the bid any effort to develop additional online Help information and would offer that as an optional service if requested by Ihe City iniemdr to•"tin' .eri TTis-wrAneM"We ERPSI Functionality Response -MASTER negoda0ans updete_11_23 Page So of 102 26-Time & Attendance September 15, 2004 11 The system must be able to support multiple labor distribution codes for one employee N/A Labor Tracking of user deRned labor accounts to track and report employee lime charged to muniple accounts during a day, week and or payperiod. Time and Labor. Labor Distribution Y N N .. t gw.p,_j..... r..+.u:.:..�...,..91v d w' p o a_. develepr"--a. stikHat�e- detaii•tp' -.:a' w....a.._ gv''a°t w110W 6rm" rviagive ar- * rg ar a^awwr or 12 People Ind the system user a5endty, intuitive and easily accessible. N/A Web enabled time and attendance application mat can be accessed remotely using wireless and non -wireless devices Time and labor N N N The City provided clarification explaining that the level of sophistication and technology savvy among employees in alt venues varies greatly. The desire here is for the user not to have to receive intensive training, but that the experience be as easy as buying a book on Amazon.com i.e: even the person without training could navigate it pretty easity and from any number of sites. Solboume believes that Oracle navigation is relatively intuitive. However, this is subjective in nature and the ability to satisfy this requirement will vary depending on a user's ability to grasp the Oraste approach to navigation and the Corms used to capture time. in-the-RFF4tha 13 The system must support automatic vacation accrual updates based on eligibility. Hours can be tracked by category {vacation, sick, personal, etc.} using a ruled based system N/A Web -enabled tools used to capture accrued and actual time- off One enterprise wide time and attendance application used for alt tabor management, time reporting and employee leave enggements Human Resources, Tine and Labor Y N N 1n a. -ace «,_ ray 6« :...a...r.w Mnt a-.-.,,r...,,,,sety. 14 On-line access to time collection data achieved through manager and employee self-service N/A Web enabled time and attendance application at can be accessed remotely using wireless and non-waetesa devices Manager and Employee self-service is utilized; employees have the capability to enter, edit and validate their own time Time and Labor Y N N 15 Time capture is papadeso. N/A Web -enabled tools used to capture accrued and actual time- off Human Resources, Time and Labor Y N N .._ 16 Workflow for timesheet approvals. N/A Manager and Employee self-service is utilized, employees have the capability to enter, edit and validate they own time Time and Labor Y N N 17 System must have online and Web -reporting capability NIA Manager and Employee self-service is utilized: employees have the capability to enter, edit and validate their ova time Time and Labor Y N N ERPSI Functionality Response.MASTER negotiations update 11_23 Page 91 of 102 26-Time & Attendance September 15, 2004 15 Ability of system to ecorrmrlale hours and financial data related to employee abeam for report tracking purposes. WA The true cost of absence measured and reported, including lost time, productivity. replacement coals, dam costs, and salary continuance Time and Labor, Human Resource., Payroll Y Y V The ability to accumulate hours and financial data related to employee absences is standard functionality. Depending on City reporting requirements, a custom report may be required to meet "...for report tracking purposes" aspect of this requirement. Any custom report requirement will be considered as part of the discretionary pool of hours. Iwaddi5.w;-ea*r lit The .ystem must wagon maintenance of employeenupenpor relationalip. WA Supervisory access krshiled to deparhnerte(enployee. .aslgned Time and Lebo( V N N Oracle Human Resources supports this requirement. 20 Tracking of hours by sub -categories (e.g., overtime and lime off). WA Pay Time codes are standardized aorou the organizahM. Time and Labor Y N N ks t1' RFF, t'al"ly-Naa bdie^hipp lfmr p ir'-^ �'r+ "c�a. 21 Overtime proces.inq for polite and Fire crooning p.yrydes and shift based (e.g., 41, 52, 55) WA Streamlining payroll pncdc.. through 150%pay rule automation Time and Labor V N N 22 Ability to swap Nit ■dwrkatration WA WA Y N V The City clarified that Flre allows personnel to swap shifts. They would need to be aware of who ■w.pp.d, manage covered., overtime, special certifications (e.g. - Paramedic, Hemet, Driver Engineer) to make sure the buckshot -Alone are property staffed, and in uses where employees do not appear, kickoff disciplinary action to .ppropriate parties. This functionality cannot be satisfied by any Oracle module. OTL will b. used to capture limy and . customization has been added to the scope to provfd• scheduling functionality. Iwanf b 23 Support for OT wamings for too many hour worked consecutively WA Streamlining payroll prececes through 100%pay rule automaton Tune end Labor, Payroll Y N N 21 IntaR.tina O6-0rrry Hour for Police WA Time and Labor/HRMS N N N ASSUMED TO BE SUPPLEMENTAL P54 FOR OFF DUTY ACTIVITIES (E.G., SECURITY AT A PUBUC EVENT) NOT SUBJECT TO OVERTIME OR PENSION 25 Employee Feedback br FAQ'. WA WA N N N Pending additional inlortMtfon from the City Pro retina retina the Plus hems for less than foil pay scheduled hours N/A Payroll Y N N Oracle Peyrat Fast Formates wit meet W. requirement. ERPSI Functionality RecponsrMASTER negotatkns updete_l 1_23 Page 92 of 102 26-Time 8 Attendance September 15, 2004 27 Daily Roll call record with daily posting to ERP or T&A N/A N/A Y N Y Scope was added to complete a scheduling customization tied to the Time and Labor timecard to identify work location for individuals bra given day. -aws;swscaoamareadttraR .aenee�.ay�id,•rtee ry^•^ ^'d cw-idr a•.Fra +roe W a •ate davNepaL 28 Support ability to record Administrative duties for Police on FMLA or Suspension or relief of dory WA Streamlining payroll practices through 100% pay rule automation Human Resources, Time and Labor Y N N 29 Support Worker's Comp claim analysis WA The true cost of absence measured and reported, including lost time, productivity, replacement costs, claim costs, and salary continuance Human Resources, Time and Labor N N M This requitement was deleted by the City during negotiations. This requirement ma y ay require technical development to completer, Based upon our experience with other public sector organizations and the City's desire to minimize customizabons, we recommend but the City evaluate the existing functionality within the system and consider alternatives to custom developed solution* during the process design phase of the project. In addition, custom development items need to be analyzed on a more detailed level to estimate ere effort and coat to complete the wort. With this in mind, we are providing an account of hours that the City can use to develop miston izaeon and development items, The project team wilt also be tibia to prioritize development activities to best meet the City's requirement. For each development item identified dining process design, a functional deaopeon and estimate of hours with be documented and presented to the City for consideration. 30 Conversion of history to avoid having to manually compute retroactive adjustment WA Retroactive computations of hours and pay for prior pen od entries, and automatic updates to payroa and G/L for the adjusted time transactions. Payroll Time and Labor. GL N Y Y Implementaton will be considered as part of the discretionary pools of hours. 31 Integrate LWOP heats with MR for updates to the anniversary, longevity and mulepie seniority dates Process Time Time and Attendance application that is integrated with the Human Resources and Payroll System. and automatically updates new hires/changes, personal, vacation, sick and other accrual balances Time and Labor N Y Y Implementation will be considered as part of the discretionary pools of hours. 32 Support user defined security access N/A Human Resources, Time and Labor Y N N lo iha FP, gne City F -indicated taai' . sods to u8fize Kr+-^- .-- ^ed o-ePeer W.er sa"y. 33 The system provides ability to track employees working in different jobs N/A Retroactive computations of hours and pay for pnor period entries, and automatic updates to payroe and G/L for the adjusted time transactions. Payroa,Time and Labor, GL Y N N Grade Human Resources support multiple asagnmense. 34 The system must ensure prior period adjustments are included in extracts to Payroll Process Time Retroactive computations of hours and pay far prior period entries, and automatic updates to payroll and Gil_ for the adjusted time transactions. Payrdl,Time and Labor, GL Y N N ERP-SI Functionality Response-MASTER_negosations update_t 1 _23 Page 93 of 102 26-Time 8 Attendance September 15, 2004 35 Ability to tr•ruler Eerninga Codes, Hours, and financial data from the time card system to me payroll system based on established rules. Procne Time Ve+15ed time -worked pasted automatically to payroll system, peyrdl,Time and Labor Distribution Y N Y This is assumed to beone of the two Kronvs interfaces included in the scope. rapenswrr-eaperienee aif(eip a ^^d We C'y'e ore"'a'a n'M"m'N -I,. the rn 'dayw .,u"'eR prq..... -lit^ aabteala the ^p'W rd oo.4 b cav pkte the o"b, WI* Ir'a,-ww, BrNerF 36 Tenology orbit Ikxibility in approval oldme on a deity or Technology weekly, bi-wieldy basis Process Time Manager and Employee sell -service re utilized; employees have the capability to enter, edit and validate their am time Time and LaborY N N Standard functionality provides for approval of time based on defined time card periods. INne Arlo, IM-Gily Orew de Payroll. 37 Support changes to payrulea and contractual rules Rulee/Calcula lion Ghettoes Payroll, Time end Labor Y N N Resides in 38 Ability of ayatem W verify and validate time card data entered against time setup odes. Time Entry and Vabdabn • Exempt and Non -Exempt Streamining payroll practices trtrough 10096 pay rule automation Time and Lebo Y rl N 79 The system meal be able to support multiple data capture methods: Screen Entry, Import Files, Webbned, Badge Reader Devices, IVR, etc Time Entry end Validaton - Exempt and Non -Exempt Web enabled time and attendance application met can be eccaased remotely using wireless and non -wireless devices Time and Labor Y N N ll is assumed that "Badge Ruder Devices, IVR, arc." refer to "capture methods" for Kronor and are not interpreted to mean these are "capture methode" for OTL. 40 Calculate differenbah (shill, weekend, knguage,8) Time Entry and Vaidation - Exempt and Non -Exempt Streamlining payroll practices through 100% pay rule automation Time and Labor Y M N tr—r.'"y. 41 Allow correction of time for prior periods Time Entry end Validation - Exempt and Non -Exempt Retroactive contpdabone of hours end pay for poor period nblea, and automatic updates to payroll and GA- for the adjusted time transactions. PayrolLTme and Labor, General Ledger Y N N 42 The syalem roust be able to process multiple overtime Ivies Time Entry and Validation - Exempt and Non -Exempt Streamlining payroll practices through 100% pay rue automation Humeri Reeourcee, Time and Labor Y N N 40 The system aster have tie abikty to process overtime nbbamenta when retroactive trnsaction% are entered Time Entry and Validaton - Exempt end Non -Exempt Retroactive computations of hours and pay for poor poiod entries, and automatic updates to payroll and G/L 1or the adjusted time trnsecbane. Payroll,Time and labor, General Ledger Y N N /4 Minimize manual immention for time retry and validation (exeeptiondcorrectione only) . Time Entry and Validation - Exempt and Non -Exempt Streamlining payroll practices through 100% pay task automation Time and labor Y N N ERPSI Functionality Response-MASTER_negotiabns rgrdate_11 23 Page $s of 102 25-Time 6 Attendance September 15, 2004 45 Need to build rules in the system to manage paid time off and accruals automatically, Time Entry and Validation - Exempt and Non -Exempt Web -enabled tools used to capture accrued and actual time- off Time and Labor, Human Resources Y N Y ahemaivea.ta xHnol °.air-duringWe- �m- 48 Recalculate overtime based on bonus amount for bonus period. Time Entry and Validation - Exempt and Non -Exempt Retroactive computations of hours and pay for prior period entries, and automatic updates to payroll and Gil for the adjusted time transactions. Payroll,Time and Labor, General Ledger Y N N 47 The system should support holiday pay eligibility rules such as probationary periods, and working the day before and after Time Entry and Validation - Exempt and Non -Exempt Streamlining payroll practices through 100% pay rule automation Time and Labor Y N N 48 The system must support employee schedules to default to employee timecard Time Entry and Validation - Exempt and Non -Exempt Employee schedules used to optimize exception reporting and bad timecard data Time and Labor Y N N in Wa RFP, µe C'y has intic^'an 48 Verify time entered per applicable parameters including scheduled hours; differentials; OfT eligibility; vacation/sick time available; etc Time Entry and Validation - Exempt and Non -Exempt Streamlining payro* practices thraugh 100% pay rule automation Human Resources, Time and Labor Y N N 50 The system must support online inquiry to vacation, sick and omer leave entitlements inducting accruals and usage's to- date Time Oft Request Manager and Employee self-service is utilized; employees have the capability to enter, edit and validate their own time Time and Labor Y N N 4n We Rc0 .._ray has M.c.ey. 51 Overtime selection solution (OT equalization) incorporating spedic requisites for Fire Dept. Time Entry and Validation - Exempt and Non -Exempt Time and Labor Y N N 52 Tracking of duly Injuries -ability to Iis t injury in or to allow for statistical analysis and location WA eBusiness Intelligence N Y Y During negotiations, the City decided to consider elausiness intelligenoa as optional scope. e6usinass Intelligence and Balanced Scorecard are not in scope for phase I. We strongly recommend that the City consider implementing this tool after it has implemented me core functions and hair a better understanding of the underlying data that s available tor reporting in the appicaiams. 53 Ability to automate calculation of conversation date from 48 or 52 haw week to 40 hour work week - for Fire Dept N/A Time and Labor, Payroll Y N N Based upon our previous City experience wa believe the interpretation of this requirement le to treat a 48 or 52 hour week like a 40 hour week for overtime prernwm calculations. Upon this premise the requirement can be accommodated through Fast Formula functionality in Oracle. ERP-SI Functionality Response-MASTER_nego0ations update_11 23 Page 95 of 102 27-Travel Expense s.pbrse.r 15,, 2004 Step Requirement Sub Process Best Practice Description Oracle Module In Scope (YIN) Optional Service (YIN) 3rd Party Software Customization (YIN) Comments 1 Ability to import employee data from HR. Maintain Employee Profile Internet Expenses Y N N 2 Employes see-sarvlce update Maintain Employee Profile Internet Expenses Y N N 3 Reporting of taxable events to HRIPayroli systems (Relocation, Spousal Travel, etc.) Maintain Employee Profile Human Resources Y N N 4 Shared source for adding employee to system Maintain Employee Profile Human Resources Y N N 5 Shared source for suspending employee activity on system Maintain Employee Profile Internet Expenses Y N N 6 Shared source for updating employee information Maintain Employee Profile Human Resources Y N N 7 Implement on-line booking without travel agent assistance Make Travel Arrangements WA N N N This requitement was deleted by the City during negotiations 8 Integration to a global distribution system (DOS) such as Sabre, Galileo, Amadeus, Wohlspan. Make Travel Arrangements N/A N N N This requirement was deleted by the City during negotiations 9 Integration using industry standard XML, Open Travel Alliance/Make (OTA). Travel Arrangements WA N N N This.sequ{servant was deleted by the City during negotiations 10 Maximize the use of E-Ticketing Make Travel Arrangements WA N N N This requirement was deleted by the City during negotiations 11 Minimize the use of travel assistants Make Travel Arrangements N/A 14 N t4 This requirement was deleted by the City during negotiations 12 Single Agency utilized company wide with online access Make Travel Arrangements One travel agency utilized company -vide with secure sett- se6oe technology for travel requests and updates (as tailored for global needs) WA N N N This requirement was deleted by the City during negotiations 13 Transaction fee -based amngement vs. management tee relationship Make Travel Arrangements Travel agency transaction fee arrangement established instead of management fee relationship N/A N FI N This requirement was deleted by the City during negotiations 14 Unified preferred service agreements negotiated across divisions by vendor types Make Travel Arrangements Unified preferred service agreements negotiated across dnioions and by vender types WA N N N This requirement was deleted by the City during negotiations 15 Conduct periodic policy reassessment NIA Intemet Expenses Y N N 16 Consolidation of travel procurement WA One travel agency utilized companyavde with secure self- service technology for travel requests and updates (as tailored for global needs) Internet Expenses Y N N 17 Establish a gkrbai travel management structure WA Internet Expenses Y N N 18 Foreign tax recovery WA Internet Expenses N N N This requirement was deleted by the City during negotiations This requirement may require technics) development to complete. Based upon our expessnce with other public sector organizations and the Gaye desire to minimize customizations, we recommend OA Me City evaluate the existing functionality within the system and consider alternatives to custom developed solutions during the process design phase of the project. In addition, custom development items need to be analyzed on a more detailed level to estimate the effort and coat to complete the work. With this in mind, we are providing an account of hours that the City can use to develop customization and development dens Tne project team win also be able 10 prioritize development activities to best meet the Citys requirements. For each development item identified during process design, a functional description and estimate of hours will be documented and presented to the City for consideration. ERP-SI Functionality Response-MASTER_negotiatione update 11 23 Page 96 01102 27-Travel Expense Serer.. 15, 2004 19 Number of preferred vendors limited to gain volume discounts. WA Number of preferred vendors limited to gain greater volume discounts. Use performance metrics to monitor program Internet Expenses N N N This requitement was deleted by the City during negotiations This requirement may requite technlcal development to complete Based upon our experience with other pudic sector organizations and the City's desire to minimize customizations, we recommend that the Cay evaluate the existing functionality within the system and consider alternatives to custom developed solutions donna the emcees design phase of the project. In addition. custom development items need to be analyzed on a more detailed twat to estimate the snort and cost to compute the work. Wen this in nand, we are providing an account of hours that the City can use to develop customization and development items. The project team will also be able to prioritize development activities to best meet the City's requirements. For each development item identified during process design, a functional description and estimate of hours will be documented and presented to the City for consideration. 2D On-line Integrated travel policy. System notifies traveler of activities that do not comply with corporate policy. WA InternetY Expenses N N 21 Operate Travel Department as a cost center. N/A Internet Expenses Y N N 22 Publish global travel policy. Global policy with exception aligned to Local employee requirements and governing tax and legal statues WA Number of preferred vendors limited to gain greater volume discounts. Use performance metrics to monitor program Internet Expenses Y N N 23 Publish global travel policy. Make travel policy Gear, simple and available, WA Travel policy is clear, simple. standard and available online in a user-lnerdly format that guides the traveler throughout the entire process Internet Expenses Y N N 24 Travel and expense processing performed in a central shared. serVMnee organization, WA Travel an0 expense processing performed in a central shared. services organization Internet Expenses Y N N 25 U.S code compliance NIA Internet Expenses Y N N 26 Unify vendor negotiation channels WA Unified preferred service agreements negotiated across divisions and by vendor types Internet Expenses Y N N 27 Vocal support by SeMgmt for travel policy compliance WA Internet Expenses Y N N 28 Ability to pay through payroll 01 accounts payable Process Expense Report Internet Expenses Y N N 29 Account coding is automated within the expense report system and interfaced to the general ?edger, Process Expense Report Account coding is automated within the expanse report system and interfaced to the general ledge Internet Expenses Y N N 30 Automated approval process with predefined parameters Process Expense Report Automated expense report approval process vdth predefined. allowable parameters in place Internet Expenses Y N N 31 Automated expense reporting system integrates the processes of expense report preparation, submission and auditing Process Expense Repot Automated expense repotting system integrates the processes of expense report preparation. submission and auditing Intemet Expenses Y N N 32 CC issued to at travelers Process Expense Repoli Corporate charge -card program tstabl+shed with cards issued to all travelers and proper use of the card mandated by travel k"Y Internet Expenses Y N N 33 Charge card data transmitted of accessible electronically with a web -based application Process Expense Report Charge-car0 data transmitted or accessible electronically with a Web -based application Internet Expenses Y N N ERP-Si Functionality Response -MASTER negotiations update_11_23 Page97 of102 27-Travel Expense SybniD. t5, 2004 34 Compatible with a mobile time and expense system. Ability to import data from monde time and expense systems Process Expense Report Internet Expenses N N N This requirement was deleted by the City during negotiations This requirement may require technical development to complete. Based upon our experience with Other public sector organizations and the City's desire to minimize customizations, we recommend that the City evaluate the existing functionality within the system and consider alternatives to custom developed solutions during the process design phase of the project. In addition, custom development items need to be anatyzed on a more detailed level to estimate the effort and cost to complete the work. With this in mind, we are providing an account of hours that the City can use to develop customization and development items The project team win also be able to prioritize development activities to best meet the City's requirements. For each development item identified during process design, a functional description and estimate of hours will be documented and presented to the City for consideration 35 Define approval hierarchy for every traveler in company Process Expense Report Internet Expenses Y N N 36 Electronic payment is made directly to travel card provider with remaining expenses reimbursed via payroll. Process Expense Report Electronic payment is made directly to travel card provider with remaining expenses reimbursed via payroll Internet Expenses Y N N 37 Eliminate manager pre -approval Process Expense Report Formal supervisor approval not required for pre -trip authorizations or expense reports Internet Expenses Y N N 38 Exception based controls for defining workflow authorizations Process Expense Report Internet Expenses Y N N 39 Expense report system fully integrated into Project Accountin4Process system. Expense Report Internet Expenses Y N N 40 Integrated auditing process Process Expense Report Automated expense reporting system integrates the processes of expense report preparation. submission and auditing Internet Expenses Y N N 41 Monitoring of adherence to travel policy guidelines is embedded within system rules base. Process Expense Report Monitoring of adherence to travel policy guidelines is embedded within system rules base Internet Expenses Y N N 42 Optimize receipt requirements Elimination of CC receipts and others below IRS requirements. Process Expense Report Eliminate the requirement for the submission of low dollar value hard -copy receipts Internet Expenses Y N N 43 Pre-ttip exception reporting. Notification of management when travelers book outside of policy requirements. Process Expense Report Internet Expenses Y N N 44 Sampling over approval process for pre- and post -trip travel approvals Process Expense Report Internet Expenses Y N N 45 Use a template to reduce time and errors in preparing travel authorizations and expense reports, you can create templates that reflect thee typical items. Process Expense Report Internet Expenses Y N N 46 Use of barcodes for expense report tracking. Process Expense Report Internet Expenses N N N This requirement was deleted by the City during negotiations This requirement may require technical development to complete Based upon our experience with other public sector organizations and the City's desire to minimize customizations, we recommend that the Crty evaluate the existing functionally within the system and consider alternatives to custom developed solutions dung the process design phase of the project. In addition, custom development items need to be analyzed on a more detailed level to estimate the effort and cost to complete the work Witt this in mind, we are providing an account of hours that the City can use to develop customization and development iteme. The project team will also be able to prioritize development amines to best meet the Crty's requirements. For each development' item identified during process design, a functional description and estimate of hours v4Il be documented and presented to the Gay for consideration. ERPSI Functionality Response-MPSTER_rnegaianom update 11 23 Page 98 of 102 27-Travel Expense Sopr.ner, fa 2p01 47 Use of expense receipt imaging. Process Expense Report InternetY Expenses N N Via standardattachment functionality 48 Web based expense report entry and submission. Process Expense Report Employee expense report completed and submitted via an online application Internet Expenses Y N N 49 Implement central pay Process Reimburseme nt InternetY Expenses N N 50 Use of CC fee negotiation and rebates Process Reimburseme nt Internet Expenses Y N N 51 Automated transaction archive utility. Record Retention Internet Expenses Y N N 52 Ability to view expense payment information over the web Reporting Internet Expenses Y N N 53 Ability to view leave balances over the web Reporting WA Y Y Y Payroll allows a limited number of additional data fields to be printed on the standard Statement of Earnings (SOE). The SOE can be made available for viewing over the web. The City will need to decide what additional data fields are desired on the SOE and if the number exceeds the number of available data fields which can be passed. the standard SOE may need to be modified to capture some additional data fields in which case this would be done as part of the discretionary Pool of hours. 54 Ability to view pay stub over web Repotting Self Service HR Y N N 55 Distribution of post -trip cost savings reports Reporting Discoverer Y N 58 Establish automated baling reconciliation Reporting Internet Expenses N Y N Per clarification from the City, it is envisioned that the Travel Coordinator would have a Peard that will be used for travel expanses. The automated billing reconciliation would be that the credit card vendor would send us an electronic tire that we upload into Oracle and then match it to the travel expenses entered similar to a bank reconciliation. This is not standard functionality of Oracle and would require developmentot a custom interface and will be considered for Implementation as part or the discretionary pool of hours. This requirement may require technical development to complete Based upon our experience with other nubile sector organizations and the 0*50 desire to marina. customizations. we recommend that the Gay evatnate the existing tunanality within the system and consideralternatives to custom developed solutions donna me process design phase of the project. In addition. custom development items need to be analyzed on a more detailed level to estimate the effort and cost to complete the work. With this in mind, we are providing an account of hours that the City can use 57 Exception bose0 reporting Reporting Exception -based control reporting used extensively in conjunction with random auditing and review of travel expenses Internet Expenses Y N N 58 Integration to project system to facilitate reporting and billing based on Voted number Reporting Internet Expanses Y N N ERP-SI Functionality Response-MASTER_negetiatiens update_11 23 Page 99 of 102 27•Travei Expense 59 Match employee compliance with travel policies and spending patterns to annual performance evaluations Reporting Internet Expenses N N N 6b Use of performance metrics to monitor vendor discounts Reporting Number of preferred vendors limited to gain gleMer volume discounts. Use performance metrics to monitor program tntemet Expenses N N N ERP-SI Functionality Response•MASTER_negatiations update 11_23 September 19 SOW This requirement was deleted by the City during negotiations. This requirement may require technical development to complete. Based upon our experience with other pudic sector organizations and the City's desre to minimize customizations, we recommend that the City evaluate me existing functionality within the system and consider aeernallves to custom developed solutions during the prrew+e design phase Of the project. In addition, custom development items need to be analyzed on a more detailed level to estimate the effort and cost to complete the work With this in mind. we are providing an account of hours that the Coy can use to develop customization and development items The project team will also be able to priaitze development activities to best meet me City's requirements- For each development item identified during process design, a functional description and estimate of hours will be documented and presented to the City for consideration. This requirement was deleted by the City during negotiations. This requirement may require technical development to complete. Based upon our experience with other pudic sector organizations and the City's desire to minimize customizations, we recommend that the City evaluate the existing functionality within the system and consider asernatwes to custom developed solutions during the process design phase or the project. In addition, custom development items need to be analyzed on a more detailed level to estimate the effort and cast to complete the work With this in mind, we are providing an account of tours that the City can use to develop customization and development Items. The project team wns also be able to prioritize development activities to best meet the City's requirements. For each development item identified during process design, a functional description and estimate of hours wtll be documented and presented to the City for consideration Page 100 of 102 28-Treasury-Capital Management Step Requirement Sub Pracesa Best Practice ppeription Oracle Module In Scope (Mt Optional Service (YM) 3rd Party Sartwate Customization LYM) Comments 1 Ability to manually adjust daily cash position. Mobilize and Transfer Fonds Daily cash positioning, mobilization, accounting and reconciliation performed automatically, utilizing Web -enabled toots Cash Management Y N N 2 Daily cash forecast automatically created based on data ceNed from integrated systems. Develop cash forecastcurrent Web -based cash flow forecasting models used to analyze and historical cash -flow needs. Cash Management Y N N 3 Maintain multiple cash forecasts models. Develop cash forecast. Web -based cash flow forecasting models uses to analyze current and historical cash -flow needs. Cash Management Y N N 4 Ability to import bank / financial institution information (e.g. interest rates, investment instruments) Analyze/adjus t investment portfolio Banking network streamlined with a single concentration bank. Treasury Y N N 5 Ability to view manage investment/ debt portfolio online Analyze/adjus t investment portfolio Execute/mana ge debt issues Electronic finks to skternel markets and trading partners established. Treasury Y N N S Ability to provide notification when transactions may violate loan covenants or investment policy Analyze/adjus t investment pordulro Develop pod}ollo reports and analysis Documented and up-to-date treasury policies and procedural established, reviewed and updated regularly Treasury N N N This requirement was deleted by the City during negotiations This requirement may require technics development to Complete. Based upon our expenenci with other public sector organizations and the C4y's desire to minima customizations, we recommend that the City evaluate the existing functionality within the system and consider alternatives to custom developed solutions dung the process design phase of the project In addition, custom development items need to be analyzed on a more detailed level to estimate the effort and cost to Complete the work. With this in mind, we are providing an account of hour that the City can use to develop costomlpatmn and development dams. The project team aid also be able to prore¢e development activities to best meet the City's requirements. For earn development dem identified during process design, a functional description and estimate of hours will be documented and presented to the Crty (01 consideration. 7 Ability to perform investment strategy analysis and 'what N analysis Analyze/adjus t investment portfolio Web -based cash flow forecasting models used to analyze current and historical Cash -box needs. Comprehensive Treasury Management Information system integrated with the Financial Accounting system Treasury Y N N S Ability to track various portfolio investments (commercial paper. stock, bonds, loans, etc.) Analyze/adjus t investment portfolio Web -based cash 1k>w forecasting models used to analyze current and historcal cash -flow needs. Comprehensive Treasury Management information system integrated with the Financial Accounting system Treasury Y N N 9 Ability to establish and assign user security controls for accessing treasury applications (role level system security) Update Cash Position/Tress ury System Settings Treasury workstations established. Security controls for treasury workstations and access to treasury applications are reviewed monthly. System Administrator Y N N 10 Ability to develop sophisticated, annual cash forecasts based on revenues, receivables, and disbursements. Develop cash forecast Web -based cash flow forecasting models used to analyze current and historical cash -flow needs Cash Management Y N N 11 Ability to establish electronic links to financial markets and trading partners Analyzefadjus t investment portfolio Web -based cash flow forecasting models used to analyze current and historical cash -flaw needs Comprehensive Treasury Management Information system integrated with the Financial Accounting system Treasury Y N N 12 Need automated calculations tor amortizations that are capable of handling securities that have cans. Capability should include amortizing up to the first call date and d the ce Is not esere'sed reverse the amortization and re -amortize to the next call date. Develop portfa10 reports and analysis Comprehensive Treasury Management Information system integretad with the Financial Accounting system Treasury Y N N 13 Provision for front-end based edit cheek/validation against theMobe¢e GL for 'Treasury related journal entries. and Transfer Funds Comprehensive Treasury Management Information system integrated with the Financial Accounting system Treasury Y N N ERP-SI Functionali espo Saprune✓ 15, 2000 ASTER negotiations update_11_23 Page 101 of 102 28.Treasury-Capital Management serve eberSe 14 Automated calculation of }Merest accrual and allocatlon by debt instrument to the appropriate fund and projects, inctudin the option to generate and postjournal entries to the Gt. in a timely manner. Ability to designate projects that get interest end related rate. Develop portfolio reports and snetysis Comprehensive Treasury Management hdornlation system integrated wdh the Financial Accounting system NA N Y Y The Treasury "nodule does not share data with the Project module. if a project/grant segment is included in the accounting flesfiod, it is possible to capture calculations of interest accrual and allocation by debt fora particular project. Otherwise, a custom interface would need to be considered for implementation using hours from the optional custom development services if identified as critical to meet City Business needs. If required, this would be considered for implementation under the discretionary pool of hours. This requirement may require technical development to complete. Based upon our experienc wen other pubic sector organizations and the Cayk desire to minimize customizations, we recommend that the City evaluate the existing functionapry within the system and consider altematives to custom developed solutions during the process design phase of the project In addition, custom development items need to be analyzed on a more detailed level to estimate the effort and cost to complete the work. With this in mind, we are providing an account of hour 15 Ability to have automated calculations of interest based upon average daily cash balances for the month or end of month cash balances Develop portfolio reports and analysis Comprehensive Treasury Management Information system integrated with the Financial Accounting system General Ledger Y N N le Ability to have automated calculations for investment portfolio security unrealized gains and losses Develop portfolio reports and analysis Comprehensive Treasury Management information system integrated with the Financial Accounting system Treasury Y N N 17 Ability to execute an automated daily investment portMrio reconciliation with a Maraca i kfs0tudon Anelyzeladjus t investment portfolio Electronic links to external markets and trading partners established. Treasury Y N N 18 Financial modeling capabilities for evaluating debt issuance scenands Execute/mania go debt issues Comprehensive Treasury Management Information system integrated with the Financial Accounting system. Comprehensive Investmenttdebt strategy end multi-yeaf plan tied to the city's overall operating and long -temp strategic plan. Treasury Y N N 1 g Security valuations available on1ne, as needed Analyze/adjus t investment portfolio Electronic links to ertemal markets and trading partners established. Treasury Y N N ERP-SI Fu many Re MASTER negotiation upeate_11 23 Page 02 0102 Appendix B Schedule for Phase I and Phase II Enterprise Resource Planning ("ERP") Software Systems Integrator Agreement Between City of Miami And Solbourne Computer, Inc. Phase I Begin: Contract Signing Go Live: September 1, 2005 Complete: November 1, 2005 Includes: General Ledger Fixed Assets Purchasing iProcurement Sourcing iSupplier Portal Inventory Accounts Receivable iReceivables Accounts Payable iExpense Cash Management Project Billing Grants Project Contracts Phase II Begin: Contract Signing Go Live: January 1, 2006 Complete: March 1, 2006 Includes: Human Resources Payroll Self Service FIR iRecruitment Time and Labor Advanced Benefits Labor Distribution Training Administration Treasury Enterprise Resource Planning Software Systems Integrator Contract RFP #03-04-151 30 Appendix C Schedule of Contract Payments and Hold -Backs Enterprise Resource Planning ("ERP") Software Systems Integrator Agreement Between City of Miami And Solbourne Computer, Inc. ° a C �... of �P �1�� "J r ' '. 1"'4�f� a � i, ,, . x a ill Readiness - Process Questionnaires Completed - Dec-04 - Change Readiness Survey Completed - Dec-04 - Master Project Plan Completed - Dec-04 - Quality Assessment Report for Financials - Feb-05 - Change Readiness Report Completed - Dec-04 $666,667 Jan 05 $66,667 Deliverable 1 Deliverable 2 Deliverable 3 Deliverable 4 Readiness Completed Deliverable 5 Phase I Process Design Completed - Jan-05 Kickoff Completed - Jan-05 Plan Completed - Dec-04 Assessment Completed - Dec- Completed - Jan-05 Process Flows Completed Design Narratives Project Plan Development Inventory Plan Completed - Jan-05 Team Training Completed - Documents Completed - Mar- Matrix Completed - System Configuration Analysis Completed - Mar- Defined - Mar-05 Report for Financials Report Completed - Mar-05 $600,000 Mar 05 $60,000 Deliverable 6 - Project Team Orientation Deliverable 7 - Organizational Deliverable 8 - Change Management Deliverable 9 - Education Needs 04 Deliverable 10 - Education Strategy Deliverable 11 - Financials Business - Feb-05 Deliverable 12 - Financials Process Completed - Feb-05 Deliverable 13 - Technical Development Completed - Dec-04 Deliverable 14 - Final Technical Completed - Dec-04 Deliverable 15 - Education Project Deliverable 16 - Financials Project Dec-04 Deliverable 17 - Financials Setup 05 Deliverable 18 - Financials Responsibility Mar-05 Deliverable 19 - Financials Test Completed - Mar-05 Deliverable 20 - Department Impact 05 Deliverable 21 - Roles and Responsibilities Deliverable 22 - Quality Assurance Process Design Completed - Mar-05 Deliverable 23 - Department Impact Enterprise Resource Planning Software Systems Integrator Contract RFP 003-04-151 31 �vteas ,„ , � r'y�" rc1t P d l„r, //� 7 '� r' r l , `i�. y t r �. ) & r r �� �� m , � �..; w' � of ia'1 / � M f u �, 'i �'"���, >Int j(, �y7 r„ ) lJy /I � G,�"� a;��: Mold barr(�_ f' ➢ ¢ k•�Yha �"� Phase I Validation $722,222 May 05 $72,222 Deliverable 24 - Help Desk Strategy Completed - Apr-05 Deliverable 25 - User Procedure Matrix Completed - Apr-05 Deliverable 26 - Final Technical Specification Documents Completed - Apr-05 Deliverable 27 - Curriculum Plan Completed - Apr-05 Deliverable 28 - Validation Test Scripts Executed - May-05 Deliverable 29 - Technical Delivery Inventory Unit Testing Completed - May-05 Deliverable 30 - Updated Test System Completed - Apr-05 Deliverable 31 - Quality Assurance Report for Financials Validation Completed - May-05 Phase I Integration $527,778 Jul 05 $52,778 Deliverable 32 - Train -the -Trainer Workshop and Content Review Completed - Jun-05 Deliverable 33 - End User Training Materials Completed - Jul- 05 Deliverable 34 - Integration Test Scripts Executed - Jul-05 Deliverable 35 - Quality Assurance Report for Financials Integration Completed - Jul-05 Deliverable 36 - Cutover Plan Completed - Jul-05 Phase 1 Transition $388,889 Aug 05 $38,889 Deliverable 37 - Production System Configured - Aug-05 Deliverable 38 - End User Training Completed - Aug-05 Deliverable 39 - Completed Technical Development Inventory in Production - Aug-05 Deliverable 40 - User Acceptance Testing Completed - Aug-05 Deliverable 41 - On -going Education Strategy Completed - Aug- 05 Phase 1 Go -Live and Support $403,063 Oct 05 $40,306 Deliverable 42 - Go Live - Financials, Procurement, Grants/Projects - Sep-05 Deliverable 43 - Post Go -Live Support Completed - Oct-05 Deliverable 44 - Quality Assurance Report for Financials Final Completed - Oct-05 Deliverable 45 - First Month Close Support Completed - Oct-05 Deliverable 46 - First Quarter End Support Completed - Oct-05 Deliverable 47 - First Year End Close Support Completed - Oct- 05 Phase 1 Totals $3,308,619 Oct 05 $330,862 Enterprise Resource Planning Software Systems Integrator Contract RFP 403-04- l5 I 32 Phase II Process Design Deliverable 48 - Project Team Orientation Completed - Mar-05 Deliverable 49 - Organizational Kickoff Completed - Mar-05 Deliverable 50 - Change Management Plan Completed - Mar- 05 Deliverable 51 - Education Needs Assessment Completed - Mar-05 Deliverable 52 - Education Strategy Completed - Mar-05 Deliverable 53 - HR/Payroll Business Process Flows Completed - Apr-05 Deliverable 54 - HR/Payroll Process Design Narratives Completed - Apr-05 Deliverable 55 - Technical Development Project Plan Completed - Mar-05 Deliverable 56 - Final Technical Development Inventory Completed - Mar-05 Deliverable 57 - Education Project Plan Completed - Mar-05 Deliverable 58 - HR/Payroll Project Team Training Completed - Apr-05 Deliverable 59 - HR/Payroll Setup Documents Completed - Apr- 05 Deliverable 60 - HR/Payroll Responsibility Matrix Completed - Apr-05 Deliverable 61 - HR/Payroll Test System Configuration Completed - Apr-05 Deliverable 62 - Department Impact Analysis Completed - Apr- 05 Deliverable 63 - Department Impact Report - Apr-05 Deliverable 64 - Roles and Responsibilities Defined - Apr-05 Deliverable 65 - Quality Assurance Report for HR/Payroll Process Design Completed - Apr-05 48,889 Phase II Validation $772,222 Jul 05 $77,222 Deliverable 66 - Help Desk Strategy Completed - May-05 Deliverable 67 - User Procedure Matrix - May-05 Deliverable 68 - Final Technical Specification Documents - Jul- 05 Deliverable 69 - Curriculum Plan - May-05 Deliverable 70 - Validation Test Scripts Executed - Jul-05 Deliverable 71 - Technical Delivery Inventory Unit Testing Completed - Jun-05 Deliverable 72 - Updated Test System - Jun-05 Deliverable 73 - Quality Assurance Report for HR/Payroll Validation Completed - Jul-05 Phase II Integration Deliverable 74 - Train -the -Trainer Workshop and Content Review Completed - Sep-05 Deliverable 75 - End User Training Materials Completed - Oct- 05 Deliverable 76 - Integration Test Scripts Executed - Oct-05 Deliverable 77 - Quality Assurance Report for HR/Payroll Integration Completed - Oct-05 Deliverable 78 - Cutover Plan Completed - Oct-05 $638,889 Oct 05 $63,889 Enterprise Resource Planning Software Systems Integrator Contract RFP #03-04-I5I 33 �v , ��n ��-- � � w w a 44 ry ` j" Dec 05 w r "r $49,444 �-�' � �'wcaL Phase II Transition Deliverable 79 - Configured Production System - Nov-05 Deliverable 80 - End User Training Completed - Dec-05 Deliverable 81 - Completed Technical Development Inventory in Production - Dec-05 Deliverable 82 - User Acceptance Testing - Nov-05 Deliverable 83 - On -going Education Strategy - Dec-05 $494,444 Phase II Go -Live and Support Deliverable 84 - Go Live - HR/Payroll - Jan-06 Deliverable 85 - Post Go -Live Support Completed - Feb-06 Deliverable 86 - Final Quality Assessment Report Completed - Feb-06 Deliverable 87 - Support for Processing Two Complete Payroll Cycles Completed - Feb-06 $344,547 Feb 06 $34,455 Phase II Totals $2,738,991 Feb 06 $273,899 Enterprise Resource Planning Software Systems Integrator Contract RFP #03-04-15I 34 Appendix D — Acceptance Transmittal Form Enterprise Resource Planning ("ERP") Software Systems Integrator Agreement Between City of Miami And Solbourne Computer, Inc. This form will serve as a template for Acceptance of a deliverable or work, including any Conditional Acceptance of a deliverable or work. A separate Acceptance Form will be required for Final Acceptance. Each acceptance document will include the information described below, and Acceptance by an authorized representative of the City of Miami. Acceptance, Conditional Acceptance and Final Acceptance are governed by Paragraph 10. of this Agreement. Once a deliverable or work has been accepted by the City, Contractor shall not change such deliverable or work without the prior written approval of the City. Required Certification: Contractor hereby certifies that it has conducted and completed all of its internal checks and review processes regarding the deliverable or work being submitted for acceptance. Project Phase: Define this Deliverable or Work The description may include a summary of the functional areas being tested (for "functionality" Deliverables) or may include a description of the document or Deliverable that is being transmitted for approval (e.g. communication plan). The summary or description shall include all components required by the RFP, Contractor's Response, and any areas identified subsequently through meetings and planning sessions with the City's Director of ERP Project and/or Steering Committee. Each summary or description shall address and be consistent with all components included in the table of contents and the draft outline as presented to the City's Director of ERP Project in preparation for development. Each summary or description shall be comprehensive in level of detail and quality consistent with sample pages presented to the City's Director of ERP Project. Acceptance Test Procedures List the Acceptance Test Procedures for this deliverable or work. Acceptance Testing Period or Review Period List the Acceptance Testing Period or review period for this deliverable or work. Acceptance Criteria / Expected Results Functionality Timing Accuracy Related Training Change Management Aspects Other Expected Results Enterprise Resource Planning Software Systems Integrator Contract RFP 403-04-151 35 Actual Test Results documentation (screen prints, copies of reports) Functionality Summary Timing Summary Accuracy Summary Related Training Change Management Aspects Other Expected Results Inventory of product(s) provided for this Deliverable (e.g. any third party tools, modules, etc.) Additional Items: Statement of Completion: Contractor hereby submits this transmittal letter to the City to signify completion of (the deliverable or work) as described in the Statement of Work. Contractor Submitted By: Name: Title: Date Submitted: City Received By: Name: Title: Date Received: Disposition (Check One): Accepted in Full: Conditional Acceptance: Returned in Full: Reason for Conditional Acceptance or Returned in Full: See Attached Exception Report Enterprise Resource Planning Software Systems Integrator Contract RFP #03-04-151 36 Exception Report regarding Work or Deliverables For Enterprise Resource Planning ("ERP") Software Systems Integrator Agreement Between City of Miami And Solbourne Computer, Inc. Report Made By: Name: Title: Represented Party: Date: Reason(s) for Exception: Date(s) and Processes Involved in Resolving: Enterprise Resource Planning Software Systems Integrator Contract RFP #03-04-151 37 Appendix E -Contract Adjustment Request Form Enterprise Resource Planning ("ERP") Software Systems Integrator Agreement Between City of Miami and Solbourne Computer, Inc. To: [Non -Requesting Party Name and Address] Pursuant to Paragraph 12. of the Enterprise Resource Planning Software System Integrator Agreement between the City of Miami, Florida ("City") and Solbourne, Inc. ("Contractor") dated December , 2004 ("Agreement"), ("Requesting Party") proposes the following Contract Adjustment and the following amendments to the Contract Documents related to such Contract Adjustment. The capitalized terms in this Contract Adjustment Request Form shall have the meanings specified in the Agreement. Statement of Work [describe the proposed changes to the Statement of Work] Schedule [describe any proposed changes to the Schedule] Contract Price [describe any proposed changes to the Contract Price] Payment Schedule [describe any proposed changes to the Payment Schedule] Other [describe any other proposed changes to the Contract Documents] The Requesting Party acknowledges and agrees that the proposed Contract Adjustment shall be effected, if at all, only through a written Change Order signed by authorized representatives of Contractor and the City. Very Truly Yours, By: Name: Title: Date• Enterprise Resource Planning Software Systems Integrator Contract RFP #03-04-151 38 Appendix F Form of Performance Bond Enterprise Resource Planning ("ERP' ) Software Systems Integrator Agreement Between City of Miami And Solbourne Computer, Inc. Enterprise Resource Planning Software Systems Integrator Contract RFP #03-04-151 39 Bond #34BCSDG5345 (STATE OF FLORIDA) (COUNTY OF _Dade Performance and Payment Bond (CITY OF Miami ) KNOW ALL MEN BY THESE PRESENTS: That we, Solbourne Computer, Inc. (Company Name) (hereinafter called the "Principal") Located at 1790 38th St., # 300, Boulder Colorado 80301 , (_303_)_417-2800 (Principal Business Address) (Phone Number) and Hartford Fire Insurance Company (Surety Name) (hereinafter called the "Surety"), Located at 7670 S. Chester Street, Suite 300, Englewood Colorado 801 12 , (__303 ) _645-8617 (Principal Business Address) (Phone Number) are held and firmly bound unto the City of Miami, Florida (hereinafter called the "City") located at 444 S.W. 2"d Avenue, 10th Floor, Miami, Florida, 33130 phone: ( ) , in the penal sum of: Six Million Seven Hundred Ninety Five Thousand and no cents ($6,795,000.00) for the payment of which we bind ourselves, our heirs, executors, administrators, successors, and assigns for the faithful performance of all provisions of the Contract Documents as that term is defined in the written agreement, dated the 30'h day of December, 2004, entered into between the Principal and the City (hereinafter called the "Contract Documents") for: Enterprise Resource Planning ("ERP") Software Systems Integrator Agreement Between the City of Miami and Solbourne Computer, Inc., in full and complete accordance with the Contract Documents. NOW, THEREFORE, THE CONDITIONS of this Performance and Payment Bond are such that, the Principal shall (i) in all respects comply with the terms and conditions of the Contract Documents, all obligations contained in the Contract Documents (including but not limited to all warranty obligations), and all modifications made to the Contract Documents as therein provided; and (ii) promptly make payments to all persons supplying labor, materials, or supplies used directly or indirectly in the prosecution of the work provided for in the Contract Documents; and (iii) pay the City all losses, damages, expenses, costs, and attorneys' fees at trial and on appeal sustained by the City due to Principal's failure to fully comply with the terms and conditions of the Contract Documents, Principal's failure to fully perform its obligations under the Contract Documents, or Principal's failure to fully comply with all modifications made to the Contract Documents as therein provided. And the Surety, for value received, hereby stipulates and agrees that no change, extension of time, alteration or addition to the terms of the Contract Documents or to the work to be performed thereunder or to the specifications accompanying the same shall in any way affect its obligations on this Performance and Payment Bond, and it does hereby waive notice of any such change, extension of time, alteration or addition to the terms of the Contract Documents or to the work or to the specifications. To the extent Section 255.05, Florida Statutes, ("Section 255.05) is applicable to the Project, this bond is meant to comply with all the requirements of Section 255.05 and herewith incorporates all duties of a surety required by Section 255.05 and all notice and time limitations set forth in Section 255.05. IN TESTIMONY WHEREOF, witness the hands and seals of the parties hereto this_4th_ day of January, 2005. Attest: L-. Corp ate Secretary Hartford Fire Insurance Company Surety Name By: Bert R. Dougherty, Attorney -in -fact (Print Name/Title) Approved as 0 10 and content: esignee Fernandez Solbourne Computer , Inc. (Namepf Company By: (Signature) Res;4e.,* Approved as to Insurance Reguirem@nts Dania F. Carrillo Risk Management Administrator Countersigned By: Florida Resident Agent POWER OF ATTORNIY KNOW ALL PERSONS BY THESE PRESENTS THAT: Direct Inquiries/Claims to: THE HARTFORD BOND, T-4 690 ASYLUM AVENUE HARTFORD, CONNECTICUT 06115 call: 888-266-3488 or fax: 860-757-5835 Agency Code: 34 34 033 4 x Hartford Fire Insurance Company, a corporation duly organized under the laws of the State of Connecticut Hartford Casualty Insurance Company, a corporation duly organized under the laws of the State of Indiana Hartford Accident and Indemnity Company, a corporation duly organized under the laws of the State of Connecticut Hartford Underwriters Insurance Company, a corporation duly organized under the laws of the State of Connecticut Twin City Fire Insurance Company, a corporation duly organized under the laws of the State of Indiana Hartford Insurance Company of Illinois, a corporation duly organized under the laws of the State of Illinois Hartford Insurance Company of the Midwest, a corporation duly organized under the laws of the State of Indiana Hartford Insurance Company of the Southeast, a corporation duly organized under the laws of the State of Florida having their home office in Hartford, Connecticut (hereinafter collectively referred to as the "Companies") do hereby make, constitute and appoint, up to the amount of UNLIMITED • BERT R. DOUGHERTY, JOHN R. NEILL, MICHAEL D. TAGGART OF BOULDER, COLORADO their true and lawful Attomey(s)-in-Fact, each in their separate capacity if more than one is named above, to sign its name as surety(ies) only as delineated above by ®, and to execute, seal and acknowledge any and all bonds, undertakings, contracts and other written instruments in the nature thereof, on behalf of the Companies in their business of guaranteeing the fidelity of persons, guaranteeing the performance of contracts and executing or guaranteeing bonds and undertakings required or permitted in any actions or proceedings allowed by law. In Witness Whereof, and as authorized by a Resolution of the Board of Directors of the Companies on July 21, 2003, the Companies have caused these presents to be signed by its Assistant Vice President and its corporate seals to be hereto affixed, duly attested by its Assistant Secretary. Further, pursuant to Resolution of the Board of Directors of the Companies, the Companies hereby unambiguously affirm that they are and will be bound by any mechanically applied signatures applied to this Power of Attorney. • Paul A. Bergenholtz, Assi STATE OF CONNECTICUT ss, Hartford :0zb y David T. Akers, Assistant Vice President COUNTY OF HARTFORD P On 23rd day of July, 2003, before me personally came David T. Akers, to me known, who being by me duly swom, did depose and say: that he resides in the County of Hampden, Commonwealth of Massachusetts; that he is the Assistant Vice President of the Companies, the corporations described in and which executed the above instrument; that he knows the seals of the said corporations; that the seals affixed to the said instrument are such corporate seals; that they were so affixed by authority of the Boards of Directors of said corporations and that he signed his name thereto by like authority. CERTIFICATE Scott E. Paseka Notary Public My Commission Expires October 31, 2007 I, the undersigned, Assistant Vice President of the Companies, DO HEREBY CERTIFY that the above and foregoing is a true and correct copy of the Power of Attomey executed by said Companies, which is still in full force effective as of Jan ua ry 4 , 2005. Signed and sealed at the City of Hartford. Yves Cantin, Assistant Vice President POA 2003 STATE OF COLORADO COUNTY OF ) ss. Boulder ) The foregoing instrument January , 2005, by Senior Vice President Colorado corporation. was acknowledged before me this 4 t h Bert R. Dougherty , as Ptni , axtrarotary, of T...ggarr Witness my hand and official seal. My commission expires: 7/30/08 Insurance STATE OF COLORADO ) ) ss• COUNTY OF de( ) The foregoing instrument was a , 2005, by Wei- , as Secretary, of Go corporation. Witness my hand and official sea My commission expires: d befpre me this 141"1 day of KS , as President, and by 5( L.)ffLe- a Iv Commission Expires 7I11!2006 STATE OF COLORADO- ) , ) ss. COUNTY OF 5e4ettr‘il C.) ) 5 The foregoing instrument was acknowledged before me this , 2005, by T-1-k'-e-%t- L /lc as Presitien , , ast+eereierf, of $1Arifefreck i;\ rt 11"-S441'‘'tt-a GOIST-efie corporation. C Witness my hand and official seal. My commission expires: 00- 02_,C . Nota ic DANA D. SUGGS Notary Public, State of Florida My comm. exp. Oct. 5, 2007 Comm. No. DD 255560 01/07/2005 15: as 30344292 TAGGART PAGE Cl / 01 TAGGART INISURANCE January 7. 2005 Robin .Tackson, Legal Department City of Miami 444 S.W. 2nd Ave., 9`11Floor Miami, FL 33130 FAX: (305) 416-1801 RE: Solbourne Computer Dear Robin, OLlD COVERACC....50LID C0&1PINIkS...501 ID ADVICE I approve the countersignature by Teresa Clark that appears on the Perforniancc and Payment Bond for the above. Sincerely, Bert R. Dougherty, CTC BRD: ljk ElJ5INESS • PERSONAL • EMPLOYEE 0NE.1-11-5 • HEALTH & DISARILITY 16(10 Canyon Poulrvarci • P.O. Box 147 - Esuuleici% CO110306-0147 • 303-442-148a • Fax 303-442-88'22 laggorc& A5t,uciAte5 Inc. • www.i.aggortinsur:llice.cwr Page \ of Jackson, Robin Jones From: Jackson, Robin Jones Sent: Monday, January 1O.2O05A:12A[N To: 'bdoughedy@ta0gartineunanoe.com' Cu: CarriUo, Dania; Gumez, Frank; PoUo, Richard; Kohnia, PeterVV.; K4ancou, Glenn; Rath. Michael; 'Walt Pounds'; 'John Cavino'�'Dave Dancuuia'; 'Stacie Henn' Subject: FVV: Performance and Payment Bond for ERP Software System Integrator Agreement between City of Miami, Florida and 8o|bourne Computer, Inc. of December 30. 2004 Good Morning and Thanks, Bert, for the written confirmation of what you and I had discussed verbally. And a good week to All — Robin Robin J.Jackson Assistant City Attorney City of Miami Phonn:305'41S' From: Bert Dougherty [mai|to:BDoug rtinsurance.com] Sent: Friday, January07, 2005 5:31 PM To: Jackson, Robin Jones Subject: RE: Performance and Payment Bond for ERP Software System Integrator Agreement between City of Miami, Florida and Sn|bourne Computer, Inc. ofDecember 3U, 3004 Robin, | cant explain why the bond was not signed on the daagneted line, | do not be|ive that the location of the signature effects the validity of the bond in any way. The bond is an enforceable instrument with just the power of atty attached. The Fla agent signature just complies with Fla Insurance regs, Bert From: Jackson, Robin Jones [moi|to:n@d.mniami.M.us Sent: Friday, January O7,2OOS11:49AM To: LondaKnnieczny Cc/ Bert Dougherty; Walt Pounds; Porto, Richard Subject: FVV: Performance and Payment Bond for ERP 5nMm/ore System Integrator Agreement between City of Miami, Florida and So|bourne Computer, Inc. ofDecember 3U, 2004 To: LondaKonionzny Bond Representative for Hartford Fire Insurance Company Taggart & Associates Inc. 1O00Canyon Boulevard P.O. Box 147 Boulder, Colorado 8O3O8'U147 Dear Londa —Aoju,t diaouoamd, here is the forwarded email | sent to Bert earlier today. P|msoe give me a call an soon as Bert has arrived if you have any questions. Otherwise, I look forward to receiving your return email confirmation uothat | can close out this matter this afternoon. Thanks again — Robin Robin J.Jackson Assistant City Attorney City ofMiami, Florida 1/10/2005 Page 2 of 2 Phono:305'41O'1853 Fax: 305-416-1801 From: Jackson, Robin Jones Sent: Friday, ]onuoryO7, 2005 11:10AM Tm:'bdougherty@taggaMjnsumnce.corn' Cc: Carrillo, Dania; Gomez, Frank; Knrinis, PeterVV.; Porto, Richard; Marcos, Glenn; Rath, Michael; 'Walt Pounds'; ]ohn[avins'' 'Dave 'Stacie Diaz, Rafae|O ' ' ' ' . Subject: Performance and Payment Bond for ERP Software System Integrator Agreement between City of Miami, Florida and 6o|bourneComputer, Inc. ofDecember 3O, 2004 To: Bert R.Dougherty Having Power of Attorney for Hartford Fire Insurance Company Taggart & Associates Inc. 1OOOCanyon Boulevard P.O.Box 147 Boulder, Colorado 8O3OG~U147 Dear Bert — This email is to follow-up for our files our conversation on the afternoon of January 5. 2005. in which you confirmed tomothat the hand-written countersign line of your Florida Resident Agent for Hartford Fire Insurance Company. Teresa L. Clark, A#048462. whose signature was duly notarizmd, remains vo|id, binding, and enforceable just aaifMs. Clark had signed in the type -written countersign line, on the Performance and Payment Bond #34GCSDGS345from Sn|bourneComputer, Inc., as Principal, and Hartford Fire Insurance Company, as Sunaty, to the City of Miami in the sum of Six K4iUion, Seven Hundred Ninety -Five Thousand OuUam and No Cents for the Enterprise Resource Planning Software Systems Integrator Agreement, in full and complete accordance with the Contract Documents. Thank you for confirming again by your return email to me as soon as possible and thanks for your thoughtful assistance with this matter. Robin J.Jackson Assistant City Attorney Office nfthe City Attorney City of Miami Miami Riverside Center 444 S.W. Avenue, Suite 045 Miami, Florida 33130'1010 Phone: 305-410-1853 Fax: 305-416-1801 l/lO/2OO5 Appendix G Contractor Underlying Works Enterprise Resource Planning ("ERP") Software Systems Integrator Agreement Between City of Miami And Solbourne Computer, Inc. To be provided by Contractor on a Phase -by -Phase Basis regarding Deliverables in the Statement of Work: Phase I Contractor Underlying Works: Readiness Solbourne's EDGE (e-Learning and Documentation to Gain Effectiveness) library. Deliverable 1 - Process Questionnaires • Phase I Process Design Deliverable 13 - Technical Development Project Plan Deliverable 17 - Financials Setup Documents (Initial configuration documents) • Phase I Validation Deliverable 24 - Help Desk Strategy Templates Deliverable 26 - Final Technical Specification Documents Deliverable 27 - Curriculum Plan Deliverable 28 - Validation Test Scripts Deliverable 29 - Technical Delivery Inventory Unit Testing Deliverable 30 - Updated Test System (Updated configuration documents) Phase I Integration Deliverable 32 - Train -the -Trainer Workshop Content Deliverable 33 - End User Training Material Templates Deliverable 34 - Integration Test Scripts Phase 1 Transition Deliverable 37 - Production System (Final configuration documents) Deliverable 39 - Technical Development Inventory in Production (delivered customization code) Deliverable 41 - On -going Education Strategy Templates • Phase 1 Go -Live and Support None Phase II Contractor Underlying Works: • Phase II Process Design Enterprise Resource Planning Software Systems Integrator Contract RFP #03-04-151 40 Deliverable 55 - Technical Development Project Plan Deliverable 59 - HR/Payroll Setup Documents (Initial configuration documents) Phase II Validation Deliverable Deliverable Deliverable Deliverable Deliverable Deliverable 66 - Help Desk Strategy Templates 68 - Final Technical Specification Documents 69 - Curriculum Plan 70 - Validation Test Scripts Executed 71 - Technical Delivery Inventory Unit Testing 72 - Updated Test System (Updated configuration documents) • Phase II Integration Deliverable 74 - Train -the -Trainer Workshop Content Deliverable 75 - End User Training Material Templates Deliverable 76 - Integration Test Scripts • Phase II Transition Deliverable 79 - Configured Production System (Final configuration documentation Deliverable 81 - Technical Development Inventory in Production (delivered customization code) Deliverable 83 - On -going Education Strategy Templates Phase II Go -Live and Support None Enterprise Resource Planning Software Systems Integrator Contract RFP 403-04-151 4 I Sol bourne 303-417-2820 p.2 :44 ACORN, CERTIFICI a OF LIABILITY INSURAN DATE(MINODIYYVY) 12/16/2004 PRODUCER (303)442-1484 FAX (303)442-8822 Taggart $Associates, Inc. 1600 Canyon Boulevard Y P. 0. Box 147 Boulder, CO 80306 THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. INSURERS AFFORDING COVERAGE NAIC N INSURED Solbourne Computer, Inc. 1790 3ath St., Ste. 300 Boulder, CO 80301 NsLxEaA Chubb Group of Insurance Co's 0034 INSURER-+ Hartford Insurance Company INs,-RFP,' Seneca Insurance Company 010001 INSURER r) WSURERr- THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS. EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. AGGREGATE LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. ILA jNSR0 TYPE OF INSURANCE POLICY NUMBER OLICY PDAM PMNDOPAI PDA�OLICY E CMFAMOMn UMITS A GENERALLIABLRTY X COMMERCIAL GENERAL LIABILITY 3581-82- 08/01/2004 08/01/2005 £nC+1OcC RENCE �s 1,Q0Q�Q0Q DAMAGE TO RE.tTTED i (Ea nrn u�rcAt E 300,000 CLAMS MADE [ X J occur; _PREMESE MEDEXE IArryone pH50A1 _ E 10,000 PFRSr}NAL & ADVINJURY E 1, 000,000 GFNERAI AGGREGATE E 2, 000, Q0Q LENSAGGREGATELMITAPPIESPER. POLICY ECT [ loc PP)DUC'>•COMP/OP AGG S 2,000,000 A AUTOMOWLE X X LIABILITY ANY AUTO ACL OWNED AUTOS SCHEON. ED AUTOS NREO AU ros NON -OWNED AV 05 7496-99-30 ffl l(e�V.,Q /if�s'�'"" any // 08/01/2004 /��/ 08/01/2005 cOM@mlEt♦ $itJ('iLE uMR lEaa" 1,000,000 BOO1l Y U1, nJRY BCt pan°„1 E BO JLr N,1:1RY an tPer cdaeq PROPER T'DAMAGE (Par acc '1) GARAGE LMBIUTY WV AUDO ALPO OAL Y. EA ACCIDENT S OTHER IHAIJ EA ACC E Auroo&• AGG F A E$CESSJUMBRELLALIABILITY X OCCLF CL AIMS MACE DEOUCTi8t.E RC`TT:N7!(;N E 7983-99-20 08/01J2004 08/01/2005 EACHoccJRRENCE s 2,000,QQOh AGCRECATE R 2, 000,000 s E E B waRNERS COMPENEATI0NANO EMPLOYERS'LLA LRY ANY PROP RIE1ORA`ARTNERIEJIECUT1NE OFFICER/MEMBER EXCLUDED/ S s IAL P )VIS r SPECIAL PRJ1'ISIONS Darn+ 34WEKE5904 12/31/2004 12/31/2005 X CSTA Tus X Ea £ L. ACt♦ ACI;IUkNI T 1 , OOO, ODD) E.L. DISEA',E • EAYEE s 1., 000,000 E L I?15EASE •POLICY LIMIT E 1, 000, 000 OTHER . al Profession Liability TE00001919 03/15/2004 03/1S/2005 2,000,000 Each Claim limit 52,000,000 Aggregate Limit 5100,000 Deductible DESCRIPTION OFOPERATIONS, IOCATIONSIVENICLESI XCLUBIONSADDEDBYENDORSERENT'SPECIAIPROV131DNS City of Miami RFP No. 03-04-1 1 for FRP Software System Integrator Certificate Holder is included as Additional Insured as respects the insured's operations. CERTIFICATE HOLDER City of Miami Attn: Purchasing Department 444 S.W. 2nci Ave., 6th Floor Miami, FL 33130 ACORD 25 (2001108) CANCELLATION SNOUT D ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, THE ISSUING INSURER *ILL ENDEAVOR TO MALL 30 UAVB WRITTEN NOTICE TO THE CERTIFICATE HOLDER NAMED TO THE LEFT, BUT FAILURE TO MAIL SUCH NOTICE SMALL IMPOSE NO OBLIGATION OR LIABILITY OF ANY RING UPON THE INSURER, ITS AGENTS OR REPRESENTATNE9. AUTHORIZED REPRESENTATIVE Bert Dougherty CIC/RSW ®ACORD CORPORATION 1988