HomeMy WebLinkAboutSolbourne Oracle pg 109-175City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Key deliverables in this phase include the following:
Key Deliverable Description
End User
Educational
Material Library
(Solbourne's
EDGE)
As the starting point for the content development effort, Solbourne will
provide the City with our entire EDGE library of educational content.
These end user education materials have been developed based on our
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
Solbourne Education Consultants with review assistance and input from
City project team members will develop all educational content required
for the education effort. The process of material development is very
dependent on a close working relationship between the City Subject
Matter Expert (SME) and the material developer. Using the Solbourne
EDGE library as a starting point, the SME and material developer work
together to quickly identify any changes and customizations required to
the base library of materials. Once the changes are identified, the tools
and templates allow the material developer to make the changes in a
very efficient manner.
As part of every end user education program, Solbourne defines an
educational material review and quality assurance strategy. This
strategy not only outlines a process for material review and QA, but
defines the implementation team members that will assist in material
review, such as SMEs. Appropriate sign off documents are also
included in this deliverable.
All training materials will be maintained online and be housed on the
City's network. The detailed material review strategy described above
will be utilized throughout the material development effort to facilitate
timely turnaround of completed training materials.
Education Delivery
In this phase, City instructors, with in -class support from Solbourne Education Consultants, will
deliver the end user training classes to all 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
$ Solbourne
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Response to RFP # 03-04-151
Enterprise Resource Planning
Software System integrator
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 in this phase. It is our intent to schedule training
with as minimal impact on the business operations of the City as possible.
$ Solbourne
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Train the Trainer
Program
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Key deliverables in this phase include the following:
Key Deliverable Description
In the Train the Trainer program, the following events will occur in the
order listed. This program will facilitate City instructors feeling thoroughly
prepared to deliver end user training.
• The Soibourne Education Consultants will review all end user
training content with the City instructors to orient them to the
transactions and related cross -functional City business processes
that they will be covering during the training classes. This activity
will provide an opportunity for the City instructors to ask questions
and receive feedback on the materials before training begins.
• After the City instructors have reviewed all training content, the
Solbourne Education 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
to effectively manage the end user training classes they will
deliver, including job aids and user evaluation mechanisms. The
workshop objectives are as follows:
o Explain adult learning principles as related to the target end
user audience
o Prepare courses based upon the needs of attendees (both
behavioral and educational)
o Demonstrate presentation and facilitation skills during
exercises and role-play activities
o Relate supporting reasons for "Tips and Tricks"
o Manage the use of training equipment (i.e. laptops, overhead
projectors, etc.) and aids (visuals, flipcharts, etc.)
o Manage the training instance
o Demonstrate functionality of software components within area
of expertise
• After the City Instructors have attended the Train the Trainer
Workshop described above, they will deliver pilot training classes
attended by a representative sampling of City end users. This will
provide the City instructors with immediate feedback on their
performance as well as test out the overall training program to
address and fix any problems that exist before end user training
actually begins. It is assumed that a total of 1-3 pilot training
sessions will be required to adequately measure user feedback to
the training delivery.
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Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Key Deliverable
Description
Training Logistics
Coordination and
Data Population
Logistics coordination for the education program is a task not to be
underestimated. It is always the intent of Solbourne to provide logistics
planning and scheduling with as minimal impact to daily business
operations as possible. It is our recommendation to use Oracle iLearning
for the scheduling and deployment of all end user training activities,
including any e-Learning that will be used during the training program. We
have reflected the timing of implementing iLearning for use in the end user
training rollouts in our staffing plan.
For the project, it is assumed that the City, with support from Solbourne,
can provide training logistics planning, support and execution for the
education rollout, including the following tasks:
• User identification, validation and scheduling of classes
• Setup and usage of Oracle iLearning for scheduling and
deployment of training
• Facilities setup (where required, but excludes hardware setup)
• Classroom PC setup (where required, but excludes hardware
setup)
• Training database setup and data population
• Printing and distribution of educational materials
• Third party education facility rental (if required)
• Arrangement of catering (where required during training delivery)
illa$ Solbourne
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Training Delivery
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Key Deliverable Description
Since every City end user has different learning requirements and needs,
a variety of learning approaches can be implemented during the education
rollout to facilitate maximum knowledge transfer and user retention. It is
recommended to deliver 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-Learning, many different learning styles can be accommodated,
as well as minimizing training logistics. e-Learning can be used for any of
the following:
■ Self -paced online tutorials
• Recorded online classes
• Live classes presented in a virtual classroom environment
• Working labs (as described below)
Working labs are support sessions in which City personnel perform actual
work in the production system with the help of Solbourne Education
Consultants or City SMEs. These sessions can be either conducted online
over the Internet via live virtual e-Learning or at City facilities in a
traditional classroom environment. They are a very effective means to
facilitate user acceptance and success in performance of job tasks.
To minimize logistical issues, it is our recommendation to conduct all
Instructor -Led Training (LT) delivery at City facilities. If training facilities
are not readily available, third party facility options may be utilized. All
training facilities should have the following in terms of facility and PC
requirements:
■ 2-4 training rooms with 12-15 PCs
o Pentium IV with 128MB RAM
o Oracle J-Initiator installed
• Connectivity to City's training system
• Internet connectivity
• LCD Projector
• Screen
• White board or flip charts
• Student nametags or name tents (if desired)
• Writing utensils
• Notepads
• Phone
Evaluation and Support
The purpose of this phase is to establish 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 design, development and delivery activities. Development of this strategy
combined with the high quality of knowledge 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, Solbourne, with assistance from City project management, will perform
regular evaluations to determine the effectiveness of the end user education and training
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Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
program, with additional student evaluations performed during training delivery. While
evaluation work occurs throughout the project timeline, overall program evaluation occurs at the
end of the project. Any additional knowledge transfer that has not occurred throughout the
project is completed at this time.
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Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Key deliverables in this phase include the following:
Key Deliverable Description
Assessment Tests As part of the training approach, Solbourne can provide assessment tests
for each course or topic taught to further reinforce the learning.
Assessments can be delivered both before and after classes to
accurately gauge the skill and knowledge level of the end users and
summarize areas where further instruction or performance support is
required. Assessment tests can also be delivered both online via a
website or Oracle iLearning Learning Management System (LMS), and/or
in hard -copy during education delivery. Questions within the
assessments can exist in multiple formats including true/false, multiple
choice or short answer.
It is our understanding that the City expects all users to be certified in the
performance of business processes and related Oracle tasks. Specific
items related to the delivery of these assessment mechanisms will be
determined duringthe course of the material development effort.
Course Evaluation
Forms
Ongoing
Education
Strategy
During training delivery, City end users will complete evaluations to
provide feedback on their training experience. These evaluations can be
delivered either online via the Oracle iLearning LMS or in paper -based
format and are used to gain information about the overall quality of the
course, instructor, materials, and facilities, as well as any additional
comments or suggestions for improvement the user may have as they
relate to training delivery. The data gathered allows both Solbourne and
the City to make modifications to specific courses or the overall education
program to increase the effectiveness and overall quality of the education
program.
Solbourne will work with the City to establish a strategy and plan that
addresses future education and training needs. This strategy will define
the who, what, when and how aspects of future 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 of education and performance support
including the following:
• Ongoing refresher training — Regularly scheduled end user
training sessions on weekly, monthly, or quarterly basis
depending on City requirements
• Working labs (as described previously)
• Self -paced e-Learning tutorials — Online e-Learning tutorials of
course content accessible via a website or Oracle iLearning that
users can access for help anytime they require it
• Online procedures — User procedures maintained online in HTML
or PDF format and accessible via a website or Oracle iLearning
• Quick reference job aids — Online or hard copy quick reference
cards that define helpful system transaction and business
process information tips
$ Solbourne
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Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
End User Groups
From our experience, there are three major end user groups within an organization that need to
utilize the system to perform their jobs in some capacity. These groups are defined in greater
detail below. Note that the curriculum and training delivery methods for each end user group
will be defined during the Curriculum Design phase.
Core Users
Core users perform tasks in the system most frequently and are the primary users of the
application functionality. Examples of users 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 to be
performed daily or weekly. These users are the main support structure for running the
applications after go -live. Since these users need to use the system immediately upon go live
to perform their jobs, they should be trained before and as close to go -live as possible. The
average amount of training for users such as this will vary depending upon what system
functionality is being implemented. These users will also benefit most from classroom
Instructor -Led Training (ILT) with extensive hands-on practice.
It is assumed 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 ILT will be required to ensure success. It is assumed that all Core users will have PC
literacy and not require basic PC skills training. If PC skills training is required, it is assumed
that the City will be responsible for training delivery.
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 of their job, and as a result, 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 live, as these tasks must be performed immediately after the system is up
and running. The amount of training will be minimal and focused on the 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
It is assumed that all Casual Users will have PC literacy and not require basic PC skills training.
If PC skills training is required, it is assumed that the City will be responsible for training
delivery.
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Response to REP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Informational Users
Informational users are those that are only required to use the system to display information to
make decisions. They need to be able to pull information out of the system as required to
ensure that their portion of the business process runs smoothly. Many managers and
supervisors fall into this category and their main curriculum topics consist of inquiry and
reporting. Generally, this user group can be trained after go live 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 in the users'
schedules.
It is assumed that all Informational Users will have PC literacy and not require basic PC skills
training. If PC skills training is required, it is assumed that the City will be responsible for
training delivery.
During the development of the education plan, Solbourne 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 of respective users that need to be trained. 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.
Solbourne's EDGE Library
As previously discussed, Solbourne's EDGE, e-Learning and Documentation to Gain
Effectiveness, consists of a full documentation and e-Learning, library around Public Sector -
specific Oracle 11 i tasks. It is recommended as part of the City'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 sitting at their desks while providing a highly interactive
learning experience. This not only enhances the overall learning effort but helps facilitate that
users can become self-sufficient more quickly. Leveraging our hands-on implementation
knowledge, experience in deploying effective training strategies, and Public Sector experience,
Solbourne is highly qualified to provide an effective and flexible e-Learning solution to the City.
EDGE is convenient, customizable and cost-effective. It will:
• Increase the return on the City training investment by reducing logistical and opportunity
costs and shortening future training deployment.
• Reach dispersed users in multiple locations simultaneously.
• Educate all City personnel in a consistent manner on City -specific business processes
and Oracle transactions.
• Educate users at 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 a training infrastructure by providing an ongoing education solution for existing
employees and new hires.
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Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
EDGE e-Learning is portable and it can be deployed in a variety of methods: CD-ROM,
LANIWAN, Intranet or LMS. Since the City is implementing Oracle's iLearning LMS, we would
recommend that iLearning act as the primary deployment mechanism. Combined with other
learning methods such as traditional ILT, EDGE is a highly effective means to improve end -
users' Oracle skills quickly and effectively.
Solbourne's EDGE e-Learning tutorials include the following:
• Detailed business process flow descriptions
• Lesson descriptions
• System and process prerequisites
• Interactive Oracle simulations complete with navigation reinforcement and data entry to
allow the end user to learn by doing
• Lesson reviews
Solbourne has included costs for EDGE e-Learning as a part of our proposed approach as the
City has stated that it expects various forms of online training to be included in the training
rollouts. Some of the tasks to be performed specific to EDGE e-Learning during the project
include the following:
• Determining how e-Learning tutorials will be used as part of the Curriculum Design
phase
• Deploying the e-Learning content through Oracle 'Learning
• Assisting in testing the e-Learning on the City PCs
• Assisting in assigning e-Learning content to end users
• Assisting in testing deployment over the City network infrastructure (if network or Intranet
deployment is selected)
$ SOIb0U171e
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Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
al Solbourne
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ERP Software Systems Integrator
Questionnaire
Company Information
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
of Miami
Question
Description
Response
1
How many years has the company actively provided ERP
Systems Integration services to state and local government
entities?
Solboume has been implementing Oracle ERP solutions for
the Public Sector since 1994.
2
Which office will serve the City?
Solboume's Atlanta office will be responsible for the City's
relationship with Solboume.
3
How many years has this office been operational?
Salboume's Atlanta office was started in 2000.
4
How many employees/consultants does the company have?
Solboume has 125 employees.
5
How many consultants does the company have in the
Continental United States?
All Solboume consultants are based in the Continental United
States-125 employees.
6
How many consultants does the company have in Public Sector?
All 125 Solbourne consultants are involved in the company's
Public Sector practice_
7
How many consultants does the company have in the office
serving the City?
Solboume's Atlanta office has approximately 25 consultants
assigned to the Southeast practice.
8
How many local government ERP systems integration services
contracts has the company actively provided with the following
modules: Finance, Human Resources, Purchasing, Grants,
Budget and Payroll - for local government entities of size and
complexity similar to the City of Miami? Please list these as
references.
Solboume has implemented the full Oracle E-Business Suite
for 39 customers. Those customers that are most relevant in
terms of size and complexity are: City of St Petersburg, City
of Las Vegas, City of Oakland, Louisville Water Company and
Yuma County. These customers have been included as
references for Solboume.
9
How many ERP installations are currently under contract? How
many employees/consultants are committed to these
installations?
Solboume is currently contracted at 8 ERP installations.
Approximately 85 consultants are committed to these projects.
Additionally, two of the seven projects (City of St Petersburg
and Yuma County) are scheduled to be completed in October
2004. Several of the proposed Solbourne project team are
from these projects.
% Solbourne
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Response to RFP # 03-04-151
Enterprise Resource Planning
Software System integrator
10
Will you use only your own full-time employees and no part-time
or free-lance individuals?
Solboume is proposing our own full-time employees for this
project.
11
What was the company's quarterly/annual gross revenue and net
profit as a percent of sales for the most recent fiscal quarter and
the previous two fiscal years?
For the quarter ended June 30, 2004, Solboume had
revenues of $5,890,000 and net income of $564,000 which is
9.6% of sales. For fiscal year 2004, Solboure had revenues
of $15,635,140 and net income of $337,947 which is 2.2 % of
sales. For fiscal year 2003, Solboume had revenues of
$18,333,146 and net income of $971,856 which is 5.3% of
sales.
12
Provide a copy of the company's financial statements for YTD as
of the most recent fiscal quarter and the last two fiscal years.
Our financial statements are included in Appendix D
13
Please provide at least one bank reference. Include bank name,
contact name, address and phone number.
Wells Fargo Bank, Zane Powell, 1242 Pearl Street, Boulder
CO 80302, 303-441-0321
14
Please provide your Dun & Bradstreet number
16-135-0020
15
Please specify the date on which your company received its
Oracle E-Business Suite implementation Partner Certification?
Solboume received it's Oracle certification in 1994 but our
most recent certification was in January 2004. Solboume is
also a certified advantage partner.
16
Please specify and list the years since 1990 that your company
has received an Oracle E-Business Suite Award or Recognition?
In 2002, Solboume was awarded the Oracle Partner of the
Year.
17
Please indicate the number of Oracle E-Business Suite
implementations that your company has started and successfully
completed. Successful completion is defined as the system
installed to the satisfaction of the client Indicate the number that
are local government and their physical location (e.g. City of
Miami, State of Florida, etc.)
Solboume has provide a full listing our implementations in the
SOW.
18
Please indicate the number of years experience your company
has working with Oracle E-Business Suite products, specifically
Human Resources Management, Financial Management,
Procurement and Enterprise Portals products.
Solboume has been implementing the Oracle E-Business
Suite since 1994. This includes the Financials, Procurement
and HRMS suite of products. The enterprise portal products
were introduced with Oracle Release 111 in 2001.
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Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
19 How many consultants are qualified to work in local government
implementations (qualified is defined as at least two years of
experience working on local government implementations)?
All of Solboume's consultants have this level of experience-
125 consultants_
20
How many consultants are qualified to work on large
engagements (qualified is defined as at least two years
experience working on large implementation engagements)?
Approximately 75% of our consultants have been involved
with projects that would qualify as large engagements.
21
Identify what you believe are your top five (5) differentiators in the
Oracle E-Business Suite application implementation market, and
explain why you believe you are uniquely positioned.
I. Public Sector Focus - Solboume has been working with
the Public Sector since 1994. No other firm has maintained
this level of focus to both Oracle and the Public Sector with as
much success. 2. Oracle Expertise - Solboure is solely
focused on providing Oracle solutions in the Public Sector. As
a differentiator to our competitors, Solboume's consultants are
dedicated 100 percent to Public Sector and have the
credentials from years of experience in the marketplace; this
includes many of our consultants that have worked in
City/County/School District as employees. 3. Relevant
Project Experience - Our recent track record at the City of
Oakland, City of Las Vegas, City of St Petersburg, Yuma
County, City of West Palm Beach and Louisville Water
Company is far more relevant than our competitors
experience.
21
(Continued)
4. Unmatched Value - We deliver as promised. We believe
that we are the only firm that can demonstrate past success in
delivering similarly scoped projects within the original bid. Our
focus on Oracle Applications in the Public Sector, affords us
the experience needed to accurately bid our projects. 5.
Florida Presence - Solboume intends to leverage our
experience at the City of St Petersburg and City of West Palm
Beach. Our goal is not replicate those solutions but to set the
standard with this project Both of these clients are successful
and have been recognized for their implementations.
However, every project can be improved and we would like
the opportunity to develop a solution that will raise the bar for
Florida local govemment.
�r
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Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
22 Do you have state and local government best practice and
process templates? If so, provide examples of these best
practice and process templates.
Solbourne has developed business process flows that
incorporate Public Sector requirements, Oracle standard
functionality, and leading practices. These process flows are
used during our Process Design phase to define the optimal
solution for any particular client. Examples of these
documents have been included in Appendix C.
23
24
Describe your other industry -specific initiatives around Oracle E-
Business Suite products.
Describe any Oracle E-Business Suite related table or parameter
configuration tools you have developed. Can clients continue to
have access to these tools once your contract to implement the
product is finished?
As discussed throughout our response, Solbourne implements
Oracle solutions for State and local governments. As Oracle
is the only ERP solution we implement, all of our Public Sector
initiatives are based on Oracle applications and technology.
From a customer's perspective, we can provide Oracle based
leading practices for the Public Sector. Solbourne modifies
these leading practices based upon enhancements to the
Oracle solution and the ever changing demands of the Public
Sector. One specific example is related to the Chart of
Accounts. When discussing this requirement with our clients,
we will draw upon our experience with other Oracle public
sector customers. Solbourne can demonstrate how the City of
St Petersburg, Oakland, Salem, Chandler, Las Vegas
designed their accounting flexfield.
Solbourne develops our Oracle E-Business Suite solutions
based upon Oracle tools -this avoids any issues around
proprietary tools or trademarks and ensures that our
customers will always have access to current tools and
solutions through Oracle.
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Enterprise Resource Planning
Software System Integrator
25
Describe your capabilities for assisting clients in the development
of overall architecture, and technical support for the
implementation of Oracle E-Business Suite products, including
third party applications such as Kronos.
For more than a decade, Solboume has provided our
customers with a wide variety of services including technical
architecture support and interface development. Solboume
has implemented the Oracle E-Business suite in SUN, UNIX,
LINUX and Windows environments. Solboume has
implemented the Oracle E-Business Suite in hosted
environments. The successful deployment of the Oracle
solution is fundamentally dependent upon a solid architecture
and system configuration. Our references and experience
should address any concems or questions regarding our
ability to support the City from an architecture standpoint. In
addition, Solboume has deep experience in interfacing the
Oracle Applications to a wide variety of third party applications
including Kronos (Solboume recently interfaced the City of St
Petersburg's Kronos system to Oracle Payroll and Grants
Management. Other experience includes interfaces to third
party Fleet Maintenance, Treasury, Utility Billing, Parks and
Rec, Licenses, Permits, Budgeting, GIS, Golf Course, Cash
Register, and Property Tax/Sales Tax to name a few.
26
Describe your approach in integrating your implementation
methodologies with that of Oracle E-Business Suite.
Solboume does not implement other ERP products. As a
result of this focus, all of our implementation tools,
methodologies, best practices, training materials etc are
based upon the Oracle E-Business Suite. Since the City has
already acquired the Oracle E-Business Suite, our focus is
unique to our competitors and an advantage to the City of
Miami.
27
Do you have experience converting GEMS financial data to
Oracle E-Business Suite? If so, please specify organization's
name and background description of conversion performed.
Solboume does not have any specific client that has utilized
GEMS financial data. Based on our experience in converting
our customers legacy data, Solboume is confident that this
conversion will be properly managed and coordinated.
28
Do you have experience converting DMSII data to Oracle E-
business Suite? If so, please specify organization's name and
background description of conversion performed_
Solboume does not have any specific client that has utilized
DMSII data. Based on our experience in converting our
customers legacy data, Solboume is confident that this
conversion will be properly managed and coordinated.
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Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
29
Based on your project management methodology, do you have a
central repository to document change controls, issue and action
items, risk management, requirements tracking and document
tracking? If so, is this compatible with Microsoft Outlook? If your
repository is not compatible with Microsoft Outlook, would you be
willing to house this repository on the City's network?
Solboume project managers utilize a common methodology
for implementation and project management. These tools
have been developed using Microsoft Office products
including Word, Excel and Projects_ These tools are
compatible with Microsoft Outlook and nearly every project
houses these tools on the client's network. Typically, our
clients establish a unique drive on the network that is used for
project documentation, deliverables and other materials.
sabounie
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ERP Software Systems Integrator
Questionnaire
Contract Related Information
Response to RFP # 03-04-151
Enterprise Resource Planning
Software Systern Integrator
of Miami
Question
Description
Response _
1
Who is the authorized negotiator (include name/title, address,
telephoneffax and email address)?
John Cavins, Vice President 12600 Deerfield Parkway, Suite
100, Alpharetta, GA 678-778-5854 (T) 678-566-3551 (F)
2
Will you agree to a fixed price contract?
Yes
3
Will you agree to a combined fixed price / time & materials
contract?
Solboume would be open to negotiating such a contract
4
Will your proposal be valid for at least 180 days from the date of
submittal of your proposal to the City?
Yes
5
Have you successfully used any performance -based pricing
options with Public Sector customers? If so, please provide
references.
Yes, Solbourne is frequently held to milestone based payment
schedules.
6
Specific items required in the contract include the following. Any
exceptions must be documented in the Exceptions section of this
proposal.
Noted.
6.1
The City requires a guaranteed system availability of 99.9%
for the selected applications excluding client initiated downtime.
Noted.
6.1.1
Will you provide this system availability guarantee? If
not, explain what system availability will be guaranteed. If
guaranteed system availability will not be provided explain why.
Solboume cannot guarantee a performance level for a system
out of our control. Many companies, including Oracle, provide
hosting solutions, and do provide some level of availability
guarantees. Solboume will work with the City of Miami, the
preferred hardware vendor, and Oracle to determine a
properly sized and configured hardware environment.
jSolbourne
ORACLE
126
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
6.1.2
Describe the methodology to be used in measuring
availability, under what conditions or circumstances availability
guarantees will or will not be met, and the remedies for the City if
they are not met.
Solboume cannot guarantee a performance level for a system
out of our control.
"
6.2
The City requires that the application response time for any
system user not exceed two (2) seconds 98% of the time and no
operations exceeding three (3) seconds 99% of the time.
Response time is defined as the time elapsed between
depressing the "Enter" key and the appearance of data
requested or the next screen during data entry tasks and direct
or indexed inquiries.
Noted.
6.2.1
Will you provide this system response time? If not,
explain.
Solboume cannot guarantee a system response time for any
system user. The primary reason for this is that there are a
number of factors that affect system response time that are
completely outside of Solboume's control including the user's
PC, other applications that may be running on the user's PC,
the user's network connection, the City's network and the
City's hardware/processing environment. As others have
discussed, the City's use of Windows will be a concern to
most of the proposers. While Windows is supported by
Oracle, there are only a handful of organizations that are using
this platform (Oklahoma County, Boulder County and the City
of Mobile)_ Having worked with Oklahoma County and
Boulder County, Solboume believes that the Windows
platform will increase the risk of the project and create a
maintenance obstical for the City's scalabilitiy in the future.
ORACLE'
127
September 15, 2004
6.2.1
6.2.2
6.3
7
City of Miami
continued
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Describe the methodology used to estimate system
response time, the estimated response times of your proposed
configuration, under what conditions the stated response times
will or will not be met, and the remedies for the City if they are not
met. Also specify the minimum system configuration (processor,
workstation, etc.) you require for providing these guarantees.
The City requires a 60-day initial system Performance
Acceptance testing period from the date the system is fully
operational. Do you agree to a 60-day Performance Acceptance
testing period?
Describe your approach to maintaining up to 10 years of
information online.
Solboume is not aware of any Oracle customers that have
implemented the Miami proposed application footprint on a
windows platform. In addition to the overall footprint, Oracle
Payroll is also a concern given the lack of references for the
Windows platform. Solboume does not necessarily advocate
any particular platform. However, we do advise our customers
to avoid any configuration that makes the client unique.
Running the proposed applications on Windows, would make
Miami unique within the Oracle community.
At the City of St Petersburg, Solboume guaranteed response
times for key system processes. These processes were
tested utilizing a PC connected directly into the server. The
minimum system configuration for the City's workstations is
described in the Hardware and System Software section of
this proposal.
Solboume would be open to negotiating such a contract.
Our approach is twofold. First, Solboume will provide the City
with a hardware recommendation and specification that will
support the City's objectives. Second, Solboume will work
with the City to define an appropriate data archiving strategy.
Solboume has provided archiving information within the
Technical Requirements portion of this response.
isothourne
ORACLE'
128
September 15, 2004
City of Miami
Response to RFP # 03 01 151
Enterprise Resource Planning
Software System Integrator
8
9
Do you accept a payment schedule with at least 25% holdback of
the entire contract until final acceptance?
Include copies of your standard contract.
Solboume frequently accepts a payment schedule that
includes retainage. The percentage indicated by the City far
exceeds any holdback that we have agreed to. A more
common percentage, including GFOA and Gartner negotiated
contracts is 'I d%. This retainage would be held back pending
final acceptance of the system (similar to what is discussed in
6.3 above).
Solboume has included a copy of our standard contract
♦rSolbaurne
ORACLE'
129
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
References
ERP-SI must provide up to eight (8) customer references. At least one (1) reference must be a US Local Government client of a
similar size and complexity as the City of Miami, that has implemented an ERP solution within the last five (5) years. At least one
(1) reference must be a client that has implemented Oracle E-Business Suite within the last two (2) years. Note that if the ERP-SI's
proposal includes resources from other companies (subcontractors), additional references must be completed for each company.
In addition to the above, the City requires that ERP-SI provides a list of all its Oracle ERP clients, for the past three (3) years.
Failure to adhere to these requirements may deem your proposal non -responsive.
ERP Software Systems Integrator
Questionnaire
References
of Miami
Description
Response
Reference Name
City of St. Petersburg
Contact Name
Andy Houston
Contact Title
Administrator, Internal Services
Address
One 4th Street North, St. Petersburg, FL 33701
Phone Number
(727) 893-7482
eMail Address
arhousto@stpete.org
Demographics
Number of Employees
6400
Operating Budget
$509,960
Number of End Users
350
Al
ORACLE'
130
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Population of Jurisdiction
350,000
Applications Implemented (include Product Name, Version and
Install Date)
Oracle 11.5.9, Wave One (HR) - April 15, 2004 Wave Two
(FI) - August 23, 2004
Type of System Installed (include hardware, DBMS, OS, etc.)
The City went from AS400 to all SUN, Oracle 91as
Database, Sun Solaris OS
Systems Integrated/Interfaced
Evare (Investment), Fairway Systems (Daily POS
Transactions), Class (Daily POS Transactions), DocMaster
Software Systems (Daily POS Transactions), "KITE" (Cash
Receipts), Kronos (Time and Attendance), Maximus (Fleet
Mgmt.), and 5 In house applications
Role in Implementation (Prime or Sub -Contractor)
Solboume was the Prime
Implementation Start and End Dates
August 25, 2003 to October 29, 2004
Project Budget
$4,820,000
Is this site willing to host a site visit?
Yes, after Go live date
What was the initial contract value?
$4,600,000 (This includes Software, Hardware, and
Implementation) implementation alone was $3,840,000
What was the actual contract cost to implement?
$3,840,000
What was the initial schedule from contract to go -live?
Wave One (HR) Sept 2003 to April 2004, Wave Two (FI)
April 2004 to August 2004
What was the actual schedule from contract to go -live?
Contract Signed August 28, 2003, HR Go Live April 15,
2004, FI Go Live August 15, 2004
Please list and explain any significant problems encountered that
impacted implementation cost, schedule and success.
The cost was not effected but because of the Solboume's
PM having a personal death in the family 6 weeks before
Go live, the project was extended two weeks to give the
new PM time to get adjusted. The original PM returned 3
weeks prior to the new go -live date and the client
successfully went live and is happy with their system.
(Solbourne Two
Description
Reference Name
Contact Name
Contact Title
Response
City of Las Vegas
Pat Dues
Project Manager
Solbamne
ORACLE'
131
September /5, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Address
400 Stewart Avenue, Las Vegas, NV 89101
Phone Number
(702) 229-5433
eMail Address
pdues@ci.Ias-vegas.nv.us
Demographics
Number of Employees
3000
Operating Budget
$1,031,890,647
Number of End Users
300
Population of Jurisdiction
1,200,000
Applications Implemented (include Product Name, Version and
Install Date)
Original 10.7: June 97 — July 98 and
11.5.9 upgrade: April 2004 - Jan 1, 2005
Type of System Installed (include hardware, DBMS, OS, etc.)
HP, Oracle Database, Unix OS
Systems Integrated/Interfaced
No interfaces were built during our implementation,
however, the City later created a Time Capture System
that they interfaced to payroll.
Role in Implementation (Prime or Sub -Contractor)
Solboume was Prime on both the original implementation
and the Upgrade.
Implementation Start and End Dates
Original 10.7: June 97 — July 98 and
11.5.9 Upgrade: April 2004 - Jan 1, 2005
Project Budget
Upgrade is $1,400,000
Is this site willing to host a site visit?
Yes upon request
What was the initial contract value?
$1,400,000
What was the actual contract cost to implement?
$1,400,000
What was the initial schedule from contract to go -live?
Original Implementation start date 6/9/1997 - Go live
7/1/1998, Upgrade April 12, 2004 est. Go Live Jan 1, 2005
What was the actual schedule from contract to go -live?
Original Implementation start date 6/9/1997 - Go live
7/1/1998, Upgrade April 12, 2004 est. Go Live Jan 1, 2005
♦� Solboume
ORACLE"
132
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Please list and explain any significant problems encountered that
impacted implementation cost, schedule and success.
Solboume Three
During the original implementation the City went live as
scheduled. All the applications were implemented as
standard Oracle. However, Payroll and Finance users were
not in agreement on how the Retro process worked in
Oracle and deferred to the process used in their legacy
system. This presented problems for future Oracle use as
this prevented the data tracking functionality to be used
within Oracle. Finance and Payroll have come to an
agreement about using standard Oracle Retro functionality
now. Solboume is moving forward with this agreement
during the upgrade.
Description
Response
Reference Name
City of West Palm Beach
Contact Name
Bill Swisher
Contact Title
Assistant City Manager
Address
200 2nd Street, West Palm Beach, FL 33401
Phone Number
(561)835-0028
eMail Address
wswisher(dIci_west-palm-beach.fl.us
Demographics
Number of Employees
2,500
Operating Budget
$119,704,290
Number of End Users
60
Population of Jurisdiction
67,643
Applications Implemented (include Product Name, Version and
Install Date)
Original 10.7: AnswerThink started in 1995, Solboume
picked up the project April 12, 1999 - July 1, 1999
11.5.9 upgrade: April 2002 - August 2002
Type of System Installed (include hardware, DBMS, OS, etc.)
Sun, Oracle Database, Solaris OS
Systems lntegratedllnterfaced
PeopleSoft CIS to Oracle Payables for CIS refund checks,
Payroll Interface & Police and General Pension, 401K and
457K deduction plan to ICMA
iflit'
ORACLE
133
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Role in Implementation (Prime or Sub -Contractor)
The City of West Palm Beach originally selected
AnswerThink Consulting Group as their implementation
partner. The HRIPayroll portion of the implementation was
delayed at least once from 1995 to 1999_ In 1999,
Solboume picked up the completion of the project. The
upgrade to 11 i was awarded to Solbourne in 2002 as the
Prime.
Implementation Start and End Dates
Original 10.7: 1995 to 1999, Upgrade: April 2002 - August
2002
Project Budget
Original: Unsure, Upgrade: Unsure
Is this site willing to host a site visit?
Yes
What was the initial contract value?
Original: This was based on a Time and Material contract.
No value was estimated only estimated time frames.
Upgrade: $496,530
What was the actual contract cost to implement?
Original: $346,125 Upgrade: $496,530
What was the initialschedule from contract to go -live?
Original: unknown what AnswerThink contract was but
Solboume was April 1999 to July 1999, Upgrade: April
2002 to August 2002
What was the actual schedule from contract to go -live?
Original: 1995 to July 1999, Upgrade: April 2002 to
August 2002
Please list and explain any significant problems encountered that
impacted implementation cost, schedule and success.
The City of West Palm Beach partnered with Solboume for
the completion of their original implementation and the
upgrade to Oracle 11 i. There were no significant problems
that Solboume had after the City contracted with us in
1999.
Description
Response
Reference Name
Louisville Water Company
Contact Name
Amber Halloran
Contact Title
Controller
Address
550 South Third Street, Louisville, KY 40202
Phone Number
(502)569-3600
eMail Address
ahalloranalwckv.com
Demographics
$ Solbourne
ORACLE
134
September 15, 2004
City of Miami
Number of Employees
Operating Budget
Number of End Users
Population of Jurisdiction
Applications Implemented (include Product Name, Version and
Install Date)
Type of System Installed (include hardware, DBMS, OS, etc.)
Systems Integrated/Interfaced
Role in Implementation (Prime or Sub -Contractor)
Implementation Start and End Dates
Project Budget
Is this site willing to host a site visit?
What was the initial contract value?
What was the actual contract cost to implement?
What was the initial schedule from contract to go -live?
What was the actual schedule from contract to go -live?
Please list and explain any significant problems encountered that
impacted implementation cost, schedule and success.
Description
Reference Name
Contact Name
Contact Title
Address
fr Sdbaurne
(
Solboume Five)
ORACLE
135
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
2000
$72,000,000
550
Delivers water to 800,000 customers
Oracle 11.5.8 December 2002 - September 2003
Sun Solaris 8, Oracle DBMS, Solaris OS Sparc 32-Bit
ESRI GIS, Ceridian, Orcom CIS, InfoSpan pCard,
Peregrine FleetAnywhere
Solboume was the Prime.
December 2002 - September 2003
$1,289,685
Yes
$1,289,685
$2,005,490
December 2002 - September 2003
December 2002 - September 2003
Solboume had no significant problems though the project
was not without the typical challenges. As a result of the
client's delayed decision making process, Solboume had
to overcome a 2 month postponement on the start of the
OTL portion of the project. The OTL portion is complex in
an on time project but the delay due to internal decisions
made it more challenging. Even so, Solboume was on time
and on budget.
Response
City of Arvada
Gary Matthews - Project Manager; Eric Johnson -
Technical; Kaye Johnson - Functional
see above
8101 Ralston Road, PO box 8101, Arvada, CO 80001-
8101
September 15, 2004
City of Miami •
Phone Number
eMail Address
Demographics
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Gary: 406-579-8577 Eric: (303) 720-898-7891 Kaye:
(303)898-7000
Gary: "gmatthews59718@wmconnect.com ", Eric
"ejohnson@ci_arvada_co.us"
Number of Employees
Operating Budget
Number of End Users
600
68,000,000
200
Population of Jurisdiction
Applications Implemented (include Product Name, Version and
Install Date)
Type of System Installed (include hardware, DBMS, OS, etc.)
Systems Integrated/Interfaced
Role in Implementation (Prime or Sub -Contractor)
Implementation Start and End Dates
Project Budget
Is this site willing to host a site visit?
What was the initial contract value?
101,925
Oracle 11i Upgrade, April 2002
HP, Oracle Database, Unix OS
Payables interface with Ten MAST (Bank Statement load
into Cash Management)
Solboume was the Prime.
November 2001 - April 2002
$700,000
Yes, We would like to set this up for you, but Eric would be
the person to schedule this visit at the City.
$660,000
What was the actual contract cost to implement?
What was the initial schedule from contract to go -live?
What was the actual schedule from contract to go -live?
Please list and explain any significant problems encountered that
imlementation cost, schedule and success.
p
$660,000
12/10/2001 - 3/11/2002
12/10/2001 - 3/11/2002
Solboume had one challenge with the City's upgrade from
their e-Business Suite Oracle 10.7 NCA to Oracle 11 i. After
the Contract negotiations were finalized, but prior to the
start of the upgrade, the City elected to migrate their
Hardware platform to a new vendor requiring Solbourne to
participate the Database in order to support the upgrade
and the City's desire to migrate platforms. We adjusted our
resource plan and project schedule to accommodate the
City's request, utilize the additional functionality of the later
release, reassess and streamline business processes, and
to comply with the desupport notice for Release 10.7 from
Oracle.
Jim % me
ORACLE
136
September 15, 2004
City of Miami
So!bourne Six
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Description
Response
Reference Name
City of Salem
Contact Name
Jack Merritt
Contact Title
Finance Director
Address
555 Liberty Street, SE Room 230, Salem, OR 97301
Phone Number
(503)588-6114
eMail Address
jmerritt aagPen.org
Demographics
Number of Employees
1500
Operating Budget
$372,405,020
Number of End Users
595
Population of Jurisdiction
131,385
Applications Implemented (include Product Name, Version and
Install Date)
Oracle 11 i Upgrade, August 2002
Type of System Installed (include hardware, DBMS, OS, etc.)
HP, Oracle Database, Unix OS
Systems Integratedllnterfaced
TAMS (A City time -entry system)
Role in Implementation (Prime or Sub -Contractor)
Solboume was the Prime
Implementation Start and End Dates
September 2001 - August 2002, This project started out as
an Assessment and lead into a full upgrade. This
information is based on the entire project including the
Assessment.
Project Budget
$1,500,000
Is this site willing to host a site visit?
Yes
What was the initial contract value?
Needs Assessment $465,600, Initial Test System Creation
$31,067, PreUpgrade Implementation $155,000, Upgrade
$901,533, Additional upgrade/Post Upgrade support
$85,500
What was the actual contract cost to implement?
The initial assessment was fixed fee, but the remainder of
the work was set up as time and materials: Needs
Assessment $465,600, initial test system $30,813,
Preupgrade and Upgrade $987,311.88, Additional
upgrade/Post Upgrade support $85,500
ala 50lbourne
ORACLE'
137
September 15, 2004
City of Miami
What was the initial schedule from contract to go -live?
What was the actual schedule from contract to go -live?
Please list and explain any significant problems encountered that
impacted implementation cost, schedule and success.
(
Description
Reference Name
Contact Name
Contact Title
Address
Phone Number
eMail Address
Demographics
Solbourne Seven
Number of Employees
Operating Budget
Number of End Users
Population of Jurisdiction
)
Applications Implemented (include Product Name, Version and
install Date)
Type of System Installed (include hardware, DBMS, OS, etc.)
Systems Integratedllnterfaced
Solboume
ORACLE'
138
Response to RFP * 03-04-151
Enterprise Resource Planning
Software System Integrator
February 2002 - July 2002
February 2002 - August 2002
While the City of Salem project was an 11 i upgrade from a
heavily -customized 10.7 environment, there were no
significant problems with the implementation. In
September 2001, Solboume worked with the City to
perform an assessment and diagnostic phase, which
included performance of the existing system, identified
issues including workarounds and best practices for the
business processes. After the assessment, while the 11 i
upgrade planning was taking place, Solboume personnel
remained at the City performing pre -upgrade 10.7
improvements and training as well as complete the
Release 11i testing of the 1st migration iteration. In
January, the Upgrade phase commenced. The Upgrade
plan was prepared according to Solbourne methodology,
resource recommendations and timelines.
Response
City of Oakland
Ken Gordon
Deputy Director in the Office of Information Technology
150 Frank H. Ogawa Plaza, Oakland, CA 94612
(510)238-2023
kbordonaioaklandnet.com
6,000
$387,000,000
200
404,000
Oracle Release 11 i Upgrade, September 2003
Sun, Oracle Database, Solaris OS
September 15, 2004
None
City of Miami
Role in implementation (Prime or Sub -Contractor)
Implementation Start and End Dates
Project Budget
Is this site willing to host a site visit?
What was the initial contract value?
What was the actual contract cost to implement?
What was the initial schedule from contract to go -live?
What was the actual schedule from contract to go -live?
Please list and explain any significant problems encountered that
impacted implementation cost, schedule and success.
(Solbourne Eight)
Description
Reference Name
Contact Name
Contact Title
Address
Phone Number
eMail Address
Demographics
Number of Employees
Operating Budget
ORACLE'
139
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Solboume was the Prime
March - September 2003
$2,500,000
Yes upon request
$1,693,000
$1,693,000
March - September 2003
March - September 2003
Solboume encountered challenges with the City of
Oakland at the start of their 11 i upgrade project. The City's
original implementation partner had not had effective
communications nor developed effective relationships with
the City staff, who in turn were distrustful at the start of the
upgrade. After seeing the determination and successes of
the Solboume team in the first few months, the team rebuilt
their trust in their implementation partner, Solboume. Now,
the City is extremely happy with their Solboume selection
and their 11i implementation. Solboume and the City
worked together as a cohesive team to determine the
optimal technical architecture for the new environment and
the 11 i upgrade now provides a platform for new City
initiatives, utilizing new modules in the Oracle suite to
extend the enterprise solution.
Response
Yuma County
Matt McClymonds
Chief Information Officer
198 South Main Street, Yuma, AZ 85364
(928)373-1050
mamc_amis.co.yuma.az.us
September 15, 2004
1,100
$200,000,000
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Number of End Users
100
Population of Jurisdiction
126,000
Applications Implemented (include Product Name, Version and
Install Date)
Oracle 11.5.9, July 2004
Type of System Installed (include hardware, DBMS, OS, etc.)
Dell, Oracle Database, Linux OS
Systems Integrated/Interfaced
Eagle Financials for Treasury only
Role in implementation (Prime or Sub -Contractor)
Solboume was the Prime
Implementation Start and End Dates
January - July 2004 (Go Live: Financials, June 2004; HR,
July 6, 2004; Payroll, OTL, Benefits, July 19, 2004)
Project Budget
$2,000,000
Is this site willing to host a site visit?
Yes
What was the initial contract value?
$1,300,000
What was the actual contract cost to implement?
$1,500,000
What was the initial schedule from contract to go -live?
December 2003 - July 2004
What was the actual schedule from contract to go -live?
December 2003 - July 2004
Please list and explain any significant problems encountered that
impacted implementation cost, schedule and success.
Solboume was able to counter some negative impressions
of the project early on through a progressive Change
Management program. Solbourne helped the county by
involving their users in a series of road shows in effort to
bring them up to speed on changes and achieve buy -in for
the transition. These road shows were used to supply
feedback and to loop back to the implementation team.
The County also selected to use the Oracle EBSO, which
can be difficult for a public sector customer, but Solbourne
helped the county to navigate through these difficulties and
fairly insulated them while moving towards a hosted
application.
r Solbourne
ORACLE'
140
'
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Exceptions
Identify any exceptions taken to the RFP. All exceptions must be documented here
regardless if they are referred to elsewhere in the proposal.
25% Holdback: While this is noted in the ERP-SI Questionnaire Contract Section, question #8,
this is not included in the City's General Conditions or Special Conditions provided in the RFP.
Solbourne is open to discussions with the City on a payment schedule that would include a Hold
Back but one that is mutually agreeable to both parties.
$ Solbourne
ORACLE'
141
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
6a. Technical Requirements Response — Background and Scope
Background
The overall goal of The City of Miami is to engage with an experienced ERP-SI that possesses
the expertise necessary to give the City a modem, reliable, efficient and integrated support
software system (Oracle E-Business Suite) for its core administrative and financial processes.
Though this is your overall goal, the motivation for this fundamental change is to become a
more innovative, proactive, and streamlined business, providing accurate information, to its
employees, management, and most importantly to its constituents. This Fundamental change
incorporates common business practices; while ensuring that the future of this commercial off
the shelf system (COTS) is implemented with zero customizations and maintains its cost
effectiveness throughout upgrades.
Solbourne is providing the City all of the above and even more by bringing the City the
experience we have gained over the past 11 years. It doesn't just come from signing up as an
Oracle partner but through working with Local Governments, for as long as we have, and
establishing realistic expectations. Just this past year, three of our Public Sector clients, all
successful, utilized the application footprint the City of Miami is looking to implement. Each one
of these clients had the same goal to provide accurate information while becoming more
innovative and streamlining their processes. Our focus on Oracle Applications in the Public
Sector affords us the experience needed to accurately bid projects and meet your goals.
Solbourne's goal is to establish realistic expectations surrounding the scope, resources, and
budget required to meet the City's objectives while making you a success story.
Scope
Solbourne's objective for the project is to work with the City to streamline the City's core
administrative and financial processes using the City's Business Process Reengineering (BPR)
in conjunction with the implementation of the Oracle E-Business Suite. Solbourne will implement
the Oracle E-Business Suite powered by the Oracle relational database, to provide a System
that will enable the City to deploy leading practices and e-government solutions to increase
process efficiency, reduce administrative costs, and improve customer service. The System will
be appropriately secure, technologically sustainable, and sufficiently functional including
interfaces to internal and external systems that further extend functionality.
While the City recognizes that the project will have organization -wide impact, the business
systems designated for replacement are currently owned by five of the Internal Services
Administration's Departments: Billing and Collections, Budget, Finance, Human Resources, and
Purchasing.
The Billing and Collections department will utilize Oracle Public Sector Receivables and
iReceivables to streamline their business processes.
The Budget department will utilize Oracle Public Sector Budgeting for budget preparation and
management and streamline the budget distribution and development process.
The Finance department will utilize Oracle Public Sector General Ledger, Oracle Projects,
Oracle Projects Contracts, Oracle Grants Accounting, Oracle Labor Distribution, Oracle Public
Sector Payables, Treasury and Oracle Cash Management to streamline their financial business
processes including internal billing, project and grant management/accounting, accounts
�Ir Solbourne
ORACLE'
142
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
payable and cash management. The System configuration will include municipal practices and
accounting and reporting standards for governmental funds, proprietary funds, fiduciary funds,
and account groups in accordance with Generally Accepted Accounting Principles (GAAP). The
System must also have the capability to be compliant with all current Governmental Accounting
Standards Board (GASB) statements.
The Human Resources department will utilize Oracle Human Resources and Oracle Advanced
Benefits, Oracle Self -Service Human Resources, Oracle iRecruitment, Oracle iLearning and
Oracle Payroll to streamline their business processes including benefit and deferred
compensation administration, labor relations, applicant tracking, training, and payroll.
The Purchasing department will utilize Oracle Public Sector Purchasing, Oracle iProcurement,
Oracle Project Contracts, Oracle Sourcing, Oracle iSupplier Portal, Oracle 'Expenses, Oracle
Assets and Oracle Inventory and Order Management to the extent needed to support internal
requisitions to streamline their procurement business processes.
During the project, candidates for interfaces will 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 to load the data, the effort
and cost to transfer and validate the data, and all related risks to the 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.
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.
Solbourne offers a two day long 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.
For each conversion candidate, analysis is performed to determine whether or not 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 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
to load the data, the learning opportunity associated with manual data conversion, and all
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related risks to the project. Once these parameters are evaluated for cost and benefit, the
decision is made about whether or not the data will be converted and how.
Solbourne will configure functionality inherent of the System in lieu of customization including,
functionality related to standard workflows, business rules and reports to provide the most
appropriate solution to fit the City's needs. Solbourne will implement delivered standard Oracle
Workflows throughout the System to provide fully integrated functionality and reporting
capability of the Oracle E-Business Suite in the City environment. The City, with participation
from Solbourne, will develop Discoverer reports to supplement Oracle's delivered standard
reports.
The project will include substantial Change Management, Change Leadership and Training
efforts to facilitate buy -in from the user community and the ultimate success of the project. After
system implementation, the City will have proper documentation of the System, appropriate staff
will be trained, and change management efforts will be accomplished as designated in the SOW
to encourage user acceptance and use of the system. At the time of Final Acceptance, the
project success will be measured against the goals stated in the RFP.
The Solbourne and City Project Managers will work together to prepare the implementation
Project Plan. Prepared in Microsoft Project, the Project Plan will include the high level phases
of the Project and the work breakdown structures that detail the work packages within each
major task. Resources will be assigned to each task from the City and Solbourne. The duration
of each task and its expected completion date will also be included. Task level and resource
dependencies within the work breakdown structure ensure that all work is completed in the
proper sequence.
A segmented approach will be used 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 I — Oracle Financials, Procurement, Grants/Projects Oracle HRMS/Payroll
Start Date: November 1, 2004
Go -Live: July 1, 2005
✓ General Ledger
✓ Cash Management
✓ Treasury
✓ Accounts Receivable/Billing
✓ iReceivables
1 Accounts Payable
1 iSupplier Portal
1 iExpenses
✓ Fixed Assets
✓ Purchasing
✓ iProcurement
✓ Sourcing
✓ Inventory
✓ Grants Management
1 Projects
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✓ Project Contracts
Phase II — Oracle HRMS/Payroll, Budget
Start Date: November 1, 2004*
Go -Live: January 1, 2006
1 Human Resources
1 Self Service HR
✓ Advanced Benefits
1 Payroll
✓ Labor Distribution
✓ 'Learning
✓ 'Recruitment
✓ Public Sector Budgeting
*The Human Resources Process Consultant/Lead will begin the project with the
Financials/Procurement team in November of 2004 to support the process design and
integration between HR and Financials applications. The remainder of the HR project team will
begin the HR process design in March of 2005.
In summary, we are proposing a 14 month implementation broken into two phases: Financials
and HRMS. Both phases are proposed to start simultaneously on November 1, 2004 with the
Financials Phase 1 completion after 8 months on July 1, 2005 and HRMS Phase 2 following 6
months after Phase 1 on January 1, 2006. The calendar year-end cutover for Payroll will
provide a smooth transition for the new payroll systems by minimizing the amount of Payroll
history that would need to be converted to the new system, which provides for a streamlined
and cost-effective transition. Similarly, by cutting over financials at quarter -end, we are also
minimizing the number and types of balances that would need to be converted to the new
financials system.
To support our phased approach to the implementation, the Oracle Applications provide tools by
which payroll cost information from the City's legacy payroll system can be transferred and
posted to the Oracle General Ledger between Phases 1 and 2 when Oracle Financials will be
running concurrently with the City's legacy HRMS and Payroll systems. This transfer can be
supported by the Application Desktop Integrator (ADI) 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 cornerstone of Solbourne's 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 commercial and public sector customers. An integral part of our
methodology involves assessing current business processes during the Process Design Phase.
During this effort, Solbourne is looking forward to leveraging the extensive process design work
that the City has already completed during your recent Business Process Reengineering efforts.
The resulting systems solution will tightly couple the best practices of the Oracle Applications
software, Solbourne's extensive experience at Public Sector entities and especially in Florida,
and the needs of the City as reflected in the reengineered processes.
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Strong Project Management, for which Solbourne is widely known, will provide the basis of a
successful implementation and for the mitigation 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 City's approach
to manage organization and cultural change to support the Project. The planning for these
activities occurs in the Readiness Phase of the implementation where the Solbourne Change
Leadership Coordinator, in collaboration with the City's Change Leadership Coordinator(s), will
survey the City's 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 system's success.
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6b. Project Schedule
1. The ERP-Sl must provide a proposed Project Schedule
2. The Project Schedule shall be represented in a Gantt Chart showing proposed
start and end dates or all tasks and subtasks
3. The Project Schedule shall show for each deliverable the time period for City
review and comment, the subsequent time period for correction by Contractor
prior to final submission and deadline for acceptance of the Final version of the
deliverable.
4. The Project Schedule shall provide dates of system migration and City
responsibilities and timeframes. The schedule should be based upon the number
of months after contract signing and should represent "not to exceed" or
guaranteed completion dates. Any contingencies, such as tasks requiring City
effort, should be identified.
5. The ERP-SI must describe its method(s) for accurately tracking project progress.
The following high level plan describes the project schedule. If selected, based on discussions
with the City, a final project schedule will be determined prior to the start of the project.
Financials and Procurement Processes:
Project Start: November 1, 2004
Go -live: July 1, 2005
HR and Payroll Processes:
Project Start: November 1, 2004*
Go -live: January 1, 2006
*The Human Resources Process Consultant/Lead will begin the project with the
Financials/Procurement team in November of 2004 to support the process design and
integration between HR and Financials applications. The remainder of the HR project team will
begin the HR process design in March of 2005.
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12004 1 2005 1 2006
- Financials/Procurement
HR and Payroll
11 Readiness Phase
Process Design Phase
- Validation Phase
Solbourne
integration Phase
■ Transition Phase
Go -Live
- Go -Live and Support Phase
Process Design Phase
Validation
Integration
- Transition Phase
Go -Live
Go -Live &
Support Phase
A high level project plan and Gantt chart have been included below. This plan represents a
sample and estimate for the major tasks anticipated during the project based on the information
provide within the City's RFP and our experience with other public sector organizations. If
selected, the Solbourne and City Project Management team will create a detailed project plan
during the Readiness phase of the implementation. This plan will take into consideration the
final scope, resources, and tasks as determined in the final contract between Solbourne and the
City.
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Deliverables created during the implementation are developed by the project team members
including the Solbourne Process Consultants and City Process Leads. The review process
depends on the nature of the deliverable and the makeup of the team that develops it. For
example, functional deliverables prepared by the Solbourne Process Consultants and City
Process Owners are reviewed internally by the project team members for accuracy and
completeness. Once the deliverable has been approved by the team members, it may require
additional review from the focus groups that are assigned to the team. The focus group
members provide end user community representation which is critical, especially when the
deliverable directly affects their daily operation of the new system (i.e. User Procedures).
After the deliverable has been approved by the project team, it is submitted to the Solbourne
Project Manager for management review. The Solbourne Project Manager checks the
deliverable to make sure it meets the requirements of a Solbourne deliverable for format,
content, and organization. The Solbourne Project Manager then returns the deliverable to the
project team members who are responsible for its completion for final revisions and presentation
to the City's Project Management.
Final acceptance follows the final revision process. In accordance with the City's request each
deliverable will be presented to the City's Project Management for a review period of not Tess
than 10 business days. If revisions are required the City will provide Solbourne with written
notification. Solbourne will make the revisions in the document within 2 business days. Once
the revisions have been completed, the City signs off that the deliverables are accepted. This
process is critical to the completion of the project as the deliverables created by the project
team represent completion of critical milestones in each implementation phase. Once the City
has signed off on all deliverables in each implementation phase, the City is stating that the
phase has been completed to their satisfaction and the project can move into the next phase.
A variety of methods work hand in hand to accurately track the project progress. The project
plan is typically updated with actual work completed on a daily basis by the Solbourne project
manager. These updates come from a variety of sources — feedback and updates from status
reports, status meetings and steering committee meetings. The Solbourne process consultants
work closely with the City of Miami process owners and update the project manager when goals
and objectives are met. These updates could be informal in addition to the weekly status
meetings held with the project manager and team. In addition, the project manager runs
budgetary reports on a regular basis to ensure the project is on track and within the budget.
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6c. Configuration Management
The ERP-Si shall describe the proposed software configuration management activities to
be performed during the life cycle of the project. The response shall include the
following:
9. The responsibilities and authorities for accomplishing the planned software
configuration management activities.
2. Identify the required coordination of software configuration management activities
with other activities of the Project and identify the tools and the resources
required for the execution of the plan.
3. The methods, procedures and automated software and system tools the ERP-Sl
will use to track software inventories and site -based hardware and software
configurations.
Configuration of the Oracle Applications is the primary responsibility of the Solbourne Process
Consultants and the City Process Owners, Configuration is based upon the results of the
Process Design phase of the implementation, and is refined during the Validation and
Integration phases as testing and process refinement drive the need for changes. Solbourne
will produce a setup/configuration 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 Plan developed by the Project Management Team has detailed tasks for
the configuration of each specific instance during the project.
The software configuration management activities will take place on the project are identified as
separate tasks on the detailed project plan. Configuration Changes in one Oracle application
can impact the configuration in another Oracle application due to the integration touch -points
between these applications. Other tasks such as testing, data conversion development,
interface development, workflow development, and report development can be affected by the
configuration of the software. Additionally, application configuration is directly related to tailoring
End User Procedures which are the primary component of End User training courseware. For
this reason, the configuration is carefully 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 Solbourne Process Consultants and
the City Process Owners are responsible for identifying, requesting, executing, and
communicating configuration changes.
Solbourne will also be utilizing the Oracle iSetup application to support configuration
management on the City's implementation. iSetup provides a common database for setup
information that can be copied from the iSetup application to an Oracle instance. By keeping
baseline setup information in a single environment, multiple instance creation and maintenance
time as well as input 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 in more detail below.
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Solbourne recommends the development of four to six instances for the Oracle Applications.
These environments include 1 for development, 1 for test/quality, 1 for user training, 1 for
production and optionally 1 for patch testing and an additional separate instance for technical
development.
Development provides a "playground" for the functional and technical teams to
develop and unit test programs, test setup ideas, and research data.
Development is refreshed from the Test or Production environment on an "as
needed basis". The database is open to authorized project team members
including Solbourne Process Consultants, City Process Owners, 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 prior to moving to
production. All setups that can be scripted should be for this environment.
This environment should remain a duplication of the production database,
refreshed on a pre -determined schedule. It is a closed environment, and only
the DBA should have direct access to the database. Access to the
configuration screens in Test is restricted to team members who are
responsible for configuration in their 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 be used in the
production environment are created and assigned to the appropriate team
members. These authorizations are assigned based on each resource's role
on the project and/or their assigned testing responsibilities.
Production is the actual live data. It is a closed environment, and only the DBA
should have direct access to the database. Project team members should
have access as determined by the project managers and database
administrator.
The patch testing environment would be a copy of the production database and
directory structure where patches and upgrades can be performed and tested
prior to implementation into test and then production. it is refreshed from
production prior to testing each upgrade.
Establishing a user training environment is highly recommended and is
deployed for end user training classes. It is refreshed from production on a
predetermined schedule.
Change control procedures (for such things as custom development requests and installation,
configuration changes, and security modifications), in accordance with leading practices, will be
established and maintained throughout the project lifecycle and into a production environment.
These procedures will be developed to be consistent with any existing change control
procedures at the City.
A detailed configuration management and version control plan will be established on the project.
A sample summary plan is provided for your review using a fictitious client name (City of
Springfield):
al$ Solbourne
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City of Springfield
Instance Summary
COSPCH — Patch
Purpose: An instance to be used for testing patches, upgrades and fixes without
affecting project activities, COSPCH will eliminate the need to shutdown
COSDEV for patch testing.
Creation: COSPCH will be created as required from a clone of COSDEV or
COSTST
Usage: COSPCH will serve as the first patching and fix instance. When a patch
is requested to be applied (patch request form), the issue is replicated in
COSPCH, and the patch is applied to COSPCH to verify effectiveness
• After patch application it is the patch requestor's
responsibility to test the patch effectiveness within 2
business days.
• if the patch fixes the intended issues and causes no other
complications, it can be approved and applied to COSDEV
Backups: Only if required
Longevity: COSPCH will exist as long as the potential for patches is significant
COSDEV — Development
Purpose: An instance to be used for initial development work and functional setup
Creation: COSDEV will initially be a fresh install, and will be refreshed from
COSTST by request to the COS project managers and agreed upon by
the entire project team (functional and technical team members)
Usage: Development and functional setup activities occur first in COSDEV, and
once verified, are manually replicated to COSTST and eventually on to
COSPRD
Patches are requested to be applied to COSDEV after having been
applied to COSPCH to verify patch effectiveness and application
• Patches are applied to COSDEV (patch request form) so as to
minimize project team downtime
• Within one business day after patch completion, the patches are
tested by the requestor for the intended fix
c If the patch fixes the intended problem, and causes no
additional issues, the patch is formally approved by COS
project managers and migrated to COSTST
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o If the patch does not fix the problem, or causes problems
in other functionality, COSDEV is restored to the most
recent backup
Backups: COSDEV will be backed up nightly; the nightly backup tape of COSDEV
is overwritten every 28 days
Longevity: COSDEV will exist indefinitely
COSTST — Test
Purpose: An instance to test and verify development work and setups, and the CRP
instance. Additionally, COSTST could be used for training activity.
Creation: COSTST will be a fresh install.
Usage: Development, setups, and patches (patch request form) approved from
COSDEV will be manually replicated in COSTST, verified and tested.
Training will occur in COSTST only after a full, backup of COSTST has
occurred. Training requiring the manipulation of data outside of normal
testing activities should be deferred to COSTRN (see below)
Backups: COSTST will be backed up weekly or at that time when the functional and
development team requests a backup and prior to beginning training.
Longevity: COSTST will exist indefinitely.
COSPRD — Production
Purpose: City of Springfield' live business instance
Creation: COSPRD will be a fresh install
Usage: Patches (patch request form), development work, and setups approved
from COSTST are manually replicated to COSPRD
Testing and/or training do not occur in COSPRD
Backups: COSPRD will be backedup at a minimum nightly
Longevity: Ongoing
Purpose:
Creation:
COSTRN - Training
An additional standalone training instance will help ease the requirements
of COSTST
COSTRN will be created as a clone from COSTST or COSDEV
+!r Solbourne
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Usage:
COSTRN will be prepared for training and then fully backed up (cold)
COSTRN will be restored from backup as required for ongoing training
Backups: As required
Longevity: COSTRN will exist based on COS's continuing training needs
$ Solbourne
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6d. Issue Management
Issue Management shall be performed with an issues database.
As issues are identified by the project team during the implementation process, they are
documented in periodic status reports or reported directly to the project management team for
inclusion in the system issue log. Each issue is documented with the following information:
1. Date Logged
2. Application Area
3. Issue Description
4. Individual/Team Responsible
5. Status
6. Priority
7. Affects
8. Resolution Plan Description
9. Actual Resolution Description
10. Planned Resolution Date
11. Actual Resolution Date
Issues are discussed on a 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. An issue can further be classified in the following
ways:
1. Requires Key Issue Document
2. Requires Steering Committee Review and Resolution
Issues that require a `Key Issue Document' are classified this way because they could
potentially affect the project scope, timeline, or cost. These issues are documented in a greater
level of detail and multiple resolution options are presented. Once the document is completed,
it is submitted to project management for review. If the Project Management 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.
$ Solbourne
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6e. Work Standards
The ERP-SI shall describe its proposed approach, including specific tools, for the
development and maintenance of City specific documentation (e.g. business process
maps, business rules).
The Foundation Methodology includes a pre -defined network folder structure for all
documentation associated with the project. The structure is designed to provide easy and
intuitive access to the project documentation. During the Readiness phase of the project, the
Solbourne Project Manager will copy the directory and all associated documents and templates
onto the City's 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 of the deliverables that
will be produced on the project are pre -defined or are created with templates. By using
documentation templates, 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.
Solbourne will provide samples of the deliverables to City Project Management for review and
approval of content and format.
Solbourne utilizes a variety of templates based on standard Microsoft Office tools (Project,
Word, PowerPoint, Excel and Access) and MS Visio to create and maintain City -specific project
documentation. These templates are used throughout our entire methodology for the following
items:
Functional
• Current Process Questionnaires
• Business Process Flows
• Process Solution Narratives
• Business Process Index
• Business Process Walkthrough Presentations
• Oracle Setup Documents
• Validation and Integration Test Plans
• Validation and Integration Test Scripts
• User Responsibility Matrix
• Cutover Plan
Technical
• Technical Development Plan
• Macros and Data Load
• Technical Design Documentation
Education
• Education Workplan
• Education Strategy
• Process Owner Training Presentations
• Process Owner Training Exercises
• Course Outlines
• Curriculum Plan
• User Procedures
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• User Class Presentations
• User Exercises
• User Job Aids
• User Scheduling and Logistics
• Ongoing Education Plan
• Help Desk Strategy
Change Management
• Change Readiness Survey
• Change Management Plan
• Department Impact Analysis
in addition to standard Microsoft Office tools, Solbourne also utilizes Oracle Tutor when
requested to develop detailed business process documentation.
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6f. Proiect Deliverables
The ERP-S1 shall describe its internal deliverable review processes for assurance of
deliverable quality. In addition to describing the deliverable development process, the
ERP-SI shall include all internal checks and reviews performed prior to deliverable
submission and indicate the staff responsible at each stage of review.
ERP-SI shall provide a list of deliverables associated with the project by project phase
using the table below. Include a description of the deliverable with a suggested table of
contents, and when the deliverable will be available.
Provide samples for all deliverables that will be produced as part of the integration
services proposal. These deliverables should be identified In the Integration Services
Costs portion of this document with its respective cost and payment schedule. In
addition, the hourly rates per resource must be disclosed.
Project Phase
Phase I
Deliverable Name
Description and Table of
Contents
Due Date
Readiness
Completed Process
Questionnaires
Business Process
Questionnaires by functional
area which have been
completed by the City's Process
owners
11/01/2004
Readiness
Change Readiness
Survey
Survey to capture information in
the areas of communications,
training, management
sponsorship, and determine key
audiences and stakeholders
impacted by the change
process.
11/01/2004
Readiness
Master Project Plan
Detailed overall comprehensive
Project Plan containing City and
Solbourne resources'
responsibilities
11/12/2004
Readiness
Quality Assurance
Report
Report created by the
Solbourne QA resource
providing an assessment of the
project's preparedness for
progressing to the Process
Design Phase
11/12/2004
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Project Phase
Readiness
Deliverable Name
Change Readiness
Report
Description and Table of
Contents
Includes the results of the
Change Readiness Surveys and
identifies next steps and
recommendations for the
Change Management Plan
Due Date
11/12/2004
Process Design
Project Team
Orientation
Meeting/Presentation to Orient
Client and Consultant team to
project standards, SOW, project
technical architecture,
communication etc.
11/15/2004
Process Design
Organizational
Kickoff
Meeting/Presentation to broader
11/15/2004
Client audience to introduce the
project to the organization and
create momentum and
enthusiasm for the project
Process Design
Change
Management Plan
Document describing the
11/19/2004
specific change management
activities and deliverables that
will be completed during the
implementation. It includes a
proiect plan showing detailed
tasks, resources, etc. which is
incorporated into the Master
Project Plan
Process Design
Education Needs
Assessment
Surveys to capture an
understanding of the City's
education landscape. The
needs assessment surveys and
interviews cover all aspects of
the education program.
11/19/2004
Process Design
Education Strategy
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.
12/15/2004
i
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Project Phase
Process Design
Deliverable Name
Business Process
Flows
Description and Table of
Contents
Flow charts representing
Due Date
11/30/2004
Oracle -based leading business
processes modified as
necessary to the Citv's
requirements
Process Design
Process Design
Narrative
Description of the City's
11/30/2004
Business Processes that
Supplements the Business
Process Flows
Process Design
Technical
Development
Project Plan
Detailed Project Plan containing
City and Solbourne technical
development resources'
responsibilities
12/24/2004
Process Design
Final Technical
Development
Inventory
Listing of all technical
development items
12/24/2004
Process Design
Education Project
Plan
Project Plan showing detailed
tasks, resources, etc. related to
the project end user training
program which is incorporated
into the Master Project Plan
12/29/2004
Process Design
Project Team
Training in the Oracle
12/31/2004
Training
applications conducted by the
Solbourne Process Consultants
for the Citv's Process Owners
and Focus Group members.
Process Design
Set Up Document
Documentation of the Oracle
1/14/2005
application configuration
decisions based upon the Citv's
Business Process
Requirements
Process Design
Responsibility
Matrix
Spreadsheet documenting the
1/14/2005
Citv's Oracle end user roles and
security access mapped to the
applicable City employees
0, Solbourne
ORACLE'
160
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Project Phase
Process Design
.
Deliverable Name
Configured Test
Description and Table of
Contents
Oracle Instance configured per
Due Date
1/21/2005
System
the Citv's Business Process
requirements to be used for
validation testing
Process Design
Department Impact
An identification of the business
process changes resulting from
the implementation
1/21/2005
Analvsis
Process Design
Roles and
Documentation of new job roles
and responsibilities for
personnel as they relate to the
use of the new system
1/21/2005
Responsibilities
Definitions
Process Design
Help Desk Strategy
Structure and tools to be used
to provide support for the City's
Oracle end users in a
production environment
1/21/2005
Process Design
Quality Assurance
Report created by the
Solbourne QA resource
providing an assessment of the
project's preparedness for
progressing to the Validation
Phase
1/21/2005
Report
Validation
Department Impact
Report
Document containing detailed
1/31/2005
information on the
organizational impact of the
implementation, including
information on policy,
procedure, training, equipment,
facility, workload, and staffing
impacts.
Validation
User Procedure
Matrix
Spreadsheet used to track the
1/31/2005
customizing of the Solbourne
provided End User Procedure
templates by the Citv's Process
Owners in preparation for End
User training
$ Solbourne
ORACLE'
161
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Project Phase Deliverable Name
Validation
Validation
Validation
Final Technical
Specification
Documents
Curriculum Plan
Executed Validation
Test Scripts
Description and Table of Due Date
Contents
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.e.
conversions, interfaces, reports,
etc.
Document containing a
descriptive narrative of each
course including the course
objectives, prerequisites,
duration and materials that will
be used
Modular or prototype testing
with limited conversion and
interface data
2/4/2005
2/7/2005
2/14/2005
Validation
Validation
Validation
Unit Tested
Technical
Development
Inventory
Updated Test
System
Quality Assurance
Report
Testing by developers to ensure
that the code is functioning per
the Technical Development
Specification without errors
Oracle Instance configured per
the Citv's Business Process
requirements modified based
upon the results of the validation
testing to be used for integration
testing
Report created by the
Solbourne QA resource
providing an assessment of the
project's preparedness for
progressing to the Integration
Phase
2/25/2005
2/25/2005
2/25/2005
$ Solbourne
ORACLE'
162
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Project Phase Deliverable Name
Integration
Integration
Train -the -Trainer
Workshop and
Content Review
Completed End
User Training
Materials
Description and T able of Due Date
Contents
Workshop conducted by the
Solbourne Education
Consultants to train the City's
trainers in the requirements for
teaching adults in preparation
for the execution of the End
User training plan. Also
included is content review of the
course material with the City's
trainers
Courseware created by
Solbourne's trainers to be used
in the execution of the End User
training plan and typically
composed of a PowerPoint,
User Procedures, Exercises,
Job Aids, and Instructor Guides
3/15/2005
4/26/2005
Integration
Executed
Integration Test
Scripts
Comprehensive end -to -end
testing with full conversion and
interface data, and all other
technical development items
5/6/2005
Integration
Integration
Integration
Configured
Production System
Quality Assurance
Report
Cutover Plan
Oracle Instance configured per
the Citv's Business Process
requirements modified based
upon the results of validation
and integration testing
Report created by the
Solbourne QA resource
providing an assessment of the
project's preparedness for
progressing to the Transition
Phase
Supplemental Project Plan for
the transition from the City's
legacy system leading to go live
in the Oracle production system
detailed at a daily and hourly
level
5/20/2005
5/20/2005
5/20/2005
$ Solbourne
ORACLE'
163
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Project Phase
Transition
Deliverable Name
Completed End
User Training
Description and Table of
Contents
Completion of the training of all
City end users (core, casual,
and informational) and external
users (vendors, etc.) so they are
prepared for using the Oracle
application to perform their jobs
at go live
Due Date
6/17/2005
Transition
Completed
Technical
Development
Inventory in
Production
Migration of all development
code to the production instance
ready for use in the execution of
the Cutover Plan
6/17/2005
Transition
User Acceptance
Testing
Testing by the City's resources
on a copy of the production
instance on the production
server using the City's and/or
auditors' prescribed scripts
6/17/2005
Transition
On -going Education
Strategy
Document that outlines a
training plan to address on-
going training needs
6/17/2005
Go -Live and
Support
Go -Live
7/1/2005
Go -Live and
Support
Post Go -Live
Support
Solbourne Process Consultants
and City Process Owners'
Support for initial transactions in
the production system
7/8/2005
Go -Live and
Support
Final Quality
Assurance Report
Report created by the
Solbourne QA resource
providing an assessment of the
project's overall success and
documentation of any remaining
open issues
8/5/2005
Go -Live and
Support
Support for First
Month End Close
Solbourne Process Consultant's
Support for the first Month- End
Close process
8/8/2005
Solbourne
ORACLE'
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September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Project Phase
Go -Live and
Support
Deliverable Name
Support for Quarter
End Close
Description and Table of
Contents
Due Date
Solbourne Process Consultant's 9/30/2005
Support for the first Quarter -
End Close process
Go -Live and
Support
Support for Year
End Close
Solbourne Process Consultant's
Support for the first Year -End
Close process
1/6/2006
Phase II
Process Design
Project Team
Orientation
Meeting/Presentation to Orient
Client and Consultant team to
project standards, SOW, project
technical architecture,
communication etc.
3/7/05
Process Design
Process Design
Organizational
Kickoff
Change
Management Plan
Meeting/Presentation to broader
Client audience to introduce the
proiect to the organization and
create momentum and
enthusiasm for the proiect
Document describing the
specific change management
activities and deliverables that
will be completed during the
implementation. It includes a
proiect plan showing detailed
tasks, resources, etc. which is
incorporated into the Master
Project Plan
3/7/05
3/11/05
Process Design
$ Solbourne
Education Needs
Assessment
ORACLE'
Surveys to capture an
understanding of the City's
education landscape. The
needs assessment surveys and
interviews cover all aspects of
the education program.
165
3/11/05
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Project Phase
Process Design
Deliverable Name
Education Strategy
Description and Table of
Contents
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.
Due Date
4/6/05
Process Design
Business Process
Flows
Flow charts representing
4/8/05
Oracle -based leading business
processes modified as
necessary to the Citv's
requirements
Process Design
Process Design
Narrative
Description of the Citv's
4/8/05
Business Processes that
Supplements the Business
Process Flows
Process Design
Education Project
Plan
Project Plan showing detailed
tasks, resources, etc, related to
the project end user training
program which is incorporated
into the Master Project Plan
5/4/05
Process Design
Project Team
Training in the Oracle
5/12/05
Training
applications conducted by the
Solbourne Process Consultants
for the Citv's Process Owners
and Focus Group members,
Process Design
Set Up Document
Documentation of the Oracle
5/27/05
application configuration
decisions based upon the Citv's
Business Process
Requirements
$ Solbourne
ORACLE
166
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Project Phase Deliverable Nance
Process Design
Process Design
Waikthrough
Description and Table of Due Date
Contents
Power Point Presentation by the
City's Process Owners
supported by the Solbourne
Process Consultants to the
City's Focus Groups and other
key Stakeholders to confirm the
understanding of the Business
Process Requirements
5/27/05
Process Design
Responsibility
Matrix
Spreadsheet documenting the
City's Oracle end user roles and
security access mapped to the
applicable City employees
5/27/05
Process Design
Technical
Development
Project Plan
Detailed Project Plan containing
City and Solbourne technical
development resources'
responsibilities
6/3/05
Process Design
Final Technical
Development
Inventory
Listing of all technical
development items
6/3/05
Process Design
Configured Test
System
Oracle Instance configured per
the City's Business Process
requirements to be used for
validation testing
6/3/05
Process Design
Department Impact
Analysis
An identification of the business
process changes resulting from
the implementation
6/3/05
Process Design
Roles and
Responsibilities
Definitions
Documentation of new job roles
and responsibilities for
personnel as they relate to the
use of the new system
6/3/05
Process Design
Help Desk Strategy
Structure and tools to be used
to provide support for the City's
Oracle end users in a
production environment
6/3/05
'' Solbourne
ORACLE'
167
September 15, 2004
City of Miami
Response to REP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Project Phase
Process Design
Deliverable Name
Quality Assurance
Description and Table of
Contents
Report created by the
Solbourne QA resource
providing an assessment of the
project's preparedness for
progressing to the Validation
Phase
Due Date
6/3/05
Report
Validation
Final Technical
Specification
Documents
Document that captures the
6/23/05
functional and technical
specifications and the results of
the developer's unit testing for
each item on the Technical
Development Inventory, i.e.
conversions, interfaces, reports,
etc.
Validation
Unit Tested
Testing by developers to ensure
6/28/05
Technical
that the code is functioning per
Development
the Technical Development
Inventory
Specification without errors
Validation
Department Impact
Report
Document containing detailed
6/28/05
information on the
organizational impact of the
implementation, including
information on policy,
procedure, training, equipment,
facility, workload, and staffing
impacts.
Validation
User Procedure
Matrix
Spreadsheet used to track the
6/28/2005
customizing of the Solbourne
provided End User Procedure
templates by the Citv's Process
Owners in preparation for End
User training
Validation
Curriculum Plan
Document containing a
7/5/05
descriptive narrative of each
course including the course
objectives, prerequisites,
duration and materials that will
be used
♦+ Solbourne
ORACLE
168
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Project Phase
Validation
Deliverable Name
Executed Validation
Description and Table of
Contents
Modular or prototype testing
Due Date
7/12/05
Test Scripts
with limited conversion and
interface data
Validation
Updated Test
System
Oracle Instance configured per
7/22/05
the City's Business Process
requirements modified based
upon the results of the validation
testing to be used for integration
testing
Validation
Validation
Walkthrough
Presentation to the City's Focus
7/22/05
Groups and other key
Stakeholders by the Citv's
Process Owners using the
Oracle applications to confirm
that the system meets the Citv's
Business Process
Requirements
Validation
Quality Assurance
Report
Report created by the
Solbourne QA resource
providing an assessment of the
project's preparedness for
progressing to the Integration
Phase
7/22/05
Integration
Train -the -Trainer
Workshop and
Content Review
Workshop conducted by the
Solbourne Education
Consultants to train the City's
trainers in the requirements for
teaching adults in preparation
for the execution of the End
User training plan. Also
included is content review of the
course material with the City's
trainers
8/16/05
Integration
Completed End
User Training
Materials
Courseware created by
Solbourne's trainers to be used
in the execution of the End User
training plan and typically
composed of a PowerPoint,
User Procedures, Exercises,
Job Aids, and Instructor Guides
10/25/05
$ Solbourne
ORACLE`
169
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Project Phase
Deliverable Name
Executed
Integration Test
Scripts
Description and Table of
Contents
Comprehensive end -to -end
testing with full conversion and
interface data, and all other
technical development items
Due Date
10/28/05
Integration
Integration
Configured
Production System
Oracle Instance configured per
11/25/05
the City's Business Process
requirements modified based
upon the results of validation
and integration testing
Integration
Quality Assurance
Report
Report created by the
Solbourne QA resource
providing an assessment of the
project's preparedness for
progressing to the Transition
Phase
11/25/05
Integration
Cutover Plan
Supplemental Project Plan for
the transition from the City's
legacy system leading to go live
in the Oracle production system
detailed at a daily and hourly
level
11/25/05
Transition
Completed End
User Training
Completion of the training of all
City end users (core, casual,
and informational) and external
users (vendors, etc.) so they are
prepared for using the Oracle
application to perform their jobs
at go live
12/30/05
Transition
Completed
Technical
Development
Inventory in
Production
Migration of all development
code to the production instance
ready for use in the execution of
the Cutover Plan
12/30/05
Transition
User Acceptance
Testing
Testing by the City's resources
on a copy of the production
instance on the production
server using the City's and/or
auditors' prescribed scripts
12/30/05
$ S0 }011l'110
(]R/�[�.,E 1
170
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Project Phase
Transition
Deliverable Name
On -going Education
Strategy
Description and Table of
Contents
Document that outlines a
training plan to address on-
going training needs
Due Date
12/30/05
Go -Live and
Support
Go -Live
1/2/06
Go -Live and
Support
Post Go -Live
Support
Solbourne Process Consultants
and City Process Owners'
Support for initial transactions in
the production system
1/6/06
Go -Live and
Support
Support for First
Month End Close
Solbourne Process Consultant's
Support for the first Month- End
Close process
2/1/06
Go -Live and
Support
Support for
Processing Two
Complete Payroll
Cycles
Solbourne Process Consultants'
Support for the first two payroll
cycle processing in the
production system
2/1/06
Go -Live and
Support
Final Quality
Assurance Report
Report created by the
Solbourne QA resource
providing an assessment of the
project's overall success and
documentation of any remaining
open issues
3/2/06
Go -Live and
Support
Support for Year
Payroll Processing
Solbourne Process Consultant's
Support for the first Year -End
Close process
1/1/07
Deliverables created during the implementation are developed by the project team members
including the Solbourne Process Consultants and City Process Owners. The review process
depends on the nature of the deliverable and the makeup of the team that develops it. For
example, functional deliverables prepared by the Solbourne Process Consultants and City
Process Owners are reviewed internally by the project team members for accuracy and
completeness. Once the deliverable has been approved by the team members, it may require
additional review from the focus groups that are assigned to the team. The focus group
members provide end user community representation which is critical, especially when the
deliverable directly affects their daily operation of the new system (i.e. User Procedures).
After the deliverable has been approved by the project team, it is submitted to the Solbourne
Project Manager for management review. The Solbourne Project Manager checks the
Solbourne
ORACLE`
171
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
deliverable to make sure it meets the requirements of a Solbourne deliverable for format,
content, and organization. The Solbourne Project Manager then returns the deliverable to the
project team members who are responsible for its completion for final revisions and presentation
to the City's Project Management.
Final acceptance follows the final revision process. In accordance with the City's request each
deliverable will be presented to the City's Project Management for a review period of not Tess
than 10 business days. If revisions are required the City will provide Solbourne with written
notification. Solbourne will make the revisions in the document within 2 business days. Once
the revisions have been completed, the City signs off that the deliverables are accepted. This
process is critical to the completion of the project as the deliverables created by the project
team represent completion of critical milestones in each implementation phase. Once the City
has signed off on all deliverables in each implementation phase, the City is stating that the
phase has been completed to their satisfaction and the project can move into the next phase. A
sample deliverable acceptance form is included in Appendix C of this proposal. The wording on
this acceptance form can be modified to include the City's desired certification: "I certify that this
deliverable has been prepared in accordance with the relevant terms and conditions of the
Agreement", signatories and other standards defined by the City.
A list of all project deliverables 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 on the projected start date of the City's implementation. Samples of these
deliverables are provided in Appendix C and are also identified in the Integration Services Costs
portion of this response along with the payment schedule and resource hourly rates.
to Solbourne
ORACLE'
172
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
6q. Project Organization and Staffing
The City anticipates that the ERP-S! will propose a project team composed of the best -
qualified staff for the Project. Given the size, scope and complexity of the Project, it is
important that the Project be staffed and organized to work most effectively. The City
reserves the right to Interview each member of the proposed project team. The ERP-SI
shall provide the following information on the proposed project team for the Project,
including all Subcontractor staff:
1. Provide name(s) and resume(s) of the individuals) who would potentially be
designated as staff for this project, including roles and responsibilities of each
recommended resource.
2. Provide assumptions for estimating the staff resources necessary to meet the
needs of the Project, including total number of full time equivalent staff in the
various positions proposed, summaries of the number, level and type of staff for
each task and subtask in the project work plan.
3. Provide a list of the names, role/positions, responsibilities, onsite hours per
month and duration of assignment for each of your personnel that may be
assigned to the Project.
The table below contains the names, roles, hours per month, and duration of potential
Solbourne staffing for the City's implementation project. Profiles for these resources follow the
table.
Solbourne has very relevant experience in estimating the requisite staffing and other resource
needs for several other projects of similar size and scope to the City. These projects include
City of St. Petersburg, FL, Yuma County, AZ, Louisville Water Company, KY, City of Oakland,
CA, and City of Las Vegas, NV. In addition we have the added benefit for the City of the
lessons learned from these projects that we are leveraging in this proposal for the City.
Additionally, the staffing level for the City is predicated on the start date of the Project being
November 1, 2004 and is based upon the scope of the Project as defined in the Project Scope
portion of the sample Statement of Work of this proposal. This scope was derived from the
responses to the City's requirements in the ERP-SI Functionality Response. The start date,
scope, and City and Solbourne roles were used to develop the tasks and subtasks in the Project
Schedule/Plan included in the Project Schedule section of the Technical Requirements
Response.
Person
David Dancesia
MEMO
Role/Position
Project Manager
Project QA
Hours Per Mo.
160
40
Duration
16 Months
16 Months
$ Solbourne
ORACLE'173
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Person
Jan Edwards
Role/Position
Change Leadership and
Education Coordinator
Hours Per Mo.
160
Duration
15 Months
Wendie McKnelly
Education Consultant
160
5 Months
Cindy Harpring
GL & FA Consultant
160
10 Months
Ron Petet
AR/Billing Consultant
160
10 Months
Don Kohl
Purchasing Consultant
160
10 Months
Robert Henderson
AP/iSupplier/iExpenses
Consultant
160
8 Months
Debbie Fox
Treasury/Cash Mgmt
Consultant
160
5 Months
Gary Webb
Grants Management
Consultant
160
8 Months
Mickey Paduda
Projects/Project
Contracts Consultant
160
8 Months
Connie Finck
HR Lead
160
16 Months
Ann Lamb
Payroll Consultant
160
12 Months
Paul Arsenault
Benefits Consultant
160
12 Months
Ken Carpenter
Labor Distribution
Consultant
160
4 Months
John Espinoza
Budgeting Consultant
160
4 Months
Dave Moore
DBA/Network &
Performance Analyst
80
6 Months
9 Months
Marc Lassaux
DBA/Network &
Performance Analyst
80
5 Months
Jeff Aikman
HRMS Technical Lead
160
11 Months
Naveen Yeturu
Financials Technical
Developer
160
5 Months
1 So1b{>urne
ORACLE'
174
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Pelson
Greg Rhoades
Role/Position
Portal Signal Sign -on
Architect
Hours Per Mo.
160
Duration
1 Month
Profiles for the above named resources are provided below.
orSolbourne
ORACLE'
175
September 15, 2004