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HomeMy WebLinkAboutSolbourne Oracle pg 1-108City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator September 13, 2004 Ms. Priscilla A. Thompson, City Clerk City of Miami Office of the City Clerk 3500 Pan American Drive First Floor Miami, FL 33133-5504 RE: ERP Software Systems Integrator, RFP NO, 03-04-151 Solbourne Computer, Inc. (hereafter "Solbourne") is pleased to forward herewith its response to Request for Proposal (RFP) No 03-04-151. Our submission consists of two (2) complete soft copies on two (2) CD's, Eight (8) complete hard copies, and One (1) original and one (1) copy of Required City Forms. Solbourne's proposal reflects more than a decade of experience implementing Oracle Applications at nearly 170 customers. Our goal is to deliver the E-Business Suite of applications to achieve the City of Miami's (City) objectives while minimizing risk, reducing total cost of ownership, protecting your investment, and capitalizing on the City's BPR study. In submitting this Proposal as the Prime, Solbourne meets the mandatory conditions the City has outlined and will clarify these throughout our proposal: 1. Prime ERP-SI must have been the Prime ERP-Sl on a successful Oracle E-Buslness Suite implementation within the last two 121 years. Solbourne has successfully implemented the Oracle E-Business Suite for seven (7) state and local government customers in the past two (2) years. Our most recent project at the City of St. Petersburg went live on August 16, 2004. We understand that both the City of St Petersburg and the City of Miami are very similar in scope and believe that this experience can bring great value to Miami's implementation. The value that our partnership with the City of St. Petersburg brings is explained more clearly throughout the proposal. 2. Prime ERP-SI must have experience on a successful ERP implementation within the Public Sector within the last five (5) years. Solbourne has successfully completed 27 ERP implementations within the Public Sector within the past five (5) years. Solbourne has served the Public Sector since 1994 and has over 50 implementations in state and local government that can be leveraged to the benefit of the City of Miami. In fact, one of Oracle's first Public Sector applications clients was Douglas County Schools in Colorado. Douglas County Schools, like most of our clients, have repeatedly turned to Solbourne to assist them with their Oracle initiatives. Solbourne ORACLE' 1 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator 3. Prime ERP-SI and its sub -contractors will perform a majority of the services contracted on site at the City of Miami. Miami Riverside Center and/or Miami Police Department.facllitles. Solbourne agrees to perform a majority of the services on site at the City of Miami. 4. Prime ERP-SI must be a member of the "Oracle Partner Network". Solbourne is a member of the Oracle Partner Network and has achieved the highest status of "Certified Advantage Partner". Oracle says the following about Solbourne as a partner; "Over the years, Oracle and Solbourne have established a long-term partnership dedicated to delivering tailored solutions for the public sector, focusing on customer success and return on technology investment. Solbourne continues to be a leader in delivering innovative, value based solutions to Oracle's public sector clients. Their reputation and track record of success demonstrates their commitment to this industry and differentiates them from other service providers." David Natelson Vice President, State and Local Application Sales Oracle Corporation Our objective is to cultivate long-term partnerships with our customers and we share this commitment to help improve their systems and processes. We welcome the opportunity to develop this type of relationship with the City of Miami. The Solbourne project team that we have proposed for this project includes several consultants that have previously provided services for the City of St Petersburg and the City of West Palm Beach. These consultants understand the needs of city government, including unique State of Florida requirements, and have unmatched experience in implementing the Oracle E-Business Suite in the Public Sector. In submitting this bid, the City will note that Solbourne is the Prime Contractor. At this time, we have elected not to partner with another integration firm. Solbourne has carefully considered this decision and would like the City to clearly understand our position. The key points are as follows: Our Focus Solbourne's purpose is to deliver Oracle -based enterprise solutions to government organizations. Our commitment to Oracle and the public sector is unmatched. For the past 11 years, Solbourne has been providing Oracle Application consulting services for more than 170 customers, including over 50 projects with public sector and quasi -public sector agencies. in addition, we have delivered projects on the current version of the E-Business suite to more than 30 customers. In fact, Solbourne has delivered more projects over a longer period of time to public sector and quasi -public sector agencies than any other Oracle implementation service provider. More than 90 percent of these projects have been completed with Solbourne as the prime contractor. Our organization has the experience and skills to lead the City of Miami to a successful implementation of the Oracle E- Business Suite. $ Solbourne ORACLE" 2 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Partnership Efficiency Poorly planned partnerships can introduce inefficiencies that increase both the risk and cost of the City's implementation. How often have these organizations worked together? How does each organization define a leading practice? What methodology will each firm use? in Solbourne's experience, the only effective partnerships are those that have multiple examples of successful implementations in which they have worked together. Unfortunately, this is rarely the case. More times than not, customers end up with consulting firms that have not worked together and the end result is unnecessary finger -pointing when issues arise. This is not in the best interest of any customer. We do understand that the City has worked with other service providers in the recent past, and, if the City is interested in combining Solbourne's experience and knowledge, with that of another firm, we would welcome the opportunity to explore such options. We have successfully partnered with other firms and would take direction from the City if it would increase the value of our services. Cost From an economic perspective, the Prime Contractor must mark up the work of all subcontractors to ensure that their burden of risk, as the prime, is covered financially. Since the firms involved in the City's proposal process have historically been on the upper end of consulting rate structures, the net result will significantly increase the cost of the project. We appreciate the opportunity to respond to your requirements and we look forward to providing quality consulting services in the future. Should you have any questions or require additional information, please contact Stacie Henn at the information provided below: Stacie Henn, Director of Public Sector Solbourne Computer, Inc. 12600 Deerfield Parkway, Suite 100 Alpharetta, GA 30004 (678) 566-3710 phone (678) 566-3551 fax (404) 403-7217 cell shenn@solbourne.com This proposal will remain valid for acceptance for a period of One Hundred and Eighty (180) calendar days from the proposal due date. We are committed to delivering the services described herein and agree to enter into a written contract, on the basis of this proposal, with the City of Miami if selected. Sincerely, John Cavins Vice President Solbourne Computer, Inc. ISolbourne ORACLE' 3 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Executive Summary Solbourne is uniquely qualified to partner with the City of Miami. Here's why. Unmatched Experience - "We know City Government" Experience and respect doesn't come because you have signed up as a Premier Oracle Partner. It is earned by working with Local Governments for as long as we have. Our core focus for the past 11 years has been providing Oracle solutions to Cities, Counties, School Districts, and Special Districts. Our 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. In addition, to a variety of organizations throughout the United States, Solbourne has one key qualification relevant to Miami that no one else can provide. We have implemented the Oracle E-Business Suite at three Florida cities: St Petersburg, West Palm Beach and Port St. Lucie (Utility Department). Unmatched Expertise - "We know Oracle" Solbourne is the only vendor that can rely 100 percent on our own references to support the solution footprint required by the City. Solbourne has been implementing Oracle applications since 1994. In that time we have implemented all of the applications applicable to the Public Sector. Our three most recent projects, all successful, utilized the application footprint included in this proposal. Those organizations (City of St Petersburg, Yuma County and Louisville Water Company) implemented the E-Business Suite including Advanced Benefits, I -Procurement, I -Learning, Sourcing, I Supplier Portal, Grants, and Self - Service HR. In addition, the City of St Petersburg represented the first implementation of I -Recruitment in the public sector. 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. Our goal is to establish realistic expectations surrounding the scope, resources and budget required to meet the City's objectives. Due to the nature of the recent procurement process, Solbourne believes that the City must closely evaluate all proposals to ensure that the City's expectations are aligned with the consulting firm. Solbourne would encourage the City to evaluate the other firm's abilities and successes in delivering projects on time and on budget with little to no change orders. As a point of reference, the three projects discussed earlier (City of St Petersburg, Yuma County and Louisville Water Company) were completed with zero change orders relative to the original scope of work. Each of aforementioned organizations engaged Solbourne for additional services to support applications not included in the original RFP. The experience of these three organizations is consistent with our track record over the past decade. We understand our client's organization and what they are able to handle, yet effectively manage to those expectations. Flexibility- "We're Easy to Work With" While we feel confident in our ability to deliver the scope of services being proposed with Solbourne consultants, we would be willing to partner with other service providers at the City's request. We understand that the City has worked with other service providers in the recent past, and, if the City is interested in combining Solbourne's experience and knowledge, with that of another firm, we would welcome the opportunity to explore such options. When done properly, partnerships can be successful and we would take direction from the City if it would increase the value of our services. $ Solbourne ORACLE' 4 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Relationships — "We Work with Your Peers" Regardless of its decision in selecting an implementation partner, the City has a unique opportunity to leverage Oracle's strong presence in central and southern Florida. The following organizations are currently using Oracle Applications: St Petersburg, West Palm Beach, Port St. Lucie, Pinellas County, Greater Orlando Aviation Authority, Palm Beach Sheriffs Office, and Hillsborough County Aviation Authority. Solbourne, as a partner to several of these organizations, is interested in organizing a Florida Oracle Local Government Network with these entities. Several have expressed interest in this initiative, and this collaboration will provide significant value to all participants. Our focus on Oracle Applications and Local Government, make us the ideal partner to organize this effort. About Solbourne Solbourne, headquartered in Boulder, Colorado with regional offices in Atlanta, Dallas, and Phoenix has implemented Oracle Applications for more than 170 customers, including more than 50 in State and Local Government. This body of work has enabled us to develop implementation accelerators, standardized process templates, and end user education deliverables that have been optimized for public sector and quasi -public sector organizations. In addition, our approach includes the steps necessary for our customers to attain self-sufficiency, which is critical in their ability to provide support for end users. Achieving self-sufficiency is also critical to our customer's ability to continuously improve processes, adapt the applications in support of new initiatives, and implement new functionality as it becomes available. As a mid -sized organization focused on delivering innovative, world -class solutions to Public Sector organizations, we can provide outstanding value to the City of Miami as a partner on this project. We are confident in our combined ability to deliver this project with successful results. Additionally, we pride ourselves on being easy to work with and demonstrate commitment to our customers' success by doing "whatever it takes" during the implementation and beyond. Our implementation approach integrates all aspects of an effective methodology including project management, process design, application configuration, technical development, testing, technical administration, education, and transition support. Solbourne anticipates that other vendors, particularly larger integrators, will consider our size to be a risk to the City. Solbourne has over 100 consultants dedicated specifically to our Oracle Public Sector practice. As this is a legitimate question, Solbourne would provide the following example of our bandwidth capabilities. During the City of St. Petersburg implementation, Solbourne had several other projects ongoing at the same time: Yuma County, Louisville Water Company, Chicago Public Schools, City of Las Vegas, City of Oakland, NJ Meadowlands, and several private sector clients. In summary, Solbourne absolutely has both the skills and headcount to support the City's Oracle E-Business Suite implementation. Can any other vendor give you these examples of bandwidth in the public sector market? Our objective is to cultivate long-term partnerships with our customers based on our commitment to their success. Throughout the United States, these partnerships have enabled Solbourne to stand out in the public sector market as an Oracle premier partner. Oracle has recognized Solbourne for its commitment and success by awarding us the Oracle Partner of the Year in 2002 for the western region of the US. We are also an Oracle Certified Solution Partner and have been since 1994. Summary of Proposal Solbourne proposes to implement a world -class solution based on our experience with Oracle Applications in the Public Sector, which will to address the business and technical needs described in the it i+ Solbourne ORACLE'5 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator City's RFP for ERP System implementation. Our proposed solution will provide the City with an integrated, enterprise -wide application which wilt streamline and standardize processes and provide users with timely and accurate information. The result will be a system that is easy to use, leverages best practices, eliminates redundant data entry, is upgradeable because of the City's determination to be Vanilla, and supports decision making at all levels. Scope and Schedule 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 ✓ Accounts Payable 1 iSupplier Portal ✓ iExpenses ✓ Fixed Assets ✓ Purchasing ✓ iProcurement ✓ Sourcing 1 Inventory ✓ Grants Management ✓ Projects 1 Project Contracts Phase II — Oracle HRMS/Payroll, Budget Start Date: November 1, 2004 Go -Live: January 1, 2006 ✓ Human Resources ✓ Self Service HR ✓ Advanced Benefits ✓ Payroll ✓ Labor Distribution ✓ iLearning ✓ iRecruitment ✓ Public Sector Budgeting Project Organization Consistent with Solbourne's role as the single point of accountability during the implementation, overall project management and quality assurance for the project team will be provided by Solbourne, in partnership with the City's Project Manager, Solbourne's Team Lead, and the Executive Steering Committee. In addition, the comprehensive change management program, including the end user education effort for Oracle, will be lead by Solbourne's Education and Change Leadership Practice and l Solbourne ORACLE' 6 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator with significant involvement by members of the project team, system users, and other the City's stakeholders. Solbourne will work to train the project team on the functional capabilities of the applications, design processes, configure the applications, validate the blueprint, and support the transition into production. Recognizing that integrated process optimization is critical, Solbourne and the City will focus on end -to - end processes rather than granular transactions. Technical project team training will be provided to the City's personnel. Data conversions, interfaces to external systems, Solbourne will deliver integration between Oracle and business workflow objects, custom reports, and any application customizations will be included in the overall project plan. Applications database administration services wilt be provided by Solbourne and City during the implementation, transitioning the responsibility to the City during the course of the implementation. Solbourne is confident in our ability to partner with the City to deliver outstanding results for all of its users and your constituents. We recognize that the City is making, and has made a significant financial investment in this project and has assigned top personnel to the project team that is professionals. In response, we have assembled our best qualified project team, an optimal solution design, and the most efficient and effective methods for this landmark project. The diagram below represents the Project Team Organization Structure. We welcome the opportunity to discuss this structure with the City and make any appropriate modifications. Detailed descriptions of the specific roles are provided in Section 5 of this response: "Project Organization and Staffing". Resumes for proposed project team members have been included in this section. $ Solbourne ORACLE' 7 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Steering Committee Executive Sponsor City Executives City Project Manager Solbourne Project Director (OA) Solbourne Project Manager Project Management Office City Project Manager Solbourne Project Director Solbourne Project Manager Process Teams Solbourne Process Consultants and City Process Owner(s) for each of the following functional areas: GL/FA AR/Billing Procurement AP/Supplier/Expense Treasury/CM Grants Projects/Contracts HR Payroll Benefits Labor Distribution Budgeting Technical Team Solbourne Application DBA City Application DBA City Network Administrator Solbourne Technical Developers City Technical Developers City Focus Groups City Financials Focus Group Members (5-3) City !Inman Resources Focus Group Members (5-8) City Procurement Focus Group Members (5-8) City Projects/Grants Focus Group Members (5-8) Education and enmity: Management Team Solbourne Education/Change Lead City Educalion/Change l_earl Solbourne Education Consultants City Instructors City t lelp Desk Coordinator lor Solbourne ORACLE" 8 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator The Process Team will include the following process owners: $ Solbourne Process Teams Solbounu; GI /I A Pi [mess Consultant City GUI A 1'rna>ss Owner(s) Snlbourrie Ak/Bilhny f'roceiss Consoltanl City Al/Billing 1'rocuss Ownor(s) Solbourne Procurernent Process Consultant (:rty Procownient f'iuc€;s:; Ownei(s) Solbourne AP/Supplier/1 xtrense I'roc:ess Consultant (;dy AI'/Supplieill x{rr:nse Process Owiii;i(s) Solhounre 1 reasury/CM Process Consultant City 1 reasury/CM Process Owner(s) Sotbouine Grants Process Consultant City Grants Process Ownei(s) Solbourne Projects/Conbads Process Consultant City Projects/Contracts Process Owrierjs) Snliiourne I II: Process Consultant City III Process Owners) Sullsournu Payroll I ocuss Consultant City Payroll Process Owuei(s) Sulbounu: Benefits Process Cons{rllant City Benefits I'wcess Owners) Solbourne 1 ebor l.)istrlbutwn Pi (mess Consultant City Labor Distribution Process Owner(s) SoILsnurnc liudyeluig I'incess Consultant City Budgeting Pior:css Owner(s) City I indncials Focus Group Members (5 tt) City 1 Ionian I;csources 1 ocus Group Members ('a-tt) City Procurenient I ocus Group Members (5 Li) (:ily Projects/Grants 1-anus Group Members (5-8) ORACLE' 9 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Methodology Summary The project methodology is summarized below: Solbourne Foundation Methodology Assessment Phase Perform Project Planning Develop Project Standards for Status Reporting, Project Documentation, ISSLJ0 Management, Risk Mrrnagemelll, Resource Planning Projoet Tear' Orientation Perform Technical Environment Assessment Perform Technical Development ASSesSlnellt Perlorrn [Education Ptngram Assessment 4/11r Solbourne Process Design Phase Conduct Project Tear Training Develop Business Process Design using Process Flows and QuesharmailUS Review and Confirm Process Design Docr latent Develop Change Leadership Plan Develop Reject Tears and End User [Education Plan Du;velop User Ullpporl Strategy Develop Instance Strategy for Development rend lest Syslerrrs Design Data Conversions, fnturttices, Custom Reports, Modifications and Workflow ORACLE Validation Phase Configure Software for Business Pieces Requirements Perform Functional Validation Testing Conduct "Playback, Sessions with Focus Groups Develop and Unit Test Dale Conversions, Interlaces, Custom Reports, Modifications and Workllow Design and Develop Education Mato ids Design and Develop User Authori�atirxls land Menus Preparr„ Training and Production Instances 10 Integration Phase Poi four Integration 'testing on Business Ploccsses and Custom Develupnuml Components lest User Antilrarizatio l5 and Maims Review rind I-lnalin; fl_ducotiun Matorials Deliver Train the: Trainer Instruction Deliver Lnd User Navigeiiorl 'training Develop Culovel Plrur Transition Phase f:xeculc Cutover Phan Perform System Administration rand Database Administration in ail areas for Cutnver Perfullll (,Iltr)ver Co1 unic:A1 i Perform Production Data Convcrsinns Manage Training I of;istics I)elivel End User 1 dining I xcente User Sllppori Si alogy Go Live & Support Phase Provide User 5 I I[slrt Continue 1__nd User Training Assist Users with First I Wit; I rdivid Lions Perforrrr f'rojerrt Review September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Solbourne has been implementing Public Sector for 10 years and in those years we have implemented Cities all over the United States. Here is just a sampling of our client list. Solbourne Public Sector Customers CITY OF City of Detroit RoityriArvtaxs pis City of Saint ¶ Paul aiglewood. Colorado USA State of New Mexico Port $t Lucie, Dept. of the Environment ARVADA Utility Dept. DOUGLAS COUNTY SCHOOLS M MARICOPA COMMUNITY COLLEOI8 EDND' 44444444 'NU Saint Paul Public Schools If KENT SCHOOL DISTRICT Commitment w Escraencd Kenl, Washington MY Of ■ �NOV N6HITI INTlx lNrusArroR erersacr) Aurora Public Schools Des ladepeadtai Dlarkt AT YOUR SERVICE 0 St. homburg Lk1UMLR l.t?IINIY King County Bernalillo County The Hlah•Tuh Oule of the 1IIken Moor! "In addition. the City Requires that ERP-SI provides a list of all its Oracle ERP clients, for the past three (31 years." Public Sector Entity Academy School District, CO Oracle implementation X ERP Consulting Services using Oracle Applications Aurora Public Schools, CO X Bernalillo County, NM X Boulder County, CO X Chicago Public School, IL X City of Arvada, CO X City of Chandler, AZ X City of Detroit, MI X City of Englewood, CO X $ Solbourne ORACLE'11 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Public Sector Entity City of Las Vegas, NV Oracle Implementation ERP Consulting Services using Oracle Applications X City of Memphis, TN , X (sub contractor) City of North Las Vegas ?? City of Oakland, CA X City of Port St. Lucie, Utility Dept. X City of Salem, OR X City of St. Paul, MN X City of St. Petersburg, FL X City of West Palm Beach, FL X Dallas Independent School Dist., TX X (sub contractor) Denver Metro Wastewater, CO X Douglas County Schools, CO X Kent Public Schools, WA X King County, WA X Larimer County, CO X Las Vegas Valley Water District, NV X Louisville Water Company, KY X Metro Water Reclamation Dist. of Chicago, IL X New Jersey Meadowlands Commission X New Jersey State Police X Oklahoma County, OK X St. Paul Public Schools, MN X State of New Mexico Dept. of the Environment X State of Tennessee Dept. of Children Services X Washoe County, NV X Yuma County, AZ X APir Solbourne ORACLE 12 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Statement of Work Using the following outline, please provide a proposed statement of work in your proposal. if subcontractors will be utilized, the Prime ERP-SI must Indicate how the subcontractors will be integrated into the proposed approach and project plan. • Project Background • Project Scope • Project Organization o Structure (e.g., ERP-SI and City teams) o Staffing (e.g., additional staffing and backfil! requirements, etc.) o Roles and Responsibilities (e.g., job description, titles, etc.) o Other Resource Requirements (e.g., site preparation facilities, electrical, work space, etc.) • Project Methodology o Phase (e.g., Project Preparation) o Implementation and Task Plans for Project Planning o Deliverables (e.g., Detailed Project Schedule) o Assumptions (e.g., time required of team members) • Project Management o Project Meetings (e.g., status meetings —frequency and attendance) o Reports (e.g., status reports —frequency of reports, contents) o Project issues Resolution (e.g., issues database —description of approach to issue identification, evaluation, resolution, etc.) o ProJect Management process o Configuration Management o Risk Management o Communication o Change Management • Project Change Control Approach • System Acceptance — User Acceptance and Technical Training o Methodology o Document Deliverables o Application Deliverables (e.g. system acceptance test and approval process) • Project Schedule o Payment Schedule based on deliverables and/or milestones o The City additionally requests that ERP Sl provide hourly rates by position • Project Training o Train the trainer training o End -User Training o Training Strategy and Approach �+ Solbourne ORACLE' 13 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Project Background and Scope Project 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. Project 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 I Solbourne ORACLE' 14 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Sector Payables, Treasury and Oracle Cash Management to streamline their financial business processes including internal billing, project and grant management/accounting, accounts 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 iExpenses, 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 Toad 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. For development candidates where the determination is to not systematically interface systems, the source data can be brought over manually in a summarized or detailed fashion as appropriate. If a manual interface is determined to be the appropriate way to transfer data, worksheets are often provided from the legacy system to assist the user with entry. These worksheets can also be used to merge and prepare data prior to entry. Alternatively, data conversion programs developed for the project are sometimes used as a vehicle to bring in data files to production after go -live, especially where full automation between systems is not justified. For inbound interfaces, Solbourne will provide file layouts based on the data mapping for loading the data into the Oracle system. One file layout per interface is assumed, and for interfaces that use the same transaction, a collector approach will be taken (many sources to a single inbound interface). Since the City understands the legacy source system's file structures and the data transfer mechanisms already in place, it is appropriate for the City to provide the inbound file in the layout provided by Solbourne based on a 1:1 mapping. Data transformation will be completed within the extraction program or manipulated in a subsequent program (e.g. cross-referencing to Oracle data elements, removing duplicates, deriving values to be loaded, the inclusion of defaults for loading, etc.). $ Solbourne ORACLE' 15 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Solbourne will develop the programs to transfer the data into Oracle. These programs will be unit tested by the Solbourne Technical Developer and the Functional Project Team. The loading utilities will be furnished by Solbourne and Oracle and will be available to the City during and after the project for developing additional data transfer programs. Given that the City is responsible for the auditing of results, the validation will be the responsibility of the City subject matter experts during the project and the City system administrators, programmers, or subject matter experts after go -live. Error resolution will be accomplished through manual intervention/correction. For outbound interfaces, the City will provide file layouts based on the data mapping for loading the data into the target system. One file layout per interface is assumed, and for interfaces that use the same transaction, a collector approach will be taken (many sources to a single inbound interface). Since Solbourne understands the Oracle file structures, it is appropriate for Solbourne to provide the inbound file in the layout provided by the City based on a 1:1 mapping. The City understands the data transfer mechanisms already in place and would be expected to process the file accordingly. Data transformation will be completed within the extraction program or manipulated in a subsequent program (e.g. cross-referencing to external system data elements, removing duplicates, deriving values to be loaded, the inclusion of defaults for loading, etc.). Solbourne will develop the programs to transfer the data out of Oracle. These programs will be unit tested by the Solbourne developer and the Functional Project Team. The extraction utilities will be furnished by Solbourne and Oracle and will be available to the City during and after the project for developing additional data transfer programs. Error handling will be accomplished through Solbourne provided, standard external system processing logs and control amounts generated by the extract/transformation process. Given that the City is responsible for the auditing of results, the validation will be the responsibility of the City subject matter experts during the project and the City system administrators, programmers, or subject matter experts after go -live. Error resolution will be accomplished through manual intervention/correction. Each interface that is developed will be included in the comprehensive integrated testing that takes place in the latter portion of the Validation phase. All testing will be captured in the detailed project plan and managed by the Project Managers from Solbourne and the City. The following interfaces will be developed during the project: cations Y=tr oW% ITD Trouble Tickets ERP HR to NAI MAGIC — ITD Help Desk Trouble Tickets Time and Attendance ERP HR interface to and from Kronos Timekeeper Central v4.3 time and attendance Employee Demographics ERP HR to Peopleware Training Tracking system v 2.72 for employee/job demographics $ Solbourne ORACLE` 16 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator TT i j j y y r y y yr Gallagher Bassett worker's compensation system (Risc-fax) to ERP GL for both workers compensation claims tapes and for employees Worker's Compensation Personnel Tracking ERP HR to Image Track File Folder SystemlColor Bar for name, department, bargaining unit, employee status and position (Smeadlink v, 5.0 and Colorbar Gold v. 3.5) Pension ERP HR and Payroll to Pension Gold v. 2.7 for pension information (Levi, Ray & Stroup, Inc.) Police Internal Affairs ERP HR to IAPro - Internal Affairs Police Application Dade County Folio ERP to Tax / Customer information MP2 Asset Management GIS — ESRI (Environment Systems Research Inc) ArcView — Billing / Fixed Assets CRM Motorolla CSR (Customer Service Requests) Marina Management System Manages marina operations and financials Lindsey Community Development CityView Land management system developed by Municipal Software ERP Interfaces to Internal! -Develo . ed S stems Personnel Tracking Personnel Tracking Fire Notice Web -based bulletin board of official Fire Department notices (Portal) Police Court Liaison Tracking system for subpoenas issued to police personnel. It also tracks court attendance Accounts Receivable Burglar Alarms to ERP AR for billing/invoice information xternal Systems I..: NVHsi `q'' r.13 ; m fa ,,i' ACH Transactions Automatic Clearing House interfaces to multiple banks and financial institutions for AP Checks using Positive Pay Federal Reserve Bank Bonds Unemployment Information Department of Revenue Lock Box Bill payment to ERP AR PCard Integration Accept Purchasing card transactions from a single provider into Oracle AP for payment. $ Solbourne ORACLE' 17 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator 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. Conversion development will require Project Team Members' active participation working in a collaborative environment. Solbourne will assume a consultative, leadership role in which we will advise and assist in the development of conversion programs. Solbourne brings its experience to the conversion development effort; while involving the City in every step to optimize the City's ability to be self-sufficient after implementation. The table below depicts the responsibility between the City and Solbourne. Process Identify, and analyze candidates for conversion. City Responsible Solbourne Assist Design the Conversion program(s) Assist Responsible Data Mapping Responsible Assist Data Cleansing Responsible Data Concatenation Responsible Assist. Export data from external system to a flat file with a specific format and transfers the file to the Oracle Applications box. Responsible Assist Transform Data Responsible Assist !r Solbourne ORACLE° 18 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Process Develop loading program(s) City Assist Solbourne Responsible Load Data Assist Responsible Validate Responsible Test Assist Responsible Review Exception reports and take necessary corrective actions. Responsible Assist Execute in Production Assist Responsible Validate in Production Responsible Through the use of the tightly integrated ADI component, fixed assets, general ledger balances, and budgets can easily be uploaded from Excel to Oracle without technical development work. This is sizeable given the certainty of conversion activity in this area. Per our experience with Oracle Applications and with city and county governments, we are anticipating that the following conversions will be required to support the Oracle Applications: HRMS 1. General Active Employee Information 2. Addresses 3. Assignments 4. Salaries 5. Contacts 6. Dependents 7. Beneficiaries 8. Current benefits elections 9. Phone data 10. Federal tax rules 11. State tax rules 12. Supervisors 13. Payment methods 14. Default costing segments 15. Balances 16. Positions 17. Jobs 18.2 Extra Information Types (EIT) 19.2 Special Information Types (SIT) 20. General Active Retiree Information 21. Active Rehires IF Solbourne ORACLE` 19 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Accounts Payable 1. Suppliers 2. Outstanding Checks 3. Open payables invoices Accounts Receivable 4. Customers 5. Open receivables invoices Grants & Project Accounting 6. Project to Date Expenditure / By Expenditure Type 7. Grants/Project-based historical transactions for open Grants/Projects Supply Chain 8. Item Master 9. On Hand Balances Requisition and PO Processing 10. Open purchase orders. All purchase order lines that are partially open will be loaded as net open quantity For each of these candidates, 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 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. Conversion candidates that are identified after the start of the project must be scoped and approved by the City and Solbourne prior to the start of the work. Unless otherwise indicated in the Statement of Work, 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 ilr Solbourne ORACLE 20 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator 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 1 General Ledger 1 Cash Management ✓ Treasury ✓ Accounts Receivable/Billing 1 iReceivables ✓ Accounts Payable ✓ iSupplier Portal ✓ iExpenses ✓ Fixed Assets 1 Purchasing ✓ iProcurement 1 Sourcing ✓ Inventory ✓ Grants Management 1 Projects 1 Project Contracts Phase 11 — Oracle HRMSIPayroll, Budget Start Date: November 1, 2004* Go -Live: January 1, 2006 1 Human Resources ✓ Self Service HR 1 Advanced Benefits ✓ Payroll ✓ Labor Distribution 1 iLearning 1 iRecruitment ✓ 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 it Solbourne ORACLE' 21 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator 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. 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 1r Solbourne ORACLE 22 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator 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. ai+ Solbourne e ORACLE'23 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Project Organization Project Structure The following organization chart depicts the project structure. The project will be overseen by a steering committee comprised of City Executives, the City Project Manager, and the Solbourne Project Management Team. Steering Committee Executive Sponsor City Executives City Project Manager Solhonnie Project Director IQA) Solbourne Project Manager Project Management 011ice City Project Man. per Solbourne Project Director Solbourne Project Manager Process Tedrlls Solbourne Process Consultants and City Process Owner(s) tor each of tine following tcuu:honal areas: GL/FA AR/Billing Procuronromt AP)SuppberlExpcnse Treasury/CM Grants Projects/Contracts HR. Payroll Benefits Litho' Distribution Budgeting Technical Team Sulbouriie Applir,atian DBA City Application DBA City Network Administrator Solbourne Technical Developers City Technical Developers City Focus Groups City Financials Focus Group Members (5-11 City liftman Resources Focus Group Members (5-8) City Pror.0 nmlent Focus Group Menthe's {541) City Projects/Grants Focus Oren') Members {5-8) I:tbu..men and f:hanne Management TtNIIII Solbourne kducalioniChari jo Lead City Education/Change Lead Solbourne Eft/cation Consultants City Instructors City help Desk Coordinator di. Solbournie ORACLE 24 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Staffing The following table contains the names, roles, hours per month, and duration of potential Solbourne staffing for the City's implementation project. 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 this sample Statement of Work. 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 Role/Position Project Manager Hours Per Mo. 160 Duration 16 Months Sue Burman Project QA 40 16 Months Jan Edwards Change Leadership and Education Coordinator 160 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 $ Solbourne ORACLE 25 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Jeff Aikman HRMS Technical Lead 160 11 Months Naveen Yeturu Financials Technical Developer 160 5 Months Greg Rhoades Portal Signal Sign -on Architect 160 1 Month Solbourne Project Management will work with the City to identify and mobilize City resources that will be required during the implementation. Solbourne understands the critical nature of this task, as most municipal organizations do not have additional resources within their workforce to support a Project of this size and complexity. City Project Team Role Executive Sponsor Quantity 1 Tasks Due to the level of detail, please refer to the Project Plan Provided in Project Schedule Section of the Technical Requirements Response Above Hours Per Mo. 8 hours per month Duration (weeks, months) 16 Months Steering Committee Members 4-8 Due to the level of detail, please refer to the Project Plan Provided in Project Schedule Section of the Technical Requirements Response Above 4 hours per month 16 Months Project Manager 1 Due to the level of detail, please refer to the Project Plan Provided in Project Schedule Section of the Technical Requirements Response Above 80 — 100% of Normal Work Schedule 16 Months General Ledger/Fixed Asset Process Owner(s) 1-2 Due to the level of detail, please refer to the Project Plan Provided in Project Schedule Section of the Technical Requirements Response Above 80 — 100% of Normal Work Schedule 10 Months 411,g Solbourne ORACLE 26 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator City Project Team Role Accounts Receivable/Billing Process Owner(s) Quantity 1-2 Tasks Due to the level of detail, please refer to the Project Plan Provided in Project Schedule Section of the Technical Requirements Response Above Hours Per Mo. 80 — 90% of Normal Work Schedule ura ion (weeks, months) 10 Months Procurement Process Owner(s) 1 Due to the level of detail, please refer to the Project Plan Provided in Project Schedule Section of the Technical Requirements Response Above 80 — 100% of Normal Work Schedule 10 Months Accounts Payable/Supplier Process Owner(s) 1-2 Due to the level of detail, please refer to the Project Plan Provided in Project Schedule Section of the Technical Requirements Response Above 60 - 75% of Normal Work Schedule 8 Months Treasury/Cash Management Process Owner(s) 1 Due to the level of detail, please refer to the Project Plan Provided in Project Schedule Section of the Technical Requirements Response Above 60 - 75% of Normal Work Schedule 5 Months Grants Process Owner(s) 1 . Due to the level of detail, please refer to the Project Plan Provided in Project Schedule Section of the Technical Requirements Response Above 80 — 100% of Normal Work Schedule 8 Months Projects/Project Contracts Process Owner(s) 1-2 Due to the level of detail, please refer to the Project Plan Provided in Project 60 - 75% of Normal Work Schedule 8 Months $ Solbourne ORACLE' 27 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator City Project Team Role Quantity Tasks Schedule Section of the Technical Requirements Response Above Hours Per Mo. Duration (weeks, months) Human Resources Process Owner(s) 1 Due to the level of detail, please refer to the Project Plan Provided in Project Schedule Section of the Technical Requirements Response Above 80 — 100% of Normal Work Schedule 16 Months Payroll Process Owner 1 Due to the level of detail, please refer to the Project Plan Provided in Project Schedule Section of the Technical Requirements Response Above 80 — 100% of Normal Work Schedule 12 Months Benefits Process Owner 1 Due to the level of detail, please refer to the Project Plan Provided in Project Schedule Section of the Technical Requirements Response Above 80 — 100% of Norma! Work Schedule 12 Months Labor Distribution Process Owner 1 Due to the level of detail, please refer to the Project Plan Provided in Project Schedule Section of the Technical Requirements Response Above 60 - 75% of Normal Work Schedule 4 Months Budgeting Process Owner(s) 1-2 Due to the level of detail, please refer to the Project Plan Provided in Project Schedule Section of the Technical Requirements Response Above 60 - 75% of Normal Work Schedule 4 Months Iv SOlbout ORACLE 28 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator City Project Team Role Quantity 5-8 Tasks Due to the level of detail, please refer to the Project Plan Provided in Project Schedule Section of the Technical Requirements Response Above Hours Per Mo. 160 hours per member per Focus Group (4-5 focus groups planned) Duration (weeks, months) 12 Months Focus Group Members Education and Change Leadership Coordinator 1 Due to the level of detail, please refer to the Project Plan Provided in Project Schedule Section of the Technical Requirements Response Above 40% (the level of participation will fluctuate throughout the course of the Project and will not be 40% at times) Assistance should be provided by a City logistics coordinator 15 Months End User Trainers 4-8 Due to the level of detail, please refer to the Project Plan Provided in Project Schedule Section of the Technical Requirements Response Above 120 hours* 6 Months Help Desk Coordinator 1 Due to the level of detail, please refer to the Project Plan Provided in Project Schedule Section of the Technical Requirements Response Above 200 hours 4 — 6 Months Database Administrator 1 Due to the level of detail, please refer to the Project Plan Provided in Project Schedule Section of the Technical Requirements Response Above 75 - 100% of Normal Work Schedule 6 Months Network Administrator 1 Due to the level of detail, please refer to 75 — 100% of Normal 5 Months $ Solbourne ORACLE 29 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator City Project Team Role Quantity Technical Developers (FTE requirements To Be Determined) 1-4 Tasks the Project Plan Provided in Project Schedule Section of the Technical Requirements Res • onse Above Due to the level of detail, please refer to the Project Plan Provided in Project Schedule Section of the Technical Requirements Res•onse Above Hours Per Mo. Work Schedule 80 -- 90% (Dependent upon the final Technical Development Inventory) Duration (weeks, months) 11 Months * Denotes a minimum number of hours per month. The final number of hours per month will be determined once the training facilities, the final Education Project Plan and End User Training Plan are determined. Roles and Responsibilities Solbourne's recommended project organization structure is provided above. The following section depicts the project roles and responsibilities for both Solbourne and the City for this project. Solbourne Proiect Manager The Solbourne Project Manager owns the Project deliverables and is responsible for day-to-day project management. The Solbourne Project Manager, in conjunction with the City Project Manager, is the primary liaison with the Steering Committee and Executive Sponsor, as well as the Project Team. The responsibilities outlined below are coordinated with the City Project Manager. They work together to meet the project objectives, to identify project issues and facilitate resolution, and to participate in active coaching with the implementation team. The responsibilities for the Solbourne Project Manager include: • Developing the Project Plan, Project Standards, and Cutover Plan • Managing Solbourne Project budget • Managing and refining the Project Plan and Cutover Plan Acquiring, assigning and managing Project resources and facilities • Developing and conducting the Project Team Orientation session • Developing and conducting the Organizational Kickoff meeting • Communicating Project status to the Steering Committee, Executive Sponsor, and the Project Team • Streamlining the issue resolution process Proactively anticipating Project deviations and taking immediate corrective action all Solbourne ORACLE' 30 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator ✓ Understanding the overall business process integration for the City ✓ Participating in gathering the City's business process requirements ✓ Attending Steering Committee meetings ✓ Participating in the Change Leadership effort ✓ Working with the Solbourne Education and Change Leadership Consultant and the City Education and Change Leadership Coordinator to plan, manage, and execute the user education effort ✓ Working with the City technical resources and the Solbourne technical resources to manage and coordinate the technical effort ✓ Initiating and promoting Cross -functional communications Solbourne Proiect Director/Quality Assurance Manager The Solbourne Project Director/Quality Assurance Manager is responsible for monitoring the quality of the project and the completion of periodic quality reviews. The reviews are intended to provide an additional perspective on the following areas to the Project Steering Committee and the Project Management Team: ✓ Effectiveness of the project organization and communications ✓ Appropriateness of the project policies and procedures ✓ Observance of the critical success factors for the Project v Adherence to the project implementation methodology and scope ✓ Comparison of project progress to plan and milestone achievement ✓ Conformance of deliverables to quality standards and the acceptance process Solbourne Process Consultant The Solbourne Process Consultants have ownership of the processes within their functional area(s) and the project deliverables. They provide day-to-day management for their functional area(s). The Process Consultants work with the Project Managers to manage scope, assign and schedule resources, and to monitor deliverable progress. The Process Consultants are responsible for identifying the impacts and requirements of the business processes to support the organization's future state vision within the system, and for verifying that the Project Team is meeting the business objectives. Working with the City Focus Groups and Process Owners, they manage the effort to gather the business process requirements and develop the related business solutions. The responsibilities of the Solbourne Process Consultants include: ✓ Conducting Project Team training v Developing the Business Process Definition document ✓ Working with the City Process Owners to conduct Process Flow sessions and Information Gathering sessions with City Focus Groups to gather business process requirements and develop the design ✓ Providing status reporting ✓ Working with the City Process Owners to configure the system and validate the design v Working with the City Process Owners to test and document the implementation ✓ Facilitating decision making ✓ Developing cross -functional solutions + Solbourne ORACLE' 31 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System integrator ✓ Monitoring the execution of system cycle testing and integration testing ✓ Working with the City Process Owners to develop and refine the test script and user procedure templates provided by Solbourne. v Management of problem resolution ✓ Working with the City Process Owners to conduct confirmation sessions to validate business processes and solutions with the City Focus Groups ✓ Working with the technical team in the design and development of interfaces, reports, forms, and conversions ✓ Working with the City Database Administrator on user authorizations ✓ Working with users on closing procedures v Working with the Solbourne Education and Change Leadership Consultant, the City Education and Change Leadership Coordinator and the City Trainers to plan the end user education effort. Solbourne Application Database Administrator The Solbourne Application Database Administrator installs the application and database in the development, test and production environments and supports the City Applications Database Administrator for the duration of the Project. The responsibilities for the Solbourne Application Database Administrator include: ✓ Performing the initial installation of the database management software and the application software in the development and test environments ✓ Developing and testing a backup and recovery plan. ✓ Supporting the City Application Database Administrator on an as needed basis for the duration of the Project and providing full-time support during the cutover to a production environment, ✓ Monitoring and tuning the database Solbourne Technical Developer The Solbourne Technical Developer resources are responsible for the technical development related to assigned data conversions, interfaces, and customer reports. The responsibilities for the Solbourne Technical Developer include: ✓ Providing file layouts for assigned conversions based on the functional project team's data mapping. ✓ Writing the data load programs for assigned conversions ✓ Developing assigned interfaces. ✓ Providing standard templates for documentation to be used in each phase in the development lifecycle ✓ Developing assigned custom reports based on specifications provided by the City. ✓ Ensuring assigned interfaces, conversions, and custom reports are included in the test scripts for Validation and Integration Testing. Solbourne Education and Change Leadership Consultant The Solbourne Education and Change Leadership Consultant, along with the City's education and change leadership coordinator, is responsible for the education and change leadership aspects of the Project. 411li/ Solbourne ORACLE' 32 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Together with the City Education and Change Leadership Coordinator, the responsibilities for the Solbourne Education and Change Leadership Consultant include: ✓ Develops the Change Leadership Plan ✓ Develops and manages the Project Team Training Plan ✓ Develops and manages the End User Education Strategy ✓ Develops the Prototype Training Materials ✓ Conducts the Course Developers' Workshop ✓ Coordinates the development and administration of the training environment with the City Database Administrator ✓ Participates in the Train the Trainer course to teach the fundamentals of adult education to the group of process owners and trainers and facilitates the training of the casual user courseware to the trainers ✓ Participates in the review of user education materials ✓ Facilitates the City's staff in the development of courseware for the user training program ✓ Reviews quality for User Education Solbourne Trainer The Solbourne Education and Change Leadership Consultant, along with the City's Education and Change Leadership Coordinator, is responsible for the education and change leadership aspects of the Project. Together with the City Education and Change Leadership Coordinator, the responsibilities for the Solbourne Education and Change Leadership Consultant include: ✓ Develops the Change Leadership Plan ✓ Develops and manages the Project Team Training Plan ✓ Develops and manages the End User Education Strategy ✓ Develops the Prototype Training Materials ✓ Conducts the Course Developers' Workshop ✓ Coordinates the development and administration of the training environment with the City Database Administrator ✓ Participates in the Train the Trainer course to teach the fundamentals of adult education to the group of process owners and trainers and facilitates the training of the casual user courseware to the trainers ✓ Participates in the review of user education materials ✓ Facilitates the City's staff in the development of courseware for the user training program ✓ Reviews quality for User Education Citv Executive Sponsor The Executive Sponsor directly communicates the vision for the project in alignment with the City's long-term goals and objectives. The responsibilities for the Executive Sponsor include: ✓ Maintaining the authority to set priorities, approve scope, and settle issues that significantly affect the organization AL Solbourne ORACLE 33 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator ✓ Participating in the Steering Committee ✓ Promoting the project throughout the organization. Where conflicts exist in the completion of these responsibilities, the Executive Sponsor is empowered to negotiate and promote a solution. ✓ Reporting to the Mayor, City Commissioners, and City Steering Committee on the project's progress and issues ✓ Monitoring the progress and the organizational impacts of the project ✓ Empowering the core Project Team to make decisions ✓ Generating timely decisions ✓ Supporting the Project Managers to accomplish the project goals City Steering Committee Members Steering Committee members support the vision for the project in alignment with the City's long- term goals and objectives. The Steering Committee members aid in promoting the implementation Project throughout the organization. The Solbourne and City Project Managers report to the Steering Committee. Steering Committee members include the City's CFO, CIO and Directors from key City Departments The responsibilities for the Steering Committee members include: ✓ Attending Steering Committee meetings ✓ Monitoring the progress and the organizational impacts of the project ✓ Providing comments to the Executive Sponsor and Project Team regarding escalated issues ✓ Supporting the Project Managers to accomplish the project goals City Proiect Manager The City Project Manager is responsible for day-to-day Project management. The City Project Manager acts as the primary liaison with the Steering Committee and Executive Sponsor, as well as the Project Team. The responsibilities outlined below are coordinated between the Project Managers (City and Solbourne). They work together to meet the project objectives, to identify Project issues and facilitate resolution, and to participate in active coaching with the implementation team. The responsibilities for the City Project Manager include: ✓ Participating in the Steering Committee ✓ Communicating Project status to the Steering Committee, Executive Sponsor, and the Project Team ✓ Assisting in the logistics and communication on the project ✓ Reporting Project status and details to the Steering Committee ✓ Participating in the development of the Project Plan and Project Standards ✓ Participating in managing and refining the Project Plan and Cutover Plan ✓ Managing City Project budget ✓ Acquiring, assigning and managing Project resources and facilities ✓ Participating in the development and conduct of the Project Team Orientation session ✓ Participating in the development and conduct of the Organizational Kickoff meeting ✓ Streamlining the issue resolution process !+ Solbourne ORACLE' 34 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator • Proactively anticipating Project deviations and taking corrective action ✓ Understanding the overall business process integration for the City ✓ Participating in gathering the City's business process requirements ✓ Participating in the Change Leadership effort ✓ Working with the Solbourne Education and Change Leadership Consultant, the City Education and Change Leadership Coordinator and the City trainers to plan, manage, and execute the end user education effort ✓ Working with the City technical resources and the Solbourne technical resources to manage and coordinate the technical effort ✓ Initiating and promoting Cross -functional communications City Process Owners The City process owners provide day-to-day management for their functional area(s). The process owners must be able to work with the Project Managers to manage scope, assign and schedule resources, and monitor deliverable progress. The process owners are responsible for identifying the impacts and requirements of the business processes to support the organization's future state vision and goals for the City's implementation, and for verifying that the Project Team is meeting the business objectives. Working with the focus groups, the process owners manage the effort to gather the business process requirements and develop the related business solutions with the Solbourne Process Consultants. The responsibilities for the City Process Owners include: ✓ Leading the Focus Groups • Attending Project Team training ✓ Working with the Solbourne Process Consultants to conduct process flow sessions and information gathering sessions with Focus Groups to gather business process requirements and develop the design • Working with the Solbourne Process Consultants to configure the system and validate the design • Working with the Solbourne Process Consultants to test and document the implementation ✓ Managing the execution of system cycle testing and integration testing ✓ Working with the Solbourne Process Consultants to develop and refine the test script and user procedure templates provided by Solbourne. ✓ Identifying transactions/data for testing and evaluating expected vs. actual results ✓ Performing validation and reconciliation of data conversions • Managing problem resolution ✓ Working with the Solbourne Process Consultants to conduct confirmation sessions to validate business processes and solutions with the Focus Groups ✓ Working with the technical team in the design, development, and testing of interfaces, reports, forms, and conversions ✓ Providing data for production conversion loads Working with the Project Team and the City Database Administrator on user authorizations ✓ Providing post -implementation production support Alf Solbourne ORACLE" 35 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator ✓ Acting as a change agent within the organization ✓ Attending Course Developers' Workshop ✓ In collaboration with City Focus Group members, participating in the development of user training materials ✓ . In collaboration with City Focus Group members, participating in end user training courses ✓ Working with the Solbourne Education and Change Leadership Consultant, and the City Education and Change Leadership Coordinator to plan, manage, and execute the user education effort City Focus Group Member The City focus groups are comprised of subject matter experts with different perspectives from across the City that collectively form the knowledge base of the organization's business process requirements. They participate in the gathering of business process requirements and the validation of the business solutions. The responsibilities for the Focus Group Members include: ✓ Attending Project Team training ✓ Participating in process flow sessions and information gathering sessions to provide their perspectives in the course of gathering business process requirements and developing the design ✓ Possibly participating in the execution of system cycle testing and integration testing ✓ Possibly working with the Solbourne Process Consultants to develop and refine the test script and user procedure templates provided by Solbourne. ✓ Possibly identifying transactions/data for testing and evaluating expected vs. actual results ✓ Participating in the confirmation sessions to provide their perspectives in the course of validating business processes and solutions ✓ Possibly participating in the development and delivery of training materials ✓ Participating in end user education pilot courses and providing feedback to trainers ✓ Providing post -implementation production support ✓ Acting as a change agent within the organization City Education and Change Leadership Coordinator Together with the Solbourne Education and Change Leadership Consultant, the City Education and Change Leadership Coordinator will participate in the education and change leadership aspects of the project. The responsibilities for the city Education and Change Leadership Coordinator include: ✓ Participating in the development and management of the Change Leadership Plan ✓ Participating in the development and management of the Project Team Training Plan ✓ Managing the execution of change leadership communication and sponsorship tactics ✓ Participating in the development and management of the end user education strategy and plan ✓ Refining and presenting the prototype training materials (with the Solbourne Education and Change Leadership Consultant) 41 Solbourne ORACLE' 36 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator ✓ Participating in the course developers' workshop (with the Solbourne Education and Change Leadership Consultant) v Coordinating the development and administration of the training environment with the City Database Administrator (with the Solbourne Education and Change Leadership Consultant) ✓ Conducting end user education materials review (with the Solbourne Education and Change Leadership Consultant) ✓ Overseeing the activities of the training logistics coordinator including the enrollment of students, the scheduling of classes, and the monitoring of attendance for end user education ✓ Facilitating user feedback to change leadership programs ✓ Developing and defining new organizational roles and responsibilities ✓ Developing and defining user incentive programs ✓ Facilitating executive sponsorship and leadership alignment ✓ Understanding the end user education strategy City Trainers The City Trainers will participate in developing training materials and conducting the training classes. The responsibilities for the City Trainers include: ✓ Assisting in the execution of the End User Education Strategy ✓ Populating the training environment with data for training exercises ✓ Possibly assisting with the development of user procedures and Core User training materials ✓ Attending the Train the Trainer course to learn the fundamentals of adult education and refine knowledge of the training content ✓ Understanding the End User Education Strategy ✓ Delivering End User Education to Informational and Casual Users City Help Desk Coordinator The Help Desk Coordinator is responsible for providing both application and technical software support to the end user community during the productive use of the system. The help desk provides the first line of help for all questions or problems during the production period. Individual questions and issues must be analyzed and classified. The Help Desk Coordinator working with City Project Management will need to define the support structure, evaluation procedures, and the routing process for incoming problems. The responsibilities for the City Help Desk Coordinator include: ✓ Defining the help desk strategy in the short term and long term in conjunction with the City Project Management ✓ Defining and establishing the help desk infrastructure v Coordinating the staffing, administration, and management of the Help Desk with the Project Managers City Application Database Administrator The City Application Database Administrator is responsible for the administration of the database platform. The City Application Database Administrator will assist the Systems al$ Solbourne ORACLE' 37 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Administrator in the establishment and maintenance of user authorizations and the connectivity for peripheral devices to the environment. The responsibilities for the City Database Administrator during the project include: ✓ Acquiring knowledge from the Solbourne Database Administrator ✓ Working with the Project Team to provide technical support for the implementation ✓ Establishing and maintaining database and application security ✓ Coordinating activities with City network and workstation administrators ✓ Conducting City-wide inventory of peripheral devices (printers, scanners, etc) ✓ Rollout of peripheral device connectivity to the City ✓ Participating in the database management and application software installations ✓ Jointly with the Solbourne Database Administrator performing ongoing configuring, monitoring, tuning, and troubleshooting of technical environment and performance management of the system ✓ Maintaining system documentation ✓ Performing checks, tasks, and backups within the technical environment ✓ Managing and executing installations, upgrades, and system patches ✓ Database configuration and tuning ✓ Backup and recovery management ✓ Database growth management ✓ Jointly with the Solbourne Database Administrator monitoring job processing and identifying and correcting related problems City Network Administrator The City Network Administrator is responsible for the administration of the application environment. It is also appropriate for this resource to be responsible for the establishment and maintenance of user authorizations and the connectivity for peripheral devices to the environment. The responsibilities for the City Network Administrator during the project include: ✓ Acquiring knowledge from the Solbourne DBA/Solution Architect ✓ Working with the Project Team to provide support for the implementation ✓ Establishing and maintaining application security and auditing efforts ✓ Coordinating activities with City network and workstation administrators ✓ Conducting City-wide inventory of peripheral devices (printers, scanners, etc) ✓ Rollout of peripheral device connectivity to the City ✓ Participating in the application software initial installations ✓ Jointly with the Solbourne DBA/Solution Architect performing ongoing configuring, monitoring, tuning, and troubleshooting of technical environment and performance management of the System ✓ Maintaining system documentation ✓ Performing checks, tasks, and backups within the technical environment ✓ With Solbourne recommendation, managing and executing installations, upgrades, and system patches ✓ Backup and recovery management ✓ Monitoring job processing and identifies and corrects related problems $ Solbourne ORACLE' 38 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator City Technical Developer The City Technical Developer resources participate in the technical development related to assigned data conversions, interfaces, and reports. The responsibilities for the City Technical Developers include: ✓ Acquiring knowledge from Solbourne technical developer(s) • Participating in the development of assigned interfaces ✓ Providing file layouts for assigned conversions based on functional team's data mapping. ✓ Participating in the development of assigned conversions • In conjunction with City Project Team resources mapping, verifying and correcting legacy data prior to import into Oracle ✓ Providing test files for conversions and inbound interfaces to Oracle Other Resources Requirements Program Office Requirements The City will provide adequate facilities, parking and network access for Solboume during the implementation. A Project team room will be established and accommodate up to twenty (20) So!bourne team members and an additional ten (10) City team members. Training Facility Requirements The project training approach combines classroom instructor -led training with recorded eLearning. Since there are different education approaches being implemented, various facility and hardware requirements exist. The following outlines these requirements in more detail. Training Facilities Project Team Training Training room with 8 PCs (Pentium II/III 64 MB RAM) and space to support 12 participants End User Training — Classroom Delivery Training room with 8 PCs (Pentium II/III 64 MB RAM) and space to support 12 participants Oracle J-Initiator installed Oracle J-Initiator installed Internet connection to So!bourne Oracle Training system Connectivity to City's Oracle Training system / Internet Connection LCD Projector / Screen LCD Projector / Screen White board or flip charts White board or flip charts Student nametags or name tents Student nametags or name tents Writing utensils 1 Notepads Writing utensils / Notepads Phone Phone Project Facilities Solbourne Responsibilities: • Solbourne will provide, for themselves, transportation, laptops and personal items for use during the implementation to fulfill their daily duties. Proiect Facilities City Responsibilities: $ Solbourne ORACLE 39 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator • City will provide facilities, network Iogons, on -site standard office equipment including telephones, fax machine, copier and network printers for use during the implementation to fulfill daily duties of Program Office. • City will provide training facilities as identified above. • City will provide a minimum of three meeting rooms capable of comfortably seating up to 15 people. • City will provide a full sized white board for project team use during the project. • City will provide standard office supplies $ Solbourne ORACLE 40 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Project Methodology Phase Solbourne's Foundation Methodology The cornerstone of our success has been our people, teamwork, and approach. Our consultants are full-time employees that are well versed in our methodologies. A key component of our methodology is knowledge transfer from consultant to client. This can only be accomplished through a client/consultant team approach. Through this team approach we facilitate the transition to our clients of knowledge and skills necessary to run the system upon going live. With our consultants' broad experience with the Oracle Applications, we are able to staff our implementations with our own resources, which eliminates the need for third party resources and ensures that our quality standards are upheld. Solbourne cultivates a positive project environment, yielding tremendous results that bring pride to everyone involved. The approach that we have presented is based on successful experiences. We realize that no two organizations are the same, and what works great for one organization/project is not necessarily the best way to deliver a similar project for another organization, despite their apparent similarities. We look forward to working with the City to determine the optimal approach and structure for this project given our collective experiences. Our implementation approach begins with understanding the City's current "as -is" processes. Our experienced consultants map the business requirements to leading practices, leveraging the Oracle functionality to provide e-government solutions that have been deployed at similar cities and public sector organizations. The process design is validated through testing that involves both core project team members and key representatives from the user communities that have been organized into focus groups. Throughout the project lifecycle, we incorporate change leadership and end user training requirements to facilitate a successful deployment of the Oracle solution. The result is an integrated system that provides improved internal/external customer service, collaboration between the City's employees, business partners, and constituents, and streamlined administrative processes. The Solbourne Foundation implementation methodology utilizes a standard approach that promotes collaboration, communication, and project control throughout the process. Solbourne's implementation methodology is broken into activities that emphasize preparation, business requirement validation, system configuration, functional/integration testing and transition. In conjunction with these business process related activities, technical development work is strategically completed to support the processes and to allow the City's functional team members to aid in the technical development validation effort. A summary of the Solbourne Foundation Methodology is included on the following pages. Assessment The assessment phase of the process is completed prior to the final implementation service provider for the City. Our commitment to the City is to begin working with you with the understanding that if Solbourne is selected that the tasks completed during the assessment phase will accelerate the implementation process. The goal of assessment is to identify critical business processes within the City and to communicate expectations concerning how 410r Solbourne ORACLE 41 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator the implementation will be executed. While the Oracle software provides an immense amount of functionality, it is unrealistic to assume that any organization is capable of implementing everything during the first phase of the implementation process. To facilitate the identification of business process variations and to identify other "non- standard" business processes that are important to the City, Solbourne will provide a business process questionnaire. The questionnaire is necessary to accelerate the future implementation process and to help the City and Solbourne scope the upcoming project. The list of core business processes, the City's existing BPR documents, and the completed questionnaire will be used in a detailed scoping exercise that will be held prior to the initiation of the project. The objective of this exercise is to determine the scope at a detailed level in order to establish a clear set of expectations for the project content. The output from this effort is a final Statement of Work identifying the detailed functional and technical components that will be delivered through the course of the project. Determination and understanding of scope by all team members is critical to the overall success of the project. While business process requirements have a major impact on the scope of the project, other factors are also taken into consideration: • Sponsorship • Project timelines • Resource commitments • Amount of change that can successfully be absorbed by the organization • Organizational culture • Degree of process improvement • Interface and data conversion complexity Solbourne Functional Consultants, Technical Consultants, and the Project Manager will work with key users and stakeholders from the City to determine the contents of the Scope Document. This will then be forwarded to the City for final review and approval. Readiness During the Readiness phase, the City and Solbourne project managers work together to finalize the project plan and to complete logistical tasks necessary to support the Project Team. While these activities are not required, they will greatly enhance the Project Team's effectiveness when they arrive at the City. In order to effectively utilize both human and financial resources, the tasks completed during the Readiness phase are intended to "jump start" the project. Communications to project team members concerning roles and responsibilities allow them to properly prepare for the upcoming implementation effort. Logistical tasks such as ensuring that project facilities are in order ensure that the Project Team's progress is not hindered while waiting for critical tools such as PC's and telephones. Solbourne project management will work with the City to identify, mobilize, and backfill resources that will be required during the implementation. We understand the critical nature of this task as most organizations do not have additional resources within their workforce to support a project of this size and complexity. illimI. Solbourne ORACLE' 42 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Technical tasks can also begin during the Readiness phase. Interface and conversion tasks are documented so that preliminary data cleansing and extraction activities can be started. In addition, the software and hardware (if necessary) are acquired in preparation for the installation process that will begin during the Process Design phase. Solbourne will provide project standards documentation that details the logistics of the proposed project including communication standards, project documentation, issue management procedures, scope change procedures, and project resource roles and responsibilities. Communication of this information prior to the initiation of the project will enable City team members to begin preparing for their upcoming assignments. Process Design Momentum for the project has been established in the Readiness phase and the planning and logistical preparation tasks have been completed. At this point during the project, the Project Team is assembled and the project is officially kicked off. In addition, Oracle Applications and Technology training is provided for the City project team members to provide them with an understanding of Oracle functionality and provide a framework for the process design. The primary focus of this phase is for the functional teams to meet and discuss the City's business processes in detail. The business process flows and Statement of Work created during the detailed scoping exercise are used as a basis for these sessions. Consultants work with the City team leads to further define the detailed requirements of those business processes within the scope of the project. In addition, functional and technical consultants and City team members begin analyzing conversion and interface processes. The analysis sessions include identification of key data elements from the City's legacy systems as well as data mapping and continuing data clean-up tasks. Solbourne's methodology is structured around maximizing knowledge transfer. During the process design phase, Solbourne's Education and Change Leadership Consultant works with the City project manager and City Education and Change Leadership Coordinator lead to define and develop project team and end user education strategies and plans. While the planning and requirements gathering sessions are occurring, the technical team is installing the software on the City's hardware. Once software installation is complete, the functional configurations necessary for the standard business processes commence. Installation and configuration tasks support the configuration refining and testing processes that occur during the validation phase. Validation The detailed business process requirements have been gathered and the data conversion and interface analysis tasks have been completed leading up to the Validation phase. The primary objective of this phase is to finalize the design, configure and validate the business solutions that satisfy the business process requirements gathered during the process design phase. Resulting from this phase will be a fully configured and tested system. fir Solbourne ORACLE' 43 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator The functional team members will modify the Foundation system and the City project team will then perform validation. A critical focus of this phase and the overall methodology is knowledge transfer. We strive to educate City team members and key personnel throughout the implementation process. With this in mind, the validation/testing process will occur in conjunction with the project team training process. Our experience indicates that Project Team participants best learn the functionality of the software by using it to execute their own business processes. Solbourne's project team education program integrates the learning and validation processes through highly focused sessions with small teacher to student ratios. As team members learn how the software functions, they apply this new knowledge with to their existing business process requirements. Through an iterative process, the software is configured and tested until the requirements within the scope of the project are met. Interfaces, conversions, and reports specified during project scoping and process design are being designed and developed by technical and functional resources in a parallel activity to the validation cycles. During the validation phase, interfaces and conversion programs are developed and City legacy system data extractions are written. As development proceeds, the programs are tested to ensure that the City's data is valid. Full data conversion testing does not occur until the integration phase. The conversion and interface technical specifications document is the tool that is used to manage the overall development effort. At this point in the project, the City team members have a clear understanding of how the software functions in relation to their business processes. During the learning process, system reports and queries are used to support business processes. Reports that do not exist on the standard system are identified and listed on the reports inventory. If a specific number of custom reports have been included in the scope of the overall project, the City prioritizes the reports for development. In addition, functional team members work with technical developers to design the custom reports. The City Education and Change Leadership Coordinator and the Solbourne Education and Change Leadership Consultant work together with the City Trainers during this phase to define and develop end user education content, The Solbourne Education and Change Leadership Consultant will conduct a Course Developer's Workshop that will provide City Trainers with the required skills to develop education materials for the end users. In this workshop, all education material templates, documentation standards, and material review processes will be defined. In addition to the development of the education material, the Solbourne Education and Change Leadership Consultant will conduct a "Train the Trainer" program to City Trainers to prepare them for delivery of the material. This course provides a highly interactive learning environment that will focus on the fundamentals of adult education. Integration During the integration phase of the project, the fully configured system is tested under realistic scenarios. The focus of the validation phase was to ensure that individual functions within the software meet the requirements of the City business processes. In the integration phase, all functions are brought together to ensure that business processes are fully functioning and that all areas within the organization understand the "touch points" between functional areas. �% Solbourne ORACLE" 44 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Solbourne will deliver an integrated test plan template that will lead the City through this critical testing process. Each functional area will complete this portion of the project with a better understanding of where they fit into the overall, integrated business process. In parallel, the conversions, interfaces, and custom report development tasks are completed. During this phase, full data conversions are executed within instances that closely resemble the City's production system to ensure that all legacy system data is ready for upload. Interfaces to existing City systems are fine-tuned and tested in preparation for cutover to 'a productive environment. Custom report development efforts are finalized and tested by City functional resources to ensure that the reported data is correct. Transition As the transition phase begins, the City's system is ready to be used in a productive environment. In preparation for go live, however, there are many tasks that must be completed. Many of these tasks are dependent on one another such as closing the legacy system to data changes prior to the final extraction for conversion into the new system. These tasks are documented in the Cutover Plan. This plan includes all activities related to conversions, interfaces, authorizations, configuration, testing, system administration, network administration, workstation administration, peripheral management, code migration, training, change management, transitional policies and procedures, communications, help desk, and other miscellaneous items that should be managed in the transition to Go Live. End User Education is delivered during this phase to provide the users with the "just in time" training they need for the transition to the productive environment. All training logistics including facility setup, notifications to class attendees, and technical support will be finalized before training begins. The Solbourne Education and Change Leadership Consultant will provide support to the end user education effort during this phase. Go -Live and Support The system and the related business solutions are being used in production by the organization. The primary objective of the Go Live and Support phase is to provide production support to the organization and validate the operation of the productive system. The production support comes from the City Process Owners and Solbourne Process Consultants. Solbourne believes that an effective method to provide the production support for end users is the Scripted Go Live. This method involves end users bringing real job related tasks into a conference room and entering them into Oracle for the first time with the support of the City Process Owners and Solbourne Process Consultants. In the first week, it is critical to execute the help desk strategy and proactively assist end users with first time transactions. In addition, the results of the initial transactions and the overall information flow must be validated against expectations of the end -user community. This business process audit is conducted several times in the first month of production to confirm that the system and the related processes are functioning properly. Additional training for users that did not participate in the initial wave occurs in this phase. An overall evaluation of the education program is completed to ensure that knowledge has been transferred sufficiently to enable end users to operate effectively. ISolbourne ORACLE' 45 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System integrator At the conclusion of the first month of production, the initial month end close is processed and validated. At this point, the City is self sufficient and able to internally provide long term production support. Solbourne resources are either transitioned off of the project or onto additional City initiatives after the second month of support. Although Solbourne resources will no longer be committed fully to the project, ongoing support can be provided in a variety of different ways (informal remote support via email or telephone, semiannual or annual checkups, contracted support, etc.) Implementation and Task Plans for Project Planning The following high level project plan details the tasks, durations, and assignments to complete the project. A detailed project plan with subtasks, durations, and assignments will be created during the Readiness phase of the project and will be used by the Project Management Team to track project progress. $ Solbourne ORACLE' 46 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software. System Integrator ID 2 2 4 6 11 6 1 10 Teak Nome Resource Names City d Mllml Project Phsee IFlnonehle, Proeuremsnt, Grants Readiness Process Questionnaires Deliver Fhandal$ Questionnaires SdbOurn. PM,Cly of Mimi PM 11 12 13 14 16 11 17 14 11 20 21 22 23 24 26 24 27 26 21 31 31 22 33 24 26 36 27 36 31 41 DdMr Chomp. Readiness Survey Complete Process Questionnaires Completed Process 0uestlomares... Compile Change Rename Survey Sailourne PM,06y o1 Miami PM ..__.. Clty e1 Mani Pb Gy of Mad Po City of Mani PO Completed Change Resrlxal Survey City of ltlend PO Finalize Financials Protect Teem Resat/coo (Cly of Soloourne PM,CIY o1 Kent PM MINI 4 Solbourne) FMlza Proud Fael6W end 5lerdrds.... Se4CLWnePM,Gy of Miami PM Perform Technics/ Reednees Onboard Phase I Camauieris Create FM Draft of the Financials & Procurement lryiem Protect Plan ......... ......... . 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Solecism Develoneri,Cty of Mimi Developers 20days Man12/27A14 Fd121A5 . ......... 20 dna 1 Mon 12r13u4 Fri 111135 1.1 - ♦ • • 1/ MEM 1 fell If aim iSolbourne ORACLE' 47 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator 1 41 43 42 Trek Nome 44 45 46 47 46 41 61 61 62 63 44 66 61 67 66 61 61 12 13 14 66 61 17 16 61 71 71 72 73 74 76 71 77 71 71 88 Compete Functional SpacH4atons tar Interfaces per SON Complete Functional Specifications fa Develop Mt (knows (II applcehk) per SOW Techntd Development Protect Pin FM Technical Development Inventory Change Management, Education, and End User luppurt Creels Chrt5a Management Pan Ching* Mnegemeri Plan Education Meads Assessment Make Project Team Training Schedule Caordlnele Preparation of M4144Wsfo PT! 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Thu 1/1315 Fr11 /14105 611 /14406 ....Fr1.1414405 ......................... 711141405 Man11/16/84 Frt17M1/04 11011/16104 E411n1114 Noe 04 Oa den 116 MI • 1111111111111 ♦ • 1 • ♦ 11111•11n=1 genmenilp IP 1 00 1 ■ • • • rub 16 $ Solbourne ORACLE' 48 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator ID ink Herne Pesoures Mans Durellen Rimmed Start Marred Finleh Oct i4 Hey '14 Dee'04 Jar; fob '06 11 CondigureTsel for Validation a Integration 6 doles Mon 111716 Frl 1121A1 7esting Sobourne PC,CIy al Mani PO 1 day Mon 1 /I7A5 j 1ATA5 1 12 Manila_.__._....._.._.�...___.___.._.._�-_Mon FR to SuppManilai Procurement 12 General Ledger, Receivaidea Sobourne PC 5 dame Mon 1 R 705' Fd 1 R1 A5 n Accounts PeyabM/kaede,Ceeh Sdboume PC,CIY el Mlartk frO...... 5deya Man 1/I705 Frtfl11 AS Menagemer4JSupp4ar Paid ... Accaria RacetvettsAAec BignglCeeh .. ...117A6 Fri 1 01 005 So6aana PC ..... 5 days Mon 1 1 16 Management i 1 IS lettesciaLabor Dlsfdlealat ..... ..._ ... So6wme PC ..... 5 days Mon 1117.5 1 Fd 4MA5 ...Fri 1 07 Grants So6mNns PC,Cly of Marti PO... 5days Mon111705... 1R1115 II . Plaaremenl So6oume PC C5y of Mere PO 5 deya Mon 101705 Frl 112105 igpam. SI Validation 24 Mae I Man 1r14116 Fri 2f25116 igweeellt 11 PIOJeq Management Validation Phase ......... ,... 25days klon 1J2405 Fri 2/2505 :....Mon III 11 Develop end Reline Cdover PMn S..ourne PM,CIy of Mlaml PM ... .......... 5 deye 10405 Fn112005 .... ..Mon — 12 ... ... COndu...Prokd team Status Mailings d City of k4andl% 25 days' 1 1/2405 Fri 2l2505 • 13 Conduct Sleeting Committee Meetings .......... C2y of MAN Steering Commllea .......... 25 days 1 Mon 1Q405 Fri 2/25A5 ♦ 14 Quality Assurance Report Sobourne OA C1y d Mare PM ... ......... 0 days', Fri 2J259:5 fd 2/26A6 .......Fri I6 Teahelwl Development 25 drys Mon 1R416 _ 2095 gpi . ..... ........ . . 1 II ans for Complete Functional 5prdik:egf Approved Reoluada Sa6oums PCs,Gy of MkaNPOs,So6amis Dayatoprs S days i Mon 10405, Fd IABAS I 17 Complete Tech** Specifications for Approved Requests ...._.� ...._� Winona PCe,Sa6aurrx Dsvelapare,Clly of Men+ DevaloperaCky of Mimi POs 6 days I Mon 1Ai105 Fri 2N06 1 la Complete ConsWdlon end Llnl Tooting of Sobarne PCs,Sdbaurna Dsvebpers,Gy 3 days Men 27f/5'I Wed 2005 Approved Requests _ _ of Mee Osve6Wra,CIty of Miami POs.... _. _..._..._ -._ ._.�..____..__ Thu 2M005 I 40 Papule idical OewlopmM fa .r Approved Regusata _ _ .. Saba►ne PC,,Satuxna Developers A---y. of Mont 0evetopera,CIty oI Mani POI 1 eta'/ Thu 2/10A5 I 110 Complete Technical Spedficelhrle for......... Sobarne PCe,Sa6oume Developers ,Cdy 1 dry Fr7J11A5 Fd 2111 AS Conversions par SOM1 ......... 0l Mimi Dayskpra C5y of Mai PO* 101 Mgrels Technical Development for Corwe6lonsair iheSON toTeal My of Mri Develcpsrl,Cly al Waal DDA,Sdbodme,Dgva_kpars 1 day Mon 2/10 05 Mon 2/14105 ................. I 102 ...... Ted SempaDda for Conversions per the Cly of Msnt Develepers,Sa5ourne 1 deny Tue 2f15A5 Tug 2/15105 I SOW ..... PCe,Giy of Mani i POs,Sobarrlx 109 ......... .,. Complete 7.delaet Spselliarlarn for MmLces par 1M•SOVV Solbourne pq,5o6ournr Davetoperr,Cly of Wail Developer spy o1 Mimi PO5 f day Wed 2016A6 Wed 2118105 _........ ........ My8s Tachnlci Development for Matsui C1y of Mea d Deveopers,CJly of Merl ... 1 day Thu 2A 7A5 Thu 2J17A5 104 per the SOW In Ted DOA,Sa6arne Developers .... ...... ...... _ ..... .... 105 Test subset of die for Mortices per the My of Marl Develaprs,S8bowne 1 day Fri 2/1105 i Fri 2/1105 I SCW PCO,CIy of Mari POs$dberrna 101 Complete Development Work for Workflow per __-- the SOW Sobarne PCs,Sa6arne Developers ,p ly..... 1 day of MIarN DavebpwsC11 of Mani POa Mon 2/21 A6 Mon 2A1 05 I 107 Migrate Workflow development per Ihs SOW Io My a1 Marti Devebpre,C57 of Miami 1 day Tus 2/2205 Tue 202,05 I _ ... Test _ DRA,Sa6ourne Developers. 101 Ted nrslan workflows per Ilea SOW CJIy of Mimi Developer* Seaman* 2 days Wed 2/23,RS'._.mThu 2/24105 I PCs ,City of WWI POI,Soborine .... ....... 101 ......... ... Complete Data Mileage and Claming Coy of Mom! PO 1 day1 Fd2/15A5 Fd20505 1 110 LVd laded Technics! Davekpmet Inventory CO of Marl Deveiepera,5aiaarns 0 days Fd 205A5 Fd 2f25A5 ♦ PG,Cty of Mari POI,SObourns .............. ................ 111 ... Change Mnegemsrl, Edlreallan, and End SupFnnt _. _ ........ WarILUEesNode! gIIdrlAAa t1W New Node!o Flea S - SdbarM Education Leed,Sobawne 23 da6'a 1 day Moo 4/2466- Wed 2/2316 Man 1 R4A6 : Man 1124A5 gimigp I 112 Procurement Focus Group Members PCo,Cly 01 Msm' PO* 113 CUOMO 5aao Nov Tulalei to 119ATLAayral Focus 0roup Members Solbourne Education LIsd,Sobourne PCs,CIy of Mail POI 1 day' Tue 1 0506 fur 1 J25.RS ... ..... I 119 Maim User Procedure Mdriz Sdhaurne Eduction Ged,Sobourna S ds}M Wed I /1BA5;Tus ]M A5 N ., ..... PCs Ply of Mimi POI_ 116 ..... Departmental Impact Report Solbourne Educdkn Laad,Sabourr» Dokm+ Mon 101 AS• Mon 1A1A6 • . m . PCeof Mari PO. 111 User Procedure Matrix Solbourne Education Lead Sdharrw G days Mon 1Fi1 A5 Mon 1 A/A6 ♦ Refine Productbn Support/Help Deal Structure PG,Cky of Atom' POs,,,,, CIY nl Mee P011C1y o1 MMm+......... 6 deys Mon 1 /91105 Fd 2 4105 1 117 ......... PM,Sabarne Education Mod 111 Cunicukon Plan Sobowna Education Leed,Sdbown4 0 days I Mon 217105 Mon 2/705 • PCa,Cty of Want POs -......F4 111 ......... Mgr Developing Ere User Trading Conrad Solbourne Education Lead,Sobaurne ... 10 drys Mn 21705 MOM • ........... PCS,CIy aI Mad PO* 120 Train Gy o1 Mari POT on Treed' City of Mani PO,CIy of Mama PM 3 awe Mon 2121 AS Wad 20906 !l Solbourne ORACLE' 49 September 15, 2004 10 121 Task Rama 122 123 124 126 126 127 128 129 130 131 132 133 134 136 136 137 134 138 141 141 142 143 149 146 148 147 148 449 160 161 162 163 114 166 148 167 168 150 188 City of Miami Response to REP # 03-04-151 Enterprise Resource Planning Software System Integrator Additional Project Team Training Distoyarer Workshops _._ ........ Funotionll VatidMlon Tasting In Test Pfpseee Teems Rorke RteponebllY Meek Execute VaNletion Test -Sorge Update Ilex Procedures Provide overview to Focus Group Members Ted User Proceeurer Resource Names Duralldn 6 nr Plsred Mort 1 Planned Finish 1 days Man 101916 I Fri 2f11416 So6onrne Technical Leed,ClY of MIa1N....__ ....-15 drys Man 1iikA6; Fr12/1005 Developers py at Mired POs,Solea ma GY of Miami PO,Sa6aurne PC CIly of MsmiPO 810urne PC Process Focus group Process Facia 0r01/1 COy of Miami PO,Sa61I0T,o PC Proosss Focus Oran .... _ ..._...__._ .. - Condr7et VNidplon PIaYW1c4Session Proceu Focus Oroup,ClY a1 Mad PO,Salrotenn PC Updated Test System Process Focus GroupPy of Korn PO,Sotarm PC Vsld68Ion Walk Through Process Focus Oroup,Cly of MIrN PO,Sotanw PC ........ . ......... Odeir C6y of Meml Siren on Y86d15on Cly of Medi PM,Sc/ourne PC .... Phase __........ ____ _.. .. _. Integration Pfopd Management Integration Phase ... Conduct Prgecl Team Status Meetings -.. Conduct elakehdder Meetings Develop Cutover Plan Cdover Plan .. .... (Away Assurance ReporE....... .. Dddrass sdrdlddrallan kde1production server Cly a1 Mimi PM,Solourne PM laIGyo1MaNSteefigCoin es II. -City of 14,48 PM,So5alme PM m. ..� Gy of Msmi PM,Sa400rne PM .... Sawing CrA,C8Y of Miami PM .... R12R6416 M cloys Mon 1R4g6 i 26 drys Men 1R406 f ... Frl 2126105 1 day.Mon 412405 I Mon 1124As 15 days Tue 1120A5 ; Men 2114A5 7 days 'rue 2115A5 Wad 7M 405 2.6 drys Thu 2117051 Thu2117A5 4,6 days Thu 21705 Wed 2,73A6 ..._2 days �... Thu 2R49)5 Fr 212645 6days Fri 212505 Fri 2125105 .................. 0 deys Fri 212610 Fri 2f25A5 0 deys Fri 212505 PA 206106 10 doe Man 3n116 I Frl6A1A6 56 Mole Mon 2R1p6 PrI 608M1 50 days M01120805 Fr1612005 50 days Mon 212805 Fd 600106 . m 60 days Mon200105 Fd6R0i05 �,. .... 0dpe PrI512006 fr16f1gA5 0 drys Frl 5/10105 Fri 5/7015 I N done Mon edam FfI6R1A6 City of HMI DSA,Sol ourne DOA 50 days Man 2f15A5 Frl 6f20A5 8 1.. Clone TRAM,* Indsnce h podte7lon server qY of Komi 08A,Sdbaume DOA 60 days elm 70806 Fri 5,00/05 ([6mparerily) ...._... TaclnnloN OsyslepmeM .......... .... ......... 18 dem Mon2A 46 Fit6121A5 Tad fd Conversions Teal Ful Mar Develop 8 Test Al Custom Repods (ae needed) .........__...- --- Ted Al0uelem Forma (as needed)..._, Ted AIWarkl6wa Change ManagemeM, Iducatlon,and End War support Execute Production Suppai*lelp Desk Process Cxducl Train Ms Trainee YWrkehap end. Conienl Review __ ........ . ... Fumd2a Ertl lMr Training Melxlela End User Training Mrderida Finds. Training Logistics .. �._._._ . _.. Condo el BAN Training g for Y of Merl Resources Credo Rapid Rader Tutorials fee End hears DW dhule Reno Nov !World to End )leers Ilpdele Integration Test Nan for Client Specific Needs execute IntegrdWn Ted Pen Solbourne ORACLE Sa6d+rrra PG,So6arna pwalepersiClY 60 drys Mon 2128106 Fri 6R005 of Mrf1 Develnper6,Chy of Mimi POs ..... . So6arne PC,,S5N6aens Devebpere,Cly 60deye Man 2(28616 Pr1500106 01 M6et De at al Med POs ..... .. a xns PCs,5a6wrne0svtloprs,CRY 60 days Man ram Frit/20A5 of Mimi 0 5 107xa,Cly of Miami POs So6ourne PCe,saloarne Devalopers,C8Y 50 days Mon 20805 F11600106 of Mimi Devekpsrs,Cly of Mimi POI ., So60uwoePC6,S0Wlrns Drvelopere,Cly I__- 50 days ....Mon 2Y28A6 Fri mf2ons of Mai Developare,City of Mired POs 2 ..... i0 days ,Mon 128106 Fri 6A1N6 City of WA PM,GY al SON 10 days Mon 208105 Fr12111A9 POs,SOMarns Eduodion Lied So4rourM _ ..... Sobourns Edupellan Lsed,CIY al Mama . 2 days Mao 3111105 Tu/ 0115,05 PM,C5y of Memi POs ... Cly el MWN PM,S1110urnv eduction 30 days.__.. Wed 3M005 Tua 40505 LIed,CIY of Mrni POs,Salmurns PCs .... ___ .... ........__. City of Mehl PM,Sa6nrwne Education 0 drys Tw 12506 Turn 4f16815 L.esd,C5Y Of Mani POe ............. Cly of Miami PO*,CIY 01 Miami ......... 10 days Wed 407105 Tut 6110A5 PM,S lootrM Edundlon Lead ,. 1SCNqunr E0ucellon Li6dCIYIIMumI Iday Wed5/11036 Wadsd1A6 PMpy If Had f'4 _ ......... Sawn. Education Le6d,Cly or Merril 2 deys..... Thu 611205 Fri 5r1305 PM,GY of Meml PO So6arm Educdlon Lead,CIY al Miami PM 5 days Mon 611805 Id 5/2006 tialharM PCe,CYY of Miami PCs 10 deY6..........Moh 6.12615 Fri 612005 AO pays Mon 201,06 Fr14R21K 50 noun Far Mar ill Am 16 FAWN 1110511 1 ■ 1 4 • si • • 4 • • 1 t M • September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator 10 Task Rime Resource demos Median Planned Mart Planned Wen rob 161 162 113 114 165 lee 107 100 111 171 171 172 173 174 176 171 177 176 779 180 111 182 113 104 186 105 117 lee 111 119 1e1 112 193 194 116 190 117 111 168 206 Process Teems Ted Super User ant End User Response:Wes Execute Moreton test plan Executed YVeyre/kin Test Pen Test and Opiate ilea Procedures Mph Cly of Mime 5lgnofl on H6F'dlon Tasting Execute R.Oreaalen Test Plan Prins.' Teams Teat Super We end End User Reeponall60cs Execute Integration teal plan Executed rfagrdlon Teat Plan Test and Update User Procedures Older n C1y 01 Mee Slpnolf an Re9r6pWn Testing.... ...... . Configure PRODUCTION Geneve_......._._....__...—� ......._............._.. Ledger ,ReeyWrWea e,Tressur Aocauia PayaWe/1nde,Cteh Menepenlenl,lre.ppeer !Dodd, Expenses ......... ACccurMs H.o01v /04no e8ng0Cssh ."..... Mnegemed Praleds, Froeeds Contracts .. ......... Grunts .,..,.. .. Pwcheuing, McNary, Procurement, Sourcing Trnoeln Project Menagentant Tens/Ilan Phase Conduct Preled Team Status Meth gs Conduct Sleeting Comrades Meetings EYe06e Cuio1er Plan Dually Asmara Rsporl Oalgias§ Adminlslydton Clare TRAI14d0 lnalance Instal PRODUCTION Instance Fatale Canedivly, End User Wwkeldione, System Printers, etc. Etter/ash Production Network LC0he (es needed) Mgrde Technical Cayskpnierd Inventory no Praductlan Cnangc Management, Education, end End User Support Ertl User Training _-_-- Delver End User Training Review Quay of End User Training Propene Ongoing 1duoklon Strategy._ ....... Ongoing Educatlon Strategy Configure PRODUCTION Craned Lu17n,Receiv.Mes /RacsIvelna,Treeney 41 deo Mon 2131,106 Fri 402A6 .___......__a..__...__._oup,Soi_.__--._.....___..__.. _....__e..__..27_ 05 Process Teem !Woe Drap,5o6taana PC 4 deyt lam 2ntkos Tlxr SLiA6 Precuts Teem Foote Oroup,Sdtloume PC...' 30 days - _ Frl SHAM _.. Thu 5. In4A5 Proaeis Teem Focus Oreop,S0pouans PC 0 days Thu 4)140 Thu 411405 Process Team Focus Group 6 days Fri 4n5A5 Fd 4022105 City at Mani PM,Sdaourne PC ......... 0 dog Fri 402)05 Fri 40205 ........ 21 day* Mn 4R516 Fri 4121106 __-- 21 drys Mon 4Q6A6 Fri 6Y21A6 ..... Process Team Focus p0p,5a6aane PC 1 day Mon 472303 Mon 105105 Process Teem Focus 0roup,So6ourns PC 15 days Tut 406A5 Mon 0.65.105 Prone* Teem MMus Oro4o,5dtourne PC 0 don Mon 518/05 Mon 5n6115 Process _._... ._......._,......., _ - ...._._ g._._..._..00 Prgcm Team Focus Orqup I 4 days Tug SIITA51 rat 5Y10A5 Cly Of MWN PM,So6ourne PC --- 0 tlrye Fr15f70A5 rrl SRDA5 21 gru- _ _._Mon 4RSA5 !__. _ Fr16n11A6 Seamen,'PC,CtY of MkrN PO 30 days Mon 4f26106 fat 5/10A5 5o5aens PC,C17 of Miard PO....._.._.. _... 20�; ._... Man 4 25A5 �.._- Fri 612005 Sebetene PC,Cey e1 Meat PO ...... 20 days Mon 4/2605 Fr16/20,05 Sonoma PC,CBY o1 Marl PO 20 days Mon 401135 Fri 500A6 Sel come PC,Cey o1 Mani PO 20 days Mon 4.12545 Fd 5120A6 ..._.... ......... _ ..... ... Solemner PC CIdenY el Mbar PO 70 den Mon 4126g3 Fat 6r2005 ........ 21 Ono Mon ef23A5 151 FPS 20 days Mon 60305rrlen7105 __..._...........».»...-- __.0 days --._.Mon 503.._.�.....,.,_.___..._._. Cly of MemlPM Zd days Man 9RSA5: fat 6R7A5 Gay of Medi Sleeting COemetea 20 days .... Man 503A6 Fd 6n7105 Erika Teem 20 den Mon 50305 • Fri BM 7)05 ,Solocurns QA,CIy of Mimi PM 0doe Fri ed7A5 Fri 1117A5 30 days Mon 503035 rat en7A6 . ....._ ... C[y a1 MIemI0M,5oEourne OeA 9 days Mn 3723A5 wed 5l25A5 Cry el Meml00A,Sa6t0urns ye* 6 days Thu 5ae,05Wed 61A5 c11y o1 Mad DOA City of Karl DBA Cly or Meng D0A,Sol1Osne DRA Cly of Mari PM,C2y of Mori POa,Saeta.nta Education Lead ......... City of mei PM,CIy of Mimi POaSo +ne educ.Oon lead City of Med PO,Solhourne PC 7 days 5 days 0 days ridgy. 20 dnye 20 days 20 day. Thu et2)05 Prl tli10125 Man 6n 3A5Frl 6n7A5 Fden7A5 Man 503A6 ........_. Men 512313 5 Mon 5f23A5 Mn 5/23A5 zo days Man sl23A5 0 d.ys _-- Fr15117/05 • 2$ days Man MINN 20 days Mors 512305 Fd6R7A5 Fri 1n7A6 Fri 6n 7AS 74 1017.105 Fel1n7A5 7161t7l05 FR 807)06 ..................... Fri 6M7A6 Fr101ITA5 14166114 Wen Jun V4 ♦ ♦ ,-er NMI MIS PIM NMI "MM. 111.11 1 ♦ ISM °r Solbourne ORACLE' 51 September 15, 2004 10 201 202 203 Took Rome 204 2M 201 207 201 200 210 211 212 213 214 216 211 217 211 210 220 221 222 223 224 226 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator AccoaMs PariMeAseds,Cash Menogeremlp.gpier Pond, topmbat Aecolrls Rece vabl4Rals7 Bing/Cush Menagmeent Projects, Projects Contrasts Resource Names !CO o1 MimI PG,5alb 10. PC 1Cly al MM0I PO,SalbournO PC 5d0ourne PC,CIY of MI= PO SObeum. PC,Csy of Merl PD Purchseh9,lnantary, Procurement, Sourabg Edd,Ish Soar User and End liter P.1pone4lM ice for Pradudlan user Acceptrlae Teghg Go We • Phase I Past Go live iuppOrt ..... ....... Prated Management Post Oa Live Support Mesa i Conduct Profed Tern MMus Meetings ..... Cvrdud 5teerhg Comte. Mistime' ddrbule End of Place I Clint 5Mfeledfon Survey ......... _ . ..... .. Production Support Phase t Pod 0o-LWs Support Support First Month End Close Support Fret Guider dd Ckse Support Fret Yeti End Close Feel Welty Aaevencs Report Perform Pr0Jed RevIew.. Obtain Final Acceptance of Flnenclis,Prawemerk Phase M H W,IS end Budgeting .. Proses* Deegan ........... Delver Project Tern Orierldlan.... Deliver °sami:Merit Kickoff 221 227 220 221 230 231 232 233 234 236 236 237 236 231 241 so Preheat Management PrDeo= Design Phase _.. CorKkst...Project Tern Status M.05'0. Conduct Steering Comte, Meetings Gushy Assurance Report 11Ms6sss Adm1MMrMlon Salboume PC,CIy of Mhml PO Ctyol NOMPOs ...,.. City of Mont POs... iCity of Mere PM CJty of Mani Steering C0mm16se I5o11xowne PM Sokaurne PCs,Cay of Mem) POI SIMoume PC • Sdbaume PC �.150110=0PG . . !!rbmal OA Audlor Coy of MNun1 PM,Sobourne PM ICIy of Mani Pµ,Sabm5ne PM laly of Miami PM City of MIN Sarong Committee ISobourneGA,CIy of Herd PM DurMlon Planned Mere Planned Finch 20 6*4-e 1 Mon 5123105 7r16117615 20days Mon6123/05 Fr16n7,06 20 days Men 523A5Frl 6117106 20 days Mon 6R306 Fri 6n7A5 20 days 1. Mon 523105 ! Fri 5n 725 20 deye Mon 5i73106 Fri 6117A5 6 10 deri', Mon 518,05 Frl lut7a35 i day' m TRIM Frl7nn6 131 dye Fri 7n;114.j 1411040 40days --_-- Fri 7n105 Thu6R5A6 _Ma 1 i6 BR505 40 days Fri 7AA5'.The 40 days Fri 7M /051 Thu 0f15A5 1dayI FY1711.051 Fri7li05 134 days Mon 71406 I Fri /10106 5tiers, Mon 714A5 Fri 71e105 cloys ___..M ..,. Monty. .. 0 tleys Mon ago Mon OAAS ......� ..._ .__Fr_.. 0 days FriOr30A5Fri 920,06 �...._........Fr i103230 0 *vs Fr1l6A6' Frl 1 R+06 5 days Mon 6n 105 Fri 8.5.05 .125 .... 5 days ,. Thu BRSfK, Wed 821105 O days Wed501N15 476 dye Man 3R46 66 days Man 3246 Sobaurn.PM,S0baurna PCs,SWaune 0.6days Mon 3/7100 Mon3l7105 Developers Solbaxn. PMSdaaurra PG,CIY of mass 0.6 days Mon 31745' Mon377a75 Steering Cominklea,Cey of Mlyd PM .... ......................_ 16 MessMon 3RA6 Fri 61316 Mon317/35 Fri 61305 Patch DEV hderce-Sabevrr COA,C2Y al Mimi DOA Pdd1 TEST Instance ISabaam er DBAPly of Meet DOA Patch GA ha4Mca ISobourn a DEIA,City of MIDIS DOA Technleel Developmerd......... NW Ralkned%end Soaping of TscnnkM Cly of Maid D.velopera,5dbrrne Beds Technical Development Project Plan .1DevslI n. icel Le_.._..__. _... Devsto Inventory _ Soit+anrfn Tecfinlaal Lead Beth Data teesss5e Efforts Cly al Mini 0e611271rs,s0SMrna !Developers Complete Functional Speollications for 'Sdbourne Dsvebpere,C4Y of Merl Conversions per SON !Developers...... Complete Functional 5pec6kdofls for ISol6ovm CnoMopers,CIY of keel Menaces per SON i0evebper0 Compete Fu ctionel Specifications far Devdop'Sobsume 0evebpers,ClY al Mlemi Workflow' di epplcsale7 per SOW '.Developers one ORACLE' 65 d.Y1 05 days .......Mon 377A5 Fri 6✓3A5 0 days! PoBAAS Frig/3135 26 cloys Mon 37n06 FrI �f1A6 10 days Mon 3/7105 Fri 3116,05 10 drys' Mon 321135 Fri 4n 275 .... Sdays Mon44105 .... Fn4AA5 15 dye Mon 311116 Fit snit 20 days pllul'OS Ada '06 P'C5 ripimmemp 1 Mon3/7l06 Fr1411005 6 days .__.Mon 414A6 Fri 4Rr05 20 days Mon4ntu5 Fri 5s/De ;...,20days:._...-' 041. ___....._. 20days Mon 4ntA5 Fri 5,6>n6 10 days, Man ERNS !..-10 dari, Mon 623A5 52 Fr1512 05 Fri 6A106 • September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator 1U 241 242 243 244 246 TUN Nome 246 247 241 241 260 251 262 263 264 266 266 267 266 266 266 264 212 243 264 266 266 267 266 266 276 271 272 273 274 27$ 276 277 21e 270 266 TeWic& Development Project Pen fhal Technical Development inventory Change Management EduceUon, and End User Support Create Change Management Plan Updated Change Menaiament Pan Educellon Needs AaaasaamM..... Theses Prated Teem Training Schedule .... Coerdalsla Proportion of fAderlds ter PT7 Develop User Procedure Maus Education Strategy Plan Develop Education Propel Plan Educing Project Plan .......... Develop End User Cter6x*rn Canna ..... Prelim. End User CurrlxWum Wine Conduct Course Developers' Workshop Conduct use of Drool Support Services Trifling for P0a Se* design of End User SupparlMe6r Desk dlhaetrUGllre Updated Heip 064k Strategy DeperM+rtsl knead AMyala Rdea end Reaponsl6lii0 Deiaitons 0anlness Proses* Analysis 6 0efkl8ten Process Teems Review Completed CFO, Oaths Prowsi fkrxsMerretNU Creel Wades FUfldhMi Specs for TechNcel Development Inventory ........ in.... leggin Developing Reiponalul6Y Matd>< Configure Development per Prmess Nolen Prepare for Protect ream 7ralnfng Conduct Protect Team TrM*lg ............. Perform madulraMN testing Perform addlbnal maduterndd 1Utkl6 Probe Procosa Flows, Nerrelivea, end Setup Doc Conduct Process Deign Welth0ugh Set Lp Damned Responelbity Matrix Obtain Clay of Miele Slgnolf Configur*Teel for Y61kla10o 4IOlagr41104 Testing Fit to Support FlnendW 6 Procuenent Mahn Resources, SSF1i, Remarried Advervxd Berens 6eee0ree Names 5oauarne Developers,CIIY of Fdleml Developers Sotorni D.Ya1Pera,Cly 01 Miami Developers Solbourne Education Leed,Cay al Mini Change k4gml Lead Sataume Educedm Lead,r31Y of Mimi CMOS* WI Load .......... So4wuM Education Lead,Cly of Want Change Mgml toed . ... SdbarM Education Listl,Sc6ouma %s Sallaurne Education Load Solbourne Education Lead. 3a11a1rrn Education Lead I5olboo ne Edu0eda4 Leed,CSY of Merl PM Solbeume Education Lriad,ClY o1 Mfami PM i D days Sdheuma EducMpn Leed,Cll4 of Meat PM 15 drys Sah01M PC,C0Y of MIN POs Soloorne Eduoat1n Lead,CIY of Miord PM,Cly of Merl POs ...., COY 0f Mahn PO,Sdbourne PC Sobouens Eduaedon Lead,COY al M4Mnt PM 2 days 1 day 1day 3 days 50laarMFducallan Leed,ClY a1 Meat PM otloYs Salboumr F.d.1CM104 Laad,Csy of MOM PM 0 days [Written Planned Rol Planned RM*h D days Frl 63235 Fd 613105 0 days F16OA5 F11613235 66 doye Mon 3R46 FFI1AA6 5 days Men 317105 Fd 3111615 0 days Frl 3111 A5 Frl 3111 A5 O cloys Fr19111A5 Frl 3111235 10 days Mon304A5- Frt3125A5 3 days Mon 126105 - Wed 3130A5 5 dive Thu 331A5 ...Wed 4,&05 0 days Wad 41035 Wad 41605 20 days Thu 4R45 Wed 5M235 rod 06 Wad 614A5 - Wed 5MA5 740443A5. Wed5l25A5 Thu 6126235 Fti 612745 Mon LOOPS Mon 63005 ................. . Toe SalA5 Tm5A105 Wedl/145 - Fri 01306 Fd 613106 Fd BOOB _.._.. .6. Fd 6At75�: ►A 6A236 S0Wdurne Education Leed,CSY 01 Mien PM 0daya _ - Fri 6/3105 Fri0,0A5 66 days Mon 312A6 Fri 6127A6 11 dire Mon 3R166 Fri Vl7A6 Mon 3RA5 Fri 3111A5 Man 3M14A5 Fr14AA5 11P5 Fat . ...................4 Man 4Hd 4M 6A5 Man 4116135 Tue 4A6A5 Wed 4120P5 Tun 5A05 Solbourne PC,OLO'A Focus 0roup Sobo me PC,OLFA Focus group Solhuyme PC,So6wurne Developers 5aeuourne PC,CIY of Mani PO City of Mama PO,Sdpourna PC 6 days 30 days ... L days 2days 10 days Solbourne Educedon L61d,Setcurne PC _.2day. Wed 51405 Thu 6/3105 Sollalrne PC,CIy of Merril h0 5 days FF16)0005 i Thu 6r1205 Gay of MOM PO,S*ourne PC 7 days Fri 511305 Mon 512305 Shcloume PC,CIy Of Mahn PO ....... 2 drys Tim 504235 Plaid 5125215 Shclarrne PC Ply of MEN PO 1 day ....Thu 63605 .. Thu 612/105 So1orne PC,CIY 0f MOM PO 1 day ... Fri 6127A5 - ......rd .....5mAs1127... 5 S*ourne PCMy of Mahn PO 0 days Frl 642735 Fd 5A7105 So1ourne PC,CIy 01 Med PO Sollorne PC,CBy of Mani i PM SytbournsPC,C04 of Med PO SolYxtna PC Sot ume PC,CIy u1 Mlwat PO 0 drys Fr1527A5 I FH5R7A5 0 lays fFriSf2TA5 Ff1 53705 6 gays Mon 613IA6 .......Fri l/3106 t day Mon 5O0A5 Mon 600105 5 days Mon 613005 _ ...Fri 619235 5 days Mon 50035 Frl 6f3A5 Mer 104 Apr'66 May16 .)_ten b6 • i MI $ Solbourne ORACLE 53 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator io 2E1 282 Taeh items 283 214 216 216 267 288 261 211 261 212 283 264 216 211 267 211 211 306 301 302 303 SO4 306 304 307 361 361 310 311 312 313 314 316 311 317 311 311 320 Payrol .................. . Lamming DudOMitg Vafldaiion Protein Manapemenl Weidagon Phase Develop and Reline Caover Plan.... Conduct PrOeci Two Statue @beings Cp dal Stoning Cam etse Madinat Camay Algtrance Report... Technical Developmenl Compete Functional SpsclllcatOns for Approved Raqueala Cannata TecWYa0 Specl3celbns Approved RaglMsta Compete Conetrudbn and UM TON of ppprm'a4REtueats Mgr0la Technical Deveopmet far Approved Requests.... .., Canpete Te0rtloel Specification for Converelotper SOW _. .. Marais Technical D.v0*opmentlar _ Conversionapm l! SON to Teel Ted —Sunni Odi Icr Conversions per Ma SOW Compete Technical Spedlicslont for lyerlecea per the SOW Mode leoledcalcal Development for interfaces par the SOWN Taal Teat weed of data la Malacca per the SON .......... Complete 0sva1opnea Wont for Workflow per Marge Workflow &y1s:elent par the SOWia Test Test custom workflows par t1*1SC W Cannon Dna Message erd Cleamh0 UN Tested TIcIWcd Envelopment inventory Charge Management, Education, and End near6uppo ... ..... ............................ OMdouta Dula Nay Tacna to Fine 8 Procuemere Foam Grow Members DY4Npte Basic Nay Tutorial to NRIOTL0.yTol Focus Oroup Members hulas ahulas Uses Procedure Moldy User Procedure Manx Departmental rend Report Rehm Production Supp011MNp Dean Structure url Ccukm Pen Begin f)avabpLn0 End Uear TTrillinghg Content Train Clfy of Mimi PO; on Tracts FunctionalValidation Testing In Teat Frame Trines Rnourcs Name ':Sdhmene PC iSdhoura PC Solbourne PC,CNy of Mara PO Soba1me PM,C6y al hlsnt PM _ . City of Man PM City of Mead Stewtg Carnegie 'Sol oume 0A,C6y al Mani PM Sonoma PCs,C6y o1 Miami P03,scOnur le Developers Samurai, PC4,S* awn. Developere,Cly of Marti Dwebpwa,C4y a1 Mae PO0 Soboume PCs,Sobawne Dsyaampers,C6y 10 days • M of rN pevebyma,C6y of Meerti POI„ Sabwsno PCs,SMrarne Davalapers,CPY 1 day : Fri 716105 01 MiamiDev*bpws.Cly al Fermi POs i Sonoma PCs,S0{taurne Dsyslapwr,C6y 1 doY j Mon 7111A6 of Mead DwNopers pYof MlemlPDs Duration 5 days Planned Mart Mon 500/06 5 days'. Man513106 5 days Mon 5/3005 >b days . Mon M116 35 ern, Mon 5.105 5days! Mon66AS 35 days • Mon 5t6A5 35 days Mon 818A6 Odayt t Fri 7-0105 36 dig l PAW 6AA5 4 days Man 86i05 10 days FA 511005 Fri 13124105 Planned Finish Fri 613A6 Fri 8,005 Fri 01105 Fri 7122/16 Fri 712205 Fr16110A6 Fn7/22105 F67/22I05 rn 7.....36 naa6 Fri742116 Thu 6RA5 Thu 603.05 Thu iRAS Fri 716105 Man7111p5 CC0y 01el Mien Developers,Cly of Mani r W 1 day . Tua 7N2106 TU1 TAMS 015A,SO4ouRle Dtveloperl_---.__ C6y of Mani Dew1e4rs,Sebarne 1 day: Wed TM306 F Wed 7113105 PCs,C6y of Mira PO* Sabourne • Sabakne PCs,S0Uourne Devaiopirs,C4y . 1 day Thu711446 Thu MOOSof Mena Devdcpers,Cty of MartiPOI • City of MINN D6v8Npare,dy of Miami 1 der Fri TAMS ...Fri 7115A6 DBA,Sonourne Davebpert Gay of Miami Devebpsrs,Sa1ourna 1 day Mon 711606 Mon Teo PCa,Cily of Mane Posgollouma i Salaams PCs,SghouWNA ne Devpere,Cly ' 1 day Tun 7n6 Tu.7110/05 1 day,i Wad 7ROA5 of Main Dayebpue,Cly of Mrs POI City o1 Minn Developert,CIY of Mani DDA,Sobour» Developers City of Mead Dsyskp4s,Sabaune PCs,C6y of Mead POs,Solemn. C6y el Mare PO C6y el Miami Devahpers,Soloasrw PCI,Cly al Mien POs,Sab0urni Wad MOA5 2 days l Thu 7121106 Fri 7,122.05 ti..gay Fri 7/22 .6 Fri 70205 0 dew j ....Tut VAN .... 'rue 80505 36 dWs Mon 611N6 Fri 7*22/16 Igoe '06 Salborrne Education Lead,Soboune 1 day Mat6,1A6 Man 56305 PC,,CIy of Mord POI ................ .. Sd4Oune Eduoslot Leq,Sabarne 1 dry Tue 5A106 Sue 6//1135 PCs,Cdy of Mord POs Saloouna Eduction Larod,Sonairne 15 days; Wad INAS Tue 6/25p5 PC;,CNy of Mimi POs SObaurn. Education Lasd,Sabourts 0 day* Tura &26A6 Tun 6n66:5 PCs Ply of Mae POI Sobour,a Educatkin Lead So6wune 0 days T0060005 Toe 00805 PCt C6y of Hard PO; City of Main POs,C1y of Mari ...... `........5 daye Wed 12606 Tue 71M5 PM,Sobourne !taxation Lead Soboume Educattm L6a i,SSaboune 0 days l Tug 715A5 Tug 7505 POe,Cky of Mead Pos Saboume Education Lgsd,Sobarng 1 10 rays Wed 7A105 Tug 711015 PCI,Ciy of Mani POs City al Man POs,CIy of Mead PM I 3 days Wad 7r 1035 Fd 7.02.05 ...._.._--ra-y_.__..._.__. ,Solhne P_._. Re1M ResptMgWdN MdflK �._ CNy 01 Mitre PO,So11orXM PC EYaate VWOMon Ted Scrips Salwune PC,CIy of Mead PO Llpdae User Procedures ROOMS Foam Orono 36 dams " rn Man VIM Fri iainl 3ltley4 I Man MA6 Fait 7722A6 1—.. _...:_...__..__._._ ......... ... ]days Mon 6b05T Tut 8A415 25 days! Wed&BA5---Tus7M2A5 ... 2 dry/ Wad 7/13.05 Thu 7A 405 Jun 116 Jul'S4 1 rm311. 1 111111111 ♦ Ig=a1=1,1117 • 1 4 t ♦ 1 J6.,. '06 Des '16 idF% Solbourne ORACLE' 54 September 15, 2004 MI 321 322 329 324 326 326 Iselt Moms 327 321 326 330 331 332 333 334 336 336 337 330 331 340 344 342 343 344 346 340 347 741 340 360 361 962 363 364 366 366 367 366 369 360 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator PrOv5e averyf*W to Focus group Members Ted User Procedures 0.06e4 611r11ee Process Focus 0rap,Cly of Mimi IPO,Sdhclxne PC Protest Focus group Conduct Vatdatlm Playback Session Process Focus Oroup,Cly °IMti,1 P0,5oloourne PC Undated T.41 System Prrrala Focus oroup,C6y of MUM PO,SO111ourm PC ......... V&a05 n Wsi5hagt I Process Foam &Gup,Cly or MMN IPO,Soiluurne PC -- _ -- Ob1eh CIY of Meml Sisr 01I on Velkklbn CAy of Mimi PM,So5rorrne PC Fri 7122105 Phase ... ..... .... __._ Mon7B01006 Integration ......... ... ... ...... Project Management Integration se Mon 7116A6 ga _.. 1 ..... ___. ........ Conduct Project Teem Status Meath CAY a1 Mani PM,Sdharna PM j Man 7l1610S Crxkx151akehdlkr Meetings CAy of Mud Steering Comrades Mon 7125105 _.......... _. _. Develop WowWowFlan Cityyof WentPM,SabaurM PM Mon N15A6 ........... .......... CVovr Plan CAy of Mail PM,Solbo rns PM Fr111625N5 ........ .. ... ..._ Fd 11125105 ....... Welly Aialrrlt0 Report SoAldaro Okay of Merl PM .. .. Mon 706A6 fleabite AdrNNe4dtan ......... ... .... Patudlo Peach pradri serverCAY al MsmVOBA,So6owMan T06A5ne 09A _ - Gone TRAMMVO Nimes h producllan server .CAy of Marl D0A,9oloo me OBA Teems.' Owsbpment j 00 dys - Mon 76160 Ted Full Conversions Tsd F111 Interfaces Develop 6 Ted M Custm Repent(as needed) ......... lest M CUdai Forms Des needed) Ted Al 4Wd46bwO Charge Managernert, Edusdton, and End User Support bootie Produdlan S14prIMe1P Desk Process _ ..... Conduct Treh the Trainer Workshop end Carlini Review F1500. End User Trains Worlds End User Traiins Materiels Fivers Treeing Logistics Conduct Rapid Wider Training ton Mal MeN Resources Create Rapid guider Tutorials tar End Users 0lstrbas Basic Nov Nodal to End Users 1lpdds MN69redon Fret Plen for Client 9pss1le Needs rand to Inte0ration Test Plan Proses, Teams Ted Super War and End User Respond6Mku 1 day 3 days. 2 days 0 deYl 0 days 0 days 15 dye 66 days 90 days 90 days 60 days . ......... 0 days 0 days 60 days e0 drys Planned Mart Planned Elates ►r17n5025, Fri 711615 Mon 71161351--- Wed 7120105 Zhu 7121,115 h1712206 Fri 7122105 Fd 7R3f06 Fri 717246 Fri 712216 Fri 712205 Fri 11126104 Pei 11/26116 Fri 11 A6A6 Fri 1147516 Fel 11125025 Fd 11fl5106 .. ......... Fr111126A5 Fri 1111416 FF11112666 60 drys Mon 7126105 Ft 111MAS Fri 111646 Ai 14 Solbourne PCs,SILournO DevelOPre,CAY . ISO days', Mon 7ll6A6 Fri11125106 or Merril Devebeer4,4y oI kdad POs - _ ..... Soho me PCa Sobslm6 De1Sbpers,CIY I 90 days Mon 7025516l F1111126105 of MeN Dwebpere,C6y o1 Meet POs "" .. 90 days Mon 7I2W05 F11111 6A5 ShcorurM PG,Salwlrna Developers,CAy o1 Mamf 0evebprepy of Miami POt SolScurn8PCs,5alSaul'ne Devsldpers,Cly I 00 drys Mon 7125035 1 Fri 1102505 of Wei Dev6opsrs,CAy of Merl POs Sobnume PC1,6011O1rne Devslopers,C1Y 90 deya Mon 72615 7r111196105 of Miami Devdopera,Cly of Mare P05 W dye Mon 7R6414 FM 11126.116 City OI Mm4PM,C3y e1 learnt 10 days Man 7126106 Fri 64/06 P0t,Sdhourne Educetlon Lead,Salhovme 805041rie !Warden Letl,Ciy o1 MeN 7 drys Mon 614025 ! Tut 6111,0E PM,4Y of Morel POI City of MeN PM,Sobarne Eduction 60 days Wed 6117A5 Tie 110A6A5 Lead,CAY of Miami POs Apemen' PCs • ......... City a1 Mani pM,Solharne Education 0 days Tue 10126135' lid 10125105 Lead,C6y o1 Miami POl CAy of Mara P0s,C05 of Mime 15 deYs Wad 10213/06 Tue 1111565 PM,Sabarne Education Lied SOAanwne Education Leed,CSy o1 Mimi 1 day j Wed 14A6A6 4Yed 11116A6 PMCly of Wail PO Sdbourne Eduodlen Led,C15 of Miami 2days' T1w 11M7A5 Fr111A 005 PM,C0y o1 Miami PO Sodom* Education Lead,Cly of Mimi PM 6 days Mon 11121,05 Frl 1112605 ISdboume PC -spy of Nerd POI 10 days Mon 11114A5 16 days Men 7121/06 66 arm • M66 12606 !Process Teem Focus orou4,So6aurns PC 0 days Mon 7R5AE i Wed 613105 Execute lntaydlontest *aids 1ProCeil Torre Focus orolp,S0AOLIM PC 46 days'' Thu 6MA51 Wad 1016A6 Executed 11a0rstbn Ted Plan iFrocese Team Focus 0roupSohourrll PC 0 cloys' Ved'1060161 Wee100SA06 Ted and Update User Procedures IProcess Team Focus Drove 12 drys - T1m I016p51 Fri 1 OR1 A5 Chtein City of Meet Simon on ktesratdo ,C6y of Memi PM,SOAxwrne PC - 0 days . Fe 10121 A5 Frl SOR1 AM lading Exoeut0 Re5rndon Tool Plan 26 dys ', Mon 1662406 1 61111261/ Mer6 Sep 16 Oct rob el tioe 06 4 I I ♦ ♦ 1 4 4 1 1 ■ u ♦ MIN 4 I $ So bourne ORACLE 55 September 15, 2004 ID 341 362 383 384 T48118em, 3116 368 387 311 MO 370 371 372 373 374 376 316 377 371 370 311 381 312 333 314 386 316 317 380 311 390 311 342 39.3 314 306 398 317 390 311 400 City of Miami Response to REP # 03-04-151 Enterprise Resource Planning Software System Integrator P7e6ee4 Teams Teat Super User and End UMMF Resp99a19K1.s -__-- _-- Execute Hegreilon lad scrips Executed Integration Tea Plan Ten end Update User Procedre; Men City al Mlaml Slgnoff an Regression Teethe Configure PRODUCTION Human Resource*, SSFW, Flecrurmerd Advanced Benefits Payroll sass.. .............. sass. keerrarg ... Budgeting sass ......... sass.. Transition Project Menegenrant T snsNWn Phase Undue! Probed Team Steer. Meetings _-sass Conduct Steering Committee WON: Execute Wove Pen Warily Aasurence Repel Miler... Administration Clone TRA94NO instance Resource Nimes Motion Plemsd Merl Plamed Finish 26 daye i Mon 10R4414 Fr111126116 Process Teen Focus Oroip Shcrdrne_PC 7 Gya Man 10r21008 Tue 1012505 sass sa y s Process Trim Focus rkourp,Sabarns PC sass 15 Joys Wad 500605 Toe 1111 5A6 Process' Teem Focus GrowSaltuurnaPC 0 Buys _ ........ Tuellnsios Tu111nE,0AE Process teem Focus Group py al Maml PM,Sabouma PC CIy of heard PO,Sdeourne PC Coy of Mani PO,5obourna PC mm City of Magi POAM urns PC Sdcourne PC,C4y o1 Vial PO ............. Sobarne PC C IY of Miaat PO [City of Mani PM ICity of Maml Steering Cammilee Erers Tarn 5o11akM OA,CBy of Mini PM ICBy of Mani DBA,Solourne DBA Finalize Cam.cth+Ny, End (her Woncsistions, Coy el Mani OBA System PrHers, etc. sass... sass EetiMehProdudldt Network Loans (es ICly of Meal D0A needed) Compete (Mlgretlon.l) Technical Development City al MNaMOBA,Sabourne DBA ... InventoryH9 Produdlon ......... Charge Meneg5merd, Edueetierr, and End • User Support .......... End User Train g Dahyer End User Training Review Welly of End Liner 'Bening Oly of Mart 141,C0y o1 Menu PO;,Sonou*ne Education Lead CMy of Maud PM,C4y of MINN POs Sa...abourne Education Lead ...�.._......_-•-_sass.__ Prepare Ongoing Education Strategy Ongoing Education Strategy CoraguraPRODIICTIOH sass sass. -. Rumen Reaurwa, 55114, IRecrulmert Advanced Bemire Poirot Learning...... &dgetFg fly ol Maml PO,Sabd0ne PC C1y of Maml P0,5oharrua PC CIy of Mau PO,Sddurrna PC Sobourne PC,dly of Mani PO Sotourne PC,City of I4eml PO EdwbWh Super flan net End liver RaspansblitMs LIy ol Miami POe for Prorsrdlon sass.. sass. User Acceptance leatrig City of Masi POI De Lire • Phase U . ............. sass. _._......... PPM Ge Me Support Proed Management Pout Do Live Support Phew 0 days Wad 11IIM5 O day* Fp 1125A5 36 days' Mon 1024/ 16 25 days Mon 1024105 25 days! Man l0721A5 Fri 1105105 Fr111 R505 Fri 11126116 Fr11125A5 Fri 1172606 00 WWI, Dee `06 J11'11 25 days Man 10.O405 ►d 11(2505 25 days Mon1012406 Fd11R5A5 25 days Mon 1012405 Fr11125AE 26 drarit Mon 1128,16 Fr112130116 .................. 25 days 1 Mon 11 RMAS'. F61213005 25 days Man 1106435 . Fri 1MOOS 25 dare I Mon 1108105 Fri 12/30A5 ......... 06 25 days � Mon 11l28105 Fd 12030 _ - 0 day; Fri 121313105 Fri 12r30105 25 clays' Man 1108,05 : FA 17A0A5 ................ -_- 6 days Mon 112605 Fri 121205 ____....I ......... ..... ... ............ sass 10 days I Mon 1215/00 Fd 12n 0A5 10 days i Mon 12019,05 Fr117y5006 o daYe Fri 17A0A5 ; Fri 12l2Ou*S ......21 drys Mon 1120114 Fri 12130816 ......... sass.. -__-_75 days Mon 11 RBAS Fd 17730A3 sass. sass __........................... 25 days Man 11n005 Fri 120005 25 days Mon 11 R8A5 Fri 12A006 ..._._.,..213 26 d8y;' Mon 1rnum Fri mow 0 days Frt 17AOA5 1 1d 13l30A5 -- - 26 dowel— Mori 110616 Fri 12136A4 25 days l -.. Mon 110905 --. FA 12/ 0,05 25 days Man 110805 Fri 12130A0 26 days I Man 110601 Fri 1213005 25 days i Mon 1100A5 Fri 1213005 26 days l Mon 1108435 Fri 12000E 25dsys-{ Man11Ra0S Fr112.133•5 10 daysI Mon12118 5 F112130. 5 idayel Mon12A6Men IRIS --- 211 drys ! Mon 1RM• Men1/A7 sass. 40 days Mon 12A0 Fri 204000 ♦ ♦ ♦ gpeep 4 NEM NMI 4 MEM MINIM ♦ Solbourne ORACLE' 56 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator ID Toe* Memo Resource Nance Duration Planned Sint Planned FNdan pee'06 , MNN'e6 Aar le 401 Conduct Project Teem Status Meetings T.w_._,_....... Conduct Steering Committee Meetings ... Cly of /Arai PM City of Marl gearing Cemmtlee-.__.... S0l6curne PM - - ......._ Soltoume PCs,C4y of Mtemi POs Sclwurne PC6,CNy of Mary POe ' Sc&a ine PC ........ .... So6ourne PC... Edunal OR Auditor ..... .._._.__...._-._.._...__..-.. City of Mired pM,Soddsfr PM City of MIadN PM,So6ourne PM -.-.- __. ..._� 40 days .40 days 1 day Y 700 cloy' 40 days 5 days 011.Y; i,. o days 0 days 6 deYr .. ...._ 6 days 0 Gays Men 1f2A 0 ._.... Mon 1 r7A61 Fri 2t24100 Mon iRA6 Mon 1R06 Mon 1l1A6 Wed 211A0 Wed V i A6 Man 1lIA7 Fr171]4A6 ..._._._.._.__�._.... F2 rl 114A6 Thu 312A6= Fri 2124A6 Fri 2124.06 Frl MOH Mani egg Fri 2a408 ...FO 1Rn04 I Wed 7NA8 __. Ned ?„ RB II Man 111007 Thu 912105 Thu3 i00 7hu 31206 MI ' 402 I 403 DMrexte Fund of Phase laid Segel action Survey ......... ......... Prediction Support Phase II e0e ... r * 406 Support Super Usare with Help Desk Post Ood.lve Support __. i • ■ III 406 407 Support F1 d Morita End Clint Sryport Two Payrol Cyder ... ... Appart FWet Year End Close with Payroll Final Dually Assurance Mqpart ...._.P._.__...r_......._......................__.... perforodm roJed Review moon rhal Acceptance of HRMSRu0OetM5 ..... 441 40e MO 4s1 412 AI Ar Solbourne ORACLE' 57 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System integrator Deliverables A list of all project deliverables associated with the project phases is depicted in the table below. 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. The deliverables are also identified in the Project Schedule section of the statement of work. �` r � �i, R € ' g':'!. - i.,V a'... i tvL sr ."z«^a ��° •� �`1 � � I�al ' .�.. a. u_ �. x. �_: x.. .,/ ' t ! 1�Hit lrt.l i0 I I. 1 1D ...• t.. ., f. ,,!ciP-J9r{ ! it) i� r Phase I 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 Readiness Change Readiness Report Includes the results of the Change Readiness Surveys and identifies next steps and recommendations for the Change Management Plan 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 proiect to the organization and create momentum and enthusiasm for the ro'ect ISolbourne ORACLE'58 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator o a l se 11 �_ J Ai 1 1� F �Ik E ��� J �� dttu it � CS � } 1 i� qq ,� Document describing the 11/19/2004 Process Design Change Management Plan specific change management activities and deliverables that will be completed during the implementation. It includes a project plan showing detailed tasks, resources, etc. which is incorporated into the Master Project Plan 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 Process Design Business Process Flows Flow charts representing 11/30/2004 Oracle -based leading business processes modified as necessary to the City'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 Oa Solbourne ORACLE' 59 September 15, 2004 City of Miami Response to REP # 03-04-151 Enterprise Resource Planning Software System Integrator Process Design Proiect Team Training Process Design Set Up Document Process Design Responsibility Matrix Process Design Process Design Process Design Configured Test System Department Impact Analysis Roles and Responsibilities Definitions Process Design Help Desk Strategy Process Design Quality Assurance Report Validation Department Impact Report Training in the Oracle applications conducted by the Solbourne Process Consultants for the City's Process Owners and Focus Grou members. Documentation of the Oracle 1/14/2005 application configuration decisions based upon the City's Business Process Re uirements Spreadsheet documenting the 1/14/2005 City's Oracle end user roles and security access mapped to the a licable Cit em to ees Oracle Instance configured per 1/21/2005 the City's Business Process requirements to be used for validation testing An identification of the business 1/21/2005 process changes resulting from the implementation 12/31 /2004 Documentation of new job roles 1/21/2005 and responsibilities for personnel as they relate to the use of the new system Structure and tools to be used 1/21/2005 to provide support for the City's Oracle end users in a production environment Report created by the Solbourne QA resource providing an assessment of the project's preparedness for progressing to the Validation Phase 1 /21 /2005 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. $ Solbourne ORACLE' 60 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Validation Validation Validation Validation Validation Validation Validation O/ Solbourne User Procedure Matrix Final Technical Specification Documents Curriculum Plan Executed Validation Test Scripts Unit Tested Technical Development invent° Updated Test System Quality Assurance Report ORACLE` T4H owi't�> 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 Document that captures the 2/4/2005 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 2/7/2005 descriptive narrative of each course including the course objectives, prerequisites, duration and materials that will be used Modular or prototype testing 2/14/2005 with limited conversion and interface data Testing by developers to ensure 2/25/2005 that the code is functioning per the Technical Development Specification without errors Oracle instance configured per 2/25/2005 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 61 2/25/2005 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator ' c .1 4 a - 4-' 5f .l� 3KN 'Dr, -R idi ,I 00 : x. i.-. :4 ( 1 I iHi.i,i? 1,1 i L} S1 _._. d _}b f... : ..,_, Jik .. L ik9 F F £d. ,-4,e_ �`.s ._6� ". 3/15/2005 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 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 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 Configured Production System Quality Assurance Report Oracle Instance configured per 5/20/2005 5/20/2005 the Citv's Business Process requirements modified based upon the results of validation and inte ration testin Report created by the Solbourne QA resource providing an assessment of the project's preparedness for progressing to the Transition Phase 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 5/20/2005 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 6/17/2005 $ Solbourne ORACLE' 62 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator ��y �rhk.�� ���-.«.-a�..,ia8+-�F ... .�...��a...tSt s.uf✓..Yt �... jjN ll11 Y ... .. `. .._.. .. ✓ � p? 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 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 Go -Live and Support Support for Quarter End Close Solbourne Process Consultant's Support for the first Quarter - End Close process 9/30/2005 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 I1 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 Organizational Kickoff Meeting/Presentation to broader 3/7/05 Client audience to introduce the project to the organization and create momentum and enthusiasm for the ro'ect $ Solbourne ORACLE' 63 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator ''YYll jj,, 1�1 t -f�°¢ I.•-N i I' �t. I q�ld ����-' ., ��a..., Document describing the h t., `Erd.,.......,.�.' 3/11/05 Process Design Change Management Plan specific change management activities and deliverables that will be completed during the implementation. It -includes a project plan showing detailed tasks, resources, etc. which is incorporated into the Master Project Plan 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, 3/11/05 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. 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 re uirements 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 Grou members. Solbourne ORACLE` 64 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Documentation of the Oracle 5/27/05 Process Design Set Up Document application configuration decisions based upon the City's Business Process Re uirements Process Design Process Design Walkthrough Power Point Presentation by the 5/27/05 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 Re uirements Process Design Responsibility Matrix Spreadsheet documenting the 5/27/05 City's Oracle end user roles and security access mapped to the a icable Cit em to ees 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 al! technical development items 6/3/05 Process Design Configured Test Oracle Instance configured per 6/3/05 System the City's Business Process requirements to be used for validation testin Process Design Department Impact An identification of the business process changes resulting from the implementation 6/3/05 Analysis Process Design Roles and Documentation of new job roles and responsibilities for personnel as they relate to the use of the new system 6/3/05 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 6/3/05 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 6/3/05 Report 0OF Solbourne ORACLE 65 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator ° r � ras ,�[� 1 �V � =. 34<i • =:✓ �°ri'tEliii!I4.ial y,r,,,-`7 tl _ .. ::' .- .. ._, 'i'-Rli la7r.^y.,-d.;..�!'r 4 6/23/05 Validation Final Technical Specification Documents 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. Validation Unit Tested Testing by developers to ensure 6/28/05 Technical that the code is functioning per Development the Technical Development Invento S ecification 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 trainin Validation Curriculum Plan Document containing a 7/5/05 descriptive narrative of each course including the course obiectives, prerequisites, duration and materials that will be used Validation Executed Validation Modular or prototype testing 7/12/05 Test Scripts with limited conversion and interface data Validation Updated Test System Oracle Instance configured per 7/22/05 the Citv's Business Process requirements modified based upon the results of the validation testing to be used for integration testing Solbourne ORACLE' 66 September 15, 2004 City of Miami Validation Validation Integration Integration Integration Integration fir Solbourne Validation Walkthrough Quality Assurance Report Train -the -Trainer Workshop and Content Review Completed End User Training Materials Executed Integration Test Scripts Configured Production System ORACLE' Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Presentation to the City's Focus Groups and other key Stakeholders by the Citv's Process Owners using the Oracle applications to confirm that the system meets the City's Business Process Re uirements Report created by the Solbourne QA resource providing an assessment of the project's preparedness for progressing to the Integration Phase 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 Comprehensive end -to -end testing with full conversion and interface data, and all other technical development items Oracle Instance configured per the Citv's Business Process requirements modified based upon the results of validation and integration testing 67 7/22/05 7/22/05 8/16/05 10/25/05 10/28/05 11/25/05 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Integration Integration Transition Transition Transition Transition Go -Live and Support Go -Live and Support Go -Live and Support Go -Live and Support �.. Solbourne Quality Assurance Report Cutover Plan Completed End User Training Completed Technical Development Inventory in Production User Acceptance Testing On -going Education Strategy Go -Live Post Go -Live Support Support for First Month End Close Support for Processing Two Complete Payroll Cycles ORACLE' 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 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 Migration of all development code to the production instance ready for use in the execution of the Cutover Plan 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 Document that outlines a training plan to address on- going training needs Solbourne Process Consultants and City Process Owners' Support for initial transactions in the production system Solbourne Process Consultant's Support for the first Month- End Close process Solbourne Process Consultants' Support for the first two payroll cycle processing in the production system 68 11/25/05 11/25/05 12/30/05 12/30/05 12/30/05 12/30/05 1/2/06 1/6/06 2/1/06 211 /06 September 13, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Go -Live and Support Go -Live and Support Final Quality Assurance Report Support for Year Payroll Processing 11 F i=jtl�l`�i r�F 6 °1t1k;3 Report created by the Solbourne QA resource providing an assessment of the project's overall success and documentation of any remaining o • en issues Solbourne Process Consultant's Support for the first Year -End Close process 3/2/06 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 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. Each deliverable will be presented to the City's Project Management for a review period of not less 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. The wording on this acceptance form will 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. $ Solbourne ORACLE 69 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Assumptions The following key assumptions were used in defining the project's Statement of Work (SOW), roles/responsibilities, and Schedule. Any changes in the assumptions may result in a change to the project scope, timeline, resources, or other aspects of the implementation. If this is the case, the agreed upon change control procedure will be used to communicate and approve project changes. General a. The City will establish appropriate decision -making authority within the Project Team. For outstanding decisions that compromise the ability to produce any deliverable, the decision will be documented and presented at the appropriate levels for review and escalation. The Project Managers will confer on the decision at hand and will determine a mutually acceptable timetable for turnaround. The documentation for the outstanding decision will include the course of action in the event that the City does not return a decision in the assigned timeframe. b. The most current version of Oracle Release 111 that has been generally released at the initiation of the project will be the basis for implementation at the City. Version or release upgrades are not included in the Scope of Work unless required by Oracle for warranty purposes or to cure a Contract nonconformance if Solbourne determines that a version or release upgrade is the appropriate method to cure such nonconformance. c. Solbourne does not assume the responsibility for support or maintenance of Oracle licensed software. Both areas are covered under separate contractual agreements with Oracle Worldwide Support. d. Package enabled reengineering will be the basis for the implementation of the functionality included in this work effort. Solbourne will leverage the BPR work completed by the City combined with the "leading practices" that are inherent in the software. These efforts will be the basis for reengineering business processes rather than tailoring the software to meet current business processes or processes that cannot be easily accommodated by standard Oracle functionality. If an existing process generates an undue amount of labor or processing in order to provide status quo, then status quo will be reexamined in lieu of a more simplified process. In addition, if an existing business process is not compatible with the functionality of the software, then the scenarios that are available will be discussed and the optimal solution determined by the City will be implemented. e. The City's business needs do not require the configuration of multi-org functionality at this time. f. The City's currency requirements are U.S. Dollar only. g. The City's system language requirements are English and Spanish. h. All Solbourne provided project documentation, training and training related materials will be provided in English. i. The Microsoft Suite of products (Word, Excel, PowerPoint, Project, Access) and Visio will be the standard for all project documentation unless otherwise noted, alp Solbourne ORACLE' 70 September 15, 2004 City of Miami Response to REP # 03-04-151 Enterprise Resource Planning Software System Integrator Functional and technical validation and integration testing, including the development of test scripts, and the actual testing, will be done by the City with oversight by Solbourne. Acceptance testing will use representative data sets rather than parallel testing with the exception of Payroll testing. k. User profiles that define security access to the system are the responsibility of the City during the implementation and into production. I. Solbourne team members will maintain an average of at least 40 billable hours per normal working week (normal defined as non -holiday, non -vacation, etc.) and will be onsite at least 4 days per normal working week to deliver these services. m. The City and Solbourne will honor all holidays recognized by either the City or Solbourne. Solbourne may choose to work on holidays and weekends with prior permission from the City. The Parties will make every reasonable effort to schedule training sessions and vacation to avoid Project conflicts. However, the Schedule shall not be modified except as mutually agreed upon by the Parties in writing. n. City resources will be made available to complete Solbourne Foundation Questionnaires prior to the on -site arrival of the Solbourne consultants. These questionnaires and the City's BPR documents will be the basis for the Process Design phase of the implementation. o. The City will use Oracle approved standard format pre-printed forms for purchase orders, invoices, checks, and statements. Infrastructure/Architecture Responsibilities p• q• The City will provide the necessary hardware/infrastructure for four (4) to six (6) instances — functional and technical development, test, patch, training and production. The City, supported by Solbourne, will make best efforts to order and install the necessary hardware components for the installation of the software for the development environment to occur as soon as possible after execution of this Agreement. The development environment will be made a priority in relation to the test and production environments. At least one City technical administrator will be assigned to the project with at least 75% participation no later than one month after the project start date set forth in the Schedule. This resource is assumed to have Oracle DBA experience prior to joining the project or will attend the Oracle DBA training courses within one month of the project start date set forth in the Schedule. r. Solbourne will be provided remote 24x7 access to all instances other than production for the duration of the project in order to provide adequate support to the project. In addition, the Solbourne Applications DBA will be provided 24x7 remote access to the operating System layer on the Oracle servers. Exceptions may occur when normal System/network maintenance is scheduled. s. The City will not upgrade or modify the operating environment during the performance of the Services that will adversely affects the activities described in this Statement of Work. $ Solbourne ORACLE' 71 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator t. The City will be responsible for the architecture changes and installation of appropriate infrastructure components to support the envisioned target environments. Training and Education u. Solbourne will provide Project Team Training for each of the Process Teams. v. The City will assume full responsibility for ensuring adequate enrollment and attendance at all training events. w. If the total number of users to be trained via classroom delivery is greater than what has been estimated previously, the City may request additional training delivery support via the project change request process. x. For classroom training, it is assumed that no more than 12 end users per class session will attend. y. The City will provide one City Project team member or SME for each classroom training session. z. The City will provide internal resources to participate in the development and delivery of training. aa. The City will provide a resource specifically dedicated to end user class scheduling and training logistics. bb. Training will be based on the train -the -trainer approach and will be conducted centrally. After Solbourne delivers the train -the -trainer, City training specialists will deliver end - user training cc. The amount of hours allocated to training material development for this effort will be largely dependent upon content review by the City. Both Parties will agree upon a reasonable time for review in order not to directly impact the overall development timeline. dd. Help desk support will be established at the City for the support of this implementation. The staffing of this help desk is the responsibility of the City. Data Conversion ee. The city is responsible for the cleansing of all data for conversion to a level that is adequate for successful completion by Solbourne of the tasks described in this Statement of Work. The data conversion effort shall be completed in accordance with the detailed project plan. ff. For conversion purposes, City will be responsible for the mapping of legacy data to the Oracle API formats, and for writing and executing the programs to extract the data from the City legacy systems. Solbourne will provide the City with the Oracle API formats. Solbourne will assist with the testing of up to three (3) iterations of the conversion of those items identified in the SOW. gg. Solbourne has provided a list of data conversion candidates based upon our experiences with other public sector organizations. Since the City did not provide a list Solbourne ORACLE' 72 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator of conversions to include in scope, any conversion items not identified in the SOW that are identified during the project will be the responsibility of the City to manually enter into the production system. The City can also utilize the change control process to contract for additional services to complete data conversions. Interface Responsibilities hh. The City will be responsible for developing the legacy side of any interfaces into and out of Legacy Systems. ii. The City will be responsible for designing and executing any legacy system changes necessary to support interfaces to or from Oracle. jj. The City will be responsible for any data cleansing necessary to support interface layouts and file transmissions. kk. The City will be responsible for legacy system data mapping to any interfaces, II. For interface purposes, Solbourne will assist with the mapping of data to the Oracle API formats and with the testing of up to three (3) iterations of successfully compiled programs. The mapping and testing of interfaces not specifically identified in this Statement of Work will not be provided by Solbourne as part of this Statement of Work. If the City accepts the optional services as described in the Solbourne cost proposal, additional interfaces can be developed. The extent of interface development provided by Solbourne is bound by the number of hours accepted by the City. mm. City will analyze current production reports and rationalize which reports can be replaced by standard Oracle 111 reports. Solbourne will support the City in identifying and analyzing Oracle standard reports. Implementation nn. The City will complete review of and provide feedback to Solbourne on all work products and deliverables requiring City signoff within ten (10) working days of delivery to the City by the Solbourne Project Manager. If feedback is not received by the Solbourne Project Manager from the City within (10) working days after delivery, then the work product or deliverable will be deemed approved by the City. Once feedback has been received, Solbourne will correct the deliverable and resubmit to the City for approval within two (2) working days. Review time for resubmitted deliverables will be a mutually agreed upon number of days. oo. Solbourne will configure, with the City's assistance, ten (10) Financial Statement Generator (FSG) reports in the General Ledger as part of the scope of this SOW. FSG is used to create custom financial reports/statements such as balance sheet, profit and loss and income statement. The implementation of additional FSG reports beyond ten (10) reports is not included in this SOW. Additional FSG reports beyond the ten (10) can be completed by Solbourne via the agreed upon change control process. pp. Reporting requirements not met through Oracle standard reports or the ten (10) FSG reports developed by Solbourne will be developed by City using FSG or Oracle 41/10 Solbourne ORACLE' 73 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Discover. Oracle Discover is used to create ad -hoc queries and reports based on user - defined views of data. Solbourne has included 120 hours of Oracle Discoverer workshop training in the scope of this SOW. Additional reports can be completed by Solbourne via the agreed upon change control process. qq. The implementation of custom workflows is not included in this SOW unless the City accepts the technical development account as detailed in Solbourne's cost proposal. rr. The City will continue using their Kronos Timekeeper Central system for Time and Attendance. All City time will be entered into Kronos and therefore, services to implement Oracle Time and Labor are not in scope. ss. Our proposal does not include any customizations to the Oracle software. Those requirements that require customization are not included in the Project Plan. Customizations can be quoted in addition to the proposed project costs. 41j, SolbourneORACLE' 74 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Project Management Project Meetings Project meetings will be held as determined by the Project Management Team during the Readiness phase of the project. At a minimum, however, the following meetings will take place: Meeting Attendees Frequency Project Team Meeting Steering Committee Meeting Project Management Meeting All project team members with the exception of City Executives and Solbourne Project Director, These team members may be asked to attend specific meetings if necessary. All steering committee team members as described in the project organization structure. Additional team members may be required to attend as needed to address issues or provide additional information on project specifics. City and Solbourne Project Managers, Solbourne Project Director when on site. Weekly over duration of project. Monthly over duration of project. Additional steering committee meetings may be required to address key project issues. Weekly over duration of the project. An agenda for each meeting will be provided by the Project Management team. Project Reports The following reports will be produced by the Project Team: Report Description Frequency Owner $ Solbourne ORACLE" 75 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Report Project Team Member Status Report Description Status report provided by team leads describing weekly activities completed, following week activities planned for completion, and current issues within their area of responsibility Frequency Owner Weekly Solbourne Lead Consultants Project Steering Committee Status Report Status report that has been consolidated for management review to include major activities/milestones completed, planned activities over next project reporting time period, and management relevant project issues. Bi-weekly Solbourne and City Project Managers Project Management Process Core to Solbourne's project centric culture is effective project management. Project management assists organizations to plan, efficiently develop, and deploy integrated systems. By utilizing a proven and successful methodology, we can assist organizations in achieving on - time and within budget projects. Our project management methodology is based on guiding principles outlined by the Project Management Institute's Project Management Body of Knowledge (PMBOK). The components of our project management methodology are: • Scope management • Schedule management • Cost management • Resource management • Communication management • Issue management • Risk management • Quality management The cornerstone of our success has been our people and teamwork approach and a key component of our methodology is knowledge transfer from Solbourne consultants to City team APIiSolbourne ORACLE' 76 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator members. Through this team approach we facilitate the transition to the City the knowledge and skills necessary to run the system upon going live. A further discussion of Solbourne's approach to knowledge transfer can be found in Item 12 below. Solbourne cultivates positive project environments, yielding tremendous results that bring confidence and pride to everyone involved. The approach that we have presented is based on successful experiences. We realize that no two organizations are the same, and what works great for one organization/project is not necessarily the best way to deliver a similar project for another organization, despite their apparent similarities. Executive sponsorship and active participation by key stakeholders is critical for a successful project. Leadership, both formal and informal, by the City managers, department leads, and key influencers will enable the Project Team to accomplish their mission. Frequently many of these resources are part of the Project Steering Committee as the City has indicated will be the case for this Project. The Steering Committee provides executive sponsorship for the project in addition to the Project Executive Sponsor. Another component of Project oversight is the Quality Management/Assurance Program. Solbourne recommends that a quality assurance program be established jointly by both Parties to monitor the project and perform periodic quality reviews. The reviews are intended to provide an additional perspective to the Project Team and the Project Managers in relation to the following areas: • Effectiveness of the project organization and communications • Appropriateness of the project policies and procedures • Observance of the critical success factors for the project • Adherence to the Project implementation methodology and scope • Project progress compared to plan and achievements • Deliverables quality and conformance to the acceptance process Configuration Management 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 !r Solbourne ORACLE' 77 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System integrator 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. 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. Solbourne ORACLE' 78 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator 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 Iifecycle 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. Risk Management Solbourne utilizes a standard process to track and manage risks on the project. During the Readiness phase of the implementation, the Solbourne and City project management team will create the risk management plan and document the potential project risks. As a result of this process the team will document mitigation and contingency actions as appropriate for each risk identified. The first step in the risk management process is to identify and document them in the Risk Tracking Log. Each risk is described and assigned a priority, probability, and impact. The product of the probability and impact make up the total exposure. !� ID 1 Solbourne RISK TITLE Client unable to provide neoessery resources DATE IDENTIFIED 10/31/02 aierrtlP'oled: RISK Tracld ng Log OVINER(5) PRIORITY PROI3ABILI1Y IMPACT TOTAL RATING EXPOSURE Vualt Founds 6.03 <insert name here TRIGGER EVENT 2 3 4 5 e 7 g 9 10 Solbourne ORACLE° 79 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator The total exposure for each risk is summarized within the Risk Matrix. The Risk Matrix provides the Project Management Team and Steering Committee Members with a view of the number of risks that are categorized into zones: • Zone 1 risks being low impact and low probability, • Zone 2 risks being medium impact and medium probability, and • Zone 3 risks being high impact and high probability. Risk Matrix 9-10 7-8 A5-6 3-4 1-2 1-20% 21-40% 41-60% 61-80% 81-100% Probability Zone Total: 0 (Green is Zone One, Yellow is Zone Two, Red is Zone Three) The Criteria Sheet calculates the risk probability and impact then maps the risk log items into the overall risk matrix. While this information is normally kept static, it can be changed depending on how the City assesses risk. Criteria Sheet 1-2 3.4 1.20% 1.20% Prob impact Prob Impact Rosalt 1% 1% 2 1 0 Prod 1% Impact Prob 1% Impact 4 Result 0 a-e 74 9-10 1.20% 1.20% 1.20% Prod 1% Impact Prod 1% Impact 6 Result 0 Prob 1% Impact 7 Prob 1% Impactt.RNuk 8 0 Prob 1% Impact 9 Prob 1% Impact LResult 10 I '..9 21.4010 21.4010 21.4010 21.40% 21-40% Prob 21% Impact Prob 21% 2 0 Impact' Raoul Prod Impact Prod Impact Raault 21% 3 2194 4 0 41.60% 41.60% Prob 41% Impact Prod 41% Impact' Rona 61.80% Prob Impact Prob 61% 61% ImpactIRaoul 2 1:0 Prob 81% Impact 81.1a0% Impact' Result' 1 81% 2 •:0 Prob 41% Impact 3 Prob ImpactlPeaud 41% Prob 21% Impact 6 Prob 21% Impact Result 0 Prob 21% Impact Prod Impact Result 21 % a 0 Pratt 21% Impact Prob 21% Impact I Raeuk 10 41.60% 41.60% 41.60% Prob 41% Impact 6 Prob 41% tropic! Result 0 Prob 41% impact 7 Prob 41% Impocl Result Prod Impact Prob Impact Ruck 41% 9 41% 10 1 0 61.6010 61-e010 01.806. 61.806. Prob Impact Prod Impact Result 61% 3 61% 4 0 01-100% Prod Impact Prob Impact 61% 3 181% Resuk 0 Prob 81% Impact Prob 61% Impact 6 Riau'! 0 81-100% Prob a1% Impact Prob ImpactlReat1Il 6 81% 6 Prob 61% Impact 7 Prob Impact Result 61% 8 1 -- 1 81.100% Prob 81% Impact 7 Prob 81% Impact Rama Prob Impact Prob 61% 81% Impact) Result 10 1 0 81-100% Prob 81% Impact a Pa* 81% Impact 10 $ Solbourne ORACLE' 80 September 15, 2004 Prob City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Finally, each risk that is deemed by the Project Management Team to require a mitigation or contingency action is documented within a Risk Document. This document details the risk, the potential impact to the project, and documents mitigation/contingency actions. Or Solbourne ORACLE' 81 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator 41r So'bourne Client/Project- .insert name here> I RISK Document ID 2 RISK TITLE Client unable to provide necessary resources DATE IDENTIFIED 10/31/02 OWNERIS): Walt Pounds] TRIGGER EVENT 0 DOCUMENT DATE: DATE LAST UPDATED: LAST REVIEWED: PRIORITY 3 PROBABILITY 3 IMPACT RATING 2 TOTAL EXPOSURE B RISK DESCRIPTION POTENTIAL IMPACT IF RISK OCCURS MITIGATION: RISK CONTAINMENT/CONTINGENCY PLAN (Containment Plan if total exposure is 6 or greeter end Contingency Plan if total exposure is less than 6). ACTION PLAN umber: ACTION: STATES: iPlISolbourne ORACLE' 82 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Communication The Solbourne Project Manager and the Education/Change Leadership Consultants will work with the City Project Management team and City Education/Change Lead to formulate a Communication Plan for the implementation. The Communication Plan will be tailored to meet the specific needs of the City. The information detailed below is taken from the Solbourne Communication Plan template and will be used as a guideline for developing the City's final Communication Plan. Clear and pertinent communication is the key to making sure vital project details get to the right people at the appropriate time. A project such as the City's demands effective planning due to the size, scope, and complexity of the implementation; therefore proactive communication is important on this and all projects. This is especially significant because of the number of individuals and businesses that will be affected by the project. The Project Management Team must make sure that team members, clients, and stakeholders have the information needed. Communication is also a vital way to manage expectations, project status, and the responsibilities of each member. This can be as simple as talking to team members on their assigned work or holding a regularly scheduled status meeting. However the Project Management Team decides to proceed, communication helps ensure project success. Creating a Communication Plan The City and Solbourne Project Managers will work together to craft a Communication Plan as follows: 1. Identify the major stakeholder groups including; management, steering committee, vendors, and end users. 2. Determine the communication needs of each stakeholder group. Each group's "needs" should be looked at as a combination of what they want to know and what the Project Team wants to tell them. Determine how frequently the communication should take place. 3. Determine the best medium to communicate to each group. Examples include written, in person, e-mail, or group presentation. 4. Prioritize communication medium options so that those that are the least costly but provide the most value are included in the final Communication Plan. 5. Place the details of the communication plan into the Project Work Plan to ensure that the steps will be executed. Determine who is responsible for carrying out the Communication Plan and assign dates for the completion of each phase of the plan. Determine Proiect Stakeholders There can be many types of project stakeholders and the Project Management Team must determine the people or groups of people that need to be included in the Communications Plan. Stakeholders include, but are not limited to, city customers, end users, vendors, and managers. A Stakeholder Analysis document in the Solbourne PM Toolkit can be used to support the identification of the Project Stakeholders. Determine the communication needs of each stakeholder $ Solbourne ORACLE" 83 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator The Project Management Team will determine the communication needs for each of the stakeholders identified. For instance, specific managers will need ongoing status information. Steering committee members need ongoing status reports, plus a dialog on strategy and vision. City end users may need awareness communication, mentoring, question -and -answer sheets, and promotional information to build enthusiasm, etc. The Project Management Team will determine how, what, to whom, where, and how frequently the communication takes place. Determine how to fulfill the communication needs of each stakeholder Project communication can take many shapes and forms. The Project Management Team will determine the best way to communicate with each stakeholder. Stakeholders who require the same type of information delivered via the same medium will be grouped together to ensure efficiency. The following types of communication of the project will be categorized and included in the overall plan. Mandatory: These types of communication are required by the City. This information is pushed to recipients. The following are some possible examples of mandatory communication: • Project status reports, • Regular status updates via voicemail, • Status meetings, • Meetings with steering committee, • Regular conference calls and videoconferences with remote stakeholders, • Government -required reports and other information, and • Financial reporting, such as budget vs. actual, or any other required financial information Informational: This is information people want to know or may need to know to do their jobs. This information is made available for people to read but requires them to take the initiative or pull the communication for themselves. The following are some examples of information communication: • Awareness -building sessions that people are invited to attend (These are not meant as training, just to build awareness of the project.) • Paper -based project deliverables placed in a common repository, directory, or library that people can access • Project information available on a designated Web site just for the project Marketing: This form of communication is designed to build buy -in and enthusiasm for the project and its deliverables, This area can be critical to acceptance of the system among users. This information is also pushed to the recipients. Examples of marketing communication include: • Project newsletters with a positive marketing perspective, • Meeting one-on-one with key stakeholders on consistent basis, • Traveling road shows to various locations and departments to explain the project and its benefits, • Testimonials from others about the value that was provided, • Contests with simple prizes to build excitement, Solbourne $ ©F ACLE" 84 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator • Project acronyms and slogans to portray positive images of the project, • Project countdown until live date, • Informal (but purposeful) walking around to "talk up" the project to team members, users, and stakeholders, • Celebrations to bring visibility to the completion of major milestones, • Project memorabilia with the project name or image portrayed, such as pins, pencils, Frisbees, cups, T-shirts, etc., and • Published accomplishments Determine the effort required The Project Management Team will determine how much effort is required for each of the communication ideas. If the communication is ongoing, the effort will be estimated over a one - month period. For instance, a status report might only take one hour to create, but it might be needed twice a month. Then, of course, the total effort would be two hours. Prioritize the communication options Some communication activities provide more value than others. The communication items that have been identified will be prioritized to determine which provide the most value for the least cost. If a communication activity takes a lot of time and provides little or marginal communication value, it will be discarded. If a communication option takes little effort and provides a lot of value, it will be included in the final Communication Plan. If a communication activity is mandatory, it should be included assuming the overall cost and/or time is not prohibitive. The Project Management Team will complete the process above and document the final Communication Plan. The plan will be built based upon the time available from the Project Management Team, the Change Management Team, and other project team members who need to be involved. Once completed, the communication plan items will be integrated into the overall project plan for planning, execution, and reporting. Change Management Real and sustainable organizational development requires managing change in every level of the organization. Change Management involves, among other things, developing and aligning the City leadership team, designing systems to support change objectives, assisting individuals in learning new skills, and creating new human resource and performance measurement processes and models. Change Management is defined as an integrated process of visible support, communication, training, involvement of stakeholders, alignment of activities with the intentions of the City, and improvement of the workforce skill levels. When this process is effectively carried out it energizes everyone and their work level. Performed ineffectively it de -motivates staffs, prolongs and deepens loss of productivity, and sets lowered expectations for future changes and initiatives. The keys to accepting change are communication, training, and process alignment. While there are known outcomes of the Change Management effort, the timing and full level of effort required for any given component are not fully known in advance of an assessment of �lr Solbourne ORACLE` 85 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System integrator change readiness. Therefore, Solbourne will begin with an analysis of the organization and people. Using the results of this analysis, we will develop a customized Change Management Plan that addresses the specific needs of The City. Solbourne, in a partnership with the City, will give consideration to the following in developing the plan: • Impact of the change on individuals, teams, leaders and organizations • New job roles, capabilities and skills required • Potential sources of resistance from individuals, groups and organizations • Communication methods to ensure individual and organizational buy -in Preparing the organization for change is critical to a successful implementation and involves consistent and accurate communication and strong support before, during, and after actual implementation. The goal of the change management program is not to make the change disappear. Instead, -it is designed and organized to help users cope with and embrace the new system. By combining a cultural industry focus on Public Sector organizations with tangible activities that employees and leaders alike can grasp and participate in, we have found that our approach is both highly effective and efficient in a Public Sector environment. Solbourne understands the magnitude of the proposed changes at the City related to the upcoming implementation of an ERP system. Changes that carry the most organizational impact will be those related to new business processes and applications being implemented. Since the entire application suite will be new to the City, the change management effort should not be underestimated. Because we recognize the City recently made a considerable investment in a BPR initiative it is not our intent to educate City employees about their existing job roles and responsibilities, but instead to lead the transition to performing those job roles and responsibilities with a brand new software application suite. Our Change Management approach is designed to maximize user effectiveness and help alleviate the fears and concerns of all users and City management, so that the disruption to the business operations of the City is kept to a minimum. As is shown in our staffing plan, we have allocated the appropriate level of staffing to account for the size and logistical complexity of deploying these applications to the City. Change Management Focus (By Implementation Phase) Overlaid against the major implementation project phases, the Change Management Program supports project success in two main ways: (1) by proactively identifying and planning for major implementation -related impacts and (2) by utilizing change management and project communication plans to assertively manage anticipated, and unanticipated, impacts. 41% SO1b0urne ORACLE' 86 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Readiness and Process Design Identify and Plan for General Project Impacts Validation and Integration Identify and Plan for Organizational Impactls Transition Manage General Project Impacts A Go -Live and Support Manage Organizational Impacts Identify and Plan for Training Impacts •. • A 11, / I I N // I d Manage Training Impacts •`, Identify and Plan for Go Live Impacts 1 /' A I /I / I 1 Manage Go Live Impacts / ,l Solbourne ORACLE' 87 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Change Management Components The change management approach is broken down by implementation project phase. A summary of activities by phase is located in the next response section under "Change Management Activities". Readiness and Process Design During these phases of the project, change management assessment and planning activities are undertaken. At the onset of the project, a Change Readiness Assessment is completed to gather necessary information in areas such as: ■ Identification of key project stakeholders ■ Assessment of communication vehicles and methods • Selective interviews with focus group members • Selective surveys (10 or fewer questions) to focus group members in various City departments • Assessment of existing change management infrastructure • Clarification of the change management objectives, approach, and deliverables — overall as well as for each identified stakeholder group • Identification of key change management -related resources • Clarification of the roles and responsibilities for key change management -related resources ■ Identification of all participants in the Change Management Program, including department users and managers and Steering Committee members When performing the Change Readiness Assessment, appropriate communication vehicles are utilized to begin the communication process, even though the formal Communication Plan is not yet created. Upon completion of Change Readiness Assessment, the data gathered is compiled into a summary report and presented to Project Management and the Steering Committee. The Change Management Plan (and related Communication Plan) is created and becomes the foundation for all change management activities going forward. As additional information becomes available, appropriate revisions are made to the Change Management Plan. The project kickoff and orientation and training of the City project team are other key change management activities during the initial phases of the project. Project team members are subject to many of the impacts of change that will be managed for the City as a whole later in the project. During these phases of the project, execution of the Change Management Plan formally begins. At this point in the project, the bulk of the change issues being managed are of a general project nature. Via a number of different communication activities, management of general project impacts will begin to be managed. $ Solbourne ORACLE 88 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Towards the end of these phases, the Project Team will have a great deal more information on the organizational impacts associated with the rollout of the project within the City. Work begins at this point on a major change management document, called the Department Impact Report. This report is created and updated throughout the project to capture the specific impacts on people, process, policy, facilities, and equipment. Validation Towards the beginning of this phase, the Department Impact Report is completed and published. This information is distributed to all appropriate stakeholder groups. Follow-up meetings are held to allow stakeholder groups to discuss the information contained within the Department Impact Report. Information gathered during these follow-up sessions is directed back to the appropriate entity, including to the Project Team, City management, and the Steering Committee. Based on the information gathered from these follow-up sessions, additional revisions may be made to the Change Management Plan to ensure that appropriate interventions are planned. Training development activities are winding down late in this phase. The anticipated impacts associated with training end users are communicated proactively to the appropriate stakeholders, including management personnel so that plans can be set to account for training release time during the Transition Phase. Integration During this phase of the project, management of training -related impacts becomes the primary focus. End user training delivery will begin after all training activities are approved by the Project Manager and Steering Committee. Managers need to be prepared to address the issues created by having employees away from work at training. Employees also will need to manage the impacts caused by attendance at one or more end user training classes. It is our intent to perform several key preparation tasks to prepare for the deployment of end user training. One of those tasks is the development of a Change Management Rollout Readiness Checklist, which will be used to facilitate that all necessary activities related to the deployment have been performed and it is ready to occur. Management of go live and support issues is also a key focus in this phase, including preparing end user support personnel for their new roles. For City users, information outlining the variety of end user support services is communicated. In parallel with the delivery of end user training, support processes are piloted and evaluated so that appropriate adjustments can be made prior to system cutover. These tasks are all part of a Help Desk Strategy, which will be developed during the project. Transition and Go Live and Support In this final phase, management of change associated with cutting over to the new system becomes the primary focus. Certain change management activities may be discontinued at the end of this phase, as appropriate. At the end of all phases, a final handoff of all change $ Solbourne ORACLE 89 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator management deliverables, processes, and tools occurs to the City Change Management Lead and Project Team. Change Management Activities As described above, the Change Management Plan is the foundation and roadmap for all Change Management activities performed at the City during the project. It will be developed using a combination of Microsoft Project and Microsoft Word. The Microsoft Project Change Management Plan will be integrated directly with the overall Implementation Plan so that required dependencies and resources can be identified. The Change Management Plan will also be linked to the Training Plan. To execute the Change Management Plan, it is anticipated that the City will provide certain tools, information and resources, which include the following items: • Microsoft Office suite of applications, including Word, PowerPoint, Excel, Access and Project • Internal Intranet site for City-wide communication • Organization chart including all City locations and user demographics • Job descriptions for end users including roles and responsibilities (if available) • E-Mail distribution lists • Access to City communication entities and departments • Access to City Executives • Access to offsite event locations as required A summary of all key change management activities and their related project phases to be included in the Change Management Plan is included below. Key communication tasks are also included in the summary list. Activity 1 Task Identify and Prepare Key City Change Management Participants for Participation in the Change Management Program Project Phase Description Many different City personnel will participate in the Change Management program. It is important that they be selected early in the project and informed of their role in the change effort accordingly. Key City Change Management participants include the City Executive Sponsor, Steering Committee Members, Project Managers, Change Management Lead, other key City Executives and Managers and end users. Additional information about specific roles and responsibilities for these groups is described at the end of this section. Readiness Solbourne ORACLE' 90 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System integrator Activity 1 Task Organize and Deliver Project Kickoff Activities Organize and Deliver Focus Group Orientation Activities Project Phase Kickoff Meetings Project Phase Readiness/ Process Design Readiness/ Process Design Begins in Readiness and occurs throughout all project phases as required Description This activity includes two main deliverables — project team orientation and an organizational kickoff (the organizational kickoff may consist of both a project team kickoff and organizational kickoff). The Project Team orientation includes orientation on the project charter and objectives, project standards, project roles and responsibilities, project planning information, and project deliverables. This orientation may also include project team meetings relating to group dynamics and change (Team Dynamics, Meeting Skills, and Leading Change workshops). A project team and organizational kickoff session will be developed and presented to on -board all core and extended team members. The presentations will encompass project schedules, standards, procedures, and other project information. The Steering Committee members will be present and the project sponsor(s) will give an executive briefing. An orientation meeting will be developed and presented to on -board all Focus Group members. The presentation will encompass the roles and responsibilities of a Focus Group members, identify key activities that Focus Group members will participate in, define the project timeline and discuss critical deadlines. At the beginning of each major project phase, meetings will be facilitated to ensure that the Project Team is oriented appropriately on phase activities, processes, tools, and deliverables. ty S olbcwi Ile ORACLE" 91 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Activity / Task Project Phase Conduct Change Readiness Assessment Develop Change Management Plan Readiness/ Process Design Process Design (executed throughout remaining project phases) Description This assessment activity involves the development of assessment tools including survey instruments and interview questions. The survey and interviews will be conducted using a transition questionnaire, which contains questions on Change Management related topics such as change readiness, organizational dynamics and communication methods used within the organization, These surveys and interviews will be delivered accordingly to capture information in the areas of communications, training and management sponsorship, and determine and assess key audiences and stakeholders impacted by the change process. The intent of this activity is to also conduct a stakeholder analysis to measure current vs, future levels of awareness, buy -in, ownership, as well as an action plan to address needs. All Change Readiness Assessment results are compiled into an overall summary report. This report will not only review the results but also include the following: ■ Conclusions of the Change Readiness Assessment activity ■ Next steps and recommendations for both the Change Management program as a whole and specifics for each user group involved in the implementation As part of this activity, Solbourne will evaluate previous projects involving significant change to apply the leading practices and "lessons learned" to this activity. The Change Management Plan describes the specific Change Management activities and deliverables that will completed during the implementation project, a key component being a Microsoft Project workplan which specifies key tasks and activity durations. The plan includes the Communication and Training plans. The Change Management Plan is presented for City review and acceptance in the Process Design phase. Pending approval, execution of the Change Management Plan begins during the Validation and Integration phases and continues on through end of the Go -Live and Support phase. Solbourne ORACLE' 92 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Activity / Task Project Phase Description Develop Communication Plan Process Design An overall communication workplan and strategy, will be developed and include the following: • Detailed workplan & timelines for the communication program, as well as the medium for delivery, the sender, and the audience • Identification of opportunities for leadership to send visible and consistent messages about project direction, including expected and actual outcomes to all stakeholder groups ■ Identification of potential communication channels and development of feedback mechanisms • Appropriate communication vehicles, such as project website, project newsletter, E-Mail-based project communications, project -related presentations, brown bag lunch and learn sessions, executive communications and road shows (as well as many more) Examples of communication vehicles include, but are not limited to, the following items: • Project Newsletter — A project -related newsletter will be implemented by the project and distributed to the organization at large. The format, content, and timing of this newsletter is determined early in the project. Contributions to the newsletter from other project team members are solicited. • Project Website — In accordance with the City's web development standards and with support from the City's web development resources, the development and maintenance of a project - related website will be implemented as a communication vehicle if this is a proper tool for communication within the City. ■ Open Houses/Road Shows — At appropriate points in the project, outreach sessions are delivered to employees, including both management and non -management personnel. The objectives of these outreach efforts are to present information, gather employee feedback, and respond to comments and questions. �$ Solbourne ORACLE" 93 September 15, 2004 1 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Activity 1 Task Project Phase Process Design Description • Terminology/Q&A Sheets — Throughout the Process Design phase, focus group members, end users, and project team members typically raise questions. Questions may be documented and addressed. These questions may be addressed in different ways, for example, a Top 10 Questions and Answers (frequency is negotiable). As for terminology sheets, there are many terms associated with Oracle that will be new to the City workforce. Definitions will be supplied to end -users in terminology sheets or within other communication vehicles. (continued) Develop Communication Plan Conduct Impact Analysis and Develop Department Impact Report (DIR) Process Design As part of this activity, an identification of the business process changes resulting from the implementation will be captured. The DIR contains detailed information on the organizational impact of the Oracle implementation, including information on policy, procedure, training, equipment, facility, workload, and staffing impacts. Work on the DIR begins late in the Process Design phase. Perform Organizational Design and Roles and Responsibilities Definition Process Design (executed throughout remaining project phases) As a result of the Change Readiness Assessment, organizational alignment objectives and resulting impacts will be developed. These objectives will relate to changing roles and responsibilities within the organization and will be integrated with the overall Change Management Plan. A key component of the overall organizational impact is the definition of new job roles and responsibilities for personnel as they relate to the use of the new system. The following activities will be performed: • Determine the impact of the change on the City organizational structure, work processes, and individual job requirements • Recommend appropriate areas for revision to job requirements • Recommend changes to performance management/appraisal process and rewards and recognition programs to facilitate employees' desired new behaviors are appropriately managed and rewarded (if granted access to this information) • Review the Training Plan to include new roles in the development of course outlines and required attendees Presentation/ Dissemination of Department Impact Report (DIR) Validation and Integration The DIR is typically completed during the Validation and Integration phases. Dissemination of DIR information within the organization follows the document's release and continues throughout the Validation and Integration phases. $ Solbourne ORACLE 94 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Activity / Task Project Phase Validation and Integration Description Ongoing support is a critical success factor for any implementation. The following tasks will be performed: • Recommend realignment of organization structure to support new technology (multi -level help desk, ongoing education, user groups, ongoing project office, enhancement/development requests, change control process, etc.) ■ Determine roles of IT and business owners for a sustainable support model Design and Implement Organizational Support Structure (Help Desk) The support strategy will be modified accordingly as the project progresses and will be the foundation for long- term support. Reward and Occurs Based on available budgetary resources, appropriate Recognition throughout all reward and recognition deliverables may be developed. Activities project phases These deliverables are identified with support and as required direction from the City Project Manager and Steering Committee. Conduct End of the After evaluating all Change Management program efforts Effectiveness project during the course of the project, an ongoing Change Assessment and Management strategy will be planned and developed to Recommenda- account for ongoing Change Management activities. In tions addition, a formal handoff of all Change Management deliverables will be given to the City's project team and Transfer Change Management lead. Knowledge of Change Management Plan Deliverables to the Organization Solbourne ORACLE" 95 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Citv Roles in the Change Management Programs For both the Change Management and Training programs, it is Solbourne's intent to work very closely with the City "Change Agents" within the City's organization — that is, project team members, Steering Committee members, Executive Sponsor, City Managers and executive stakeholders, users, and other City staff — to create, schedule and deliver the required Change Management and training activities on this project. These Change Agents will be integrally involved in executing change management activities. Their input will also be critical for identifying other issues and determining the next phases of the Change Management Plan. Knowledge and skills from appropriate City staff will be leveraged throughout the entire duration of the project. Change Agents are groups or individuals who will play a role in making change happen and influencing others. These agents, and their roles, typically include: Group Change Agent Roles Senior Management • Visibly and actively support the project direction Groups • Act as role models for new work behaviors and norms • Participate in key communication activities • Ensure right resources are provided Project Director and • Communicate to and educating stakeholders Team Leads • Coach and empower team members • Champion the overall change effort and resolve cross -functional issues Project Team • Interface with area stakeholders on a daily basis Members • Anticipate and respond to Change Management issues while redesigning work processes City Communication • Assist in developing a communications strategy and plan Entities • Assist in developing messages to be communicated • Define feedback mechanisms that will be used to ensure communications are relevant • Work with sponsors in the delivery of their message Process Owners and • Provide insight into current business processes Site Team Members • Integrate new processes into the organization • Motivate employees to change and manage resistance/conflict • Demonstrate competencies required by the new organization City Managers and • Engage in project activities Employees • Learn and apply new skills • Act as communication champions within business units • Build commitment from others Solbourne ORACLE' 96 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator The level of effort required for change management from City personnel will vary based on the activity being performed. No roles described above are full time roles. It is Solbourne's intent to provide adequate notice for when various Change Agent groups need to be involved in the change management and training efforts. We will work directly with Project Management to facilitate timely participation in these activities, while minimizing impacts to daily work schedules. For the Solbourne Education and Change Leadership Consultant, the work efforts for all deliverables described previously will break down as follows. This is based upon our experience with enterprise -wide Oracle implementation projects: Area of Work Solbourne Roles Leadership/Sponsorship • Leadership/sponsorship workshops Development • Knowledgeable and informed project sponsors Assessments • Focus groups • Department -specific change plans Communications • Project rollout site specific communication • Informed stakeholders • Strong focus on communication plan execution Project Team • Effective project team Development • Ongoing improvement initiatives within teams Organizational Impact • Clear definition of new roles and responsibilities Alignment • Comprehensive set of performance management recommendations Knowledge Transfer • Programmatic approach to transferring content skills and process skills ■ Self-sufficient City project team members Solbourne believes that this approach will help the City meet its strategic project objectives and facilitate ownership of the new system. Solbourne ORACLE' 97 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Project Change Control Approach Solbourne is committed to providing the services within the scope presented in this statement of work, It is, however, in the best interest of all parties to create a process to address any unforeseen, but "necessary", scope increases. At any time during the project, any team member may question if an item is within the intended scope of the project. These items are logged as issues and are evaluated together by the Solbourne and City Project Managers. The nature of these increases to scope may be changes to the approved software configuration, additional technical development, new application modules, new project phases, additional support, additional training, a lack of adherence to instance management procedures or any other modification to the content, process, or progress of the project. Any effort, which does not fall within the scope of the implementation, will be subject to this scope change request process. If the issue represents a change in scope, then an assessment is made as to the estimated impact to the project schedule, budget, and deliverables. A Scope Change Request form will be completed documenting the assessment. Proposed Scope Change Requests may be elevated to the Project Steering Committee in the event of a disagreement between the Solbourne and City Project Managers or if the impact of the change warrants executive review and approval. The City will be asked to approve the Scope Change Request. If the Scope Change Request is approved, then the Project Plan (schedule) will be updated to reflect the new/modified/deleted tasks and resources scheduled accordingly. Solbourne will be responsible for assisting the City in defining, documenting and quantifying the change order. The City will be responsible for timely turnaround ("timely" defines as five (5) working days from the date that the documented Change Order is received by the City Project Manager) on the approval of the change order request. Any services performed by Solbourne related to approved change orders will be preceded by an approved purchase order from the City. Billing rates for Scope Change Requests will be based upon the hourly rates included in the proposal. $ Solbourne ORACLE' 98 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator System Acceptance — User Acceptance and Technical Training Methodology Solbourne's implementation methodology provides acceptance testing mainly in the Validation and Integration phases of the Foundation Methodology, which is discussed in detail in the Methodology Section of this document. During these phases, the City project team members will verify system functions and how these functions support the business needs of the City. These efforts will leverage the system knowledge gained throughout the prior project phases. The Validation phase focuses primarily on transactional testing and the transfer of knowledge about E-Business suite functionality. At the end of the Validation phase, the City's Process Owners will have a solid foundation on which they can develop and conduct business process or integration testing. Integration testing involves the end -to -end business processes as designed during the initial phases of the project. Included within this testing effort are the standard system functions, data conversions, interfaces, and additional technical development objects. The City, using templates provided by Solbourne, will develop integration test scripts to validate that the new system and associated technical development items can support the City's business requirements and processes. Integration test scripts detail the steps within each business process, the expected results, and the actual results of the test. Successful completion of the integration test scripts by City Process Owners results in the first phase of system acceptance. City Process Owners will sign -off that the integration tests have been completed and this will signify that the system, as designed, meets the City's business requirements. Any scripts that are deficient will be documented and the system configuration, business process, or technical development item will be modified accordingly. The final phase of system acceptance occurs when the City has been in a production environment for a specified period of time. Solbourne will provide 60 days of post production support to the City. During this time any issues associated with the system will be documented on an issues list for resolution. At the end of the 60 day period, the City will verify that the issues have been resolved and the system has been accepted. Any issues remaining that are directly related to the scope of work as defined in the statement of work will be completed at no additional charge to the City. Issues that are outside of the scope of work are not included with the final acceptance and can be resolved at the City's option through the standard change order process. Technical training for the City's project team members and Technical Team is provided at the beginning of the project in the Process Design Phase. This training provides the foundation for the City's project team members to contribute to the decision making and configuration of the systems during subsequent phases of the project. Training for the system users that are not part of the Project Team is provided in the Integration Phase of the project, which is just before system go -live. This ensures that the training is fresh for the system users. Planning for all training is provided in the Readiness and Process Design phases before any training activities are performed. This ensures a comprehensive training regimen is planned, delivered, and meets the City's unique training requirements. $ Solbourne ORACLE' 99 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Document Deliverables Solbourne will provide the following document deliverables and tasks specific to the system acceptance and testing: • Process Validation Test Plan • Validation Test Scripts • Unit Testing for Technical Development Inventory • Process Integration Test Plan • Integration Test Scripts • Integration Testing • Tested User Authorizations • Tested City Support Structure and Processes • User Acceptance Certificates Solbourne will provide the following document deliverables specific to training: • Education Needs Assessment • End User Education Strategy • EDGE e-Learning Tutorials • City Process Owner Training • End User Training Curriculum Outline • End User Roles Matrix • End User Training Course Outlines • Training Materials • Training Schedule and Registration Records • End User Training • Trainee Assessments • Course Evaluations • Ongoing Education Strategy Application Deliverables As described above, Solbourne will provide test scripts and functional support for the City's acceptance testing process. Approval and acceptance of the new system will include sign -offs by the City's Process Owners for each functional area. If the system does not support the City's business requirements, the City Process Owner will document the reason(s) why the script is not accepted and submit the document to the Solbourne Process Consultant and the Project Management team for documentation and resolution. The Solbourne Process Consultant will respond within an agreed upon period of time with resolution options or a corrective action taken in the original issue document submitted by the City Process Owner. Once the options for resolution are received by the City, the City will respond with a preferred option for resolution within an agreed upon period of time. At this time, $ Solbourne ORACLE" 100 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System integrator the Solbourne Process Consultant and the City Process Owner will work to resolve the issue and re -execute the test script. Solbourne will provide the following application deliverables to support system and user acceptance testing: • Configured Oracle Test Instance to support the City's business requirements during the Integration phase of the project, • Data conversion in an Oracle Test instance to support the City's business requirements and data validation efforts during the Integration phase of the project • Functioning Interfaces to third party and/or legacy City systems to support the City's business requirements and data validation efforts. This effort is dependent on the City's ability to provide Test instances of applicable third party and legacy systems. • Custom development objects (customizations, workflows, custom reports and other development items in scope) to support the City's business requirements during the Integration phase of the project. These objects will be provided only if the City accepts the optional services as described in Solbourne's cost proposal. �% Solbourne ORACLE' lot September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Project Schedule Payment Schedule The followin. table details the deliverables, cost to the Cit Deliverable Financials/Procurement , and .a ment Cost date. Payment Date Completed Process Questionnaires $ 100,000 11/1/2004 Change Readiness Survey $ 50,000 11/1/2004 Master Project Plan $ 50,000 11/12/2004 Quality Assurance Report $ 40,000 11/12/2004 Change Readiness Report $ 50,000 11/12/2004 Project Team Orientation $ 40,000 11/15/2004 Organizational Kickoff $ 40,000 11/15/2004 Change Management Plan $ 50,000 11/19/2004 Education Needs Assessment $ 50,000 11/19/2004 Education Strategy $ 50,000 12/15/2004 Business Process Flows $ 80,000 11/30/2004 Process Design Narrative $ 80,000 11/30/2004 Technical Development Project Plan $ 45,000 12/24/2004 Final Technical Development Inventory $ 40,000 12/24/2004 Education Project Plan $ 45,000 12/29/2004 Project Team Training $ 55,000 12/31/2004 Set Up Document $ 40,000 1/14/2005 Responsibility Matrix $ 20,000 1/14/2005 Configured Test System $ 30,000 1/21/2005 Department Impact Analysis $ 30,000 1/21/2005 Roles and Responsibilities Definitions $ 25,000 1/21/2005 Help Desk Strategy $ 25,000 1/21/2005 Quality Assurance Report $ 30,000 1/21/2005 Department Impact Report $ 40,000 1/31/2005 User Procedure Matrix $ 25,000 1/31/2005 Final Technical Specification Documents $ 120,000 2/4/2005 Curriculum Plan $ 85,000 2/7/2005 Executed Validation Test Scripts $ 95,000 2/14/2005 Unit Tested Technical Development Inventory $ 100,000 2/25/2005 Updated Test System $ 80,000 2/25/2005 Quality Assurance Report $ 30,000 2/25/2005 Train -the -Trainer Workshop and Content Review $ 150,000 3/15/2005 $ Solbourne ORACLE 102 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Completed End User Training Materials $ 125,000 4/26/2005 Executed Integration Test Scripts $ 100,000 5/6/2005 Configured Production System $ 75,000 5/20/2005 Quality Assurance Report $ 30,000 5/20/2005 Cutover Plan $ 100,000 5/20/2005 Completed End User Training $ 100,000 6/17/2005 Completed Technical Development Inventory in Production $ 90,000 6/17/2005 User Acceptance Testing $ 50,000 6/17/2005 On -going Education Strategy $ 60,000 6/17/2005 Go -Live $ 50,000 7/1/2005 Post Go -Live Support $ 30,000 7/8/2005 Final Quality Assurance Report $ 50,000 8/5/2005 Support for First Month End Close $ 100,000 8/8/2005 Support for Quarter End Close $ 100,000 9/30/2005 Support for Year End Close $ 30,000 1/6/2006 HR/Payroll/Budgeting Project Team Orientation $ 40,000 3/7/2005 Organizational Kickoff $ 40,000 3/7/2005 Change Management Plan $ 50,000 3/11/2005 Education Needs Assessment $ 50,000 3/11/2005 Education Strategy $ 50,000 4/6/2005 Business Process Flows $ 100,000 4/8/2005 Process Design Narrative $ 100,000 4/8/2005 Education Project Plan $ 50,000 5/4/2005 Project Team Training $ 60,000 5/12/2005 Set Up Document $ 50,000 5/27/2005 Process Design Walkthrough $ 50,000 5/27/2005 Responsibility Matrix $ 30,000 5/27/2005 Technical Development Project Plan $ 55,000 6/3/2005 Final Technical Development Inventory $ 50,000 6/3/2005 Configured Test System $ 40,000 6/3/2005 Department Impact Analysis $ 40,000 6/3/2005 Roles and Responsibilities Definitions $ 35,000 6/3/2005 Help Desk Strategy $ 35,000 6/3/2005 Quality Assurance Report $ 40,000 . 6/3/2005 Final Technical Specification Documents $ 130,000 6/23/2005 Unit Tested Technical Development Inventory $ 110,000 6/28/2005 Department Impact Report $ 50,000 6/28/2005 $ SO1b0Urllt' ORACLE" 103 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator User Procedure Matrix $ 35,000 6/28/2005 Curriculum Plan $ 90,000 7/5/2005 Executed Validation Test Scripts $ 100,000 7/12/2005 Updated Test System $ 80,000 7/22/2005 Validation Walkthrough $ 60,000 7/22/2005 Quality Assurance Report $ 40,000 7/22/2005 Train -the -Trainer Workshop and Content Review $ 170,000 8/16/2005 Completed End User Training Materials $ 150,000 10/25/2005 Executed Integration Test Scripts $ 125,000 10/28/2005 Configured Production System $ 120,000 11/25/2005 Quality Assurance Report $ 50,000 11/25/2005 Cutover Plan $ 110,000 11/25/2005 Completed End User Training $ 110,000 12/30/2005 Completed Technical Development Inventory in Production $ 110,000 12/30/2005 User Acceptance Testing $ 80,000 12/30/2005 On -going Education Strategy $ 80,000 12/30/2005 Go -Live $ 70,000 1/2/2006 Post Go -Live Support $ 100,000 1/6/2006 Support for First Month End Close $ 100,000 2/1/2006 Support for Processing Two Complete Payroll Cycles $ 50,000 2/1/2006 Final Quality Assurance Report $ 50,000 3/2/2006 Support for Year End Payroll Processing $ 38,368 1/1/2007 Total Integration Services Cost $ 6,053,368 Hourly Rates Position Training Hourly Rate $ 100 Programming_ $ 140 Design $ 155 Testing $ 155 Installation and Configuration $ 155 System Administration $ 150 Database Administration $ 150 Quality Assurance $ 175 Change Management $ 155 Post Go -Live Support $ 155 $ Solbourne ORACLE' 104 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Project Management Education Lead $ 165 $ 155 ISolbourne ORACLE 105 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Project Training Needs Assessment and Strategy Development This phase is used to assess the education needs for the City and define an education strategy. In addition, a detailed analysis of the characteristics of the various user groups is performed. A detailed education project plan for deployment of the education programs is also developed in this phase. This education project plan becomes the basis for all education program activities delivered throughout the course of the project. Key deliverables in this phase include the following: Key Deliverable Description Education Workplan The education workplan is created in MS Project and defines in detail all of the key education rollout tasks, dates and person(s) responsible. This workplan is integrated into the overall project workplan. Education Needs The needs assessment is an information gathering activity. Surveys Assessment are distributed and interviews are performed to gain a focused understanding of the City's education landscape. The needs assessment surveys and interviews cover all aspects of the education program including: • User groups and demographics • User locations • Summary of job tasks by posltion/function • Training methods that have worked well in the past • Summary of training methods and types of materials currently used • Technology infrastructure as it relates to end user education • Organizational culture • Any challenges that exist related to end user education AL Solbourne ORACLE' 106 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Key Deliverable Description Education Strategy The education strategy is a summary document of the data gathered during the needs assessment. The education strategy also includes recommendations and next steps related to the end user education program and becomes the foundation for ail end user education work performed on the project. Key items within the education strategy include: Program objectives Critical success factors ■ Scope of work • Education approach and deliverables ■ Education development process • Material review process • Education delivery options and recommendations ■ Education logistics findings and recommendations ■ Post implementation education strategy options and recommendations • Assumptions, risks and next steps Curriculum Design This phase is used to define the material development strategies and requirements, specifically, what types of learning media (including e-Learning where appropriate) will be used and how course content will be structured for delivery. A key component of this design is the use of both live virtual and self -paced e-Learning (if required), and how materials will be structured accordingly. End user roles and responsibilities are clearly defined in this phase in conjunction with the Change Management effort that ultimately results in the overall education curriculum for all end user groups. Key deliverables in this phase include the following: Key Deliverable Description Job Roles and Responsibilities Matrix All end user education is intended to be role -based according to the job responsibilities within the business process, that is, based on the job responsibilities of the users and the tasks they need to perform within the applications and related business processes. End user roles facilitate two key deliverables — the end user education curriculum and security access within the applications. During the project, users attend education classes according to the job roles to which they are assigned. gm Solbourne a ORACLE 107 September 15, 2004 City of Miami Response to RFP # 03-04-151 Enterprise Resource Planning Software System Integrator Key Deliverable Description This deliverable consists of the overall curriculum listing as well as detailed narratives that describe each course in detail. These narrative course outlines provide a detailed description of the courses to be taught during the implementation. The following information is included in each course outline: • Course title • Course duration • Course prerequisites • Course description • Course objectives Course modules and module objectives (agenda) Listing of materials used to support course delivery Training Curriculum Plan Material Development All training materials are developed in this phase. Based on the design specifications defined in the previous phase, the Solbourne Education Consultants will develop all materials required for the end user education program. These materials will be developed using a combination of Solbourne educational tools and templates, and will exist in multiple learning formats, including MS Word and HTML/PDF user procedures, MS PowerPoint class presentations, instructor guides, business process flows, classroom exercises, quick reference job aids and live virtual and self -paced e-Learning (if appropriate). As the starting point for the content development effort, Solbourne will provide the City with Solbourne's EDGE (e-Learning and Documentation to Gain Effectiveness) library. The material library consists of material development templates, user procedure documents, class presentations, classroom exercises, and self -paced e- Learning tutorials. These end user education materials have been developed based on our extensive implementation experience and are based on Public Sector and Oracle Applications leading practices. �% Solbourne ORACLE 108 September 15, 2004