HomeMy WebLinkAboutSolbourne Oracle pg 197-250City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Roles and Responsibilities
Solbourne's recommended project organization structure is provided in the Project Organization
chart in response to item 7 within this section. The following section depicts the project roles
and responsibilities for both Solbourne and the City for this project.
Solbourne Project 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
✓ 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/Qualitv 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
✓ 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
4, Solbourne
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City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
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
✓ Working with the City Process Owners to test and document the implementation
✓ Facilitating decision making
✓ Developing cross -functional solutions
✓ 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.
✓ 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
✓ 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
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Response to RFP # 03-04-151
Enterprise Resource Planning
Software System integrator
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 Toad 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.
J 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.
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
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Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
✓ 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
City 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
v 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
v 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
$ Solbourne
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Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
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
✓ 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
v 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
v 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
v 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
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Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
✓ 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
v 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
✓ Acting as a change agent within the organization
v 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
v 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
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Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
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)
✓ Participating in the course developers' workshop (with the Solbourne Education and
Change Leadership Consultant)
✓ 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.
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Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
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
✓ 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
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
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Enterprise Resource Planning
Software System Integrator
✓ 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
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
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Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
4. Attach or reference section of resumes showing professional experience and
educational qualifications of personnel to be assigned directly to the project team.
Indicate the number of years experience with implementing similar systems In
large local government implementation and include project references. In
addition, use the following table to summarize their qualifications.
System Integrator
Role/Position
Pro'ect Mena•er
Proposed Staff
Name
David Dancesia
Tenure with
Company
(i.e., Years,
Months)
Years
Experience
In
Proposed
Role
8 years
Years
Experien
ce With
Oracle E-
Business
Suite and
Version
Assigned
14 mos.*
Years
Experience
With Local or
State
Government
8 years
Pro'ect QA
Sue Burman
5 years
10 years
14 mos.*
RCM
EducationlChange
Lead
Jan Edwards
=
7 years
14 mos.*
5 years
Education Consultant
Wendie McKnell
4 years
10 years
14 mos.*
2 years
GL & FA Process
Consultant/Functional
Lead
Cind Har•rin•
4.5 years
4.5 years
14 mos.*
15 years
AR/Billing Process
Consultant
Ron Petet
.5 years
1 year
14 mos.*
6 years
Procurement Process
Consultant
Don Kohl
112MINEM
14 mos.*
2 years
AP/iSupplier/iExpenses
Process Consultant
Robert
Henderson
.5 years
.5 year
14 mos.*
_
Treasury/Cash Mgmt
Process Consultant
Debbie Fox
=
6 years
14 mos.*
4 years
Grants Process
Consultant
Ga Webb
1 year
3 years
14 mos.*
6 years
Projects/ Contracts
Process Consultant
Micke Paduda
.5 years
1.5 years
14 mos.*
.5 year
HR Process
Consultant/ Functional
Lead
Connie Finck
,5 years
6 years
14 mos.*
liM
Payroll Process
Consultant
Ann Lamb
1 year
6 years
14 mos.*
4 years
Benefits Process
Consultant
Paul Arsenault
1 year
1.5 years
14 mos.*Eiall
14 mos.*
3 years
Labor Distribution
Process Consultant
Ken Car enter
HIM
= -
Budgeting Process
Consultant
John Es•inoza
10 years
3 years
14 mos.*
10 years
A. •lication DBA
Dave Moore
=
4 years
14 mos.*
E2311111111
IF S0lboume
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Response to REP # 03-04-151
Enterprise Resource Planning
Software System Integrator
DBA/Network &
Performance Analyst
Mark Lassaux
3 years
6 years
14 mos.*
3 years
HRMS Technical
Developer/ Technical
Lead
Jeff Aikman
6 years
4 years
14 mos.*
4 years
Financials Technical
Developer
Naveen Yeturu
4 years
4 years
14 mos.*
3 years
Portal Signal Sign -on
Technical Developer
Greg Rhoades
6 years
.5 year
14 mos.*
3 years
* Oracle 11 i Applications version 11.5.9 has been in general release for almost 14 months,
All consultants have been working this software version for the entire release period of 1.5
years.
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Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
5. Describe your plan in maintaining continuity in the composition of the project
team.
6. ERP-SI shall not remove and/or change the following key ERP-Sl positions without
the express written consent of the City Project Manager:
a. Project Manager
b. Technical Lead
c. Functional Lead
d. Database Administrator
The key to maintaining continuity in the composition of the project team starts with assigning
appropriate resources with the required skills and experience. At Solbourne, we evaluate the
project's skill and experience requirements and match our resources which meet or exceed
those requirements. The education, experience, and applicable professional credentials of the
proposed Project Team are presented in the profiles provided in Item 1 above.
Solbourne will make every effort to assign the identified resources to this project. Until a
contract is executed or up to the point when Solbourne is named as the finalist, the list of
individuals may change. Solbourne does, however, commit to staffing the project with
resources of equal or greater qualifications and capabilities than those resources being
presented in this proposal.
The following key Solbourne resources will be available to the extent proposed for the duration
of the project unless key resources discontinue employment or other extenuating circumstances
arise:
a. Project Manager
b. Technical Lead
c. Functional Lead
d. Database Administrator
In any event, as requested by the City, no key resource shall be removed or replaced without
the prior written concurrence of City Project Manager. In addition, we will make the transition
process a priority.
Our project management methodology includes another incentive for maintaining project team
continuity by recognizing achievements and celebrating accomplishments. These activities
provide reward and recognition, resulting in increased support of the project's objectives. In
addition, we conduct various team building activities throughout the project that promote a
cohesive project team. We value commitment from all project team members, County and
Solbourne, as it results in synergy, long lasting relationships, and successful projects.
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Enterprise Resource Planning
Software System Integrator
7. Provide a project organization chart that shows all protect staff members, staff
assignments and the proposed lines of authority and communication within the
proposed project team. The project organizational charts must clearly identify the
relationship between ERP-Sl and Subcontractor staff. City personnel should be
included in the organization chart.
Following is a detailed project organization chart that shows all City and Solbourne project team
members along with their roles and the reporting and communication relationships.
Steering Committee
Executive Sponsor
City Executives
City Project Manager
Solbourne Project !)hector (QA)
Solbourne Project Manages
Project Management Office
City Project M.nIElfi n
Solbourne. Project Director
Solbourne Project Manager
Process leirrrIS
Sulhournu Process Consultants
and Ctty Process Owner(s) for
each of the following functional
areas:
GLWFA
AR/Billing
Prrr. tiro nrcnl
AP/Supplier/Expense
treasury/CM
Grads
Projects/Contracts
IiR
Payroll
Benefits
Luber Distribution
Budgeting
Technical Team
Bollworm! Application DBA
City Application DBA
City Network Administrator
Solbourne Technical Developers
City Ter.11.110:31 Developers
City Focus Groups
City Financials Focus Group
Members (5-tl)
City Ile.nYrn t(esuurcos Focus
Group Members (5.8
City Procureulent Fur,us Gruup
Members (5 -R)
City Projects/Grants 1-ocus Group
Muulbers (5-tit
F-thicehon and thane<: Managuiucrit teaw
Scrlbwurne t_ducatiun/Change Lead
City Education/Change Lead
Solbourne trlticativa Consultants
City Imslruutois
City 11elp Desk Courdimitor
8. Describe the ERP-S!'s management structure and the methods to ensure adequate
oversight and executive direction for the Project.
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.
all Solbourne
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Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
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
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 implementation 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
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Enterprise Resource Planning
Software System Integrator
9. Identify how the project team will interact with the City project team members.
It is imperative for the project's success that the City project team works closely with the
Solbourne team to create a collaborative environment in completing the project's tasks and
deliverables. Our approach in working with the City staff is to create a true team environment.
It is through collaboration and partnering that the collective project team can best accomplish its
goals and objectives. Solbourne believes we bring value through our knowledge and we wish to
share this value with the City as much as possible.
Further we recommend that the City and Solbourne project team members work together as a
cohesive unit in a joint project team room. This arrangement will facilitate as much open
discussion as possible in order to increase the effectiveness of knowledge transfer. In addition
to promoting easy and frequent interaction the joint project team room provides the environment
for the City's team members to develop their understanding of the integration points and
dependencies of the Oracle applications. It further assists the Solbourne Process Consultants
in working with the City team members to break down barriers that may have developed
between City business processes.
Please see the response to Item 12 below for a more in-depth description of Solbourne's
knowledge transfer approach.
�, Solbourne
ORACLE'
211
September 15, 2004
City of Miami
Response to RI°P # 03-04-151
Enterprise Resource Planning
Software System Integrator
10. Provide a list of City project team members required to assist in the
implementation of the proposed system(s). include team role, number of people
assigned to role type, a brief description of tasks, estimated number of staff hours
per role per month, and duration of assignment required.
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
Quanitity
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
41 Solbourne
ORACLE
212
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)
Quanitity
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
Duration
(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
tor SO1b0U>rY10
QRACiLE°
213
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
City Project Team Role
Projects/Project Contracts
Process Owner(s)
Quanitity
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.
60 - 75% of Normal
Work Schedule
Duration
(weeks,
months)
8 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 Normal
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
41a$ Solbourne
ORACLE"
214
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
City Project Team Role
Budgeting Process
Owner(s)
Quanitity
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.
60 - 75% of Normal
Work Schedule
Duration
(weeks,
months)
4 Months
Focus Group Members
5-8
Due to the level of
detail, please refer to
the Project Plan
Provided in Project
Schedule Section of the
Technical
Requirements
Response Above
160 hours per
member per Focus
Group (4-5 focus
groups planned)
12 Months
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
II Solbourne
ORACLE
215
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
City Project Team Role
Database Administrator
Quanitity
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.
75 - 100% of Normal
Work Schedule
Duration
(weeks,
months)
6 Months
Network 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
5 Months
Technical Developers
(FTE requirements To Be
Determined)
1-4
Due to the level of
detail, please refer to
the Project Plan
Provided in Project
Schedule Section of the
Technical
Requirements
Response Above
80 — 90%
(Dependent upon the
final Technical
Development
Inventory)
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.
11. Describe the skills required and minimum level of experience of the City staff.
City staff members who participate in the implementation should have an excellent
understanding of the current ("as -is") processes and related applications/technology.
Generally, project team members should be empowered to design future processes and
represent their department or division. They should have the ability to make decisions and
facilitate adoption of the new processes and related systems in their department and City
wide. They are the "project champions" that lead the implementation process and therefore
are committed to the success of the project. More specifically individuals for the City roles
listed in the above table should have the skills and experience listed below.
City Executive Sponsor
• Executive level presence within the Company
• A vision of the City's goals
• A strong belief in, and support for, the project as a strategic solution for the organization
$ Solbourne
ORACLE'
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September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
• An active relationship with Solbourne management
• The ability to make critical decisions under significant time pressures
• Strong leadership skills and effective negotiation skills
• A proven record of being proactively involved with organizational issues
• Good communication skills, including the ability to listen
City Steering Committee Members
• Executive level presence within the City
• An active relationship with Solbourne management
• A strong belief in, and support for, the project as a strategic solution for the organization
• Decision making authority
• Strong leadership skills
• Effective negotiation skills
• A proven record of being proactively involved with organizational issues
• Good communication skills, including the ability to listen
City Proiect Manager
• Knowledge of business processes
• Ability to work effectively with all levels of management
• Ability to provide guidance to Project Team members
• A big picture view of the project's goals, while performing detailed analysis tasks. This
includes controlling scope.
• Time management skills and multi -tasking capabilities
• Superior presentation, oral, and written communication skills
• The ability to make timely decisions
• Strong organizational skills
• Skills with application software and office software (presentation, spreadsheet, word
processing, and project management)
• Project management experience with other software implementations
City Process Owners
• Specialized knowledge of the City's business processes in the respective functional
business process area(s)
• The ability to make timely decisions
• Commands respect in the organization
• The ability to work with diverse teams
• The ability to guide and motivate Focus Groups
• The ability to work both in a management capacity and a detailed "hands on" capacity
• The ability to sustain the big picture view of the project goals and vision, while
performing detailed analysis and configuration tasks
• Time management and multi -tasking capabilities
• Strong presentation, oral, and written communication
• Strong organizational
$ Solbourne
ORACLE
217
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
• Skills with application software and office software (presentation, spreadsheet, word
processing, and project management)
Citv Focus Group Member
• Experience as a current system user or system analyst with specialized knowledge of
the related business process(es)
• Commands respect within their peer group
• Empowerment to make decisions
• Ability to work with and participate in diverse teams
• Facilitates the involvement of others
• Understands and supports the big picture view of the project goals and vision
• Strong oral communication skills
City Education and Change Leadership Coordinator
• Experience in developing training materials and providing training
• Skills with application software and office software (presentation, spreadsheet, word
processing, and project management)
• Superior written, oral, and presentation skills
• Ability to provide guidance to Project Team members
• Time management skills and multi -tasking capabilities
• The ability to make timely decisions
• Strong organizational skills
• Credibility within the organization
• Access to executives within the organization
• Knowledge of organizational culture and internal politics
City Trainers
• Experience in developing training materials and delivering training to the End User
community
• Excellent written, oral, and presentation skills
• A working knowledge of an business processes and related business solutions in the
assigned functional area
• Skills with application software and office software (presentation, spreadsheet, word
processing, and project management)
City Help Desk Coordinator
• Excellent troubleshooting and analytical skills
• Excellent written, oral, and presentation skills
• Technical competency; with strong computer skills
• Initiative to develop knowledge of the application mechanics through the course of the
implementation
• Experience with issue tracking and scheduling
• Strong time management and multi -tasking capabilities
ISolbou me
ORACLE'
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September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
• Prior experience in an internal technical support role a plus
Citv Application Database Administrator
• Experience in administrating client server applications and an understanding of the
underlying architecture
• Experience with an NT and/or Unix operating system management
• Experience with Oracle database administration
• Ability to work in diversified teams
• Strong written and oral communication skills
• Strong technical troubleshooting and analytical skills
• Troubleshooting the firewall configuration when necessary to make the iProducts
available to external users
City Network Administrator
• The typical network administration skill set found at the City of Miami will be adequate to
provide any required support for the project
• Excellent interpersonal, customer service, analytical/problem solving, problem
management, presentation development, presentation, and communications (both
written and oral) skills
• Ability to communicate and present complex issues and analyses in an effective manner.
• Good organization and time management skills
• Highly dependable
• Ability to work on projects and support clients either individually or on a team
• Extensive hardware experience (ability to build, diagnose and repair computers)
• Strong diagnosis and troubleshooting skills
• Exceptional Administration skill set
• CISCO IOS support and CISCO PIX VPN or equivalent network o/s and firewall
experience
• Thorough understanding of principles and methods to support MS Exchange
Architecture and Active Directory Services and production messaging environments
• Disaster Recovery practices with Veritas, Legato or similar tools
• Familiarity with an array of software and operating systems (Linux, Windows, etc.)
• Networking experience (Intermediate knowledge of Microsoft network environment)
• Intermediate to advanced knowledge of network routing technologies (TCP/IP, DNS,
WINS, management of NT/AD domains)
APIr Solbourne
ORACLE`
219
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
• Practical application of TCP\IP, DNS, and switched/routed networks working with CISCO
IOS or other equivalent
• Migration planning/execution
• Exchange 2003 planning/design
• Practical experience in Network Operations Center and/or other enterprise applications
environment
City Technical Developer
• Experience in 4G/L languages, and an in-depth understanding of development tools
• Strong written and oral communication skills
• Strong technical troubleshooting and analytical skills
• The ability to work in diversified teams
• Detailed knowledge of City's existing legacy systems or other external systems
$ Solbourne
ORACLE"
220
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System integrator
12. Describe your proposed approach to knowledge transfer.
Solbourne believes that City ownership of the Oracle ERP system is the most important factor
for long-term success and self sufficiency. To prepare the City for system ownership,
interaction between the City project team members and the Solbourne Process Consultants
must be a collaborative effort to transfer knowledge.
Early in the Process Design Phase of the implementation knowledge transfer is primarily
occurring from the City project team members to the Solbourne Process Consultants to arm the
Solbourne Process Consultant with a thorough understanding of the City's business
requirements. This knowledge is used to determine the Oracle solution that supports these
processes. From this point in the Process Design Phase throughout the remainder of the
implementation the knowledge transfer is primarily occurring from the Solbourne Process
Consultants to the City project team members.
To facilitate the knowledge transfer from the Solbourne Process Consultant to the City project
team members, it is imperative that we provide a detailed and structured approach. Knowledge
transfer will be largely focused around the use of a detailed learning plan for City project team
members, as well as all of the end user training program activities that will occur throughout the
project. The learning plan will act as an agreement between the Solbourne Process
Consultants and City team members so that during the course of the project, all critical concepts
and activities have been reviewed, practiced and signed off by the City team member. The
duration of the learning plan spans the entire length of the project and will cover the following
items:
• Overview of the Oracle system - for example, terms, concepts, business processes and
integration points
• Detailed review of specific business processes - for example, configuration and setup
options and specific functionality to support the solution
• Troubleshooting - for example, working with Oracle Metalink, logging Technical
Assistance Requests (TAR's), working with Oracle Support and routing problems to the
appropriate personnel
• Project team tasks - for example, updating End User Procedures, documentation of test
scripts, working through the testing process, assisting with training material review,
assisting with training delivery and acting as Change Agents within the City
Throughout the project, the tasks that are in the learning plan are signed off by the City team
member and Solbourne Process Consultant as they are completed. Through signoff, the City
team member is stating that they know how to perform and fully own the various project tasks
related to their role on the project team. Signoff on the learning plan tasks, combined with the
other training and Change Management programs on the project, facilitates true long-term
ownership of the system to help the City fully achieve its business objectives.
$ Solhourne
ORACLE' CLE'
221
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
6h. Risk Management
The ERP-Sl shall describe its proposed approach to risk management for the Project.
The ERP-SI shall identify significant risks to project success including risks to
functionality, performance, schedule and cost, and definitive approaches to mitigate
those risks.
So!bourne 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.
to
III ID
1
5olbourne
RISK1ITLE
Clielt unable to provide necessary
DATE
IDENTIFIED
10/31/02
Client/Project:
RISK Tracking Log
IMPACT
PI-4IOFii'1Y PROUA1UILIIY IMPACT TOTAL
RATING EXPOSURE
Walt Pounds $.00
4nsert name rere>
TRIGGER EVENT
resources
2
3
4
5
B
7
a
9
10
$ Solbourne
ORACLE'
222
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
5-6
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%
Prob
1%
Impact
Prob l Impact Result
1%
2
1.20%
Prob
1%
Impact
3
Prob
1%
Impact Rattan.
Im
4 0
2140% 21-40%
Prob
21%
ImpeOt
1
Prob Jtowed FReeul I
21% 2 I 0 l
Prob
21%
Imbed
3
Prob
21%
Impsel
4
ReauR
0
41.60% 41.60%
Prob
41%
Impact
Prob
41%
impact Resue
4
61.60%
2
Prob
61%
Impact
Prob
61%
ImpactResult
212
e1-10o%
Prob Impact Prob Impact Resull
81% 1 81% 2 0
Prob
41%
Impact
Prod
41%
Impact
4
Result
0
61.80%
Prob
81%
Impact
3
Prob
61%
Impact
4
Result
0
e1.100%
Prob
81%
Impact
3
Prob
61%
Impact Result
4 • 0
6.6
1.20%
Prob
1%
Impact
6
Prob
1%
Immpact
Result
0
21.40%
Prob
21%
Impact
Prob
21%
Impact
e
Rsau6
0
4140%
Prob
Impact
Prob
Impact
Result
41%
41%
8
0
81.80%
Prob
61%
Impact
Prob 1 Impact
5 01%] 6
81.100%
T
ReAue
0
Prob Impact
e1% 6
Prob
81%
Impact Result
6 0
7.1 9-10
1.20% 1.20%
Prob
Impact
Prop
Impact
Result
1%
7
1%
Prob
1%
Impact
Prop
1%
Impact Result
10 1 0
21.40% 21-40%
Prob
21%
Impact Prob
21%
Impact
8
Reeutt
0
Prob
21%
Impact
9
Prop
21%
Impact l Result
10 1 0
4140% 41.60%
Prob
Impact
Prop
Impact
Resell
45%
7
41%
0
61.80%
Prob
61%
Impact] Prob
7 161%
{repeat Resue
e 1
81.100%
Prob
e1%
Impact
7
Prob Impadl Reaull
81%
a
Prob
41%
Impact
Prob
41%
Impact
Result
10 I, 0
61.60%
Prob
61%
Impact Prob
a 161%
Impactt Result
10
0
Prob
81%
Impact
Ire
81.100%
ImpactReau6
9 81% 10 0
Prob
$ Solbourne
ORACLE'
. 223
September 15, 2004
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.
$ Solbourne ClientIProJect: <insert name here)
RISK Document
!D
2
RISK TITLE
Client unable to provide necessary resources
DATE
IDENTIFIED
10/31/02
OWNER($):
Well Pounds
TRIGGER EVENT
0
DOCUMENT
DATE:
DATE LAST
UPDATED:
LAST
REVIEWED:
PRIORITY
3
PROBABILITY
3
IMPACT RATING
2
TOTAL EXPOSURE
0
RISK DESCRIPTION
POTENTIAL IMPACT IF RISK OCCURS
MITIGATION: RISK CONTAINMENT/CONTINGENCY PLAN
(Containment Plan if total exposure is 6 or greater and Contingency Plan if total exposure is less than 6).
ACTION PLAN
Number:
ACTION:
STATUS:
al Solbourne
ORACLE
224
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Based upon our review of the City's RFP and our experience with other Public Sector
organizations, common areas of risk include dedication of client staff; client leadership
and support; understanding and management of project scope; and willingness to
change.
Strong executive sponsorship can mitigate the risk of client staffing and participation. One of
Solbourne's primary goals during any implementation is client self-sufficiency. This goal is
difficult to accomplish when client team members are not committed or cannot dedicate the time
necessary to fulfill their role on the project. Effective and active leadership from client
executives coupled with a plan to backfill resources allows critical client team members to
dedicate themselves to the project and their assigned tasks.
Experienced project management and effective communication mitigates the risk of the project
scope not being understood by the entire team. The project scope is critical to all team
members to effectively focus their efforts on activities that will achieve the organization's goals
and objectives. Strong project management that promotes clear and frequent communications
with project team members keeps the team on track and helps to properly set expectations
about what is expected of them, as well as the final outcomes of the project.
Another key area of risk mitigation comes from the change management processes.
Functionality concerns throughout the organization must be addressed as early as possible.
With a project of this scope, cost, and exposure, expectations are naturally high throughout the
organization. The change management effort seeks to keep the organization appraised of
project progress but more importantly focuses on how individual roles and responsibilities will
change with the newly implemented processes. Hands on change management activities that
involve interaction with affected City departments will alleviate negativity and help internal
promotion. Key members of the organization are involved in decisions about the new processes
and then tasked with championing these benefits. Transition to the new processes is eased
because the message comes from within, not from an outside "consultant".
$ SO1bourfe
ORACLE`
225
September 15, 2004
City of Miami
Response to RFP # 03-04-151
Enterprise Resource Planning
Software System Integrator
Si. Protect Communication
The ERP-SI shall describe its proposed approach to project communication for the
Project.
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:
6. Identify the major stakeholder groups including; management, steering committee,
vendors, and end users.
7. 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.
8. Determine the best medium to communicate to each group. Examples include written, in
person, e-mail, or group presentation.
9. Prioritize communication medium options so that those that are the least costly but
provide the most value are included in the final Communication Plan.
10, 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
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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,
• Project acronyms and slogans to portray positive images of the project,
• Project countdown until live date,
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• 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.
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6i. Change Management
The ERP-SI shall provide a detailed description of its proposed approach to change
management during implementation.
Change Management Approach
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.
Each of these areas are detailed in our proposal and with each of our clients.
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
change readiness. Therefore, Solbourne begins 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
Through implementation of the Change Management Plan, the City can expect to realize the
following:
• Increased probability that the project will achieve objectives and targets on schedule
• Leadership groups that understand their special role in leading the change effort
• High performance work teams who become agents of change
• Team members and employees who are focused on achieving desired business
results
• Organization structures and systems that support and reinforce the use of Oracle
technology and the achievement of desired business results
■ Employees who are fully capable of exploiting the benefits of the business processes
and Oracle technology in the shortest possible time
Smooth transition into full implementation on the "go live" date
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Solbourne's Change Management approach has been utilized on many Solbourne ERP
implementations of all sizes. 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.
Some of the Public Sector clients where this approach has been implemented successfully
include:
• Louisville Water Company — Louisville, KY
■ City of St. Petersburg, FL
■ City of Englewood, CO
■ Seattle Public Schools — Seattle, WA
• Dallas Independent School District — Dallas, TX
• Yuma County, AZ
Note: The City of Oakland was an upgrade to 11i and the City of. Las Vegas has been a client of
Solbourne's since 1997.
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.
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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.
Readiness and Process
Design
Identify and Plan for
General Project Impacts
Validation and Integration
Identify and Plan for
Organizational Impactts
Transition
Manage General Project Impacts
Go -Live and
Support
• 1
1
•
1 •.
Manage Organizational Impacts •
Identify and Plan for
Training Impacts
• I,
Manage Training Impacts
1
%J
Identify and Plan for
Go Live Impacts
1 ,•
11
I
I 1•`
I 1 1
7 ,
Manage Go '.
Live Impacts <<
, ,
,
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Change Management Components
The change management approach is broken down by implementation project phase. A
summary of deliverables by phase is located in the next response section under "Change
Management Deliverables".
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.
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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
management deliverables, processes, and tools occurs to the City Change Management Lead
and Project Team.
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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 / Task Project Phase Description
Identify and
Prepare Key City
Change
Management
Participants for
Participation in
the Change
Management
Program
Readiness
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.
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Activity / 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.
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Activity / Task Project Phase
Conduct Change Readiness/
Readiness Process Design
Assessment
Develop Change
Management
Plan
Solbourne
Process Design
(executed
throughout
remaining
project phases)
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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.
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Activity 1 Task Project Phase Description
Process Design
Develop
Communication
Plan
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.
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Activity / Task
(continued)
Develop
Communication
Plan
Project Phase
Process Design
Description
• TerminologylQ&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.
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.
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Activity / Task
Design and
Implement
Organizational
Support Structure
(Help Desk)
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
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
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City 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
Senior Management
Groups
Project Director and
Team Leads
Project Team
Members
City Communication
Entities
Process Owners and
Site Team Members
City Managers and
Employees
Change Agent Roles
• Visibly and actively support the project direction
■ Act as role models for new work behaviors and norms
Participate in key communication activities
■ Ensure right resources are provided
Communicate to and educating stakeholders
Coach and empower team members
Champion the overall change effort and resolve cross -functional issues
■ Interface with area stakeholders on a daily basis
Anticipate and respond to Change Management issues while
redesigning work processes
• Assist in developing a communications strategy and plan
• 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
■ Provide insight into current business processes
• Integrate new processes into the organization
■ Motivate employees to change and manage resistance/conflict
■ Demonstrate competencies required by the new organization
■ Engage In project activities
• Learn and apply new skills
• Act as communication champions within business units
■ Build commitment from others
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
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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 Change Management 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.
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Bk. Implementation Methodologv/Approach
The City of Miami has recently rolled out collaborative workgroup tools in the form of
Microsoft Project Server 2002. The selected ERP-Sl will be required to create and
continuously update a project schedule using Microsoft Project 2002 software for the
purpose of resources and reporting to the City's Project Manager.
1. Describe the nature and extent of the services to be provided in this area.
2. Provide a copy of the overview document for this methodology and the process flows
supported by the proposer software.
3. Given the information in this document, as well as the ERP-S!'s experiences with local
government, the ERP-SI should recommend the implementation strategy the City should
employ. Include rationale and assumptions. The City would like to evaluate the ERP-Sl's
understanding of the rollout Issues facing the project team.
Solbourne will provide a Project Management Team skilled in the use of Microsoft Office tools
to manage the phases of the So!bourne implementation methodology. Solbourne has
standardized on these tools to support the project management process as well as the
documentation of project deliverables. The Solbourne Project Manager will own the project
plan with the City Project Manager. Each will have full access to the tool to update tasks,
resources, completed work etc. Each phase of the implementation will be entered within MS
Project with a sub -level of detail to the task level required by the City. Based on our
experience, the following are some guidelines for managing the Master Project Plan. Task
level details should not be entered for tasks that require less than 4 hours to complete or more
than 80 hours to complete. Management at a more granular level becomes a full time job and
managing at a level beyond 80 hours introduces the potential risk of not identifying issues with
a task until a significant period of time has passed. It should be noted that the Cutover Plan
has a significantly greater level of detail including hourly level tasks when appropriate.
Solbourne's Foundation Implementation Methodology has been developed and refined during
Public Sector organization ERR implementations. The focus of the methodology is to provide
package enabled process design that makes it possible for our client's to fully realize the
benefits of the applications being implemented. Client self sufficiency is another critical focus
of our approach. The City needs to be able to support the users who rely on the applications
to perform their job duties without the need for additional, costly consulting support. Based
upon the information provided within the City's RFP, we feel that the City is well positioned to
fully leverage the software purchased with Solbourne services. Key areas of focus during the
implementation and rollout are as follows:
Project Management — The City and So!bourne will need to provide strong, experienced
Project Managers to ensure that the project scope, resources, timeline, and budget are
maintained. A close team -based working relationship between Solbourne and the City Project
Managers will allow the project team members to focus their attention on the tasks necessary
to complete the implementation.
Strong Functional and Technical Leads — Solbourne will provide experienced resources who
have implemented the Oracle applications at Public Sector entities in the past. This
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experience will provide the City with resources who are not only intimately familiar with the
latest Oracle functionality but who have also implemented it at other Public Sector
organizations. This experience will provide the City with another perspective on leading
practices in a Public Sector Oracle E-Business Suite environment.
Education — Rollout to the organization will require an effective Education Plan. Solbourne is
proposing a full time resource and numerous part time resources to support the planning,
strategy, development, and delivery of end user education for the City's user community.
Solbourne has a practice dedicated to education with the Oracle applications. Our Education
Consultants also have deep Public Sector implementation experience which will benefit the
City. Developing and executing a program for adult education is not a simple task.
Solbourne's education resources will work closely with the City to evaluate the City's education
needs and to develop a program that may include a combination of instructor lead training and
on-line custom developed e-learning tutorials. Our methodology includes the tools, templates,
and experience necessary to get the most out of the City's end user education efforts.
Change Management — The change that will come about as a result of the implementation will
be tremendous. Employees at the City who were accustomed to performing their jobs using
the legacy applications will have anywhere from a minimal amount of change that involves a
few screen changes to complete job role realignment. While the City is dedicated to changing
business processes to be leading practices and desires to utilize the software with no
customizations, change management throughout the organization will ease the transition to
the new processes. Solbourne will provide a change leadership resource to support the City's
change management efforts. Our consultants again have change management experience in
Public Sector organizations and will work closely with the City's change management team to
develop a program that is specific to the City's needs to effectively transition the organization
to the new processes.
The approach to implement the Oracle software described in the City's RFP fits well with
Solbourne's Foundation Methodology. An implementation strategy needs to include a focus
on people and on the processes that affect those people. Our approach leverages the
business practices enabled by the software. The City's BPR project is in alignment with this
approach and our team welcomes the opportunity to help the City implement those practices
which automate, streamline efficiency, and add value to the City's business processes both
internally and to constituents.
Solbourne will work with the City to identify and backfill the resources necessary to complete
the implementation work. A project of this size cannot be completed successfully without a
significant dedication of City resources. The City's commitment to the process as shown
through the completion of the BPR phase and the RFP phase gives us confidence that the City
will provide the resources necessary to complete the final phase of this long term effort. The
implementation effort will allow the City to realize the benefits of the streamlined processes
and the functions within the Oracle E-Business suite of applications.
Solbourne's Foundation Methodology
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The cornerstone of our success has been our people and teamwork 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.
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SOI BOtiRNI+: I MI'I,EMIa:NTATION M I.'I'1IO1)OI,O(:Y
Assessment
Develop
Statement of
Work
Execute
Contract
Readiness.
Perform
Project
Planning
Perform
Technical
Readiness
Prepare
Prolect
Facilities
Organize
Resources
Develop and
Communicate
Project
Standards'
Process
Design
Conduct
Project Team
Orientation
Conduct
Kickoff
Meeting
Deliver
Project Team
Training
Review
Business
Process
Requirement
Develop End
User
Education
Plan
Establish
Development
and Teal
Environment
Validation
Configure
Software to
Include
Business
Process
Requirements
Perform
Functional
Testing
Perform
Sample
Conversions
DBWebp and
Test Interfaces
Develop End
User Training
Materials
Integration
Perform
Integration
Testing
Perform Futl
Conversions
Develop
Custom
Reports
Transition
Perform
System
Management
Develop and
Execute
Cutover Plan
Deliver End
User Training
Establish Help
Desk
Go Live and
Support
Provide Help
Deck Support
Deliver End
User Training
Assist Users
with First Time
Transactions
Support First
Month End
Close
Perform Project
Review.
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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
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 City's BPR study will be a vital tool to answer the Business Process
Questionnaire. 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
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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.
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
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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.
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.
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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 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
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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.
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