REQUEST FOR PROPOSAL (RFP)
for
Software Implementation of
Oracle Customer Care & Billing (CC&B)
Metered Work and Asset Management
Customer Self Service
Mobile Workforce Management
For Greenville Utilities Commission
RFP Number: 14-06
Key Proposal Dates
OFFERORS’ NOTICE OF INTENT TO RESPOND: MARCH 10, 2014
MANDATORY OFFERORS’ CONFERENCE: MARCH 11, 2014; 1:00 – 2:00 EASTERN PROPOSAL DUE DATE AND TIME: APRIL 2, 2014; 4:00PM EASTERN
1
Contents
1 General Introduction ________________________________________________ 6 1.1 Introduction ___________________________________________________________ 6 1.2 Company Background __________________________________________________ 7 1.3 Project Background _____________________________________________________ 7 1.4 Notice to all Recipients of this RFP _________________________________________ 9 1.5 Copyright _____________________________________________________________ 9 1.6 Minority Business Participation Program ___________________________________ 10 1.7 Good Faith Statement __________________________________________________ 10 1.8 Preparation Of Proposal ________________________________________________ 10 1.9 Proposal Withdrawal ___________________________________________________ 10 1.10 Governing Laws And Adminstrative Code __________________________________ 10 2 Proposal Information ______________________________________________ 11 2.1 Table of Key Proposal Dates ____________________________________________ 11 2.2 General Instructions and Submission Requirements __________________________ 13 2.3 Proposal Manager and Contact with GUC __________________________________ 13 2.4 Ethics and Conduct of Offerors ___________________________________________ 14 2.5 RFP Submission ______________________________________________________ 14 2.6 Minimum Qualifications _________________________________________________ 15 2.7 Evaluation Criteria _____________________________________________________ 16 2.8 Choosing to Respond __________________________________________________ 16 2.9 Cost of Proposal ______________________________________________________ 17 2.10 Oral Presentations ____________________________________________________ 17 2.11Company Rights ______________________________________________________ 17
2.12Confidentiality ________________________________________________________ 17 2.13Other General Information ______________________________________________ 18 2.14Due Diligence ________________________________________________________ 19 2.15 Exceptions and Clarifications ____________________________________________ 19 3 Information and Guidance for Offerors ________________________________ 20 3.1 Current State Technology _______________________________________________ 20
3.1.1 Current CIS _______________________________________________ 20 3.1.2 Interfacing Systems/System Inventory __________________________ 21 3.1.3 Greenville Utilities ORACLE Application Infrastructure ______________ 21 3.1.4 User Authentication Requirement ______________________________ 22 3.1.5 ORACLE WAM Integrations (Engineering/ Outage /Mobile) __________ 22 3.1.6 Integration ________________________________________________ 23 3.1.7 System Objectives _________________________________________ 24 3.2 Project Management and Resources ______________________________________ 24
3.2.1 Program Organization _______________________________________ 24 3.2.2 Implementation Planning Guidance ____________________________ 26 3.2.3 Functional Area/Project Teams ________________________________ 27 3.2.4 Work Control ______________________________________________ 28 3.2.5 Work Schedule ____________________________________________ 29 3.2.6 Training __________________________________________________ 29 3.2.7 Change Control Process _____________________________________ 29 3.3 Scope of Work _______________________________________________________ 30 3.3.1 Methodology and Planning ___________________________________ 30 3.3.2 Scope by Suggested Project Methodology _______________________ 31 3.3.3 General __________________________________________________ 31 3.3.4 Software Configuration, Customization and Testing ________________ 32 3.3.5 Fit/Gap Analysis and Future State Business Process Flow Design ____ 33 3.3.6 Data Conversion ___________________________________________ 33 3.3.7 Interfaces ________________________________________________ 33
3.3.8 Training Plans _____________________________________________ 34 3.3.9 Roles and Responsibilities ___________________________________ 35 3.3.10 GUC Furnished Services ____________________________________ 36 3.3.11 Technical Documentation and Requirements _____________________ 37 4 SI Response Content and Format ____________________________________ 39
4.1 Executive Summary ___________________________________________________ 39 4.2 Qualifications and Experience ___________________________________________ 39 4.3 Methodology _________________________________________________________ 41 4.4 Project Plan __________________________________________________________ 42 4.5 Proposed Staffing _____________________________________________________ 44 4.6 Price Proposal ________________________________________________________ 46 4.7 Specified Agreement Concepts __________________________________________ 47
Under separate cover:
APP-A Functional Requirements – Functional requirements workbook. This list is representative of the current requirements. GUC is expecting to work with the chosen System Integrator during an analysis and functional design phase to determine how these specific requirements will be included in the system design. This workbook includes the following information:
o CIS Functional Requirements, including Customer Self Service o “Metered” WAM Functional Requirements
o Mobile Workforce Management Requirements
APP-B To-Be Process Flows – GUC has completed work on an initial set of future state process flows. These are being provided for informational purposes to help Offerors scope the work. GUC is expecting to work with the chosen System Integrator during an analysis and functional design phase to determine how these process flows will be included in the system design.
APP-C GUC Interfaces – Current interface inventory
APP-D GUC Letters – Current letter inventory
APP-E GUC Metrics – Key metrics for certain business processes
APP-F Offeror Insurance Requirements – Minimum requirements the selected provider will need to maintain
APP-G North Carolina E-Verify Statement – to be Completed by Offerors and Returned to GUC
APP-H Certified Good Faith Statement – to be Completed by Offerors and Returned to GUC
APP-I GUC Reports – Current reports inventory
APP-J Greenville-Logical-Physical-Architecture – Overview of current Oracle environments
APP-K GUC System Diagram – GUC System Map
Pricing workbook – to be Completed by Offerors and Returned to GUC in Microsoft Excel.xlsx Format (compatible with version 2010)
1 General Introduction
1.1 IntroductionGreenville Utilities Commission (GUC) has chartered a program to Optimize Processes and Technology to Improve Customer Service (OPTICS). This program modernizes GUC’s information systems through the implementation of a suite of Oracle products. The eBusiness Suite has already been implemented for Finance and Human
Resources. There is an ongoing initiative to implement Work and Asset Management (WAM) for unmetered services. The next project under the OPTICS program is to implement Oracle’s Customer Care & Billing (CC&B) solution, Customer Self Service (CSS), Mobile Workforce Management (MWM) and the metered services within WAM. GUC is considering two options for this implementation and asking for pricing on both.
Option 1: Full Scope. This includes CC&B, “metered” WAM, Mobile Workforce Management (MWM), and Customer Self Service (CSS)
o The implementation of core ORACLE CC&B functionality and the establishment of core business logic for customer care and billing work, including Customer Self Service.
o The implementation of core ORACLE WAM functionality and the establishment of core business logic for enterprise management of assets and field work for customer and metered functions.
o The implementation of core ORACLE MWM functionality and the establishment of core business logic for mobile workforce management work.
o The integration of processes, data, and related systems between the above components, including implementation of the Field Work Process Integration Pack (PIP) and the productized integration between CC&B and e-Business Suite (EBS) (collectively, the “Integration”).
Option 2: Partial Scope. This includes CC&B and “metered” WAM.
o The implementation of core ORACLE CC&B functionality and the establishment of core business logic for customer care and billing work, including Customer Self Service.
o The implementation of core ORACLE WAM functionality and the establishment of core business logic for enterprise management of assets and field work for customer and metered functions.
o The integration of processes, data, and related systems between the above components, including implementation of the Field Work Process Integration Pack (PIP) and the productized integration between CC&B and e-Business Suite (EBS) (collectively, the “Integration”).
The requirements for the four scope components are defined in APP-A.
The purpose of this Request for Proposal (RFP) is to provide the requirements and guidelines that will be used to select a System Integrator (SI) to assist GUC in this implementation. GUC is seeking an experienced System Integrator to assist with the integration and implementation of this solution into the overall GUC system landscape. GUC encourages qualified RFP recipients, who can provide full system integration
services for the listed scope, to respond with details on their services and project approach. GUC will only consider proposals from implementers that will implement the full scope of the software indicated in this RFP. Offerors
submitting bids for less than the total scope contained in this RFP will not be considered. GUC understands that this approach may result in the Offerors use of subcontractors. Offerors are asked to carefully read the contents of this RFP for what information must be communicated about subcontractors to GUC.
Proposals should include all costs as they relate to professional services, travel, and any other expenses associated with the Offeror’s proposal.
1.2 Company Background
GUC provides electric, water, wastewater and natural gas services to the City of
Greenville encompassing 75% of Pitt County and serves a combined total of more than 135,800 customer connections. In addition, GUC provides billing and collection for other municipal entities. GUC is a municipally-owned utility and operates under a separate charter issued by the N.C. General Assembly.
GUC is guided and managed by an eight-member Board of Commissioners. The Board is responsible for approving rates, strategic plans, the annual budget and setting
operating and extension policies.
1.3 Project Background
As noted above, GUC has chartered a program to Optimize Technology and Processes to Improve Customer Service (OPTICS). This program modernizes GUC’s information systems through the implementation of a suite of Oracle products. OPTICS has three primary phases:
1. Cornerstone: This covers the implementation of Finance and HR-related solutions. Oracle’s eBusiness Suite for Finance and Human Resources was implemented in July 2013.
2. Synergy: This is an ongoing initiative to implement Work and Asset Management (WAM) for unmetered services, which is scheduled for production deployment in the fall of 2014.
3. Navigate: This is the project to implement Oracle’s Customer Care & Billing (CC&B) solution, Customer Self Service, Mobile Work Force Management and the metered services within WAM.
The primary drivers for change in Customer Service (CS) are related to two key factors: 1. Inability to perform CS functions (meter to cash) in alignment with customer
expectations (one-stop shopping, visibility into the full lifecycle of the customer experience, etc.).
2. Current system is beyond end-of-life.
Replacement of the current CIS application is motivated by the need for an architecture that will support future operational needs and customer expectations. When
E-CIS/Orcom was implemented in 1999 it was a contemporary solution. However, over time, vendor investment in this software system has failed to keep pace with the market for CIS software. Additionally, GUC’s business has expanded to include services to other regional accounts, which requires a more flexible customer information system than the current Orcom system.
GUC’s expectation is that meter inventory will be maintained within CC&B and that CC&B will integrate meter-related service orders/field activities with WAM to allow work for field and service crews to receive and manage their work from the WAM system. This is what is meant by “metered WAM” or “WAM for metered services.” The integrator for this project should assume that WAM for non-metered services will be fully
configured prior to starting the Navigate project. The project objectives include:
Support the stated goal of GUC to optimize technology and processes to improve customer service
Minimize customizations, maintain maximum software vendor maintenance coverage over deployed software
Provide for a tight integration of the software footprint at GUC
Plan for and support Business Transformation Management through needs assessment, communication campaigns, training, focus groups, etc.
Documented processes including process maps
Identify those business processes that need to be analyzed to reduce cost
Use information technology systems to build institutional knowledge and automation of workflow processes
Support the strategic vision, mission, and business objectives
Solution addresses and supports all regulatory compliance
Establish adequate application design controls and ensure business rules are documented as living requirements
Provide for knowledge transfer to GUC technical employees so that GUC can leverage the capabilities of the installed solution and provide for the long term technical support of the system.
Provide for knowledge transfer to GUC functional employees so that GUC can leverage the capabilities of the installed solution and provide for the long term functional support of the system.
1.4 Notice to all Recipients of this RFP
Neither submission by GUC nor your acceptance to respond to this RFP, in whole or in part, constitutes acceptance by GUC of any contractual terms contained in your
response, if any, and shall not form a binding agreement between the parties. Such an agreement shall only exist upon the execution of a mutually acceptable contract by both parties. Except as otherwise set forth in such a contract, GUC makes no
representations or warranties to bidders. 1.5 Copyright
This entire document is considered protected in favor of GUC by copyright according to US law. The contents of this document, including annexes and additions thereto, are the intellectual property of GUC. No part of it may be reproduced or retransmitted in any form or means without the prior written permission of GUC, which may be withheld in GUC’s sole discretion.
1.6 Minority Business Participation Program
GUC has adopted an Affirmative Action and Minority and Women Business Enterprise Plan (M/WBE) Program. Firms submitting a proposal are attesting that they also have taken affirmative action to ensure equality of opportunity in all aspects of employment, and to utilize M/WBE suppliers of materials and/or labor.
1.7 Good Faith Statement
All information provided by GUC in this RFP is offered in good faith. Individual item(s) are subject to change at any time. GUC makes no certification that any item(s) are without error. GUC is not responsible or liable for any use of the information or for any asserted claims.
1.8 Preparation Of Proposal
Proposals must be in envelopes clearly marked on the outside with the name of the proposal and the proposal due date and time. Proposals shall be addressed to:
Greenville Utilities Commission
ATTENTION: Purchasing Department, Cleve Haddock, Buyer II 401 S. Greene Street
Greenville, North Carolina 27834 1.9 Proposal Withdrawal
A proposer must notify GUC in writing of its request to withdraw a proposal within
seventy-two (72) hours after the proposal opening, not including Saturdays, Sundays, or holidays. In order to justify withdrawal, the bidder must demonstrate that a substantial error exists and that the proposal was submitted in good faith.
1.10 Governing Laws And Adminstrative Code
All contracts, transactions, agreements, etc., are made under and shall be governed by and construed in accordance with the laws of the State of North Carolina. Bids,
proposals, and awards are subject to applicable provisions of the North Carolina Administrative Code.
2 Proposal Information
Proposal Title: OPTICS Software Implementation GUC RFP Number: 14-06
An Offerors’ conference call will be held on March 11, 2014 by GUC for all organizations that will be responding to this RFP. This conference is scheduled from 1:00 PM – 2:00 PM Eastern Time. Attendance at this conference is mandatory for all Offerors.
2.1 Table of Key Proposal Dates
Item/Action Mandatory for
Responding Offerors
Date
RFP Release Date No February 27, 2014
Offerors’ Notice of Intent via email to Proposal Manager
Yes March 10, 2014, 4:00 PM Eastern
Offerors’ Conference Overview and Q&A Session
Conference Bridge: 1-800-356-8278 Passcode: 758622
Yes March 11, 2014, 1:00 – 2:00 PM Eastern
Offerors’ Written Questions No March 19, 2014, 4:00
PM Eastern
GUC Written Response to Questions No March 24, 2014
Proposal Due Date
via FTP submission; hard copy responses to follow within 2 business days
Yes April 2, 2014, 4:00 PM Eastern
Oral Presentation Agenda to Selected Offerors
No April 15, 2014
Item/Action Mandatory for Responding
Offerors
Date
Held at GUC’s offices in Greenville, NC
GUC reserves the right to adjust any of the RFP key dates. If the dates are adjusted, all Offerors who received a copy of the RFP from the Proposal Manager will be notified in writing.
Any prospective Offeror failing to meet any milestone without prior notification and consent of GUC will constitute cause for disqualification. The response format described later in this RFP is mandatory. All formatting, outline numbering, specific explanations, and examples must adhere to and match the GUC response format.
2.2 General Instructions and Submission Requirements
This section contains information on contact with GUC, assembling the RFP, content, revisions, communications, presentations, interviews, proposal preparation costs, proposal submission and company rights.
2.3 Proposal Manager and Contact with GUC
All communication/information should be channeled through the Proposal Manager listed below.
Proposal Manager: Cleve Haddock
Title: Buyer II
Mailing Address: Greenville Utilities Commission 401 S. Greene Street
Greenville, N.C. 27834
Email: [email protected]
Please submit all questions by email and limit communication related to this RFP to the Proposal Manager.
Guidelines for contacting GUC during the RFP process and proposals:
1. If your organization might have any conflict of interest, including employment of an immediate family member or in-law of a GUC employee, contact the Proposal Manager immediately for resolution.
2. After receipt of the RFP, no Offeror can contact any employee or consultant working on this RFP on behalf of GUC other than the Proposal Manager. No GUC employee or consultant working on this RFP may discuss the RFP with any Offeror without written permission from the Proposal Manager. Failure to adhere to this policy may result in disqualification of the Offeror’s bid.
3. Any contact from Offerors via email must be sent to the Proposal Manager.
4. If you are unclear about the RFP prior to the Offerors’ Conference, send questions to the Proposal Manager by email.
5. GUC will conduct an Offerors’ conference to answer general questions about philosophies, strategies, policies, procedures, and requirements.
6. Once a selection is made by GUC, the successful Offeror will work with project managers and functional team leaders as assigned by GUC.
All questions should be submitted to the Proposal Manager via email only, no exceptions.
GUC will compile questions and send written responses via email to all Offerors who have submitted their intent and attended the Offeror’s conference.
2.4 Ethics and Conduct of Offerors
By signing the proposal, the Offeror certifies this proposal is made in good faith and without collusion or connection with any other person responding on the proposal. It is also certified that this proposal is made in good faith and without collusion or connection with any GUC employee(s). Finally, it is also certified that this proposal is made without outside control, fraud, or other illegal or unethical actions.
The conduct of Offerors during this RFP and evaluation period will play a part in the evaluation of the proposed solutions. Instructions to Offerors within the RFP are expected to be followed and any contravention will be considered in assessing the Offeror’s professional attitude in this respect.
2.5 RFP Submission
All Proposals must reference the Proposal title and GUC RFP Number noted on the title page.
Submit one (1) electronic copy of the entire Proposal to the Proposal Manager by FTP site by the Proposal due date and time.
Submit five (5) paper copies of the complete Proposal including pricing
information. The paper copies may follow the electronic submission within 1-2 business days. Front and back printing is preferred but not required. If file attachments are embedded within the electronic submission, be sure that the printed copies include all embedded files.
Requirement sections, pricing forms and response forms have been provided as separate Excel and Word documents to facilitate Offeror responses. Offerors are expected to respond within the document formats provided (compatible with Microsoft Word and Excel 2010).
GUC reserves the right during the evaluation and selection process to review all responses of Offerors and pursue multiple Offerors that best meet the needs of GUC. Emphasis should be placed on conformance to the RFP instructions and templates, responsiveness to requirements, and completeness and clarity of content. Elaborate Proposals are neither necessary nor desirable. If the Offeror’s Proposal is presented in
a fashion that makes evaluation difficult or overly time-consuming, points will be lost in the evaluation process.
Each proposal page should be numbered for ease of reference and should include index tabs denoting each section.
Proposals should include responses to all items listed in section 4. Each proposal response must explicitly reference the corresponding RFP section number. Proposals that do not address these questions risk being disqualified.
All materials submitted with the proposal become the property of GUC and may be returned only at GUC’s option. GUC has the right to use any or all ideas presented in any proposal. Selection or rejection of the proposal does not affect this right.
Proposals that arrive late may be rejected. 2.6 Minimum Qualifications
GUC is inviting qualified SIs to bid on this RFP. Minimum SI qualifications are:
The implementation SI must be either a certified United States entity Implementation Partner of Oracle or the software vendor.
The SI must assume responsibility as prime contractor for the contract. Subcontracting is allowed for this RFP, subject to the prior written approval of GUC and the provisions set forth in this RFP. Proposed subcontractors must be clearly identified in the Proposal.
The SI must have acted as the prime contractor on a successful
implementation of CC&B for a United States utility, preferably a multi-utility with services in electric, natural gas, wastewater or water. They must also have implementation experience with WAM and the Field Work Process Integration Pack.
The SI must be able to provide certified consultants experienced in the proposed methodology, or equivalently qualified and experienced in a comparable alternate implementation methodology.
The SI must be able to provide consultants certified and experienced in the utility sector implementation of the Solution Set software.
Offeror must provide a price for a payment and performance bond in the pricing workbook (SI Pricing.xls) in the appropriate line.
2.7 Evaluation Criteria
GUC will conduct a comprehensive, fair and impartial evaluation of all Proposals received in response to this RFP.
GUC will award this Project based on an evaluation of how well each Offeror meets the evaluation criteria listed herein. The criteria will be applied based on the information contained in the response submitted by each Offeror and for those selected to provide an oral presentation. Therefore, it is in the best interest of Offerors to provide
informative, concise, well-organized technical and business information relative to this Project.
Evaluation criteria will include the following:
Qualifications and experience of Offeror and proposed assigned personnel
Experience in conducting similar projects for organizations of similar type and size in the utility space
Methodology and Implementation Plan
Cost to GUC of the proposed solution, both the initial project cost and costs throughout the life of the project
Financial stability/Risk Assessment of the Offeror
Completeness of Proposal
All proposals will be reviewed by GUC to determine if they contain the minimum
essential requirements outlined in the RFP, including instructions governing submission and format and compliance with standard GUC requirements. Those proposals deemed non-responsive may be disqualified without further evaluation.
2.8 Choosing to Respond
Should you elect to respond to this RFP, please inform the GUC Proposal Manager of your intent via email by March 10, 2014. Upon receiving your response, you will be supplied with a offeror ID to use for identification during the Offerors’ Conference.
2.9 Cost of Proposal
All of the costs related to the preparation and submission of a Proposal, including, without limitation, the attendance at any oral presentations, personnel interviews and/or any site visits, will be borne by the Offeror.
2.10 Oral Presentations
Subsequent to GUC’s preliminary review and evaluation of the submitted Proposals GUC may, but is not required to, invite one or more Offerors to make presentations or participate in interviews. For those Offerors who are invited, attendance will be
mandatory. Therefore, Offerors are encouraged to “save the date” for the presentations and interviews which are anticipated to be held the week of April 29 – May 2, 2014. Offerors who are selected to participate in the presentation and interview process will be informed regarding the location, date and time.
2.11 Company Rights
This RFP does not commit GUC to award in response to this RFP. GUC reserves the right to reject any or all Proposals, in whole or in part, and at its discretion, to cancel or amend this RFP at any time. GUC also reserves the right to unbundle the deliverables and contract with one or more Offerors for the production of one or more of the
deliverables.
By submitting a Proposal in response to this RFP, the Offeror grants to GUC the right to contact or arrange a visit in person with any or all of the Offeror’s clients, whether or not identified as a reference by Offeror.
The Offeror shall refrain from any publicity regarding this RFP, the contents hereof or Offeror’s submission of a Proposal. The Offeror shall not release any information to newspapers, magazines, journals or any other medium, about the acceptance of the Proposal or the award of the contract without the prior written approval of GUC, which GUC may withhold in its sole discretion.
2.12 Confidentiality
The existence and contents of this RFP are confidential and must be treated as such by recipients. Recipients of this RFP may not use the information contained within this RFP, nor disclose such information to anyone other than recipients’ employees who are directly involved in preparing a Proposal in response to this RFP, without the prior written consent of GUC. Recipients of this RFP are liable for all damages in case of breach of confidentiality by recipient. The selected Offeror will be expected to sign a confidentiality agreement upon award.
2.13 Other General Information
1. GUC expects to enter into negotiations with one or more of the Offerors determined by GUC to be most able to meet the requirements as defined within this RFP. 2. Proposals should be based upon information supplied within this RFP; however
additional/alternative responses/information, if deemed appropriate by GUC, will be considered and evaluated. Offerors are requested to list such responses/information separately at the end of the RFP submission and clearly state any assumptions made in the absence of GUC information.
3. The project team will evaluate the Proposals when all responses have been
received. All evaluations will be based on the contents of the written document. In this stage no meetings or presentations with Offerors will be arranged. Offerors may be contacted during this stage to clarify the content and meaning of details within their respective Proposal.
4. Revisions to any Proposal before the final deadline must specify clearly in writing any previous elements removed or new elements added.
5. The closing date for Proposals is April 2, 2014 at 4:00 PM Eastern. Responses received after this time will not be considered unless an extension to the deadline has been granted to all Offerors.
6. The evaluation, which will be carried out by GUC, will progress through the following stages:
Receipt and review of proposals Clarification of detail
Invitations to selected Offerors to participate in oral presentations Offeror reference calls/visits
Negotiations and contracting
At the end of the formal evaluation period, the project team will make its
recommendation to GUC’s executive leadership team. Offerors will be notified of the outcome after this step has been completed.
7. All Proposals to this RFP hereafter referred become the property of GUC.
2.14 Due Diligence
This RFP is intended to provide enough information for Offerors to provide both creative solutions and their best indicative pricing. GUC is providing Offerors with the opportunity to ask questions both during the Offerors’ Conference and via email should Offerors require any additional information to complete their response.
GUC further recognizes that Offerors will need a detailed due diligence effort prior to final contract negotiations. The due diligence phase will be a collaborative effort between GUC and selected Offerors. The due diligence phase will give the Offerors a chance to ask questions in a greater level of detail than the RFP. GUC will determine the timing, depth and logistics of the due diligence with the selected Offerors post RFP response evaluation.
Offerors should include a copy of their proposed Due Diligence process with the RFP response.
2.15 Exceptions and Clarifications
Offerors are requested to detail any exceptions to this RFP; provide exception detail and reference the applicable section number. If there are no exceptions, provide a statement indicating so.
Offerors may provide comments to clarify or expand its Proposal and/or to demonstrate its understanding of the Request for Proposal.
3 Information and Guidance for Offerors
3.1 Current State Technology 3.1.1 Current CIS
GUC’s existing CIS is an Orcom system known as E-CIS, currently supported by
Vertex. The application and DB2 database run on an iSeries. The system was originally installed in 1999. The system supports collections, credit, rates, billing, customer
information, service orders, meter reading, meter inventory, and customer contacts. Storm water and refuse transactions are fed into the billing system from an outside source but included on the GUC bill and collected by GUC. For some of our customers, wastewater consumption is based off of a third party water usage which is fed into our system. Customers can receive a paper bill, electronic notification or both for their
statements. Interfaces with E-CIS have been written in-house. See APP-C for expected list of interfaces.
Electronic Bill Presentment and Payment was written by Utilities Solutions and their subcontractors and is secured using Entrust. We allow: requests for services,
payments, bill view, usage graphs per meter and account information modifications. Self Service Bill Payment options are: a onetime payment feature from customer bank
account and a link to the third party credit/debit card vendor. The web application resides on a Windows server interfacing with the iSeries, the bill archive data used for the bill view resides on a separate Windows server and is maintained with an in-house application. These servers reside behind a reverse proxy server and firewall.
The Oracle software versions GUC expects to install are:
CC&B version 2.4, including:
Oracle Utilities Customer Care and Billing Base for Residential Customers
Oracle Utilities CC&B Credit and Collections for Residential Customers
Oracle Utilities CC&B Rating and Billing for Residential Customers
Oracle Utilities CC&B Rating and Billing for Interval Data for Res Customers
Oracle Utilities CC&B Cashiering for Residential Customers
Oracle Utilities CC&B Task Optimization Tools for Res Customers
Oracle Utilities CC&B Credit and Collections for C&I Customers
Oracle Utilities CC&B Rating and Billing for C & I Customers
Oracle Utilities CC&B Rating and Billing for C & I Customers for Interval
Oracle Utilities CC&B Cashiering for C & I Customers
Oracle Utilities CC&B Task Optimization Tools for C & I Customers
Oracle Utilities CC&B to Oracle EBSuite Financials for GL and AP
Micro Focus Net Express for CC&B (Mfr is Micro Focus International)
Micro Focus Server Express for CC&B (Mfr is Micro Focus International)
WAM version 1.9.1.1
GUC has also purchased 5 licenses of User Productivity Kit Professional, plus is considering purchasing Oracle’s Customer Self-Service.
3.1.2 Interfacing Systems/System Inventory
GUC wishes to improve its business by replacing the aging software and business processes with a process based solution thereby taking advantage of integrated software, new technology, enhanced functionality, and creating an opportunity for technology to help drive the business to further excellence. A high-level drawing of GUC’s current major systems/applications is included as APP-K GUC System Diagram. 3.1.3 Greenville Utilities ORACLE Application Infrastructure
Greenville Utilities Commission (GUC) currently manages two datacenters that contain Oracle systems. These two datacenters are designed to be as similar as possible. The infrastructure for the ORACLE applications and databases consists of Cisco UCS, Cisco Nexus switches and NetApp SAN storage. The USC environment is currently version 2.0(3a) utilizing all B22-M3 blade servers. In most cases these servers are configured with a single 8-core CPU and 64 Gb of memory. The network utilizes Nexus 5500 series and 7900 Series switches utilizing FCoE and 10Gig Ethernet backbone with 1Gig to the desktop. The NetApp storage is made of paired FC3070 controllers running in version 7-mode with shelves containing fiber channel, SAS and SATA drive shelves. Connections to this SAN consist of FCoE and iSCSI and are shared with the other systems at GUC. The different ORACLE environments (DEV, staging/UAT,PROD) have their own subnet, but do share one common iSCSI network for access to storage. On top of this hardware, we are utilizing Oracle Linux operating systems within Oracle’s virtualization Management. The only exceptions to virtual servers are the database
servers in production and staging/UAT. A PDF provided shows the logical design of the Oracle environments. GUC is currently running version 11g R2 of the Oracle database and Linux 5.9 operating system.
3.1.4 User Authentication Requirement
The Oracle Application and Database(s) tier for all instances will be installed in a non-RAC deployment method. The Oracle Utilities Framework must leverage GUC’s existing LDAP-complaint directory service, Active Directory for user provisioning and single sign-on purposes. The intent is to have a perssign-on’s credentials from logging into their
workstation passed to the application. All user provisioning and any changes to the user account must be done through Active Directory. We require that GUC staff be
automatically logged into the system from the Active Directory credentials that were used to log into the workstation. If the person is logging in from a device that does not have the Active Directory credentials, they should be prompted to enter them. It is also required that permissions be setup with a role based security model.
3.1.5 ORACLE WAM Integrations (Engineering/ Outage /Mobile) Mobile
Current WAM (v 1.9.1.1) integration is focused on exposing a REST/JSON based API to support mobile application development. The API is built utilizing both existing ORACLE WAM stored procedures and custom procedures. The API utilizes Ruby on Rails and the Oracle Database driver to remotely execute stored procedures and future services. A custom IOS library is utilized to connect to the REST/JSON API. The library utilizes the RestKit library in additional to custom functionality. The application development is heavily based on CocoaPods. CocoaPods is the dependency manager for Objective-C projects. The CocoaPods framework is the basis for our organizations rapid application development.
While future plans may include Android and HTML support, existing efforts are solely focused on IOS mobile application development. The WAM Integration strategy outlines potential future use of technologies such as node.js for specific application support processes such as mobile push notifications, and application settings management. Overall, the means by which the REST/JSON API and other supporting interfaces are delivered will be scrutinized for applicability inside Oracle SOA and like technologies as both the technology and organization mature in its use.
In addition, the organization leverages GeoNexus and ESRI ArcGIS Server (v 10.1 sp1) for its GIS to WAM integration. Specifically, the WAM System is planned for integration to Schneider Electric’s Designer (v 10.1 sp1). This is a custom integration. The
Designer System supports the graphical design of infrastructure and is a critical system in regards to managing the assets through its lifecycle. The main integrations between Schneider Designer and Oracle WAM will focus on the work order task and the
inventory checkout. Outage
Schneider’s outage management system Responder (v 10.1 sp1) is natively integrated to the ESRI GIS system. A custom interface is proposed for the integration between Responder and Oracle WAM, CC&B and MWM.
3.1.6 Integration
GUC prefers and supports service oriented architectures where possible. Service
oriented architectures offer us the best ability to re-package and reuse functionality from any system as our needs change. GUC would also prefer that systems provide and consume services as the mechanism for integration. A key component in the
implementation of this strategy is the use of Oracle's SOA Suite of technologies which provide the platform for enablement of a Service Oriented Architecture.
GUC currently uses a standards-based, hot-pluggable middleware approach to system integrations with Oracle’s SOA Suite(SOA) and Oracle’s Service Bus (OSB). The
current version is 11.1.1.6 for the Development, Staging, and Production environments. All three environments are single instance. GUC operates with a single domain. We have an Administration Server managing three standalone Managed Servers: SOA, OSB, and BAM. We are also making use of Node Manager as a way to automatically restart Managed Servers in the event of a failure and to allow Managed Server control from the Administration Console.
GUC has purchased Oracle’s Field Work Process Integration Pack (PIP) to link the field work and planning functions in Oracle Utilities Customer Care and Billing, Oracle
Utilities Mobile Workforce Management, and Oracle Utilities Work and Asset
Management. We expect the Integrator to use this component for integration when applicable.
Interfaces currently in place or needed for GUC 3rd party applications are provided in the accompanying document APP-C GUC Interfaces.
3.1.7 System Objectives
The Offeror must take advantage of the characteristics and features within the application framework to retain:
Modular design
Standard interfaces
Pre-built common components and services
Component reusability
Reliability of components and operations for High Availability daily operations as well as Disaster Recovery planning
Interoperable and standard components
Adherence to agreed upon standards
Secured sharing of information
Maximized use of existing resources while transitioning 3.2 Project Management and Resources
3.2.1 Program Organization
GUC recognizes the important partnership we are embarking on with the chosen SI. GUC is dedicated to providing our most experienced resources throughout this
implementation effort. GUC wishes to be thoroughly involved throughout the process in order to foster internal change advocates, knowledge transfer, and user buy-in.
The governance of this implementation is recognized as paramount to the successful go-live within time, budget and quality constraints. GUC expects to use an overall PMO group as oversight for the OPTICS program and to facilitate coordination across the multiple project teams. At the project level, GUC will provide internal project
management leadership to mirror the SI project leadership. Each of the functional areas will have a “Process Owner” covering a breadth of experience across that
operational area. Additional Subject Matter Experts (SMEs) are included as needed for their specific expertise or to augment due to spikes in work load such as during testing, training or rollout support. In order to foster cross area coordination, each project lead is part of the Leadership Core Team along with the PMO for weekly pulse meetings. A representative organization chart is included below, with the green boxes representing the scope of this RFP.
Steering Committee OPTICS Program Management Cornerstone Project Team 1 Synergy Project Team 1 Navigate Project Functional Team Account Billing Customer
Service Meters/ Devices Tech Infrastructure Development Team Development Conversion Change/ Training Team
Issues and Change Control Management governance would flow from the Process Owners to the Project Lead to the Program Manager. Most issues and approvals should be resolved at this core team level. If needed, issues would then escalate to the Steering Committee. The Steering Committee is comprised of the Executive Sponsors as well as other corporate executives in order to communicate status updates and key decisions or milestones reached throughout the project.
The OPTICS program is nothing short of a business transformation effort at GUC. All key business processes will be up for redesign. GUC will provide their current utility business expertise and look to the chosen SI to provide knowledge of industry and application best practices for guidance in designing and configuring these new transformational processes.
GUC will provide dedicated project management resources during the engagement. Our current resource commitment is as follows :
Program Manager (1) – 40%
PMO/Organizational Change Management (1) – 100% 3.2.2 Implementation Planning Guidance
1. It is expected that the proposed project will start July 14, 2014.
2. GUC is open to leveraging the value and efficiencies of pre-configured solutions that are relevant to the business processes and software being implemented.
3. GUC has an internal PMO and functional area project managers that will coordinate the implementation plan, work and resources for GUC along with the SI’s program and project managers. GUC will dedicate key full-time resources per functional area to be involved throughout planning and implementation. GUC will also supplement with part-time subject matter experts in functional areas as needed. GUC wishes to work with the implementer throughout implementation in order to foster knowledge transfer and be able to internally continue to support and configure the system post implementation.
4. GUC has successfully utilized a pilot approach in the past as part of a
quality-assurance testing phase and feedback for change-management issues. Whenever schedule time permits, walkthroughs with novice users will help to identify key change-management issues and allow for time to address them in training materials and project communication. We realize that the key to successful adoption of any software solution will be the change management. Significant communication and training campaigns will be needed throughout implementation to foster a smooth rollout and system adoption.
5. GUC wants to minimize any customization. Our goal is to adopt standard practices and only add the complexity and cost of customization if there is no other way to handle a regulated requirement. We want to be able to minimize cost of the
implementation project and be able to upgrade software in the future with a minimum of development rework and avoid the dependence on a large internal
support/programming staff.
6. Operational reporting will need to be in place before any roll out. Often times a continued use of the old system and a delay in the acceptance can cause a distrust in the new system. The implementer should factor in sufficient time to include development of key operational reporting prior to go-live.
7. GUC is considering licensing automated testing software as part of the technology stack licensing. The implementer should recommend the testing solution that best fits the application Solution Set and a deployment of this size. In the past, GUC has written test plan/script documents and manually executed the tests with sign-offs.
Please propose the appropriate level of either the development of automated testing or manual processes throughout the Solution Set implementation effort.
8. GUC expects to use SharePoint for managing project documents, but is open to using an supplied repository/tool if it supplies additional value. If an Offeror-hosted solution is proposed, GUC requires a full extract of data from the repository upon project completion and the data must be in a readily accepted format for viewing and editing.
9. GUC’s legacy database systems have long established fixed format data structures with seemingly simplistic conversion requirements. However, as is common with older systems, comment fields have become “multi-purpose” to accommodate ways of adding information while trying to avoid significant system modifications. Although this is not unusual for companies with 15-plus-year-old legacy applications, it should be taken into account in the implementer’s estimates for data conversion.
10. GUC is open to vendor’s recommendation for data conversion. GUC’s CC&B core team has analyzed the various approaches to data conversion and the initial thought is that GUC would be agreeable to a “balance forward” conversion with 13 months of historical data. Historical data includes the following areas – meter, usage, billing, payment, and adjustments. At a minimum, enough data will be converted from the current legacy system to:
o Allow collection activities to continue
o Allow customers to view historical information via web
o Allow customers to sign up for budget billing
o Allow employees to have some historical data at finger tips, without having to access the legacy system
o Have little or no impact on the General Ledger
o Have enough data to do year end, monthly, and quarterly reporting without having to access two separate databases
3.2.3 Functional Area/Project Teams
The following is a detailed description of GUC resources and their areas of expertise that GUC plans to dedicate to the implementation effort for each of the program areas. It is assumed that these resources will be in use throughout the length of their functional area’s implementation effort and assume their normal job roles soon after Go-Live of their application modules. The SI should consider these levels of involvement from GUC while making their implementation effort estimates and
Navigate Project Team (10-14 FTE’s)
Functional Lead
Billing Process Owner
Financials Process Owner (AR, GL, & Collections)
Meters/Field Work Process Owner
Customer Service Process Owner (includes Credit/Revenue Protection)
Operations Process Owners/SMEs (included in overall functional team)
Organization Change/Training Lead
Development Lead, Developers
Data Conversion (Legacy) Lead Technology Program Team (2-4 FTE’s)
Technology Team Lead
Application DBAs/System Administrators
Server Administrator 3.2.4 Work Control
Throughout the project the SI will attend weekly status meetings and employ ongoing Project Management techniques to ensure a comprehensive project plan is developed, monitored, and maintained.
The work plan submitted with the proposal will serve as the basis of the plan to be used throughout the project. This draft plan is to be updated and submitted in electronic and paper form to the GUC Project Manager as required.
The SI will be expected to maintain an up-to-date work plan of all project tasks, activities and resources including estimated start and completion dates, actual start and completion dates, estimated and actual task hours, and completion percentage for all in-process tasks.
The SI shall not make any change to GUC’s current production environment without explicit written permission.
All development objects shall be stored and controlled in GUC’s environment. SI shall propose configuration management and version control processes to
control the to-be system.
The SI shall be responsible for reporting and obtaining approval from GUC to proceed on any event that materially affects scope, schedule, cost, or quality.
3.2.5 Work Schedule
GUC projects the full Implementation to run between 1.5 and 2 years. This projection can be adjusted based on input from the SI.
Normal hours of work are Monday through Friday 8:00 a.m. to 5:00 p.m. Eastern. The SI shall not schedule any activity involving GUC personnel outside this timeframe without prior GUC approval.
3.2.6 Training
GUC’s desired end user training approach is “Train the Trainer.” Key change advocates within the organization are typically chosen to learn and test the system, they then in turn, become the internal trainers and are augmented support during roll out.
GUC desires knowledge transfer to the project delivery team members throughout the project lifecycle, including pre-phase delivery team training on the applications and the Integrator’s delivery methodology as necessary.
3.2.7 Change Control Process
All issues will be expected to be logged during the project. Those which impact the project schedule, budget or scope will need to be quantified. Low impact items should be taken care of within that team’s leadership. Weekly pulse meetings with all Team Leads can be used to report on outstanding issues and review actions/decisions made from those low impact items. Change Control will pertain to those issues which are deemed of higher impact. The tolerance levels of impact will need to be established by the project team and approved by the GUC Program Manager at the beginning of the project.
It is expected that each functional area team should have the ability to handle most of the day to day decisions with the knowledge and authority of the Team Lead or Project Manager. If the issue or change impacts other functional areas, or is above an
established tolerance, then the next level of escalation for review/approval should be to the Project Managers. If the issue is of an even higher tolerance level which will
significantly impact the overall project budget or schedule it should then escalate to the GUC Program Manager.
Each escalated issue which proposes a change to the project schedule, budget or scope will need to be estimated and risk analysis completed prior to review and approval. The establishment and use of a tool or templates will be critical to the
3.3 Scope of Work
3.3.1 Methodology and Planning
The SI, with participation by GUC’s Program Manager, will develop and implement a methodology and process. The SI will coordinate with GUC in designing, developing, and implementing an effective Business Transformation Management Plan to adjust work performance to the new business processes and the Solution Set software. Expected milestones for the SI include the successful implementation of redesigned business processes, ensuring staff readiness prior to go-live, demonstration of
comparable performance levels for production staff as compared to the current system performance, and plans to minimize performance issues. As part of this work effort, the SI will be responsible for producing the following:
A detailed Business Transformation Management Plan including an analysis of the business impact of the “to be” processes
A detailed Risk Management Plan that includes: 1. Risk Identification
2. Qualitative Risk Analysis 3. Quantitative Risk Analysis 4. Risk Response Planning 5. Risk Monitoring and Control
An organizational alignment strategy mapping the new business processes to the appropriate roles and responsibilities within GUC. This should define roles and responsibilities in the new organization, and identify the positions or individuals associated with each role. The organizational alignment strategy should also discuss timelines, detailed steps for executing the strategy, and will be incorporated into the Integrated Work Plan.
An Organizational Development Plan that addresses leadership readiness and acceptance of new business processes and functions for front line staff.
Implementation strategy for the new roles and responsibilities defined in the organizational alignment strategy and the associated “to be” processes.
3.3.2 Scope by Suggested Project Methodology
1. Planning: The purpose of this phase is to plan for the project and document all project strategies and procedures. A critical deliverable is the project work plan. It is expected that a final output of this phase is a full team kick-off meeting.
2. Analysis & Functional Design: The purpose of this phase is to create the solution design, which is a detailed documentation of the results gathered during
requirements workshops/meetings. It will allow the implementation project team to clearly define their scope and only focus on the processes needed to run the business. This includes validating/defining all requirements and developing the functional specs/detailed process flows.
3. Configuration & Development: This phase includes technical design, configuration, development, preparing test plans, and unit testing.
4. Testing: This phase includes system testing, integration testing, and other forms of system validation.
5. Transition: The purpose of this phase is to prepare the production environment, conduct end user training, finalize the system configuration and databases, and conduct final system functional and stress testing. It also includes go-live contingency planning.
6. Production Support: This includes post-implementation support of the new system. 3.3.3 General
GUC has spent time documenting “To Be” business process flows, which are being provided as part of this RFP in APP-B To-Be Process Flows. All requirements, specifications and process maps for the “to-be” system shall have bidirectional traceability to: Individual Department Procedure Regulation Best Practice Application Screen Test Plans
Security, reports, forms, data needs, interface identification, unique configuration points
All specification and requirement documents shall undergo verification and validation to address quality attributes, to uncover inconsistencies and redundancies, and to verify all technical requirements have been incorporated and that they are testable.
The SI shall work closely with GUC’s Information Technology organization for adhering to existing standards. Where such standards do not exist, the SI must help institute new standards or assist in modifications to existing standards.
Business Models should be produced that are reflective of existing suggested best practices for utilities. SI should propose the toolset to be used for this purpose; process mapping will be performed using the SI’s toolset, and the process maps produced shall be left in an updateable format upon completion of the project. The Business Models should provide for 4 views as follows:
Organization View
Data View
Control View
Function View
A Business Process Architecture should be produced that shows the following levels.
Level 1 Enterprise Map
Level 2 Process Area Maps
Level 3 Main Process Models
Level 4 Process Models
Level 5 Activity Models
3.3.4 Software Configuration, Customization and Testing The SI will perform all necessary activities to:
Install and configure the Solution Set Software to GUC specifications.
Produce documentation of the software configuration specifying the configuration values within the system to support GUC business practices.
Deliver functional and technical design documentation for all customizations or advanced configurations of the Solution Set Software.
Deliver a detailed System Test Plan for both functional and stress/load testing.
Offerors should assume that 40 custom reports/data exports will need to be developed across the entire solution footprint. Offerors should also propose how additional reports will be estimated and priced if required.
3.3.5 Fit/Gap Analysis and Future State Business Process Flow Design The SI will perform a gap analysis to identify GUC’s requirements that are not
addressed by the Solution Set packages as delivered, and to recommend how these gaps will be handled. If no solution exists, the SI will provide information sufficient to allow integration with a third party solution or to otherwise provide for the custom development of the same or similar functionality.
3.3.6 Data Conversion
The SI will be responsible for mapping all agreed upon legacy data from GUC legacy systems into the newly configured and customized system(s). GUC will provide subject matter experts to assist in conversion mapping activities and extraction of data from GUC legacy systems. As part of this work effort, the SI will at a minimum:
Deliver a detailed Data Conversion Plan.
Produce documentation for all conversion programs and/or methods of converting the required legacy data.
Design, develop, and test the data conversion process.
Manage and execute, with the assistance of GUC IT resources, the data conversion process.
3.3.7 Interfaces
The SI will be responsible for ensuring that all required inbound and outbound interface files are successfully produced, read and processed by the System. As part of this work effort, the SI will produce, at a minimum:
Interface design documentation for all new or modified interface programs.
Design an interface architecture that is compliant with the GUC integration architecture utilizing web services and real time interfaces whenever possible.
Develop a complete and thorough testing methodology of all inbound and outbound interfaces to ensure accurate extraction of all data required for the interface.
Develop and test the interfaces.
A detailed list of existing system interfaces are provided in APP-C GUC Interfaces. It is expected that there will be consolidation of individual components during the
implementation projects. 3.3.8 Training Plans
The SI will design, create, and provide training plans for Project and GUC staff. As part of this implementation effort, the SI will:
Produce a detailed training strategy including comprehensive course catalog that lists all training classes required for the implementation project.
Produce a training strategy/process that ensures that all users are trained in their roles prior to go-live. This training strategy/process should state whether the approach to be used for training is a “train the trainer” approach or a “train everyone” approach.
Produce as part of the training plan the detailed steps that will be used for knowledge transfer to GUC technical personnel so that GUC can be self-sustaining in the ongoing technical support of the installed solution.
Produce a detailed audience analysis identifying the types of users and their associated training needs. The detailed audience analysis should also identify the training delivery method best suited to each audience and the size of the training effort.
Produce a comprehensive training curriculum and the associated logistical support that will work in conjunction with the Master Schedule and ensure that training has been completed for users prior to go-live.
Produce an evaluation process for all training courses which will ensure that each course establishes the required skill level for the end user of the new System and/or technical support of the System.
The training strategy shall include at a minimum:
A sustainable learning approach to refresh skills and meet needs of new users
A method of validating that users have accessed and used the training sandbox
A method of validating role-based curriculum and schedules to ensure relevancy, gain support and meet business needs
Providing end-users with a clear understanding of:
1. The purpose, importance, and benefits of adopting the Solution Set and new business processes
2. The “To-Be” or future business processes taking into account Utility industry standard practices
3. Role requirements (i.e., "who will do what") at go-live and beyond 4. How to use the system through hands-on exercises and access to a
sandbox
5. Integration across role and functional areas 6. The impact of their role on the process 7. How to find appropriate help
3.3.9 Roles and Responsibilities
The GUC Project Manager and Functional Area Team Leads will be responsible for guiding overall project management.
The SI will be responsible for managing the day to day activities and tasks necessary to complete each implementation phase.
The SI may wish to partner with specialist consultancy/service providers or broker a team arrangement with subcontractors to accomplish the system
implementation. However, the SI as prime contractor shall retain responsibility for delivery and performance.
The SI shall supply design, customization, documentation and implementation planning for the Solution Set that meets the specific requirements contained in this RFP.
The SI shall lead the design/planning workshops and document the high-level process designs and decisions by participants.
The SI shall supply an implementation path and strategy to retire current applications.
The SI will be responsible, with the assistance of GUC IT, for establishing at least five system environments. These environments are: Development, Conversion, Test, Training, and Production.
The SI shall ensure that the proposed design solution to the maximum extent possible provides a path for the Solution Set enhancement packages and upgrades.
The SI shall supply technical support to implement interfaces with mobile computers, iPads, hand held devices, RFID, bar code, scanning and other electronic monitoring equipment that may be integrated for use with the “to be” solution.
The SI shall specify appropriate end user training and materials.
The SI shall supply complete integration planning, design and comprehensive scope of work to implement all technologies and interfacing systems required to support the Solution Set.
The SI will interface as necessary with the GUC management, members of the project teams and Subject Matter Experts.
The SI shall provide experienced consultants with sufficient knowledge of the proposed Solution Set such that the SI can suggest alternatives to custom development and thereby maximize use of existing code.
The SI shall be responsible for training their own staff and subcontractors, GUC shall not bear any costs associated with the training of the SI or SI subcontractor staff.
3.3.10 GUC Furnished Services
GUC shall provide business expertise and resources.
GUC shall provide a work area.
GUC shall provide a secure Local Area Network access that allows VPN access out of GUC’s network, and VPN access to GUC’s network.
If a GUC workstation or laptop is used, the workstation shall not be removed from GUC.
GUC shall provide hardware to support all required environments.
GUC shall provide access to existing applications, as required to complete the project.
3.3.11 Technical Documentation and Requirements
The following describes the minimal set of documentation to be provided by the SI during the project. Additional documents based on the SI methodology are expected.
Document Description
Design Workshop Summary The workshop summary includes a comprehensive listing of each workshop held by functional area and the key objectives of the workshop.
To-Be Business Process Maps
The Business Process maps identify the core set of transactions for the baseline implementation of the solution set. Throughout the phases, the project team will adjust the maps as necessary when the solution matures through the development lifecycle. The maps from design serve as the starting point for transaction identification and will also be used for identification of training documentation, customization, interface, conversion, security and testing materials.
Communication Plan Risk Management Plan Issue Management Plan Scope Management Plan Project Work Plan (MS Project format)
Organization Change Management Assessment and Action Plan
Data Migration Plan Includes plans for Extraction, Transformation, Load, Validation, and Balancing/Audit
Document Description Development Procedures
and Conceptual Design of Development
Includes
o System Design Standards
o Current application retirement plan
o Software Development Plan
o Alternatives to Custom Development
o Cost Projection for each Approved customization
Security Requirements Includes
o Authorization Requirements and Design
o Portal User Management Concept
o Security Concept
o User Role Requirements Technical Architecture
Design and Project Installation
Includes
o Technical and Integration Design
o System Interface Design Document
o Form and Report Design
o Development Environment
o System Administration Procedures
o Portal User Interface Design and Personalization Concept
o Mobile Device Management
o Support Procedures
o Hardware, Network, and Database configurations
