Program
and
Project
Management
System
(PPMS)
Request
for
Proposal
Questions
&
Answers
July
23,
2009
The
Port
of
Long
Beach
925
Harbor
Plaza
Long
Beach,
CA
90802
2 Port of Long Beach
Program & Project Management System RFP Questions – July 23, 2009
This is the final Q&A list for PPMS procurement. For reference, this document contains questions from both the first round (dated July 16) and the second round (issued July 23) in separate lists. The deadline for questions was at 4:00pm July 22 at 4:00 pm.
Questions
posted
July
23
–
second
round
1. Regarding Oracle Primavera, which products are planned for purchase by
the Port Authority and which interfaces if any are currently purchased?
Primavera Contract Management v. 10 is currently used by the
Construction Management Division. Primavera Project Management is
used for master planning by the Program Management Division. There are
3 Port of Long Beach
Program & Project Management System RFP Questions – July 23, 2009
2. Which Bentley systems products are currently in use or planned?
1. MicroStation ‐ 08.11.05.17
2. InRoads Suite – 08.11.05.47
3. PowerCivil for North America – 08.11.05.67
4. On‐Site – 08.11.05.28
5. Descartes – 08.11.05.30
6. Bentley Map – 08.11.05.49
7. CloudWorx – 04.00.01.218
8. ProjectWise InterPlot Organizer ‐ 08.11.05.42
9. ProjectWise InterPlot Server – 08.11.05.42
10. ProjectWise Dynamic Plot Service – 08.11.05.42
11. ProjectWise Dynamic Plot Sync – 08.11.05.42
12. ProjectWise Server – 08.11.05.37
13. ProjectWise Geospatial Server – 08.11.05.21
14. ProjectWise Explorer – 08.11.05.37
15. ProjectWise Administrator – 08.11.05.37
16. ProjectWise GeoSpatial Explorer – 08.11.05.21
17. ProjectWise GeoSpatial Administrator – 08.11.05.21
18. ProjectWise Explorer Extension for the ArcGIS Connector – 08.11.05.57
19. ProjectWise Export‐Import – 08.11.02.05
20. ProjectWise Transmittal – 08.11.02.12
21. ProjectWise Publishing Server – 08.11.05.11
22. ProjectWise Web Server Web Parts – 08.11.05.16
23. Bentley Geo Web Publisher – 08.11.05.28
24. STAAD.Pro 2007 – 2007.05.15 25. CivilStorm – 08.11.00.08 26. StormCAD – 08.11.00.40 27. WaterGEMS – 08.11.00.30 28. SewerGEMS ‐ 08.11.01.21 29. Bentley Architecture – 08.11.05.52 30. Bentley Structural – 08.11.05.38 31. Generative Components – 08.11.05.36
32. RAM Structural System – 14.00.00.00
33. Bentley Navigator
34. Bentley View – 08.11.05.24 May deploy in the future:
1. RM Bridge
2. Bentley Cadastre
3. Bentley Designer Water
4. Bentley Designer Sewer
5. Bentley Designer Gas
6. Bentley Designer Electrical
7. Bentley PowerMap
8. Bentley PowerMap Field
9. Bentley Geo Web Solutions
ProjectWise Connector (Enterprise Document Management)
3. Which Bentley ProjectWise connectors are currently in use?
4 Port of Long Beach
Program & Project Management System RFP Questions – July 23, 2009
4. EDRMS (what imaging/doc system vendor is in use), what functionality is being used?
An EDRMS application is in the process of selection. When the selection is made, it
will be announced.
5. What is the ADPICS purchasing system, off the shelf or home‐grown custom?
ADPICS is a legacy mainframe system that is part of the FAMIS suite developed by
KPMG in the 1980’s but has since been heavily modified. As part of another
project, a system to extract data from ADPICS and update a SQL Server database is
under development. The PPMS interface will be with the SQL Server database. 6. What system is the City Payroll, commercial vendor like ADP or custom
development?
The City uses the Tesseract Human Resources system for payroll. The Port is in the
process of selecting a time reporting system for use by Port employees 7. What is the time recording system (TRS) product, how is time tracked (e.g.
punched cards, biometrics, magnetic swipe, etc.)?
The interface will be web‐based. Employees will key time records into the system. 8. Reports/Dashboards: What is currently in place if applicable, what software or
systems are currently used?
In general, current reports on cost are developed manually from data taken
from the financial accounting system, FAMIS, with the aid of a few local
systems. The PPMS seeks to improve the processes for creating these
reports. Dashboards are not currently utilized; the Port is looking to the
PPMS for help in creating dashboards 9. What software is used for FAMIS?
FAMIS is the application software. It is legacy mainframe COBOL application. 10. Database technologies in use. (E.g. SQL Server, DB3, MS Access, Excel and
potentially Oracle (Primavera)? You can exclude any 3rd party systems or systems not interfacing with the Project Management System in the RFP.
The Port standard is the Microsoft application suite. Contract Management is
currently on Sybase; a plan exists to convert to SQL.
11. What version of MS Office is currently in use and are there plans for upgrades?
5 Port of Long Beach
Program & Project Management System RFP Questions – July 23, 2009
12. What version(s) of database technologies are currently deployed for each product and what are the plans for upgrades? For example SQL Server 2000, 2005, 2008 or Oracle versions.
The current version of SQL Server is 2005.
13. Are there any data conversion technologies currently in use? (E.g. Pervasive Data Junction or similar?)
As the Port is standardizing on MS databases and interfaces with the City
are via flat files, no data conversion technologies are in use. However, work
has started on obtaining data related to purchases from ADPICS via a SQL
Server table. The PPMS will only need to access the SQL Server table, not
ADPICS.
14. Are there any interface technologies currently in use? (E.g. Mainframe to SQL Server connections)
Yes, the Port uses a connector to access the DB2 database on the City’s
mainframe. It is not expected that PPMS will need to convert mainframe data. Any
data required from the mainframe should be extracted into SQL tables by the City.
15. With regards to the 5 years of project data to be brought over, is the desire to normalize this data and have each division learn consistent codes or will there be a need to support the legacy codes per division for a period of time for reference?
The RFP requests proposers to prepare an assessment and “propose a
methodology and accompanying services.” For quoting in response to the RFP,
proposers should quote the assessment (assumed to be firm) and an estimate of
the subsequent work to be done. Proposers should state any assumptions they
make in coming up with their cost estimates.
Are new projects to go forward with the ‘proper’ codes?
6 Port of Long Beach
Program & Project Management System RFP Questions – July 23, 2009
16. What is the estimated volume of records for the above mentioned 5 year period?
The extent of the detail that will be migrated from past project records will be
decided in conjunction with the City and proposers should allow for analysis work
to define the records that will be migrated. If required, assume there are 500
projects to capture and that projects average 100,000 records. What volume of the data is electronic versus any other media?
All data is electronic.
For all electronic data please detail the source/creation software version etc. and its availability.
The creation software for data about past project work to be migrated is FAMIS. Proposers should allow for analysis work to define the records required. See Section 4.4 of the RFP.
In addition to GIS does data need to be maintained in any special format or proprietary format?
No, the Port would like to standardize on PDF for published electronic
records and SQL Server as a standard. Data does not need to be in any special
or proprietary format in the PPMS so long as the required functionality is provided. 17. What is the estimated volume of records per month on a moving forward basis?
Purchasing volumes are low, about 100 – 200 purchase per month. The volume of
time records may be about 5,000 per month. The volume of construction data
varies according to the number, stage and intensity of projects but about 50 major
construction projects are running at any time.
18. What OCR system(s) are used at present (if any) e.g. in the EDRMS system?
The EDRMS application is in the process of selection.
19. How does EDRMS fit into the requirements for document management or will it be separate?
The EDRMS will retain Port records. In‐process documents may also be
retained in the EDRMS, or in another location (like ProjectWise), or in the
7 Port of Long Beach
Program & Project Management System RFP Questions – July 23, 2009
20. As described in the RFP (page 11), please describe what are Remote locations? (e.g. at home, on the road (laptop) or physically in the Port)
The sentence means that, in confirming that the system is working satisfactorily
for users, they can contact those users by phone rather than visiting their
locations. Typically the remote locations are on‐site construction offices, and, for
example, architects’ and contractors’ offices.
21. How do users access applications? (E.g. desktop, terminal services, Citrix, dumb terminals, thin clients and/or wireless handheld devices)
Primarily desktops. The Port might use thin clients and terminal services in the
future. Citrix and dumb terminals are not in use. Thin clients are under
consideration. The Port uses Blue Zone as a terminal emulator.
22. What type of networking systems are there in place and which manufacturers? (include switches, hubs, wireless access). Are you a ‘Cisco’ shop etc?
Cisco is our standard networking hardware.
23. What security systems are used (e.g. Intrusion prevention, spam filtering, anti‐ virus, anti‐spyware, firewall systems, monitoring systems)
All of the above are in place. There is also a plan to install an intrusion detection
system (IDS).
24. What level of security is required for the system detailed in the RFP, outside of the single sign‐on requirement? (e.g. including access security (login), data encryption, data transmission)
The Port’s access is secure so no additional security is needed. The Port has
implemented Cisco’s ASA SSL VPN that could be used to provide secure
remote access. An ability to manage access to the system and audit
connectivity to the system is required.
25. Where is the primary datacenter? Is there any hardware besides networking infrastructure housed at the port or is this in a LB city data center.
The Port has servers in its own Administration Building.
26. Where is the Disaster Recovery data center (if applicable), if not what is the general methodology for DR at the Port or city?
The Port maintains backup files off site. It is in the process of implementing real
8 Port of Long Beach
Program & Project Management System RFP Questions – July 23, 2009
27. Are any interfaces required with government entities such as ICE, EPA etc?
No.
28. If the Document Management System has not yet been selected, would the Port Authority consider the built‐in iDaptive Document Management System? This would significantly reduce costs, reduce the number of systems that must be maintained, and since the iDaptive DMS system is already fully integrated to any application built upon the iDaptive RAD platform, would significantly reduce implementation and maintenance costs?
No, the bidding process has been completed.
29. If the Time and Expense system has not yet been selected, would the Port Authority consider the built‐in iDaptive Time & Expense System? This would significantly reduce costs, reduce the number of systems that must be
maintained, and since the iDaptive T&E system is already fully integrated to any application built upon the iDaptive RAD platform, would significantly reduce implementation and maintenance costs?
No, the bidding process has been completed.
30. Will the Port Authority provide the Primavera Contact (sic) Management database schema and related documentation? If so, will it release the information before bids must be submitted?
The Port will make standard Primavera documentation available to the successful
bidder.
31. Will the Port Authority provide the Primavera Project Management database schema and related documentation? If so, will it release the information before bids must be submitted?
The Port will make standard Primavera documentation available to the successful
bidder.
32. Will the Port Authority provide the FAMIS database schema and related documentation? If so, will it release the information before bids must be
submitted?
The Port will provide all information that’s available to the successful bidder.
33. Will the Port Authority provide the EDRMS database schema and related documentation? If so, will it release the information before bids must be
submitted?
9 Port of Long Beach
Program & Project Management System RFP Questions – July 23, 2009
34. Will the Port Authority provide the Bentley database schema and related documentation? If so, will it release the information before bids must be
submitted?
The Port will provide standard Bentley documentation to the successful bidder
35. Will the Port Authority provide the ADPICS database schema and related documentation? If so, will it release the information before bids must be
submitted?
No. The PPMS will obtain ADPICS data from a SQL Server data base the schema for
which will be provided to the successful bidder.
36. What is POLB’s current cost control system?
Program and project managers track costs mainly through FAMIS reports. These
are two broad categories – Port employee costs from time reporting system and
vendor/supplier costs from ADPICS. A purpose of the PPMS and other IMBP
projects is to automate this process, provide more timely information, enforce a
standard procedure, and provide increased visibility to all user levels.
37. Are the requirements for this PPMS project already defined or should we include a requirements gathering phase of work (3‐6 months)?
The Port welcomes proposals for additional features and requirements. If a
proposer believes there should be a period for additional requirement gathering,
they may propose it along with their justification. It is not specifically called for in
the RFP.
Also, is there any expectation that there will be any business process re‐ engineering to those processes?
Yes, the Port expects the proposed solution to affect a number of processes.
Related examples include requirements #215, #216, #312, and #409.
38. What version of MS Office is POLB currently using and which version?
MS Office 2007.
39. Is POLB using MS Sharepoint and if so, which version?
10 Port of Long Beach
Program & Project Management System RFP Questions – July 23, 2009
40. The RFP Part 6.1 lists 11 items that the Technical Proposal must contain. Item 2 on that list is Background Information. However, articles 6.1.1 through 6.1.9 do not delineate what should be in Item 2, Background Information. Can the firm’s background info be included in 6.1.2 rather than a separate section?
Yes, please provide background information relevant to your proposal only. The
numbering 6.1.1, 6.1.2, etc. applies to the RFP and is not intended to constrain
proposals.
41. Can you tell me what is the role of CGR Management Consultants in this project?
CGR is assisting the Port by providing project management services in support of the Information Management Business Plan (IMBP). Preparing RFPs and assisting the implementation of systems is within CGR’s scope of work.
Will CGR also be submitting a proposal in connection with this project?
No.
And what, if any, projects has CGR undertaken for the POLB?
CGR supported the Port in developing its Information Management Business Plan
and is supporting the execution as described above. CGR will also assist the
implementation through March 15, 2010 along with Business Analysts from the
Information Management Division. Project team members representing user
divisions will also be available to assist the implementation.
42. What is the Port’s electronic Document and Records Management System?
Selection is in progress.
43. What is the Port’s (City of LB’s) accounting software; Oracle, SAP, etc.?
FAMIS.
44. Can we have a copy of the 2006 Information Management Business Plan (IMBP)?
11 Port of Long Beach
Program & Project Management System RFP Questions – July 23, 2009
45. Can we get a detailed list of anticipated integration touch points? Source system, type (batch, real time, flat file), data elements, direction (inbound, outbound, bi‐ directional).
Exhibit III.1 is a “simplified” version. Arrows in the figure indicate the direction of
data. Appendix III, Section 6 lists ten interfaces and defines their directions. Of the
ten interfaces:
Two are SQL Server tables, currently under development. Data elements will be
provided to the successful bidder.
Four are Microsoft and Primavera system. Before the proposal deadline,
proposers holding the necessary licenses may obtain details from resellers.
Two relate to City systems, the details of which will need to be obtained from
City staff during the development and implementation of the PPMS. Proposers
should allow for that analysis work.
Two relate to document and drawing management. The EDRMS has not yet
been selected. Bentley documentation can be obtained from Bentley before the
proposal submission date. The Port may provide them to the successful bidder.
46. #306 ‐‐ a help facility customizable to the division, terminology and procedures used on different projects. Please explain more.
There will be differences among users in terms of project size, needs for control,
and terminology. With regard to terminology, the Engineering Bureau uses the
term “spec” (specification) while other divisions use the term “project.” The help
facility should recognize the user and provide the appropriate instructions and
terminology.
47. #309 ‐‐ support for enforcing different project and management process procedures. What kind of support are you looking for?
The solution should provide the ability to design workflows for selected processes.
Processes will have different workflows based on business rules that may be
different for each division and project size/budget.
48. #314 ‐‐ definitions of exclusions, inclusions and special pricing for bid packages that would modify standard bid packages. Please explain more.
This refers to a capability to easily modify the terms of standard bid packages for
12 Port of Long Beach
Program & Project Management System RFP Questions – July 23, 2009
49. #315 ‐‐ a capability to characterize design alternatives and track progress toward selection of one of the alternatives. Please explain more.
This refers to early project lifecycle activity where alternatives are being evaluated
and some design work is occurring. This requirement would provide a tracking tool
for this process.
50. #423 ‐‐ automatic notification of potential grant violations. Please explain more.
Some capital projects are funded by grants from other government bodies, notably
State o f California, Federal sources, and CALTRANS (transportation). Some grants
put stringent requirements on the Port for schedule and cost execution. The
requirement is for functionality that would warn program and project managers if
a grant condition is in danger of being violated.
51. #608 ‐‐ validate FAMIS codes stored in FAMIS on the City’s mainframe. Please explain more.
PPMS reports need to reconcile with FAMIS reports. PPMS needs to ensure that
data exchanged with FAMIS has the appropriate valid codes to allow
reconciliation. FAMIS codes are mostly appropriate to financial accounting. PPMS
is expected to use additional identifiers appropriate to program and project
management.
52. How many current licenses of Primavera are already owned?
There are three licenses for Primavera Project Management. For Primavera
Contract Management there are about 70 users; about 30 can be on line at any
time.
53. What is the makeup of those licenses? How many Contract Manager and version? How Many Project Management and version?
Refer to #52. The current version of Contract Management (Expedition) is v.10; an
upgrade to v.12 is planned. Primavera Project Management is version 6.0.
54. What is the anticipated roles and number of users per role that will use the
PPMS?
Refer to the response to #84.
55. If hosting was determined, what would the storage requirements be?
13 Port of Long Beach
Program & Project Management System RFP Questions – July 23, 2009
56. What level of integration is required by the EDRMS system and what services does the EDRMS provide for integration?
The EDRMS is currently being selected. Project records will ultimately reside in the
EDRMS.
57. When you say “MS Office, two‐way” in item 605, which Office applications are you referring to?
Word, Excel, Access, Sharepoint, Project
58. What are the five workflows that the Port has in mind?
They haven’t been defined. Some candidates are listed in requirement #312. The
purpose is to produce and test enough workflows so that the Port can add more as
it requires and make modifications to existing ones when necessary.
59. Does the Port have a standard reporting application, such as Crystal Reports?
Yes, SQL Reporting Services and Crystal Reports.
60. Is utilization of JAVA a non‐starter for the integration? Understand that .NET is preferred.
.Net is the standard. Any variation would have to be justified.
61. What is POLB’s primary technology platform/architecture ‐ in the context of this proposed PPM solution? Do you have any specific constraint or mandate on using any particular technology platform, e.g. Microsoft Platform or J2EE platform?
Microsoft is preferred.
62. What is the enterprise reporting platform at POLB (if any)? If there is no existing platform at this time, is there any inclination/mandate on choosing any particular solution – may be as part of IMBP?
SQL Reporting Services is the standard.
63. What is the enterprise document management platform at POLB (if any)? If there is no existing platform at this time, is there any inclination/mandate on choosing any particular solution – may be as part of IMBP?
14 Port of Long Beach
Program & Project Management System RFP Questions – July 23, 2009
64. Out of the various integration requirements specified in the RFP, which ones are the "most important" integrations (e.g. Primavera Project Management etc.) and what are the priorities of those integrations (if any)?
No priorities have been set.
65. Do you intend to replace any existing system (probably multiple systems) by this proposed PPM solution?
The proposed system should reduce the Port’s reliance on spreadsheets. It should
eliminate the need for the Timberline application for report formatting. It could
replace Primavera Project Management for master planning and Microsoft Project
for smaller projects.
66. For incident management/demand management, do you use any ticketing tool today? If yes, could you share the relevant details please?
Yes, Numara Track‐IT! for the Information Management division and a Design
Service Request (DSR) on SharePoint for the Engineering Design Division.
67. Do you have any existing system for time recording today?
No. time reporting for Port employees is manual.
If yes, then would you like to continue with that? Please share relevant details. Also, almost all the leading PPM software packages today offer their own time tracking & management modules/features – that are powerful and
comprehensive. In this case, will POLB be interested to replace their existing time tracking system (if any) with the one that gets shipped with the selected PPM software package?
The system to replace the manual system is currently being selected.
68. Do you have any specific information security requirement in the context of accessing the proposed PPM solution?
Access control and audit logs should be available for internal access. Refer to
15 Port of Long Beach
Program & Project Management System RFP Questions – July 23, 2009
69. As specified in the RFP users of this proposed PPM solution will be situated across 18 sites of POLB:
Does each of these sites have appropriate connectivity infrastructure in place so that they can access any centralized online PPM system? Or, is there is a need to implement a combination of online/offline mechanism when it comes to establish collaborations between sites (if required)?
Most sites would have the connectivity. However there may be some
personnel and/or consultants who may not have it.
Does each of the sites have appropriate and standard desktop/laptop devices to access the proposed PPM system ‐ or is there a need to integrate any non‐standard devices (e.g. handhelds, Palms etc.)
There is a need to integrate non‐standard devices.
70. What is the desktop productivity software and which version of it POLB uses today (e.g. Microsoft Office)?
MS Office 2007.
71. Do you use Microsoft Project Planning tool (MPP) today for your detailed level project planning?
Microsoft Project 2007 is deployed at the Port. Some program and project
managers use it to schedule projects.
72. Do you have Primavera licenses today? If yes, which version of it and how many different types of licenses you own?
Refer to #52.
73. Is the interface to ProjectWise system is intended primarily for the document exchange (e.g. drawings etc.)
Yes
Does ProjectWise has any existing interface to your document management system today?
The document management system isn’t installed. It will have interfaces with
16 Port of Long Beach
Program & Project Management System RFP Questions – July 23, 2009
74. Do you have a support entity for FAMIS today?
The City of Long Beach supports FAMIS.
Is it possible to get regular file based feed for relevant information in desired format from FAMIS by requesting to FAMIS support group?
For the PPMS, data from FAMIS will be available through a SQL Server database.
The 5‐year history of project costs would have to be accessed directly from FAMIS.
This would likely require interaction with the City of Long Beach. The selected
bidder would evaluate the necessary requirements.
75. How important/critical is the Notes facility (req. #106 in RFP)? Are you looking at this notes facility as an integrated feature of the proposed PPM system?
Not necessarily.
76. Are you looking at the proposed PPM solution to be the golden source for any project related costs?
Yes, the system should track project costs.
77. Could you please explain your resource (labor) information system/golden source today? Do you expect this PPM solution to integrate with it as well or are you looking at the proposed PPM solution to be the golden source for your resources (labor) information?
The current official source is the City’s accounting system. This is why PPMS must
reconcile with FAMIS. A vulnerability that must be reconciled is overhead rate
variation between when the timesheet is entered and when the cost is reported by
FAMIS.
78. Do you have any inclination towards any specific product in terms of the proposed PPM solution?
No. A proposer is free to offer multiple options like Port‐hosted and vendor‐hosted.
The proposer should provide Software Cost, Service Cost, and a Cost Summary for
17 Port of Long Beach
Program & Project Management System RFP Questions – July 23, 2009
79. How do you evaluate your capacity (money, people) to execute the strategic and business goals of the organization today?
Such planning has not relied on tools. Of particular importance is early awareness
of project problems that could call for additional resources.
Do you intend to extend the use of the proposed PPM system to capture/assist in your strategic planning too?
Yes, particularly with planning cash flow, funding, and other resources.
80. Do you have controls to ensure consistency around planning and approving annual budgets? Do you wish to ensure any such consistencies, if possible through the proposed PPM system?
A desired feature in PPMS is cash flow forecasting. There have been issues with
the accuracy of capital plan budgets due to unplanned changes to schedules, not
necessarily with the accuracy of estimates. The PPMS is expected to help
consistency around planning and approving annual budgets.
81. Do you have/take any portfolio approach to maintain/manage your projects and/or programs today?
Yes, a “work order” is the vehicle by which the Board approves groups of projects.
One or more “specs” are designed and become part of the contract for
construction. There may be multiple specs per work order. There is a need to roll
up specs into work orders into portfolios. The project database in Primavera
Project Management is organized this way.
If not now, do you wish to implement any portfolio view of your projects (especially since you have huge capital projects involved)?
Yes, this should be a feature of the PPMS.
82. How do you evaluate and prioritize proposed projects based on their business value today (if you practice)?
A process for this task has not been a priority in the past – done mostly on an
intuitive basis. In today’s world of limited capital it has become more important.
18 Port of Long Beach
Program & Project Management System RFP Questions – July 23, 2009
83. 6.1.8 If a proposer contracts with an SBE or VSBE firm, the proposer will be asked to submit an SBE/VSBE Commitment Plan (POLB Form SBE‐2P) with his or her Proposal/Statement of Qualifications.
If the proposer is an SBE, is the SBE‐2P form still required?
Since this is a zero goal project, it’s voluntary in both instances. If there is a goal,
the submittal of the SBE 2P is mandatory in both instances.
84. There are expected to be about 50 primary and 150 occasional users located at Port facilities, in the field, or at consultant and vendor locations. Can you break these numbers down into the types of users? Examples:
• Stakeholders (Read only viewing data/reports)
• Collaboration Users (need access to information, documents, submitting ideas, issues management, risk management, etc.)
• Program Managers
• Project Managers
• System Administrators
An estimate would be 50 project/program managers and system administrators,
150 collaboration users and read only stakeholders. The number of users will
depend on the user‐friendliness of the system and its acceptance by Port staff.
85. Appendix III – System Requirements (Exhibit III.1)
Is there a desire for users to be able to access a document while accessing an activity within a schedule? (i.e., attach a document to an activity). If not, possibly to a phase or project? This would allow a resource to enter a document while in the scheduling system.
This would be an attractive feature.
86. You ask that our proposal use a "simple method of fastening."Would comb binding acceptable to you?
Yes, the pages should lie down flat when the document is open.
Questions
posted
July
16
–
first
round
1. Does the Port use ECOSYS?
19 Port of Long Beach
Program & Project Management System RFP Questions – July 23, 2009
2. Is the project funded?
Yes, it is part of a five‐year plan to upgrade Port systems. The plan contains over
20 projects like the PPMS.
3. Who are the project sponsors?
The executive sponsor is Doug Thiessen, Managing Director of Engineering.
Project Managers are Al Moro, Chief Harbor Engineer and Doug Sereno,
Director of Program Management.
4. Has the Port of Long Beach already purchased/in the process of purchasing Primavera P6 and Primavera Contract Management? If so, in what capacity is the software being utilized?
Primavera Project Management and Primavera Contract Management are in
place. The Program Management Division is using Project Management to build
an enterprise capital project database. Separately, construction contractors
provide detailed construction schedules in P3, P6, or MS Project depending on the
project.
The Construction Management Division (CMD) has used Contract Management
(Expedition) for about seven years to manage documents associated with
construction contracts. It is in the process of migrating to Contract Management,
version 12.
This application does not manage annual contracts (paving, labs, etc.),
construction‐related projects (like environmental or design services) or non‐
construction projects.
CMD plans to continue using Contract Management for the foreseeable future.
However, software selected as part of this acquisition will be evaluated in terms of
its attractiveness for managing future construction contracts as well as annual,
professional services, and non‐construction contracts.
5. Do insurance documents need to be delivered during the bid process?
No, Insurance documents do not need to be submitted unless you are the
selected vendor.
6. Is there a bond requirement for this project?
20 Port of Long Beach
Program & Project Management System RFP Questions – July 23, 2009
7. Where can we go to find other IT projects?
The Information Management Business Plan projects are described in the
RFP. Note the description of the required system interfaces in Appendix III,
page 1, Exhibit III‐1.
8. What are the evaluation criteria for Southern California presence?
A presence in Southern California is not mandatory, but we would like to
know if you or a partner has a local presence.
9. Is there a template format for reports that vendors can use to create their
documents?
Two samples were supplied in the appendix in Appendix III They are Exhibits
III‐3 and III‐4.
10. Will the system be used to manage projects outside of IT?
The system is primarily for capital projects, secondarily for other projects
that could include IT, maintenance, and environmental projects. Refer to
Section 2.2 on page 7.
11. Is it possible to get the appendix 3 in MS Word format?
Yes, a version in Word (compatibility mode) will be distributed to registered
attendees.
12. Does the WBS require a specific numbering system?
There is no defined work breakdown structure. Currently detail codes are
used to capture specific points in the projects. An approach might be to
21 Port of Long Beach
Program & Project Management System RFP Questions – July 23, 2009
13. In calculating earned value, do you use standard methodology like the
following:
BCWS – Budgeted Cost of Work Scheduled BCWP – Budgeted Cost of Work Performed ACWS – Actual Cost of Work Scheduled ACWP – Actual Cost of Work Performed ETC – Estimate to Complete
EAC – Estimate at Completion
Will these be an output of Primavera or the selected application?
The earned value capability is desired in the solution. Program Managers
do not formally measure earned value at this time but would like to have
the capability. Primavera Project Management has the feature and uses
elements like those listed above.
14. Is there any preference for on‐site or hosted options?
No. If you offer both, you have the option to present both. The Port uses
hosted options for its Customer Relationship Management (CRM) and
Business Continuity Planning (BCP) applications.
15. Is software as a service (SaaS) a viable option?
Yes. Refer to Section 6, page 17. The bidder has the option of proposing
SaaS.
16. Do you want GIS integration?
It is not specifically listed in the requirements but would be of interest. 17. Fund management – where is the funding coming from, is that at the
planning level or separate?
Projects are approved by the Board of Harbor Commissioners. Funding and
budgets, actual expenditures, and grant funding must be tracked. Reports
should include grouping by funding as noted on Page 3, 1st paragraph and
in Appendix III, page 21, items 422 and 423.
18. How are projects ranked for funding and implementation priority?
An informal methodology is used to prioritize projects. The ability to rank
via risk level would be valuable. Having priorities is more important in the
22 Port of Long Beach
Program & Project Management System RFP Questions – July 23, 2009
19. Are there a targeted number of finalists to be selected?
No, the EDRMS process selected five finalists out of 16 initial proposals.
20. Should the system communicate with and manage stakeholders?
Yes, many have expressed interest in being able to view the status of
projects.
21. Is there a preference for the underlying technology (.net, java, fusion)?
The Port has standardized on Microsoft technology.
22. Are you currently using or have a deployed MS Project server?
Yes, but it is not being used Port wide.
23. What are you paying annually for Primavera? What did the Port pay initially for Primavera?
The Port budgets $12,000 annually for Primavera. The initial costs of the
software are not available. They were line items in broader contracts.
24. How many port staff members are trained on Primavera?
Two received one week of training on Primavera Expedition. About 70 are
current trained Expedition users. One Capital Project Coordinator in PMD
uses Primavera Project Manager.
25. Is there an expected budget for this proposal?
Funding in excess of $1 million has been set aside for this procurement. This
is the capital investment, not the recurring cost.
26. Was there a requirement analysis or gap analysis prior to the release of this RFP? Is it available?
Yes, that is how the requirements were developed. They represent the
output of the analysis and are included in the RFP.
27. Where and who selected CRM?
The Port uses CRM On Target provided by TriVenture. It was selected with
the assistance of the Information Management Division.
28. Who is the Electronic Document and Records Management System
(EDRMS) supplier?
23 Port of Long Beach
Program & Project Management System RFP Questions – July 23, 2009
29. What is the timeline for the implementation of the entire solution?
The original schedule had the project beginning of Q4 2008 and completing
at the end of Q1 2010. The vendor should propose a timeline that fits their
proposed solution. The installation services costs are assumed to be
incurred in the first year. If the proposer believes it will take longer, they
should propose accordingly.
30. Is the MS Project Server tied into SharePoint?
Yes, and to the Program Server.
The Port of Long Beach
INFORMATION MANAGEMENT BUSINESS PLAN
Version 1.0 August 2006
1901 Avenue of the Stars Los Angeles CA 90067
Tel: (310) 230 3543 Fax: (310) 230 3563 http://www.cgrmc.com
Contents
EXECUTIVE SUMMARY
1. INTRODUCTION 1
2. THE CURRENT STATUS OF THE PORT’S INFORMATION MANAGEMENT 2
2.1 The Business Situation 2
2.2 The Current Role of the Information Management Division 2
3. BUSINESS REQUIREMENTS 4
3.1 Business Objectives 4
3.2 Business Plans 4
3.3 Divisional Requirements 5
4. STRATEGIC VISION 6
4.1 Recommended Role of the Information Management Division 6
4.2 Recommended Applications 8
4.3 Recommended Facilities 10
4.4 Recommended Staffing 11
5. INFORMATION MANAGEMENT WORK 13
5.1 Information Management Division Work 13
5.2 Recommended Information Management Projects 13
5.3 Recommended Approach to Projects 15
5.4 Recommended Timing of Projects 17
6. REQUIRED RESOURCES 21
6.1 Recommended Staffing Levels 21
6.2 Recommended Organization 23
6.3 Recommended Project Staffing 25
6.4 Funding Required 26 6.5 Benefits 28 7. IMPLEMENTATION ACTIONS 30 7.1 Timetable of Work 30 7.2 Actions Required 31 8. CONCLUSION 33 APPENDICES
1 CURRENT AND PROPOSED ORGANIZATIONAL CHARTS
2 PROJECT DEFINITIONS
3 FACTORS AFFECTING PROJECT PLANNING
4. STAFF AND ADVISORY GROUP ROLES AND REQUIREMENTS
VERSION CONTROL
The following table provides a record of modifications to this document.
Version Author(s) Issue Date Summary of Changes
1.0 Keith Kennedy 08/18/2006 Initial release.
Jim Kennedy
Katrina Ling
Peter Crosby
Michael Sullivan
Note: Versions of this document prior to Version 1.0 are to be considered draft.
EXECUTIVE SUMMARY
CGR Management Consultants LLC has developed this Information Management Business Plan to be a road map for new and improved information management systems and services over the next five years. The Plan explains how information management will help the Port achieve the seven primary goals set out in the 2006 – 2016 Port of Long Beach Strategic Plan.
Despite the growing importance of information management in business and daily life, the role of the Information Management Division has not significantly changed since its inception 17 years ago. The computer equipment and facilities are as good as or better than could be expected and the Division has the resources and expertise to keep current systems running. But there is a complete absence of expert information management resources available for the analysis, development and implementation of new and improved business processes.
Most of the Port’s major processes are inter-divisional but in recent years each division has been left to develop systems independently. This has resulted in restricted access to information, unnecessary manual effort and deterioration in the Port’s efficiency and effectiveness. We recommend that the Information Management Division should not only manage the computer and communications resources but should take an active role in directing the Port’s information management and provide expert counsel and services to all divisions to improve the Port’s business processes, in accordance with best practices.
The role change for the Information Management Division will require strong support from executive management and the authorization of adequate resources. We have identified 28 projects in nine groups that will produce better business processes for the Port. The groups are:
1. Foundation Projects, to ensure the success of the process improvements.
2. Business Continuity and Disaster Recovery Planning, to mitigate business interruptions.
3. Real-time Systems, to improve security and environmental monitoring.
4. Geographic Information Systems and Computer Aided Design and Drafting, because they
are basic tools for a Port that manages land and assets to facilitate trade.
5 Electronic Document and Records Management, to make access to information easier.
6. Financial & Construction Systems, to improve management of the $1 to $2 billion to be
spent on construction projects over the next five years.
7. Infrastructure, to support new applications and business processes.
8. Divisional Systems, to increase efficiencies within the divisions
9. Web-Based Systems, to provide easier access to, and be more open with, information.
The projects will require a capital investment of between $15 million and $22 million. Maintenance and other costs will add about $5 million to the cost over the next five years, making the total cost $20 to $27 million. Eight additional staff will be needed by the Information Management Division. There are no staff available to start the work so a Program Office staffed by consultants will be needed to initiate the program and provide the required expertise while the additional staff are recruited and trained.
1. INTRODUCTION
On March 27, 2006 the Board of Harbor Commissioners for the Port of Long Beach approved a proposal by CGR Management Consultants to prepare an Information Management Business Plan for the Port. The assignment commenced on April 3, 2006. This document presents the Information Management Business Plan and details specific recommendations for implementation of the Plan over the next five years.
This planning study has been conducted in accordance with CGR’s Formula-IT Strategic Planning methodology. The project included the requested scope of work as follows:
Coordination meetings with Port’s Information Management Division Director
Assessment of the current and future needs of the Port, including an analysis of
current IT practices, the need for industry expertise and the use of best practices
A strengths, weaknesses, opportunities and threats (SWOT) analysis of the
Information Management Division
Collecting facts and opinions from Information Management staff and
information technology end users representing each of the Port’s other 11 divisions
Review of current, large, critical projects dealing with billing, security command
and control, a new administration building, a fiber optic network and advanced traffic management information
Review of the project scheduling and cost accounting systems for managing large
capital projects
Examination of other department functions, such as the telephones and records
management
Developing a vision for planning, budgeting and organizational management
consistent with the goals of the Division and the Port
Making specific recommendations for information technology about project
priorities, organizational structure, governance, staffing, project management and decision making at the Port for the next five years
Developing clear and specific recommendations for implementation of the Five
Year Business Plan for the Information Management Division, including detailed action plans for each business priority, and recommendations on the necessary human and capital resources with timelines for implementation by Port staff The scope did not include in-depth analysis of systems and applications, nor the detail of which vendors would be most suited to supply any new equipment, software or facilities that may be recommended.
We believe that the requested scope of work has been fully satisfied during the preparation of the Plan, and that this document provides the most suitable actionable plan that will enable the Port to invest prudently in information management over the next five years.
2. THE CURRENT STATUS OF THE PORT’S INFORMATION MANAGEMENT
The Port of Long Beach is the second busiest port in the United States and one of the busiest container cargo ports in the world. The Port is essentially a landlord port that manages land and assets to facilitate trade. Over the next five years it intends to maintain and develop that role. It does not operate the seaport terminals. Though a central player in the global supply chain, the Port has no plans to be a major provider of information for other components of the supply chain, but it will continue to encourage and cooperate with other organizations that take on that role.
2.1 The Business Situation
The Port expects significant growth. In 2005, the Port handled a total of 5,313 vessel calls carrying 80 million metric tons of cargo valued at over $100 billion, representing an 18% growth over 2004. Economic forecasts show this growth will continue into the
foreseeable future with top trading partners from China, Japan, South Korea and other Asian countries. Estimates are for the Port’s volume of traffic to double or triple in the next 20 years.
The Port understands that all this success must be balanced with careful stewardship of the natural environment. Future growth, human and financial resources must be managed efficiently and effectively in a way that ensures safety and security to customers and community neighbors. This vision has led the Port to engage its stakeholders in the development of a 10-Year Strategic Plan. The seven primary goals set out in the 2006 – 2016 Port of Long Beach Strategic Plan are:
Implement practices that minimize or eliminate the environmental impacts and
health risks of Port operations and development.
Enhance safety and security within the Port and address impacts on the
surrounding community in collaboration with outside agencies.
Engage the community, international trade industry and elected officials to build
positive relationships that foster mutual understanding.
Provide an efficient and modern seaport complex and promote innovative
solutions for the environment and infrastructure.
Facilitate trade and commerce by being a world leader in goods movement and
customer service.
Ensure that the Port is financially self-sustaining and fiscally strong.
Operate a safe, effective and efficient organization that fosters an inclusive, open
and team-oriented culture.
2.2 The Current Role of the Information Management Division
The Information Management Division started as a spin-off from the City’s organization about 17 years ago. Despite the increasing importance of information management in business and daily life, the Division has not had a level of staffing authorized that enabled it to follow a full range of best practices in information management. The computer
equipment and facilities are as good as or better than could be expected. The Information Management Division has the resources and expertise to keep current systems running and it responds quickly and empathetically to users’ requests for short-term assistance. However, the number of staff is not adequate at this time to keep the Port’s information management efficient and effective.
The Information Management Division is not participating to the extent that it should in numerous initiatives involving information management currently taking place in various divisions at the Port. There is a complete absence of expert information management resources available for business process analysis; development and implementation of new and improved business processes; user training; and the development and
maintenance of systems standards. As a result, divisions have developed their own limited systems independently, often based on Microsoft Office software, and staff spend considerable time seeking information and doing other work that could be automated. Current divisional initiatives are already violating some of basic information management principles on which best practices, such as the following, are based.
Data should be entered once
Data should be entered as close to the source as possible
Data should be entered by the division that creates the data or is most affected by
the output and results
Responsibilities for and ownership of data elements should be clearly defined
Staff should be provided with the information needed to do their work, without
having to refer to others
Critical elements of work should be quantified and measured
Systems should be compatible so that information flows are not restricted
The technology platform should be common and Port-wide so that systems can be
improved quickly and efficiently, and Information Management Division overhead is minimized
Process improvements should adhere to standards that balance the needs of the
particular with the good of the majority
Unless reversed, the current path will further isolate divisional information, continue to reduce the Department’s efficiency and effectiveness, increase system maintenance costs exorbitantly, and fail to support satisfactorily the Port’s business plans.
3. BUSINESS REQUIREMENTS 3.1 Business Objectives
The Information Management Division can help to provide better access to information and improved business processes that will contribute to meeting all of the Port’s
objectives set out in the 10-Year Strategic Plan but which will have the most impact on the objectives related to:
a. The environment
b. Safety and security
c. The growth of trade through the Port
d. Organizational effectiveness.
The Port is working on significant initiatives in each of these areas.
3.2 Business Plans
As a first step towards realizing the strategic vision, the Port has already begun to
reorganize its staff and structure to increase the emphases on environmental stewardship, strategic planning and operational effectiveness. Charts of the Current Port
Organizational Structure and the Proposed Organization Structure extracted from the reorganization report are shown in Appendix 1. The Port is recruiting to fill the new position of Deputy Director. Three of the four Managing Director positions in the new organization are currently vacant.
The Port will also need to use information technology to achieve its vision and to combat the growing degree of complexity in business. The recent 9th Annual Global CEO Survey by PricewaterhouseCoopers showed that 77% of Chief Executive Officers reported that the level of complexity in their organization is higher today than three years ago. 84% planned to respond to this through the use of information technology, 79% through organizational structure.
The Green Port policy will be implemented through the reorganization, which elevates the Planning Division to Bureau status and creates Environmental Services and
Transportation Planning Divisions within the Bureau. As a result of the policy there will be additional monitoring of the environment using real-time systems to collect data and the Internet to distribute information, renegotiation of lease terms, and incentives, such as the Green Flag awards, to encourage environmentally friendly behavior.
Safety and security will be enhanced with a new centralized command and control center and the use of advanced technology information management systems. Information about security matters will be shared with other ports and other external organizations.
One of the major constraints on the growth of the Port is the availability of land, not water. The Port plans to spend one to two billion dollars on capital improvement projects
over the next five years to accommodate growth, to improve safety and security, and to minimize environmental impacts. To enable growth the Port will have to accommodate larger container ships. The Port is now handling ships with 8,000 TEU (20-foot
equivalent units) container capacities. It is likely that more of these large ships will be built.
The capital improvements program will also be aimed at enhancing the high level of customer service for which the Port is known, particularly in Asia, from where more than 80% of the imports passing through the Port is now derived. The Port will need to work closely with its terminal operators to ensure that the program increases efficiency and assists shippers, consignees and trucking companies to minimize costs.
As a public organization the Port will address the major public service trends of
minimizing the impact of cargo growth on the environment, safety and security, and the need for more information exchange with the public.
3.3 Divisional Requirements
Our discussions with the Directors and staff of the bureaus and divisions indicated a need for improved processes across divisions. The main improvements required were related to:
Access to information.
Prevention of business interruption.
Organizational effectiveness.
Safety and security.
Internal and external customer service.
Support for growth.
Improved management control.
Support for environmental issues.
The discussions confirmed that the process improvements brought about by better information management would contribute significantly towards achieving the Port’s 10-year strategic goals.
4. STRATEGIC VISION
4.1 Recommended Role of the Information Management Division
To follow established best practices we recommend that the role of the Information Management Division should be to:
direct the Port’s information management
manage the resources and projects related to information management services
provide expert counsel and services related to information management to each
division and across all divisions.
These will extend the Division’s current services to include business systems analysis, systems development, user training and information management standards. Further detail is provided below.
4.1.1 Direct the Port’s Information Management
Advise on policies, procedures, methodologies, and technologies for
computer and communications based information management throughout the Port
Recommend, to the Executive Director, the Managing Directors and
Divisional Directors, how information management can enable business process improvements for all bureaus and divisions
Advise senior management on appropriate levels and types of resources
for cost-effective information management throughout the Port.
4.1.2 Manage the Resources and Projects Related to Information Management
Install, or assist the installation of, all computer and communications
hardware, including personal computers, networks, system and application software, and voice, data and image communications
Manage the operation and maintenance of the computers and
communications resources, including monitoring the efficiency and utilization of the key components
Provide assistance to users of the communications and computer systems
Estimate the costs of major information management projects
Ensure data integrity
Provide facilities for users to maintain their data securely
Prepare, implement and maintain business continuity and disaster recovery
plans and procedures for computer and related manual systems
Advise on outside computer and communications consulting services.
4.1.3 Provide Expert Counsel and Services Related to Information Management
Act as business systems consultants to user departments, including
advising on equipment, applications, methodologies, the feasibility and justification for new business processes and systems improvements, systems implementations and post-implementation reviews
Provide technical education for users
Evaluate and provide user productivity tools, appropriate to the business
and the level of user sophistication
Assist the implementation of software packages and undertake custom
software development with in-house or outside resources to improve business processes
Maintain and enhance applications software
Assist users to prepare and maintain their own systems, in accordance with
information management standards
Assist users with technical problems, including software issues
Evaluate and recommend computer and communications hardware,
including PCs, networks, mobile units and system software
Evaluate and recommend application software and outside information
management consulting services.
The aim of the centralized Information Management Division should be to assist the user divisions to be more efficient and effective in achieving their goals. Hence the prioritization of limited information management resources should be discussed with the users. Typically this is done by forming an Advisory Group with members representing users from all divisions.
Note that the role of the Information Management Division does not include becoming a major user of its own information management services, which is contrary to the recommendation contained in the January 2006 Organization
Assessment report of blueCONSULTING, INC. that records management be placed in the Information Management Division. We advise against placing the
centralized Records Center in the Information Management Division.
After 17 years in their current role, the Information Management Division will have considerable difficulty changing its strategy and meeting the needs of the other divisions for business systems analysis, systems development, user training and the implementation of information management standards. It will need
substantial executive direction and backing and will need to display resources and expertise that raises management’s and users’ expectations of the assistance that the Division can provide.
4.2 Recommended Applications
The requirements of the Port, its bureaus and divisions for improved processes and better access to information are best met by the Information Management Divisi