Exhibit 1-B

Enterprise Project Management Tools Implementation Services

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DocuSigri Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

Contract Work Authorization 

Contract Work Authorization (CWA) 

This Contract Work Authorization ("CWA") No. C9893 is issued under and pursuant to the Blanket Agreement or Master 

Service Agreement No. C73-V5 (MSA 4400011340) dated September 19, 2017 (the "MSA") between the below-named 

Contractor ("Contractor"), a Delaware Limited Liability Partnership, and Pacific Gas and Electric Company ("PG&E"), a 

California corporation with its headquarters located at 77 Beale Street, San Francisco, California 94105. Contractor 

Contractor's KPMG LLP DEPT 0922 Total Number of Pages: 45 

Legal Name: 

Contractor's P.O. BOX 120001 

Address: DALLAS, TX 75312 

Project Name: EPM TOOLS 2018 - ICC, AUTH REAUTH 

Job Location: SAN FRANCISCO, CA 

WORK: Contractor shall, at its own risk and expense, perform the Work described in this Contract Work Authorization and 

furnish all labor, equipment, and materials necessary to complete the Work as summarized below and as more fully described in 

Attachment 1, Scope of Work. 

The principal scope of the KPMG engagement entails: 

l.The design of a solution that will provide the following enterprise-level functions into the existing 

Enterprise Project Management (EPM) Tools solution, while also supporting necessary Line of Business 

(LOB) process variations as described in the attached Statement of Work (SOW). 

ATTACHMENTS: Each of the following documents are attached to this CWA and are incorporated herein by this reference: 

Attachment 1: SOW, Pages 3 through 45 

CWA TERM: This CWA is effective upon signature by both parties and expires on December 1, 2019. Time is of the 

essence. 

CWA Contractor shall commence performance hereof when directed to do so by PG&E and Work shall be 

COMPLETION: completed by the completion date of December 1,2019. 

CONSIDERATION: As full consideration for satisfactory performance of the Work under this CWA by Contractor, PG&E's total 

obligation to Contractor shall not exceed the following amount. This amount is inclusive of all taxes incurred in the performance 

of the Work. Any change to this amount shall only be authorized in writing by a PG&E CWA Change Order, fully executed by 

both PG&E and Contractor. 

TOTAL: $2,071,852. 

THE PARTIES, BY SIGNATURE OF THEIR AUTHORIZED REPRESENTATIVES, HEREBY AGREE TO THE TERMS OF 

THIS CONTRACT WORK AUTHORIZATION. 

PACIFIC GAS AND ELECTRIC COMPANY CONTRACTOR: KPMG LLP DEPT 0922 

Signature s DocuSigned by: Signature ^——DocuSigned by: 

ful fUckr 

Name Name 

Title Supervisor, Sourcing Operations Title Managing Director 

62-4229 CWA (9/26/11) Sourcing 

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DocuSign Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

Contract Work Authorization 

Date 8/6/2018 Date 8/6/2018 

62-4229 CWA (9/26/11) Sourcing 

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DocuSign Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

Jfl Contract Work Authorization 

CWA No. C9893 

Page 2 of 45 

ADMINISTRATION 

PG&E 

Negotiator 

Emeline Samonte/Jerry McLaughlin Contractor 

Represent 

Raid Tucker 

Phone 707/980-2259 Phone 

Email Eag2@pge.com Email rtucker@kpmg.com 

Accounting Reference PR176403 - C9893 CW2260634 

PG&E Work Supervisor: Dean Trovato Phone: 916-386-5093 

INVOICE 

INSTRUCTIONS: 

Contractor shall send 

invoices for each payment 

when due, showing the 

CWA number, to: 

PACIFIC GAS AND 

ELECTRIC COMPANY 

Send ORIGINAL Invoice to: 

(See note below if using PG&E's 

electronic invoicing system) 

PG&E Accounts Payable* 

PO Box 7760 

San Francisco, CA 94120-7760 

INVOICE 

INSTRUCTIONS: 

Contractor shall send 

invoices for each payment 

when due, showing the 

CWA number, to: 

PACIFIC GAS AND 

ELECTRIC COMPANY 

Send COPY of Invoice to: Dean Trovato 

JDTp@pge.com 

INVOICE 

INSTRUCTIONS: 

Contractor shall send 

invoices for each payment 

when due, showing the 

CWA number, to: 

PACIFIC GAS AND 

ELECTRIC COMPANY For information regarding invoice status, call PG&E's Paid Help Line at (800) 756-PAID (7243) or go to AP 

Web ReDortina site at www.Dae.com/actDav. 

*Note: Contractors using PG&E's electronic invoicing system do not need to mail a copy of the invoice to 

PG&E Accounts Payable. 

INTERNAL PG&E USE ONLY 

Distribution Date 

Distribution of Copies: 

El Document Services 

(Signed Original Copy) 

Mail Code N5D 

245 MARKET ST., SAN FRANCISCO 

0 Contractor 

(Signed Original Copy) 

0 Work Supervisor • Manager 

0 Invoice Approver • Supervisor 

• V.P. • Sourcing/ Purchasing 

• Director • Law 

62-4229 CWA (9/26/11) Sourcing 

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DocuSign Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

.. .., _ . . flfl Pacific Gas and 

SOW - <Name of the Pr0ject> IIS Electric CompanyPacific Gas and 

iflil Elec"

i0 

Pacific Gas and Electric Company 

ATTACHMENT 1: STATEMENT OF WORK 

Program 

Project 

Line of Business 

Prepared by 

Date 

Version Type 

Version 

Enterprise PM Tools 

Enterprise Project Management (EPM) 

Enterprise PM Tools 

Business Finance and Planning 

Jeff Hannan 

7-23-2018 

Final 

3.1 

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DocuSign Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

SOW - <Name of the Project> 

Wn Pacific Gas and 

Electric Company 

Project Control & Compliance 

Project Engagement 

Enterprise 

Stakeholders 

Date Contacted 

Business 

Don Clark Business Finance and Planning 

Michael Castillo Business Finance and Planning 

IT/Technology 

DeanTrovato BT IT Corp Services 

Jeff Hannan BT IT Corp Services 

Document Control 

Change History 

Author/Contributor Version Date Description of Changes 

Mike Castillo 0.1 06/15/18 Initial Draft 

Cindy Yu, Jeff Hannan 0.2 6/15/18 Edits by PG&E and KPMG, merged 

Cindy Yu 0.2rev 6/19/18 Edits by KPMG 

Jeff Hannan 1.0 6/21/18 Cleaned up scope (Section 3). Aligned 

deliverables to IT Methodology (ITM) 

Dean Trovato & Mike Castillo 1.1 6/25/18 Edit all sections and clean-up 

Team update; merged w/ KPMG feedback 2.0 6/26/18 

Jeff Hannan 2.1 6/27/18 

Accepted changes from 6/26/18 review. 

Inserted edits from Cindy (section 4,11, 

12). Added subitems to ADD and 

Solution Blueprint. Validated phase 

deliverables against DRM. 

Jeff Hannan 2.2 6/28/18 Folded in 6/27/18 comments from 

Cindy / Cari. Added payment schedule. 

Jeff Hannan 2.32 6/29/18 

Accepted all changes (edits and 

formatting). Spell check. Revised the 

definition of Solution Blueprint in 

Glossary. 

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DocuSIgn Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

SOW - <Name of the Project> 

Pacific Gas and 

Electric Company 

Jeff Hannan / Cindy Yu 2.4 6/30/18 Folded in Cindy/Reid's payment 

schedule in section 9. 

Mike Castillo 2.5 7/3/18 Updated per KPMG/PG&E agreement 

on 6/30 

Jeff Hannan 2.6 7/16/18 

Adding in misc. edits from KPMG 

(approved/accepted and also unreviewed), including edits to 9.3 

Holdbacks and inclusion of KPMG's 

Section 14. 

Jeff Hannan 2.7 7/17/18 Updated deliverable timelines in 9.2 

and fixed bullet formatting issues 

Dean Trovato 3.0 7/20/2018 Made final agreed-upon changes 

Dean Trovato 3.1 7/23/18 Update to Section 2 Scope Of Work as 

agreed on call with Scott and Cari 

Document Ownership and Responsibility 

SOW document ownership is shared between KPMG and PG&E. 

Document Owner 

Project Role & Responsibility Name 

IT Project Manager Jeff Hannan 

Document Approvers 

Project Role & Responsibility Name 

Business 

Don Clark Business Finance and Planning 

Michael Castillo Business Finance and Planning 

John Blodgett Electric Distribution 

Patrice Agostino-Martin Electric Transmission and Substation 

Kevin Myers Gas Operations 

Joe Osborn IT Line of Business (LOB) 

Russ Loeffler Power Generation 

IT/Technology 

Dean Trovato Chief IT Business Technology Corporate Services 

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DocuSigri Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

SOW - <Name of the Project> 

Pacific Gas and 

Electric Company 

Rajesh Arora Director IT Business Technology Corporate Services 

Document Contributors 

Project Role & Responsibility Name 

Business 

Business Owner Michael Castillo 

Business Technology Leadership Dean Trovato 

Business Project Manager 

Business Planner | IT Finance Jessica VanDyke 

IT/Technology 

IT Project Manager Jeff Hannan 

IT Director Dean Trovato 

Solution Architect Darin Lemos 

Technology Risk Advisor 

Test Lead Mani Rajaperumal 

Organizational Change 

Lead/Training 

Integration 

Business Architect Suvanna Moy 

System Integrator/KPMG 

Solution Architect 

Project Manager 

Document Reviewers 

Project Role & Responsibility Name 

Business 

Business Owner Don Clark 

Business Project Manager Michael Castillo 

Business Planner | IT Finance 

IT/Technology 

IT Project Manager Jeff Hannan 

IT Technical Project Manager 

IT Director Dean Trovato 

Solution Architect 

Technology Risk Advisor 

Test Lead 

Organizational Change Lead/Training 

Integration 

Chief Technology Office 

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DocuSign Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

SOW - <Name of the Project> 

1.0 GLOSSARY 

Quality Advocate 

See section 10: 

• Validate that deliverables conform to project scope and quality 

• Continuous quality monitoring and independent assessmentof 

configured solution vs. user requirement 

Provide alignment between design intent and configured solution 

ICC 

The process of identifying, documenting, approving or rejecting, and 

controlling changes to the project scope, cost, and schedule baselines in an 

integrated fashion via a single change request. 

Authorization Approval to perform a specific scope of work, based on a schedule (may be 

single or multi-year), and total project costs. 

Reauthorization 

A request to increase the authorized amount for a project when it is 

forecast to overrun the original authorized amount or when there is a 

significant project change. The reauthorization must be accomplished prior 

to the project's costs or commitments exceeding the authorized amount. 

When a project reauthorization is requested, a change of project scope to 

reduce or eliminate the potential overrun must be considered. 

Phase Gate 

Phase Gates allow the approver to have additional oversight of the project 

and allows the project team to provide updates on all aspects of the 

business case (e.g. scope, schedule, resources, risks, benefits, and costs). 

Phase Gates also allows the approver(s) to provide direction or request 

changes to the project's implementation. They provide the opportunity for 

high risk projects to be reviewed and either allowed to continue or be 

halted at logical points within the project—this can be thought of as a "gono go" gated approval approach. Phase Gates can also be used to provide 

better control, oversight, and insight for projects with high risks or 

uncertainties 

EPM Enterprise Project Management 

EPPM Enterprise SAP PPM 

Solution Blueprint Describes the to-be solution, including high-level architecture, user 

scenarios, user requirements, process modeling, and integrations. 

Governance 

Standard 

EPM Standard for Authorization, Reauthorization, Phase Gate 

ICC Standard EPM Standard for Integrated Change Control 

Capitalized terms used but not defined herein have the respective meanings given to them in the MSA. 

Pacific Gas and 

Electric Company 

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Pacific Gas and 

Table of Contents 

I.0 Glossary 7 

2.0 Project Overview 9 

2.1 PROJECT TYPE 9 

2.2 Objectives and Background 9 

2.3 Project Timeline 9 

2.4 Project Work Location 10 

2.5 Project Work Hours 10 

3.0 Scope Of Work 11 

3.1 Project Initiation Phase 12 

3.2 Plan/Analyze and Requirements Phase 13 

3.3 Design Phase 17 

3.4 Build Phase ] 19 

3.5 Testing 21 

3.6 Deploy Phase 22 

3.7 Stabilize Phase 23 

4.0 Exclusions 24 

5.0 High Level Business Requirements 25 

6.0 Deliverables 26 

7.0 Acceptance Criteria 27 

8.0 Project Implementation Plan 28 

8.1 Key Personnel 28 

8.2 Project Change Request Management Procedure 29 

8.3 Changes to Staffing 31 

8.4 Cut Over and Roll Back Plan 31 

8.5 Project Communication Plan 32 

8.6 Deployment Plan 32 

9.0 Payment Schedule 33 

9.1 Payment Amounts by Deliverable 33 

9.2 Deliverables Timeline 35 

9.3 Provisions Governing Delayed Delivery/Acceptance of Milestone(s)Error! Bookmark not defined. 

10.0 Miscellaneous 38 

10.1 Work Policy: Office space and facilities 38 

10.2 Computer and Related Resources 38 

10.3 Methodology, Tools, and Techniques 38 

10.4 CONTRACTOR SAFETY POLICY 38 

II.0 Stakeholder Roles and Responsibilities 39 

12.0 Risks and Issues 42 

13.0 Guiding Principles 44 

13.1 Technical Assumptions 44 

13.2 Testing Assumptions 44 

13.3 Training Assumptions 44 

13.4 OCM Assumptions 44 

13.5 General Assumptions 45 

14.0 Additional Terms Applicable to thisCWA 

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DocuSign Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

SOW - <Name of the Project> 

flfl Pacific Gas and 

Electric Company 

1.0 PROJECT OVERVIEW 

1.1 PROJECTTYPE 

Fixed Scope, Fixed Fee 

1.2 OBJECTIVES AND BACKGROUND 

Enterprise Project Management (EPM) Tools are a set of applications integrated with SAP which is 

PG&E's system of record for core business functions. EPM tools establish a common, centralized 

approach for effectively and efficiently managing Capital Project work across PG&E. These tools help 

PG&E align to industry leading practices; improve current business processes; and provide cost efficiency 

to achieve operational effectiveness. 

The focus of the "EPM Tools Project" is to extend functionality in PG&E's common, enterprise-wide 

system for project management by extending the capabilities, controls and data quality in project and 

portfolio systems to include routing project authorizations and placing controls around the quality of 

authorization data, standardizing and placing controls around the quality of project baseline data, 

recording changes that impact performance of project baselines and linking these changes to changes in 

respective business portfolios. 

1.3 PROJECT TIMELINE 

Project Start Date - 08/01/2018 

Project Duration - Estimated 5 months 

Est. Project End Date -12/31/2018 

High Level Timeline and Approach (status date 7/2/2018) 

Project Initiation * Determine development 

and deployment approach 

Requirements Enterprise ggjflgs &Arch^ I 

and Architecture 

Rnnrts_& Arch 

EPPM (incl. Misc. Tech & 

Potential Enhancements) Design, Build & Test (TBDK. 

Rqmts & A'ch 

Integrated Change Control Design 

Design, Build &Test 

Rqmts & Arch 

Governance Desjgn 

(Authorization/Reauth + • 

Phase Gate) Design, Bu,ld& Test 

I 

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DocuSign Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

SOW - <Name of the Project> 

Pacific Gas and 

Electric Company 

1.4 PROJECT WORK LOCATION 

1. Onsite Team Location - 77 Beale, San Francisco, CA 

2. Offshore Team Location - Not applicable 

3. Onsite Team Contact tt - Cindy Yu 415.609.3698 

4. Offshore Team Contact tt - Not applicable 

1.5 PROJECT WORK HOURS 

1. Onsite Team -9am - 5pm Pacific Time 

2. Offshore Team-Not applicable 

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DocuSign Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

SOW - <Name of the Project* 

Pacific Gas and 

Electric Company 

2.0 SCOPE OF WORK 

The principal scope of the KPMG engagement entails: 

1. The design of a solution that will provide the following enterprise-level functions into the existing 

Enterprise Project Management (EPM) Tools solution, while also supporting necessary Line of 

Business (LOB) process variations: 

a. Integrated Change Control (ICC) processes 

b. Governance - Authorization/ReAuthorization (Auth/ReAuth) and Phase Gate Approvals 

c. Enterprise Portfolio Planning and Management (EPPM) 

2. Aligning these functions adhere to the published EPM Standards 

3. Enhanced business process and design updates to PG&E Enterprise Portfolio Planning and 

Management (EPPM) solution through Plan/Analyze and Design phases for -

Authorization/ReAuthorization, Phase Gate Approvals and Integrated Change Control (ICC) 

processes: 

I. A thorough published description of how the entire workflow from project ideation to 

construction completion should work in EPPM and SAP Project Systems Integration (SPSI) 

and how it impacts the various work groups across Distribution and Transmission (Asset 

Management, Project Development, Project Controls, Work & Resource Planning, 

Estimating & Design, Project Management, Investment Planning). Ideation, Work Intake, 

Item Creation, PM Order Creation, RIBA Scoring, Investment Planning Governance, Change 

Control, S1/S2 Funding & Forecasting, project completion and closeout. 

II. Enhancements to current EPPM Solution Work In-Take capabilities to better support 

Project Development meetings.. KPMG to facilitate workshop to define business process 

and solution requirements and design, PG&E to develop test and deliver. This falls under 

the Organization Change Management (OCM) scope 

i. Allow selection of various fields in the Work In-Take report 

ii. Be able to download the full project description during an excel export 

iii. Provide a function in S1/S2 workbooks to turn on or off the Escalation factors for 

outer year forecasts and highlight when financial data is displayed if the numbers 

include escalation and from what year. 

iv. Enter Risk Informed Budget Allocation (RIBA) Data in Work Request. 

III. Business process/requirements and solution roadmap alternatives (separate deliverable 

that is an augmentation to bullet I above to be delivered by the end of the Requirements 

and Architecture Phase of the EPPM Workstream) to include the following capabilities 

i. Capabilities to track the scoping lifecycle from issue identification to project creation. 

Should be able to handle entry of issue "concepts/ideas" and improve the maturity of 

these to order/project creation. 

ii. Needs to be able to track and provide governance of moving concepts/ideas through 

the scoping process, with hard controls on order/project creation if scoping is not 

complete. 

iii. Should not be overly cumbersome to edit/cancel concepts/ideas and change 

scope/Material Codes ("MATs")/etc. prior to order/project creation based on 

scenario planning and analysis. 

iv. Must integrate with change control system, Primavera P6, and SAP to ensure ID's and 

naming conventions are linked and data integrity is kept when concepts/ideas 

become projects. 

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SOW - <Name of the Project> B

n Pacific Gas end 

Electric Company 

v. Should be easy to visualize and regularly governed by full time resource(s) from both 

Asset Management and Portfolio Management & Engineering. 

vi. Integration with Geographic Information Systems (GIS) to support more efficient 

bundle planning earlier in the process. KPMG to facilitate workshops and formalize 

deliverables, PG&E to provide GIS SMEs/expertise 

vii. More robust risk identification with additional risk parameters; rate cases and asset 

management activities are heavily dependent on risk informed decision making. 

2.1 PROJECT INITIATION PHASE 

The project initiation and planning phase includes detailed planning of the project (including risk register, 

communication plan and setting acceptance criteria for each deliverable), establishing the Work 

Breakdown Structure (WBS) for the project, identifying the key stakeholders, and their availability and 

dependency at each stage of the project. 

Following are the list of activities that comprise this phase. 

R = Responsible A = Approve S = Support (Participate in the creation of 

project deliverables, in a supporting role.) 

C = Consult I = Inform N/A- Not Applicable 

Phase Activities 

Responsibility 

KPMG PG&E 

Setup Program Office S R 

Define Project Charter S R 

Conduct Executive Kick-Off Meeting s R 

Conduct Stakeholder Kick-off Meeting s R 

Define and finalize Master Project Schedule s R 

Establish Core Team R R/A 

Establish project governance and communication C R 

Onboard KPMG Team and allocate workspace 1 R 

Coordinate and confirm availability of key PG&E business and 

IT stakeholders for the program 

1 R 

Present project overview, team structure, governance, 

communication and escalation plan 

S R 

Sandbox environment set-up and access N/A R 

Define and finalize ITM deliverables and Milestones C R 

Finalize project documentation deliverable templates S R 

Identify any high-level impact of inflight projects, regulations, 

or tariffs C R 

Identify preliminary project risks and mitigation plans C R 

| 2.1.1 Deliverables - Project Initiation Phase 

KPMG's primary responsibility in the Project Initiation phase is to provide support to and achieve agreement with the 

PG&E PMO in determining how best to execute the project, mitigate project risk, and measure / achieve project success. 

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, , . HFI Pacific Gas and 

SOW - <Name of the Pr0ject> j*|| Electric Company 

Responsibility includes providing the availability and participation of KPMG resources, as determined per the Master 

Project Schedule and Phase Activities list above. 

PG&E's primary responsibilities during the Project Initiation phase are to properly establish the project, kick it off, and 

the availability and participation of PG&E resources, as determined per the master Project Schedule and Activities list. 

Deliverables Responsibility 

Project charter PG&E 

Project standard and guidelines and reporting 

templates 

PG&E 

Milestone-based, critical path project schedule PG&E 

Project Management Plan 

• Defined Roles and Responsibilities 

• Project schedule update procedure and cadence 

• Project overview, team structure, governance, 

communication and escalation plan 

PG&E 

Establish Schedule for project workshops to be 

held in P/A Phase 

KPMG 

2.1.2 Exit Criteria - Project Initiation Phase 

• Completion of Deliverables, on an iterative basis, approved by Business Owner and Project 

Manager 

• Initiation Milestones met 

2.2 PLAN/ANALYZE AND REQUIREMENTS PHASE 

During the Plan/Analyze phase, the enterprise-level requirements and architecture development 

(Solution Architecture, Application Architecture and Data Architecture) should be complete before 

starting phase-specific requirements and architecture development. This shall provide a clear solution 

for Enterprise Portfolio Planning and Management (EPPM) to be established before identification of 

detailed function-specific requirements and architecture. 

The following table illustrates the key activities of this phase: 

R = Responsible A = Approve S = Support (Participate in the creation of 

project deliverables, in a supporting role.) 

C = Consult I = Inform N/A-Not Applicable 

WORKSHOPS 

Phase Activities: i Responsibility 

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Pacific Gas and 

SOW - <Name of the ProjeCt> jJJJJ Electric Company 

Plan/ Analyze & Requirements KPMG Team PG&E 

Conduct Enterprise-level requirements and 

architecture workshops R S 

Prepare for workshops R S 

Review requested artifacts R s 

Walkthrough of existing systems R s 

Coordinate availability of facilities for conducting 

workshops with key PG&E stakeholders as per the 

plan. 

1 R 

Understanding of existing systems and their 

applicability to the enterprise solution R R 

Review and rationalize existing requirements R C 

Develop user scenarios / use cases R A 

Business Process Master List (BPML) 

Document/Scope Log R S 

Assist PMO with benefits realization plan by 

recommending approaches for identifying, 

measuring and realizing benefits resulting from EPM 

Tools project 

R A 

Manage stakeholder feedback R 1 

Align workflows to EPM standards and leading 

practices 

R S 

Conduct functional-level requirements and 

architecture workshops 

R S 

Develop enterprise and functional level user 

requirements 

R A 

Role-based Security Requirements R A 

Architecture Security Requirements C R 

Application Security Requirements C R 

Data and Integration Strategies R R 

Develop overall testing strategy C R 

PMO SUPPORT 

Phase Activities: 

Plan/ Analyze & Requirements 

Respor 

KPMG Team 

sibility 

Provide necessary KPMG resources to complete 

activities and deliverables in Plan/Analyze Phase R 1 

Provide KPMG team with requested artifacts within 

3 business days of request. S R 

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SOW - <Name of the Project> 

Update overall Project Management Plan with 

outputs of enterprise level requirements and 

architecture 

S R 

Coordinate LOBs and stakeholders for requirements 

and architecture workshops S R 

Update project status report (bi-weekly) S R 

Maintain project schedule in MS Project using 

critical path method S R 

Continue to identify risks, issues, constraints and 

respective mitigation plans S R 

Engage business SMEs in review and approval of 

enterprise solution S R 

Draft iterative deployment plan S R 

OCM 

Phase Activities: 

Plan/Analyze & Requirements 

Res| 

KPMG Team 

jonsibility 

PG&E 

Develop Stakeholder Analysis R A 

Develop Change Management Strategy and Plan R A 

Develop Communication Plan R A 

Organization Impact Analysis (bi-weekly) R A 

Walkthrough of change management plan R A 

Walkthrough of OCM business communication 

plan 

R A 

Training needs analysis C R 

High-level training plan C R 

Training strategy C R 

W| Pacific Gas and 

^J| Electric Company 

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SOW - <Name of the Project> 

2.2.1 Deliverables - Plan/Analyze & Requirements Phase 

Enterprise P/A 

Deliverable Owner 

Organizational Impact Analysis KPMG 

Business Process Design KPMG 

Benefits Realization PG&E 

Updated deployment approach and master schedule (project 

schedule) 

PG&E 

Develop Change Management Plan KPMG 

Change Complexity Assessment KPMG 

Stakeholder Impact Assessment KPMG 

High Level Architecture KPMG 

Logical Data Model KPMG 

Solution Blueprint 

o Enterprise-level architecture: To-be 

o Enterprise-level user requirements, including process 

modeling 

o Enterprise-level integrations 

o User scenarios 

KPMG 

Functional P/A 

Deliverable Owner 

Test Strategy PG&E 

Stakeholder Impact Assessment KPMG 

Business Requirements / Use Cases KPMG 

Detailed Functional Requirements KPMG 

Detailed Non-Functional Requirements KPMG 

Requirements Traceability Matrix (RTM) KPMG 

Updated Solution Blueprint KPMG 

Training Strategy PG&E 

~U Pacific Gas and 

HLl Electric Company 

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DocuSign Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

, , _ . Pacific Gas and 

SOW -<Name of the ProjeCt> fl Electric Company 

| 2.2.2 Exit Criteria - Plan/Analyze and Requirements Phase 

• Completion and approval of Deliverables on an iterative basis by Business Owner and Project 

Manager 

• Phase Milestones met 

2.3 DESIGN PHASE 

R = Responsible A = Approve S = Support (Participate in the creation of 

project deliverables, in a supporting role.) 

C = Consult I = Inform N/A - Not Applicable 

APPLICATION DESIGN DOCUMENT 

Phase Activities: 

DESIGN 

Responsi bility 

KPMGTeam PG&E 

Coordinate LOBs and stakeholders for design workshops S R 

Conduct Design Workshops R S 

Walkthrough of finalized and agreed wireframes R A 

Finalize user Interface and user experience design R A 

Incorporate Design Feedback R C 

Manage stakeholder feedback R c/i 

Review and approve design deliverables C R 

Align to EPM standards and leading practices R S 

Integration Plan R A 

Develop Application Design Document (ADD) R A 

OCM 

Phase Activities: Responsibility 

DESIGN KPMG Team PG&E 

Organization Impact Analysis (bi-weekly) R A 

Ongoing stakeholder engagement R C/I 

Gather key source material, templates, and standards for 

training content 

I R 

Develop Training Content C R 

PMO SUPPORT 

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DocuSign Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

SOW - <Name of the Project> B

FI Pacific Gas and 

Bectric Company 

Phase Activities: 

DESIGN 

Responsibility 

KPMG Team PG&E 

Update project schedule in MS Project 

using critical path method 

S R 

Coordinate LOBs and stakeholders for 

design workshops S R 

Update project schedule in MS Project 

using critical path method, including 3-

week ahead 

s R 

Continue to identify risks, issues, 

constraints and respective mitigation 

plans 

s R 

Update project status report (biweekly) s R 

Validate alignment to EPM standards 

and leading practices R S 

Develop testing plan R C 

| 2.3.1 Deliverables-Design Phase 

Deliverable Owner 

Training Need Analysis PG&E 

Design workshops KPMG 

Integration and Data Migration Plan KPMG 

Configuration Management Plan KPMG 

Function specific reporting PG&E 

Application Detailed Design (ADD) 

o Functional specifications (RICEF, 

Application, Ul) 

o Detailed System Integration 

Process Flow 

o Data Flow 

o Application Configuration 

o Process or Operational 

Considerations 

o Technical design (RICEF, 

Application, Database, 

Performance if required) 

o UI/UX Design (including 

Wireframes) 

o Role-based permissions 

KPMG 

Training Plan PG&E 

Training Development PG&E 

Page 18 | 45 

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DocuSign Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

SOW - <Name of the Project> 

Wft Pacific Gas and 

nwJ? Electric Company 

2.3.2 Exit Criteria - Design Phase 

• Completion of Deliverables, on an iterative basis, approved by Business Owner and Project 

Manager 

• Phase Milestones met 

2.4 BUILD PHASE 

The goal of the Build phase is to configure/build/customize the system, based on the requirements and 

design finalized in the requirements and design phase. During this phase, entire 

configuration/customization/development activities will be completed in the development 

environment. Core team and business process owners perform validation of the application in nonproduction environments. 

KPMG will provide around 20 hrs/weekof advisory support to for the PG&E build team. Areas of support 

are indicated by an "S", "I" or "C" in the table below. 

The following table illustrates the key activities of this phase: 

R = Responsible A = Approve S = Support (Participate in the creation of 

project deliverables, in a supporting role.) 

C = Consult I = Inform N/A - Not Applicable 

Phase Activities: Responsibility 

Build KPMG Team PG&E 

Support on-going PMO activities R S 

Validate that the solution is fit for use through management 

of stakeholder impacts R S 

Coordinate and track Leadership buy-in and support so that 

EPM Tools remain top of mind and a high priority R s 

Manage Stakeholder Feedback R s 

Configuration/Customization/Development of tools 

identified in Plan/Analyze phase C R 

Configure Roles in system per design C R 

Update Technical Specifications as changes occur C R 

Develop Permissions Log C R 

Agree upon approach for high risk items for which mitigation 

plan was carried out S R 

Develop prototypes per agreed upon approach and project 

schedule C R 

Lead prototyping workshops C R 

Prototype review and feedback C R 

Development of Custom Objects 1 R 

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SOW - <Name of the Project> 

Code reviews, walkthroughs and approvals 1 R 

Unit Testing C R 

Unit Test Signoff 1 R 

Distribution of data migration templates for Master Data 1 R 

Custom Developments review and sign-off 1 R 

Define Integration test scenarios C R 

Develop Integration test scripts C R 

Finalize integration test plan C R 

Preparation of Test data for Integration Testing C R 

Develop application test scripts 1 R 

Training content development and reviews C R 

System integration testing and sign-off 1 R 

Resolve defects in Security roles C R 

Security testing and sign-off C R 

Agree upon frequency of defect metrics and defect review C R 

User acceptance test planning C R 

Detailed Cut-Over Strategy C R 

Defect Resolution C R 

Preparation of configuration documents C R 

Development of data upload/maintenance programs C R 

Conducting Tollgate Reviews for moving to the next logical 

phase of the program 

C R 

Finalize New Service introduction strategy and plan 1 R 

Release Management C R 

Preparation of Test Data for Performance testing C R 

2.4.1 Deliverables-Build Phase 

Deliverable Owner 

Stabilization Support Model PG&E 

Prototypes of solution for testing and 

feedback 

PG&E 

Data Dictionary PG&E 

Service Intro Plan PG&E 

Test Scripts - System Integration Testing (SIT) PG&E 

Test Scripts - User Acceptance Testing (UAT) PG&E 

jjfj Pacific Gas and 

Electric Company 

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DocuSign Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

SOW - <Name of the Project> 

BPI Pacific Gas and 

Boctric Company 

2.4.2 Exit Criteria - Build Phase 

• Completion and approval of Deliverables -- on an iterative basis, and based on PGE&E's ITM 

Methodology -- by Business Owner and Project Manager. 

2.5 TESTING 

The Testing phase is aimed at preparing the system and organization ready to go-live with the new 

Configured system. As part of preparing the system, completed configuration/customization shall be 

transported to Production environment. Master data, balances and open transactions data as applicable 

shall be migrated to production system. 

The following table illustrates the key activities of this phase: 

R = Responsible A = Approve S = Support 

C = Consult I = Inform 

Phase Activities: Responsibility 

Testing KPMG Team PG&E 

Align to EPM standards and leading R S 

practices 

Support ongoing PMO activities R S 

Manage Stakeholder Feedback R S 

Validate that solution is fit for use through R S 

management of stakeholder impacts 

Communicate with and engage Stakeholders R S 

to build awareness, understanding, and 

encourage adoption 

Go Live Readiness Assessment C R 

Preparation of Cutover checklist C R 

Prepare test data C R 

Conduct Testing: Unit, Regression, 

Integration, UAT, Performance 

C R 

Create Testing Evidences: SIT, UAT 1 R 

Signoff on UAT 1 R 

2.5.1 Deliverables-Testing Phase 

Deliverable 

Revised Stakeholder Impact Assessment 

Owner 

"TPMG ' 

Code Migration Plan PG&E 

Updates to Change Management Plan KPMG 

Stabilization Support Model PG&E 

Test Results PG&E 

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DocuSign Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

SOW - <Name of the Project> 

Pacific Gas and 

jjljyi Electric Company 

Deployment Plan PG&E 

2.5.2 Exit Criteria - Testing Phase 

• Completion and approval of Deliverables - on an iterative basis and based on PGE&E's ITM 

Methodology -- by Business Owner and Project Manager. 

UAT Signoff received. 

2.6 DEPLOY PHASE 

Phase Activities: 

Deploy 

Respons 

KPMG Team 

bility 

Prepare Cutover Plan C R 

Ownership of overall cutover activities and coordination 

with key project stakeholders 

1 R 

Approve Cutover plan and Cut-over sequence 1 R 

Go Live Check List 1 R 

Perform related Cutover Activities 1 R 

Prepare, cleanse and migrate data 1 R 

Master Data uploading to production environment 1 R 

Validate migrated data in production by business 1 R 

Post Implementation support Plan C R 

Conduct end user training C R 

Published Authorized list key decision makers for rollback 1 R 

Approved Risk mitigation strategy & Roll back plan C R 

Manage Cutover Drills using PG&E resources 1 R 

Sign off on Go-No Go Decision Document 1 R 

Go-Live 1 R 

2.6.1 Deliverables - Deploy Phase 

Deliverable Owner 

Go/No-Go Checklist PG&E 

Updates to Change Management Plan KPMG 

Service Introduction Plan PG&E 

Page 22 | 45 

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DocuSign Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

Pacific tjfis Hnd 

SOW - <Name of the Project> BfJ Electric Company 

RTO - Release to Ops / SSP PG&E 

2.7 STABILIZE PHASE 

Phase Activities: 

Stabilize 

Respons 

KPMG Team 

bility 

PG&E 

Contribute to "Lessons Learned" session C R 

Management of user feedback and incorporation of 

change requirements into the overall solution road map 

C R 

Validation of benefits realization plan from the 

Plan/Analyze Phase 

C R 

Checklist: Project Closure 1 R 

2.7.1 Deliverables-Stabilize Phase 

| Deliverable Owner 

| Lessons Learned PG&E 

Checklist: Project Closure PG&E 

Page 23 | 45 

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DocuSign Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

SOW - <Name of the Project> 

Pacific Gas and 

Electric Company 

3.0 EXCLUSIONS 

The following activities are excluded from the KPMG Scope: 

• Leading Prototyping Workshops 

• All training related deliverables, which are transferred to PG&E. KPMG will advise PG&E on Training 

from both a solution and OCM perspective. 

• All PMO deliverables. KPMG will provide input and support to PMO activities. 

• All deliverables related to build, test, and post go-live support. KPMG will provide input in each of 

these phases from a Business Process, Solution and OCM perspective. 

Page 24 | 45 

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DocuSign Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

SOW - <Name of the Project> 

Pacific Gas and 

Electric Company 

4.0 HIGH LEVEL BUSINESS REQUIREMENTS 

The High Level Business Requirements as they relate to the overall project are outlined below. 

Requirements listed are not specific to delegation of work or responsible party. They outline the 

requirements of the project as a whole to provide context to the scope. For breakdown of roles, 

responsibilities and accountable scope, please see sections 3 and 10. 

The EPM project aims to implement workflows, functionality and reporting in each of the functional areas: 

1. Integrated Change Control 

2. Authorization / Reauthorization 

3. Portfolio & Project Management 

4. Process requirements, including Workflow 

5. Reporting 

6. Phase Gate Control 

Detailed requirements will be developed and documented during the Plan/Analyze Phase. 

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SOW - <Name of the Project> 

5.0 DELIVERABLES 

Deliverables are called-out within the associated project phase (section 3) of this document. Given Iterative nature of 

this project delivery methodology, deliverables will be created and accepted in iterations. 

Pacific Gas and 

Electric Company 

Page 26 ! 45 

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DocuSign Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

SOW - <Name of the Project> 

Pacific Gas and 

Electric Company 

6.0 ACCEPTANCE CRITERIA 

All Deliverables shall be formally accepted by PG&E (in most cases that is documented through an 

acceptance email from the IT Project Manager (see 7.1 Key Personnel) and Business Owner. 

KPMG should plan for the deliverables to go through a formal review (review session to be led by KPMG 

Deliverable owner) with the appropriate project stakeholders. This review should be a detailed 

walkthrough of the deliverable and the input/concerns should be addressed as an outcome of that 

review session. Request for changes to the deliverables shall be within acceptable, common industry 

standards and practices. Reasons for non-acceptance shall be limited to errors, omissions or other 

reasons that directly inhibit the completion of the Project. After resolution, that deliverable should be 

ready for PG&E acceptance which should be a very straightforward process. 

Page 27 | 45 

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DocuSign Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

SOW - <Name of the Project* 

•fl Pacific Gas and 

jjjyj Electric Company 

7.0 PROJECT IMPLEMENTATION PLAN 

The engagement will be carried out with well-defined iterations having clear milestones within each 

phase. 

See Section 2.3 for a diagram of the high-level implementation plan. Detailed implementation for the 

relevant workstreams and iterations will be completed and agreed-to by both PG&E and KPMG as part 

of the Plan/Analyze for that workstream. 

7.1 KEY PERSONNEL 

The following have been identified as Key KPMG Personnel. 

KMPG Role 

Engagement Partner 

KPMG Project Lead 

Unifier Technical Lead* 

SAP Integration Lead 

EPPM Lead 

Change Lead 

Process & Workflow Consultant 

Process Facilitator Solution Architect 

Change Manager 

EPM Standards Lead 

Team Member 

Reid Tucker 

Cindy Yu 

Cari Stieglitz 

Mike Kaizuka 

JBD~7 TT 

Julie Nelson 

Shemek Pawiik 

Eric Soukup 

David Calef 

Scott Dudley 

* PG&E hereby consents to KPMG's use of Sage Method, Inc. ("Sage") to perform and complete the 

Work, to the entry into a Subcontract with Sage in connection therewith, and to the disclosure to Sage 

of PG&E's information (including, without limitation, PG&E's Confidential Information) by or at the 

direction of KPMG in connection therewith. KPMG will ensure an executed Non-Disclosure Agreement 

is in place between Sage and KPMG prior to disclosure of PG&E information. KPMG will have executed 

Non-Disclosure Agreements in place between Sage and KPMG prior to disclosure of PG&E information. 

The following have been identified as Key PG&E Personnel. 

PG&E Role Individuals 1 Title / Responsibility 

Executive Sponsor Jamie Martin / Brooke Reilly 

Vice President 

EPM Tools Sponsor Don Clark, Director of Project 

Management Center of Excellence 

Business IT Sponsor Dean Trovato 

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SOW - <Name of the Project> 

Pacific Gas and 

Electric Company 

PG&E Role Individuals / Title / Responsibility 

EPM Tools Manager 1 Business Owner Mike Castillo 

EPM Steering Committee Don Clark Business Finance and Planning 

Michael Castillo Business Finance and Planning 

John Blodgett Electric Distribution 

Patrice Agostino-Martin Electric Transmission 

and Substation 

Kevin Myers Gas Operations 

Joe Osborn IT Line of Business (LOB) 

Scott Edwards Power Generation 

PMO Manager/ IT Project Manager Jeffrey Hannan 

PG&E Unifier Build/Test/Deploy Lead John Davis 

PG&E EPPM Build/Test/Deploy Lead TBD 

KPMG will maintain Key Personnel in the project pursuant to Section 12.1 of the MSA. 

If key Personnel changes are required outside of KPMG control (terminations for cause, illness, or 

resignations), then KPMG will provide PG&E notice of acceptable personnel change. In case of any 

change in key personnel due to unforeseen scenario, KPMG will provide sufficient overlap time to do a 

knowledge transfer by the outgoing key team member to the incoming key project member. 

7.2 PROJECT CHANGE REQUEST MANAGEMENT PROCEDURE 

A change is defined as a requested modification to a key term or condition of this agreement at any stage 

of the project, which requires the deliverable under development to deviate from the current baseline. 

The change request procedure will cover: 

0 Identification and documentation of the need for change and change details (request for change) 

0 Analysis and evaluation of change request for technical impact and impact on effort, schedule, cost 

as well as other planning aspects 

0 Approval or disapproval of change request 

0 Implementation of change 

Initiate Change Request (CR) KPMG /PG&E PM initiates Change Request 

Evaluate CR KPMG evaluates and identifies items impacted, impact on 

schedule and activities under progress, estimated effort 

and cost, possible implementation alternatives/option 

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SOW - <Name of the Project> B

li Pacific Gas and 

^ 0cc(r/c Company 

Initiate Change Request (CR) KPMG /PG&E PM initiates Change Request 

Approve CR KPMG Project Manager reviews the impact and approves 

the findings 

Accept CR PG&E Business Owner and IT Project Manager reviews and 

accepts KPMG CR Analysis on Effort/Cost/Schedule 

Authorize CR PG&E IT Project Manager updates plan and PG&E Project 

Manager authorizes the implementation of change 

accepted by PG&E 

• PG&E approved documents will be frozen on receipt by KPMG. Any changes required for a frozen 

document need to go through a formal change request procedure. They should also be logged as 

Change Requests (CR). Either PG&E or KPMG may raise CR. The impact in terms of time, cost and 

effort will be evaluated by KPMG and will be submitted to PG&E to receive authorization for the 

change implementation. 

• All change requests shall be approved by the Business Owner and the PG&E IT Project Manager. 

• Typically, a Change Control Request Form will contain the following details: 

o Details of change 

o CR number of the change 

o Date originated 

o Who originated (PG&E / KPMG 

o Description of change 

o Criticality / priority 

o Assessment of change 

o Description of change 

o Technical impact 

o Estimated effort and cost 

o Impact on current schedule 

o Decision 

o Authorization 

o Schedule for carrying out CMR 

• A change control register will be maintained to track the status of CRs and the progress of their 

implementation. 

• The change control register will contain the following details: 

o CR number 

o Priority/criticality 

o Date originated 

o Who originated (PG&E / KPMG 

o Date issued 

o Date authorized 

o Scheduled start date 

o Scheduled completion date 

o Actual start date 

o Actual completion date 

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SOW - <Name of the Project> 

Pacific Gas and 

Electric Company 

o Completed by whom 

o Verified by whom 

o Status of CR (completed / partially complete and not started) 

7.3 CHANGES TO STAFFING 

PG&E will be given the opportunity to review the resumes and qualifications of KPMG staff 

members or sub-contractors prior to adding or changing members of the KPMG team who will 

fulfill lead roles on the project. PG&E will be allowed 1 business day to review the resources for 

lead role resource additions or changes to the KPMG team or their subcontractors. 

7.4 CUT OVER AND ROLL BACK PLAN 

No KPMG responsibility for this Cut Over and Roll Back Plan 

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DocuSign Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

SOW - <Name of the Project> 

jjjfjj Pacific Gas and 

fl Electric Company 

7.5 PROJECT COMMUNICATION PLAN 

7.5.1 Weekly Status Reporting 

The KPMG Project Manager will provide weekly status report of KPMG to the PG&E Project Manager 

in a mutually agreed format. 

7.5.2 Steering Committee Meetings 

The KPMG Onsite Project Manager will participate in steering committee meetings consisting of PG&E 

IT & Business Managers, other key stakeholders of PG&E including Business Owner and KPMG Account 

Manager. This is for overall project health check. The frequency of Steering Committee Meetings is 

monthly as part of the EPM Steering Committee meeting. KPMG personnel may be asked to step out 

of meeting if/when PG&E sensitive matters are discussed 

7.5.3 Escalation Procedures 

The following are possible levels of escalations for critical issues that are not addressed:-

Level of 

Escalation 

Threshold time for 

escalation 

Escalation Point 

Level 1 1 working days 

PG&E Project Manager, 

KPMG onsite Project Manager 

Level 2 3 working days 

PG&E Business Owner, KPMG Account 

Manager 

Level 3 5 working days 

PG&E Executive Sponsor, KPMG Executive 

Sponsor 

7.6 DEPLOYMENT PLAN 

KPMG will provide input into deployment plan that will be developed by PG&E PMO. 

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SOW - <Name of the Project> 

8.0 PAYMENT SCHEDULE 

KPMG contract is a Fixed Fee contract. Payments will be tied to acceptance of deliverables at the rate shown below. 

8.1 PAYMENT AMOUNTS BY DELIVERABLE 

Work Stream Deliverable Cost ($USD) 

Project Initiation Start of Project $100,000 

Enterprise Requirements and Architecture: $326,839 

Plan/Analyze Workshops $87,769 

Business Process Design $70,503 

High Level Architecture $52,115 

Logical Data Model $53,848 

Solution Blueprint 

o Enterprise-level architecture: To-be/future state 

o Enterprise-level user requirements, including 

process modeling 

o Enterprise-level integrations 

o User scenarios 

$62,604 

Integrated Change Control $261,267 

ICC Requirements & Architecture: 

ICC-Requirements and Arch workshop 

$ 22,687 

Detailed Functional Requirements $45,418 

Detailed Non-Functional Requirements $20,000 

Requirement Traceability Matrix $14,999 

ICC Solution Blueprint 

o Updated function specific architecture, if any $38,062 

ICC Design: 

Design Workshops $49,594 

Integration and Data Migration $15,522 

Configuration Management plan $15,000 

Application Design Document 

o Functional specifications 

o Detailed System Integration Process Flow 

o Data Flow 

o Application Configuration 

o Process or Operational Considerations 

o Technical design 

o Wireframes including UI/UX Design 

o Role-based permissions 

$39,984 

! Pacific Gas and 

p5 f! Bectric Company 

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. •! Pacific Gas mi 

SOW - <Name of the Pr0ject> Ml Electric Company 

ICC Build, Test, Deploy: 

Support $18,306 

Governance 

(Authorization/ReAuthorization + Phase Gate) $198,505 

Governance Requirements & Architecture: 

Governance-Requirements and Arch workshop $19,711 

Business requirements / Use Cases $12,336 

Detailed Functional Requirements $8,336 

Detailed Non-Functional Requirements $4,000 

Requirement Traceability Matrix $16,828 

Governance Solution Blueprint $12,336 

Governance Design: 

Design Workshops $47,579 

Integration and Data Migration plan $18,500 

Configuration Management plan $17,067 

Application Design Document 

o Functional specifications 

o Detailed System Integration Process Flow 

o Data Flow 

o Application Configuration 

o Process or Operational Considerations 

o Technical design 

o Wireframes including UI/UX Design 

o Role-based permissions 

$41,813 

Governance Build, Test, Deploy: 

Support $24,360 

EPPM (Inc. Misc. Tech & Potential Enhancements $191,438 

EPPM Requirements & Architecture: 

EPPM Requirements and Arch workshop $21,212 

Business requirements / Use Cases $10,009 

Detailed Functional Requirements $6,040 

Detailed Non-Functional Requirements $4,000 

Requirement Traceability Matrix $18,329 

EPPM Solution Blueprint $ 27,939 

EPPM Design: 

Design Workshops $47,720 

Integration and Data Migration plan $9,101 

Configuration Management plan $9,080 

Application Design Document $38,008 

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DocuSign Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

SOW - <Name of the Project> 

Pacific Gas and 

Bectric Company' 

EPPM Build, Test, Deploy: 

Support $14,414 

OCM Organizational Change Management: $936,304 

Organization Impact Analysis $70,223 

Develop Change Management Plan 

• Change Complexity Assessment 

$93,630 

$46,815 

Stakeholder Impact Assessment $70,223 

Execution on Change Management Plan 

Monthly fee 

• Organization Impact Analysis (Bi-weekly) 

• Manage stakeholder feedback 

• Communicate With and Engage Stakeholders 

• Update Change Management plan, as needed 

$655,413 

$109, 236 per 

months, for 6 

months 

Total of Payments $2,071,852 

8.2 DELIVERABLESTIMELINE 

Deliverable are anticipated to be delivered as follows: 

2018 2019 

Work Streams Jul [Aug |Sep joct |Nov [Dec Jan 

Project Intiation SSiUltl • 

• Establish Schecuiefor Project 

workshops to be held in P/A 

Phase 

• Signed NDAs 

Enterprise 

Requirements and 

Architecture 

Arch 

• BusinesslmpactAnafysis 

• Business Process Design 

• High LevelArchitecture 

• LogicalDataModel 

• SolutionBlueprint 

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SOW - <Name of the Project> 

Pacific Gas and 

Electric Company 

2018 2019 

Work Streams Jul lAufs Iseo lOct ! Nov |Dec Jan 

Governance 

(Authorization/ReAuth 

orizatlon + Phase Gate) orizatlon + Phase Gate) • Business requirements / Use Cases 

• DetaiiedFuncttonal Requirements 

* Detailed Non Functional Requirements 

• RequirementTraceability Matrix 

• Governance Solution Blueprint 

• Design Workshops 

• Integration and Data Migration plan 

• Configuration Management plan 

• Application Design Document 

Build &Test 

• Support 

2018 2019 

Work Streams Jul (Aug Isep 1 Oct I Nov I Dec Jan 

Governance 

(Authorization/ReAuth 

orization + Phase Gate) 

...Rqmts&Ai ' 

• Business requirements / Use Cases 

• DetailedFunctional Requirements 

• Detailed Non Functional Requirements 

• RequirementTraceability Matrix 

• Governance SolutionBiueprlnt 

• Design Workshops 

• integration and Data Migration 

• Configuration Managementplan 

• Application Design Document 

Build & Test 

• Support 

2018 2019 

Work Streams Jul IAUB 1 Sep loct INOV 1 Dec Jan 

EPPM{inc. Misc.Tech & Rqmts & Arch 

Potential 

Enhancements • Businessrequirements/UseCases 

* Detailed Functional Requirements 

• Detailed Non FunctionalRequirements 

• RequirementTraceability Matrix 

• EPPM SolutionBiueprlnt 

Design 

• Design Workshops 

• integration and Data Migration plan 

• Configuration Managementplan 

• Application Design Document 

Build & Test 

ssmsmzm&mmmsssm 

• Support 

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DocuSign Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

SOW - <Name of the Project? 

' Pacific Bus and 

[KM Electric Company 

2018 

Work Streams Ju! |Aug |s«p |Oct |Nov |Dec 

OCM • Develop Change Engagement • Update Change • Update Change Engagement • Update Change • Update Change • Update Change 

Plan Engagement Plan Plan Engagement Plan Engagement Plan Engagement Plan 

• Change Complexity • Update • Update Complexity •Update • Update • Update 

Assessment Complexity Assessment Complexity Complexity Complexity 

• Stakeholderlmpact Assessment • Update Stakeholderlmpact Assessment Assessment Assessment 

Assessment • Update Assessment • Update • Update • Update 

Stakeholder Impact Stakeholderlmpact Stakeholderlmpact Stakeholderlmpact 

Assessment Assessment Assessment Assessment 

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DocuSign Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

SOW - <Name of the Project> 

Pacific Gas and 

Electric Company 

9.0 MISCELLANEOUS 

9.1 WORK POLICY: OFFICE SPACE AND FACILITIES 

PG&E will grant permission to KPMG for accessing PG&E's premises during normal business hours. 

However, if access is required beyond normal business hours, PG&E will also grant explicit 

authorization for such access. PG&E will provide the necessary onsite space and support facilities, if 

required, to KPMG personnel at no cost to KPMG . This includes: 

0 Sufficient air-conditioned office space with desks and chairs to accommodate the KPMG 

consultants. 

0 Conference facilities as required for meetings and working sessions. 

0 Fax and photocopying facilities. 

0 Office stationery and consumables. 

PG&E will provide the proper safety and security for each KPMG consultant and all equipment and 

material relating to the assignment while on PG&E premises. 

KPMG agrees to adhere to and follow PG&E Safety and Security policies while on PG&E premises 

and/or engaged with PG&E Personnel. 

9.2 COMPUTER AND RELATED RESOURCES 

PG&E will provide the following computer and related resources for the KPMG consultants 

associated with the project at their location: 

0 Logon credentials with privileges to access the relevant system software and development tools 

required for the project. 

9.3 METHODOLOGY, TOOLS, AND TECHNIQUES 

The project will follow PG&E's published IT Methodology for overall project delivery, including use of 

approved project templates. 

KPMG will leverage leading practices in the development and execution of the business process/ 

requirements / design workshops. 

PG&E standards, tools, and techniques will be used for developing the proposed software. 

9.4 CONTRACTOR SAFETY POLICY 

KPMG agrees to adhere to and follow PG&E Safety and Security policies. 

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DocuSign Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

SOW - <Name of the Project> 

1 Pacific Gas ami 

jjPyij Electric Company 

10.0 STAKEHOLDER ROLES AND RESPONSIBILITIES 

The roles and responsibilities of KPMG project team are listed in the table below: 

KPMG Role Responsibilities related to the Project 

KPMG PMO Support 

• 0.25 FTE to support on-going PMO activities and deliverables: master project 

schedule, status report, risks/issues, etc. 

• Lead Plan/Analyze workshops to develop requirements and architecture 

documents 

• Align solution to EPM standards 

KPMG OCM Lead and 

consultants 

• Create Change Strategy 

• Develop Change Plan 

• Communicate with and engagement stakeholders to build awareness and 

understanding 

• Manage stakeholder feedback 

• Validate that solution is fit for use through management of stakeholder 

impacts Build and sustain leadership commitment so that EPM Tools remain 

top of mind and high priority 

• Assess readiness to confirm that all critical objectives have been met 

KPMG Technical lead 

and consultants 

Complete the following tasks and deliverables required during the Plan/Analyze 

phase: 

• Enterprise-level requirements and architecture 

• Review LOB artifacts 

• Plan and facilitate enterprise architecture sessions (2 weeks) 

• Document system and process architecture 

• Document preliminary phase scope 

• Phase-specific Plan/Analyze 

• Validate phase scope 

• Plan and facilitate requirements & process design 

• Update phase level requirements & architecture / validate enterprise 

architecture 

Complete the following tasks and deliverables required during the Design phase: 

• Lead design workshops 

• Identify design deliverables 

• Coordinate with LOBs on design related items 

• Coordinate with PG&E Build team to develop design deliverables 

• Remain in an advisory role to support the PG&E team during the Build, Test 

and Deploy stages (20 hrs. per week) 

The roles and responsibilities of PG&E stakeholders for this project are listed in the table below: 

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DocuSign Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

SOW - <Name of the Project> 

MTI Pacific Gas and 

Electric Company 

Role Responsibilities Related to the project 

PG&E PMO 

0 Coordination of all Project Workstreams including meeting preparation, 

coordination and facilitation for: requirements, architecture, design and 

prototype workshops 

0 Develop Project Management schedule 

0 Prepare and conduct executive-level and stakeholder project Kick-off 

meetings 

0 Develop and maintain detailed resource-loaded MS Project schedule 

0 Bi-weekly progress reporting 

0 Risk Management 

0 Project Change Control 

1 Act as the primary contact to the KPMG Project Manager and coordinate all 

activities for the project 

0 Select and provide qualified PG&E team members for the duration of 

implementation 

13 Replies to requests from KPMG are made within a timely period 

0 Escalation path support 

PG&E Quality 

Advocate (arid 

Program Owner) 

• Validate that deliverables conform to project scope and quality 

• Continuous quality monitoring and independent assessment of configured 

solution vs. user requirement 

• Provide guidance on alignment between design intent and configured 

solution 

PG&E 

Build/Test/Deploy 

teams 

• Lead Prototyping Workshops 

• Configure systems for ICC, Governance, and EPPM per design document 

• Update Test Plans as needed 

• Develop Test Scripts 

• Work with PMO to plan deployment of functionality, timing of Prototyping 

Workshops 

• Complete all testing related activities 

• Lead UAT 

• Clean and migrate data to new systems 

• Perform Cutover 

• Operate and maintain systems 

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DocuSign Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

SOW - <Name of the Project> 

jjjjfl Pacific Gas and 

fFSM Electric Company 

LOB representatives 

• Participate and provide input in requirements & architecture and design 

workshops 

• Agree on enterprise solution 

• Provide LOB specific requirements and specification input for design team 

• Provide feedback on design 

• Provide feedback on prototypes during prototyping workshop 

Business Lead 

• Act as representative for each respective LOB participating on this project 

• Address action items assigned to PG&E LOBs that may affect the project 

schedule in a timely manner. 

• Coordinate with other work teams in their respective LOBs so the project 

team is aware of other activities and dependencies 

Steering Committee 

• The Steering Committee shall serve as the tactical guidance and decisionmaking body for EPM Tools for issues that cannot be resolved by the LOB 

representatives and the project team. 

• Review and provide approval of all deliverables, including PG&E deliverables, 

and other recommendations produced by the EPM Tools project 

IT Stakeholders 

• Support development activities 

• Support data migration to/from SAP 

• Software installations in a test or development environment, as required 

Subject Matter 

Experts 

• Clarify specific processes and/or requirements. 

• Clarify issues in the source data 

• Review prototypes 

• Clarify business requirements 

• Provide timely feedback to project team 

UATTeam 

• Finalize the acceptance criteria 

• Perform UAT 

• Provide feedback and acceptance 

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DocuSigri Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

SOW - <Name of the Project> 

"73 Pacific Gas and 

ffifJ! Electric Company 

11.0 RISKS AND ISSUES 

Project Planning, Coordination, and Management 

- Availability of PG&E resources in a timely fashion for the development and roll-out 

of the solution during the Build, Test, and Deploy stages. 

- Availability of PG&E stakeholder to participate in Project meetings and workshops. 

- PG&E PMO recognition of other PG&E business activities and consequent timely 

planning and notification of PG&E personnel 

- Master Project Schedule may not capture the right activities, dependencies and 

durations 

- Availability of accurate and complete information and data for review in the course 

of the project 

- Accuracy of schedule inputs and dependencies from project team and stakeholders 

- Electric LOB developing solution for ICC, Auth/ReAuth, Phase Gate 

Approval, and EPPM that is not aligned to the EPM Standards; therefore, 

impacting outcomes of the enterprise solution and this project. 

OCM & Training 

- Resistance to change is a significant risk area for the Project. As with any tool 

implementation, a certain level of resistance is expected as stakeholders gain 

knowledge and skills to adopt the new solution. EPM Tools has the added 

complexity of overcoming existing perceptions relating to the SAP PS integration 

(SPSI). 

- Coordinating tool and procedure training efforts as well as implementing EPPM 

potentially could be difficult without adequate sponsorship. 

- LOBs may be experiencing "change fatigue" and may not be able to accommodate 

additional change due to other initiatives being rolled-out at the same time. 

- Training content not sufficient or delivered in time to realize benefits. 

Technical 

- Availability of PG&E resources in a timely fashion for the development and roll-out 

of the solution during the Build, Test, and Deploy phases to complete by 2018 

- Clear understanding of various environments and their usage during prototyping, 

testing, and cutover. Downtimes or blackout periods could be significantly 

impactful to project schedule. 

- No November release. 

- Sufficient preparation and facilitation of Prototyping Workshops to provide users 

with accurate testing and to gather accurate feedback for solution enhancements. 

- Consensus on process automation across LOBs may be difficult, as each LOB has 

varying levels of standardized process and/or tool adoption. Consensus on what the 

process should look like before it is digitalized may be time consuming and difficult 

to obtain because LOBs are at different levels of maturity. 

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DocuSign Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

SOW - <Name of the Project> 

Pacific Gas and 

Electric Company 

- Designing or "over-designing" the solution to account for all scenarios may lead to I 

inefficiency during the tool implementation due to unnecessary keystrokes and a j 

highly complex solution that cannot adapt to changes. Complex technology or 

integration design could potentially inhibit future improvement or flexibility. 

- When a tool is centralized for enterprise-level needs, it may limit its ability to 

address LOB specific needs. | 

- EPM Procedures across different LOBs vary to such an extent that leveraging the | 

initial prototypes for rollout to subsequent LOBs will not be successful j 

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DocuSign Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

SOW - <Name of the Project> 

Pacific Gas and 

Electric Company 

12.0 GUIDING PRINCIPLES 

I 

12.1 TECHNICAL ASSUMPTIONS 

0 PG&E will work to the dates in the EPM Tools project schedule, to be developed and agreed upon between 

the KPMG and EPM Tools Sponsor within 1 week of Project start, or per the dates provided in this CWA. 

0 The assumed start date for the EPM Tools Project Is 07/23/2018. Any delay to the start date will impact the 

planned completion date by the duration of the delay. 

0 In-scope LOBs are limited to the following: 

o Gas Distribution -To be Confirmed during Initiation Phase 

o Gas Transmission 

o Electric Transmission 

o Electric Distribution 

o Power Generation 

o IT 

0 Maximum of six (6) LOB representatives per design session 

0 PG&E to lead prototyping workshops and provide own reporting tool for the purpose of prototyping. 

0 Design modifications during prototyping will be limited to essential changes in order to control scope creep 

during critical windows. 

0 The PG&E configuration team will be responsible for updating all changes to the technical documentation 

after the initial ADD is approved. 

0 Configuration should be complete per design at least one day (24 hrs) prior to the planned Prototyping 

Workshop as outlined in project schedule. PG&E shall allocate time to prepare the environment for testing 

during the Prototyping Workshops. 

12.2 TESTING ASSUMPTIONS 

0 PG&E will be responsible for all testing related activities and deliverables. KPMG will advise PG&E on 

testing from both a Solution and OCM perspective. 

12.3 TRAINING ASSUMPTIONS 

0 PG&E will be responsible for all training related activitiesand deliverables. KPMG will advise PG&E on 

Training from both a Solution and OCM perspective. 

12.4 OCM ASSUMPTIONS 

0 KPMG will be responsible for distributing all communication via current channels of distribution lists, 

employee lists, etc. PG&E shall be responsible for providing KPMG access to current email addresses and 

communication channels. 

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DocuSign Envelope ID: 4E783A19-FC3A-4CB5-8945-41BF735BF88F 

SOW - <Name of the Project> M F| Pacific Gas and 

5*8 Electric Company 

12.5 GENERAL ASSUMPTIONS 

13 In-scope LOBs will be ready from a process, procedure, leadership support, and user acceptance perspective 

to implement the EPM Tools project 

13 EPPM standards and processes have been developed and ready for LOB specific procedure development. Our 

scope related to this area has been updated to reflect the progress made by PG&E. 

13 The Project team will have access to accurate, complete, and timely information and data, paper or electronic 

as necessary or as available. 

• Primary location for this project will be PG&E's offices in San Francisco; and on an as-needed basis in other 

PG&E San Francisco Bay Area locations. PG&E will provide a dedicated project room at the San Francisco 

location of sufficient size for a full-time team of eight to occupy on a full-time basis for the duration of the 

project. 

13 KPMG and PG&E will work together to identify and schedule all stakeholder interviews, workshops, and 

working sessions. 

13 PG&E will provide security badge access, individual work space, internet connections, printer access, and 

phone access for KPMG staff for the duration of the project. KPMG will coordinate with PG&E for conference 

room space and may need to provide conference room space within its San Francisco facilities. 

13 Travel for resources, wherever possible, will occur during standard work days and times. 

13 KPMG may not serve in a Management role or make any Management decisions or judgements on behalf of 

the client. For these purposes, Management is defined as hiring, firing or disciplining and management 

decisions are defined as hiring, firing or disciplining decisions or acting as an agent of PG&E. KPMG is 

expected to perform the typical duties of project management including giving day-to-day direction to those 

resources assigned to support the project. 

• KPMG's engagement activities are not intended to be an audit, examination, attestation, special report or 

agreed-upon procedures engagement as those services are defined in AICPA literature applicable to such 

engagements conducted by independent auditors. Accordingly, these services will not result in the issuance of 

a written communication to third parties by KPMG directly reporting on financial data or internal control or 

expressing a conclusion or any other form of assurance. 

The following amendments to the MSA apply solely for purposes of this CWA: 

• The following is hereby added as the penultimate sentence of Section 16.0 of Attachment 2 - General Conditions 

"For the avoidance of doubt, the methodologies, processes, techniques, ideas, concepts, and trade secrets 

that KPMG uses and develops in providing the Work (including any improvement thereto) are deemed to be 

Consultant Knowledge and may be used by PG&E in accordance in accordance with worldwide, perpetual, 

royalty-free license granted in Section 18.0 of Attachment 2 - General Conditions to the MSA." 

13.0 ADDITIONAL TERMS APPLICABLE TO THIS CWA 

to the MSA: 

END OF DOCUMENT — 

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