for all Phase 1 activities. This will include project initiation and kickoff, developing and managing the Phase 1 resource loaded project plan, updating and maintaining the plan, measuring progress against the plan, developing regular project management status reports and making presentations to the City’s Project Management Office and the Steering Committee. The vendor will be responsible for ensuring that all vendor and City project staff are aware of their roles in the project plan and are aware of scheduling issues. The vendor will be responsible for tracking all project issues and bringing them to the City Project Director for resolution on at least a weekly basis. Vendors shall provide the the project manager for all Phase 1 activities. This will include: Project initiation and kickoff and managing the Phase 1 resource loaded project plan Updating and the plan and measuring progress against the plan regular project status reports and making to the City’s Project Office and the Steering
project controls and supporting tools required for the Project including an approach for issue tracking and resolution. The City has established a Project Management Office (PMO) that will provide assistance to the vendor related to managing and using the project controls. Providing the project controls and supporting tools required for the Project including an approach for issue tracking and resolution, and reporting them to the City’s Project Office and Project Director. Provide Phase 1 Project Team Training: The vendor shall provide training to familiarize the City project team with capabilities and features unique to the most current version of PeopleSoft (v9.2 or later). This training is intended to enable the City project staff to be productive during their Phase 1 Project Team Training: The vendor shall provide training to the City’s project team to enable them to be productive participants in the Phase 1 work activities. Specific deliverables may include but will not be limited to:
users to continue exploration and learning. The City believes the results of the following two activities are required to subsequently complete the Implementation Options Analysis: Perform Objectives Validation: The vendor shall complete an analysis of the City’s objectives listed in section 5 to address the following: Identify whether the objectives can be reasonably met by PeopleSoft Financials version 9.2. Identify any contradictions between or among objectives. Identify any significant or flaws related to the objectives. Identify options for meeting the objectives. Identify advantages and disadvantages Objectives Validation: The vendor shall develop a written report including analysis and regarding the City’s objectives listed in section 5. This report shall include at least the following: Identify whether the objectives can be met by PeopleSoft Financials version 9.2. Identify any between or among objectives.
For RFP 3) P2P Current State Report SEA v 4 0b For RFP 4) PC of Current State SEA v 4 0 For RFP 5) P2P and PC Future Report Final For RFP 6) Validate the City’s proposed future Chartfield Design: The vendor will review and confirm the City’s basic structure and approach of its proposed future Chartfield Design. This would include advantage and disadvantages to the proposed solution in Proposed Future Chartfield Design: The vendor develop a written report describing the viability of the Chartfield design including advantages and disadvantages in achieving
meeting the business problems and objectives that have been defined. The Chartfield review process will include workshops / sessions with City project team members and other core City users to discuss the use of the chart fields and related functionality in order to obtain input. (Please see the attachment (7) titled: City Proposed Chartfield Use For RFP (attachment 7), for information about the current City proposal for using PeopleSoft Chartfields.) the City’s objectives. Prior to developing the written report, the vendor shall hold workshops / sessions with appropriate City employees to discuss the proposed chart fields, use and functionality. Develop a PeopleSoft Modifications Reduction Recommendation: The City currently has made many modifications to the PeopleSoft Financials software since implementation. PeopleSoft Modifications Reduction - The vendor develop a written report of the recommended approach to eliminate,
analysis of viable implementation options available to the City including phasing of PeopleSoft modules, functionality, or City departments; and, deferring planned FinMAP changes to achieve the stated goals. The analysis shall include for each option the City and vendor resource and cost estimates, schedule, advantages, disadvantages, and risks and the degree to which each option supports the City’s objectives listed in section 5. The analysis will also include high level estimates of the on-going costs the City would incur for each option. The vendor shall, based on their expert opinion, recommend an implementation option. The analysis shall be at a sufficient level of detail for the City to make an informed decision. The City believes, based on the written report of the viable options including costs, resources, schedule, advantages, disadvantages, and risks. The report will include a description of how each option achieves the City’s objectives. The level of detail will be sufficient to differentiate between the options in order to make a selection. The cost level of detail will include categories for vendor labor resources, City labor resources, hardware, software and other resources such as space. The City understands that this is a higher level of detail than what the detailed
shall present the Implementation Options Analysis in writing and at numerous presentation sessions. The vendor shall provide sessions and presentations to city departments on the proposed options. The sessions are intended to provide the city departments with the level of detail they need to generally understand the business and technical impacts resulting from the various options. The following activities will be based on/reflect the implementation option selected by the City and provide information required for the Implementation Plan: Develop a Phase 2 Project Management (PM) Approach and Methodology: The vendor will develop a Phase 2 PM Strategy that defines how the vendor and the City will manage the PM activities including but not limited to: project Phase 2 Project Management (PM) Approach and Methodology: The vendor shall develop a written report of the recommended PM approach and methodology for Phase 2.
City users and to establish a set of training tools and methods for on-going training delivery. support the strategy. Develop an Organizational Change Management Strategy: The vendor shall develop a recommended Organizational Change Management Strategy (OCM) for Phase 2. The Strategy shall address the required business process reengineering to implement the new business processes at both the City and departmental level. Organizational Change Management shall also include departmental readiness plans and activities. The City understands that an OCM strategy should address at least Organizational Change Management Strategy: The vendor shall develop a written report of the recommended Organizational Change Management Strategy for Phase 2. The report will include a description of the division of labor between the Project and the City departments with respect to business process re-design and the approach, tools and methodology required to execute and manage departmental readiness.
Department the following topics: The change capacity Structures to support change Stakeholder Business process redesign and impact analysis Change sponsorship of changes Coaching / consultation assistance for departments Resistance readiness Develop a PeopleSoft Technology Strategy: The City has completed an inventory of their current technology environment used in conjunction with the PeopleSoft v8.8 PeopleSoft Technology Strategy: The vendor shall develop a written report of the recommended PeopleSoft Technology Strategy. The Technology Strategy shall address
system (see Attachments 8 and 9). The Technology Strategy shall provide for the server operating environment required to support both Phase 2 implementation and the ongoing production of the PeopleSoft environment. This Technology Strategy shall include for the approach for production job scheduling, including specific software considerations. This Technology Strategy shall include an inventory of all the technology components recommended, if the PeopleSoft environment is on-premise in the City’s data center. This should include any required server upgrades. requirements for performance, computing platforms, storage, networking, and job scheduling. The study will consider the use of the City’s Data Center versus the potential use of a hosted.
side of the interfaces using a common interface protocol. Develop a Data Conversion Strategy: The vendor develop a recommended Data Conversion Strategy for Phase 2. This strategy shall address conversions as well as data scrubbing and ownership of master data sets such as vendor, customer, chart fields, item and others as appropriate. Data Conversion Strategy: The vendor shall develop a written report of the recommended Data Conversion Strategy for Phase 2. This strategy shall address conversions as well as data scrubbing and ownership of master data sets such as vendor, customer, chart fields, item and others as appropriate. This strategy will include a comprehensive quality assurance and validation of the converted data. Develop a Workflow Strategy: The vendor shall develop a strategy for implementing and using workflow to support the PeopleSoft functionality in Workflow Strategy: The vendor shall develop a written report of the recommended strategy for the City to implement and use the PeopleSoft
version 9.2. This strategy will prioritize the use of workflow and include a phased implementation approach if possible. Workflow tools to support business process activities and approvals. The strategy will include the approximate level of effort required to maintain and manage the work flows. Develop a Reporting Strategy: The City currently has over 700 standard reports centrally produced from the PeopleSoft system. In addition, many City departments have developed data warehouses serving their unique internal reporting requirements. The vendor shall develop a recommended reporting strategy for the City to be implemented in Phase 2. The City desires to 1) reduce the number of custom reports to be developed and maintained Reporting Strategy: The vendor shall develop a written report of the recommended Reporting Strategy for Phase 2 addressing the requirements for central, departmental and user reporting. This strategy will address opportunities for using PeopleSoft reporting tools, Oracle reporting platforms and other third party reporting platforms.
Performance and Load Testing The strategy should define the approach for developing test cases, use of automated test tools, defect resolution and management, regression testing, and testing progress reporting. The strategy will describe the City and the vendor’s responsibilities related to testing. phases that will occur during Phase 2 implementation. Develop a Departmental Impact Assessment: City staff working under the direction of the vendor shall develop an assessment describing the departmental impacts -- by department -- resulting from the implementation of the selected scope. The Impact Assessment will address the Departmental Impact Assessment: The vendor shall assist the City with developing a written report describing the impact of the PeopleSoft on the departments.
business process changes, the technology and interface changes, the reporting changes and any other major changes resulting from the implementation. The Impact Analysis will identify the departmental resources required to manage the changes. The vendor shall provide standard templates and directions to the City staff. Develop Knowledge Transfer Strategy: The vendor shall develop a Knowledge Transfer (KT) Strategy that identifies how the City employees on the project team will receive knowledge from the vendor’s subject matter and technical experts in order Knowledge Transfer Strategy: The vendor shall develop a written report to describe the approach to knowledge transfer from the vendor’s consultant team to the City employees working on the project during Phase 2. The KT strategy must included proven techniques for
and City staff. A detailed risk analysis for Phase 2 The vendor and the City shall identify additional City staffing needed for: backfill during training, reconciling system differences, manually converting data, staffing help desk, or other activities. consistent with the Project Plan. 2 Cost Proposal - The vendor shall develop a cost proposal including vendor and City resource costs, hardware, software, and any other project related costs to complete Phase 2 It is anticipated this will include both narrative and tabular information. Phase 2 Risk Assessment – The vendor shall develop a written analysis of the Phase 2 risks based on their experience in similar and their knowledge of the City.