1/2/15 - The Michigan Municipal Services Authority

Transcription

PO BOX 12012, LANSING MI 48901-2012
PUBLIC NOTICE OF A
SPECIAL MEETING
Pursuant to Section 4.6 of the Bylaws of the Michigan Municipal Services Authority
(Authority), the Chairperson of the Executive Committee of the Authority has called a
special meeting of the Executive Committee and fixed the following time, date, and place
for holding the special meeting:
Date
Friday, January 2, 2015
Time
9:00 AM
Location
Capitol View Building
201 Townsend St Suite 900
Lansing, MI 48933
The meeting is open to the public and this notice is provided under the Open Meetings
Act, 1976 PA 267, MCL 15.261 to 15.275.
The meeting location is barrier-free and accessible to individuals with special needs.
Individuals needing special accommodations or assistance to attend or address the
Executive Committee should contact Michigan Municipal Services Authority Chief
Executive Officer Robert Bruner at (248) 925-9295 prior to the meeting to assure
compliance with Subtitle A of Title II of the Americans with Disabilities Act of 1990, Public
Law 101-336, and 42 USC 12131 to 12134.
A copy of the proposed meeting minutes will be available for public inspection at the
principal office of the Authority within 8 business days. A copy of the approved minutes
of the meeting, including any corrections, will be available for public inspection at the
principal office of the Authority within 5 business days after approval by the Executive
Committee.
EXECUTIVE COMMITTEE
SPECIAL MEETING
Friday, January 2, 2014 at 9:00 AM
Lansing, MI 48933
AGENDA
I.
Call to Order
II.
Roll Call
III.
Approval of Agenda
IV.
Approval of Minutes
a. Minutes of December 12, 2014 Executive Committee meeting
V.
Administrative Report (none)
VI.
Audits (none)
VII.
Committee Reports (none)
VIII.
Old Business (none)
IX.
New Business
a. Resolution 2015 – 01 Procurement of Professional Services
b. Resolution 2015 – 02 Regular Meeting Schedule Amendment
X.
Public Comment
XI.
Other Business (none)
XII.
Adjournment
EXECUTIVE COMMITTEE
REGULAR MEETING
Thursday, December 11, 2014 at 2:00 PM
Lansing, MI 48933
MINUTES
 Proposed Minutes
MEETING TYPE:
I.
 Regular
 Approved Minutes
 Special
Call to Order
The meeting was called to order at 2:05 p.m. by the Chairperson.
II.
Roll Call  
Executive Committee Member Attendance:
Stacie Behler, Chairperson
Bob Daddow, Vice-Chairperson *
James Cambridge, Secretary
Eric DeLong, Treasurer
Al Vanderberg, Member
 Present
 Present
 Present
 Present
 Present
 Absent
 Absent
 Absent
 Absent
 Absent
Other attendees: Bob Bruner, Jessica Moy, Scott Buhrer, Stacy Sada, Sue Ann Lipinski.
*Participation by phone
III.
Approval of Agenda
Moved by: DeLong
Supported by: Cambridge
Yes: X
No: __
IV.
Approval of Minutes from November 13, 2014 Regular Meeting of Executive Committee
Moved by: DeLong
Yes: X No: __
V.
Administrative Report
a. Monthly Financial Report
Bob Bruner presented the Administrative Report during the Authority Board meeting and
provided a monthly financial report update.
b. Financial Management System (FMS) Project Update
Bob Bruner provided an update on FMS during the Authority Board meeting.
In addition, discussion took place regarding the need for MMSA to provide new products
and services. Security and data breach concerns were discussed regarding electronic
point of sale.
c.
Virtual Health and Wellness Management System (VHWM) Project Update
Bob Bruner provided an update on VHWM in the Authority Board meeting.
There was discussion regarding expansion of the MMSA’s services and how it can fill the
needs of services to other communities across the state.
VI.
Audit Reports
None.
VII.
Committee Reports
None.
VIII.
Old Business
None.
IX.
New Business
a. Resolution 2014 – 41 Procurement of Auditing Services
Moved by: DeLong
Yes: X
No: __
The Executive Committee approved that the Chief Executive Officer is authorized to enter
into a professional services agreement on behalf of the Authority for procurement and
auditing services.
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b. Resolution 2014 – 42 Designation of CGAP FY 2013 (round 1) Liaison
Moved by: DeLong
Yes: X
No: __
The Executive Committee approved that the Chief Executive Officer of the Authority,
Robert Bruner, is the designated liaison and point of contact with the Michigan
Department of Treasury regarding CGAP FY 2014 – Round 1.
X.
Public Comment
None.
XI.
Other Business
Stacey Behler thanked Bob Bruner and Bob Daddow for their understanding and support
during her absence.
XII.
Adjournment
Moved by: Cambridge
Supported by: DeLong
Yes: X
No: __
Certification of Minutes
Proposed minutes respectfully submitted,
Authority Secretary
Date
Approved by the Executive Committee on January 8, 2015.
Authority Secretary
Date
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REQUEST FOR PROPOSALS (RFP)
FOR
PROJECT MANAGEMENT PROFESSIONAL SERVICES
ISSUED BY
MICHIGAN MUNICIPAL SERVICES AUTHORITY
CHIEF EXECUTIVE OFFICER
ROBERT BRUNER
ISSUED ON
November 26, 2014
ELECTRONIC PROPOSALS DUE
WEDNESDAY, DECEMBER 17, 2014 AT 8:00 AM EST
Michigan Municipal
Services Authority
Request For Project Management
Professional Services
NOTICE OF PROPOSAL
The Michigan Municipal Services Authority (Authority) is issuing this Request for Proposals
(RFP) from qualified project management professionals to assist the Authority and participating
units with initiation, planning, implementation, monitoring and controlling, and closing processes
of the financial management system (FMS) project.
Questions Due: Wednesday, December 10, 2014 at 5:00 PM EST
Proposals Due: Wednesday, December 17, 2014 at 8:00 AM EST
•
Submit questions and proposals to [email protected]
•
Proposals received after this time may not be considered
•
Proposals must be binding for 60 days from the due date
PAPER PROPOSALS WILL NOT BE ACCEPTED!
ABOUT THE AUTHORITY
The Authority is a “Michigan public body corporate” created in 2012 through an Interlocal
Agreement between the cities of Grand Rapids and Livonia. “The purpose of this Agreement is to
create and empower the Authority to exercise the common powers, privileges, and authority of the
Parties to engage in cooperative activities with other Public Agencies consistent with this
Agreement.” The Authority is a “virtual” city authorized to do anything a Michigan municipal
corporation can do but it has no geographic boundaries.
ABOUT THE PROJECT
The Multi-Tenant Financial Management and Human Resources Software System (FMS) project
was awarded $3.6 million by the Michigan Department of Treasury in 2012 (see attached). The
grant application stated the project would create a cloud-based suite of replicable “virtual city hall”
back-office software services the Authority could deploy to local units statewide.
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Phase I included the development of “Best Practices for Michigan Local Government Business
Processes” (attached). The Project was awarded another $5 million in 2014 (see attached).
Genesee County, Grand Rapids and Kent County are currently participating in the project.
The State of Michigan awarded a $50.6 enterprise resource planning (ERP) contract to CGI
Technologies and Solutions Inc. (CGI) in June 2014. The ERP contract is extended to local units
through the MiDEAL extended purchasing program. The FMS Project Team began evaluating
CGI Advantage in August and is preparing to enter into implementation and Software as a Service
(SaaS) contracts with CGI.
STATEMENT OF WORK (SOW)
Project management professional services are requested to manage ongoing processes throughout
the project, including, but not limited to communication, coordination, and grant management.
The project management professional must provide project collaboration software, attend Project
Leadership Team and other meetings, track and monitor project costs and budgets, and track and
monitor project schedule. Project management professional services are also requested to manage
the process groups described below.
Initiation (In progress; to be completed in Q1 2015)
The FMS Project was initiated in 2012 when the City of Grand Rapids, in cooperation with the
Authority, issued a RFP for consulting services to recommend best practices for accounting and
financial management to be applied to multiple units of government throughout the State of
Michigan. Consulting services were also sought to evaluate and implement a comprehensive
financial management software system (FMS) based on the best practices. The FMS Project Team
completed the “Best Practices for Michigan Local Government Business Processes” (attached) and
developed functional and technical requirements in 2013.
The City of Grand Rapids, on behalf of the Authority and other interested local government
organizations, issued a RFP for a Statewide Municipal Financial Management and Human
Resources System (FMS) in September 2013. Although CGI did not submit a proposal at that
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Services Authority
time, CGI did subsequently complete the Functional Requirements forms (attached). A Software
Specification Compliance Summary is also attached.
Project management professional services are requested to help the Project Leadership Team
identify any deficiencies and provide recommendations to fix them before proceeding. Initiation
processes may include, but are not limited to, preparing the project budget, performing cost-benefit
analysis, identifying support personnel for the project, and developing the project charter including
costs, tasks, deliverables, and schedule. Specific deliverables to be developed include preparing
implementation Statements of Work (SOWs) for the implementation services CGI will provide to
the Authority and each participating unit, preparing the Software as a Service (SaaS) Statement of
Work (SOW) for the CGI Advantage 360 software and services CGI will provide to each
participating unit, and preparing a Cost Allocation Plan (CAP) for the Authority and participants.
Planning (To begin and end in Q1 2015)
Project management professional services are requested to help the Project Leadership Team plan
time, costs and resources to adequately estimate the work needed and to effectively manage risk
during project execution.
Project planning processes may include, but are not limited to,
developing additional SOWs, identifying and preparing deliverables, identifying the activities
needed to complete those deliverables, developing the schedule to complete those activities
concurrently or in sequence, estimating the resource requirements for the activities, estimating
time and cost for activities, developing the budget, performing risk planning, and gaining formal
approval from the governing bodies of each participating unit. Additional planning processes may
include identifying roles and responsibilities, communication planning.
Implementation (To begin in Q2 2015 and continue for 18-24 months)
complete the work to be identified in the Project Management Plan. Implementation processes
may include, but are not limited to, directing and managing implementation processes, assuring
the quality of deliverables, managing the Project Team, distributing information, managing
stakeholder expectations, and conducting procurement as necessary. The Project Leadership Team
plans to use the following implementation approach:
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1.0 Project Documents: During project initiation the project team will execute the contract
documents, evaluate the proposed Project Work Plan (PWP) and finalize the SOW.
Milestone: Project Start Approved
2.0 Project Governance: During project governance, the detailed PWP, Project Management Plan
(PMP) and the Project Charter are finalized and approved.
Milestone: Project Governance Approved
3.0 Configuration Environment (Non Production): The non-production environment is
established, including the best practices database which will seed the configuration that the team
will finalize during Business Process Design (BPD) review. Initially, this environment will be used
for the core team training and configuration.
Milestone: Prototype/Training Environment Established
4.0 Core Team Training: Core team training consists of transactional, step-by-step business
processes. The objective to the training curriculum is to acquaint the core team with application
navigation protocols and to prepare the core team for analyzing the requirements in relation to
application functionality from a transactional point of view. The technical team will review the
processes and tools that they will be using to develop work products and assist CGI with the
ongoing, steady-state operations of the solution.
Milestone: Formal Core Team Training Complete
5.0 Build Work Package Inventory: A validated and prioritized list of work packages, which
will comprise the foundation of the implementation project; these work packages include:
•
Business Process Design Reviews
•
Data Upload Inventory
•
System Interface Inventory
•
Report and Online Inquiry Inventories
•
Forms Inventory
Milestone: Review and Confirm Complete
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6.0 BPD Review: Review the supplied set of Business Process Documents (BPDs), which detail
best practice business processes, workflows and client specific configuration options. This review
assesses and documents the out-of-the-box BPD’s “fit” to the City’s business processes and
functionality requirements.
Milestone: Business Process Design Complete
7.0 Solution Configuration: Configuration decisions will be documented in the BPDs to meet the
City’s business process and functionality requirements; these decisions will be applied to the
solution proposed: Financial, Performance Budgeting, Purchasing and Human Resources.
Milestone: System Configuration Complete
8.0 Data Upload: Refine data upload files, developed through projects with our multiple state and
local governments; adapt them specifically to the City’s data requirements.
Milestone: Mock Data Load Round #1 and Round #2 (if needed)
Milestone: Mock Data Load Complete
Milestone: Data Upload Work Package Complete
9.0 Configuration Environment (Production): The production environment is created by
migrating the configured solution to the Production Environment.
Milestone: Production Environment Installed
10.0 System Interfaces: Define the integration and interface requirements, to augment those predefined interfaces provided out-of-the-box (see list below in Section C.5.6) and develop the
interfaces required to share data between the existing systems and the solution proposed: Financial,
Performance Budgeting, Purchasing and Human Resources.
Milestone: System Interfaces Complete
11.0 Reports/Forms: Review the set of delivered baseline reports/forms that support the most
common reporting/form needs of a typical client and spans the solution proposed.
Milestone: Reports/Forms Complete
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12.0 Testing: The test environment will be staged, to include production-like data provided by the
City’s data conversion team. Additional test set-up and supporting entries will be loaded into the
test environment by the City prior to execution of the test scripts. Both system and user acceptance
testing are conducted in the same testing cycle as there are no customizations to validate.
•
Integrated System Test
•
User Acceptance Testing Part 1
•
User Acceptance Testing Part 2
Milestone: Testing Complete/ Freeze Changes to Tables
13.0 End-user Training Materials and Training: End-user training will be written and delivered
by the City’s training resources and the City will be responsible for overall development of enduser training materials and conducting end-user training courses.
Milestone: End-user Training Materials/Training Complete
14.0 Production Readiness and Cut-over: Assist the City with assessing the readiness of the
solution and validate resources for production operations. This assessment is done via checklists
specific to the implemented functionality and client profile. Specific activities include:
•
Readiness Assessment
•
Final Go/No-go Decision
•
Transition Planning
•
Production Cut-over
Milestone: Solution in Production
15.0 Post Implementation Support: Provide onsite post-production support for the period of time
and activities specified in the SOW.
Monitoring and Controlling (To begin in Q2 2015 and continue for 18-24 months)
monitor and control implementation in order to identify and correct potential problems in a timely
manner. Monitoring and controlling processes may include, but are not limited to, measuring
project activities, monitoring project variables against the Project Management Plan, identifying
corrective actions, and preventing circumvention so only approved changes are implemented.
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Services Authority
Closing
manage formal acceptance of the solution. Closing processes may include, but are not limited to,
archiving documentation, completing and closing each contract, finalizing activities. This phase
may also include post implementation review.
CONTRACTING APPROACH
The Authority intends to use a “Time and Materials, Not to Exceed” contracting approach where
the contractor submits a SOW for each of the process groups identified above. Each SOW will be
submitted to the Authority’s Chief Executive Officer. No billable work may commence until
authorized by the Authority in writing. SOWs will be clear, concise, and easy to understand. They
must include, but are not limited to, the following:
•
Process Group: This is often used as a reference for billing and communication.
•
Contact Information: This should include the contact information for the Authority,
vendor, and participant(s), if participant specific.
•
Scope of Work: This describes the work to be performed to complete this process group.
It may also describe work that is considered “out of scope” for the SOW.
•
Tasks: This describes the specific tasks to be performed to complete this process group.
•
Deliverables: This describes the specific deliverables to be provided.
•
Participant Responsibility: This describes any Participant resources needed in order for
the contractor to perform the tasks and complete this process group.
•
Completion Time: This specifies the start and completion dates and may specify specific
working hours.
•
Fee Proposal: This is an all-inclusive “Time and Materials, Not to Exceed” fee proposal
including all charges for the SOW. The fee proposal must include the rates provided in the
proposal and a detailed itemization of hours and any other expenses necessary to complete
this process group.
•
Acceptance Signatures: No billable work may commence until the SOW has been signed
by the Authority and participant(s), if participant specific.
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Services Authority
The contracting approach may change over the course of the project if the parties agree to
implement a different model. For example, work started as time and materials could become a
Guaranteed Maximum Sum or Fixed Price after the scope of all the work is fully defined.
MANDATORY QUALIFICATIONS
The following information must be affirmed in the proposal:
1. The proposer must provide the Authority with project managers who possess Project
Management Professional (PMP) and/or other similar credentials.
2. The proposer must have successfully managed public sector ERP projects.
PROPOSAL FORMAT
The proposal should be formatted as follows:
Letter of Transmittal
The letter of transmittal should contain the following information:
1)
A brief understanding of the services to be provided.
2)
The name(s), title(s), and contact information of the person(s) authorized to act on
behalf of the proposer. This may be different from the contact person.
Title Page
The title page should identify the RFP subject, date of submission, the proposer (organization),
contact person (individual) and contact information. The title page should also include the time
period for which the proposal is binding. Proposals must be binding for at least 60 days.
Table of Contents
The table of contents of the proposal should include a clear and complete identification of the
materials submitted by section and page number.
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Services Authority
Proposer Information
1. A brief description of the proposer, including history, services provided, and location(s).
2. Identify the office location from which services will be provided to the Authority and the
number of staff employed at that office by position.
3. A description of the professional services performed by the staff at that office.
4. A description of the proposer’s experience with public sector ERP projects generally.
5. A description of the proposer’s experience with CGI Advantage projects specifically.
6. A description of the proposer’s (and/or proposed subcontractors’) relationship(s) with the
Authority or any of the participating units within the past five (5) years, and a statement
regarding whether or not the relationship(s) constitute a conflict of interest.
7. A description the proposer’s financial stability including the number of layoffs within the
past five (5) years.
Candidate Information
1. Name and date of availability of the candidate for each position proposed.
2. The resume(s) of the actual individual(s) proposed. All resumes submitted must be sent
"blind" (not on company letterhead and without logos or identifying company marks).
a. Include relevant education and training.
b. Include relevant public sector ERP project management experience.
References
Describe the proposer’s recent public sector ERP project management experience and provide
references including names, email addresses, and telephone numbers.
Additional Information
Provide any additional information the proposer feels may be helpful in the selection process.
Fee Proposal
The proposal must include an all-inclusive fee proposal for the work to be performed to complete
the initiation process group and provide the following deliverables:
•
CGI Advantage 360 Implementation Statements of Work for the Authority and each
participant
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Services Authority
•
CGI Advantage 360 Software as a Service (SaaS) Statement of Work (SOW)
•
A Cost Allocation Plan (CAP) for the Authority and participants
The fee proposal must include the rates provided in the proposal and a detailed itemization of hours
and any other expenses necessary to complete the initiation process group.
ADDENDUMS
The Authority reserves the right to issue addendums to this RFP. Addendums will be issued in
writing and all proposers will be asked to acknowledge receipt of the addendum in writing.
Proposals must include responses to any addendums. Proposals received without acknowledgment
of any addendums or without responses to any addendums may be considered incomplete and may
not considered.
METHOD OF EVALUATING PROPOSALS
Proposals will be evaluated based on the following attributes:
1. The breadth and depth of the proposed staff’s public sector ERP experience.
2. The breadth and depth of the proposer’s local staff experience.
3. The proposer’s references.
RIGHT TO REJECT
The Authority reserves the right to reject any and all proposals submitted deemed not to be in the
best interests of the Authority and to request additional information from all proposers. Any
contract awarded as a result of this RFP will be entered into with the proposer who, based on the
evaluation and oral interviews (if necessary), is determined to be the lowest responsible proposer.
The contract will be subject to approval by the Michigan Municipal Services Authority’s Chief
Executive Officer, attorney and Executive Committee (if necessary).
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The letter of transmittal should contain the following information:
1. A brief understanding of the services to be provided.
2. The name(s), title(s), and contact information of the person(s) authorized to act on behalf of the
proposer. This may be different from the contact person.
December 16, 2014
Mr. Robert Bruner
Chief Executive Officer
Michigan Municipal Services Authority
PO Box 12012
Lansing, MI 48901-2012
Re: Response to Michigan Municipal Services Authority’s (MMSA) request for Project
Management Professional Services, issued on November 26, 2014.
Dear Mr. Bruner,
Advocate Solutions, LLC (Advocate) is pleased to present this proposal in response to the
Michigan Municipal Services Authority’s request for Project Management Professional Services,
issued on November 26, 2014. This proposal is valid for sixty days from the due date of the
RFP; and the timeframe is outlined on the title page of this proposal. In accordance with the
required response to the RFP, Advocate submits the following:
The Advocate point of contact for this proposal is:
Frank Carchedi
Partner
762 South Pearl St.
Columbus, Ohio 43026
614-444-5144 x 224
[email protected]
As you will see in the remainder of this response, Advocate is committed to bringing the
absolute best and proven resources to this project. Our firm brings extensive experience,
proven practices, exceptional skills, and professionalism to this important engagement that are
critical to its overall success, including:

Experienced IT professionals with previous experience working on projects for county,
state and the federal government including experience working with the State of
Michigan (SOM) on their current statewide Enterprise Resource Planning (ERP)
implementation using CGI Advantage.

A proven record of delivering ERP projects on time and within budget in the public
sector.

A positive track record of managing projects in multi-vendor environments and
leveraging established, disciplined project management practices within a public sector
entity. An example of this includes specific methodologies created by the State of
Michigan; those methods include the State Unified Information Technology
Environment (SUITE), Systems Engineering Methodology (SEM) and the Project
Management Methodology (PMM).

Actively engaged on a major ERP initiative for the State of Michigan – Department of
Technology, Management and Budget (DTMB), called– Project SIGMA–with a technical
objective of implementing CGI Advantage and a business objective of increasing
operational efficiency and excellence in delivering services to the constituents of
Michigan.
Advocate wants to assure you that we are committed to achieving the goals established by the
MMSA. As you continue to review the proposal, we are confident that Advocate’s knowledge
and experience is demonstrated throughout it. The Advocate Team believes that we offer the
MMSA the best value and the highest quality possible. We contend that the Advocate Team
offers to the MMSA experience and expertise in our team members that are unmatched. We
know that no vendors are capable or prepared to make the commitment that the Advocate
Team will make to this effort.
The Project Management Professional Services project is important to Advocate and will
receive top priority from our internal support staff, as well as company leadership including
myself. Advocate appreciates the opportunity to bid on this RFP, and we are excited to submit
this proposal.
Respectfully,
Frank Carchedi
Partner
Request for Project Management Professional Services
Issued on November 26, 2014
Submitted on December 17, 2014
Contact:
Frank Carchedi – Partner
Advocate Solutions
[email protected]
Office:
(614) 444-5144 Ext 224
This proposal is binding from
Dec. 17, 2014 to Feb. 17, 2015
Table of Contents
Table of Contents
Proposer Information.................................................................................................................................... 5
Advocate Solutions History, Services and Location .................................................................................. 5
Advocate Leadership................................................................................................................................. 7
Committed to MMSA’s Success .............................................................................................................. 10
Office Location ........................................................................................................................................ 11
Professional Services at the Office.......................................................................................................... 11
Public Sector ERP Projects and General Projects .................................................................................... 12
CGI Advantage Experience ...................................................................................................................... 13
Conflict of Interest Statement ................................................................................................................ 13
Relationship with MMSA ........................................................................................................................ 13
Financial Stability .................................................................................................................................... 14
Candidate Information ................................................................................................................................ 15
Candidate Resume, Education and Training ........................................................................................... 15
References .................................................................................................................................................. 16
Reference – State of Michigan (SOM) ERP Sigma Project................................................................... 16
Reference – State of Ohio OAKS ERP Project ...................................................................................... 19
Additional Information................................................................................................................................ 21
Assumptions............................................................................................................................................ 21
Fee Proposal................................................................................................................................................ 22
MMSA – RFP Response for PMP Services
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1. A brief description of the proposer, including history, services provided, and location(s).
2. Identify the office location from which services will be provided to the Authority and the
number of staff employed at that office by position.
3. A description of the professional services performed by the staff at that office.
4. A description of the proposer’s experience with public sector ERP projects generally.
5. A description of the proposer’s experience with CGI Advantage projects specifically.
6. A description of the proposer’s (and/or proposed subcontractors’) relationship(s) with the
7. Authority or any of the participating units within the past five (5) years, and a statement
8. A description the proposer’s financial stability including the number of layoffs within the past
five (5) years.
1
A brief description of the proposer including history, services provided and locations
Advocate Solutions History, Services and Location
We are for you! - Helping Clients deliver valuable results to citizens and business.
Our results speak volumes—at least that’s what our clients say. Our clients know, love, and
promote us to their peers, because we are the secret behind many of their most successful
accomplishments. At Advocate Solutions, we provide objective professional services to drive
value in your organization through strategic thinking, project execution, and risk mitigation.
And, our staff of seasoned professionals work as teams or on individual expert assignments to
help you achieve your vision by delivering high profile mission critical projects & programs with
the utmost discretion, a quiet effectiveness, and a vigilant eye on the realization of your
business objectives.
Advocate is a privately held company providing professional services to public and private
sector clients. Established in 1995, Advocate provides clientele nationwide with a broad range
of management consulting and advisory services. Advocate has been instrumental in assisting
Public and Private sector clients in establishing strategic advantage through active management
of their IT portfolios, mission critical projects, quality processes, and organizational change.
Advocate specializes in helping clients with high-profile, mission-critical, politically-sensitive
challenges and works to drive value while protecting our client’s interests.
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Why we do what we do - We believe in Advocating for others – We are for you!
How we do it - We solve tough problems, deliver valuable results, and collaborate
What we do - We provide Strategic solutions, Project solutions, and Risk solutions
Advocate maintains a regional presence and is headquartered in Columbus, Ohio (Address: 762
South Pearl St. Columbus, Ohio 43206). Advocate has extensive experience working in the
public sector including a positive track record with multiple departments and agencies in the
State of Michigan, State of Ohio, and the Commonwealth of Massachusetts. In addition,
through our firm’s efforts with the State of Michigan we have provided services to the MMSA in
the past.
Advocate’s long history started out with specializing in quality assurance, independent
verification and validation (IV&V), financial and accounting system assessments and audits,
business process reengineering, and organizational assessments. Over time, we expanded our
solutions offerings and now proudly provide solutions in the following areas: Strategic
Solutions, Project Solutions, and Risk Solutions as shown in the following illustration.
Figure 1 – Illustration of Advocate’s Solutions Offerings
Strategic
Solutions
Strategic Planning
Consolidation
Shared Services
Transformation &
Organizational
Change Management
Business Intelligence
& Analytics
Project
Solutions
PMO/PCO
Development
Portfolio
Management
Project
Management
Architecture &
Engineering
Acquisition
Support
Risk
Solutions
Risk Management
Quality Assurance
Independent
Verification &
Validation (IV&V)
Testing &
Monitoring
Service Level
Development
One thing that has remained consistent throughout our history is our reputation for delivering
solutions to difficult problems and superlative service. This reputation is founded on Advocate's
expert staff and their commitment to delivering the results our clients need for success—
effectively, efficiently and ever mindful of the business objectives.
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Advocate professionals are dedicated practitioners. We have developed our staff by recruiting
professionals with specific backgrounds working as consultants on Design, Development, and
Integration (DDI) on large-scale systems projects, Project Management, Quality Assurance,
IV&V, and senior corporate leadership.
As you will see in our proposal, the Advocate Team is a trusted partner with an objective
viewpoint. We bring the ability to be objective and operate in a spirit of openness and trust
with our clients. With extensive expertise concentrated in program guidance, project
management and leadership.
In addition, our experience shows that systems integration or audit vendors, who also provide
project management services, are often hesitant to challenge other systems integration
vendors’ performance, and cannot create the trust and collaboration required because of
future teaming or competitive concerns. At Advocate, we are not burdened with these issues,
and maintain objectivity to provide effective project and program control over major systems
integration firms. That being said, we have managed or directed the efforts of many of these
vendors including Accenture, CGI, Deloitte, and IBM; demonstrating our ability to work
collaboratively with these vendors to achieve program success.
You can learn more about our firm by visiting the following website: www.teamadvocate.com.
Advocate Leadership
Alan Dillman, Partner
Alan has served as a Partner in the firm since 2003, and serves as the operations manager
responsible for oversight and direction of our clientele. This includes client relationship
management, project management, quality assurance, and delivery management of project
teams including enterprise ERP implementations. He brings his expertise in Information
Technology, Project Management, Quality Assurance, IV&V, Software Development Life-Cycles,
and Business Planning to bear on a variety of client challenges. Alan is often called upon to
support executives in their strategic planning, execution, and monitoring of large IT programs.
Alan has nearly thirty (30) years of progressive performance in business management within
the information technology industry, and is adept at working National Security, Federal
Administrative Regulations, and State Regulatory Requirement efforts. He is also skilled in
stakeholder relationship development, marketing, public speaking, and executive advisory
committees. Alan has a dual degree in Computer Science and Business Management from Kent
State University and earned both a Master’s of Science in Computer Based Learning, and a
Ph.D. in Information Systems from Nova Southeastern University.
Page 7 of 22
Frank Carchedi, Partner
Frank joined the firm as a Partner in January of 2008, and provides leadership in a variety of
areas including sales, recruiting and delivery management. He has over twenty (20) years of
experience providing executive-level leadership and support for large, complex projects within
the information technology industry including ERP implementations. He brings extensive
knowledge of commercial best practices, team development, and operational management.
Frank has an extensive background in Federal, State, and Commercial industry clients. He also
has served in director-level positions at companies such as Motorola, Oracle and Northrop
Grumman. Frank earned both his Bachelor of Science in Information Systems and his Master of
Business Administration (with a focus on Project Management) from Wright State University in
Dayton, Ohio.
Rex Plouck, Vice President
Rex is a Senior Information Technology and Business Management professional with over
twenty-two (22) years of experience in both the public and private sectors. He is a skilled
leader in strategy development, client management and product deployment which has
resulted in numerous, successful delivery outcomes, strong market positioning and growth. His
expertise also encompasses effective organizational change management leadership with a
positive track record of improving operational efficiencies and providing effective
communication building consensus with all levels of management, as well as team members
being impacted.
In addition, Rex has extensive experience in healthcare IT programs, vendor contract
negotiations, creating and managing multi-million dollar to multi-billion dollar budgets, as well
as leading and delivering on program and project initiatives related to IT shared-services
models, ERP implementations and enterprise-wide business intelligence endeavors including
leading both high-tech startups, as well as serving as a Deputy State CIO for the State of Ohio.
He earned his Bachelors of Science in Mathematics from The Ohio State University.
Eric Hoffmann, Resource Manager
Eric has over sixteen (16) years of professional experience including full life-cycle recruiting,
talent management, career coaching, sales and delivery management. He has extensive
experience in talent sourcing, networking, relationship building, talent strategy, business
operations, business processes, organizational communication and talent fulfillment.
Eric is responsible for several major areas at Advocate including; 1.) Recruiting / hiring of new
team members, 2.) Staying connected with current team members and building unity among
the team, and 3.) Working with our executives on business pursuits/proposals/bids.
Eric graduated from The Ohio State University with a degree in Communications – focused in
Organizational Communication, Public Speaking, Usability, and Technology. Additionally, Eric
Page 8 of 22
brings to Advocate a proven track record of success in the recruiting/resource management
areas specifically for Project/Program Management, ERP and Systems Analysis.
Chris Drew, Client Partner/Practice Manager
Chris is a highly successful Senior Program Management professional with over twenty (20)
years of experience who demonstrates exceptional leadership, communication, and planning
skills across all organizational levels from line of business clients to technical systems staff and
to CxO-level executives. He is very effective in understanding business needs, building and
mentoring technology organizations, as well as positioning them to solve business issues.
As a seasoned professional and former CIO, he has the proven ability to assist clients with
strategic planning, achieving return on investments, defining technology capabilities, tactical
program execution, portfolio, program and project management, service delivery, process and
methodology, application development and production support, vendor relationships and
contract management. Chris has executive level experience working at organizations such as
the State of Michigan, Banc One (JP Morgan Chase), iNventiv Health, and Microsoft.
Darlene Wells, Client Partner/Practice Manager
Darlene is a Senior Management / IT professional with over twenty-five (25) years of
professional experience including fifteen (15) years of ERP planning, implementation, and
operations management. She was the Manager responsible for the State of Ohio’s enterprise
ERP implementation and is now the PCO manager for Michigan’s ERP SIGMA program (a CGI
Advantage implementation). Darlene is an expert in large scale project management, strategic
planning and execution, business process re-engineering, application development, quality
assurance and transformation/change management.
Darlene has a superb understanding of State Government across the enterprise including
accounting, budgeting and human resources. She has worked across all state agencies with
Cabinet Officials & Directors, Chief Financial Officers, Directors of Budget and IT professionals.
She is a proven leader with strong motivational, organizational, and communication skills and a
firm believer in starting with a best practice approach and then pragmatically moving to what is
most appropriate for the business with a strong focus on customer satisfaction.
Greg Jackson, Client Partner/Practice Manager
Greg is a Senior Management / IT professional with over twenty-eight (28) years of professional
experience. He has an extensive professional consulting background including expertise in IT
strategy, enterprise software, program management, vendor management, application
development, business intelligence, and healthcare.
Greg has held prestigious positions such as the State of Ohio Chief Information Officer (CIO),
Chief Information Officer (CIO) and Deputy Director for the Ohio Department of Taxation, as
well as Interim Chief Information Officer (CIO) for the newly formed Ohio Department of
Medicaid. Greg’s broad state government, business management and IT management expertise
Page 9 of 22
allows him to advocate and assist Ohio Governor John Kasich's Office of Health Transformation
with a comprehensive Medicaid reform initiative to improve the quality of healthcare for 2.2
million Ohioans which oversees an $18 billion annual budget. In addition, Greg has performed
Senior Management roles with CGI, IBM and American Express.
Greg earned his Master’s in Business Administration (Executive MBA) from Ashland University
and his Bachelor of Science in Management Information Systems at Bowling Green State
University.
Peter McGeoch, Client Partner/Practice Manager
Peter is a Senior Management / IT professional with an extensive background in executive
management, program oversight and organizational change management. This includes
experience with organizational behavior, fiscal affairs, and human resource management, as
well as the unique ability to reduce complexity of policy and operations, create efficient
administration, and execute change in a collaborative manner with all stakeholders.
As the first Chief Information Officer (CIO) for the State of Ohio, Peter completely understands
the value of collegial teamwork to motivate and lead, as well as has proven success in managing
large, complex organizations and delivering technology solutions to accomplish customer
objectives. Peter holds several degrees, including a Bachelor of Arts from Georgetown in
Government and Economics, a Master’s in Business Administration in Quantitative Analysis
from the University of Cincinnati, and a Master’s in Sports Administration from Ohio University.
Committed to MMSA’s Success
Advocate will bring the depth and breadth of our experience to supporting MMSA. All of the
resources and the leaders mentioned above are available to advise MMSA, our Senior Project
Manager, and the team to ensure the success of this project. Advocate is committed to
bringing the experience and resources needed to bear in driving MMSA’s success in this area.
Page 10 of 22
2
Identify the office location from which services will be provided to the Authority and the
number of staff employed at that office by location.
Office Location
Advocate services will be provided onsite at the location designated by the Michigan Municipal
Services Authority (MMSA) by one Advocate Senior Project Manager, with business operational
support services being performed at our Lansing, Michigan and Columbus, Ohio office locations.
Currently we have nine Senior Project/Program Managers working in the Lansing, Michigan
area, including three Advocate team members engaged on the State of Michigan’s statewide
implementation of CGI Advantage an Enterprise Resource Planning (ERP) initiative called
Project SIGMA and two Advocate team members leading the State of Michigan’s Information
Technology (IT) Investment Fund (ITIF) – an initiative reporting to the Governor’s Office and
Technical Leadership at the highest levels within the Department of Technology, Management
and Budget (DTMB).
3
A description of the professional services performed by the staff at that office.
Professional Services at the Office
The professional services provided at the Advocate office locations include our complete set of
solutions services including; Strategic Solutions, Project Solutions, and Risk Solutions.
Additionally our services in support of MMSA will include (but is not limited to): Administrative
support, invoicing and billing, IT technical support, writing and presentation services, document
management, and staffing support.
Advocate promotes a culture of teamwork and collaboration. We employ multiple ex-CIOs and
Senior Managers who have worked on a variety of ERP implementations throughout the State
of Ohio, State of Michigan, State of West Virginia and the Commonwealth of Massachusetts.
These highly experienced professionals are just a quick phone call away in order to provide
additional support to Advocates Senior Project Manager should it be needed, in order to
provide the MMSA with the highest level of support associated with the Project Management
Professional Services project.
Page 11 of 22
4
A description of the proposer’s experience with public sector ERP projects generally.
Public Sector ERP Projects and General Projects
Advocate is dedicated to providing world class consulting services focused on implementing
high value, high performance Enterprise Resource Planning (ERP) system implementations for
public sector clients. Our experienced management and staff have provided management,
oversight, governance, and implementation support for ERP implementation in Ohio, West
Virginia, and Massachusetts and are now doing the same for the State of Michigan ERP SIGMA
program. Our team’s expertise includes managing multiple enterprise rollouts, negotiating and
implementing managed services, directing ongoing change management activities, as well as
project, fiscal, schedule, and risk management for all facets of ERP projects. Our staff of ERP
specialists is second to none, including former CIOs, Directors, Program, and Project Managers.
Advocate also brings a solid track record of success working with the State of Michigan’s
Department of Technology, Management and Budget (DTMB). Our expert staff understands the
level of collaboration essential to achieve program success. Quite simply we believe we bring
the best world-class solution to ERP implementations. Advocate is no stranger to high profile
and mission-critical systems integration efforts. Advocate services the State Government
market with strong experience with general revenue, bond-funded and federally funded
programs. We have successfully supported states in managing a broad array of highly
important and visible State Government projects such as enterprise ERP implementations
(including the State of Michigan and the
State of Ohio), integrated eligibility systems,
statewide voting systems, health system
transformations, unemployment systems,
workforce systems, and many others as
shown in the illustration to the right.
At Advocate, we fully understand the
external and internal pressures, as well as
the dynamics related to highly visible
projects and are skilled at supporting public
sector clients in successfully navigating
these waters. Our staff has extensive
expertise in governance and advising our
clients on successful strategies for largescale, high-profile, and mission-critical
projects. In addition, Advocate has worked on some of Michigan’s most high profile projects to
include the Information Technology Investment Fund (ITIF), Community Health Automated
Page 12 of 22
Management Processing System (CHAMPS), and most recently the Statewide CGI Advantage
ERP implementation called Project SIGMA.
Project SIGMA, kicked off in mid-2014, is a critical initiative for the State of Michigan. This
project is a multi-year initiative to replace the State of Michigan’s enterprise wide financial
system- Michigan Administrative Information Network Financial Administration and Control
System (MAIN FACS), the Data Collection and Distribution System (DCDS), and implement an
online, integrated budget development solution. This project is currently budgeted around
$140 million. Advocate currently has three (3) team members engaged on this project and it is
expected to ramp up to fifteen (15) full-time Project/Program Management Consultants.
5
A description of the proposer’s experience with CGI Advantage projects specifically.
CGI Advantage Experience
Advocate currently is working with CGI Advantage on the State of Michigan’s Project SIGMA
initiative. More details associated with this project are outlined later in this proposal document
under the “References” section.
6
A description of the proposer’s (and/or proposed subcontractors’) relationship(s) with the
Authority or any of the participating units within the past five (5) years, and a statement
Conflict of Interest Statement
Advocate has no conflict of interest with the MMSA regarding the RFP issued on November 26,
2014 for Project Management Professional Services.
Relationship with MMSA
In February 2014, Sue Ann Lipinski, an Advocate employee, was assigned to the Department of
Treasury (reporting to the Senior Policy Advisor to Treasurer Kevin Clinton) and the Center for
Shared Services (reporting to the DTMB Director for Technology Partnerships) to provide
project management, project coordination and administrative services to the MMSA following
the departure of the MMSA CEO, Executive Assistant and Executive Committee Chairperson.
Page 13 of 22
7
A description the proposer’s financial stability including the number of layoffs within the past
five (5) years.
Financial Stability
Advocate has been in business since 1995, and features solid financial stability with measured,
steady growth over the last nineteen (19) years.
To quote our independent CPA firm: “please be advised that Advocate is one of the most fiscally
responsible and stable firms I have ever represented ... In my opinion they are in a superb
financial position with an exceptional management team and have a demonstrated track record
of fiscal success and responsibility.” – Anthony Keys, CPA
We operate with exceptional fiscal responsibility including:

The business has operated on a cash basis since inception

The business has never defaulted on an obligation

The business has no debt

The business sales have increased every year since inception

The business is profitable

The business has superb credit with a $500,000.00 line of credit available on demand.

The business carries no balance on this line of credit.

The business has never been the target of any legal nor collection actions

The business utilizes top tier financial providers including Huntington National Bank and
Fidelity; maintaining a strong historical relationship with these institutions
There have been no layoffs during Advocate’s operation.
Page 14 of 22
1. Name and date of availability of the candidate for each position proposed.
2. The resume(s) of the actual individual(s) proposed. All resumes submitted must be sent "blind"
(not on company letterhead and without logos or identifying company marks).
1
Name and date of availability of the candidate for each position proposed.
Advocate is proposing Mr. Tim Craig for the Project Management Professional Services being
requested by the MMSA. Mr. Craig is available upon project start.
2
The resume(s) of the actual individual(s) proposed. All resumes submitted must be sent "blind"
(not on company letterhead and without logos or identifying company marks).
Candidate Resume, Education and Training
Mr. Craig’s resume has been submitted separately as a “blind” document with all company
logos and identifying marks removed.
Page 15 of 22
References
References
The Advocate team brings the essential elements of success to numerous public sector ERP
projects. The following references describe Advocate’s recent experience with public sector
ERP projects:
Reference – State of Michigan (SOM) ERP Sigma Project
Brief Description of
Project
The purpose of Project SIGMA is to replace the State of Michigan’s enterprise
wide financial system- Michigan Administrative Information Network
Financial Administration and Control System (MAIN FACS), the Data
Collection and Distribution System (DCDS), and implement an online,
integrated budget development solution. Overall, this is a large, complex,
multi-year ERP project initiative. Involving extensive project management
professional services.
Date(s) of Project
July 2014 - Present
Organization
Michigan Department of Technology, Management and Budget (DTMB)
Contact Name &
Job Title
Ruth Schwartz / Project SIGMA, Project Director
Email
(517) 284-7584
Phone Number
[email protected]
Project Details
The initial kickoff for the SIGMA project was in mid-2014. The Advocate team was engaged by the
State of Michigan to complete the following objectives:
Establish PCO Team Organization and Structure
This includes representatives from each of the key stakeholders in the project (PCO team, DTMB,
Implementation Vendor, Agencies). The PCO team serves as the hub for project planning,
communication, issue resolution, and oversight of project delivery.
Establish Project Methodologies and Standards
The implementation vendor, CGI, is using their own project management and software development
Page 16 of 22
References
methodologies. Advocate works directly with the CGI Project Manager to develop mutually agreeable
project management processes conforming to the State of Michigan’s SUITE Project Management
Methodology.
Establish Project Scope and Requirements
Working with CGI, and the state, Advocate reviews key foundation documents that define the
scope of the project including the Business Case and Implementation Vendor Contract. Key items are
documented in the Project Management Plan.
Establish Project Acceptance Criteria
Advocate collaborates with the Department staff and the vendor to develop acceptance criteria for
each deliverable of the work plan. The acceptance criteria is reviewed and approved by the
Steering Committee.
Establish Project Management Processes
Advocate has established mutually agreeable project management processes conforming to the
SUITE methodology, and these are documented in the Project Management Plan. These core
processes include: Change Management, Risk Management, Issue Management, Budget
Management, and Schedule Management.
Advocate is also developing a highly effective Communication Plan that ensures individuals at all
levels receive relevant and appropriate information in a timely manner.
Finalize Project Logistics
Advocate engages daily with the SOM DTMB, and CGI to establish a productive working environment
for the staff assigned to the project. This includes obtaining work locations, security access and
badges, e-mail accounts, directory access for software and documentation, telephone, etc.
Current Project Objectives

Automate and Streamline Budget Preparation

Reform Chart of Accounts / Uniform Coding Block Usage

Enhance Transparency & Accountability Portal

MIDB Currency and Reporting

Move to Vendor Supported, Upgradeable COTS Solution

Automate and Streamline CAFR Production

Project & Grant Reporting, Budgeting, and Processing

Cost Allocation

Increase Accounting Detail Posted from Agency Systems and support treasury functions
through:
 Debt Reporting
 Support for Investment Accounting
Page 17 of 22
References


Bank Reconciliation
Warrant Writing

Automate Interfaces with Banks

Implementation of Positive Pay Banking (if feasible)

Automate Vendor File Synchronization

Reduce the Number of Applications Supported and Interfaces
Page 18 of 22
References
Reference – State of Ohio OAKS ERP Project
Brief Description of
Project
The Ohio Administrative Knowledge System (OAKS) is an enterprise program
whose mission is to maintain and evolve Ohio's core administrative systems.
These include virtualized ERP-based Financial, Human Resources, Customer
Relationship Management, Learning Management, Procurement and
Business Intelligence computing systems supporting the State's core
administrative functions. The OAKS program has implemented a “first-of-itskind” statewide managed-services model. The OAKS program currently
supports a population of 65,000 employees across a federated multi-agency
structure of over 100 Agencies, Boards and Commissions.
Date(s) of Project
January 2006 to June 2009
Organization
Ohio Department of Administrative Services Office of Information
Technology
Contact Name &
Job Title
Beth Stalnaker – Deputy Director for Procurement
Email
[email protected]
Phone Number
Office (614) 752-7456
Cell
(614) 554-4130
Project Details
Advocate established and managed a Project Office to provide governance and oversight of all ERP
activities including all program quality assurance, IV&V, new module implementation, daily
operations, and strategic planning. This ERP implementation of over $150 million included Finance,
Human Resources, Procurement, Enterprise Learning Management, Customer Relationship
Management, and Business Intelligence.
There were nearly 100 stakeholders for this initiative including 28 cabinet level agencies, boards and
commissions, PMO staff, as well as elected officials and over 20 vendors. This initiative also included
complex data conversion and multiple technologies.
Advocate implemented an OAKS governance process from program inception including IV&V
oversight of Accenture. This included defining the management structure, working with State staff to
define roles, approach, milestones, and objectives. Advocate ensured initial production releases of
the HR modules and ancillary services. Upon completion of the initial releases Advocate staff
transitioned to the State and established a long term governance structure based on the framework
defined by the IT Governance Institute. The governance bodies consisted of a Change Control Board,
Steering Committee, and an Executive Board. These governance bodies included: Strategic
Alignment, Value Delivery, Risk Management, Performance Management, and Resource
Management. Advocate was also responsible for quality assurance, reporting to the governance
Page 19 of 22
References
Reference – State of Ohio OAKS ERP Project
bodies including details about schedule, budget, risk/issue management and corrective action
planning.
The Project Office operation ran within a managed service environment with the State utilizing
Accenture to provide operational and infrastructure management. The State Service Assurance Team
providing oversight to the program and reporting to the Project Office was made up of 30
professionals responsible for strategy, architecture, vendor management, quality management and
project management.
Communications – Facilitated the creation and execution of presentations to the OAKS Investment
Board and OAKS Steering Committee. These were complex conversations where a key skill was to
level set executive leadership and legislation on removing obstacles and paving the way for
implementation of several major projects.
Improved controls with data protection and security capabilities to eliminate risk to sensitive/private
OAKS data utilizing the NIST 800-53 control framework.
Provided Project Assurance for the OAKS program, all core processes were enabled as we stood up a
managed service operation. Utilized the continuous improvement process to annually review
processes and create efficiencies as identified.
Project Office Resource Management – as PeopleSoft resources were scarce in central Ohio,
determined the need to move to a managed service environment.
Project Governance – Designed a balanced scorecard to measure best practice areas of: Customer
Satisfaction, Operational Performance, Talent Management, and Financial Management. Added the
components of Risk Management, Vendor Management, and Project Portfolio Management as key
focus areas for the OAKS competency.
Additionally, the Advocate team brings a substantial amount of experience implementing and
providing project management oversight for ERP projects including the following clients:

Advanced Micro Devices, Inc.

Longaberger

Butler County of Ohio

Pennsylvania State System of Higher Education

Central Michigan University

State of Oregon

Cincinnati Public Schools

State of West Virginia

Commonwealth of Kentucky

TerraStar Satellite Communications

Commonwealth of Massachusetts

Tyson Foods, Inc.
Page 20 of 22
Assumptions

Per the MMSA instructions the initial proposal is for the initiation phase of the project

All work is on a Time and Materials basis with estimated hours

Additional staff may be added to the team at the discretion of MMSA

Deliverables may change at the request of MMSA as the project matures
Page 21 of 22
Fee Proposal
Fee Proposal
participant
The fee proposal must include the rates provided in the proposal and a detailed itemization
of hours and any other expenses necessary to complete the initiation process group.
Fee Proposal
This initiative is a time and material project; this section outlines the pricing and schedule for
the “Proposed Services.” Outlined below is the information necessary to execute the proposed
services.
Position Required
Senior Project Manager
Resource Name
Tim Craig
Hourly Rate
$145.00
Estimated Number of Hours
500 Hours
Estimated Cost
$72,500.00
Page 22 of 22
Tim Craig – Senior Project Manager
Professional Summary
Mr. Craig is a Senior Project/Program Manager with over thirty (30) years of experience working with state
governments, federal agencies, and commercial corporations throughout the US, Asia, and Europe. He has
extensive experience in delivering ERP systems for State Government, Federal Government and across many
private sector clients and was a former employee of CGI. He has in-depth knowledge using multiple
methodologies to implement projects and programs including full life cycle SDLC with RUP, Agile, and Scrum,
as well as the State of Michigan’s SUITE and PMM methods. He is also well versed in CMMI and Six Sigma
Standards.
Mr. Craig has broad expertise and knowledge of application portfolio, project management office (PMO) best
practices, and program management approaches. He has been a key advisor and liaison to executive steering
committees and multiple stakeholders. He brings expertise in the areas of thought leadership, strategic
planning, requirements, cost benefit analysis, data analytics-payments-processing, metrics, data conversion
and migration, training, implementation, and continual process improvement. In addition, he achieved a
Master’s in Business Administration and a Bachelors of Computer Science from Hayden West Coast University.
Experience
Consulting Company
05/2014 – Current
Senior Project Manager / Solutions Professional
Client: State of Michigan, Treasury – DTMB (Department of Technology, Management & Budget)

Refocused and provided a dynamic solution for project in flight; responsible for replacing over 20 legacy
Paradox/Delphi applications and databases for the State of Michigan - Treasury Discovery agency.

Facilitated effective collaboration negotiations between DTMB Client and Treasury Discovery Customer to resolve
long-standing miscommunications for project direction and technical solution.

Built and developed a highly cross-trained team to detail requirements, design a very comprehensive and complex
solution utilizing .NET that will leverage a Microsoft 3-tier application stack composed of SQL Server 2014, MS
Server 2012 with IIS8 and .NET Framework 4.5.2, targeting, exclusively the MS IE 11 browser.
 The application server platforms will include frameworks to develop a Web application utilizing the .NET
MVC (Model, View, Controller) design pattern, which will significantly decrease development, testing and
production deployment time and resources.

Realigned key project stakeholders on critical program decisions, resulting in an approved change request with a
budget increase from $1.0 to $4.1 million and a duration increase from nine (9) months to 24 months.

Resolved several existing conflicts resulting in improved performance and improved team synergy.

Identified and mitigated potential project risks through pro-active communications, project re-estimation, and
actions that eliminated the probability of project cancellation.

Provided oversight and guidance to DTMB management within a challenging environment amongst stakeholders.
MMSA Proposal for PMP Services
Page 1 of 7
Tim Craig

Directed and managed a focused project team of multiple contractors/sub-contractors within a diverse matrix
organization reporting to multiple key stakeholders.

Facilitated key project discovery, technical, and status meetings with Treasury and DTMB management resulting in
effective collaborative communications.

Responsible for scheduling and completion of SUITE methodology process and deliverables, Team Track, and
Version Manager process, as well as SharePoint and ChangePoint project administration.

Developed and maintained a detailed project schedule, time/management reports, and financial reports with
Earned Value Management (EVM).
Consulting Company
05/2012 – 05/2014
Senior Project Manager
Client: Genova Technologies contract with Centers for Medicare and Medicaid (CMS)
12/2013 – 05/2014

Turned around stressed project for an unhappy client to a successful technical implementation in record time and
under budget while improving client satisfaction and relations resulting in new work from the client; accomplished
this by providing honest and transparent communication with the client until all problems were resolved and
rebuilt trust within a few months.

Managed governance policies and procedures for projects to standardize the execution of Project Life Cycle and
SDLC methodologies to align with CMMI Level 3 compliance requirements.

Developed and maintained a new standards document and writers guide adopted by CMS program for collecting
and developing requirements for program solutions implementation and testing.

Directed and managed four (4) project efforts for the CMS CMMI (ACO-CEC-SIM) program utilizing a customized
lifecycle hybrid of iterative and Agile methodologies in the development and deployment of multiple requirements
products.

Established a strong and dependable client relationship with CMS CMMI stakeholders resulting in praise and
appreciation of Genova’s team members for their class of excellence in approach and delivery of deliverables.

Designed and developed a company-wide, comprehensive EVM procedure and a Microsoft Excel template to report
all major PMBOK metrics by each project and aggregate data for program evaluation.

Led team of multiple Business Analysts in the solicitation and development of business requirements products,
while coordinating support functions of Technical Writers, Quality Management, and Business Development
resources.
Client: Signature consulting contract with Centers for Medicare and Medicaid (CMS)

05/2012 – 11/2013
Turned around a troubled $25 million project from a previous incumbent during a 90-day startup and transition,
resulting in successful launch of the initiation, planning, and execution phases for Measures Management (PQMM)
of CMS Owned and Non-Owned Measures, Analytics, Education and Outreach, and Helpdesk functions. This was
completed by:
 Holding multiple sessions with all major stakeholders on a daily and weekly basis.
 Bringing in highly skilled medical SMEs such as doctors, nurses, and clinicians though seven (7)
subcontractors.
 Managing each one on a daily basis until CMS had clarity and confidence in the products being delivered
and trust was established for ongoing Operations & Maintenance activities.
Page 2 of 7
Tim Craig
CGI Group
12/2006 – 03/2012
Senior Program Director/Project Management/PMO

Served in the role of Program Director with prime responsibilities to direct and manage all PMO, portfolio programs
and project activities in excess of $100 million with over 50 individual project teams and over 15 direct reports.

Worked with CGI Advantage ERP teams to define project management best practices for implementation and
program governance.

Created the PMO and program governance policies and procedures for projects to standardize the execution of a
Project Life Cycle and SDCL methodologies to align with CMMI Levels 3 & 4 compliance requirements. These
processes were utilized on Advantage ERP programs.

Provided leadership, governance and management of the portfolio programs, project teams and international PMO
forum between US and Canada organizations.

Participated in the planning and implementation of all major IT strategies and initiatives to maintain CMMI Level 3
& 4 certification, SOX and PCI financial standards, and HIPPA compliance.

Supported all the executive and senior management staff with all communications, metrics, roadmaps, dashboard
reports, and financial status. This included Advantage ERP reporting.

Provided strategic program management and project support to ensure successful on-time delivery, escalation and
resolution of issues and concerns of the client and other contractors with project team and leadership members.

Provided oversight and guidance on all strategic matters including client expectations, desires and expected results
to the project team.

Developed and maintained successful client relationships and provided extraordinary services to the client to
ensure the highest customer satisfaction levels.
Outlined below are highlighted project engagements for Mr. Craig while working at the CGI Group.
Client: State of Oregon
10/2011 – 03/2012

Turned around a project that was $4 million over budget and six (6) months behind schedule.
 Replaced project management staff for the CGI and State sides due to overly complicated issues around
politics, trust and personality conflicts.
 Created a new project schedule to understand what needed to be done to complete the project, and what
resources and additional costs would be incurred.
 Rebuilt the relationship with the State Of Oregon, created and executed a corrective action plan to
complete all overdue tasks within 180 days.

Facilitated and performed client interaction including multiple-contractors and sub-contractors, as well as provided
oversight of multiple issues within the project.

Managed and established direction for the overall corporate activities for the PMO, implementation, and delivery
programs.

Provided strategic planning and thought leadership for the review and evaluation of current legislative directives
regarding Oregon’s Child Protection Services, against the recent SACWIS implementation to ensure the 50/50
government funding.

Developed a strategic document to establish scope and project initiation for the next SACWIS deployment(s) for
enhancements and self-sustainable Operations & Maintenance.

Reengineered the project management approach, planning and delivery of post go-live client acceptance.

Rebuilt and improved client relations and trust from past project staffing issues and conflicts.
Page 3 of 7
Tim Craig

Developed strategic plan to re-identify and validate established scope per contract and multiple amendment
requirements and obligations.

Reengineered internal process to increase productivity and effectiveness.
Client: Military Sealift Command
07/2011 – 09/2011

Developed a comprehensive Customer Satisfaction Program for the client with internal DOD customers and
stakeholders.

Performed over 30 interviews with the executive team, Project Managers, and internal stakeholders to collect
information and feedback about the existing services and support levels, as well as financial cost, functional drivers,
and requirements for existing and future projects.

Helped develop training curriculum and interview strategies to be performed between customers and support
groups.
Client: Centers for Medicare and Medicaid (CMS)
05/2007 – 06/2011

Developed and implemented a cutting edge team member multilateral relationship model to effectively execute
self-governing process for all team members and activities to produce the highest morale and team dynamics.
 This model provided effective cross training, client business understanding and interpersonal
communications across team members, and client stakeholders.

Managed continuous support tasks and activities in collaboration with data center to advise, evaluate, and resolve
business, functional and technical issues and concerns.

Developed vision and overall agenda for managing financial and confidential data and information infrastructure as
enterprise assets interacting across the organization to understand the needs and requirements of the business and
operational units.

Developed a logical enterprise data model and a data management roadmap for the organization defining the
organization's infrastructure ownership, stewardship, and governance programs while ensuring adoption and
execution of the programs through appropriate documentation and training processes.

Directed and managed a highly experienced team through several releases of the application utilizing extensive
knowledge and experience with interrelationships between applications, warehouses/database, reports, and
websites components.

Successfully launched five (5) releases within a three (3) year contract on time and within budget with ‘0’ attrition.
Client: TerraStar Satellite Communications
12/2006 – 05/2007

Managed program oversight reporting for SAP ERP PLC implementation with multiple contractors (Accenture,
Deloitte, and SAP) for Supply Chain Management (SCM) System, consisting of Advanced Planner and Optimizer
(APO), and Production Planning and Control (PP); interfaced with various legacy systems and applications such as
Laboratory Information Management Systems (LIMS), Quality Management System (QMS), client-facing Web
applications, and other business applications.

Managed continuous support tasks and activities in collaboration with data center to advise, evaluate, and resolve
business, functional and technical issues and concerns.

Established a new precedence for SAP short-term implementation; SAP presented written recognition and
accommodation to the project team, and adopted this new delivery methodology for its short-term
implementation engagements.
Page 4 of 7
Tim Craig

Facilitated all discussions and provided functional and technical direction on SAP FICO/SCM modules defining
roadmap scenarios for current implementation requirements while building baseline functionality for additional
phase development to include the full suite of SAP SCM modules.
Tyson Foods, Inc., Fayetteville, Arkansas
03/2004 – 12/2005
Senior Program/Project Director

Directed program/project management activities within a multi-million ERP (SAP/IS/IT) cross functional
implementation that included Finance (FI, CO, GL, AR, AP), Materials Management (MM), Supply Chain
Management SCM (SRM and CRM), CRM, Procurement, Inventory and Transportation Management.

Facilitated meetings with senior management to layout the strategy in alignment with business goals.

Managed infrastructure to support offices across the country and employees working remotely.

Responsible for coordinating day-to-day data center operations (Development and Production data centers) for the
modernization of data center infrastructure.

Collaborated with vendors in establishing partnerships and working relationships of Data Center Engineers and
Technicians.

Partnered with the Security Director to enforce security controls, design networks and manage the necessary
security monitoring tools.

Coordinated closely with other engineering teams to provide requirements, manage priorities and provide input
into release schedules and project plans.

Directly responsible for a master data project which included project tracking for resources and budgeting,
developing project plans, creating functional and technical specifications, BPPs, system configuration, system
architecture, data conversion, cleansing and maintenance efforts and training.

Driving force behind the definition and development of processes, workflow, change management, training, and
process improvements across multiple disciplines including manufacturing, warehousing, procurement, finance,
transportation, and sales/marketing.

Provided risk assessment and contingency plans for PMO, and pre-planned project activities to bring inflated
budget estimates within proposed guidelines, ensuring projects could be completed on time and on budget.
Advanced Micro Devices, Inc.
01/2001 – 03/2004
Senior Program/Project Manager

Assumed program responsibility for large infrastructures for an international multi-divisional corporation that
included:
 Managed the ERP system and architecture design.
 Handled capacity planning.
 Managed budget, ROI and procurement of capital equipment.
 Installation and configuration of hardware and software.
 Installation of networking devices and cabling.
 Worked with architects on building/refurbishing a new server room.

Project responsibility for creating the project charter, project plan, creating budget forecasts, assigning resources,
creating weekly status reports; leading and participating in design, development, test and delivery meetings.

Coordinated efforts for disaster recovery and risk management, in case of systems failure. Managed continual
updates, patches, software, and hardware maintenance.
Page 5 of 7
Tim Craig

Created vision for SAP roadmap and designed architecture and project plan(s) for development and
implementation that was in alignment with corporate objectives and goals.

Led and participated in multiple teams to perform analysis, blueprinting of business requirements into SAP
technical design and specifications, configuration, integration and regression testing, batch management, sales
forecasting and demand planning.

Directed and managed the hands on architecting and implementation of SAP modules for FI, CO, MM, BW, EBP, PP,
SRM to US, Europe, Malaysia, China, Thailand, and Japan.

Completed out of the box configuration (minimum customization) and implementation of a global SAP go-live in six
(6) months vs. a site-by-site 18 to 24-month project timeline for SRM/EBP.
Bombardier – Business Jet Solutions – Dallas Texas
01/1999 – 01/2001
Senior Business/Technical Consultant and Project Manager

Architected and managed the entire program, set-up agreements with integration providers and launched the
program between Bombardier, Montreal, Wichita KS, and BJS-USA and BJS-Europe which was a multi-million
program to integrate into a eBusiness total solutions package with a data warehouse, CRM, and SCM applications
with BAPIs / RFCs configured to interface with SAP.

Owned and managed entire engagement life cycle from concept through deployment with full accountability for
success.

Responsible for P/L of bid contract for scope creep and time and materials tracking for charge back to the client.

Responsible for program/project management functions for all internal and external project resources. This
included:
 Managing budget and capital equipment expenditures.
 Estimating projects, creating project plans, creating budget projections, and assigning resources.
 Creating weekly status reports.
 Coordinating application support.
 Refining and documenting development process.
 Interviewing, hiring and building teams.
 Motivating team with commitment and quality work.
 Handling conflict resolution.

Directed a multi-million-dollar, hands-on, international program to integrate Legacy and eBusiness Solution
packages with SAP R/3.
Page 6 of 7
Tim Craig
Consulting Company
01/1978 – 12/1999
Partner/Principal – GM/COO/CIO

Founded and managed the Web Networks consulting company with two (2) other partners; over the course of time
it included 175 employees, and provided services in the following areas: Data Center Operations and Maintenance,
IT/Infrastructure, Internet/Ecommerce, Wireless/Telecommunications, Product Development/Testing and
Management.

Worked with a variety of industries and clients, including: Atlas Electronics (Malaysia / Hong Kong), Sun MicroSystems, Intuit, Apple, McDonnell-Douglas, Johnson & Johnson, Western Communications, Montgomery-Ward,
State of California, General Electric, Lockheed, GTE, IBM, Environmental Protection Agency, Ford Aerospace, Digital,
Vandenberg Air Force Base, Kaiser Electronics, Norton, Lotus, Internal Revenue Service, Microsoft, NORTEL/BNR,
MCI, Ernst & Young, Author Anderson, Blue Cross-Blue Shield and American Airlines.
Senior Program/Project Manager

Led large-scale, Web-based development and implementation projects, as well as managed the on-going
operations and maintenance of a high volume e-commerce site.

Served as the Senior Program/Project Manager for Business and Development Projects encompassing international
thin client B2B, B2E, B2C / MRP/ ERP/ CRM/ PRM/ SFA/ SCM/ Data Warehouse with Broad Vision, Siebel, and SAP
(BASIS, ABAP, FI, SD, PP, HR, MM, EBP, APO, WM, PI, PM, PO, BW, Workflow) applications.

Responsible for full project lifecycle of each solution implementation; gathered requirements for post
implementation review.

Directed a $16 million hands-on international program to integrate SCM (B2B, B2C, B2E) Commerce programs with
data warehouse applications and wireless devices; responsibility-included business planning, alliance building and
organizing customer order fulfillment.
Education, Training and Certifications
MS Business Administration
Hayden West Coast University
BS Computer Science
Hayden West Coast University
Project Management Professional Principles and Techniques Training
Multiple SAP Certifications (MD, SCM, FICO, EBP, SRM, ERP) SAP Cert. Training
Siebel Core Consultant
Mechanical/Nuclear Engineering (Military Training)
Booz-Allen-Hamilton
SAP
Siebel Certified Training
US Navy
Page 7 of 7
LETTER OF TRANSMITTAL
December 17, 2014
Robert Bruner
P.O. Box 12012
Lansing, MI 48901-2012
Re:
Michigan Municipal Services Authority – Request for Project Management Professional Services
Mr. Bruner:
CSG Government Solutions, Inc. (CSG) is pleased to present this proposal in response to the Michigan
Municipal Services Authority’s request for Project Management Professional Services. We are confident
that our prior experience with successful Enterprise Resource Planning (ERP), CGI Advantage, and
Project Management Office projects in the State of Michigan – along with our value added Delivery
Advisory Board – represent the best combination of resources and support for the Authority. We look
forward to the opportunity to provide Project Management Professional Services for the Michigan
Municipal Services Authority.
Understanding of the Need
The State of Michigan currently maintains a number of Enterprise
Resource Planning (ERP) systems providing dozens of key State
functions, the core system being MAIN. In June 2014, the State of
Michigan awarded an ERP contract to CGI Technologies and
Solutions, Inc. (CGI). The Michigan Municipal Services Authority or
the “Authority” Human Resources Software System (FMS) Team
began evaluating CGI Advantage in August, and is now preparing to
enter into a multi-tenant implementation and Software as a Service
(SaaS) contract with CGI.
CSG understands that the Authority has requested project
management professional services to manage all ongoing project
communication, coordination, and grant management in addition to
monitoring and tracking project costs, budgets, and schedules.
Services are also requested to assist with the initiation, planning,
implementation, monitoring and controlling, and closing processes of
the FMS project. Both the initiation process, which is currently in
progress, and the planning process are to be completed in Q1 2015.
Implementation as well as the monitoring and controlling processes
are slated to begin in Q2 2015 and will continue for 18 to 24 months,
followed by closing processes.
Page 1
CSG provides a unique
combination of State of
Michigan, Project Control Office,
and Enterprise Resource Planning
expertise to deliver results.
CSG has successfully
managed one of the largest
Project Control Office (PCO)
for the State of Michigan,
implementing a large
portfolio of multiple projects
valued at approximately $100
million, on-time, and onbudget.
CSG has worked with a
number of agencies within
the State of Michigan and has
deep experience in State of
Michigan and government
methods.
CSG staff brings deep
experience and knowledge of
Enterprise Resource Planning
subject matter and proven
successes.
120 North Washington Square
Suite 805
Lansing, Michigan 48933
www.csgdelivers.com
The CSG ERP Project Team will assist in maintaining a broad view of all activities, coordinate projects,
manage and control contractor efforts, mitigate risks, detect issues, and help ensure overall success.
Specifically, the MMSA needs a partner with a unique combination of skills, expertise, and qualifications
to fulfill the following needs:
Prepare project budget, perform cost-benefit analysis, and identify support personnel.
Identify and prepare deliverables, determine costs, tasks, deliverables, and schedule.
Assure the quality of deliverables, distribute information, and manage stakeholder expectations.
Measure project activities, monitor project variables, and identify corrective actions.
Archive documentation, complete and close each contract, and finalize activities.
The CSG ERP Project Team establishes and enforces project management and technical processes and
implements proven methodologies and tools to minimize risk and contain costs. CSG’s Project Manager
supports the MMSA – and the MMSA’s contractors – in meeting the timely delivery of quality IT services
for all stakeholders. The team supports a collaborative work environment between all of the project
stakeholders to facilitate sharing of information to successfully meet business requirements and
established timelines.
Summary
Our experience is our strength. CSG has a reputation for bringing experienced, high-quality teams,
proven methods and tools, and an intense focus on client satisfaction and delivery to each project. We
are committed to providing project management professional services that result in the successful
completion of MMSA’s ERP project. We are confident our clients will tell you they like to work with us
and that we focus on delivering results.
Page 2
120 North Washington Square
Suite 805
Lansing, Michigan 48933
www.csgdelivers.com
MICHIGAN MUNICIPAL
SERVICES AUTHORITY
PROJECT MANAGEMENT
PROFESSIONAL SERVICES
PROPOSAL
DECEMBER 17, 2014
Richard Staten
120 N. Washington Square
Suite #805
Lansing, MI 48933
Phone: (517) 853 - 2682
www.csgdelivers.com
CSG acknowledges and affirms that this proposal is binding for a minimum of 60 days. CSG respectfully requests that this
proposal be considered a pending proposal under the Michigan Freedom of Information Act and be exempt from disclosure
until the deadline for evaluation of all information comprising the bid has expired.
PROPOSAL
TABLE OF CONTENTS
Letter of Transmittal ..................................................................................................................................... 1
1.
Proposer Information ............................................................................................................................ 7
1.1
1.1.1
1.2
2.
4.
5.
Value Added Services for Project Success................................................................................. 8
Office Location and Number of Staff by Position ....................................................................... 11
1.2.1
Location from which Services will be Performed.................................................................... 11
1.2.2
CSG Project Organization Chart .............................................................................................. 13
1.2.3
Roles and Responsibilities ....................................................................................................... 14
1.2.4
Key Project Personnel and Delivery Advisory Board Experience ............................................ 15
Services Performed .............................................................................................................................. 20
2.1
3.
History, Services Provided, and Location(s) .................................................................................. 7
Initiation Process Group.............................................................................................................. 22
2.1.1
Contact Information................................................................................................................ 22
2.1.2
Scope of Work ......................................................................................................................... 22
2.1.3
Tasks ........................................................................................................................................ 22
2.1.4
Deliverables............................................................................................................................. 24
2.1.5
Participant Responsibility........................................................................................................ 25
2.1.6
Completion Time ..................................................................................................................... 25
2.1.7
Fee Proposal ............................................................................................................................ 30
2.1.8
Acceptance Signatures ............................................................................................................ 30
2.2
Planning Process Group .............................................................................................................. 31
2.3
Implementation Process Group .................................................................................................. 38
2.4
Monitoring and Controlling Process Group ................................................................................ 40
2.5
Closing Process Group................................................................................................................. 44
ERP Experience .................................................................................................................................... 46
3.1.1
State of Michigan Experience ................................................................................................. 46
3.1.2
National ERP Project Experience............................................................................................. 49
3.2
Experience with CGI Advantage Projects .................................................................................... 51
3.3
Relationship with MMSA ............................................................................................................ 52
3.4
Financial Stability ........................................................................................................................ 53
Candidate Information ........................................................................................................................ 54
4.1
Candidate Availability ................................................................................................................. 54
4.2
Resumes ...................................................................................................................................... 54
References ........................................................................................................................................... 55
December 17, 2014
2014 CSG Government Solutions, Inc.
Page 5
Use or disclosure of data contained on this sheet is subject to the restrictions on the title page of this proposal.
PROPOSAL
6.
7.
Additional Information ........................................................................................................................ 59
6.1
Sample Statement of Work ......................................................................................................... 60
6.2
TeamCSG℠ Tools Screenshots .................................................................................................... 61
6.2.1
TeamCSG℠ Project Site ........................................................................................................... 61
6.2.2
TeamCSG℠ Project Tracker .................................................................................................... 62
6.3
Deliverable Expectations Document ........................................................................................... 63
6.4
Directors’ Brief ............................................................................................................................ 64
6.5
Sample Executive Report ............................................................................................................ 65
6.6
Cost Allocation Plan .................................................................................................................... 66
6.7
Cost Benefit Analysis ................................................................................................................... 67
Fee Proposal ........................................................................................................................................ 68
Appendix A – Blind Resumes....................................................................................................................... 69
December 17, 2014
Page 6
PROPOSAL
1. PROPOSER INFORMATION
1.1 History, Services Provided, and Location(s)
CSG is a national leader in providing
government operations consulting and
information
technology
(IT)
modernization and providing project
management and project assurance services. Since our inception in
1997, we have provided our government clients with assistance in all
phases of system modernization projects including Project
Management Services, Quality Assurance (QA) / Independent
Verification and Validation (IV&V), Project Management Office (PMO)
support, Strategic Planning, Procurement, and Contract Management
Support. We have managed dozens of large, complex IT projects for
our state government clients and we are currently engaged in multiple
efforts across the nation as well as in the State of Michigan.
Our mission is to help our clients successfully execute projects that
accomplish their policy and organizational objectives. We have an
extensive track record of delivering high-quality services for our state
government clients. CSG brings a thorough understanding and
knowledge of the broad healthcare and information technology
climates across the nation. We leverage this experience allowing our
project teams to deliver unparalleled services.
CSG serves as a trusted advisor
providing project management
services assisting states
modernize important programs
The CSG staff brings deep
experience and knowledge
of Enterprise Resource
Planning subject matter and
proven successes.
Our Centers of Excellence
ensure our company-wide
expertise is captured and
put into practice in all client
engagements.
CSG has successfully
managed one of the largest
professional services
management portfolios for
the State of Michigan the in
the last 5 years.
Now, more than ever, government decision makers are turning to technology to deliver better service,
satisfy increased constituent demands, improve performance, increase information sharing, and
streamline operations, systems, workflows, and processes. To help our clients achieve their objectives,
CSG provides the following strategy and planning and project assurance services:
Strategy and Planning
Project Assurance Services
Procurement Support
Project Management Office
Requirements Definition
Quality Assurance/IV&V Services
Enterprise Architecture
Organizational Change Management
Business Process Reengineering
Software Testing Support
APD Development
Privacy & Security
We take a collaborative approach to working with our clients, and we have a reputation of focusing on
delivery and being easy to work with, placing the utmost priority on your success. In the following
sections, we have detailed information about CSG’s office locations, types of value added services and
tools CSG provides, and the individual people and teams dedicated to MMSA’s success.
December 17, 2014
Page 7
PROPOSAL
CSG Office Locations
CSG is headquartered in Chicago, Illinois. We also have a local presence in Lansing, Michigan which
allows us to maintain a strong presence within Michigan. We have included our Chicago, Illinois and
Lansing, Michigan office locations in following table.
CSG Office Locations
Lansing, Michigan
120 N. Washington Square
Suite 805
Lansing, MI 48933
Chicago, Illinois
(Corporate Headquarters)
180 N Stetson Avenue
Suite 3200
Chicago, IL 60601
1.1.1
Value Added Services for Project Success
We invest in our clients and believe there must be well-defined, disciplined resource management
processes to enable personnel and project teams to be successful. Because of this, CSG provides our
project teams with significant corporate support to ensure our projects are delivered successfully. Those
corporate support structures are described below.
1. The CSG Centers of Excellence
CSG CENTERS OF EXCELLENCE
Project Management
Procurement Support
Michigan Municipal
Services Authority
The CSG Centers of Excellence (CoEs) carry forward
lessons learned and best practices from industry
standards, CSG’s industry participation, and our current
healthcare project activities. Our project team for this
engagement leverages the expertise of our CSG Centers
of Excellence: Our Center of Excellence Leads establish
regular communication with our project teams in the
field, bringing together project managers and other
team members to discuss challenges and solutions
across each type of initiative. Our CoE Leads also share
subject matter expertise and knowledge of current
events in the industry. Through our CoEs, our teams
identify and share the types of tools, methods, and
information necessary to complete the tasks at hand.
CoEs provide key knowledge and tools for our team
throughout the course of the project.
Quality Assurance and IV&V
Business Process Reengineering
Organizational Change Management
Privacy & Security
Testing
Enterprise Architecture
Figure 1: CSG’s Centers of Excellence –
Where CSG’s industry knowledge is refined
and housed.
2. CSG REALize℠
CSG’s highly experienced project teams utilize the CSG REALize℠
collection of program modernization methods, knowledge, and tools. In
the CSG Centers of Excellence described above, our program and
technology experts combine research and our experience in the field to produce the CSG REALize℠
artifacts that enable our project teams to consistently deliver the highest quality services.
December 17, 2014
Page 8
PROPOSAL
CSG REALize℠ products fall into the following categories:
Maturity Models and Best Practices
Research on critical industry topics and emerging
issues
Customized Project Roadmaps
TeamCSG℠ Tools
Every CSG employee has access to the entire collection of
CSG REALize℠ products on our CSG-issued tablet device.
Our internal CSG REALize℠ team collects the information
Figure 2: CSG REALize℠ Tablets –
gleaned from our experiences on current and prior projects,
The
tablet gives each CSG employee
our research on critical industry topics, and our personnel
access to our collection of methods,
and corporate industry participation and makes it available
knowledge, and tools, as well as
across our project teams through the use of the CSG tablets.
lessons learned from prior projects.
Updates to CSG REALize℠ are automatically downloaded to
the tablets on a regular basis, providing easy access to the Centers of Excellence and up-to-date
information. This continual bi-directional flow of information ensures the Authority industry best
practices and lessons learned are integrated into every activity our team conducts.
In the CSG CoEs, CSG REALize℠ products are continuously launched and improved. Teams of program
and technical experts apply their experience and lessons learned – including those from our previous
and ongoing Project Management initiatives – to assure that CSG REALize℠ provides maximum benefit
to our clients and solution delivery teams.
TeamCSG℠ Tools
Our Project Manager provides the Authority with project collaboration software though the following
customizable CSG tools.
Our TeamCSG℠ Project Site is a secure site, dedicated for this project, where project team
members and approved stakeholders can access and utilize our TeamCSG℠ toolset. The site is
developed and deployed on CSG’s SharePoint platform and serves to house the tools that our
team uses on the project. Each TeamCSG℠ Project Site is a collaborative, user-friendly tool that
is easy to navigate, especially to those familiar with or who have experience with Microsoft®
Office Tools.
The TeamCSG℠ Project Tracker is an easy-to-use project management support tool that
provides powerful tracking and reporting capabilities for controlling issues, risks, and change
requests throughout the project life cycle. TeamCSG℠ Project Tracker provides real time access
to log, review, and update action items and issues and allows for an automated means of
tracking, managing, and reporting on action items and issues from identification to
implementation.
December 17, 2014
Page 9
PROPOSAL
3. Delivery Advisory Board
The delivery advisory board ties together corporate support structures (described above) and is
comprised of people holding leadership roles within CSG that have many years of industry and project
experience. The delivery advisory board allows for project teams to have a fully collaborative
environment which ensures that; project risks and issues are mitigated, client and project goals are met,
and the project is completed within scope and on budget. Each board member (described below)
provides our project teams with project specific specialized support leading to successful projects.
Project Performance Group (PPG): The PPG provides quality assurance
oversight for all of our projects and to support our project teams in the
field via direct and efficient access to executives, project advisors, and
subject matter experts. Our PPG provides project planning, oversight,
and control, and assists with management, elevation, and resolution of project issues. Every CSG
project is assigned a PPG advisor responsible for overseeing the project and ensuring best
practices are followed.
Client Executive: Each CSG Project Manager is directly supported by a Client Executive regarding
quality, staffing, or any other issues that need to be addressed or escalated. CSG’s Client
Executives have direct access to CSG’s Executive Team for addressing any issues that require the
highest level of escalation.
Michigan Practice Lead: Every CSG project has a dedicated practice lead that oversees the entire
life cycle of the engagement and guides the process from proposal development through
contract completion. Assigned practice leads are individuals with years of industry experience
and specific knowledge of required service offerings.
Client Relations Manager (CRM): The CRM acts as a liaison between CSG and MMSA focused on
that project goals, objectives, and general needs of MMSA are met. The CRM is responsible for
providing our project team with intimate knowledge of the local landscape, as well as the
current operations, and intricacies within MMSA ensuring that the CSG team is not just aware of
MMSA’s needs and goals, but understands them.
Subject Matter Experts (SME) and Project Advisors: CSG identifies and provides our project
teams with subject matter experts and project advisors that provide project specific expertise
and knowledge which is directly related to each engagement. In order to ensure that our Project
Manager is fully supported should a complex need arise, we have identified the following SMEs
and Project Advisors: (1) Technology Advisor, (1) CGI Subject Matter Expert, and (1) Tax and
Revenue Practice Director.
*For more information on the responsibilities of each delivery advisory board member, please see the
roles and responsibilities table in Section 1.2.3, Roles and Responsibilities.
December 17, 2014
Page 10
PROPOSAL
1.2 Office Location and Number of Staff by Position
CSG is a national firm providing government operations consulting and information technology (IT)
modernization services across the country. With over 250 consultants, CSG is well positioned to mobilize
qualified staff for the Authority. We assure our staff is available to provide the necessary Project
Management Professional Services needed to complete your project successfully, on time and within
budget. If there is a need for additional resources, CSG mobilizes necessary staff quickly and assimilate
into the project to participate effectively from the start and to ensure there is no interruption to the
project schedule.
1.2.1
Location from which Services will be Performed
All services rendered for the Authority are performed locally in Grand Rapids. Our project team is
supported directly by our regional office in Lansing, Michigan. Additionally, our Lansing office is
supported by our corporate headquarters in Chicago, Illinois. The table below provides an overview of
the staff employed by position at our Lansing location.
# of Staff Employed
Position
Role
Anthony Bronner
Business Analyst
Michigan Tax & Revenue Systems
Azeeth Chinnakonda
Technical Analyst
Bill Pyant
Business Analyst
Michigan MDOS Systems
Bob Wicks
Project Manager
Brittney Ladomer
Client Relations Manager
Michigan Client Relations
Bryan Ayriss
Technical Architect
Michigan Gaming & Lottery
Cory Russell
Business Analyst
Dana Rowe
Business Analyst
Deb Barantchouk
Business Analyst
Fairy Curtis
Subject Matter Expert
Faith Polk
Business Analyst
Greg Beachnau
Project Manager
State of Michigan Projects
Haley Dunnigan
Client Relations Coordinator
Michigan Client Relations Support
Jamie Anderson
Project Manager
Jamie Carnell
Project Manager
Michigan Treasury Systems
Jason Fletcher
Business Analyst
Michigan Fraud Detection
Jeff Eckert
Michigan Client Executive
Michigan Oversight
Jewel Estes
Business Analyst
December 17, 2014
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PROPOSAL
# of Staff Employed
Position
Role
Jim Mahony
Tax and Revenue Practice Director
Revenue Systems Oversight
John Antal
Project Manager
Joseph Amash
Business Analyst
Kathy Reczkiewicz
Project Manager
Lakshmi Partha
Technical Architect
Lisa Newell
Project Manager
Marguerite Medler
Business Analyst
Mark Hershberger
Project Manager
Missy McCauley
Business Analyst
Paul Pluta
Subject Matter Expert
Rachna Bhathia
Business Analyst
Ray Gardner
Program Manager
Rebecca Rosier
Program Manager
Richard Staten
Michigan Practice Lead
Michigan Leader
Sanil Neelakantan
Project Manager
Tim Palmer
Project Manager
Michigan Fraud Detection
Todd Norris
PPG Advisor
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PROPOSAL
1.2.2
CSG Project Organization Chart
The CSG team is comprised of experienced professionals with deep knowledge of industry standards and
best practices for large state government modernization projects. Their expertise includes procurement,
installation, evaluation, operations, and maintenance of mission-critical, high-volume ERP systems. Our
personnel have significant experience analyzing, consulting, and advising on all phases of the design,
development, and implementation of complex system enhancements. Following is our proposed project
organization chart for this project. This serves as a starting point, and we work closely with the Authority
to finalize the organization early in the project.
We developed the project organization chart using the following guiding principles:
Define clear roles and responsibilities for our team
Leverage national and deep technology expertise
Provide clear lines of reporting and authority for decision-making
Create an effective project team oversight structure
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PROPOSAL
1.2.3
Roles and Responsibilities
The following pages provide a table describing the detailed roles and responsibilities for our project
team throughout the entire life cycle of the project. For issues needing the highest level of escalation,
our Client Executive has direct access to the CSG Executive Team.
Role
Responsibilities
Project Team
Responsible for completing all tasks and deliverables associated with the Initiation
Process Group
Mark Hershberger
Project Manager
Reggie Lee
CGI Subject Matter
Expert
Provides the Project Manager support and ERP subject matter expertise as needed
throughout the Initiation Process Group
Provides expert knowledge and experience regarding CGI Advantage
implementation projects
Delivery Advisory Board
Supports the project manager regarding delivery quality, staffing, or any other issues
that need to be addressed or escalated
Jeff Eckert
Michigan Client
Executive
Provides additional ERP subject matter expertise to the project team
Richard Staten
Michigan Practice Lead
Provides leadership and ultimate delivery responsibility throughout the entire
project (including subsequent process phases), providing support as needed and
ensuring that all project goals and objectives are completed successfully
Ensures that industry best practices and lessons learned are applied throughout the
project.
Todd Norris
PPG Advisor
Provides the project team with expertise knowledge on managing and implementing
Financial Management Systems
Jim Mahony
Tax and Revenue
Practice Director
Provides subject matter expertise to the project team on matters concerning
complex Tax and Revenue systems
Acts as a liaison between CSG and MMSA, ensuring excellent customer service and
client satisfaction
Brittney Ladomer
Michigan Client
Relations Manager
Manages CSG staff
Mike O’Connor
Technology Advisor
Provides the project team with expertise on any technological issues that may arise
during implementation, including but not limited to direct Michigan experience,
Software as a Services, and Cloud service technology
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PROPOSAL
1.2.4
Key Project Personnel and Delivery Advisory Board Experience
Key Project Personnel
Mark Hershberger – Project Manager
Mark is a Project Manager with over 20 years of Information Technology Executive
experience developing and executing IT strategies in alignment with corporate objectives.
Mark has years of experience managing enterprise healthcare, government and retail
environments during all cycles of business, including high growth, downturns and acquisition
integration. He has an established record as a leader and business partner collaborating with
other executives, utilizing technology to transform and simplify business processes, all while
delivering bottom line measurable benefits. Mark is an energetic and effective leader with a
passion for people development, a track record of recruiting, mentoring and retaining top
talent, and a demonstrated ability to lead and work in a high matrix global environment.
Experience
20 years of Information Technology Experience
More than 5 years of Program/Project Management Experience
More than 15 years of State of Michigan Experience
Expertise
Project Management
Enterprise Resource Planning (ERP)
Medicaid
Reggie Lee – CGI Subject Matter Expert
Reggie has over 25 years of IT experience and functions as a Technical Project Manager,
Integration Specialist, and CGI Subject Matter Expert. His roles have included client
management, project management, system analysis, design, and implementation activities.
He has significant experience in delivering financial and inventory control solutions to public
sector clients. Reggie has strong technical skills in mainframe, client server, and database
technologies. He is former President of Advanced Data Concepts, LLC and a former Principal
with American Management Systems (known as CGI).
Experience
25 years in information technology in the public sector (state and local government,
higher education and public schools)
25 years in business development and account management activities
20 years implementing commercial off-the-shelf (COTS) solutions
23 years of experience consulting a supporting AMS/CGI Financial System clients
Expertise
Full life cycle ERP implementations
CGI Subject Matter Expert
Strategy and planning
December 17, 2014
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PROPOSAL
Delivery Advisory Board
Jeff Eckert – Client Executive
Jeff is a Principal with CSG and has worked in information systems for the past 14 years. He has
led highly visible government projects where he has proven his leadership, relationship, and
marketing skills, consistently earning the trust and respect of clients, peers, and his
management team. Jeff has led county, state, and federal government client engagements
providing program management, claim processing, business process reengineering, and
systems development services. Jeff possesses excellent analytical and communication skills and
is able to align business strategy, process development, and organizational planning to help
clients reach their program and organization goals.
Experience
15 years managing state and federal projects
Seven years leading information technology projects
Six years providing process re-engineering services
Six years of claims management experience
Two years of IV&V management experience
Expertise
Management of government programs
Requirements development
IV&V services
Child Support appointment and hearings scheduling
Business process analysis
Claims processing
Retirement Systems
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Richard Staten – Michigan Practice Lead
Richard is a goal-oriented and precise IT Portfolio Director and Practice Leader with CSG. He has
an established record of success built on high-tech business and operations experience in
contract delivery of professional services. He brings over 20 years of experience in both the
public and private sectors, having held positions as Operations Director and IT Director, and
brings a mixed set of real-life functional skills and technical proficiencies. In management, he
has guided complex, large-scale efforts in operations, programs, portfolios, and applications
management, and regularly communicates with executives and C-Level management. His
background includes a number of years as an Enterprise Resource Planning (ERP), Supply Chain
Management (SCM), and Customer Relationship Management (CRM) Practice Director. This
included a number of large-scale ERP implementations with products such as Oracle, SAP, PeopleSoft, and J.D.
Edwards to name a few. Richard was also the Project Control Office Program Director for the State of Michigan
Licensing and Regulatory Affairs Tax and Revenue modernization.
Experience
20 years in government services
20 years in software and COTS product implementations, including ERP
20 years in both public and private sector
Expertise
Government services
Government contracts
Health and human services
Tax and Benefits systems
Call Centers and Telecommunications
COTS software implementations (ERP, SCM, CRM, Web, Cloud, Mobile)
Large-scale projects
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PROPOSAL
Todd Norris – PPG Advisor
Todd is a PMP certified Project Manager with over 23 years of information technology
experience. He has successfully managed several large-scale projects in the health and human
services arena and is a subject matter expert in human services business processes. Todd has
unique project management skills built on a technical foundation. Todd is part of CSG’s Project
Performance Group (PPG) that assists in developing project management plans, schedules,
and all other aspects of the project life cycle.
Experience
More than 20 years of experience in business and program planning, evaluation, and
delivery of business and technology solutions to improve client processes and outcomes
More than 20 years of experience in management consulting to federal, state, and local governments providing
services including project management, strategic planning, business process analysis, feasibility studies,
requirements analysis, needs assessment, system procurement, and system audits
Serves as PPG Advisor on many of CSG’s critical healthcare and human services projects in the public sector,
providing project management expertise for the states of Florida, Kentucky, Iowa, and Mississippi
Expertise
Health and human services
Project management
Quality Assurance
Project management office services
Jim Mahony – Tax and Revenue Expert
Jim is a Vice President with CSG and the Director of CSG’s UI/Workforce Practice. He has
extensive knowledge of UI systems, having served as client executive and project advisor on
the Southeast Consortium UI Benefits Initiative project, the Michigan UIA Integrated Data
Automated System project, the Kentucky OET UI Business Process Analysis project, and the
VMW Requirements Definition project. Jim provides Quality Assurance on project deliverables,
facilitates recommendations development, and imparts best practices from UI projects around
the country. As CSG’s UI Practice Director, Jim has served as a client advisor on three
consortium projects.
Experience
18 years developing procedures and processes to ensure federally-mandated performance measures are met
15 years in software development, especially data analysis, testing, and quality assurance
Expertise
Unemployment Insurance
Workforce Development
Workforce Investment Act
Fraud detection and program integrity
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PROPOSAL
Brittney Ladomer – Client Relations Manager
Brittney is a Client Relations Manager with CSG and has extensive experience working with
local, state, and federal government. Her recent experience includes active involvement in
managing relations at Michigan Department of Treasury, Department of State and Department
of Transportation. In this role, Brittney is responsible for acting as a liaison between CSG and
CSG’s clients, planning and organizing meetings and events with subject matter experts, state
departments, and CSG clients; and managing employee relations and serving as support staff.
Brittney has extensive experience in government relations and strategy development.
Experience
More than five years working within a state government environment
More than five years studying and working with various legislative initiatives
More than four years supervising political campaigns, including managing fundraising initiates, communicating
with stakeholders, and providing expert advice on fundraising strategies
Expertise
Data analysis
Strategy development
Campaign management
Government legislation
Mike O’Connor – Technology Expert
Mike is a Senior Consultant with CSG and has worked in information systems since 1992. He
functions as a Technical Lead, Application Architect, and Senior Developer. Mike has
extensive experience with all aspects of the Microsoft development and database
environment, and has worked extensively in interfacing with application packages and
external systems. Mike was the Project Control Office lead Technical Architect for the State of
Michigan Licensing and Regulatory Affairs Tax and Revenue System modernization.
Experience
15 years of experience with legacy technologies
Six years of experience with application and system architecture
Five years of experience with Microsoft technology stack
Six years of experience in open source technologies
Expertise
Application architecture
System integration
Unemployment insurance (UI)
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PROPOSAL
2. SERVICES PERFORMED
CSG has been providing strategy and planning
and project assurance services with the State of
Michigan since 2010. We utilize our expertise
to provide “trusted advisor” services to public
agencies with the State, totaling over fifty
projects to date. We have assisted Michigan
agencies with requirements development,
procurement support, feasibility studies, cost/
benefit analysis, project control services, testing
support, and architecture reviews. CSG has led
projects for unemployment insurance tax and
revenue modernizations, telecommunications,
business process reengineering, treasury
systems, gaming and lottery systems. We are
one of five (5) approved vendors on the State of
Michigan Project Control Office services
contract.
ProjectManagementMethodology
PhasesandDeliverables
Initiation
Project Concept Document
Project Charter
Business Case
Planning
Project Management Plan
Work Breakdown Structure
Risk Management Plan
Change Management Plan
Communications Plan
Resource Plan
Quality Plan
Project Budget
Control
Change
Control
Requests
Execute
Issues
Document
Status Report
All of CSG’s Michigan projects are coordinated
through our office in Lansing. Our Michigan
Closeout
Practice Lead, Richard Staten, is responsible for
Post Implementation Evaluation Report
the delivery of all projects within the State of
Michigan, including this project. This ensures
that our efforts are coordinated across the
Figure 3: High-level Project Management Approach
State to implement best practices, share lessons
learned, and incorporate methodologies such as the State of Michigan’s State Unified Information
Technology Environment (SUITE) methodology.
We understands that the States SUITE methodology and the State’s SDLC, was developed to provide a
proven, unified, statewide approach to integrating project management, systems engineering, process
management, and supporting processes, tools, and deliverables. We recognized that SUITE provides a
standardized approach and a “common language” across the State’s project portfolio. The CSG team has
direct experience with leveraging SUITE in managing multiple projects. CSG aligns our Project
Management Methodology along with MMSA’s to successfully manage this important project. We
incorporate the experience and skills of our staff in the performance of project activities and
implementations.
CSG is committed to Michigan. As noted in the table in Section 1.2.1, we have over 35 employees who
have been engaged on our Michigan projects through our Lansing office. We are supporters of local
causes, including the Children’s Trust Fund that we have sponsored since 2011.
December 17, 2014
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PROPOSAL
ProjectManagementPrinciples
Project managers do not manage a process – they manage people. The success of a project is
determined by the personal qualities of the project leaders. Every project starts with a project plan that
identifies the tasks to be performed, the dependencies between the tasks, the resources and skills
required to accomplish the tasks, the organization of the team, etc. However, the plan for every
successful project starts with the three key components of project management: leadership,
communication, and foresight. Our methodology is differentiated by our approach to these three key
components of successful project management:
Leadership – There is no more important factor in achieving your project’s business objectives
than a project manager and team leaders who possess skill, confidence, credibility, and drive.
The productivity of the project team is the product of each person understanding their own
responsibilities and having confidence that their work is contributing to the success of the team.
Only good leaders can gain the confidence of the team and mobilize them effectively.
Communication – Good project managers spend most of their time communicating. Describing
objectives, gathering information, discussing issues, assigning responsibilities, counseling
teammates, and reporting status are all critical elements of this communication. Clear, candid,
and timely multi-way communication among the project team and stakeholders creates the
environment for project success.
Foresight – Project management tools organize data. These tools highlight variances to labor
estimates or the project schedule but they don’t foresee major threats or develop creative
solutions. Good project managers take responsibility for proactively identifying looming
problems; leading collaborative efforts to analyze solution alternatives; and communicating and
implementing solutions. With foresight and creativity, every project problem can be solved.
One of the CSG Team’s key strengths is project planning and delivery. Our expertise in project
management comes from years of experience successfully managing and delivering large-scale projects,
in both the public and private sectors. Our management approach is based on common sense, open
communication, and a collaborative style. We focus on value-added, tangible deliverables. There are
several critical success factors that will be addressed early in the project:
Effective organization, supervision, and mobilization of the project team. Clear understanding
of accountability and the energetic launch of project activities gives early momentum to the
effort and builds commitment on the team. The CSG Project Manager provides management
oversight to the CSG team members assigned to the project.
Successful outreach to, and buy-in from, all stakeholders. The many people and organizations
affected by the changes are a part of the process to ensure that all business and technical
requirements are considered.
Timely and effective communication within the project team and to external entities. The
most important responsibility of a project manager is communication. Timely and effective
communication throughout the project is essential to maintaining control and resolving issues.
Clear statement of project concept. All stakeholders and team members must have a common
understanding of the tasks and outcomes for the project.
Early progress and visible successes. Nothing succeeds like success. Our team prepares early
and thoroughly, demonstrating their ability to make progress in the initial weeks of the project.
Early success builds team momentum and confidence among the stakeholders.
The following sections describe our approach to completing the tasks within each specific Process
Group.
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PROPOSAL
2.1 Initiation Process Group
The scope of work for this Process Group includes project initiation
tasks to support the project, including assisting the Project
Leadership Team with the preparation of foundational project
artifacts, helping identify any deficiencies, and providing
recommendations for resolution. Specific deliverables include the
creation of multiple statements of work (SOW) for the
implementation of the CGI Advantage 360 Software. At the direction
of MMSA, the CSG Project Manager creates a Deliverable Expectation
Document (DED) for each SOW and works closely with MMSA staff to
determine the best approach, resources needs and schedule to
complete the identified tasks.
CSG has a proven approach to
meeting key activities during the
Initiation Process
Customized Project Planning
Industry Standard Project
Management Methods and
Standards, including PMBOK
and SUITE
High-Value Artifacts
CSG Centers of Excellence
Once a clear charter has been established and agreed upon, the
project team will further expand on the planning and tracking processes to address the key areas
identified by the MMSA Project Leadership Team. The CSG Project Team works closely with the MMSA
Team, and other designated staff to ensure that knowledge transfer occurs early and continuously for
the duration of the project.
2.1.1
Contact Information
The final statement of work will also include the contact information for the Authority, CSG, and all
involved participants.
Richard Staten
120 N. Washington Square, Suite 805
Lansing, MI 48933
2.1.2
Phone: (517) 853 - 2682
[email protected]
www.csgdelivers.com
Scope of Work
In support of the activities for the Initiation Process Group, CSG works closely with the MMSA
Leadership and Project Team to determine the resource needs for the project. We also understand the
need to assist with completing a budget for the project, along with performing a cost-benefit analysis.
CSG has extensive experience with conducting these activities and we leverage our experience, along
with industry best practices to complete the tasks in support of the MMSA FMS project. The CSG Project
Manager works closely with the MMSA team to ensure that the final documents meet the agency’s
expectations. Additional artifacts that are completed in this process group include the Project Charter,
and the CSG Project Management Plan and Work Breakdown Structure. Our Project Manager works with
MMSA to tailor the Plan to meet MMSA’s needs. These items are described in the following sections.
2.1.3
Tasks
The following are the tasks for the Initiation Process Group.
Project Charter
The project charter contains the framework for the organizational structures of stakeholder groups, as
well as their relationships, memberships, roles, and responsibilities. The project charter provides a
matrix that clearly documents the individual and group roles and responsibilities for stakeholder
governance. In today’s environment, there is a critical need to make the best use of stakeholder time.
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PROPOSAL
This requires that decision making be driven down to the lowest appropriate level, to promote a culture
of responsibility and authority to act decisively within each individual’s and manager’s sphere of control.
Successful delegation and prioritization reduces the overall time involved in effective decision-making,
so that the more time-consuming problems of issue escalation, risk mediation, and change requests are
tackled only when warranted. Our Team customizes the project charter for the MMSA FMS Project, the
primary sections and information for the document includes:
General Information about the MMSA FMS Project
Project Team Roles defines the roles, responsibilities and authority of the MMSA project team
including executive and project management positions
Project Description provides a high-level description of the project including general
information about what the project is, how it will be done, and what it is intended to accomplish
Project Objective and Success Criteria defines the primary SMART (Specific, Measurable,
Attainable, Realistic, and Time-bound) objectives and desired outcomes for the project
Project Scope defines the boundaries of the FMS project
Constraints are restrictions or limitations that the project manager must deal with
pertaining to people, money, time, or equipment
Assumptions are what the project manager/team expect to have or be made available
without anyone specifically stating so
Risks provide a list of high-level risks that the project team has determined apply to the project
Project Deliverables all of the deliverables that the customer, project sponsor, or stakeholders
require upon the successful completion of the project
Project Approval Requirements defines how MMSA Project Team understands when the
project has reached a successful completion
Project Manager explicitly states who is assigned as the PM, their responsibility, and authority
level
Authorization provides the names and authorization, once signed, for the project to move
forward in accordance with the information contained in the charter
Recommended Governance Approach and Tools
Specific examples of the governance approach and tools we recommend include:
1. A stakeholder roles and responsibilities matrix that serves as the tool used to delineate
authority for decisions of various levels. The matrix includes both group and individual
stakeholder roles for decision making and includes a “RACI” chart that clearly outlines decision
making and issue resolution roles:
Responsible (R) – Person typically owns the task or creation of the document. This role may
rely on others for help in completing the task or building the deliverable.
Accountable (A) – This may or may not be the same role that is Responsible for completing
the task or creating the document. This role is ultimately the one that management will hold
accountable for making sure the task is completed or deliverable is of good quality and is
delivered on time.
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PROPOSAL
Consulted (C) – Requires an individual’s time for consultation, review, and feedback to
dedicate to the person completing the task or creating the deliverable.
Informed (I) – Person is copied on distribution of task updates or a given deliverable for
informational purposes, but generally will not play an active role in the task or creation or
review of the deliverable.
2. Escalation procedures for delineating the flow of items to the appropriate decision maker.
3. Decision analysis format for ensuring decisions are presented with adequate information.
4. Standards for monitoring timeliness of decision processes.
5. Processes for communicating decisions to the team members.
This approach is clearly documented in the Project Charter.
Project Management Plan and Work Breakdown Structure (WBS)
As part of project initiation, CSG delivers a Project Management Plan and Work Breakdown Structure
(WBS) which addresses all of the MMSA FMS Project activities and deliverables. The plan will be based
on the CSG REALize℠ Methodology, which provides a highly structured approach to the management of
all aspects of the project. Our focus is to ensure that quality is built into every phase, activity, task, and
deliverable throughout the life-cycle of a project.
Our proposed timeline is a preliminary plan that is reviewed and finalized with the Agency within 30
days of the project start date. Once the WBS is finalized, CSG will work with the MMSA Team and will
follow established procedures that define how the project schedule is managed and how changes to the
schedule are handled and submitted to Agency for review and approval.
CSG leverages our extensive experience with Project Management engagements to assist MMSA with
defining and understanding best practices when conducting project activities. Our goal will be to
empower designated staff to become proficient in the execution of their roles to support the FMS
Project post implementation. The CSG Project Team employs various techniques to ensure that the
information is gathered from, and disseminated to, the intended audience.
2.1.4
Deliverables
CGI Statements of Work
In support of this task CSG prepares a Statement of Work (SOW) for the CGI Advantage 360
Implementation for the Authority, and each participant, along with a SOW for the CGI Advantage 360
Software as a Service (SaaS) in support of the MMSA FMS Project. CGI works closely with the MMSA
Project Team to understand the core requirements, scope, and other items specific to support MMSA.
CSG utilizes our experience working with similar agencies to complete theses SOWs.
Cost Allocation Plan
In coordination with MMSA Project Leaders, CSG completes a Cost Allocation Plan (CAP) for the
Authority and each participant. The CSG team leverages our experience completing this work for similar
agencies, and works closely with MMSA team to complete a CAP that supports the MMSA FMS project.
Please see Section, 6.6 for a sample cost allocation plan that we created for one of our other
government clients.
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PROPOSAL
The table below outlines potential artifacts CSG would review to complete the tasks.
Initiation Process Group
Anticipated Agency/Vendor Artifacts to Review to
Complete Tasks
Deliverable(s)
CGI Proposal
CGI Advantage 360 Implementation SOW
MMSA FMS RFP
CGI Advantage 360 Software as a Service (SaaS)
SOW
CGI Project Plan
“As-Is” Documentation
Agency Strategic Plan
Project Charter
Cost Allocation Plan (CAP)
Agency Budget
CGI Estimated Cost for Completion
List of Participants
FMS Project cost sharing model
2.1.5
Participant Responsibility
CSG’s approach to delivering Project Charter, Governance Plan and SOW outlined above begins with the
active participation of key stakeholders, subject matter experts and vendor representatives. The
Initiation Process Group requires, at minimum, the following participants:
MMSA Project Executives
Key Project Stakeholders
Project Managers from all MMSA organizations participating in the FMS project
Accounting and Budget Subject Matter Experts
Procurement Officer
CGI Project Manager
2.1.6
Completion Time
Initial Work Breakdown Structure
The following pages contain CSG’s initial Project Work Plan (or Work Breakdown Structure [WBS]) for
this engagement, providing the Authority with a high-level schedule and timeline of logical tasks and
estimated timeframes for all work to be performed. CSG provides our initial work plan as an estimate to
illustrate our understanding of your requirements and the projected structure of activities that are
required to carry out this work successfully within the requested timeframe. We prepare realistic work
plans based on our bottom-up estimating approach used on many successful projects. We closely track
actual hours spent on tasks and monitor and report progress against the baseline schedule.
The Work Plan serves as a starting point, and CSG works with the Authority to finalize the schedule
during project startup. At all times, we will work with the State to meet project goals and timelines,
provide flexibility in our approach when possible, and address unanticipated problems which might
develop during the contract period.
We have provided images of our initial work breakdown structure on the following pages.
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2.1.7
Fee Proposal
We have provided our all-inclusive Time and Materials, Not to Exceed proposal in Section 7, Fee
Proposal.
2.1.8
Acceptance Signatures
CSG acknowledges that no billable work may begin until each SOW has been signed off on by the
Authority and any related participants.
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2.2 Planning Process Group
The following information describes CSG’s high level approach to the Planning Process Group. CSG’s
Project Manager works with the Authority to develop and detail tasks and deliverables for each process
group statement of work.
Based on the Leadership Team approach the Planning Process Group will address defining the activities
and plans needed to successfully execute the project and meet critical milestones. The CSG Project
Manager in consultation with and CSG project advisors assists MMSA Project Leadership in development
of time, cost, and resources estimates. Project constraints and known risks are key considerations when
developing project plans and processes.
In collaboration with MMSA project leadership, CSG identifies specific project management plans and
the level of detail needed to effectively manage the MMSA FMS project. At a minimum, plans cover
scope, schedule, communication, risk, resources, change control, project budget and quality.
The CSG Project Manager creates a DED for each plan prior to plan development. MMSA Project
Leadership then reviews and can provide feedback prior to approval DEDs. The CSG team develops the
project plans based on approved DEDs working closely with MMSA staff to identify the best approach to
executing the work and estimating resources to successfully complete the project. Please see Section,
6.3 for a sample of a DED CSG created for another project.
After a quality review of planning documents they are submitted for approval to governance bodies as
defined in the MMSA FMS project charter.
The following table provides an overview of typical components of our Project Management Plan
developed during the Planning Process Group. Our Project Manager works with MMSA Project
Leadership to detailed plans which provide the necessary information and structure for successful
implementation of MMSA FMS solution.
PM Plan
Component
Description
Detailed Project
Plan
CSG prepares detailed project plans based on an iterative process of defining phases,
activities, and tasks in the work breakdown structure. Our delivery approach emphasizes
smaller delivery releases, rather than one large deployment. We prepare realistic project
plans based on our bottom-up estimating approach used on many successful projects. We
closely track actual hours spent on tasks, monitoring and reporting progress against the
baseline plan. Based in the detail plans the CSG Project Manager works closely with MMSA
to identify a need for additional services or resources and develops any necessary SOW.
Work Breakdown
Structure
The WBS details the specific work plan activities and sequence of events for the project
tasks, schedule (including a graphic display with milestones), and projected hours and
durations estimated for tasks.
At a minimum the WBS includes:
All tasks, deliverables and milestones.
Planned and actual start dates, end dates, task duration, and work effort for all tasks.
Predecessor and successor tasks, critical path, and estimated duration.
Resource allocation by task and role using the personnel job classifications defined for
CSG, State, and other contracted vendor resources.
A Gantt chart of the project schedule.
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PROPOSAL
PM Plan
Component
Description
Schedule
Management Plan
CSG prepares a Schedule Management Plan to monitor project progress. By meeting
intermediate schedule milestones, resolving issues in a timely fashion, and monitoring risk
mitigation plans, we keep the project on schedule. We use schedule milestones to report
schedule progress.
The Schedule Management Plan defines how the schedule is managed and how changes to
the schedule are handled. Schedule Management, Risk Management, and Issue
Management are inter-related. By meeting intermediate schedule milestones, resolving
issues in a timely fashion, and monitoring risk mitigation plans, we keep the project on
schedule.
CSG’s Schedule Management Approach
Schedule Control – We use weekly monitoring, scheduled milestone achievement, and
feedback to provide schedule control.
Schedule Influences – Known and unknown factors may impact the project schedule.
Known schedule influences are tracked through either Risk or Change Management.
Schedule contingency in the project plan gives the Project Manager some flexibility to
reduce the impact of unanticipated schedule influences.
Corrective Action – If a project has fallen behind schedule, there are a number of
techniques that can be used to potentially recover the slippage. CSG assumes responsibility
for identifying corrective action to be taken in response to schedule variations.
Schedule Management Plan Contents
Schedule Management process
Definition of the staffing structure by activity, task and subtask
Definition at the subtask level including duration and required staff resources
Resource staffing matrix
Initial project schedule
Resource
Management Plan
Each project requires a substantial amount of coordination and resources to ensure
proper execution of the project. We assign business and technology resources to a project
based on skills and expertise needed for the specific tasks or assessments. Our Resource
Management Plan provides the basis for ensuring that people with appropriate skills and
expertise are available and maintained throughout the duration of the project.
To do this, our Resource Management Plan contains the following:
Roles and Responsibilities: Defines the roles, responsibilities, and reporting
relationships for the project team.
Organizational Chart: The chart shows team’s reporting relationship to the MMSA
Team.
Resource Plan:
How resources are secured for the project and managed during the life of the
project.
Any intentions to subcontract for resources.
Where resources are physically located.
The number of resources needed.
The skill sets of required resources.
Percentage of time a resource is to be spending on the project.
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PROPOSAL
PM Plan
Component
Description
Risk Management
Plan
Complex projects come with
many risks. CSG brings a
disciplined
approach
to
identifying, analyzing, monitoring,
and planning responses to risk.
The objective of risk management
is to anticipate, prepare for, and
recognize risk, rather than
address the aftermath of a risk
event’s occurrence. We realize
Figure 4: Risk Management Process
that communication is also a key
element of any risk management
plan and strategy, so we develop and implement a Communication Management Plan. We
use tools and history to mitigate effectively the risks that surface during dynamic projects.
Risk Management Plan Contents
Risk identification process
Risk analysis and response plans
Risk Management Tool (TeamCSG℠ Project Tracker)
Process for tracking and monitoring risks
Risk management of vendor staff
Assignment of risk management responsibility
Issue Management
Plan
A successful project has an effective process for identifying and managing issues. An issue is
an unanticipated event or occurrence in a project that may affect the project scope and
project work plan. Issues may result in changes to the project and the project team
addresses them utilizing a process similar to the change request process. It is imperative
that issues are identified quickly, logged, and addressed.
CSG’s Issue Management Approach
Project team members identify, track, and prioritize issues using an issue tracking system
available to all team members. All open issues are reviewed weekly and significant open
issues are reported to senior management.
It is the responsibility of all project team members to identify, document, and resolve
issues in a timely fashion. CSG initiates the Issue Management Plan during Project
Initiation. Issues originate from many sources on the project team, such as technicians,
business experts, managers, or auditors. Technical issues or business issues may be more
evident than organizational or training issues. Yet all may have a profound impact on the
project team. The CSG Issue Management process helps reduce the danger of scope creep
and work delays, keeping the project on track for meeting deadlines and containing costs.
Our issue management approach includes the methods to identify, record, track, research,
and monitor an issue throughout the project. Our issue resolution approach provides a
proven process for managing issues within a set of specific project control procedures. The
figure below illustrates the activities associated with our issue resolution process.
December 17, 2014
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PROPOSAL
PM Plan
Component
Description
Figure 5: Issue Management Process
Issue Tracking and Monitoring
The project team is required to follow a standard method for logging and categorizing
issues, researching solutions, as well as communicating options and final
recommendations. TeamCSG℠ Project Tracker provides real time access to review and
update issues as well as view the status of changes made by the CSG Project Manager or
other team members.
Issue Management Plan Contents
Issue identification process
Issue analysis and response plans
Issue Management Tool (TeamCSG℠ Project Tracker)
Process for tracking and monitoring issues
Issue management of vendor staff
Assignment of issue management responsibility
Issue identification process
Quality
Management Plan
CSG manages projects such that quality and tangible results are emphasized throughout
the project life cycle. Our focus is to assure that quality is built into every phase, activity,
task, and deliverable throughout the life cycle. Our approach to quality management also
emphasizes Risk Management to mitigate risk by identifying risks early allowing for
mitigation analysis, planning, and implementation. We often conduct internal project
audits to provide objective feedback and recommendations.
The CSG Team members work together closely to ensure that our quality philosophy is
reinforced in all products.
CSG’s Quality Management Approach
Quality Planning — CSG develops a quality process by:
Developing standards to allow quality to be built into the processes. We also allow
for easier and more thorough quality control by defining what is measured.
Developing a change management process to define how change requests are
monitored and managed. Change requests can affect what or how quality is
measured.
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PROPOSAL
PM Plan
Component
Description
Quality Assurance — CSG manages quality assurance throughout the project:
Ensuring that quality is being monitored.
Taking corrective action when quality standards are not being met.
Reviewing project processes to ensure that quality standards are followed.
Quality Control — CSG uses a quality control process for:
Internally inspecting, reviewing, and revising to ensure deliverables meet quality
standards prior to submission to MMSA.
Ensuring deliverables are complete before securing approval from stakeholders.
Obtaining deliverable acceptance and sign-off (the next section describes this
process).
Correcting quality issues by fixing the product or process:
• Fixing the product – If the deliverables being created do not meet the quality
standards, or do not meet the reviewer’s expectations, it is modified to meet the
project standards and expectations.
• Fixing the process – The reason for sub-standard quality is determined and steps
are taken to resolve issues that are creating the quality issues.
Communications
Plan
The Communication Management Plan is the foundation for a successful project. CSG has a
philosophy of “no surprises,” which means that we provide clear and accurate
communications to project stakeholders and team members. The Communication
Management Plan defines the types of communication and frequency for the various types
of communication, the intent of each, the participants, and documents generated ensuing
from the communication.
Communication Management Plan Contents
The Communication Management Plan contains descriptions of the following:
Project Governance
Feedback loops
Method and frequency of reports, findings, and recommendations
Project contact list
Frequency of meetings and Status Reports
Document Repositories
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PROPOSAL
PM Plan
Component
Description
Change Control
Management Plan
CSG understands the importance and skill required to manage scope creep. This begins
with a common-sense approach of educating all team members on the scope of the
project, setting clear expectations of what items are beyond scope, and describing best
practices regarding how to address them when they occur. We implement a disciplined
Change Management Plan during Project Initiation to enforce best practices for managing
change requests. All team members handle changes using the Change Management
Process approved by MMSA.
Change Management Process
Change
Identifier
Change
Initiator
Identify
Problem, Idea, Suggestion
Capture
Describe, Classify,
Prioritize
CSG
Project
Manager
Change
Analyst
Initiate
Contract Amendments &
Monitor to Completion
Implement
Update Plan and Budget
Assign
Report
Owner, Due Date
Communicate Decision
Research
Review
Options, Impact,
Recommendation
Approve / Reject
Verify
Change
Owner
Status, Hours and Dollars
Estimate, Priority, Clear,
Concise
Verify
Review prior to CCB
Project
Manager
CSG
Project
Manager
CSG and
MMSA
Project
Manager
Change
Control
Board
CSG and
MMSA
Project
Manager
Figure 6: Change Management Process
Change Control Plan Contents
Establish Change Control Process
Change Control Tool (TeamCSG℠ Project Tracker)
Change Control Board/Governing Body
Document Approve/Denied Status
Cost Management/
Budget Estimate
As part of the ongoing Project Management, CSG provides monitoring and reporting on the
budgeted and actual costs including Grant Management.
Overall project costs are attributed to specific project components (i.e., tasks, software,
hardware) for the purpose of budgeting and reporting planned vs. actual costs.
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PROPOSAL
Anticipated Planning Process Group Deliverables
The following list of reference materials and deliverables are an example of the type of documents
included in the Planning Process Group SOW. CSG’s Project Manager works with the Authority to
develop and detail tasks and deliverables for each process group SOW.
Planning Process Group
Complete Tasks
Proposed Deliverable(s)
CGI Advantage SOW
CGI Advantage SaaS
Project Schedule
Scope Management Plan
Project Charter
Quality Management Plan
Agency Budget
Resource Management Plan
CGI Estimated Cost for Completion
Communication Management Plan
List of Participants
FMS Project cost sharing model
Cost Management Plan
Test Management Plan
Transition Management Plan
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PROPOSAL
2.3 Implementation Process Group
The following information describes CSG’s high level approach to the Implementation Process Group.
CSG’s Project Manager works with the Authority to develop and detail tasks and deliverables for each
process group SOW.
The CSG project manager takes the lead in managing execution of the FMS project during
Implementation. Critical activities include providing project oversight and direction during
implementation of CGI Advantage 360 Software, proactive management of project risks, management of
project issues, day to day management of project resources, and regular communication with
stakeholders. CSG Project Manager monitors the project resources and assists FMS Project Leadership in
conducting necessary procurements.
CSG has significant experience in managing implementations of large software systems and is well
versed in risk and issue spotting in the area of vendor activities and customer organizational change.
Mitigation of risks and resolution of issues requires constant attention and is most effective when
problems are caught early.
The following table includes some of the key activities performed during execution of the project and
provides a brief description of the CSG approach.
Activity
Description
Direct and Manage
Work
CSG manages the work by establishing processes based on project plans. We assign
business and technology resources to a project based on skills and expertise needed for
the specific tasks or assessments, provide task assignments and then monitor and support
task execution.
Perform Quality
Assurance
CSG manages quality assurance throughout the project:
Ensuring that quality is being monitored.
Taking corrective action when quality standards are not being met.
Reviewing the process to ensure that quality standards are followed during deliverable
development.
Manage
Communications
CSG employs various methods of communications, including formal and informal, written
and verbal. By following the Communication Plan utilizing, distribution lists, document
formats, as well as meeting agendas and schedules CSG provides information in
consistently consumable format. CSG creates an environment of transparency through use
of established document and process standards including a project document repository.
Standards are utilized for:
Intra-team and larger group meetings
Reports
Presentations
Deliverables
Web sites
E-mail
Voice mail
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PROPOSAL
Activity
Description
Status Reporting
Status Reporting ensures all stakeholders receive the appropriate information and level of
detail. Project status reports and status report meetings are included in the WBS. Project
Status Reports contain the following information:
General and condition assessment for the overall project, schedule management,
scope management, quality management, risk and issue management, resource
management, organizational change management, and technical issues
Completed and Planned activities
Project issues
Key project risks and status summaries
Key project decisions and recommendations
Conduct
Procurements
Procurements are conducted utilizing processes defined by the procurement authority of
MMSA. Prior to procurement CSG Project manager working closely with MMSA to:
Develop a clear understanding of the goods or services needed
Assessing options for acquisition
Develop a procurement action plan
Draft SOW defining purpose, approach, resources needed, and schedule to complete
required tasks
Manage
Stakeholders
Regular communication is the starting point for managing Stakeholder expectations. CSG’s
understanding of stakeholder interests is critical to providing information appropriate for
specific stakeholders.
Anticipated Implementation Process Group Deliverables
included in the Implementation Process Group SOW. CSG’s Project Manager works with the Authority to
develop and detail tasks and deliverables for each process group SOW.
Implementation Process Group
Complete Tasks
Periodic Status Report
Project Schedules
Project Schedule
Periodic Budget report
Scope Management Plan
Resource Management Plan
Procurement Management Plan
Cost Management Plan
Test Management Plan
Transition Management Plan
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PROPOSAL
2.4 Monitoring and Controlling Process Group
The following information describes CSG’s high level approach to the Monitoring and Controlling Process
Group. CSG’s Project Manager works with the Authority to develop and detail tasks and deliverables for
each process group SOW.
The CSG Project Manager meets weekly with the system vendors and identified project staff for updates
to maintain the Master Project Schedule. Experience and lessons learned on other system
implementation projects indicate that weekly meetings to review project schedule task progress are
critical to ensure no deadlines are missed.
We use the weekly meetings to:
Discuss upcoming or new tasks
Record actual task completion dates
Surface any overdue tasks, task gaps, or slippage
Identify any task dependencies, issues, or risks
Identify or reallocate task resources
These weekly meetings provide a forum to discuss updates and allow for timely response when action
plans are needed to address task slippage or necessary changes before there is significant impact to the
project. In addition to holding weekly meetings with vendor and identified project staff, we have also
learned that each contractor/unit/person we meet with should have a copy of the project schedule for
their tracking and updating purposes each week. By preparing prior to the weekly meetings and bringing
their annotated copy of the schedule with them, meeting time is minimized, focusing the discussions on
the key task areas, issues, risks, and discussion points needed to update the schedule. This approach
results in increased communications by ensuring everyone understands not only their piece of the
project, but how it fits within the overall effort.
The following table includes some of the key activities performed as part of Monitor and Control Process
Group and provides a brief description of the CSG approach.
Activity
Description
Schedule
Management
Schedule Control – We use weekly monitoring, scheduled milestone achievement, and
feedback to provide schedule control.
Schedule Influences – Known and unknown factors may impact the project schedule.
Known schedule influences are tracked through either Risk or Change Management.
Schedule contingency in the project plan gives the Project Manager some flexibility to
reduce the impact of unanticipated schedule influences.
Corrective Action – If a project has fallen behind schedule, there are a number of
techniques that can be used to potentially recover the slippage. CSG assumes
responsibility for identifying corrective action to be taken in response to schedule
variations
Change Control
CSG uses a proven change request process. While similar to our issues process the key
steps in the process that are different are: estimating the hours to complete, the
associated cost, and the anticipated schedule impact of approving the change request,
and getting formal approval from the Executive Sponsor to increase (or decrease scope)
and authorize modifications to the contract, project plan, and deliverable specifications.
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PROPOSAL
Activity
Description
Issue Tracking and
Monitoring
The project team is required to follow a standard method for logging and categorizing
issues, researching solutions, as well as communicating options and final
recommendations. TeamCSG℠ Project Tracker provides real time access to review and
update issues as well as view the status of changes made by the CSG Project Manager or
other team members.
It is imperative that issues are identified, logged, and addressed quickly to minimize
project impact. Our issue management approach includes the methods to identify, record,
track, research, and address issues throughout the project.
Issue Identification – Project team members identify immediate barriers to project
progress and ability to successfully execute tasks capturing the issue in the issue log
Issue analysis - determine the impact of the issue to the project and project team and
identify root cause
Issue Response – Project team develops a plan of action to address the issue root cause
and facilitates to resolution
Monitor Issues – assess effectiveness of action and identify any residual issues, if the issue
is likely to occur again in the future document as a project risk
Risk Tracking
Monitoring and
Mitigation
Risk management is an ongoing process that continues throughout the project life cycle.
CSG tracks and captures all risks in the TeamCSG℠ Project Tracker tracking tool, which
greatly facilitates the risk logging, tracking, and reporting process. From the tool, we
generate detail or summary reports. The project team uses risk reports during regular risk
mitigation discussions.
Risk Identification – determining
which risks might affect the
project and defining
characteristics
Risk Analysis – prioritizing risks,
assessing probability and
consequences of risks
Figure 7: Risk Management Process
Risk Response Planning –
preparing action plans to enhance opportunities or minimize threats to the project along
with assigning risk management responsibility
Risk Monitoring – executing action plans and evaluating their effectiveness, tracking and
reviewing residual risks, and identifying new risks.
Project Reporting
CSG currently maintains a wide variety of tested easy to read project reporting in the State of Michigan.
We are versed with all current SUITE reporting and necessary documents. Furthermore, CSG through
our other Project Control Offices in the State of Michigan has taken the initiative to produce advanced
reporting that spans both written and financial reporting for both the purposes of internal control as
well as Management and Executive level reporting.
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PROPOSAL
The following table shows examples of project control/management deliverables currently produced to
distribute information, mitigate risks, and resolve issues. These artifacts were developed by CSG for
Michigan projects and can easily be customized to MMSA’s needs for quick value.
Artifact Title
Purpose
Frequency
Weekly Status Report
Project status: major accomplishments & activities for the
reporting period, plans for next period, deliverables, action
items, issues, and risks
Weekly
Data Purification
Dashboard
Progress report on date purification activities related to
conversion
Weekly
Enterprise Project
Management Office
(EPMO)
High-level status of project compliance to schedule, scope and
cost, plus issues & risks
Monthly
Monthly Status Report
Detailed project status: major accomplishments/activities for
the reporting period, plans for next period, deliverables,
action items, issues, and risks
Monthly
4-Up Dashboard
High-level status: deliverables, schedule, issues/risks, and
accomplishments
Monthly
Project Overview
High-level project status: functional & technical activities for
the reporting period, deliverables, Requirement Tractability
Management (RTM), issues, risks, and IV&V dashboard
Monthly
Executive Solution
Center (ESC)
Executive data entry/status SharePoint application for
reporting/tracking critical and/or politically "charged" issues
On-demand
Requirement
Traceability
Management (RTM)
Various dashboards, charts, graphs & reports to report/track
functional and technical requirements/rules through the
entire project life-cycle
Weekly
Quality Standards
Dashboard and
Detailed Report
Technical quality review of Design, Development &
Implementation (DDI) Vendor's code, processes and
procedures
Monthly
Project Schedule,
Dashboard and
Detailed Reports
MS project schedule, dashboard report, and various detailed
reports for milestones, deliverables, and task status
Weekly, Monthly
Testing Dashboard &
Detailed Reports
Dashboard and detailed spreadsheets for tracking completion
of Test Scenarios
Weekly
Critical Issues Report
Spreadsheet to track any defined critical issues with the
production application.
Weekly
Director's Brief
High-level status of project compliance to schedule, scope and
cost, budget review, issues, and risks requiring
Director/Executive input
Bi-Weekly
Business Case/Cost
Benefit Analysis
Report and detailed spreadsheet provided to assist with
justification for the project
Initial project
start, updated as
requested
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PROPOSAL
Artifact Title
Purpose
Frequency
Briefing Documents
Various briefing documents describing project status and
activities for Sponsors, Executives, news & public media
As requested
Interface Documents
Template and document creation for various interface
partners
As required
RFP/Procurement
Documents
RFP, pricing/cost tables, evaluation templates, vendor Q&A,
oral presentation agenda, evaluation synopsis, contract,
negotiations, payment schedules and budget documents
As required
Functional/Technical
Requirements
Developed functional requirements/rules, technical
requirements, process flows, database diagrams, and
technical specification documents to support RFP process and
project execution
As required
Deliverables Tracking
Spreadsheet(s)
Track all project deliverables from Deliverable Expectation
Document (DED), deliverable submission, reviews, comment
consolidation/updates, final review, approval and posting on
project SharePoint
As per Schedule
Invoice and Time
Sheet Approval
Time sheet generation for state approval of contract Invoices
Weekly, Monthly
Issue Tracker
Utilize SOM on-line issue/risk tracker web application and
crystal reports
Project Goals &
Objectives
Facilitated work sessions to verify, update, and document
SOM project goals & objectives
Project Initiation
Deliverable
Documents
Utilized SOM State Unified Integrated Technology
Environment (Suite) Project Management and Software
Engineering Methodologies (PMM/SEM) and templates to
track, monitor and document critical project activities
On-going
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Weekly
Page 43
PROPOSAL
Anticipated Monitoring and Controlling Process Group Deliverables
included in the Monitoring and Controlling Process Group SOW. CSG’s Project Manager works with the
Authority to develop and detail tasks and deliverables for each process group SOW.
Monitoring and Controlling Process Group
Complete Tasks
Periodic Status Report
Project Schedule
Project Schedules
Vendor Status reports
Budget report
Vendor Deliverables
Risk Register
Change Log
Quality assessment reports
2.5 Closing Process Group
The following information describes CSG’s high level approach to the Closing Process Group. CSG’s
Project Manager works with the Authority to develop and detail tasks and deliverables for each process
group SOW.
During Closure activities for each phase of the project, CSG facilitates and prepares materials for closeout, including archival of all project data, lessons learned sessions, and close-out of any open action
items.
Activity
Description
Formal Acceptance
of Solution
Conduct inventory of expected deliverables, verify all deliverables have been provided and
approved.
Any outstanding deliverables should have an action plan to bring them to resolution
System Transition
As part of the planning process, a high level transition plan and checklist should be
developed to document how the authority will handle the delivered solution post
implementation, including items such as; revised business processes, help desk support, end
user training, user access, post implementation vendor support, and any decommissioning
efforts.
120 days prior to implementation; review and update Transition Plan with project team
90 days prior to implementation; review Transition Plan with vendor and project team
60 days prior to implementation; review Transition Plan with internal support group
30 days prior to implementation; complete Transition checklist in preparation for
implementation
Lessons Learned
CSG gathers information for project lessons learned leveraging the communication plan to
identify how to engage project stakeholders and participant to request feedback to the
project.
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PROPOSAL
Activity
Description
Contract Closure
Review each open contract and verify that all conditions have been met
Review associated deliverables and outstanding invoices
Complete formal contract close-out activities as needed
Archive Project
Documentation
Transition documents and artifacts from the project repository to the customer repository
Post
Implementation
Review
Conduct review and create final report of completed activities
Anticipated Closing Process Group Deliverables
included in the Closing Process Group SOW. CSG’s Project Manager works with the Authority to develop
and detail tasks and deliverables for each process group SOW.
Closing Process Group
Complete Tasks
Proposed Deliverables
Lessons Learned Report
Lessons Learned
System Transition Checklist
Project Close-Out Report
CGI Solution Acceptance documents
Post Implementation Review Report
CGI SaaS Contract
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PROPOSAL
3. ERP EXPERIENCE
For the past 17 years, CSG has served as a trusted advisor to public
sector government clients aiding them in completing a variety of
modernization efforts. Our experience and expertise comes from years
of successfully managing, coordinating, and delivering Project
Management Services for system implementation projects, including
Enterprise Resource Planning (ERP) in complex government
environments. We have a longstanding history of quality delivery
across multiple clients and on a variety of platforms.
3.1.1
CSG provides the Authority with
excellent project management
services and effective
communication with all
stakeholders.
CSG has worked with a
number of agencies within
the State of Michigan and has
deep experience in State of
Michigan methods.
CSG manages Michigan’s
Project Control Office,
providing project
management expertise.
CSG successfully managed
the Project Control Office for
the LARA UI Tax and Revenue
Modernization.
State of Michigan Experience
CSG is providing a Project Control Office (PCO) for one of Michigan’s
largest portfolios of projects. From 2010 to date, CSG has provided the
Unemployment Insurance Agency (UIA) of the State of Michigan
Department of Licensing and Regulatory Affairs (LARA) with project
management services and oversight of a complex patchwork of
interconnected legacy systems spread across a variety of platforms and
written in an assortment of computer programming languages.
The PCO is in constant communication and works closely with the
Department of Technology, Management, and Budget (DTMB), to ensure all hardware/software
environments and networking components are fully compatible and support the State’s Enterprise
architecture, security, and computing standards. For these projects, the PCO provides full management
and professional services, including managing project efforts on-scope, on-schedule, and on-budget;
providing an appropriate level of daily, weekly, and monthly status reporting to project staff and
executive management; developing cost benefit analysis and budget financials; and creating a document
repository using TeamCSG℠ to support project team collaboration. In the tables below, we have
provided examples of PCO projects related to the scope of work requested, that CSG is completing for
the State of Michigan.
Michigan Treasury Experience
Treasury Experience
Gaming Control Board Enterprise IT System – Project Overview
Background: The Michigan Gaming Control Board (MGCB) performs tasks and activities to ensure fair and honest
gaming to protect the interests of Michigan citizens. Recent executive orders have expanded the responsibilities of
the MGCB, shifting additional areas of oversight from other State agencies to MGCB. These expansions have
resulted in a technical environment of multiple IT systems with overlapping and isolated functionality as well as
duplicate data entry. The MGCB enlisted CSG’s assistance in identifying all of the technical requirements and
supporting the selection of a vendor to provide an Enterprise Solution to be utilized by the entire agency. Doing so
will reduce the nearly 30 applications utilized currently to as few as possible.
Services Provided:
Recommend changes in hardware, storage, network systems, operating systems, (COTS) software, security, and
software design to meet future growth and improve system performance
Review hardware and software to assist in standards determination and setting of processes
Perform cost analysis and modeling to assist in the assessment of the return on investment for projects and
computer operations
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PROPOSAL
Treasury Experience
Provide market analysis to MGCB executive management on potential software packages and options for
MGCB's Enterprise Solution
Treasury Legacy System Modernization Project Overview
Background: The Michigan Department of Technology, Management & Budget Customer Services, supporting the
Department of Treasury required assistance with replacing legacy applications with current technology. CSG is
assisting in the re-write of applications that use programming languages that are, or will be, obsolete and
languages that are being taken out of the inventory of supported programming tools. The CSG team was assigned
to participate in projects to modernize (plan, design, re-write and implement) legacy applications. Computer
applications that are being converted to Microsoft Dot Net include, but are not limited to, the following:
Tax Compliance Bureau taxpayer audit discovery
Hearings Tracking
Treasury LAN security administration
Legacy computer applications as directed by the Treasury Client and/or DTMB
Services Provided:
Participate in design of databases and / or data repositories with customers, developers, architects, managers,
and other analysts
Assist with data extract, transform and load (ETL) design, development, and implementation processes
Assist the application / enterprise architects, database administrator, and developers in the physical design of
databases, data structures, and data repositories
Analyze customer’s business and data flow , data relationships, current system capabilities, and requirements
Develop the logical data model for new systems: databases, data structures and / or data repositories
Prepare documentation to capture requirements, working versions and final versions of logical and physical
Michigan UIA Experience
With CSG as a PCO, the UIA embarked on a multi-year System Integration Project to replace the current
Michigan UI system and leave in its place a modernized, integrated system that provides real-time data
sharing across functions, increases productivity through ease of use, enhances customer service through
user-friendly, on-line interfaces, and provides the flexibility and responsiveness necessary to comply
with constantly changing State and federal mandates and other requirements. In the tables below, we
have provided information pertaining to two projects we have worked on for Michigan’s Unemployment
Insurance Agency.
Enterprise Fraud Detection System – Project Overview
Background: In partnership with CSG, the State of Michigan successfully completed an Overpayment Recovery
Project, driven by Public Act 14, in September 2011. To further strengthen Michigan’s recovery efforts, the State
issued a request for proposals a short time later to secure a data analytics product for the purpose of enterpriselevel fraud detection spanning multiple State agencies. Building on the success of the Overpayment Recovery
Project, CSG has provided leadership and vision to Michigan from the start of the Enterprise Fraud Detection
System (EFDS) project.
Michigan contracted with SAS Institute, Inc. to install and deploy its proven fraud and data analytics products. As
part of this $6M project, initial program implementations are underway for the State’s Department of Human
Service (DHS) Food Assistance Program (FAP), and the UIA. State staff will be able to query an aggregate dataset
populated from multiple agency data sources stored in the Michigan’s data warehouse to conduct real-time ad hoc
analysis. The technology will allow end-users to conduct analysis without special programming requests and with
December 17, 2014
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PROPOSAL
limited knowledge of the underlying data sources and structures. The system supports 25 concurrent users with
direct access and supports unlimited users accessing the system over the Internet.
Services Provided:
Project visioning, development of the project RFP, and a leadership role throughout the software selection
process
Return on investment (ROI) analysis and detailed forecasting of expected program cost savings and
overpayment collections
Enterprise architecture solution assessment
Development and tailoring of the State’s Project Management Methodology (PMM) and System Engineering
Methodology (SEM)
Genesys Interactive Voice Response System – Project Overview
Background: The State of Michigan Unemployment Insurance Agency (UIA) Department of Licensing and
Regulatory Affairs (LARA) embarked on a program to replace the current Telephone Filed Claims (TFC) Interactive
Voice Response (IVR) system. This technology update responds to a need to improve claimant customer service by
enabling more callers to access the system, decrease call hold times, and provide better self-service. UIA is
replacing the current TFC IVR application with an updated system from Genesys Telecommunications Inc., to
provide scalability, improved authentication, added claimant self-service capabilities, and new improvements
including “screen pop” capability. To support this work effort, the State partnered with CSG to manage the project
through to successful completion.
Services Provided:
Acquisition of software, hardware, services, and integration with current State systems
Interface access with the State’s modernized UIA Benefits system
Project management and oversight, status reporting and control processes
Detailed business requirements validation and functional design – mapping of the ‘what to do’ functional
specification into the ‘how to do’ of the design specification
Assisting the product team to transform the system design into an executable solution
Testing the solution to ensure compliance with functional, performance, quality, and security requirements
User acceptance testing to gather critical end-user feedback in order to make any final adjustments before
implementation
Product installation and production cutover following a detailed task list and schedule of each step to be
performed including checkpoints and roll back procedures
CSG understands the importance of effectively and efficiently establishing projects. Based on our proven
State of Michigan PCO experience, we are confident our team has what it takes to hit the ground
running. Our approach leverages processes and models of highly successful Michigan projects. Our
experience in managing these projects has resulted in the development of proven processes and
artifacts that can be leveraged to benefit the Authority. CSG’s experience working across multiple
agencies within a single PCO is critical to ensuring the success of new ERP systems.
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3.1.2
National ERP Project Experience
In addition to our successful PCO work in Michigan, we also have experience working with ERP systems
across the country for various agencies. The following table provides a sample of CSG’s relevant National
ERP experience.
The project listed below are a subset of CSG’s National ERP experience, our experience with CGI
Advantage projects has been included in Section 3.2, Experience with CGI Advantage Projects, per RFP
requirements.
Relevant ERP Project Experience
Los Angeles Unified School District – Payroll Remediation Project
CSG was involved in the initial phase of the HR implementation project and provided project management support
and technical resources. CSG provided a Project Manager and Quality Control advisor to the Board of Education for
the post-implementation remediation of a district-wide enterprise payroll/personnel system using SAP ERP
software. The initial implementation experienced very serious payroll calculation and other production problems.
City of Chicago – Case Management and Billing Management Implementation
The City of Chicago contracted with CSG to provide project management and quality assurance for a case
management-based system to facilitate annual permit billing for special use private benefit signs and commercial
driveways on the public way. This system solution has provided greater visibility to a revenue stream that was
deficient in finance controls. The solution streamlined the annual invoice process by smoothing the billing cycles
throughout the year, in lieu of large peaks swings, and integrated a mail service to handle all mailing as well as
payment processes through local lock box capabilities. Previously, most of these functions taxed city forces. The
ability to utilized bulk rates and better manage return mail helps lower the City’s operation costs. As a follow-on
enhancement the system is being integrated in the City’s recently installed collection system, for which CSG has
been requested to QA services.
State of Illinois Comptroller’s Office – Cash Management System Project
The Cash Management System utilized American Management System’s Advantage DS software to extract
financial information from a mainframe application. The financial information was downloaded to the client/server
platform and imported into Microsoft Access. Several menus, inquiries and reports were developed to provide the
Cash Management team with the necessary information to determine payment release.
Los Angeles Unified School District – Legacy Systems Support
CSG provided programming and analysis services to maintain and enhance the existing legacy including the Human
Resources System (HRS), Integrated Financial System (IFS), and Employee Benefit System (EBS) to the Los Angeles
Unified School District. In addition, CSG provided programming support for the conversion and interface file
creation in support of the ERP project. The CSG team provided technical expertise and acquired knowledge of the
District’s IFS, HRS, and EBS to support existing applications that supported business areas such as budget, human
resources, assignments, and benefits administration. This effort also included providing support and subject
matter expertise in creating conversion and interface files to be used by the proposed ERP product.
City of Chicago – Multiple Legacy System to ERP Solution Projects
Transition From Legacy System to ERP Solution
The City requested services to assist them with the transition effort of their Central Accounting and Financial
System (CAPS) to a client server ERP solution. CSG developed system enhancements, conversions programs and
program utilities to “scrub” the existing City data. Additionally, CSG provided technical and functional support to
the Financial Management and Purchasing System (FMPS) conversion team. CSG served as subject matter experts
in regards to extracting and converting data from the existing CAPS system into an ERP solution.
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Relevant ERP Project Experience
City of Chicago – Department of Innovation and Technology (DoIT) – Pure Project
The PURE project encompasses modifications to the Oracle FMPS application that impacts the Treasurer’s
mainframe application. DoIT requested assistance with designing and implementing Oracle baseline functionality
into the highly customized FMPS Oracle application. One of the key features is the ability to issue one check with
multiple funding sources. CSG was responsible for the design, management of development and testing efforts,
and the production migration of the Treasurer’s mainframe application.
Production Support for Chicago Accounting and Purchasing System (CAPS) for the Comptroller’s Office
CSG provided technical and functional support for maintaining the City’s financial system. CSG managed a
development effort to implement a series of enhancements for the Comptroller’s Office. One of the major
enhancements implemented was electronic funds transfer (EFT) for payments to delegate agencies. Part of this
effort included the development of a custom database reconciliation application to aid the City with accounting for
all transactions passed between the legacy Chicago Accounting and Purchasing System (CAPS) and the new Oracle
Financial Management and Purchasing System (FMPS). CSG also managed the development of a custom Cash
Management Data Entry System for the Office of the City Treasurer for the City of Chicago.
Other Enhancements Included:
Implemented an Expanded A/R Subsystem for the Department of Revenue
Designed Job Cost Sub-System for CAPS for Cost Accounting Department
Designed and Implemented the Voucher Audit and Tracking System for Special Accounting Department
Implemented Material Management Subsystem for the Department of General Services
Y2K Implementation Project
CSG partnered with AMS/CGI to manage the development effort of a very successful Year 2000 project to
remediate the City of Chicago’s Financial Accounting and Purchasing System (CAPS). Implemented a Y2K strategy
that utilized both “Windowing” as well as “Database Expansion” methods. The enhanced software is CGI/AMS
financial system software.
During the remediation project, CSG was asked to design, develop and implement major enhancements to the
AMS Financial System. The major enhancements included:
Electronic Funds Transfer (EFT) for Delegate Agency Payments – The City Comptroller’s Office wanted to
modify the CAPS system to electronically transfer checks for delegate agencies. In the original process, the
CAPS system paid all vendors including delegate agencies by printing checks. In an effort to speed up the
payment time and provide better service to delegate agencies an automated electronic funds transfer process
was implemented.
Lien processing with direct pay to sub-contractors – The City of Chicago wanted to modify the CAPS system to
allow for direct payments to sub-contractors. The original process only paid the primary contractor on
engagements that in turn paid the sub-contractors. With this enhancement, the City could use the lien process
to redirect payments to the sub-contractor.
Auto Clearing of Payroll Warrants – The City of Chicago wanted to automatically clear checks that are
electronically transferred. The new EFT process generates an electronic data file that is retrieved by the bank
on a daily basis. The EFT file contains all of the necessary bank and vendor information for electronically
transferring funds. The automatic clearing process creates an extract file in the bank tape format, which
includes payroll cover warrants as well as Comptroller EFT payments. The EFT warrants are included in the
CAPS interface to the Treasurer’s Office. The EFT records are cleared in CAPS by the warrant reconciliation
process.
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3.2 Experience with CGI Advantage Projects
CSG’s experience with CGI Advantage projects is rooted in our history and our experience managing
large complex IT projects for our clients across the country. In 2008, CSG acquired a company called
Advanced Data Concepts that specialized in managing CGI (formerly AMS) Advantage
implementations. The owner of Advanced Data Concepts, Reggie Lee, joined CSG at that time and
continues to work for CSG. Currently, Reggie is a Senior Principal within our firm and brings more than
25 years of experience in the IT industry and in-depth knowledge of CGI products. Reggie serves as our
CGI Subject Matter Expert as described in Section 1.2.3, Roles and Responsibilities, ensuring our project
team is fully equipped to deliver excellent results for this important initiative.
As demonstrated in Section 3, ERP Experience, CSG has insight and experience providing project
management services aiding our clients with the implementation of ERP systems, as well as
implementing and upgrading CGI Advantage products. Outlined below are CSG’s CGI Advantage specific
projects.
CGI Advantage Project Experience
Wake County, North Carolina –
CGI Advantage® Human Resources Management (HRM) Implementation Project
CSG led the technical conversion activities of the CGI Advantage® HRM Implementation project. Partnering with
CGI, the CSG team provided technical assistance to the HR payroll modification by working with Wake County team
on conversion approach, planning, and data mapping, assisting with data conversion, and developing data
conversion maps.
Cobb County Public Schools – CGI Advantage® Financial Management Upgrade Project
CSG contracted with the Cobb County Public School to provide technical support and expertise for the CGI
Advantage® Financial Management upgrade project. Partnering with CGI, the CSG team provided technical
assistance for the HR payroll modification by supporting technical architecture for the upgrade, leading the
coordination of CGI technical activities, including providing input to the initial project plan, working with the Cobb
County School District team to develop a technical assessment, including assisting with interface and conversion
approach documents during the Envision Phase, and assisting with data conversion, interface development using a
Pervasive Data Integrator tool (PDI), and mapping Crystal Reports to CGI Advantage® tables.
City of Cleveland – CGI Advantage® ERP Implementation Project
CGI partnered with CSG to assist with the development of Adobe Forms for the City of Cleveland CGI Advantage®
ERP implementation project. The project updated the current financial system technology, business process,
information sharing, decision-making, monitoring, and reporting. CSG assisted CGI with resolving technology issues
as they pertain to Adobe Forms environment and with the development of the detail form design specifications.
Once the design specifications were completed, CSG is developed the Adobe Forms per the detail design
specifications and conducting a unit test for each form.
Dallas City Hall – CGI Advantage® ERP Implementation Project
CSG provided IT development and technical support to the CGI Advantage® Implementation project for Dallas City
Hall. The CSG team worked with the CGI project team using Adobe Output Designer, Adobe Central Output Server,
Business Objects, Oracle 9i, and Financial Advantage (CGI-AMS).
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CGI Advantage Project Experience
Commonwealth of Kentucky – CGI Advantage® 3.0 ERP Implementation Project
CSG provided IT systems analysis, development and project management services for the CGI Advantage® ERP
implementation project for the Kentucky Transportation Cabinet under CGI’s contract for the Kentucky
Transportation Enterprise Data Warehouse project. The CSG team used Business Objects Enterprise version XI R2,
Business Objects Data Integrator XI, Oracle 9i, Toad 7.1, Windows Task Scheduler, Windows Batch script to assist in
the implementation.
Fulton County, Georgia – CGI Advantage® Implementation Project
Fulton County contracted with CSG to provide business process analysis services for Phase 1 of the CGI Advantage®
Implementation project. Services included analyzing the business processes and functions for accounts payable
and accounts receivable and prototyping various business processes for the accounts payable and accounts
receivable system. Additionally, the CSG team worked with the CGI Team providing IT development support using
the following tools: Data Junction, Map Designer, Business Object, Adobe Output Designer, Oracle 9i, and AMS
Advantage. The CSG team then trained the Fulton County IT team on how to use Data Junction and Adobe Output
Designer. CSG also provided functional and technical expertise on the HR/Payroll phase of the project and assisted
with prototyping sessions leading to a successful transition.
3.3 Relationship with MMSA
CSG does not have any existing relationships with the Authority or any participating units in the past 5
years and therefore do not have a conflict of interest.
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3.4 Financial Stability
Through setting clear performance expectations for our staff and promoting and enabling the continual
development of their skills, CSG not only attracts quality staff, but we also – and more importantly –
retain them. Over the past five years, CSG has laid off zero employees.
CSG is a privately held S Corporation that has been in business for over 17 years. The current leadership
team has had fiscal responsibility of the company for the majority of those 17 years. As of December 31,
2013, the company had sufficient shareholder equity and working capital, and with no long-term debt.
In addition, the company has access to a revolving line of credit to provide short-term financing should
that be needed.
To ensure solvency, the company prepares a budget at the beginning of each year to forecast the
anticipated funding needs of the business for that year. Based on this budget, the company seeks any
anticipated funding needs through a bank line of credit. The current cash balance and revolving line of
credit is sufficient to fund operations for the foreseeable future. CSG can provide additional information
and audited financial statements to validate our financial stability, if requested.
CSG has no defaulted projects, pending or on-going litigation, nor any other real or potential financial
matters to disclose that may adversely impact the viability or stability of CSG or the resulting contract.
CSG has a Dunn and Bradstreet rating of 3A1.
Although many firms believe they provide excellent service, CSG has unbiased proof. The U.S. General
Services Administration commissioned Dun & Bradstreet to conduct a random survey of our clients to
assess our ability to deliver our services as represented in our proposals. The clients rated CSG on a scale
of 1 to 100.
Figure 8: CSG’s Dun & Bradstreet Client Survey Results
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PROPOSAL
4. CANDIDATE INFORMATION
CSG understands that the foundation for success in every project is
the people involved in the project, and we have carefully considered
your requirements to determine which of our resources best suit your
goals. Based on the depth and breadth of our ERP, CGI Advantage,
and local Michigan experience the CSG team provides MMSA with the
best possible resources, artifacts, and knowledge to deliver excellent
Project Management Professional Services, and ultimately, a
successful project for the Authority.
CSG proposes a highly
knowledgeable team with
extensive experience with the
State of Michigan, PM services
and ERP
We have assembled a team
of experienced professionals
with deep knowledge of
industry standards and best
practices in providing PM
services and implementing
ERP solutions.
Our project team leverages
existing Michigan and ERP
knowledge and experience.
We are confident our CSG team has what it takes – experience,
expertise, and a disciplined approach – to deliver excellent results for
the Authority.
4.1 Candidate Availability
Position
Name
Date Available
Project Manager
Mark Hershberger
1/2/2015
Reggie Lee
1/2/2015
4.2 Resumes
Full chronological resumes for each proposed team member have been provided in Appendix A, Blind
Resumes. We have removed all identifying marks, logos, and descriptions to ensure that each resume is
“blind”.
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PROPOSAL
5. REFERENCES
Reference 1 – Michigan Unemployment Insurance Agency
Unemployment Insurance System Modernization Project
Name of Client Organization:
Michigan Unemployment Insurance Agency
Point of contact name:
Kirt Berwald
E-mail Address:
[email protected]
Phone number:
(517) 335 – 4252
CSG serves as the strategic planning vendor and Project Control Office (PCO) to the Michigan Unemployment
Insurance Agency (UIA) for the State of Michigan’s Unemployment Insurance Systems Modernization Project. The
goal of this project is to understand business needs from multiple current and prospective stakeholders and support
procurement of business and technical solutions to meet their goals and objectives.
With CSG as a PCO, the UIA embarked on a multi-year System Integration Project to replace the current Michigan UI
system and leave in its place a modernized, integrated system that provided real-time data sharing across functions,
increased productivity through ease of use, enhanced customer service through user-friendly on-line interfaces, and
provided the flexibility and responsiveness necessary to comply with constantly changing state and federal mandates
and other requirements.
In addition to the UIA, the PCO is working with multiple State of Michigan agencies, including the State of Michigan
Department of Licensing and Regulatory Affairs (LARA), the Department of Technology, Management & Budget
(DTMB), the Department of Community Health (DCH), and the Department of Human Services (DHS) to document,
procure, and implement an Enterprise Fraud System. For UIA, DCH, and DHS, the PCO developed a Request for
Proposal, facilitated the evaluation of vendor proposals, hosted oral presentations, developed all budgets and Total
Cost of Ownership 5-Year models, assisted contract development final negotiations, and award. To support these
efforts, the PCO worked with these departments and agencies to define requirements and develop overall technical
architecture. CSG's PCO currently manages the overall implementation effort.
CSG is also providing PCO services for an Enterprise Fraud Detection System. As an example of the successful
partnership between the State and PCO, Phase I of the new Unemployment Insurance (UI) Tax System went live in
mid-August 2012 and the Phase II Benefits system in October 2013. CSG’s efforts in planning, procurement, and
project oversight helped the State complete the implementation of this Tax System in 11 months, making it the
fastest UI Tax implementation in the country.
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Reference 2 – Michigan Department of Technology, Management & Budget
Treasury Legacy System Modernization Project
Michigan Department of Technology, Management & Budget
Jeanne Irwin
E-mail Address:
[email protected]
Phone number:
(517) 490 – 8446
Background: The Michigan Department of Technology, Management & Budget Customer Services, supporting the
Department of Treasury required assistance with replacing legacy applications with current technology. CSG is
assisting in the re-write of applications that use programming languages that are, or will be, obsolete and languages
that are being taken out of the inventory of supported programming tools. The CSG team was assigned to participate
in projects to modernize (plan, design, re-write and implement) legacy applications. Computer applications that are
being converted to Microsoft Dot Net include, but are not limited to, the following:
Tax Compliance Bureau taxpayer audit discovery
Hearings Tracking
Treasury security administration
Legacy computer applications as directed by the Treasury Client and/or DTMB
Services Provided:
Participate in design of databases and / or data repositories with customers, developers, architects, managers,
and other analysts
Assist with data extract, transform and load (ETL) design, development, and implementation processes
Assist the application / enterprise architects, database administrator, and developers in the physical design of
Analyze customer’s business and data flow , data relationships, current system capabilities, and requirements
Develop the logical data model for new systems: databases, data structures and / or data repositories
Prepare documentation to capture requirements, working versions and final versions of logical and physical
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PROPOSAL
Reference 3 – City of Chicago CGI Implementation and Support
CGI (AMS) Implementation and Support
City of Chicago
Michele Price
E-mail Address:
[email protected]
Phone number:
(312) 603 – 7480
Transition From Legacy System to ERP Solution
The City requested services to assist them with the transition effort of their Central Accounting and Financial System
(CAPS) to a client server ERP solution. CSG developed system enhancements, conversions programs and program
utilities to “scrub” the existing City data. Additionally, CSG provided technical and functional support to the Financial
Management and Purchasing System (FMPS) conversion team. CSG served as subject matter experts in regards to
extracting and converting data from the existing CAPS system into an ERP solution.
City of Chicago – Department of Innovation and Technology (DoIT) – Pure Project
The PURE project encompasses modifications to the Oracle FMPS application that impacts the Treasurer’s mainframe
application. DoIT requested assistance with designing and implementing Oracle baseline functionality into the highly
customized FMPS Oracle application. One of the key features is the ability to issue one check with multiple funding
sources. CSG was responsible for the design, management of development and testing efforts, and the production
migration of the Treasurer’s mainframe application.
Production Support for Chicago Accounting and Purchasing System (CAPS) for the Comptroller’s Office
CSG provided technical and functional support for maintaining the City’s financial system. CSG managed a
development effort to implement a series of enhancements for the Comptroller’s Office. One of the major
enhancements implemented was electronic funds transfer (EFT) for payments to delegate agencies. Part of this effort
included the development of a custom database reconciliation application to aid the City with accounting for all
transactions passed between the legacy Chicago Accounting and Purchasing System (CAPS) and the new Oracle
Financial Management and Purchasing System (FMPS). CSG also managed the development of a custom Cash
Management Data Entry System for the Office of the City Treasurer for the City of Chicago.
Other Enhancements Included:
Implemented an Expanded A/R Subsystem for the Department of Revenue
Designed Job Cost Sub-System for CAPS for Cost Accounting Department
Designed and Implemented the Voucher Audit and Tracking System for Special Accounting Department
Implemented Material Management Subsystem for the Department of General Services
Y2K Implementation Project
CSG partnered with AMS/CGI to manage the development effort of a very successful Year 2000 project to remediate
the City of Chicago’s Financial Accounting and Purchasing System (CAPS). Implemented a Y2K strategy that utilized
both “Windowing” as well as “Database Expansion” methods. The enhanced software is CGI/AMS financial system
software.
During the remediation project, CSG was asked to design, develop and implement major enhancements to the AMS
Financial System. The major enhancements included:
Electronic Funds Transfer (EFT) for Delegate Agency Payments – The City Comptroller’s Office wanted to modify
the CAPS system to electronically transfer checks for delegate agencies. In the original process, the CAPS system
paid all vendors including delegate agencies by printing checks. In an effort to speed up the payment time and
provide better service to delegate agencies an automated electronic funds transfer process was implemented.
Lien processing with direct pay to sub-contractors – The City of Chicago wanted to modify the CAPS system to
allow for direct payments to sub-contractors. The original process only paid the primary contractor on
engagements that in turn paid the sub-contractors. With this enhancement, the City could use the lien process to
redirect payments to the sub-contractor.
December 17, 2014
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PROPOSAL
CGI (AMS) Implementation and Support
Auto Clearing of Payroll Warrants – The City of Chicago wanted to automatically clear checks that are
electronically transferred. The new EFT process generates an electronic data file that is retrieved by the bank on a
daily basis. The EFT file contains all of the necessary bank and vendor information for electronically transferring
funds. The automatic clearing process creates an extract file in the bank tape format, which includes payroll cover
warrants as well as Comptroller EFT payments. The EFT warrants are included in the CAPS interface to the
Treasurer’s Office. The EFT records are cleared in CAPS by the warrant reconciliation process.
December 17, 2014
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PROPOSAL
6. ADDITIONAL INFORMATION
We have provided the following sample documents on the pages below demonstrating our
understanding of project goals and our ability to complete the required tasks and deliverables.
Sample Statement of Work
TeamCSG℠ Tools Screenshots (Collaboration Software)
TeamCSG℠ Project Site
TeamCSG℠ Project Tracker
Deliverable Expectations Document
Directors Brief
Sample Executive Report
Cost Benefit Analysis
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PROPOSAL
6.1 Sample Statement of Work
The following sample is a statement of work CSG developed for one of our other government clients.
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6.2 TeamCSG℠ Tools Screenshots
6.2.1
TeamCSG℠ Project Site
For every CSG project, a secure site is created and dedicated for the project. This collaborative software
provides a place where project team members and approved stakeholders can access and utilize our
TeamCSG℠ toolset. The site is developed and deployed on CSG’s SharePoint platform and serves to
house the tools that our team uses on the project. The image below is a sample of a Project Site landing
page.
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PROPOSAL
6.2.2
TeamCSG℠ Project Tracker
The images below is an easy-to-use project management support tool that provides powerful tracking
and reporting capabilities for controlling issues, risks, and change requests throughout the project life
cycle. TeamCSG℠ Project Tracker provides real time access to log, review, and update action items and
issues and allows for an automated means of tracking, managing, and reporting on action items and
issues from identification to implementation.
TeamCSG℠ Project Tracker – TeamCSG℠ Project Tracker helps our project team capture and track issues, risks,
change requests, action items, and other important project occurrences.
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PROPOSAL
6.3 Deliverable Expectations Document
CSG develops Deliverable Expectation Documents (DEDs) for major project deliverables which provide
an outline of the contents and steps required to complete each deliverable.
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PROPOSAL
6.4 Directors’ Brief
Outlined below is a report developed by the CSG PCO for the LARA UIA. This report is produced on a biweekly basis to report on all projects with PCO oversight. It includes easy-to-read dashboards, project
details, and financial information to name a few. This report is shared with Executive Management and
Agency Directors and is employed as a mechanism for all projects updates, discussions, issues, risks,
action items, and more.
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PROPOSAL
6.5 Sample Executive Report
Outlined below is a report developed by the CSG PCO for the LARA UIA and is in use today. This report is
produced daily for same-day reporting, published each day at the close of business. It provides DTMB
Executives and Management, as well as LARA Executives and Management, insight and monitoring of
UIA activities and issues on a daily basis. CSG led the effort to collect and integrate all critical agency
data into this single report allowing management to make informed decisions on topics that are
happening real-time.
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PROPOSAL
6.6 Cost Allocation Plan
The sample below is a cost allocation plan that was used on State of Michigan Unemployment Insurance
Agency project. The Cost Allocation Plan was based on Michigan’s SUITE methodology and updated
quarterly during the project to ensure that the project budget was met.
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PROPOSAL
6.7 Cost Benefit Analysis
The images below are screenshots of a Cost Benefit Analysis CSG created as part of our project work for
one of our government clients.
Average Return on Investment Graph – This sample graphically depicts CostBenefit Analysis results for each alternative.
Probability-Based Cost Estimation Graph – This Probability-Based Cost
Estimation Graph estimates cost allocation as it may occur over time.
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PROPOSAL
7. FEE PROPOSAL
The tables provided below represent CSG’s all-inclusive Time and Materials, Not to Exceed Fee Proposal
in order to complete the initiation process group. Additionally, the tables contain a detailed itemization
of hours by resource and a breakdown of cost per deliverable requested during the initiation process
group.
Deliverable
Cost
Implementation Statements of Work
$ 27,940.00
SaaS Statement of Work
$ 14,500.00
$ 10,000.00
Total
Resource
Blended Rate
Mark Hershberger
$ 115.00
400
$ 46,000.00
Reggie Lee
$ 115.00
56
$ 6,440.00
456
$ 52,440.00
Total
December 17, 2014
Hours
$ 52,440.00
Cost
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PROPOSAL
APPENDIX A – BLIND RESUMES
We have provided full blinded chronological resumes of our proposed project team on the following
pages.
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Qualifications
Mark is a Project Manager with over 20 years of Information Technology Executive
experience developing and executing IT strategies in alignment with corporate objectives.
Mark has years of experience managing enterprise healthcare, government and retail
environments during all cycles of business, including high growth, downturns and acquisition
integration. He has an established record as a leader and business partner collaborating
with other executives, utilizing technology to transform and simplify business processes, all
while delivering bottom line measurable benefits. Mark is an energetic and effective leader
with a passion for people development, a track record of recruiting, mentoring and retaining
top talent, and a demonstrated ability to lead and work in a high matrix global environment.
Experience
20 years of Information Technology Experience
More than 5 years of Program/Project Management Experience
More than 15 years of State of Michigan Experience
Expertise
Project Management
Enterprise Resource Planning (ERP)
Medicaid
2014 – Present
<<Company>>
2014 – 2014
Independent Consulting
2013 – 2013
Blue Cross Blue Shield Michigan
2013 – 2013
Oakwood Health Systems
2012 – 2013
Health Plus of Michigan
2010 – 2012
United Healthcare
2007 – 2009
State of Michigan
2004 – 2007
Henry Ford Health Systems
2003 – 2004
Dimension Systems
2002 – 2003
Ford Motor Company
2001 – 2002
University of Michigan Hospital
1999 – 2001
University of Michigan
1992 – 1999
Domino’s Pizza Inc.
<<Company>>
12/2014 – Present
Project Manager
A Project Manager and ERP subject matter expert supporting <<Company’s>> Program Modernization practice.
Independent Consulting
02/2014 – 12/2014
Program/Project Manager
Manage programs and projects for WEB Based UI and consumer facing digital music marketplace. Strategic
consulting for brand development sales strategy.
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PROPOSAL
Supporting the initiation and planning for estimates, budget, resources and milestones.
Managing WEB Customer UI planning, business case development, requirements definition, and workflow.
Providing tracking of project schedules, milestones, risk and issues supporting the EMM product software and
digital content enhancements.
Participated in weekly status review meetings supporting risk and issue tracking and budget to actual and
forecast review.
Environment: MS-Project, VISIO, PMBOK, Visio, MS-Office, AGILE, Waterfall
Blue Cross Blue Shield Michigan
08/2013 – 10/2013
IT Director/Program Manager
Provided Senior IT program and project management expertise for Blue Cross Blue Shield of Michigan to
enhance, upgrade and maintain the Benefits Administration Solution Mapping System (SMS) and development
of the Healthy Blue Achieve benefit plans within Health Care Value systems for government and commercial
accounts.
Provided IT Management and scheduling expertise to create master schedule and reduce project spend at
completion, and return $342K to program budget.
Managed IT Leadership to technical and business resources to exceed customer service and delivery
expectations.
Managed the day-to-day operations, stakeholder communications, project status, weekly issues and risk,
steering committee meetings, budget review and application / technical architecture meetings.
Managed the successful delivery of the Healthy Blue Achieve / WEB SMS applications and infrastructure.
Provided senior program and project management for technical teams supporting release management, defect
management, infrastructure upgrades and operational support.
Managed the Service Level Agreements (SLA) for the Solution Mapping System Benefits Management system.
Provided Microsoft program and project schedule oversight, SLA and reporting of risks, issues, budget variance
and change requests to insure the team and the stakeholders were informed on the status on project and
program status.
Worked with the Enterprise Project Management Office (EPMO) to provide the appropriate documentation
and adherence to Lean Blue Way methodology standard for all new projects.
Created funding requests, Business Case updates, Controller’s revisions, and budget forecast to acquire and
manage funding.
Environment: MS-Project Server, Share Point, MicroSoft Outlook, Project Delivery System, Visio, MS-Office, AGILE,
Lean Blue Way, Facets, Solution Mapping System
Oakwood Health Systems
01/2013 – 05/2013
Project Manager
Provided IT Program/Project Management, staff management, operations support, infrastructure
management, application management and budget oversight for delivery of the HealthCare Source Position
Manager talent management system.
This system implementation provided the WEB Intranet and Internet availability for 14,000 current employees
and up to 80,000 external users, providing the opportunity to attract talent for new positions and employment
at Oakwood Health Systems.
Managed and supported the PeopleSoft HCM 9.0 business integration, configuration, interfaces and
customizations for Department and Job Codes for the outbound interface(s) into Position Manager and
December 17, 2014
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PROPOSAL
inbound New Hire interfaces.
Provided vendor management, contract management, project management, risk and issue management for
Oakwood Healthcare Systems for operational and compliance requirements.
Managed IT system upgrades, human resource and payroll enhancements and clinical and financial systems
integration.
Managed the POSITION MANAGER / HCM design, development, schedules, project deliverables and staff
resources for Oakwood Health Systems and the vender for on-time and within budget delivery of enterprise
talent management system.
Managed the ANSOS One Staff V3.6.2 upgrade for Oakwood enterprise nurse scheduling, including interfaces
to KRONOS and PeopleSoft Payroll systems.
Environment: MS-Project, Microsoft Outlook, PeopleSoft HCM 9.0, PeopleTools 8.49, Remedy 7, Kronos V6, Visio,
MS-Office, Oracle 11i, Shell Scripts, SQL
Health Plus of Michigan
06/2012 – 06/2013
Project Manager, Medicaid Services
Provided Program / Project Management for MEDICAID Services to support the MEDICAID Line of Business and
related IT systems and interfaces.
Managed the MEDICAID services support for insured populations, and the design, development and
configuration for the new CSHCS, DUAL and D-SNP government MEDICAID/MEDICARE benefit programs.
Managed the MEDICAID Services and IT projects for government compliance, membership growth, new
benefits plans and operational maintenance.
Provide IT Project Management of for Health Plus / State of Michigan MEDICAID projects.
Provided Business and IT issue resolution, risk mitigation and root cause analysis for insurance eligibility and
claim payment systems.
Directed the design and development for the WEB User Interface and Digital content images database
(Intranet) for the MEDICAID Department and internal users Health Plus of Michigan users.
Encouraged creative thinking, problem solving, and empowerment and teamwork.
Routinely collaborated with department managers to identify new strategies for growth and continuous
improvement opportunity.
Environment: MS-Project, McKesson, Microsoft Outlook, AMISYS, Visio, MS-Office, AGILE, DCH CHAMPS
United Healthcare
04/2010 – 06/2012
Program Manager
Program Project Manager for (EPMO) Enterprise Project Management Office providing IT leadership for 18
Programs and 15+ Project Managers for UnitedHealth Group Enterprise Project Management Office (ePMO).
Completed the technical and application projects for Pacific West Health merger system with reducing
management fees and decreasing FTE and transactional resources.
Managed IT Programs/Project Solution Delivery for Enterprise Demand Intake, planning and scheduling for
enterprise healthcare insurance organization.
Established program strategies while responsible for multiple programs/projects simultaneously.
Directed and managed diverse and dynamic resources for matrix organization including project requesters,
funding approvers, technical teams and business subject matter experts for successful delivery of capital
project and general funds in MEDICAID, MEDICARE, Employer and Individual.
Completed special PeopleSoft FSM ICD9-ICD10 mapping and conversions modification projects for ICD-10
December 17, 2014
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PROPOSAL
compliance requirements.
Provided Departmental leadership for the projects required for merger and acquisition of Pacific West Health
systems.
Directed stakeholder delivery of status including budgetary oversight, defining and articulating program health
for 10+ million initiatives.
Managed the gathering and updating program materials, completing budgeting, forecasting, and lessons
learned documents.
Adept at efficiently using organizational resources appropriately to accomplish the task at hand in a complex
large healthcare and insurance enterprise.
Directed programs within the UHC Community and State, MEDICARE and Retirees, Employer and Individual,
Optum and Corporate segments.
Coordinated portfolio management, defined programs and project management activities across business
segments for infrastructure and application initiatives.
Managed cross-functional technical and business teams and program interdependencies.
Coordinated portfolio management activities across business segments for infrastructure and application
initiatives.
Environment: MS-Project, PLANVIEW10, PROMPT, PeopleSoft FCM MicroSoft Outlook, Visio, MS-Office, AGILE,
RSA
State of Michigan
08/2007 – 09/2009
Implementation Manager
Provided IT leadership, project management and implementation management, budget management,
application and infrastructure management to deliver the CHAMPS State of Michigan MEDICAID Replacement
system(s).
Managed the business and technical teams at multiple facilities to implement state-of-the-art WebSphere J2EE
WEB based applications to replace legacy mainframe eligibility and claims processing.
Managed 10- 100+ staff at local and remote facilities for the State of Michigan CHAMPS to deliver the Provider
Enrollment Government WEB Based J2EE Application(s).
Managed the programs, project tracking, schedule updates, project deliverables and resources for the State of
Michigan, CNSI and external resources.
Managed implementation and support of 100+ interfaces for the MIMMIS MEDICAID replacement project for
Releases 3-5.
Managed the conversion of claims and legacy data in conjunction with the conversion manager to insure
schedules and milestones for implementation were achieved.
Managed the operational support for the MEDICAID CHAMPS Solution Release 3 Provider Enrollment system
Implementation for the State of Michigan supporting 35,000+ Providers, Billing agents and State of Michigan
MDCH users.
Managed SOM FileNet upgrades for digital imaging for healthcare management of historical data.
Managed the Oracle Financials upgrade and integration with the CHAMPS claims processing systems for
MEDICAID, MI Child and MEDICARE Duals.
Completed implementation planning for the CHAMPS Release 4-5 for Fee for Service and Managed Care
Implementation.
Completed the successful implementation of the State of Michigan MEDICAID system replacement project
(MMIS) for Fee for Service and Managed Care MEDICAID releases4-5.
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PROPOSAL
Led the Disaster Recovery Planning, and supported Project Governance and Control.
Environment: MS-Project, GroupWise, Microsoft Outlook, Edifecs, Gentran, OTRS, Remedy, Visio, MS-Office,
Oracle Financials, Oracle 11i, Siebel CRM, Cognos Reporting, FileNet, Data Stage, SeeBeyond, J2EE,Web Sphere,
Shell Scripts, SQL,Vantage and CA-Unicenter
Henry Ford Health Systems
05/2004 – 08/2007
IT Manager
Provided IT Management for delivery of Enterprise ePrescribe RX system, Ophthalmic Digital Imaging system
for Eye Care Services, KRONOS Upgrade and Implementation for two hospitals and Krames Patient Education
systems for the healthcare network.
Increased efficiencies, revenue generation and patient care and satisfaction with these new systems.
Managed the ePrescribe program (Dr. First) Enterprise RX system for HAP insurance division of Henry Ford
Health Systems (HAP) using an ASP solution to provide generic brands for patient prescription fulfillment at 4
Hospitals in the system.
Managed programs for the implementation and support of the Krames Patient Education implementation for
14,000 users across 40 Hospitals and Medical Centers.
Managed and developed Off-Shore, On-Shore technical solution and resources to support Henry Ford Health
Systems PeopleSoft SCM Financials and HCM / Kronos applications for a healthcare enterprise.
Managed the selection and contract negotiations of the Nurse Scheduling, Staffing and Acuity Systems for 6000
+ Nurses.
Completed project management and delivery of the Ophthalmic Digital Imaging (OIS) System at Henry Ford
Health Systems Corporate, Hospitals and 14 clinics.
Completed the HL7 interface project management to provide census and acuity data for population of ANSOS
Nurse Scheduling system.
Provided the project management for the Kronos Time and Attendance and PeopleSoft 8.8 upgrades
&implementations at two community hospitals that collected the time and attendance and generated payroll
for 4000+ Hospital Employees.
Provided project management and solution design for various projects and executed the initiating, planning,
executing, controlling and closing phases of the projects and life cycle utilizing PMI and PMBOK standards.
Environment: Kronos iSeries 5, PeopleSoft HRMS 8.8, SQR, PeopleTools, PeopleCode, Application Engine, SQR,
Oracle 8, 9i, SQL-Plus, MS-Project 2003, MS-Project Server, MS-Office, OS/400, VISIO, TCP/IP, GroupWise,
Microsoft Outlook, Krames Patent Education, Dr. First, Ophthalmic Digital Imaging System (OIS)
Dimension Systems
10/2003 – 02/2004
Business Analyst Consultant
Ford Motor Company
10/2002 – 06/2003
Business Analyst Consultant
University of Michigan Hospital
10/2001 – 09/2002
Project Manager Consultant
University of Michigan
01/1999 – 09/2001
Technical Manager Consultant
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PROPOSAL
Domino’s Pizza Inc.
01/1992 – 01/1999
Manager of Distribution Systems
Education and Certifications
Cleary University, Masters Business Administration
Cleary University, Bachelors in Business Administration, Finance
Project Management Professional
Six Sigma Green Belt
Relevant Skills
Microsoft Office Tools: Word, Excel, PowerPoint, Visio
Collaboration & Content/Knowledge Management Tools: SharePoint, Lync, WebEx Connect
Project Management Tools: Microsoft Project, <<Company>> Tracker
Platforms: SUN Solaris, IBM RS6000, IBM ES9000 M/F, IMB S-70,IBM AS/400, IBM SYSTEM 36, IBM PC,
Dell/Pentium PC, SCO NCR 3416,3430 ,3426, MicroVAX II, VAX 8600 M/F
ERP Industry Experience: PeopleSoft HCM 9.0, HRMS 9.0, Financial, Supply Chain, Kronos iSeries Time &
Attendance
Technologies: RSA, PLANVEW 10, PROMPT, MS Project 2003-2010, MS Project Server, MS Office, SQL*Plus,
VISIO, ABT, JSP, JAVA, Web Sphere, HTML, Visual Basic, J2EE, ASP, XML, PL/SQL Micro Focus Cobol, GroupWise,
Lotus Notes, FTP, TCP/IP, 4 G/L, RPG II, PeopleSoft 6.0, 7.0, 7.5, 8.3, 8.4, 8.8, PeopleTools, Hyperion (SAP) ,
CISCO, VMWARE, EMC Cadec, Manugistics Logistics, Cognos Power Play, Kronos Time & and Attendance, CG4
Data Collection Solutions, NT Server, Shell Scripts, C, C++, Dunn & Bradstreet, Oracle Financials, Siebel CRM,
Cognos, Gentran, FileNet, SeeBeyond (JCAPS), IBM Data Stage, Universal Coder, Vantage Enterprise Monitoring
Operating Systems: UNIX, SCO NCR UNIX, IBM VMS, HP UNIX, Windows 7, XP, OCL, OS/400, Solaris 10, and DEC
Database: Oracle, Informix, SQL Server, SQL, MS Access ODBC and DB/2.
Project Management Methodologies: PMI PMBOK, SDM 70, CPM, AGILE, UDP, METHOD ONE
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PROPOSAL
Reginald D. Lee – CGI Subject Matter Expert
Qualifications
Reggie has over 25 years of IT experience and functions as a Technical Project Manager,
Integration Specialist, and CGI Subject Matter Expert. His roles have included client
management, project management, system analysis, design, and implementation activities.
He has significant experience in delivering financial and inventory control solutions to public
sector clients. Reggie has strong technical skills in mainframe, client server, and database
technologies. He is former President of Advanced Data Concepts, LLC and a former Principal
with American Management Systems (known as CGI).
Experience
25 years in information technology in the public sector (state and local government,
higher education and public schools)
25 years in business development and account management activities
20 years implementing commercial off-the-shelf (COTS) solutions
23 years of experience consulting a supporting AMS/CGI Financial System clients
Expertise
Full life cycle ERP implementations
Strategy and planning
2008 – Present
<<Company>>
1997 – 2008
Advanced Data Concepts LLC
1994 – 1997
Strategic Information Solutions, Inc.
1985 – 1994
American Management Systems, Inc.
<<Company>>
10/2008 – Present
Senior Principal
Serves as a Technical Project Manager, Integration Specialist, and CGI Subject Matter Expert
Managed staff augmentation efforts for CGI Advantage projects including work for:
• The Commonwealth of Kentucky, Wake County, Cobb County, Volusia County, and DeKalb County
City of Chicago’s conversion and interface team responsible for transitioning their legacy system – AMS
Government Financials/ES 2.0 to an Oracle Financials System (FMPS Project).
Included the development of a custom database reconciliation application to aid the city with accounting
for all transactions passed between the legacy application and FMPS.
Department of Innovation and Technology (DoIT), PURE project.
Modified the Oracle FMPS application that impacted the Treasurer’s mainframe application.
Designed, managed the development and testing efforts, and the production migration of the Treasurer’s
mainframe application.
Provided technical and functional support to the City of Chicago’s Comptroller’s Office and to BIS staff
responsible for maintaining the City’s financial system (CAPS-AMS Government Financial System).
Managed a development effort to implement a series of enhancements for the Comptroller’s Office.
One of the major enhancements implemented was electronic funds transfer (EFT) for payments to delegate
agencies.
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PROPOSAL
Led efforts for opportunity qualification and marketing in <<Company’s>> practice areas, including Medicaid
and health technology, human services, and unemployment insurance.
Screened all opportunities in the market place.
Managed registrations for electronic notifications.
Responded to RFPs for vendor pre-qualification with state and local government agencies.
Distributed opportunity information to the directors of each practice area and participated in bid/no bid
meetings to help determine whether or not to pursue an opportunity.
Represented <<Company>> at national conferences.
Drafted subcontract agreements and statements of work for subcontractors and independent contractors.
Led many successful responses to Request for Proposals (RFPs) to win or pre-qualify for new business.
Interpreted complex requirements, and developed proposal content, preliminary project schedules,
resource allocation and pricing, and monitored status of opportunity after submission.
Developed work breakdown structures (WBS) as part of the proposal process.
Advanced Data Concepts LLC (Acquired by <<Company>> in 2008)
10/1997 – 10/2008
President
Advanced Data Concepts is an IT management consulting firm with a focus on the public sector.
Assisted clients with the deployment of a variety of technology solutions.
Ensured that all aspects of the business ran smoothly including business development activities, proposal
writing, staffing, client management, quality assurance, and business operations.
Managed employees and independent consultants on large ERP implementations as well as small
engagements.
Integrated Cashiering and Physical Security System Project for the Clerk of the Circuit Court of Cook County.
Developed a role-based training curriculum for training system users on the new cashiering system.
Performed quality assurance on the training deliverables.
Managed the development of a custom Cash Management Data Entry System (CMDES) for the Office of the
City Treasurer for the City of Chicago.
The CMDES system was developed using MS Access and FTP.
Managed the development effort of a very successful Year 2000 project to renovate the City of Chicago’s
financial system (CAPS).
Implemented a Y2K strategy that utilized both “Windowing” as well as “Database Expansion” methods.
The enhanced software is American Management System’s financial system software.
Managed a successful Year 2000 project to upgrade the financial system of Metropolitan Water
Reclamation District of Greater Chicago.
The financial system was upgraded to American Management System’s Advantage2000/ES2.0 applications.
Developed general and technical design specifications for the City of Houston.
The city recently upgraded its financial and HR applications to the new American Management System’s
Advantage 2000/ES 2.0 applications.
Designed and implemented a Cash Management System for the State of Illinois Comptroller’s Office.
The Cash Management System utilized American Management System’s Advantage DS software to extract
financial information from a mainframe application.
The financial information was downloaded to the client/server platform and imported into Microsoft
December 17, 2014
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PROPOSAL
Access.
Several menus, inquiries and reports were developed to provide the Cash Management team with the
necessary information to determine payment release.
Completed SAP FI/CO training (TAFI40 – SAP Academy) and is a certified SAP Financials Consultant.
02/1994 – 02/1997
Strategic Information Solutions, Inc.
Vice President and Chief Technical Officer
Developed and implemented enhancements to the City of Chicago’s financial system (CAPS).
Utilized expertise on several city projects.
Managed the project for analyzing and developing a Year 2000 solution for the City of Chicago’s financial
system.
Included formulating a strategy to categorize modules and extract date comparison logic. The collected
information was used to assess the impact that the Year 2000 will have on the system and to provide cost
estimates for implementing a proposed solution.
Developed the new Traffic Record Information Management System (TRIMS) for the Circuit Courts of Cook
County.
Developed data record layouts and designed key components of the on-line process, batch update
programs, and interfaces from external systems.
Consulted with several department managers during the design phase of the City’s Job Cost Subsystem, which
is integrated with the City’s central accounting system (CAPS).
The Job Cost Subsystem was enhanced to better account for the various costs associated with jobs, as per
the City’s requirements.
The city also decided to implement the Inventory Control Subsystem (IRIS) to account for stocked materials
used on jobs.
Managed the development effort for the implementation of a new Voucher Audit Tracking System at the City
of Chicago.
The Voucher Audit Tracking System is an integrated payables system used to process reimbursements to
delegate agencies.
American Management Systems, Inc. (known as CGI)
08/1985 – 02/1994
Principal
Served as Applications Development Manager for the Los Angeles Unified School District (LAUSD) Integrated
Financial System (IFS) project.
This project utilized the DB2 version of AMS's Local Education Agency Financial System (LEAFS) application
package including purchasing and materials management.
LAUSD is one of AMS's largest public sector DB2 package software sites.
Designed and developed all client-specific modifications and enhancements to the baseline package.
Supported the Seattle School District LEAFS implementation project.
Provided general implementation consulting support to the purchasing department and warehouse
manager.
Coordinated and implemented the physical inventory and inventory analysis warehouse functions.
Served as Project Manager for the City of Chicago Inventory Control initiative that involved the customization
of AMS’s Inventory Control Subsystem Software.
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PROPOSAL
Provided system design, development, testing, and implementation support.
Served as technical lead on the NIGP conversion project for the City of Chicago – Procurement and Contract
Services.
Worked directly with NIGP staff to extract commodity code information out of the extended purchasing
system, built commodity code cross-walks, and commodity code conversions.
Provided Project Management support for the City of Chicago's Expanded Accounts Receivable Project, which
was designed to improve revenue sources and payers.
Managed the development and implementation of a Purchasing and Accounts Payable System for the County
of Milwaukee.
Coordinated the efforts between the client and AMS staff.
Planned, installed the software package, designed modifications, trained users, developed custom modules,
testing, and implemented the customized system.
Served as Team Leader on numerous projects including:
State of Alabama, Cost Allocation Sub-System
Arizona Department of Transportation, Financial System/Consumable Supplies
City of Houston, Financial System Implementation
Los Angeles County, Financial System Implementation
Los Angeles County Dept. of Public Works, Financial System Implementation
Los Angeles Unified School District, Financial System Implementation
Milwaukee County, Financial System Implementation
Education and Certifications
Northern Illinois University, bachelor of science, computer science (1985)
Certified SAP FI/CO Consultant, SAP America (2000)
Project Management Training, Rita Mulcahy (2008)
Relevant Skills
Microsoft Office Tools: Word, Excel, PowerPoint, Visio
Collaboration & Content/Knowledge Management Tools: SharePoint, Lync, Jive, MindTouch, WebEx Connect
Project Management Tools: Microsoft Project, <<Company>> Tracker
Strategic Planning and Analysis: <<Company>> Risk Assessment Models, <<Company>> REALize℠ Maturity
Models
Modeling and Design: Visio;, Use Cases; Waterfall and hybrid methodologies
Testing and Quality Management: Test plan development, test case development, manual and automated
test execution, User Acceptance Testing
Database Technologies: SQL, VSAM, IMS, IBM DB2; Microsoft SQL Server, SQL Server Integration Services, and
Access
Development Tools: Microsoft Visual Studio
Languages:, COBOL, IBM Mainframe, Utilities, ADABAS, ASSEMBLER CICS, PL/1, Fileaid, JCL
Middleware and Other Platforms: Microsoft Office SharePoint Server
Operating Systems: Amdahl/MVS, IBM ES9000, IBM 4381, IBM/TSO, Windows, z/OS
Graphic Design and Desktop Publishing: Adobe Photoshop
December 17, 2014
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PROPOSAL TO PROVIDE PROJECT MANAGEMENT PROFESSIONAL SERVICES
{Get There.}
MICHIGAN MUNICIPAL SERVICES AUTHORITY | DECEMBER 22, 2014
December 22, 2014
Mr. Robert Bruner, CEO
Via email to [email protected]
Dear Mr. Bruner:
Plante & Moran, PLLC (“Plante Moran”) is pleased to provide this revised Proposal to Provide
Project Management Professional Services to the Michigan Municipal Services Authority
(“MMSA”) in response to your RFP. Plante Moran is well qualified to assist the MMSA on this
important project. As one of the largest consulting and accounting firms nationally, we have
extensive experience in serving the public sector. Additionally, our proposed project team brings
to this engagement extensive knowledge and experience gained in working with public sector
clients in conducting enterprise application system needs assessments, solution selections and
implementation of enterprise application solutions.
Through our ongoing and current involvement in MMSA FMS project activities as well as our
review of the MMSA RFP, we understand that the MMSA is requesting services to complete the
Initiation phase activities identified in the RFP. The primary deliverables to be created during the
Initiation phase will be leveraged by the MMSA and project participants into the planning and
future project phases, are: a) Implementation Statements of Work (SOW) for the MMSA and the
three participating organizations; b) a SaaS Agreement and a c) Cost Allocation Plan.
Plante Moran meets MMSA’s mandatory qualifications. Plante Moran has worked with literally
hundreds of municipalities and other local governments over the past 30 years on their ERP and
other enterprise system initiatives. The MMSA will find a qualified project team including project
management staff who hold the PMP credential. We believe that Plante Moran is uniquely well
qualified to complete this phase for the following reasons:
1. Our involvement to date, and our understanding of the required decision process.
2. Our longstanding professional relationships with all of the participants, and our ability to
craft an acceptable cost allocation plan.
3. Our experience with CGI and local government ERP contracts, and our improved
likelihood to develop comprehensive and enforceable SOW’s.
4. Our involvement with MMSA since its inception, and our commitment to the success of
MMSA and the FMS project.
If you have any questions concerning this proposal or need to contact any of the project team
members, please contact me at 1-248-223-3328. I am authorized to act on behalf of Plante
Moran and bind the firm.
Very truly yours,
Plante & Moran, PLLC
Adam Rujan, Partner
1. Title Page and Table of Contents
A. TITLE PAGE
Required Submittal
Plante Moran Proposal
RFP:
Project Management Professional Services RFP
Issued by: Michigan Municipal Services Authority (MMSA)
Date Submitted:
December 22, 2014
Proposer:
27400 Northwestern Highway
Southfield, MI 48037
248.352.2500
Contact Person/
Information (Primary):
Adam Rujan, Partner
248.223.3328 (phone)
248.603.5863 (fax)
[email protected]
Contact Person/
Information (Backup):
Mark Warner
248.223.3799 (phone)
[email protected]
Proposal Commitment:
Plante Moran’s proposal is binding for at 60 days from the date
submitted. Plante Moran will not begin work until a signed
agreement is established between the MMSA and our firm.
2|Page
B. TABLE OF CONTENTS
Letter of Transmittal ........................................................................................... 1
1. Title Page and Table of Contents .................................................................. 2
A. Title Page ................................................................................................................................. 2
B. Table of Contents ..................................................................................................................... 3
2. Proposer Information ..................................................................................... 4
1. Firm Overview .......................................................................................................................... 4
2. Office Service Location ............................................................................................................ 7
3. Services Provided from our Southfiled Office .......................................................................... 8
4. Public Sector ERP Project Experience .................................................................................... 8
5. Plante Moran Experience with CGI .......................................................................................... 9
6. Relationship Identification ...................................................................................................... 10
7. Financial Stability.................................................................................................................... 10
3. Candidate Information.................................................................................. 11
A. Plante Moran Project Team Overview ................................................................................... 11
B. Project Team Resumes ......................................................................................................... 12
4. References .................................................................................................... 22
A. Overview of References ......................................................................................................... 22
B. Targeted Highly Relevent References ................................................................................... 22
C. Other Relevent ERP References ........................................................................................... 27
5. Additional Information ................................................................................. 31
A. Overview of Project Approach ............................................................................................... 31
B. Assumptions ........................................................................................................................... 35
6. Fee Proposal ................................................................................................. 37
A. Fee Proposal .......................................................................................................................... 37
B. Engagement Agreement / Approval ....................................................................................... 38
Appendix A: Professional Services Agreement............................................ 39
Appendix B: Sample Project Timeline ........................................................... 42
3|Page
2. Proposer Information
1. FIRM OVERVIEW
A brief description of the proposer, including history, services provided, and location(s).
Summary
Plante Moran Background and Experience
Founded in 1924, Plante Moran, PLLC (Plante Moran) is the thirteenth largest management
consulting and public accounting firm in the United States. Plante Moran operates as a
partnership. Plante Moran's staff of over 2,000 persons is organized into four major service areas:
Management Consulting, Accounting and Auditing, Tax Consulting, and Personal Financial
Planning Services.
Over the past several years, Plante Moran has continually expanded the scope and experience of
its Management Consulting Services Group. The firm is committed to continuing this growth by
retaining and attracting qualified professionals to provide the broad range of management and
technical services that are necessary to effectively serve the needs of our clients.
Plante Moran takes great pride in the quality of services it provides to its clients. We have a
rigorous set of quality controls designed to provide assurance that professional standards are
followed and our clients receive a high quality product. Plante Moran takes equal pride in our
people and our professional work environment. Some of the facts about our firm that we are
proud of include:
•
•
•
•
Our partnership group is comprised of 19% women, which is the highest percentage of
female equity partners among the nation's largest public accounting firms, according to
CPA Personnel Report, a national public accounting trade publication.
Staff turnover rate below 15% which is significantly lower than that of other national
public accounting firms.
The firm has been named to Fortune Magazine’s “100 Best Companies to Work for in
America” for the last sixteen years.
The firm is ranked 55th on list of Training magazine’s “Top 100 Training Organizations”
4|Page
•
Plante Moran's Management Consulting Group, consisting of over 125 dedicated
consultants, is a versatile, full service consulting organization with a proven track record
for providing quality professional services.
Our emphasis and commitment to management consulting has resulted in the extension of the
consulting practice into all major aspects of government and education addressing our clients’
unique needs related to information technology, security, compliance, and policy.
Plante Moran has become a leader in providing services to governmental organizations. At
present, we work with well over 200 local governments. Our professionals have made substantial
commitments to working with local, county and state government agencies. Our extensive
experience with governmental clients has enabled us to assemble a project team that we believe
is uniquely qualified to perform the proposed project.
Government Consulting Services Organization
Plante Moran has assumed a leadership role in providing consulting services to governmental
entities. The range of services we provide includes the following:
•
•
•
•
•
•
Information Technology Consulting
Communications & Networking Services
Project Management and Oversight
Operations Analysis
Consolidation Studies
Organizational Planning and
Development
Financial Management Services
•
•
•
•
•
•
•
Human Capital Management and
Development
Market Research Services
Business Planning and Feasibility
Analysis
Employee Benefits Analysis
Assurance Services
Real-estate Consulting
Industry Commitment
Because of our broad governmental client base, we are able to devote the necessary time to
specialize and thus provide maximum service. Our consultants have a variety of professional
designations and are active participants in state and national government organizations. In
addition, our consultants are very active in making presentations to a variety of governmental
organizations on current issues. To assist us in this specialization, we are also members of
numerous municipal government professional associations that have a partial or major focus on
the application of technology for government including:
•
•
•
•
International City/County Management Association (ICMA), an organization that
develops and advances professional local government management to create
sustainable communities that improve lives worldwide.
Public Technology Institute (PTI), a Non-Profit organization created by and for cities
and counties that works with a core network of leading government officials to: identify
opportunities for technology research, share best practices, offer consultancies and pilot
demonstrations, promote technology development initiatives, and develop educational
programming.
Government Finance Officers Association (GFOA), an organization whose purpose is
to enhance and promote the professional management of governments for the public
benefit by identifying and developing financial policies and practices and promoting them
through education, training and leadership.
Government Management and Information Sciences (GMIS), an organization
composed of municipal information technology directors with a primary goal to foster a
unified effort among government entities to integrate and disseminate their respective
research and design efforts in the area of automated information sciences.
5|Page
We are very involved with all of these organizations contributing our talents and expertise through
speaking engagements, articles for their publications and involvement in conferences at both the
State and National level.
As a result of our continuing involvement with government organizations at all levels, we have
acquired in-depth knowledge and experience in dealing with relevant technical, operational and
procedural issues. This experience and knowledge, and our commitment to assure objectivity and
a high level of independence, are fundamental to our proven and consistent ability to meet the
needs of our governmental clients.
Public Sector Services and Products
Plante Moran has assumed a leadership role in providing consulting services to governmental
entities. The range of services we provide includes the following:
•
•
•
•
•
•
IT Consulting
IT Infrastructure
Project management and oversight
Operations analysis
Consolidation studies
Organizational planning and
development
•
•
•
•
•
Financial management services
Human capital management and
development
Business planning and feasibility
analysis
Employee benefits analysis
Assurance services
Our approach to each consulting engagement is structured to provide the services and level of
professional support required to meet the individual needs of the client. Although we have
developed well defined methodologies for conducting consulting engagements, we do not attempt
to impose a rigid structure onto each assignment. Rather, we attempt to understand the
fundamental challenges and opportunities of our clients and develop an approach that addresses
those particular conditions.
Governmental Accounting Practice Area
Plante Moran’s governmental practice has been in existence for nearly 50 years serving all levels
of local, county and State governmental entities. As a firm, we currently audit approximately 200
governmental units and special purpose governmental entities, over 100 public and private school
districts and 400 nonprofit organizations. The Firm has partners and senior associates with deep
specialization and expertise in the various areas of need. At Plante Moran, we are more
committed than ever to providing accounting and consulting services to local governments. Our
commitment is evidenced by the significance investment that we have made by participating in
the following activities:
•
•
•
•
AICPA Governmental Technical Standards Subcommittee: Three of our partners
have served on this committee, which was formed to process ethics complaints related to
governmental audits. In addition, one of these is a member of the Professional Ethics
Executive Committee of the AICPA Professional Ethics Division and the AICPA Task
Force on the Quality of Audits of Federal Funds.
American Institute of CPAs: One of our partners chaired the AICPA’s Governmental
Accounting Committee that published the Industry Audit Guide for Audits of State and
Local Governmental Units. This is the guide used throughout the country on every
governmental audit.
Governmental Accounting Standards Board: One of our partners has served on the
Governmental Accounting Standards Advisory Council (an advisory board to the GASB).
In addition, we actively participate in the GASB’s due process system relative to issuance
of new pronouncements.
Government Finance Officers Association: One of our audit managers served on the
GFOA Special Review Committee for the Certificate of Achievement for Excellence in
Financial Reporting.
6|Page
Our commitment to governmental auditing, accounting and consulting has provided us with a
range and depth of experience that we feel is unequaled by any other firm. Because of this
commitment to serving governmental clients, we provide specialized training to our professional
staff serving governmental units. We regularly attend and frequently provide speakers for training
sessions conducted by numerous municipal-based organizations. We have also been engaged
by the MGFOA to present a series of three, one-day seminars for their “Back to Basics” series on
topics such as “Fundamental Elements of Governmental Accounting”, “Governmental Budgeting”
and “Public Financial Statements”.
Office Locations
Headquarters:
248.352.2500
Plante Moran has 22 individual offices as follows:
Illinois:
Michigan:
Ohio:
International locations:
3
12
4
3
Additional information related to addresses, phone number and other specifics for the firm’s
offices can be found online at: plantemoran.com/about/locations
2. OFFICE SERVICE LOCATION
Identify the office location from which services will be provided to the Authority and the number of
staff employed at that office by position.
Plante Moran’s IT Consulting staff proposed to provide services on this engagement serve clients
across the country, however are primarily based out of our headquarter office location, as follows:
248.352.2500
Plante Moran’s Southfield office supports over 500 staff, in the following groups:
Administration
87
Assurance
127
Management Consulting: IT Consulting
66
Management Consulting: Other
99
PMFA
56
Plante Moran Trust
17
Tax
55
Plante Moran has 22 individual offices, including 12 offices in Michigan. Plante Moran has offices
in the following locations which may have relevant resources for the MMSA and current
participating units:
7|Page
4444 W. Bristol Road
Suite 360
Flint, MI 48507
(810) 767-5350
634 Front Avenue NW
Suite 400
Grand Rapids, MI 49504
(616) 774-8221
1111 Michigan Avenue
East Lansing, MI 48823
(517) 332-6200
3. SERVICES PROVIDED FROM OUR SOUTHFILED OFFICE
A description of the professional services performed by the staff at that office.
As our Southfield office is Plante Moran’s largest office and firm headquarters, it is home to a
significant number of staff that perform a wide array of audit, tax and consulting services to
thousands of clients across the country, and internationally. Staff from Plante Moran’s Southfield
office perform all of the services described below in the Public Sector ERP Project Experience
section. Plante Moran would be happy to provide additional information related to specific
services provided from our Southfield location, upon request.
4. PUBLIC SECTOR ERP PROJECT EXPERIENCE
A description of the proposer’s experience with public sector ERP projects generally.
In addition to the CGI experience described in the next section, Plante Moran has significant
experience with successfully managing public sector ERP projects.
Plante Moran is one of the leading firms in the country in assisting municipalities with full lifecycle
ERP services. Plante Moran has worked with literally hundreds of municipalities and other
local governments over the past 30 years on their ERP and other enterprise system
initiatives. We are completely vendor independent, have an extensive set of tools and templates,
and a team of staff focused on technologies prevalent in the public sector. Plante Moran’s
management consultants have made a significant commitment to assist governmental clients
plan for, select and implement appropriate ERP systems and other technologies. The services we
offer address virtually all aspects of information systems:
•
•
•
•
•
•
•
•
ERP Needs Assessment
Project Budgeting and Return on
Investment (ROI) Analysis
Preparation of ERP System
Requirements
Request for Proposal Development
System Selection Assistance
Contract Review and Negotiations
Systems Implementation Planning
Systems Implementation Assistance
•
•
•
•
•
•
User Procedure Development and
Documentation Quality Assurance
Project Management
Strategic Information Technology
Planning
Information Technology
Assessments
Systems Control Review
Information Security
8|Page
5. PLANTE MORAN EXPERIENCE WITH CGI
A description of the proposer’s experience with CGI Advantage projects specifically.
Plante Moran has experience with CGI in multiple regards, summarized as follows:
a. Role in
MMSA CGI
evaluation
performed to
date:
Under an agreement between Plante Moran and the City of Grand Rapids
dated 7/31/2014, Plante Moran has been engaged to work under the
direction and control of the MMSA to provide consulting services on a time
and materials basis. This engagement was developed the purpose of
gathering and compiling information that has been utilized by the MMSA
and FMS Participants to support decision making, as the organizations
have evaluated CGI. Plante Moran’s involvement in this work effort can be
summarized as follows:
•
•
•
•
b. Client
projects
involving
CGI:
Assistance in facilitation of the CGI software demonstrations to
MMSA participating units performed in August 2014.
Discussions and project management support to the MMSA and its
sub-contractors regarding interactions with CGI during the CGI
evaluation performed to date.
Performance of analysis of CGI’s compliance to the functional
software specifications provided to them which were defined by the
participating units.
Participation in the CGI site visits to each of the participating units:
Grand Rapids, Kent County, and Genesee County.
Plante Moran staff have participated in multiple consulting engagements
for local government clients related to the CGI Advantage system.
Examples of those engagements include:
•
City of
Cleveland,
OH
City of
Mesa, AZ
•
ERP Implementation Management Assistance:
Assisted the City in the implementation of the CGI
Advantage system by providing project management
assistance, including PMO support, project
administration, and business analysis services.
Project included of a 20 month engagement providing
multiple consulting team staff to support various City
functional and technical teams with change
management processes.
ERP Implementation Management Assistance:
Assisted the City in the implementation of the CGI
Advantage system as part of the city’s project
management office (PMO). Also had direct project
management responsibility for a number of
implementation teams.
Staff included in this proposal participated on the above client CGI
assignments. Additional details related to these engagement are included
in the Reference section of our proposal.
c. Plante
Moran’s
former CGI
staff:
Staff included in this proposal are former employees at CGI. Please see
Robin Milne resume attached. In addition to other roles at the
organization, Ms. Milne was the Director of Consulting Services for CGI
from June 2007 to September 2012.
9|Page
6. RELATIONSHIP IDENTIFICATION
A description of the proposer’s (and/or proposed subcontractors’) relationship(s) with the
Authority or any of the participating units within the past five (5) years, and a statement regarding
whether or not the relationship(s) constitute a conflict of interest.
Plante Moran does not propose to use any subcontractors as part of this engagement. We have
identified the following relationships with the Authority and participating units within the past five
(5) years:
1. Doug Wiescinski, a Partner at Plante Moran, is on the on MMSA Authority Board.
2. Plante Moran has provided consulting services to the City of Grand Rapids.
a. Consulting services related to earlier activities in the MMSA FMS project.
b. Other consulting services.
3. Plante Moran has provided consulting services to Kent County.
a. Consulting services related to earlier activities in the MMSA FMS project, but
structured through the City of Grand Rapids.
b. Other consulting services.
4. Plante Moran has provided services to the Genesee County:
a. Financial audit services (various).
b. Business advisory and consulting services not related to the MMSA FMS project.
Plante Moran does not believe that any of the above relationships constitute a conflict of interest
with regard to the work identified in this proposal. We believe rather that these relationships
demonstrate Plante Moran’s commitment to the collective success of the MMSA the participating
units. Plante Moran is not aware of any of these organizations expressing concerns related to
perceived conflicts of interest. Additionally, Plante Moran is independent and objective with
respect to software vendors for the firm’s government clients and has not identified any actual or
potential conflict of interest in the provision of the services described in this proposal.
7. FINANCIAL STABILITY
A description the proposer’s financial stability including the number of layoffs within the past five
(5) years.
As a partnership, the firm currently employs over 2,000 staff with 22 offices domestically and
abroad. Over the last several years, the firm has grown organically and through mergers with
other firms that have services and/or geographies that fit with the firm’s growth model. As a firm,
we will continue to grow and look for opportunities to perform mergers and develop relationships
with entities that fit into our growth model of becoming a leading provider of professional services.
We would be happy to provide specific financial information to the MMSA, upon request.
Within the past 5 years the firm has experienced natural cycle staff transitions including staff
voluntary and involuntary departures as well as retirements. Staff turnover rate below 15% which
is significantly lower than that of other national public accounting firms. We have not experienced
any general or broad layoffs. Despite the difficult economic times, our firm has flourished.
10 | P a g e
3. Candidate Information
A. PLANTE MORAN PROJECT TEAM OVERVIEW
The following chart summarizes our proposed project team and the role that each individual will
perform on the project.
All team members identified are from Plante Moran’s Government IT Consulting practice
area and dedicate 100% of their time toward serving public sector agencies.
As a firm with over 2,000 staff members and 70 in the IT Consulting team, Plante Moran has
deep resources we are able to bring to bear on the MMSA FMS project, based on the
requirements which might present themselves as we execute the project activities. We propose
to use a well qualified project team including project management staff who hold a PMP
credential. Plante Moran will supplement the defined project team with other Plante Moran team
members, as required. Detailed resumes of each team member are included in the following
section.
All Plante Moran team members are available to begin scheduling and participating in project
activities upon execution of a signed agreement between the MMSA and Plante Moran, assumed
to be as of January 5, 2015.
11 | P a g e
B. PROJECT TEAM RESUMES
Adam Rujan
Partner
EXPERIENCES INCLUDE:
Process Redesign and Information Technology Assistance: Projects
typically include assisting clients realize the full potential of technology, including reengineering, productivity improvement, benefits realization analyses and post implementation
reviews. Experiences also include project management system implementation, planning
and selection, and data processing internal controls reviews.
Technology Planning: Experience in developing strategic technology plans and conducting
information technology assessments for governmental clients that includes the establishment
of technology strategies and recommended projects. Through these efforts, he has gained a
vast level of experience on technologies relevant to the various areas of government
including ERP solutions, CRM solutions, imaging technologies, wireless technologies and
others.
Organization and Management Studies: Engagements have varied from analysis of
specific functional activities to comprehensive studies of underlying operating policies,
procedures, and organizational principles. Analyses have included reviewing resource
utilization, future roles and levels of service to be provided, alignment of programs and
services, communication channels and working relationships within and outside the
organization, supervisory management styles and practices, position requirements and skill
levels, administrative practices and training requirements.
Operations & Financial Analysis: Project objectives typically focus on increasing efficiency,
identifying and evaluating alternative methods for revenue enhancement, cost/benefit studies.
Specific activities have included detailed review and analysis of operational policies and
procedures, operational controls, reporting and administrative controls, fiscal and
reimbursement practices, the identification of non-value added work activities, and process
re-engineering.
Change Management Assistance: Assisted various organizations in understanding and
applying the concepts of Change Management and assessing readiness for Change.
Engagements have varied from staff and customer surveys and assessments to modifying
organizational structures and developing staff training programs. Critical components of our
approach typically include empowering client work groups and coaching staff in evaluating
various available options for change.
PRIOR ORGANIZATIONAL AFFILIATIONS:
Detroit Medical Center; Detroit, Michigan
Manager of Consulting Services in the Management Consulting Group, experience included:
•
•
•
•
Implemented and monitored ongoing productivity management systems.
Developed and implemented nursing patient classification systems.
Conducted operational reviews for hospitals, ambulatory care and health care related
organizations.
Managed a small staff of computer and management engineering professionals
12 | P a g e
Adam Rujan resume, continued
EDUCATION:
University of Michigan – Master of Business Administration
Wayne State University – Bachelor of Industrial Engineering
PROFESSIONAL AFFILIATIONS:
•
•
•
•
•
Public Technology Institute
Metropolitan Affairs Coalition, Board member
International City/County Managers Association (ICMA) – Strategic Partner
Michigan Government Finance Officers Association (MGFOA), past Board member
Government Finance Officers Association (GFOA)
KEY CLIENTS:
•
•
•
•
•
•
•
•
•
City of Grand Rapids, MI
City of Alexandria, VA
Town of Hempstead, NY
City of Asheville, NC
Broward County, FL
City of Augusta, GA
Cook County, IL
City of Detroit, MI
City of Cleveland, OH
•
•
•
•
•
•
•
•
Johnson County, KS
City of Corpus Christi, TX
St. Louis County, MO
City of Colorado Springs, CO
City of Flagstaff, AZ
City of Mesa, AZ
City of Long Beach, CA
Marin County, CA
13 | P a g e
Mark Warner
Senior Manager
EXPERIENCES INCLUDE:
Software Needs Assessment: Identified and quantified technology and
operational improvements opportunities and established a business model for a system
selection. Activities included cost benefit analysis, return on investment calculation,
identification of barriers and supports for implementing improvements and development of
system selection recommendations.
Software System Selection: Evaluated ERP, financial, document and other business
management software packages for compatibility with client needs. Services included
defining and documenting system requirements, evaluating proposed solutions, selecting
appropriate software, and identifying relevant cost options. Has a strong understand of the
software sales, implementation and support process as well as accounting department
operations. Utilizes this unique experience, understanding, and perspective in client system
selection projects to provide education on best and common practices, engage end users to
participate and gain ownership as they select the tools they will use in a new environment,
translate user frustration with current environment into relevant system requirements, help
manage user expectations throughout the process and to facilitate fair and appropriate
evaluation.
Software Implementation Management: Provided implementation management assistance
associated with deployment of the newly selected system. Activities have included, project
planning, review of project deliverables, management of the project issues log, facilitation of
status review meetings, review and approval of project invoicing and others as dictated by the
project.
Technology Planning: Assisted numerous clients with development of technology plans for
individual projects and long-term planning. Specific expertise with ERP systems, web
technologies, SQL Server.
PROFESSIONAL AFFILIATIONS AND CERTIFICATIONS:
•
•
•
•
•
Government Finance Officers Association
Michigan Government Finance Officers Association – Member and Technology Resource
Committee member
Michigan Government Information Management Sciences (MiGMIS)
GLIMA Southeast
AIIM Certified ECM Practitioner
EDUCATION:
Hillsdale College — Bachelor of Arts, Accounting
First Edge Sornson, LLC. – Business software solution provider
Development manager responsible for departmental operations, staff, project scheduling,
workload distribution, billings and product plans for several applications and utilities.
Epicor Software Corporation – Business software solution provider
Software quality assurance engineer responsible for discovery, validation and documentation
of problems with financial software package as well as quality reviews and acceptance
testing
14 | P a g e
Mark Warner resume, continued
KEY CLIENTS:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Broward County, FL
Cook County Public Guardian, IL
Dane County, WI
DuPage County, IL
Genesee County, MI
o Document Management
RFP
Gwinnett County, GA
Kent County, MI
Ingham County, MI
Lake County, IL
Livingston County, MI
o ERP Implementation
Management Assistance
Muskegon County, MI
Oakland County, MI (numerous
projects)
Ottawa County, MI
Washtenaw County, MI (numerous
projects)
Waukesha County, WI (numerous
projects)
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
City of Ann Arbor, MI
City of Casper, WY
o ERP System Selection and
CGI Implementation
Management (role: 3rd party
member of Project
Management Office)
City of Greenville, NC
City of Grosse Pointe Woods, MI
City of Livonia, MI
City of Roswell, GA
o ERP Implementation Review
City of Sault Ste Marie, MI
City of Sheboygan, WI
City of St. Charles, MO
City of St. Clair Shores, MI
City of Wyandotte, MI
Community Shelter Board, Columbus,
OH
Huron Clinton Metropolitan Authority,
MI
Village of Mount Prospect, IL
15 | P a g e
Laurie Zyla, PMP
Senior Manager
EXPERIENCE:
Software Needs Assessment – Experience in performing a variety of
services related to the conducting of software needs assessment projects
for municipal clients. Activities have included mapping current processes,
analyzing future needs and opportunities for improved efficiencies, development of system
requirements, and identification of required data conversion s and interfaces. ,
Software Implementation Management – Experience assisting numerous clients in the
evaluation and selection of information systems, including: Enterprise Resource Planning
(ERP), Tax, Court, and others. Activities include conducting interviews, facilitating crossfunctional sessions, preparing detailed software requirements, developing of Request for
Proposal (RFP) documents, analyzing proposals, participating in vendor demonstrations and
other due diligence activities, and development of statement of work documents.
Technology Planning – Experience with technology planning and assessment projects.
Assist government clients with short- and long-range technology planning; budgeting; project
management; and vendor and staff management. Activities include evaluating the
organization, administration and technology within IT organizations. Also assist clients with
strategic planning, including assessing and managing the impact of technology
implementation on client operations.
Government Programs – Experience working with government and community groups to
support initiatives like economic development, coalition development, collaborative solutions,
and e-government. Assist clients with organization development, constituent research,
community-based solutions, and establishing government partnerships.
Motorola, Inc.
Systems Engineer, Global e-Business Internet Strategies – Maintained both hardware and
software components of corporate e-Business environment; designed project
infrastructure/architecture; facilitated system monitoring and backups; and managed the full
lifecycle of new website projects
EDUCATION:
Brandeis University – Master of Business Administration
University of Michigan – Bachelor of Science, Computer Science
•
Project Management Institute (PMI)
•
Project Management Professional (PMP)
16 | P a g e
Laurie Zyla resume, continued:
KEY CLIENTS:
•
Borough of State College, PA
•
City of Miramar, FL
•
Broward County, FL
•
City of Owensboro, KY
•
Central Ohio Transit Authority
•
City of Round Rock, TX
•
•
•
City of Carrollton, TX
•
City of Wyandotte, MI
•
CGI Implementation
Management (role: 3rd party
project administrator
supporting the Project
Management Office)
•
Coconino County, AZ
•
Detroit Retirement Systems, MI
•
Gwinnett County, GA
•
Horry County, SC
•
Lake County Forest Preserve, IL
•
Huron Clinton Metropolitan Authority, MI
•
City of Coldwater, MI
•
Spartanburg County, SC
•
•
•
City of Des Moines, IA
•
St. Lucie County, FL
•
City of Detroit, MI
•
•
City of Fayetteville, AR
•
Town of Jupiter, FL
•
•
Town of Longboat Key, FL
•
City of Fort Lauderdale, FL
•
Waukesha County, WI
•
City of Lee’s Summit, MO
•
City of Mesa, AZ
CGI Implementation
Management (role: Project
Management support and
Accounts Payable team lead.)
17 | P a g e
Robin Milne, PMP
Senior Manager
Experience Includes:
ERP Solution Lifecycle Deployment: Significant experience in managing the entire
process of selecting and deploying ERP solutions for governmental clients including
conducting needs assessments, cost benefit analysis, defining system requirements,
selecting and evaluating potential technology solutions, contract negotiations, statement of
work development, business and system design, development, testing, and implementation
services.
Technology Planning: Experience in developing strategic technology transition and
consolidation plans and conducting information technology assessments for governmental
clients. Assessment efforts have included consolidation and transition plans for new ERP
solutions that will services all agencies in a state government.
IT Sourcing: Experience assisting governmental clients in assessing options for outsourcing
one or more technology functions. This has included support in selection, negotiation and
implementation of both vendor hosted and cloud-based solutions.
Project Management: Significant experience providing leadership in the development and
deployment of business applications on a wide variety of hardware and software platforms.
Her experience has guided organizational development and positive change efforts in client
administrative operations. She has consistently achieved organizational effectiveness by
streamlining operations and leading teams and business units to peak performance.
EngagePoint; Calverton, Maryland (2014)
Quality Assurance Testing and Development Manager. Responsible for all development and
testing for the new Missouri Medicaid Eligibility and Enrollment system. Released several
new versions of software functionality through an agile development and testing life-cycle.
Dye Management Group, Bellevue, (2012-2014)
Practice leader for ERP service. Drove all business development, revenue and project
delivery. Led and directed business development, client and contract oversight, staff
development and project leadership efforts for enterprise financial and administrative
management business lines. Hired, mentored and managed internal and external multiple
site teams of analysts, technical and project support staff.
CGI; Fairfax, Virginia (1991-2012)
Progressive roles including Managing Director of consulting, handling sales, staff
performance, and overall account management for multi-million dollar state technology
projects. Subject matter expert in administrative system implementations and functions,
covering business process improvement and change management practices.
EDUCATION:
•
William Woods University - Master of Business Administration
•
Eastern Washington University - Bachelor of Business Administration
18 | P a g e
Robin Milne resume, continued:
•
Project Management Institute (PMI)
•
Project Management Professional (PMP)
•
Six Sigma Lean Professional (SLLP)
• Lean Black Belt Professional (LBBP)
KEY CLIENTS:
State of Oregon Department of
Transportation
•
State of Iowa
•
State of Missouri
•
State of Oregon
•
•
State of Alaska
State of Missouri Department of Social
Services
•
State of Alaska Department of
Transportation and Public Facilities
•
State of Missouri Department of
Transportation
•
Louisiana Department of
Transportation
•
State of Missouri Division of Employment
Security
•
Mississippi Department of
Transportation
•
Washington Department of Social and
Health Services
•
Commonwealth of Virginia
Department of Transportation
•
California Franchise Tax Board
•
Los Angeles Unified School District
•
Commonwealth of Virginia
•
California Department of Social Services
•
State of New Jersey
•
State of Minnesota
•
Washington State Department of
Transportation
•
NOTABLE PROJECTS:
•
State of Missouri: Robin was responsible for the success of the Statewide Advantage
for Missouri (SAM II) project. This project involved implementing the performance
budgeting, financial, advanced purchasing, human resources, and payroll modules, as
well as customizing implementation of a data warehouse, business process
improvements, web-based online bidding system, and automated workflow. The system
supports 32 state agencies and departments and 65,000 employees, and eliminated
redundant legacy systems.
•
California Department of Social Services: Robin was the Project Manager for the
payroll system design, development, and implementation for the California Department of
Social Services. Technical project manager for the Case Management Information
Payroll System (CMIPS II). This included overall responsibility for the business design
and architecture of the Advantage Payroll and Financial systems being used to pay
500,000 providers across the State of California.
•
Los Angeles Unified School District: As Project Manager she coordinated client
support and facilitated solutions to operational and financial issues. The main objective of
this project was to move the Los Angeles Unified School District into a shared decisionmaking, school-based management environment where schools are allocated and
responsible for budgets.
19 | P a g e
Christine Cunliffe, PMP
Manager
EXPERIENCE INCLUDES:
Business Process Documentation and Reengineering: Experience in
documenting as-is business processes and identifying areas for business
process improvement. Specialization in implementing a results based budget methodology.
Experience in implementing change management techniques to ensure user acceptance of
new business processes and/or technology. Specific specialty in payroll and human
resources management processes.
Software Needs Assessment: Specialization in analyzing the business case for ERP
system improvement or replacement. Experience in facilitating functional area process
discussions and identifying opportunities for technology to enable business process
improvement. Extensive knowledge of the public sector enterprise system marketplace and
intimate knowledge in regard to viable enterprise solutions.
ERP System Selection: Experience in the process of selecting and deploying enterprise
systems. Developed technology specifications for inclusion in public sector request for
proposal for enterprise systems. Extensive experience in vendor proposal analysis and
demonstration script development.
Systems Implementation Management: Provided implementation management services
associated with deployment of newly selected systems. Activities have included, project
planning, review of project deliverables, management of the project issues, facilitation of
project status review, review and approval of project invoicing and others as dictated by the
project.
Ceridian – Project Manager/Business Analyst
Served as primary point of contact and client-facing technical expert for HRIS software
implementation. Conducted discovery meetings with customers, prospects, and C-level
executives to gather and document sales, marketing, and customer service requirements;
define and create specifications. Simultaneously managed up to six accounts, coordinating
change order and data migration processes with offshore resources and various divisions in
implementing add-on products. Actively participated in internal process improvement
projects, create and manage project timelines, and provide workflow process improvement
and end-user training company-wide. Produced and deliver weekly status reports to senior
leadership:
Government Finance Officers Association – Consultant / Policy Analyst
Served in dual role as Project Manager and Consultant for a professional association
consisting of over 17,000 members. Advised local governments and special districts
throughout all phases of ERP implementation, software selection, procurement, and technical
support. Assessed client needs, conducted business case analysis, gathered functional
requirements, developed requests for proposals, and facilitated follow-up vendor meetings for
contract negotiations. Coached and advised public organizations to develop structured
change management, implementation communication, public outreach, and training/staffing
plans. Established training milestones, ensuring deadlines were consistently met.
20 | P a g e
Christine Cunliffe resume, continued
EDUCATION:
•
Northwestern University, Master of Public Administration (MPA), Public Policy
•
University of Washington, Bachelor of Arts, Political Science
•
Project Management Professional (PMP), 2011
•
International Public Management Association for Human Resources (IPMA-HR)
KEY CLIENTS:
•
Marin County, CA
•
Kent County, MI
o
Payroll/HR portion of Needs Assessment as part of MMSA/Grand Rapids FMS
project
o
IT Assessment for the Kent County John Ball Zoo, MI
•
Cook County Public Guardian, IL
•
City of North Miami Beach, FL
•
New Braunfels Utilities, TX
•
Hampton Roads Sanitation District
o
Project Management Assistance for the implementation of Oracle eBusiness
•
Village of Northbrook, IL
•
Village of Woodridge, IL
•
City of Dublin, OH
KEY CLIENTS:
•
Marin County, CA: Christine served as the HR lead as part of a software system
selection for the County including Financials, and HR/Payroll areas.
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4. References
A. OVERVIEW OF REFERENCES
Plante Moran and our proposed project team have provided project management services for a
significant number of ERP system selection and implementation projects for governmental clients
that have included all operational areas. As such, we have organized our references into two
sections:
Targeted Highly Relevant
References
Highlighted examples of the most appropriate and
applicable Plante Moran references that we believe would
be in the best interest of the MMSA to contact. Our
selection of these references is based on the scope of the
MMSA’s project, local proximity, or relevance based on the
proposed project team.
Other Relevant ERP
References
Various other highly relevant Plante Moran client projects
applicable to the MMSA’s project that we believe would
also be valuable for the MMSA to understand that we have
experience with.
B. TARGETED HIGHLY RELEVENT REFERENCES
We have provided the following references as the most appropriate and applicable ERP and
other projects that we have conducted within the last several years. Many of the engagements
listed included our involvement through all phases of the project including Needs Assessment,
Solution Selection, Contract Negotiations and Implementation Management Assistance.
City of Mesa, AZ
Ms. Diane Gardner, CIO
200 South Center Street
Building 2
Mesa, AZ 85211-1466
480-644-3449
[email protected]
ERP Needs Assessment and Software Selection: Assisted the
City in the conducting of an ERP needs assessment and software
selection project for the replacement of existing legacy
applications. Subsequent to the selection phase of the project, we
were engaged to develop a statement of work (SOW) and
negotiate a contract with the selected vendor, CGI.
Project Staff: Chalasani, Eiler, Zyla
Project Timeline: April 2009 – October 2010
ERP Implementation Management Assistance: Assisted the City
in the implementation of the CGI Advantage system as part of the
city’s project management office (PMO). Also had direct project
management responsibility for a number of implementation teams.
Project Staff: Eiler, Zyla
Project Timeline: October 2010 – September 2012
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Mr. Jim Gentile, Controller
216.664.3871
[email protected]
s
Kathleen Woidke, PMO
216-664-2262
[email protected]
s
601 Lakeside Avenue
Cleveland, OH 44114
ERP Software Selection: Assisted the City in a software selection
project for the replacement of existing legacy PeopleSoft
applications. Subsequent to the selection phase of the project, we
were engaged to develop a statement of work (SOW) and
negotiate a contract with the selected vendor, CGI.
Project Staff: Eiler, Rujan, Warner
Project Timeline: October 2006 – July 2008
ERP Implementation Management Assistance: Assisted the City
in the implementation of the CGI Advantage system by providing
project management assistance, including PMO support, project
administration, and business analysis services. Project included of
a 20 month engagement providing multiple consulting team staff to
support various City functional and technical teams with change
Project Staff: Eiler, Rau, Rujan, Warner, Zyla
Project Timeline: September 2008 – February 2010
Ottawa County, MI
IT Org Review
Mr. Alan Vanderberg
County Administrator
Fillmore Street Complex
12220 Fillmore Street
Room 310
West Olive, MI 49469
616-738-4068
[email protected]
Plante & Moran was engaged to perform a comprehensive IT
assessment of the County including a review of the organization,
administration and technology environment at the County. This
project included interviewing of staff (both end-users and IT
departmental staff), conducting end-user surveys and
benchmarking against similar organizations. A more detailed
review was also performed of the classification and compensation
of County IT staff, the County IT Director and the County’s disaster
recovery plan.
Project Staff: Warner
Project Timeline: August 2004 – February 2005
IT Assessment
As a continuous improvement effort, conducted an Information
Technology Assessment that included a review of all aspects of the
organization, but specifically focused on creating a roadmap for
readying the organization to adopt emerging technologies.
Examined the current department technologies process and
staffing and provided a 5-year technology plan that will enable the
department to embrace the current trends in technology and those
that are still evolving. The engagement also included an
assessment of the current technologies in use as well as an
analysis of the opportunities available for collaboration with other
entities such as other cities, townships, villages, and school
districts. Specific areas of focus included Organizational Support
Structure, Infrastructure, IT Governance, and plan for adoption of
new technologies.
Project Staff: Warner, Vanderford, Rujan, Moshier
Project Timeline: May 2012 – October 2012
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Fee Policy Analysis Project
Mr. Scott Buhrer
Chief Financial Officer
616-456-3951
[email protected]
The City hired Plante Moran to assist with the development of an
overall Fee Policy for the City and all departments to follow. Plante
Moran conducted interviews with all City departments, documented
the findings from our interviews and developed a consistent
methodology for the City to follow in the future to track and allocate
costs appropriately to individual City services.
Ms. Jana Wallace
Debt & Authority Finance
Officer
616-456-4514
[email protected]
300 Monroe Ave. N.W.
City of Grand Rapids
Grand Rapids, MI 49503
In addition, we developed a process and template for gathering
current departmental costs in a consistent format, to provide a
baseline snapshot of how much each individual service costs the
City to administer. This can be used as a key input into the
development of a more consistent financial tracking system and
methodology on a City-wide basis to provide City leaders with the
relevant information, to understand the full costs of providing each
City service and moving toward the ability to achieve full cost
recovery on the provision of core City services.
Project Staff: Rujan, Andrysiak, May
Project Timeline: November 2011 – September 2012
FMS System Selection
Currently assisting the City of Grand Rapids in partnership with the
Michigan Municipal Services Authority (MMSA) and other local
governments, in the process of replacing aspects of financial
management and human resources information systems and
adopting best practices related to financial management
processes, accounting and management reporting, human
resources, and key performance indicators. The new FMS system
is intended to be available for other Michigan communities to use
and will support staff in the delivery of Government services and
activities, take advantage of best practices, and significantly
improve the efficiency and effectiveness of customer service and
business processes.
Project Staff: Rujan, Warner, Zyla, Casler, Carrier
Project Timeline: January 2013 – Present
City of Livonia, MI
Implementation Assistance for the Finance System Upgrade
Mr. Dan Putman, IT Director
734-466-2150
[email protected]
Provided project management and implementation support to the
city’s project team in the implementation of an upgraded financial
management, payroll and human resource, utility billing and
community development system. Developed and maintained the
project issues log, reviewed project deliverables, assisted with
planning go-live activities, and reviewed all invoices for contract
compliance.
Mike Slater, Finance Director
(734)466-2266
[email protected]
33000 Civic Center Drive
Livonia, MI 48154
Project Timeline: 2006 - 2008
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ERP System Selection
Cindy Catanach, Financial
Officer
517-540-8727
Conducted a comprehensive Enterprise Resource Planning (ERP)
system selection project for the County to replace legacy
applications within multiple lines of business within the County.
This project included conducting of interviews with process owners
and process end-users, development of an ERP RFP, proposal
analysis, due diligence assistance and contract negotiations and
statement of work development with the selected ERP vendor.
[email protected]
Jennifer Nash, County
Treasurer
517-546-7010
[email protected]
Project Staff: Warner, Moshier, Chalasani
Project Timeline: April 2012 – December 2012
150 South Highlander Way
Howell, MI 48843
ERP System Implementation Management Assistance
Currently assisting the County in the implementation of the
selected ERP solution by providing project management
assistance. Specific focus areas include supporting project
initiation and planning activities, providing risk mitigation expertise,
and assisting the County monitor the project budget and tasks.
Project Staff: Warner, Moshier
Hampton Roads
Sanitation District
ERP Needs Assessment, System Selection and
Implementation Project Management
Mr. Steve deMik, Finance
Director
757-460-7095
[email protected]
5701 Thurston Ave.
Suite 100
Virginia Beach, VA 234553330
Initially performed an Enterprise Resource Planning Software
Needs Assessment project for HRSD’s financial and personnel
administration functions. The project included an analysis of the
current applications environment to identify and assess future
software options. Project included options analysis, strategic
recommendation and plan of action for future activities. HRSD
retained our services to lead an ERP system selection engagement
which included the identifications of detailed business
requirements, RFP development, proposal analysis, due diligence
management and contract negotiations.
Currently, we are acting as HRSD’s project manager through an 18
month implementation of Oracle EBS (Release 12.2.3).
Project Staff: Riffel, Warner, Moshier, Cunliffe, Colletti, Pesis
Genesee County, MI
Imaging System Needs Assessment and RFP Development
Mr. George Martini
County Controller (project
contact is no longer with the
County)
1101 Beach St.
Flint, MI 48502
810-257-2627
Plante & Moran performed a system needs assessment across
county departments to identify project areas and content
management technologies required. Additionally developed a
request for proposal for a countywide Imaging system and the
related implementation services.
Project Timeline: 2007
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Muskegon County, MI
FMIS Software Selection
Mr. Heath Kaplan
Director of Finance and
Management Services
Central Services Building, 1st
Floor
141 E. Apple Avenue, East
Entrance
Muskegon, MI 49442
Assisted the County in the selection of a new Financial
Management Information Software solution. Activities included
conducting of interviews, RFP development, proposal analysis and
assistance to the County in the due diligence process of reviewing
various solutions.
Currently City Manager at
City of Poplar Bluff, MO
(231)766-1425
Project Staff: Rau, Rujan, Warner
Project Timeline: January 2011 – December 2011
IT Assessment
As a sub-project to a larger financial software system selection
project, Plante Moran conducted an Information Technology
Assessment for the County which includes a review of all aspects
of organization, administration and use of technology within the
County. As part of the engagement we conducted IT departmental
interviews, interviews with County staff departments, an end-user
survey of all County staff. To assist the County with streamlining
critical path implementation activities, the Assessment
recommendations were segregated into those which affected the
financial software replacement effort, and those which could be
further scheduled and deployed.
Project Staff: Chalasani, Rujan, Warner, Zyla
Project Timeline: January 2011 – May 2011
FMIS Implementation Management Assistance
Currently assisting the County in the implementation of a new
Financial Management Information System (FMIS) by providing
project management assistance, including PMO support, project
administration, and business analysis services. Project includes a
18 month engagement providing multiple consulting team staff to
support various County functional and technical teams with change
Project Staff: Rau, Vanderford, Warner, Moshier
Project Timeline: December 2011 – June 2013
City of Dublin, OH
ERP System Selection
Ms. Angel Mumma
Deputy City Manager /
Director of Finance
614-410-4401
[email protected]
5200 Emerald Parkway
Dublin, OH 43017
Assisting the City with an assessment of existing ERP systems and
future ERP requirements. The project will incorporate future needs
and related services into an ERP request for proposal, solicitation
and analysis of proposals, due diligence analysis of proposed
solution and selection of a finalist vendor.
Project Staff: Cunliffe, Warner
Project Timeline: August 2013 - Present
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C. OTHER RELEVENT ERP REFERENCES
We have been providing local government software consulting services to the public sector for
over 30 years, which we believe is the most years of continuous municipal software consulting
experience of any firm providing similar services to the public sector. Within the public sector, we
have provided various levels of software consulting assistance to hundreds of clients. A
representative list of client projects which we believe may be of interest to the MMSA is presented
below. We would welcome an opportunity to provide specific contact or additional reference
information upon request.
Client Name
Project Title
Project Date
Hampton Roads Transit, VA
ERP Selection
Jan 2015 (kick off) Present
City of Carlsbad, CA
ERP Business Process Mapping
Jan 2015 - Present
Cuyahoga County Public
Library, OH
FMIS Selection
Dec 2014 - Present
City of Roswell, GA
Post ERP Implementation Review
Oct 2014 – Present
City of Independence, MO
CIS Selection Services
Nov 2014 - Present
City of Paducah, KY
ERP Selection
Sep 2014 - Present
Town of Longboat Key, FL
Software Assessment
Aug 2014 - Present
Central Ohio Transit
Authority (COTA), OH
HRIS Needs Assessment and Selection
June 2014 - Present
Horry County, SC
ERP Implementation Management
Assistance
June 2014 - Present
Village of Park Forest, IL
ERP System Consulting
June 2014 – Present
City of Palo Alto, CA
ERP System Consulting
June 2014 – Dec
2014
City of Arvada, CO
EAM System Consulting
Apr 2014 – Nov 2014
City of Fayetteville, AR
ERP Consulting Services
Apr 2014 – Present
Clarke County, VA
Feb 2014 – Present
City of Baton Rouge, LA
ERP Consulting
City of Palo Alto, CA
EAM System Consulting
Jan 2014 – Nov 2014
St. Lucie County, FL
Nov 2013 – Present
City of Ft. Lauderdale, FL
ERP Selection
Nov 2013 – Present
Village of Elk Grove, IL
ERP Selection
Sept 2013 – Present
City of Bend, OR
ERP Selection and Implementation
Aug 2013 – Present
City of Dublin, OH
ERP Selection
Sep. 2013 – Present
City of North Las Vegas, NV
Enterprise Applications Analysis
July 2013 – Oct 2013
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Client Name
Project Title
Project Date
Village of Fox Lake, IL
ERP Selection
July 2013 - Present
Detroit Water & Sewerage
Department, MI
AP Migration Planning Study
June 2013 – Oct
2013
City of Pinellas Park, FL
ERP Selection
May 2013 – Present
City of Flint, MI
ERP Implementation Management
Assistance
Jan 2013- Present
Huron Clinton Metropolitan
Authority
April 2013 – July
2014
City of Detroit, MI
May 2013 – Aug
2013
Village of Woodridge, IL
ERP Selection
City of Pueblo, CO
ERP Due Diligence and Implementation
Mar 2013 – Present
Village of Northbrook, IL
ERP Selection
Mar 2013 – Present
New Braunfels Utilities, TX
FMS Needs Assessment and Selection
Dec 2012 – Present
FMS Needs Assessment and Selection
Dec 2012 – Present
County of Sumner, TN
ERP Needs Assessment and Selection
Aug 2012 – Dec 2013
City of Ann Arbor, MI
HR/Payroll Software Assessment
Jul 2012 – Dec 2012
ERP Selection
Jul 2012 – June 2013
Town of Jupiter, FL
Utility Billing and Enterprise Assessment
Management Software Selection
May 2012 – Nov
2012
City of Hallandale Beach, FL
City of Columbia, MO
ERP Needs Assessment, Selection and
Implementation Management Assistance
Horry County, SC
Feb 2012 – Jan 2014
City of Oakland Park, FL
ERP Selection
Feb 2012 – Jan 2013
City of Cooper City, FL
ERP Selection
Feb 2012 – Oct 2012
Marin County, CA
ERP Operations Review
City of Greenville, NC
ERP Selection
Dec 2011 – Mar 2013
Hampton Roads Sanitation
District, VA
ERP Needs Assessment, Selection and
Jan 2012 – Present
City of East Lansing, MI
Dec 2011 – Aug 2012
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Client Name
Project Title
Project Date
Broward County, FL
ERP Selection Assistance, Contract
Negotiations, Statement of Work
Development, 3PA Implementation
Services
July 2011 – Present
City of North Miami Beach,
FL
ERP Needs Assessment, System
Selection, Contract Negotiations and
Statement of Work Development
Apr 2011 – Present
City of Chandler, AZ
Oracle Upgrade Project Management
Services
Mar 2011 – Nov 2011
Town of Jupiter, FL
Financial Management System Selection
and Implementation Management
Assistance
Mar 2011 – Nov 2012
ERP Due Diligence Assistance
Jan 2011 – Aug 2011
Muskegon County, MI
FMIS Software Selection and
Jan 2011 – Sep 2013
City of Owensboro, KY
ERP Selection
Nov 2010 – Dec 2011
Development Services Software Selection
Oct 2010 – Sep 2011
City of Casper, WY
Software System Assessment
Aug 2010 – Aug 2011
Aug 2010 – June
2011
Borough of State College,
PA
ERP Selection, Contract Negotiations and
Jul 2010 – Mar 2014
City of Miramar, FL
May 2010 – Jul 2012
City of Roswell, GA
ERP Selection, Contract Negotiations and
Implementation Initiation Assistance
Jan 2010 – Jul 2012
Tax System Selection and Implementation
Mgt.
Jun 2009 – Present
City of Mesa, AZ
Apr 2009 – Aug 2012
Cook County Public
Guardian, IL
System Assessment and Selection
Apr 2009 – Apr 2012
Village of Mt. Prospect, IL
ERP Selection and Contract Negotiations
May 2009 – Dec
2009
Mid-America Regional
Council (MARC)
Mar 2009 – Dec 2009
City of St. Charles, MO
Jan 2009 – Dec 2009
Waukesha County, WI
Financial Applications Analysis Study and
RFP Development
May 2008 – Mar
2011
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Client Name
Project Title
Project Date
Management
Oct 2007 – Dec 2010
Management
Apr 2007 – Feb 2010
Management
Mar 2007 – Dec 2008
City of St. Clair Shores, MI
Time and Attendance Software Selection
Jan 2007 – Aug 2007
City of Elgin, IL
FMIS Software Selection Assistance
Jun 2006 – May 2007
FMIS Selection and Implementation
Management
Oct 2006 – Feb 2010
City of Livonia, MI
Financial System Upgrade Implementation
2006 - 2008
Shelby Township, MI
2006 - 2008
Hancock County, OH
Jan 2004 – Dec 2004
City of Kalamazoo, MI
ERP Software Selection
Jul 2004 – Aug 2005
Dane County, WI
FMIS Software Selection
Sep 2003 – Jan 2004
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5. Additional Information
A. OVERVIEW OF PROJECT APPROACH
Having performed many ERP projects for many mid-size and large local units of government over
the years Plante Moran’s seasoned project consultants have developed and refined proven
methodologies and related tools that are intended to mitigate our clients risk for ERP projects.
Complex ERP projects benefit by leveraging best practices. As the MMSA is well aware, the
dynamic funding, collaborative nature and other factors of the MMSA FMS effort will also present
unique needs which will require an experienced and integrated consulting partner.
Our approach we present the specific tasks we believe will need to be completed, highlighting the
key project milestones. Our approach consists of engaging our proposed qualified project team to
develop, refine and execute a project plan, supported by our mature ERP toolkit, to meet the
MMSA’s expressed project objectives.
The MMSA has described that consultant proposals be limited to the Initiation phase activities
which must be completed in Q1 of 2015. Our approach, summarized in the Sample Project
Timeline in the Appendix, address these requirements includes the following work steps:
1) Perform Initiation Phase Startup Activities: As part of the continuing efforts of the FMS
initiative, we will further develop the project management / administrative tools which will be
used collaboratively by the project participants. Such tools and methods include:
a) Project Schedule: We will work with the MMSA to develop the work steps below into a
detailed Project Plan to include major milestones, work tasks, due dates and
responsibilities.
b) Issues Log: We will develop an issues log used to track key required decisions, relevant
matters and other tactical action items.
c) Risk Register: We will develop a risk register, used to track identified risks, assess their
relative impact/probability, develop risk response approaches and assign responsibilities
for managing the risk.
d) Leadership Team Meeting Schedule: We will develop a weekly project Leadership Team
meeting schedule and provide meeting invitations for the Leadership team. We
anticipate that some Leadership meetings will be performed via a conference call number
that we will provide and others will be held at either the offices of the participating units or
at our offices across the State, including:
i) Plante Moran East Lansing office
ii) Plante Moran Grand Rapids office
iii) Plante Moran Flint office
e) Project Website: We will develop and provide a project SharePoint website to be used as
document repository. Plante Moran will provide the site. We anticipate that MMSA will
administer the logins to MMSA participating units.
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2) Perform Preliminary Cost Benefit for Genesee County: As Genesee County has been
involved with the project for a lesser amount of time than the other participating units, their
level of engagement in the MMSA FMS effort has been increasing over the past many
months. In order to align the Genesee County with the other participating units, we propose
the following activities:
a) Items to Collect: We will develop and distribute of a list of Items to Collect to be
completed within the first 5 days of the project. Such critical items to be requested and
gathered include the following:
i)
ii)
Current Genesee County costs related to systems to be replaced by the CGI solution.
Estimates of personnel efficiency savings (hours, FTE or dollars) which may be
realized by CGI implementation.
iii) Other quantifiable factors impacting the Genesee County cost benefit.
iv) Listing of interfaces required between CGI and systems that the County would plan to
retain. Please note, a Needs Assessment similar to those performed for Grand
Rapids and Kent County will not be performed.
b) Preliminary Cost Benefit: We will further our earlier cursory efforts requested by the
MMSA and will work with Genesee County to develop a preliminary Cost Benefit Analysis
for Genesee County within the first 14 days of the project.
i)
The development of this preliminary Genesee County cost benefit will be intended to
provide the County with the same level of cost benefit context that Grand Rapids and
Kent County have been able to assess due to their comparatively longer project
involvement.
ii) The preliminary cost benefit will be based simply on the 10/31/2014 project costs
provided by CGI, with a like allocation amongst participating units.
iii) The preliminary Genesee County cost benefit is also intended to allow Genesee
County and the MMSA to jointly make a quick determination of the appropriate
participation of Genesee County in additional Initiation phase activities.
3) Initiate Cost Allocation: Prior to any detailed work to develop CGI SOW’s we will facilitate a
meeting between the MMSA, CGI and the participating units to initiate the discussion on how
cost allocation will be approached. We envision that the approach will leverage prior cost
allocation efforts and additionally consider the methods for structuring the CGI SOW’s. We
will work at this early meeting to develop the guiding principles and key metrics for the cost
allocation plans to be developed during the Initiation phase. We will also work to identify the
factors that will impact the need to define a process for the MMSA/Leadership team’s
modification of the recommended cost allocation plans during future project phases.
4) Review Baseline CGI Implementation SOW: We will work in this activity to collaborate with
the stakeholders to develop a baseline “generic” Implementation Statement of Work (SOW)
to be leveraged for SOW’s specific to each participating unit. We will facilitate a review of the
baseline Implementation SOW:
a) Develop Baseline Implementation SOW: Facilitation of CGI request to develop the
baseline “generic” SOW based on implementation services already proposed and priced
by CGI / reviewed by the participating units.
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b) Confirm Implementation Schedule Assumptions: We will confirmation with participating
units the target project CGI schedules already developed. The impact of overlapping
simultaneous activities will provide additional opportunities for synergy between the
participating units during the implementation effort.
c) Review Baseline Implementation SOW: We will assist with facilitating a review of CGI’s
review of “generic” SOW with the participating units to align each entity’s mutual
understanding and provide a basis for future Initiation phase tasks:
i) Discussion on opportunities for implementation synergy.
ii) Review of a SOW specific to each participating unit.
d) Identify Opportunities for Implementation Synergy: We will facilitate discussion with CGI
and participating units about potential areas for collaboration and sharing of CGI
delivered services vs those services which will be delivered uniquely to each participating
unit. Any opportunities mutually agreed to will be appropriate to include in a MMSA
Implementation SOW, subject to cost allocation. Any “Participating Unit specific
implementation services” will be then incorporated into each participating unit’s unique
Implementation SOW and the costs will be borne by that entity, not subject to cost
allocation. Samples of potentially shared implementation services, include:
i)
ii)
Core Team training materials (video, documents, etc.)
Interface work packages for 3rd party products common to Michigan local
governments
iii) User Acceptance Testing script development
5) Develop Implementation SOWs for the MMSA and Participating Units: Upon group of
review of the baseline Implementation SOW, we believe the MMSA and participating units will
be empowered with an understanding of the base CGI implementation approach and the
need for their parallel future work to develop SOW’s specific to their respective organizations.
a) Develop Grand Rapids Implementation SOW: We will work with CGI and other
stakeholders to develop an Implementation Statement of Work (SOW) for CGI
implementation services to be provided to the City of Grand Rapids:
i)
CGI will leverage input from review of the baseline “Generic SOW” for Grand Rapids
work session and provide updated SOW specific to Grand Rapids with updated
pricing.
ii) We will perform facilitated work sessions including the CGI, the MMSA and the City
of Grand Rapids.
iii) The expectation is that Grand Rapids will have the opportunity to “tune” the service
level provided by CGI for unique aspects of the Grand Rapids implementation.
iv) The expectation is that cost of Grand Rapids Implementation SOW will be borne by
Grand Rapids and not subject to cost allocation.
b) Develop Kent County Implementation SOW: We will work with CGI and other
implementation services to be provided to Kent County:
i)
ii)
CGI to leverage input from review of the baseline “Generic SOW” for Kent County
work session and provide updated SOW specific to Kent County with updated pricing.
We will perform facilitated work sessions including the CGI, the MMSA and Kent
County.
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iii) The expectation is that Kent County will have the opportunity to “tune” the service
level provided by CGI for unique aspects of the Kent County implementation.
iv) The expectation is that cost of Kent County Implementation SOW will be borne by
Kent County and not subject to cost allocation.
c) Develop Genesee County Implementation SOW: We will work with CGI and other
implementation services to be provided to Genesee County (as necessary):
i)
CGI to leverage input from review of the baseline “Generic SOW” for Genesee
County work session and provide updated SOW specific to Genesee County with
updated pricing.
ii) We will perform facilitated work sessions including the CGI, the MMSA and Genesee
County.
iii) The expectation is that Genesee County will have the opportunity to “tune” the
service level provided by CGI for unique aspects of the Genesee County
implementation.
iv) The expectation is that cost of Genesee County Implementation SOW will be borne
by Genesee County and not subject to cost allocation.
d) Develop MMSA Implementation SOW: We will work with CGI, the MMSA and the
interested stakeholders from the participating units to develop an Implementation
Statement of Work (SOW) for the MMSA:
i)
This central Implementation SOW will include central and shared implementation
services subject to a metrics based cost allocation plan.
ii) This Implementation SOW will define implementation services to be provided
centrally to the MMSA, which may include:
(1) Overall project reporting
(2) Reporting of opportunities for synergy / best practices
iii) To include implementation services to be provided directly to the Grand Rapids, Kent
County and Genesee, but in a shared manner as defined in final task in Step 4)d)
above.
6) Development of a SaaS Agreement. We will work to engage CGI, the MMSA and the
participating units to obtain a baseline CGI SaaS agreement, review it, and collaboratively
work to develop modifications and enhancements to it to incorporate the input from the
stakeholders.
a) Concurrent to initiating the work in Step 4) to develop the baseline “generic”
Implementation SOW, we will facilitate the CGI request to develop the baseline SaaS
agreement based on ongoing services already proposed and priced by CGI / reviewed by
the participating units, including.
i) Software subscription
ii) Hosting
iii) Managed services
b) We will facilitate CGI’s review of the baseline SaaS agreement with the MMSA and
participating units to align each entity’s mutual understanding and provide a basis for CGI
to refine it to its final state.
c) We will work with the MMSA and CGI to request revised pricing for the adjusted SaaS
agreement to reflect the ongoing services to the MMSA, the City of Grand Rapids, Kent
County and Genesee County.
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d) This central SaaS agreement will include the software subscription, hosting and managed
services costs subject to ongoing metrics based cost allocation plan.
e) We will work with the MMSA to identify high level profiles of potential future FMS
participants and facilitate discussion between the MMSA and CGI to review opportunities
to include additional pricing tiers in the SaaS agreement for other potential future MMSA
participating units.
7) Project Budgeting and Cost Allocation. We will work with the MMSA and participating
units to develop Cost Allocation Plans and Project Budgeting documentation:
a) 5 Year Project Budget: Using the following deliverables as well as other project planning
factors that we have seen applied during client ERP initiation phase activities, we will
develop an overall five year total cost of ownership estimate:
i)
ii)
iii)
iv)
v)
MMSA Implementation SOW
Grand Rapids Implementation SOW
Kent County Implementation SOW
Genesee County Implementation SOW
SaaS Agreement
b) Develop Cost Allocation Plans: We will collect the previously developed cost allocation
models which have been assembled and reviewed at various levels amongst MMSA
stakeholders in prior project activities. We will additionally review input on cost allocation
models used by other ERP consortiums (e.g. logis), and meet with the participants to
review the information collected and discuss their perspectives and particular concerns.
We will perform a group meeting with the MMSA and the participating units to provide
input in the cost allocation plan that we will develop and recommend. We anticipate that
the recommended cost allocation plan may have components applicable to each of the
following:
i)
ii)
MMSA Implementation SOW
MMSA SaaS agreement.
c) Develop Update Process: We will utilize the input from Step 3) to develop the baseline
process for the MMSA/Leadership team’s modification of the recommended total cost of
ownership budget and cost allocation plans. We will work with the MMSA to provide
feedback for inclusion into the document for future use.
8) Transition to Planning Phase: As the project transitions from the Initiation phase to the
Planning phase, there will be a series of activities which will be required. We will work with
the entities at the end of initiation to identify the key activities required for the Planning effort.
B. ASSUMPTIONS
We have applied the following assumptions related to our work plan in the development of our
Pricing Proposal:
a. The requested deliverables will require 90 days of work effort. We assume that as part of the
Project Leadership team, each participating unit will identify a single representative (with one
backup representative) who will be routinely available to the project and empowered to
participate in the required project activities in a timely manner upon request.
b. We similarly assume that CGI will dedicate the necessary resources respond to MMSA and
Plante Moran requests in a timely manner.
35 | P a g e
c.
d.
e.
f.
g.
h.
i.
We assume that the SOW’s we will be involved with for the Initiation phase include only the
MMSA, Grand Rapids, Kent County and Genesee County and that any participation by other
potential participating units would be a change to the scope.
We understand Grand Rapids and Kent County’s current level of internal budgeting for their
FMS efforts and as such, considering the preliminary pricing provided by CGI in late October,
have assumed that neither Grand Rapids or Kent County will require the development of a
formal cost benefit analysis.
While the MMSA has stated that CGI Advantage 360 is the only software within the scope of
the Initiation phase of the project, we assume that identifying the required interfaces from the
participating units local systems will be included in the Implementation SOW process. We
also assume that the Initiation phase does not include the identification of specific 3rd party
products to “make whole” the participating units based on any gaps in the CGI solution to
their needs.
We assume Plante Moran will not play any role in investigating other system options /
alternatives for any of the participating units.
We assume Plante Moran will not develop a Needs Assessment for Genesee County, similar
to what was performed in earlier project phases for Grand Rapids and Kent County.
We assume that the MMSA will coordinate resources with the State during the Initiation
phase for incorporating any CGI SOW’s into the State contract.
We assume that the MMSA will facilitate the development and execution of any formal
agreements between the MMSA and the participating units as part of the Planning phase.
36 | P a g e
6. Fee Proposal
•
Participant
•
•
The fee proposal must include the rates provided in the proposal and a detailed itemization of
hours and any other expenses necessary to complete the initiation process group.
A. FEE PROPOSAL
Plante Moran has developed the following estimate of our work effort for the Initiation phase
based on the Project Approach we have presented in the “Additional Information” section.
__________
Initiation Phase Activity
Estimated Hours
1. Perform Initiation Phase Startup Activities
25
2. Perform Preliminary Cost Benefit for Genesee County
50
3. Initiate Cost Allocation
18
4. Review Baseline CGI Implementation SOW
70
5. Develop Implementation SOWs for the MMSA and Participating
Units
355
6. Development of a SaaS Agreement
100
7. Project Budgeting and Cost Allocation
140
8. Transition to Planning Phase
20
Total Estimated Hours:
778
Plante Moran will provide the Michigan Municipal Services Authority (MMSA) professional
services for the Initiation phase of the project, as described in in our proposal and supporting
Appendices. Our fees to the MMSA will be based on our team’s staff time spent providing
assistance on the project. The blended discounted hourly rate for our team is $205 which
includes mileage, travel and all incidental project expenses. Based on our estimated level of
involvement, our fees for this engagement will not exceed $159,490. In the event that our level of
effort required to complete the deliverables is less than we have estimated, the MMSA will only
be billed for actual work performed. The MMSA may terminate this agreement by providing
Plante Moran written notice. Upon notification of termination, our services will cease and our
engagement will be deemed to have been completed. The MMSA will be obligated to
compensate Plante Moran for all work performed through the date of termination of this
engagement.
Fees for the project Planning phase or associated with any potential changes to our scope/level
of services as deemed necessary by the MMSA can be provided at your request at a later date
and will not be billed until formally approved, separately, by the MMSA.
37 | P a g e
B. ENGAGEMENT AGREEMENT / APPROVAL
This agreement is made between Plante Moran, PLLC (P&M), 27400 Northwestern Highway,
Southfield, Michigan 48034 and the Michigan Municipal Services Authority ("MMSA")
Scope of Services
This agreement and the accompanying Professional Services Agreement, located in the
Appendix which is hereby incorporated as part of this agreement is to confirm our understanding
of the nature and limitations of the services Plante Moran, PLLC (P&M) will provide and the terms
of our engagement with the Michigan Municipal Services Authority to provide these services.
Cost Proposal
This agreement also incorporates by reference the Additional Information and Fee Proposal
sections of the Proposal to Provide Project Management Professional Services to the Michigan
Municipal Services Authority dated December 22, 2014.
As you probably realize, our primary cost is salaries that are paid currently. Accordingly, our
invoices, which will be rendered as services are provided are due when received. In the event an
invoice is not paid timely, a late charge in the amount of 1.25 percent per month will be added,
beginning 30 days after the date of the invoice.
Agreed and Accepted
We accept this agreement and the accompanying Professional Services Agreement, which
set forth the entire agreement between the Michigan Municipal Services Authority and
Plante Moran, PLLC with respect to the services specified in the “Additional Information”
section of this engagement agreement. This agreement may be amended by written
agreement between Plante Moran, PLLC and the Michigan Municipal Services Authority.
Plante Moran, PLLC
December 22, 2014
Adam Rujan, Partner
Date
Signed
Date
Name (please print)
Title
38 | P a g e
PROPOSAL TO PROVIDE ROJECT MANAGEMENT PROFESSIONAL SERVICES
Appendix A: Professional Services
Agreement
Professional Services Agreement – Consulting Services
Addendum to Plante & Moran, PLLC Proposal Dated December 22, 2014
This Professional Services Agreement is part of the engagement letter for our consulting services dated
December 22, 2014 between Plante & Moran, PLLC (referred to herein as “PM”) and the Michigan
Municipal Services Authority (referred to herein as “MMSA”).
1.
Management Responsibilities – The consulting services PM will provide are inherently advisory in
nature. PM has no responsibility for any management decisions or management functions in
connection with its engagement to provide these services. Further, the MMSA acknowledges that the
MMSA is responsible for all such management decisions and management functions; for evaluating the
adequacy and results of the services PM will provide and accepting responsibility for the results of
those services; and for establishing and maintaining internal controls, including monitoring ongoing
activities, in connection with PM’s engagement.
2.
Nature of Services – PM’s analysis will be based on information and records provided to PM by the
MMSA. PM will rely on such underlying information and records and the analysis will not include audit
or verification of the information and records provided to PM in connection with the analysis.
The analysis PM will perform will not constitute an examination or audit of any the MMSA financial
statements or any other items, including the MMSA’s internal controls. This engagement also will not
include preparation or review of any tax returns or consulting regarding tax matters. If the MMSA
requires financial statements or other financial information for third-party use, or if the MMSA requires
tax preparation or consulting services, a separate engagement letter will be required. Accordingly, the
MMSA agrees not to associate or make reference to PM in connection with any financial statements or
other financial information of the MMSA. In addition, PM’s engagement is not designed and cannot be
relied upon to disclose errors, fraud or illegal acts that may exist. However, PM will inform you of any
such matters that come to PM’s attention.
3.
Use of Report – At the conclusion of PM’s analysis, PM will provide the MMSA with a written report as
described in this engagement letter. PM’s report will be restricted solely to use by management of the
MMSA and the MMSA agrees that PM’s report will not be distributed to any outside parties for any
purpose other than to carry out legal responsibilities of the MMSA. PM will have no responsibility to
update PM’s report for any events or circumstances that occur or become known subsequent to the
date of that report.
4.
Confidentiality, Ownership and Retention of Workpapers – During the course of this engagement,
PM and PM staff may have access to proprietary information of the MMSA, including, but not limited to,
information regarding trade secrets, business methods, plans, or projects. PM acknowledges that such
information, regardless of its form, is confidential and proprietary to the MMSA, and PM will not use
such information for any purpose other than its consulting engagement or disclose such information to
any other person or entity without the prior written consent of the MMSA.
In some circumstances, PM may use local or international third-party service providers or PM affiliates
to assist with an engagement. In order to enable these service providers to assist PM in this capacity,
PM must disclose information to these service providers that is relevant to the services they provide.
Disclosure of such information shall not constitute a breach of the provisions of this agreement.
39 | P a g e
In the interest of facilitating PM’s services to the MMSA, PM may communicate or exchange data by
internet, e-mail, facsimile transmission or other methods. While PM will use its best efforts to keep such
communications and transmissions secure in accordance with PM’s obligations under applicable laws
and professional standards, the MMSA recognizes and accepts that PM has no control over the
unauthorized interception of these communications or transmissions once they have been sent, and
consent to PM’s use of these electronic devices during this engagement.
Professional standards require that PM create and retain certain workpapers for engagements of this
nature. All workpapers created in the course of this engagement are and shall remain the property of
PM. PM will maintain the confidentiality of all such workpapers as long as they remain in PM’s
possession.
Both the MMSA and PM acknowledge, however, that PM may be required to make its workpapers
available to regulatory authorities or by court order or subpoena in a legal, administrative, arbitration, or
similar proceeding in which PM is not a party. Disclosure of confidential information in accordance with
requirements of regulatory authorities or pursuant to court order or subpoena shall not constitute a
breach of the provisions of this agreement. In the event that a request for any confidential information
or workpapers covered by this agreement is made by regulatory authorities or pursuant to a court order
or subpoena, PM agrees to inform the MMSA in a timely manner of such request and to cooperate with
the MMSA should the MMSA attempt, at the MMSA’s cost, to limit such access. This provision will
survive the termination of this agreement. PM’s efforts in complying with such requests will be deemed
billable to the MMSA as a separate engagement. PM shall be entitled to compensation for its time and
reasonable reimbursement of its expenses (including legal fees) in complying with the request.
PM reserves the right to destroy, and it is understood that PM will destroy, workpapers created in the
course of this engagement in accordance with PM’s record retention and destruction policies, which are
designed to meet all relevant regulatory requirements for retention of workpapers. PM has no obligation
to maintain workpapers other than for its own purposes or to meet those regulatory requirements.
Upon the MMSA’s written request, PM may, at its sole discretion, allow others to view any workpapers
remaining in its possession if there is a specific business purpose for such a review. PM will evaluate
each written request independently. The MMSA acknowledges and agrees that PM will have no
obligation to provide such access or to provide copies of PM’s workpapers, without regard to whether
access had been granted with respect to any prior requests.
5.
Fee Quotes – In any circumstance where PM has provided estimated fees, fixed fees or not-to-exceed
fees (“Fee Quotes”), these Fee Quotes are based on the MMSA personnel providing PM staff the
assistance necessary to satisfy the MMSA responsibilities under the scope of services. This assistance
includes availability and cooperation of those the MMSA personnel relevant to PM’s analysis and
providing needed information to PM in a timely and orderly manner. In the event that undisclosed or
unforeseeable facts regarding these matters causes the actual work required for this engagement to
vary from PM’s Fee Quotes, those Fee Quotes will be adjusted for the additional time PM incurs as a
result.
In any circumstance where PM’s work is rescheduled, PM offers no guarantee, express or implied, that
PM will be able to meet any previously established deadline related to the completion of PM’s work.
Because rescheduling its work imposes additional costs on PM, in any circumstance where PM has
provided Fee Quotes, those Fee Quotes may be adjusted for additional time PM incurs as a result of
rescheduling its work.
PM will endeavor to advise the MMSA in the event these circumstances occur, however it is
acknowledged that the exact impact on the Fee Quote may not be determinable until the conclusion of
the engagement. Such fee adjustments will be determined in accordance with the Fee Adjustments
provision of this agreement.
40 | P a g e
6.
Payment Terms – PM invoices for professional services are due upon receipt unless otherwise
specified in this engagement letter. In the event any of PM’s invoices are not paid in accordance with
the terms of this agreement, PM may elect, at PM’s sole discretion, to suspend work until PM receives
payment in full for all amounts due or terminate this engagement. In the event that work is suspended,
for nonpayment or other reasons, and subsequently resumed, PM offers no guarantee, express or
implied, that PM will be able to meet any previously established deadlines related to the completion of
PM’s consulting work or issuance of PM’s consulting report upon resumption of PM’s work. The MMSA
agrees that in the event that work is suspended, for non-payment or other reasons, PM shall not be
liable for any damages that occur as a result of PM ceasing to render services.
7.
Fee Adjustments – Any fee adjustments for reasons described in this agreement will be determined
based on the actual time expended by PM staff at PM’s current hourly rates, plus related costs PM
incurs, and included as an adjustment to PM’s invoices related to this engagement. The MMSA
acknowledges and agrees that payment for all such fee adjustments will be made in accordance with
the payment terms provided in this agreement.
8.
Termination of Engagement – This agreement may be terminated by either party upon written notice.
Upon notification of termination, PM’s services will cease and PM’s engagement will be deemed to
have been completed. The MMSA will be obligated to compensate PM for all time expended and to
reimburse PM for related costs PM incurs through the date of termination of this engagement.
9.
Hold Harmless and Indemnification – As a condition of this engagement, to the extent permitted by
Michigan law, the MMSA agrees to hold PM, and all of its partners and staff, harmless against any
losses, claims, damages, or liabilities, to which PM may become subject in connection with services
performed in the engagement, unless a court having jurisdiction shall have determined in a final
judgment that such loss, claim, damage, or liability resulted primarily from the willful misconduct or
gross negligence of PM, or one of its partners or staff. This hold harmless includes the agreement to
reimburse PM for any legal or other expenses incurred by PM, as incurred, in connection with
investigating or defending any such losses, claims, damages, or liabilities. This provision shall survive
any termination of this engagement.
10. Conflicts of Interest – PM’s engagement acceptance procedures include a check as to whether any
conflicts of interest exists that would prevent acceptance of this engagement. No such conflicts have
been identified. The MMSA understands and acknowledges that PM may be engaged to provide
professional services, now or in the future, unrelated to this engagement to parties whose interests may
not be consistent with interests of the MMSA.
11. Agreement Not to Influence – The MMSA and PM each agree that each respective organization and
its employees will not endeavor to influence the other’s employees to seek any employment or other
contractual arrangement with it, during this engagement or for a period of one year after termination of
the engagement. The MMSA agrees that PM employees are not “contract for hire.” PM may release
the MMSA from these restrictions if the MMSA agrees to reimburse PM for its recruiting, training, and
administrative investment in the applicable employee. In such event, the reimbursement amount shall
be equal to two hundred hours of billings at the current hourly rate for the PM employee.
12. Governing Law – This agreement shall be governed by and construed in accordance with the laws of
the State of Michigan, without giving effect to its principles of conflicts of laws.
41 | P a g e
Appendix B: Sample Project Timeline
42 | P a g e
13th
Largest CPA and consulting firm
in the United States
97%
Of clients say they would
recommend us
2,000+
Staff
For more information contact:
Mr. Adam Rujan
1-248-223-3328
[email protected]
plantemoran.com
43 | P a g e
Fee Proposals
Fee
Proposal
Hours Rate Proposal
CSG Government Solutions 456 $115 $52,440
Advocate Solutions
500 $145 $72,500
Plante Moran
778 $205 $159,490
EXECUTIVE COMMITTEE
RESOLUTION 2015-01
Procurement of FMS Project Management Professional Services
The Executive Committee of the Michigan Municipal Services Authority
(“Authority”) resolves:
1.
That the Chief Executive Officer of the Authority (“CEO”) is
authorized to enter into a professional services agreement on behalf of the
Authority with a vendor to provide FMS Project Management Professional Services
to the Authority and FMS Project participants; and
2.
That the CEO shall procure the services in a manner that complies
with the Authority’s procurement policy, including use of a competitive process;
and
3.
That the CEO shall select the vendor that submits a proposal to the
Authority that the CEO determines represents the best value for the Authority; and
4.
That the total amount paid to the vendor under the professional
services agreement shall not exceed $160,000; and
5.
That the CEO shall invoice each FMS Project participant for onesixth (1/6) of the cost and submit one-half (1/2) of the cost to the State of Michigan
through the City of Grand Rapids for reimbursement through Grant No.105011-12
(CGAP Grant FY 2012) upon receipt of each invoice from the vendor.
Secretary’s Certification:
I certify that this resolution was duly adopted by the Executive Committee of the Michigan
Municipal Services Authority at a properly-noticed open meeting held with a quorum
present on January 2, 2015.
By:
____________________________
James Cambridge
Authority Secretary
EXECUTIVE COMMITTEE
RESOLUTION 2015-02
Regular Meeting Schedule Amendment
The Executive Committee of the Michigan Municipal Services Authority resolves
that the Thursday, January 8, 2015 regular meeting is hereby cancelled and the following
amended regular meeting schedule is adopted and approved for the calendar year ending
December 31, 2015:
Date
Thursday, February 12, 2015
Thursday, March 12, 2015
Thursday, April 9, 2015
Thursday, May 14, 2015
Thursday, June 11, 2015
Thursday, July 9, 2015
Thursday, August 13, 2015
Thursday, September 10, 2015
Thursday, October 8, 2015
Thursday, November 12, 2015
Thursday, December 10, 2015
Time
1:30 p.m.
2:00 p.m.
1:30 p.m.
1:30 p.m.
2:00 p.m.
1:30 p.m.
1:30 p.m.
2:00 p.m.
1:30 p.m.
1:30 p.m.
2:00 p.m.
The regular meetings are scheduled to take place at 201 Townsend St Suite 900,
Lansing MI 48933 (Capitol View Building). The meetings will be open to the public and
this notice is provided under the Open Meetings Act, 1976 PA 267, MCL 15.261 to 15.275.
Secretary’s Certification:
I certify that this resolution was adopted by the Executive Committee of the Michigan
Municipal Services Authority at a properly-noticed open meeting held with a quorum
present on January 2, 2015.
By:
____________________________
James Cambridge
Authority Secretary

1/2/15 - The Michigan Municipal Services Authority

Transcription

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