HomeMy WebLinkAbout20140393.tiff RESOLUTION
RE: APPROVE PROFESSIONAL SERVICES AGREEMENT AND AUTHORIZE CHAIR TO
SIGN - PEAK PERFORMANCE TECHNOLOGIES
WHEREAS, the Board of County Commissioners of Weld County, Colorado, pursuant to
Colorado statute and the Weld County Home Rule Charter, is vested with the authority of
administering the affairs of Weld County, Colorado, and
WHEREAS, the Board has been presented with a Professional Services Agreement
between the County of Weld, State of Colorado, by and through the Board of County
Commissioners of Weld County, and Peak Performance Technologies, with terms and conditions
being as stated in said agreement, and
WHEREAS, after review, the Board deems it advisable to approve said agreement, a copy
of which is attached hereto and incorporated herein by reference.
NOW, THEREFORE, BE IT RESOLVED by the Board of County Commissioners of Weld
County, Colorado, that the Professional Services Agreement between the County of Weld, State
of Colorado, by and through the Board of County Commissioners of Weld County, and Peak
Performance Technologies be, and hereby is, approved.
BE IT FURTHER RESOLVED by the Board that the Chair be, and hereby is, authorized to
sign said agreement.
The above and foregoing Resolution was, on motion duly made and seconded, adopted
by the following vote on the 10th day of February, A.D., 2014.
BOARD OF COUNTY COMMISSIONERS
WELD COUNT , OLORADO
ATTEST: ddto/1/ ;ok aWaitin
ouglas ademac er, Chair
Weld County Clerk to the Boar.
ppi'rbara Kirkmeyer Pro-Tem
BY: g I t A Jl-Q. •�cA;. t: ��tS .'
D ty Clerk to the Bo s,�U� !CUSED
an P. Conway
APP-R" ED A 30-FORM: �®�.� NI
2AS ' Mike Fre.kman
County Attorney r(7r
William F. Garcia
Date of signature: a•8CU "I4/
i ACCT, 'NR,'=T APpI
2014-0393
BC0046
AGREEMENT FOR PROFESSIONAL SERVICES
THIS AGREEMENT is made by and between the County of Weld, State of Colorado,
whose address is 1150 O Street, Greeley, Colorado, 80631 ("County"), and Peak Performance
Technologies, whose address is 2905 Jordan Court, Suite B-219, Alpharetta, Georgia 30004
("Contractor").
WHEREAS, County desires to retain Contractor as an independent contractor to perform
services as more particularly set forth below; and
WHEREAS, Contractor has the time available to timely perform the services, and is
willing to perform the services according to the terms of this Agreement.
NOW THEREFORE, in consideration of the mutual promises and covenants contained
herein, the parties hereto agree as follows:
1. Engagement of Contractor. County hereby retains Contractor, and Contractor
hereby accepts engagement by County upon the terms and conditions set forth in this Agreement.
2. Term. The term of this Agreement shall be from the date of signature hereunder, to
and until acceptance of the work by County (expected to be June 30, 2015).
3. Services to be Performed. Contractor agrees to perform the Services listed or
referred to in Exhibit"A," attached hereto and incorporated herein. Such work shall be
completed by Contractor in accordance with the covenants,promises, terms and conditions set
forth in Exhibit A, including, but not limited to, the "Anticipated Schedule" set forth on page 13
of Exhibit A.
4. Compensation.
a. County agrees to pay Contractor for services performed as set forth in
Exhibit A, at the rates and charges listed and specifically described on page 14 of Exhibit
A, not to exceed $373,700. Charges shall be based on the time actually spent performing
the services, but shall exclude time spent traveling. The budget estimate for total costs
set forth in Exhibit A includes a good faith approximation of personnel and hours needed
to accomplish the goals and objectives of the Scope of Work. The actual personnel and
hours may vary according to the requirements for completion of the Scope of Work.
b. Travel expenses for Ted Jackson shall be charged as stated on page 14 of
Exhibit A, and are in addition to the not to exceed price of$373,700.
c. Payment to Contractor will be made only upon presentation of a proper
claim by Contractor, itemizing services performed and allowable travel expenses for Ted
Jackson which are incurred.
1 2O14 -03ci 3
5. Additional Work. In the event the County shall require changes in the scope,
character, or complexity of the work to be performed, and said changes cause an increase or
decrease in the time required or the costs to the Contractor for performance, an equitable
adjustment in fees and completion time shall be negotiated between the parties and this
Agreement shall be modified accordingly by a supplemental Agreement. Any claims by the
Contractor for adjustment hereunder must be made in writing prior to performance of any work
covered in the anticipated supplemental Agreement. Any change in work made without such
prior supplemental Agreement shall be deemed covered in the compensation and time provisions
of this Agreement.
6. Independent Contractor. Contractor agrees that Contractor is an independent
contractor and that neither Contractor nor Contractor's agents or employees are, or shall be
deemed to be, agents or employees of the County for any purpose. Contractor shall have no
authorization, express or implied, to bind the County to any agreement, liability, or
understanding. The parties agree that Contractor will not become an employee of County, nor is
Contractor entitled to any employee benefits from County as a result of the execution of this
Agreement.
7. Warranty. Contractor warrants that services performed under this Agreement will
be performed in a manner consistent with the professional standards governing such services and
the provisions of this Agreement.
8. Reports County Property. All reports, test results and all other tangible materials
produced in connection with the performance of this Agreement, whether or not such materials
are in completed form, shall at all times be considered the property of the County. Contractor
shall not make use of such material for purposes other than in connection with this Agreement
without prior written approval of County.
9. Acceptance of Product Not a Waiver. Upon completion of the work, Contractor
shall submit to County originals of all test results, reports, etc., generated during completion of
this work. Acceptance by County of reports and incidental material furnished under this
Agreement shall not in any way relieve Contractor of responsibility for the quality and accuracy
of the work. Acceptance by the County of, or payment for, any services performed under this
Agreement shall not be construed as a waiver of any of the County's rights under this Agreement
or under the law generally.
10. Insurance and Indemnification. Contractor shall defend and indemnify County, its
officers and agents, from and against loss or liability arising from Contractor's acts, errors or
omissions in seeking to perform its obligations under this Agreement. Contractor shall provide
necessary workers' compensation insurance at Contractor's own cost and expense.
11. Termination. Either party may terminate this Agreement at any time by providing
the other party with a 30 day written notice thereof Furthermore, this Agreement may be
terminated at any time without notice upon a material breach of the terms of the Agreement. In
2
the event of an early termination, Contractor shall be paid for work performed up to the time of
notice and County shall be entitled the use of all material generated pursuant to this Agreement.
12. Non-Assignment. Contractor may not assign or transfer this Agreement, any
interest therein or claim thereunder, without the prior written approval of County.
13. Access to Records. County shall have access to Contractor's financial records as
they relate to this Agreement for purposes of audit. Such records shall be complete and available
for audit 90 days after final payment hereunder and shall be retained and available for audit
purposes for at least five years after final payment hereunder.
14. Time of Essence. Time is of the essence in each and all of the provisions of this
Agreement.
15. Interruptions.Neither party to this Agreement shall be liable to the other for delays
in delivery or failure to deliver or otherwise to perform any obligation under this Agreement,
where such failure is due to any cause beyond its reasonable control, including but not limited to
Acts of God, fires, strikes, war, flood, earthquakes or Governmental actions.
16. Notices. Any notice required to be given under this Agreement shall be in writing
and shall be mailed or delivered to the other party at that party's address as stated above.
17. Compliance. This Agreement and the provision of services hereunder shall be
subject to the laws of Colorado and be in accordance with the policies, procedures, and practices
of County.
18. Non-Exclusive Agreement. This Agreement is nonexclusive and County may
engage or use other contractors or persons to perform services of the same or similar nature.
19. Certification. Contractor certifies that Contractor is not an illegal immigrant, and
further, Contractor represents, warrants, and agrees that it has verified that Contractor does not
employ any illegal aliens. If it is discovered that Contractor is an illegal immigrant, employs
illegal aliens or subcontracts with illegal aliens, County can terminate this Agreement and
Contractor may be held liable for damages.
20. Entire Agreement/Modifications. This Agreement contains the entire agreement
between the parties with respect to the subject matter contained in this Agreement. This
instrument supersedes all prior negotiation, representation, and understanding or agreements with
respect to the subject matter contained in this Agreement. This Agreement may be changed or
supplemented only by a written instrument signed by both parties.
21. Funding Contingency. No portion of this Agreement shall be deemed to create an
obligation on the part of County to expend funds not otherwise appropriated or budgeted for.
3
22. No Conflict. No employee of Contractor nor any member of Contractor's family
shall serve on a County Board, committee or hold any such position which either by rule,
practice or action nominates, recommends, supervises Contractor's operations, or authorizes
funding to Contractor.
23. Severability. If any term or condition of this Agreement shall be held to be invalid,
illegal,or unenforceable, this Agreement shall be construed and enforced without such provision,
to the extent that this Agreement is then capable of execution within the original intent of the
parties.
24. Governmental Immunity. No portion of this Agreement shall be deemed to
constitute a waiver of any immunities the parties or their officers or employees may possess.
25. No Third Party Beneficiary. It is expressly understood and agreed that the
enforcement of the terms and conditions of this Agreement,and all rights of action relating to
such enforcement, shall be strictly reserved to the undersigned parties and nothing in this
Agreement shall give or allow any claim or right of action whatsoever by any other person not
included in this Agreement. It is the express intention of the undersigned parties that any entity
other than the undersigned parties receiving services or benefits under this Agreement shall be an
incidental beneficiary only.
IN WITNESS WHEREOF,the parties have executed this Agreement as of the date and
year written below.
CONTRACTOR:
Peak Performance Technologies
By: 240,
Rob Cardelli,President
SUBSCRIBED AND SWORN to before me this 1O day of Ari o2olH
WITNESS my hand and official seal.
otary P •lic
My commission expires:
DARRELL L JAMES JR
Notary Public
Forsyth County
State of Georgia
My Commission Expires Aug 30.2016
4
ATTEST: ., �Cl.eo (de.) BOARD OF COUNTY
CLERK TO THE BOARD COMMISSIONERSOF WELD COUNTY
i `
By: a, -949,
.leer B
Dep Clerk to the Bo . ; Y
- s � Doug Rade acher, Chairman
OIY' 'w°Q FEB 10 2014
5
4)/ L/ ._ 0393
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Final Statement of Work
PeopleSoft HCM Upgrade Consulting Assistance
PRESENTED TO:
Weld County Government
Barbara Connolly, CPA- County Controller
PRESENTED BY:
Peak Performance Technologies
Rob Cardelli
President
Monday January 27,2014 Version
ZO - 0393
Executive Summary
Dear Ms. Connolly
On behalf of the consulting professionals at Peak Performance Technologies we are pleased to present the
following Statement of Work in support of your upcoming PeopleSoft HCM 9.0 to 9.2 upgrade efforts. First
of all I would like to say that I'm honored to have the opportunity to work with your organization. My firm
holds a great deal of respect for you and your team and we will do whatever we can to ensure this project
meets (and exceeds) all of your expectations. It has been a few years since we have worked together and I
wanted to highlight several other education and government customers we have worked with to help your
leadership recognize the size and scale of our firm and what we have done in with other customers to help
them with similar projects.
Client Name
Port Authority of Pittsburgh- HCM upgrade 8.8 to 9.1
(HR, Benefits Admin, Payroll and Time and Labor)
New York University-Global HCM and Finance Project with Shared Services
(HR, Benefits Admin, Recruiting, e-Performance, Payroll and Time and Labor)
Lancaster County, Pennsylvania-HCM Upgrade and Implementation of New Modules
(FIR, Benefits Admin, Self Service, Workflow, Payroll and Time and Labor 8.9 to 9.1 Upgrade)
Maricopa County Government-Reimplementation of HCM from 8.9 to 9.1
(FIR, Recruiting, Pension,Self Service, Benefits Admin, Payroll and Time and Labor)
Arizona State University-PeopleSoft HCM 9.1 Implementation
(HR,Talent Acquisition, Payroll and Time and Labor)
Washington County Maryland-HCM and Finance Upgrades-New Implementation of Ben Admin
(FIR, Benefits Admin, Payroll custom time keeping system)
Dekalb County Government
(HR, Benefits Admin, Payroll and Time and Labor- 8.9 to 9.1 Upgrade)
University System of Texas-HCM Implementation
(HR, Benefits Admin, Payroll and Time and Labor)
University of North Carolina
(HR, Base Benefits,Self Service, Custom Recruiting, Payroll and Time and Labor)
If Peak Performance Technologies is selected to assist your organization with this engagement I will personally
allocate myself to help oversee Project Management, Change Management and HR Transformation related
activities. I am already familiar with your organization and I will make sure your team gets everything you
expect out of our team. If there is any additional information you require, please do not hesitate to call. We look
forward to working with you to make this project a success. All prices included within are good for 180 days per
your requirements.
Sincerely,
Rob Cardelli-President of Peak Performance Technologies
Phone: 678-570-3598
rcardelli@peakperformancetech.com
Suggested Scope of Work Based on Your Needs
We have had multiple conversations over the last few weeks pertaining to the desired needs of your
organization. We will provide an outline of the scope of work based on our discussions and it is
important to mention that everything in this document is flexible and nature and can be moved
around to ensure you get exactly what you need.
Project Planning:
o Rapid walk through of your system to confirm our team knows exactly what you have in place,
what has changed and what (if any) pain points might exist.
o Confirmation of scope and creation of project schedule.
o Upgrade Core Human Resources
o Implement new Profile Manager
o Upgrade Benefits Administration
o Upgrade Payroll
o Implement Absence Management
o Integrate Absence Management with Payroll and Benefits and Human Resources
o Upgrade and reconfigure e-Performance
o Reexamine the security model and reconfigure where necessary
o Reexamine the reporting model and expand the use of reporting tools
o Definition of project team roles and responsibilities
o Creation of milestone based schedule and work plan predicated on two week sprints to allow
Weld County personnel an opportunity to get caught up incase their "day jobs" take them away
from project activities.
o Rapid infrastructure review and technical review of system.
o Rapid review of interfaces, reports and any customizations.
o Rapid review of test scripts and training materials.
o Discussions with your leadership team to identify any specific areas you would like to focus on to
help you better manage the PeopleSoft platform going forward
o Team Structure
o Roles and Responsibilities
o Service Level Agreements between technical and functional areas
o Risks
o New functionality your organization might want to evaluate
o Existing functionality that your team would like to redesign or examine in greater depth
o Training/Cross Training Opportunities
o Documentation Requirements
o Other
o Status Reporting Strategy
o Change Management and Risk Management Strategy
o Testing and Training Strategy (What test scripts exist? Peak can provide scripts if necessary)
o Final Project Charter and Estimated Budget
Duration: Estimate we will spend a total of 40 hours over a two-week period throughout January gathering
this information and facilitating multiple conversations. This way we can hit the ground running in February.
3
Technical Upgrade Phase -Initial Upgrade Pass
Key Activities Owner Consulting Skill Consultant Estimated
Weld PPT Set Work Consulting
Location Hours
Installation activities and Prepare the Upgrade Owner Guidance Kevin Doran Remote 10
Environment
First Upgrade Pass HRMS environment Assist Owner Kevin Doran Remote 120
• Install PeopleTools 8.5x Evan
• Build Demo Database Jeff
• Apply patches to PeopleTools 8.5 environment
• Run e Pass Upgrade
• Configure Upgrade Database
• Upgrade PeopleTools to 8.5x
• Run Change Assistant to get Compare Reports
• Deliver Compare reports to client to begin
reviewing
• Once client has reviewed finalize PeopleTools
Upgrade
• Convert Application Data
• Review and make sure all technical steps in
Oracle Upgrade Procedure Document are
complete
Test the initial upgrade passes Owner Guidance Kevin Doran Remote 50
Apply Maintenance Pack(s)DEMO Assist Owner Kevin Doran Remote 20
(Evan will help)
Apply Maintenance Pack(s)DEV Assist Owner Kevin Doran Remote 30
(Evan will help)
Create Development Sandbox Environments Assist Owner Kevin Doran Remote 20
Run all upgrade audit(compare) reports Assist Owner Kevin Doran Remote 20
Unit and System Testing Activities Owner Guidance Kevin Doran Remote 30
320
Time Estimation: 6-8 weeks. We are using 8 weeks for planning purposes. One of the goals of this phase is to
educate Evan Johnson on how to work with the new tools that are available with the latest system and to ensure he
understands how to apply maintenance packs. This schedule will depend heavily on Evan's availability but we
believe 8 weeks is a worst-case scenario.
Assumption is Evan and Jeff from Weld team will collaborate to handle DBA, System Administration and other
functions. Kevin Doran will work with Evan and Jeff to identify specific tasks, deliverables and milestones for
each of these technical activities.
Deliverables:
The following deliverables should be complete before the next upgrade pass is initiated:
• DEMO Environment Complete and Available including People Books
• Customizations that existed in the version 9.0 environment should be reapplied to the 9.2
environment. Peak Performance Technologies will help your team identify the objects that need to be
reapplied, we will help you evaluate what the best course of action is for each object and help guide
your team during these activities but you will decide how much (or how little) of the work you want
the consulting staff to undertake.
• List of Customized objects and action taken on each object(Example "Keep Custom"or "Make Vanilla")
• Scripts and Recommendations to address issues listed in Audit Reports (A lot of audit reports are
lengthy. We help clean them up and simplify them so DPS can quickly clean the data and review the
findings)
• Detailed Compare Reports and compare project(UPGCUST)
• List of batch objects requiring reapplication of customizations
• Reapply customizations on batch objects ( i.e. SQRs )
• Stable Development and upgraded PeopleTools environments
5
Review New Environment, Fit Gap Activities,Technical Design and Begin Configuration
This is going on while the 1"pass upgrade tasks are taking place in a demo environment
Key Activities Owner Consulting Skill Set Consulta Estimated
Weld PPT ntWork Consulting
Location Hours
Detailed Functional Workshops& Guidance Owner
Documentation of Findings Rob/PM Onsite 40
o HR/Profile Management and
o Base Benefits&Ben Admin Tim Buchanan/HR Remote 120
o Pay and Time and Labor
o Absence Management Ted Jackson/Pay and 280
o Self Service and Workflow TL
o New Templates
o E-Performance
o Policies/Procedures/Process Flows
o Security
o Support Model
Continue Change Management Activities Owner Guidance Combined Team
o Communications Plan Onsite Blended In
o Documentation of Current State, Fit Gap and
Process and Future State Remote
Review Compare Reports,Assign Development Owner Guidance
Efforts to Weld staff and leverage a contractor as
needed. Begin writing technical design Kevin Doran Onsite Already
and Added
documents and start retrofitting activities. Remote
Identify best tools to use. This includes looking at Evan Johnson (120
security model hr)
Design Security and Workflow Model Owner Guidance Timm Buchanan Onsite 60
and
Evan Johnson(40 hr) Remote
Begin work on test scripts and a training plan Owner Guidance Combined Team Onsite Blended In
Remote
Review Reporting Requirements and explore ways Owner Guidance Timm Buchanan Remote 40
to enhance
Kevin Doran Already
Added
Evan Johnson (80 hrs)
5-7 weeks 540
The functional team will not have a fully functioning environment. The team estimates letting
the technical upgrade progress for roughly 3 weeks. After they have made progress with the
technical 1s` pass upgrade the functional team will begin their work.
F
Estimation: 6-8 weeks. We are assuming 7 for estimating purposes. We are assuming our Functional Leads
will walk your team through the new features of PeopleSoft 9.2 and help you identify new features that you
might want to incorporate in this upgrade or defer to a later phase. A great deal of time will be spent on
examining current and future state policies, procedures and process flows and identifying better ways to
leverage your PeopleSoft HCM platform. It is important to note a lot of this work can be done BEFORE the
first pass upgrade is complete.
Deliverables: The following deliverables should be complete before the next upgrade pass is initiated:
• A major set of deliverables should be the technical design documents for performing any development
initiatives
• We will walk through the new Profile Manager module and make sure Weld knows how to use it and
what the implications are.
• We will revisit the e-Performance system and show Weld what is new and examine how we can
enhance the usage of this functionality.
• We will review the Self Service features and determine if anything can (and should be) enhanced.
• We will spend significant time on the time and labor module to show Weld what is new and
determine if any new features can help Weld out.
• Benefits and Payroll will be almost identical.
• A new security model—Peak will work with Weld to examine how the current security model is
working including any pain points. We will then design a new security model that takes into
consideration the new PeopleSoft data model and any improvements that Weld believes are needed.
• Testing Plan-Peak will provide a testing strategy,test plan and vanilla test scripts. These testing
materials will be incorporated into anything that Weld still has from the last upgrade to 9.0.
• Training Plan-Peak will provide a training plan that identifies who will be trained, what type of training
they will require,when the training will be conducted and how Weld will sign off that the training was
effective.
• Another deliverable should be a series of functional design documents showing what will be done with
the HCM applications including the design documentation for the new features Weld wants to
incorporate during the upgrade.
• Possibly a Workflow Design Document if enhanced workflow is required
• Possibly a Reporting Plan Document if expanded reporting capabilities are incorporated into the
project
o Fit Gap Sessions take place during this time and Weld will know what future state will look like
• Change Management Plan to address new policies/procedures and process flows
Note: It is important to point out that the goal of this phase is to have a functioning development environment
ready to go so configuration activities con occur, new customizations con be built, and existing objects can be
"retrofitted."
Note:Typically a client needs to wait until the first pass upgrade is complete and the new development
environment is ready to conduct fit gaps. Kevin and Evan will provide us with a copy of your DEMO
environment to use so we can work through many of the functional tasks while the technical upgrade is in
process. This will help Weld maximize the use of everyone's time and help ensure we do not have to rush
through configuration and testing activities in the spring.
7
HCM-Upgrade Phase IV- Test Move #1
Key Activities Owner Consulting Consultant Estimated
Weld PPT Skill Set Work Consulting
Location Hours
• Configure PeopleTools in New Environment Owner Guidance Kevin Doran Remote 80
• Prepare the Upgrade Environment
• Run the Test Move 1 processes
o Prepare Upgrade Database
o Upgrade PeopleTools
o Finalize PeopleTools Upgrade
o Application Conversion
o Apply Maintenance Pack(s)
o Complete Technical Steps
• Post Upgrade Automation
• Troubleshoot issues and get them resolved
• Document process and work with client to ensure
knowledge transfer
80
Evan,Jeff and Kevin will spend considerable time together during these activities to ensure Evan
knows exactly what to do, how to do it and can perform these tasks on his own. A key goal will be
to ensure proper documentation of all tasks,sub-tasks and settings so Evan and Weld's staff can
manage these tasks in the future.
R
Functional Configuration/Development &Unit Testing
(Includes Test Move#2)
Key Activities Owner Consulting Skill Consultant Estimated
Weld PPT Set Work ,„ Consulting
• Location Hours
Configure new PeopleSoft Functional Environments Owner Guidance Rob/PM 40
• HR system including Profile Manager Onsite and
• Review Job Codes/Departments Remote
• Review and Configure any Positions 160
• Reconfigure/Tweak Configuration of e- Tim Buchanan/HR
Performance
• Reconfigure/Tweak Configuration of Time
and Labor Ted Jackson/Pay 360
• Tweak Payroll (if needed) and TL
• Tweak Ben Admin if needed
• Tweak or configure Self Service
Configure/Re-Build Security&Unit Test Owner Guidance Kevin Doran Onsite and 60
Evan (40 hours) Remote
Development of Objects in List Owner Guidance Kevin Onsite and 80
• Rebuild bolt-on's that are still required in Remote
9.2 version
• Retrofit and/or build interfaces& Unit Test Evan (120 hours)
• Retrofit and/or build Reports& Unit Test
• Build new interfaces using new technology
& Unit Test
• Build new reports
• Design and Build Workflow
Perform another test move to production during this Owner Guidance Kevin Doran 100% 30
time. remote
MTP#2
Confirm test scripts and training materials are ready Owner Guidance Combined Team Onsite and Blended in
Remote
730
Time Estimates:7-9 weeks. We are using 9 weeks as our estimate but it could be done faster depending on your team.
Our goal will be to complete configuration and development activities in late April to early May if at all possible and
complete the 2o°test move to ensure the environments are properly synchronized prior to moving into formal testing.
9
Deliverables:
• Retrofitting of Interfaces, Reports and any modifications to the HCM system
• Rebuilt Security Model
• Rebuilt Bolt On's
• Configuration of future state system
• Final Configuration Documents by module or functional area
• Draft of final policies, procedures and process flows. These won't be finalized until after user
acceptance testing is complete.
• Final Test Scripts and Final Training Plan
in
Test Move 3 and Testing and End User Training Activities
Key Activities Owner Consulting Skill Set Consultant Estimated
Weld PPT Work Consulting
Location Hours
Apply any required patches/fixes/bundles/tax Owner Guidance Kevin Doran Remote 20
updates or maintenance packs that are deemed Evan
mandatory. Issue resolution and corrections.
Integration Testing Owner Guidance Rob/PM Onsite and 10
Remote
Timm/HR 120
Ted/Pay and TL 160
Kevin Doran 80
System Testing Owner Guidance Rob/PM Onsite and 20
Remote
Timm/HR 60
Ted/Pay and TL 80
Kevin Doran 20
User Acceptance Testing&Training Assistance Owner Guidance Rob/PM Onsite and 20
Includes 3 Parallel Tests Remote
Timm/HR 60
Ted/Pay and TL 120
Kevin Doran 20
Review Final Documentation and begin getting Owner Guidance Rob/PM Onsite and 20
sign offs Remote
Timm/HR 20
Ted/Pay and TL 40
Kevin Doran 20
Prepare environments for cutover and final Guidance Owner Kevin Doran Remote 20
technical documentation/knowledge transfer
Extended Testing Cycle 910
It's entirely possible you do NOT need this many consulting hours. It's feasible these hours can be cut by 30-50%but at
this time we wanted to make sure we had enough coverage to ensure Weld County's team gets through testing
without any issues.
11
Final Go Live and Move to Production (Includes 2 Weeks Support)
Key Activities Owner Consulting Skill Set Work Estimated
Weld PPT Location Consulting
Hours
Setup Environment Owner Guidance Kevin Doran 6
Copy Database Owner Guidance Kevin Doran 0
Run Change Assistant and Execute Upgrade Owner Guidance Kevin Doran 14
Scripts and Processes. Debug and correct
issues as they arise
Backup System for safety Owner Guidance Kevin Doran 0
Technical Debugging and Fixing of Issues Owner Guidance Kevin Doran 40
Functional Assistance Owner Guidance
Timm 40
Ted 80
Production Support and Issue Resolution Owner Guidance Kevin Doran 40
Timm 40
Ted 80
Refresher Training Owner Guidance Timm 20
Ted 20
Final Deliverable Review Owner Guidance Entire Team Added In
Project Debrief Owner Guidance Entire Team Added In
3 weeks Onsite 380
and
Remote
Note:
We will be available for as long as you need. Per your requirement we are allocating 2 weeks for post-production
support and it is highly unlikely you will need 100%utilization of our team.Based on past projects of similar size,scope
and complexity we believe the phased decreasing support hours will exceed your needs during this time period. If
additional or less hours are needed you will only be billed for actuals.
17
Anticipated Schedule
We are assuming the following:
o Installation and 1s`Pass Upgrade Activities get started week of January 21.
o At least 3 parallel Payroll cycles
O Go Live targeted 2°'week of February 2015 to coincide with Weld Pay Cycle
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Estimated Hours & Costs
Estimated Hours By Phase & Month
Resources First Pass Upgrade Design/Configuration Testing/Training Go Live Estimated
Fit Gap Activities Support Totals
Rob Cardelli 40 40 50 130
Kevin Doran 320 250 160 100 830
Timm 220 160 240 100 720
Buchanan
Ted Jackson 240 360 400 180 1180
820 810 850 380 2860
Estimated Costs
Consultant Role Estimated Hours Rate Estimated Total
Name
Rob PM 130 $90/hour $11,700
Change Mgmt.
Risk Mgmt.
Benefits Lead
Future State Visioning
Kevin Doran Upgrade Lead 830 $120/hour $99,600
Lead Developer
Timm Buchanan HR Functional Expert 720 $135/hour $97,200
Profile Manager
e-Performance
Developer
Workflow
Ted Jackson Pay/TL Functional Expert 1180 $140/hour $165,200
Developer
2860 $373,700
***A significant amount of work can and should be done remotely to save your organization money. We believe a good estimate
would be 70%. We are assuming 30%of all the work will be done onsite. Most of the onsite work will center around the payroll/time
and labor and absence management activities. Most of the costs will come from Ted Jackson because he has to fly into Denver. We
will follow Weld's travel and expense policy and keep track of every receipt. We will also try to do as much of the work as possible
remote to save you money. Assuming 30%of all hours for travel (819 hours*estimated 30/hour for travel costs=$24,570 travel
costs.
Rob's will not charge any travel costs associated with his 130 hours and we cut these out.
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Opportunities To Lower Costs
• We lowered Kevin Doran's hours and assumed because of the extended duration Evan could
handle a larger percentage of the retrofitting/development efforts. We still have a
considerable amount of time for Kevin Doran. We will defer to Evan as to how much he will
need Kevin. It's possible 160 or more hours from his bucket could be eliminated if Evan is able
to handle the majority of development activities.
• Our concern here is we believe Evan MUST be involved in the design, configuration and
testing of the new absence management and time and labor integrated functionality.
If Evan is able to handle the development activities AND work with the functional team
he can take hours off of Kevin and Weld will NOT be billed. We did not want to
underestimate the amount of time/assistance Evan and your team will require from
Kevin. If you don't need his help after the first pass upgrade you can save tens of
thousands of dollars. We suggest letting Evan and Kevin get through with the first
pass upgrade and then let Evan determine how much time he requires from Kevin. We
believe it's possible you can cut 80-200 hours from Kevin's bucket but this should
ultimately fall onto Evan to make this call because he is your key support resource.
• If the Weld Team can own a lot of the functional work around the core HR module it is
possible that we could lower Timm's hours associated with this project. Because of the
reconfiguration of security and the desire to enhance reporting we were hesitant to lower his
hours too much until we got into the design activities and determined the actual scope of
work. We will work with Weld and confirm if your team needs all the hours allocated for
Timm. If you do NOT we will pull him back into a part time role and support your team as
needed.
• We cut Timm's hours back significantly. It's entirely possible we can cut them further
but we do NOT have any insight into what the tasks associated with "cleaning up"the
existing e-Performance system will entail. We have already cut the testing assistance
and we are hesitant to cut them any further because you will be reconfiguring security
and expanding your reporting capabilities. If you do not need Timm's time you won't
be billed for it.
• Ted Jackson's hours replaced the original hours for Mike Wiles. Ted will handle Payroll,Time
and Labor and Absence Management. We believe the number of hours allocated for Ted is
accurate but it's possible they could drop if we are able to get out of the gate rapidly and the
Weld team picks up Absence Management quickly and can handle more of the workload.
• We cut a couple hundred hours out of the original estimate and assume Weld will own
the majority of testing. It is dangerous to cut any additional hours because you are
getting a new module and your payroll and time and labor system will essentially be
reconfigured to include the absence management functionality. We believe you will
need help making sure everything works and ensuring your entire support team is
properly trained. Once again;if you do not need Ted's time you won't be billed for it.
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