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R-10-02-11-8B1 - 2/11/2010RESOLUTION NO. R -10-02-11-8B1 WHEREAS, the City of Round Rock desires to retain professional consulting services for PeopleSoft Financials Upgrade Services, and WHEREAS, Empower Solutions, an Intelligroup Company, ("Empower") has submitted an Agreement for Consulting Services to provide said services, and WHEREAS, the City Council desires to enter into said agreement with Empower, Now Therefore BE IT RESOLVED BY THE COUNCIL OF THE CITY OF ROUND ROCK, TEXAS, That the Mayor is hereby authorized and directed to execute on behalf of the City an Agreement for Consulting Services for PeopleSoft Financials Upgrade From Empower Solutions, An Intelligroup Company, a copy of same being attached hereto as Exhibit "A" and incorporated herein for all purposes. The City Council hereby finds and declares that written notice of the date, hour, place and subject of the meeting at which this Resolution was adopted was posted and that such meeting was open to the public as required by law at all times during which this Resolution and the subject matter hereof were discussed, considered and formally acted upon, all as required by the Open Meetings Chapter 551, Texas Government Code, as amended. RESOLVED this llth day of February, 2010. ALAN MCGRAW, Mayor City of Round Rock ATTEST: 94444 - SARA L. WHITE, City Secretary O:\wdox\SCClnts\Q112\loos\MUNICIPAL\OUT90767.DOC/rmc Texas Act, 1 / EXHIBIT CITY OF ROUND ROCK AGREEMENT FOR CONSULTING SERVICES FOR PEOPLESOFT FINANCIALS UPGRADE FROM EMPOWER SOLUTIONS, AN INTELLIGROUP COMPANY THE STATE OF TEXAS CITY OF ROUND ROCK COUNTY OF WILLIAMSON COUNTY OF TRAVIS KNOW ALL BY THESE PRESENTS: THIS AGREEMENT for professional consulting services for PeopleSoft Financials Upgrade Services, and for related goods and services (the "Agreement") is made by and between the CITY OF ROUND ROCK, TEXAS, a home -rule municipality with offices located at 221 East Main Street, Round Rock, Texas 78664-5299 (the "City") and EMPOWER SOLUTIONS, AN INTELLIGROUP COMPANY, a wholly owned subsidiary of Intelligroup Inc., with Texas offices located at 5407 Maverick Point Lane, Katy, Texas 77494, and principal offices located at 5 Independence Way, Suite 220, Princeton, New Jersey 08540 (the "Consultant" or "Empower"). RECITALS: WHEREAS, City has determined that there is a need for the delineated services; and WHEREAS, City has issued its "Request for Proposals" for the provision of said services, and City has selected the proposal submitted by Consultant; and WHEREAS, City desires to contract for such professional services; and WHEREAS, the parties desire to enter into this Agreement to set forth in writing their respective rights, duties, and obligations hereunder; NOW, THEREFORE, WITNESSETH: That for and in consideration of the mutual promises contained herein and other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, it is mutually agreed between the parties as follows: 1.01 EFFECTIVE DATE, DURATION, AND TERM This Agreement shall be effective on the date it has been signed by each party hereto, and shall remain in full force and effect unless and until it expires by operation of the term stated herein, or until terminated or extended as provided herein. The initial term of this Agreement shall be until full and satisfactory completion of the work specified herein is achieved, but in no event later than one (1) year from the effective date 00182107/jkg of this Agreement. After that initial term, this Agreement may be renewed for one (1) term of twelve (12) months, with such renewal to occur on or before the expiration date of the preceding term, and with such renewal being absolutely predicated upon the express written agreement of both parties. Such renewal is permitted only provided Consultant has performed each and every contractual obligation specified in this original Agreement. City reserves the right to review the Agreement at any time, and may elect to terminate this Agreement with or without cause or may elect to continue. 2.01 CONTRACT AMOUNT In consideration for the professional consulting services to be performed by Consultant, City agrees to pay Consultant a total sum not to exceed Three Hundred Thirty -Three Thousand Three Hundred Fifty and No/100 Dollars ($333,350.00), in payment for services and the Scope of Services deliverables as delineated herein and in attached exhibits. This amount does not include expenses which otherwise may be reimbursable under this Agreement. 3.01 SCOPE OF SERVICES For purposes of this Agreement, Consultant has issued its Scope of Services for the assignments delineated herein, and such Scope of Services is recited in Exhibit "A" attached hereto and incorporated herein by reference for all purposes. This Agreement shall evidence the entire understanding and agreement between the parties and shall supersede any prior proposals, correspondence or discussions. Consultant shall satisfactorily provide all services and deliverables described under the referenced Scope of Services within the contract term specified herein. Consultant's undertakings shall be limited to performing services for City and/or advising City concerning those matters on which Consultant has been specifically engaged. Consultant shall perform its services in accordance with this Agreement and in accordance with the referenced Scope of Services. Consultant shall perform its services in a professional and workmanlike manner. Consultant shall not undertake work that is beyond the Scope of Services set forth in Exhibit "A" and herein. However, either party may make written requests for changes to the Scope of Services. To be effective, a change to the Scope of Services must be negotiated and agreed to in all relevant details, and must be embodied in a valid Supplemental Agreement as described herein. 4.01 PAYMENT FOR SERVICES; REIMBURSABLE EXPENSES Payment for Services: In consideration for the consulting services to be performed by Consultant, City agrees to pay Consultant the following "Payment for Services:" Fees for the listed deliverables in the total amount of $333,350.00 shall be paid by City in the following manner: 2 Project Segment 1 Project Segment 2 Project Segment 3 Project Segment 4 Project Segment 5 Project Segment 6 Strategy Process Analysis Solution Development Testing Conversion and Transition Support 10% of total 25% of total 25% of total 25% of total 05% of total 10% of total The approximate loading of Consultant's professional time and costs by segment is as is delineated in exhibits attached hereto and incorporated herein by reference for all purposes. Payment for Reimbursable Expenses: No reimbursable expenses are authorized under this Agreement. Not -to -Exceed Total Payment for Services: Unless subsequently changed by Supplemental Agreement, Consultant's total compensation for consulting services hereunder shall not exceed $333,350.00. This amount represents the absolute limit of City's liability to Consultant hereunder unless same shall be changed by Supplemental Agreement, and City shall pay, strictly within the not -to -exceed sum recited herein, Consultant's professional fees for work done on behalf of City. Deductions: No deductions shall be made for Consultant's compensation on account of penalty, liquidated damages or other sums withheld from payments to Consultant. Additions: No additions shall be made to Consultant's compensation based upon project claims, whether paid by City or denied. 5.01 SUPPLEMENTAL AGREEMENT The terms of this Agreement may be modified by written Supplemental Agreement hereto, duly authorized by City Council or by the City Manager, if City determines that there has been a significant change in (1) the scope, complexity, or character of the services to be performed; or (2) the duration of the work. Any such Supplemental Agreement must be executed by both parties within the period specified as the term of this Agreement. Consultant shall not perform any work or incur any additional costs prior to the execution, by both parties, of such Supplemental Agreement. Consultant shall make no claim for extra work done or materials furnished unless and until there is full execution of any Supplemental Agreement, and City shall not be responsible for actions by Consultant nor for any costs incurred by Consultant relating to additional work not directly authorized by Supplemental Agreement. 6.01 INVOICE REQUIREMENTS; TERMS OF PAYMENT Invoices: To receive payment following delivery of all deliverables, Consultant shall prepare and submit detailed progress invoices to City, in accordance with the delineation contained herein, for services rendered. Such invoices for professional services shall track the referenced Scope of Services, and shall detail the services performed, along with documentation 3 for each service performed. Payment to Consultant shall be made on the basis of the invoices submitted by Consultant and approved by City. Such invoices shall conform to the schedule of services and costs in connection therewith. Should additional backup material be requested by City relative to service deliverables, Consultant shall comply promptly. In this regard, should City determine it necessary, Consultant shall make all records and books relating to this Agreement available to City for inspection and auditing purposes. Payment of Invoices: City reserves the right to correct any error that may be discovered in any invoice that may have been paid to Consultant and to adjust same to meet the requirements of this Agreement. Following approval of an invoice, City shall endeavor to pay Consultant promptly, but no later than the time period required under the Texas Prompt Payment Act described herein. Under no circumstances shall Consultant be entitled to receive interest on payments which are late because of a good faith dispute between Consultant and City or because of amounts which City has a right to withhold under this Agreement or state law. City shall be responsible for any sales, gross receipts or similar taxes applicable to the services, but not for taxes based upon Consultant's net income. 7.01 REQUIRED DRAFT REPORTS AND FINAL REPORT Consultant agrees to provide City with draft reports and a detailed final written report, together with all information gathered and materials developed during the course of the project. Additionally, Consultant agrees to provide any necessary oral presentations of such written reports, at City's designation and at no additional cost to City. Consultant agrees to provide City with additional bound copies of the final written report, if and as requested, with the right to make additional copies being at the sole election of City. All copies of the written final report will be to specifications as delineated by City, and Consultant shall also deliver reproducible CDs to City if City so elects, all at no additional cost to City. 8.01 LIMITATION TO SCOPE OF SERVICES Consultant and City agree that the scope of services to be performed is enumerated in Exhibit "A" and herein, and may not be changed without the express written agreement of the parties. Notwithstanding anything herein to the contrary, the parties agree that City retains absolute discretion and authority for all funding decisions, such to be based solely on criteria accepted by City which may be influenced by but not be dependent on Consultant's work. 9.01 NON -APPROPRIATION AND FISCAL FUNDING This Agreement is a commitment of City's current revenues only. It is understood and agreed that City shall have the right to terminate this Agreement at the end of any City fiscal year if the governing body of City does not appropriate funds sufficient to purchase the services as determined by City's budget for the fiscal year in question. City may effect such termination by giving Consultant a written notice of termination at the end of its then -current fiscal year. 4 10.01 PROMPT PAYMENT POLICY In accordance with Chapter 2251, V.T.C.A., Texas Government Code, any payment to be made by City to Consultant will be made within thirty (30) days of the date City receives goods under this Agreement, the date the performance of the services under this Agreement are completed, or the date City receives a correct invoice for the goods or services, whichever is later. Consultant may charge interest on an overdue payment at the "rate in effect" on September 1 of the fiscal year in which the payment becomes overdue, in accordance with V.T.C.A., Texas Government Code, Section 2251.025(b). This Prompt Payment Policy does not apply to payments made by City in the event: A. There is a bona fide dispute between City and Consultant, a contractor, subcontractor, or supplier about the goods delivered or the service performed that causes the payment to be late; or B. There is a bona fide dispute between Consultant and a subcontractor or between a subcontractor and its supplier about the goods delivered or the service performed that causes the payment to be late; or C. The terms of a federal contract, grant, regulation, or statute prevent City from making a timely payment with federal funds; or D. The invoice is not mailed to City in strict accordance with any instruction on the purchase order relating to the payment. 11.01 TERMINATION; DEFAULT Termination: It is agreed and understood by Consultant that City may terminate this Agreement for the convenience of City, upon fifteen (15) days' written notice to Consultant, with the understanding that immediately upon receipt of said notice all work being performed under this Agreement shall cease. Consultant shall invoice City for work satisfactorily completed and shall be compensated in accordance with the terms hereof for work accomplished prior to the receipt of said notice of termination. Consultant shall not be entitled to any lost or anticipated profits for work terminated under this Agreement. Unless otherwise specified in this Agreement, all data, information, and work product related to this project shall become the property of City upon termination of this Agreement, and shall be promptly delivered to City in a reasonably organized form without restriction on future use, subject to the conditions set forth herein. Should City subsequently contract with a new consultant for continuation of service on the project, Consultant shall cooperate in providing information. Termination of this Agreement shall extinguish all rights, duties, and obligations of City and the terminated party to fulfill contractual obligations. Termination under this section shall not relieve the terminated party of any obligations or liabilities which occurred prior to termination. Nothing contained in this section shall require City to pay for any work which it deems unsatisfactory or which is not performed in compliance with the terms of this Agreement. 5 Default: Either party may terminate this Agreement, in whole or in part, for default if the party provides the other party with written notice of such default and the other fails to satisfactorily cure such default within ten (10) business days of receipt of such notice (or a greater time if agreed upon between the parties). If default results in termination of this Agreement, then City shall give consideration to the actual costs incurred by Consultant in performing the work to the date of default. The cost of the work that is useable to City, the cost to City of employing another firm to complete the useable work, and other factors will affect the value to City of the work performed at the time of default. Neither party shall be entitled to any lost or anticipated profits for work terminated for default hereunder. The termination of this Agreement for default shall extinguish all rights, duties, and obligations of the terminating party and the terminated party to fulfill contractual obligations. Termination under this section shall not relieve the terminated party of any obligations or liabilities which occurred prior to termination. Nothing contained in this section shall require City to pay for any work which it deems unsatisfactory, or which is not performed in compliance with the terms of this Agreement. 12.01 INDEPENDENT CONTRACTOR STATUS Consultant is an independent contractor, and is not City's employee. Consultant's employees or subcontractors are not City's employees. This Agreement does not create a partnership, employer-employee, or joint venture relationship. No party has authority to enter into contracts as agent for the other party. Consultant and City agree to the following rights consistent with an independent contractor relationship: (1) Consultant has the right to perform services for others during the term hereof. (2) Consultant has the sole right to control and direct the means, manner and method by which it performs its services required by this Agreement. Consultant has the right to hire assistants as subcontractors, or to use employees to provide the services required by this Agreement. (4) Consultant or its employees or subcontractors shall perform services required hereunder, and City shall not hire, supervise, or pay assistants to help Consultant. Neither Consultant nor its employees or subcontractors shall receive training from City in skills necessary to perform services required by this Agreement. (6) City shall not require Consultant or its employees or subcontractors to devote full time to performing the services required by this Agreement. Neither Consultant nor its employees or subcontractors are eligible to participate in any employee pension, health, vacation pay, sick pay, or other fringe benefit plan of City. (3) (5) (7) 6 13.01 NON -SOLICITATION Except as may be otherwise agreed in writing, during the term of this Agreement and for twelve (12) months thereafter, neither City nor Consultant shall offer employment to or shall employ any person employed then or within the preceding twelve (12) months by the other or any affiliate of the other if such person was involved, directly or indirectly, in the performance of this Agreement. This provision shall not prohibit the hiring of any person who was solicited solely through a newspaper advertisement or other general solicitation. 14.01 CITY'S RESPONSIBILITIES Full information: City shall provide full information regarding project requirements. City shall have the responsibility of providing Consultant with such documentation and information as is reasonably required to enable Consultant to provide the services called for. City shall require its employees and any third parties who are otherwise assisting, advising or representing City to cooperate on a timely basis with Consultant in the provision of its services. Consultant may rely upon written information provided by City and its employees and agents as accurate and complete. Consultant may rely upon any written directives provided by City or its designated representative concerning provision of services as accurate and complete. Required materials: Consultant's performance requires receipt of all requested information reasonably necessary to provision of services. Consultant agrees, within ten (10) days of the effective date of this Agreement, to provide City with a comprehensive and detailed information request list, if any. 15.01 CONFIDENTIALITY; AND MATERIALS OWNERSHIP Any and all programs, data, or other materials furnished by City for use by Consultant in connection with services to be performed under this Agreement, and any and all data and information gathered by Consultant, shall be held in confidence by Consultant as set forth hereunder. Each party agrees to take reasonable measures to preserve the confidentiality of any proprietary or confidential information relative to this Agreement, and to not make any use thereof other than for the performance of this Agreement, provided that no claim may be made for any failure to protect information that occurs more than three (3) years after the end of this Agreement. The parties recognize and understand that City is subject to the Texas Public Information Act and its duties run in accordance therewith. All data relating specifically to City's business and any other information which reasonably should be understood to be confidential to City is confidential information of City. Consultant's proprietary software, tools, methodologies, techniques, ideas, discoveries, inventions, know-how, and any other information which reasonably should be understood to be confidential to Consultant is confidential information of Consultant. City's confidential information and Consultant's confidential information is collectively referred to as "Confidential Information." Each party shall use Confidential Information of the other party only in 7 furtherance of the purposes of this Agreement and shall not disclose such Confidential Information to any third party without the other party's prior written consent, which consent shall not be unreasonably withheld. Each party agrees to take reasonable measures to protect the confidentiality of the other party's Confidential Information and to advise their employees of the confidential nature of the Confidential Information and of the prohibitions herein. Notwithstanding anything to the contrary contained herein, neither party shall be obligated to treat as confidential any information disclosed by the other party (the "Disclosing Party") which: (1) is rightfully known to the recipient prior to its disclosure by the Disclosing Party; (2) is released by the Disclosing Party to any other person or entity (including governmental agencies) without restriction; (3) is independently developed by the recipient without any reliance on Confidential Information; or (4) is or later becomes publicly available without violation of this Agreement or may be lawfully obtained by a party from any non-party. Notwithstanding the foregoing, either party will be entitled to disclose Confidential Information of the other to a third party as may be required by law, statute, rule or regulation, including subpoena or other similar form of process, provided that (without breaching any legal or regulatory requirement) the party to whom the request is made provides the other with prompt written notice and allows the other party to seek a restraining order or other appropriate relief. Subject to Consultant's confidentiality obligations under this Agreement, nothing herein shall preclude or limit Consultant from providing similar services for other clients. Neither the City nor Consultant will be liable to the other for inadvertent or accidental disclosure of Confidential Information if the disclosure occurs notwithstanding the party's exercise of the same level of protection and care that such party customarily uses in safeguarding its own proprietary and confidential information. Notwithstanding anything to the contrary in this Agreement, City will own as its sole property all written materials created, developed, gathered, or originally prepared expressly for City and delivered to City under the terms of this Agreement (the "Deliverables"); and Consultant shall own any general skills, know-how, expertise, ideas, concepts, methods, techniques, processes, software, or other similar information which may have been discovered, created, developed or derived by Consultant either prior to or as a result of its provision of services under this Agreement (other than the Deliverables). Consultant's working papers and Consultant's Confidential Information (as described herein) shall belong exclusively to Consultant. City shall have a non-exclusive, non -transferable license to use Consultant's Confidential Information for City's own internal use and only for the purposes for which they are delivered to the extent that they form part of the Deliverables. 16.01 WARRANTIES Consultant represents that all services performed hereunder shall be performed consistent with generally prevailing professional or industry standards, and shall be performed in a professional and workmanlike manner. Consultant shall re -perform any work not in compliance with this representation. CONSULTANT DISCLAIMS ALL OTHER WARRANTIES EXPRESS OR IMPLIED INCLUDING BUT NOT LIMITED TO THE IMPLIED 8 WARRANTIES OF MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE. 17.01 LIMITATION OF LIABILITY Should any of Consultant's services not conform to the requirements of City or of this Agreement, then and in that event City shall give written notification to Consultant; thereafter, (a) Consultant shall either promptly re -perform such services to City's satisfaction at no additional charge, or (b) if such deficient services cannot be cured within the cure period set forth herein, then this Agreement may be terminated for default. In no event will Consultant be liable for any loss, damage, cost or expense attributable to negligence, willful misconduct or misrepresentations by City, its directors, employees or agents. In no event shall Consultant be liable to City, by reason of any act or omission relating to the services provided under this Agreement (including the negligence of Consultant), whether a claim be in tort, contract or otherwise, (a) for any consequential, indirect, lost profit, punitive, special or similar damages relating to or arising from the services, or (b) in any event, in the aggregate, for any amount in excess of the total professional fees paid by City to Consultant under this Agreement, except to the extent determined to have resulted from Consultant's gross negligence, willful misconduct or fraudulent acts relating to the service provided hereunder. 18.01 INDEMNIFICATION Consultant and City (to the extent allowable by law to City) each agree to indemnify, defend and hold harmless the other from and against amounts payable under any judgment, verdict, court order or settlement for death or bodily injury or the damage to or loss or destruction of any real or tangible property to the extent arising out of the indemnitor's negligence in the performance of this Agreement. Consultant agrees to indemnify, defend and hold harmless City from and against any and all amounts payable under any judgment, verdict, court order or settlement for Third Party claims of infringement of any trade secrets, copyrights, trademarks or trade names alleged to have occurred and arising from the deliverables provided by Consultant to City in connection with the performance of this Agreement. Should City's use of such deliverables be determined to have infringed, Consultant may, at its option: (i) procure for City the right to continue using such deliverables provided or (ii) replace or modify them to make their use non -infringing while yielding substantially equivalent results. If neither of the above options is or would be available on a basis that is commercially reasonable, then Consultant may terminate this Agreement, City shall return such deliverables provided, and Consultant will refund to City the fees paid for the deliverables provided. This infringement indemnity does not cover claims arising from the combination of such deliverables with products or services not provided by Consultant; the modification of such deliverables by any person other than Consultant; deliverables complying with or based upon (1) designs provided by or at the direction of City or (2) specifications or other information provided by or at the direction of City; or use of systems, materials or work performed in a manner not permitted hereunder or by another obligation of City to Consultant. 9 The indemnities in this section are contingent upon: (1) the indemnified party promptly notifying the indemnifying party in writing of any claim which gives rise to a claim for indemnification hereunder; (2) the indemnifying party being allowed to participate in the defense and settlement of such claim; and (3) the indemnified party cooperating with all reasonable requests of the indemnifying party (at the indemnifying party's expense) in defending or settling a claim. The indemnified party shall have the right, at its option and expense, to participate in the defense of any suit or proceeding through counsel. 19.01 ASSIGNMENT AND DELEGATION The parties each hereby bind themselves, their successors, assigns and legal representatives to each other with respect to the terms of this Agreement. Neither party may assign any rights or delegate any duties under this Agreement without the other party's prior written approval, which approval shall not be unreasonably withheld. 20.01 LOCAL, STATE AND FEDERAL TAXES Consultant shall pay all income taxes, and FICA (Social Security and Medicare taxes) incurred while performing services under this Agreement. City will not do the following: (1) Withhold FICA from Consultant's payments or make FICA payments on its behalf; (2) Make state and/or federal unemployment compensation contributions on Consultant's behalf; or (3) Withhold state or federal income tax from any of Consultant's payments. If requested, City shall provide Consultant with a certificate from the Texas State Comptroller indicating that City is a non-profit corporation and not subject to State of Texas Sales and Use Tax. 21.01 INSURANCE Insurance. Consultant, at Consultant's sole cost, shall have and maintain during the term of this Agreement professional liability insurance coverage in the minimum amount of One Million Dollars from a company authorized to do insurance business in Texas and otherwise acceptable to City. Consultant shall meet all insurance requirements as stated in the attached RFP 09-918-71 (including all attachments and exhibits), and its response. Subconsultant Insurance. Without limiting any of the other obligations or liabilities of Consultant, Consultant shall require each subconsultant performing work under this Agreement to maintain during the term of the Agreement, at the subconsultant's own expense, the same 10 stipulated minimum insurance required in the immediately preceding paragraph, including the required provisions and additional policy conditions as shown below. As an alternative, Consultant may include its subconsultants as additional insureds on its own coverages as prescribed under these requirements. Consultant's certificate of insurance shall note in such event that the subconsultants are included as additional insureds. Consultant shall obtain and monitor the certificates of insurance from each subconsultant in order to assure compliance with the insurance requirements. Consultant must retain the certificates of insurance for the duration of this Agreement, and shall have the responsibility of enforcing these insurance requirements among its subconsultants. City shall be entitled, upon request and without expense, to receive copies of these certificates of insurance. Insurance Policy Endorsements. Each insurance policy hereunder shall include the following conditions by endorsement to the policy: (1) Each policy shall require that thirty (30) days prior to the expiration, cancellation, non -renewal or any material change in coverage, a notice thereof shall be given to City by mail to: City Manager, City of Round Rock 221 East Main Street Round Rock, Texas 78664 Consultant shall also notify City, within ten (10) days of receipt, of any notices of expiration, cancellation, non -renewal, or material change in coverage it receives from its insurer. (2) Companies issuing the insurance policies shall have no recourse against City for payment of any premiums or assessments for any deductibles which all are at the sole responsibility and risk of Consultant. Terms "the City" or "the City of Round Rock" shall include all authorities, boards, commissions, departments, and officers of City and individual members, employees and designated agents in their official capacities, or while acting on behalf of the City of Round Rock. (3) (4) The policy clause "Other Insurance" shall not apply to any insurance coverage currently held by City, to any future coverage, or to City's Self -Insured Retentions of whatever nature. (5) Consultant and City mutually waive subrogation rights each may have against the other for loss or damage, to the extent same is covered by the proceeds of insurance. Cost of Insurance. The cost of all insurance required herein to be secured and maintained by Consultant shall be borne solely by Consultant, with certificates of insurance evidencing such minimum coverage in force to be filed with City. 11 22.01 COMPLIANCE WITH LAWS, CHARTER AND ORDINANCES Consultant, its consultants, agents, employees and subcontractors shall use best efforts to comply with all applicable federal and state laws, the Charter and Ordinances of the City of Round Rock, as amended, and with all applicable rules and regulations promulgated by local, state and national boards, bureaus and agencies. Consultant shall further obtain all permits, licenses, trademarks, or copyrights required in the performance of the services contracted for herein, and same shall belong solely to City at the expiration of the term of this Agreement. 23.01 FINANCIAL INTEREST PROHIBITED Consultant covenants and represents that Consultant, its officers, employees, agents, consultants and subcontractors will have no financial interest, direct or indirect, in the purchase or sale of any product, materials or equipment that will be recommended or required hereunder. 24.01 DESIGNATION OF REPRESENTATIVES The City hereby designates the following representative(s) authorized to act in its behalf with regard to this Agreement: James Nuse, P.E. City Manager City of Round Rock 221 East Main Street Round Rock, Texas 78664 Cheryl Delaney Director of Finance City of Round Rock 221 East Main Street Round Rock, Texas 78664 Consultant hereby designates the following representative authorized to act in its behalf with regard to this Agreement: Eric Warshower Director of Consulting Empower Solutions, an Intelligroup Company Mobile: (787) 565-5595 E -Mail: Eric Warshower(a,empowersolutions.com 25.01 NOTICES All notices and other communications in connection with this Agreement shall be in writing and shall be considered given as follows: (1) When delivered personally to recipient's address as stated herein; or 12 (2) Three (3) days after being deposited in the United States mail, with postage prepaid to the recipient's address as stated in this Agreement. Notice to Consultant: Empower Solutions, an Intelligroup Company 5407 Maverick Point Lane Katy, TX 77494 AND TO: Empower Solutions c/o Intelligroup Inc. 5 Independence Way, Suite 220 Princeton, NJ 08540 Notice to City: City Manager, City of Round Rock 221 East Main Street Round Rock, TX 78664 AND TO: Stephan L. Sheets, City Attorney 309 East Main Street Round Rock, TX 78664 Nothing contained in this section shall be construed to restrict the transmission of routine communications between representatives of City and Consultant. 26.01 APPLICABLE LAW; ENFORCEMENT AND VENUE This Agreement shall be enforceable in Round Rock, Texas, and if legal action is necessary by either party with respect to the enforcement of any or all of the terms or conditions herein, exclusive venue for same shall lie in Williamson County, Texas. This Agreement shall be governed by and construed in accordance with the laws and court decisions of Texas. 27.01 EXCLUSIVE AGREEMENT The terms and conditions of this Agreement, including exhibits, constitute the entire agreement between the parties and supersede all previous communications, representations, and agreements, either written or oral, with respect to the subject matter hereof. The parties expressly agree that, in the event of any conflict between the terms of this Agreement and any other writing, this Agreement shall prevail. No modifications of this Agreement will be binding on any of the parties unless acknowledged in writing by the duly authorized governing body or representative for each party. 13 28.01 DISPUTE RESOLUTION If a dispute arises under this Agreement, the parties agree to first try to resolve the dispute with the help of a mutually selected mediator. If the parties cannot agree on a mediator, City shall select one mediator and Consultant shall select one mediator and those two mediators shall agree upon a third mediator. Any costs and fees, other than attorney fees, associated with the mediation shall be shared equally by the parties. City and Consultant hereby expressly agree that no claims or disputes between the parties arising out of or relating to this Agreement or a breach thereof shall be decided by any arbitration proceeding, including without limitation, any proceeding under the Federal Arbitration Act (9 USC Section 1-14) or any applicable state arbitration statute. 29.01 FORCE MAJEURE Notwithstanding any other provisions hereof to the contrary, no failure, delay or default in performance of any obligation hereunder shall constitute an event of default or breach of this Agreement, only to the extent that such failure to perform, delay or default arises out of causes beyond control and without the fault or negligence of the party otherwise chargeable with failure, delay or default; including but not limited to acts of God, acts of public enemy, civil war, insurrection, riots, fires, floods, explosion, theft, earthquakes, natural disasters or other casualties, strikes or other labor troubles, which in any way restrict the performance under this Agreement by the parties. Consultant shall not be deemed to be in default of its obligations to City if its failure to perform or its substantial delay in performance is due to City's failure to timely provide requested information, data, documentation, or other material necessary for Consultant to perform its obligations hereunder. 30.01 SEVERABILITY The invalidity, illegality, or unenforceability of any provision of this Agreement or the occurrence of any event rendering any portion of provision of this Agreement void shall in no way affect the validity or enforceability of any other portion or provision of this Agreement. Any void provision shall be deemed severed from this Agreement, and the balance of this Agreement shall be construed and enforced as if this Agreement did not contain the particular portion of provision held to be void. The parties further agree to amend this Agreement to replace any stricken provision with a valid provision that comes as close as possible to the intent of the stricken provision. The provisions of this section shall not prevent this entire Agreement from being void should a provision which is of the essence of this Agreement be determined void. 31.01 STANDARD OF CARE Consultant represents that it is specially trained, experienced and competent to perform all of the services, responsibilities and duties specified herein and that such services, responsibilities and duties shall be performed, whether by Consultant or designated subconsultants, in a manner acceptable to City and according to generally accepted business practices. 14 32.01 GRATUITIES AND BRIBES City may, by written notice to Consultant, cancel this Agreement without incurring any liability to Consultant if it is determined by City that gratuities or bribes in the form of entertainment, gifts, or otherwise were offered or given by Consultant or its agents or representatives to any City officer, employee or elected representative with respect to the performance of this Agreement. In addition, Consultant may be subject to penalties stated in Title 8 of the Texas Penal Code. 33.01 RIGHT TO ASSURANCE Whenever either party to this Agreement, in good faith, has reason to question the other party's intent to perform hereunder, then demand may be made to the other party for written assurance of the intent to perform. In the event that no written assurance is given within the reasonable time specified when demand is made, then and in that event the demanding party may treat such failure as an anticipatory repudiation of this Agreement. 34.01 COMPLIANCE WITH LAWS, CHARTER AND ORDINANCES Consultant, its agents, employees and subcontractors shall use best efforts to comply with all applicable federal and state laws, the Charter and Ordinances of the City of Round Rock, as amended, and with all applicable rules and regulations promulgated by local, state and national boards, bureaus and agencies. 35.01 GENERAL AND MISCELLANEOUS The section numbers and headings contained herein are provided for convenience only and shall have no substantive effect on construction of this Agreement. No delay or omission by either party in exercising any right or power shall impair such right or power or be construed to be a waiver. A waiver by either party of any of the covenants to be performed by the other or any breach thereof shall not be construed to be a waiver of any succeeding breach or of any other covenant. No waiver of discharge shall be valid unless in writing and signed by an authorized representative of the party against whom such waiver or discharge is sought to be enforced. This Agreement may be executed in multiple counterparts, any one of which shall be considered an original of this document; and all of which, when taken together, shall constitute one and the same instrument. City agrees to provide Consultant with one fully executed original. IN WITNESS WHEREOF, City and Consultant have executed this Agreement on the dates indicated. 15 City of Round Rock, Texas Empower Solutions, an Intelligroup Company, a wholly owned subsidiary of Intelligroup Inc. By: By: Printed Name: Printed Name: Title: Title: Date Signed: Date Signed: For City, Attest: By: Sara L. White, City Secretary For City, Approved as to Form: By: Stephan L. Sheets, City Attorney EXHIBIT "A" City of Round Rock Request for Proposals RFP 09-918-71 City of Round Rock Specification No. 09-918-71 dated November 2009 Empower Solutions' Response to RFP 09-918-71, with Addendum to Original Proposal dated January 21, 2010 (in binder form) 16 RFP 10-003 Specification No. 09-918-71 DATE: November 2009 City of Round Rock REQUEST FOR PROPOSALS PEOPLESOFT UPGRADE SERVICES PART I GENERAL INFORMATION 1. PURPOSE: The City of Round Rock requests proposals from qualified firms to assist the City in the upgrade of PeopleSoft Financials 8.4 to release 9.0. As a result of this solicitation, the selected Vendor shall also provide project management under the guidance of the City. The targeted Go -Live date for Phase I of the upgrade is September 8, 2010. 2. BACKGROUND: The City initially installed PeopleSoft 6.0 in 1998, upgrading to release 7.5 in 2000. A second upgrade to release 8.4 was performed in 2003 to provide the current positioning for the City. City staff has acquired multiple levels of experience and proficiency with the PeopleSoft Financial modules identified in Scope of Work. Attachment B to this specification provides a detailed summary of present experience levels in resource areas affected by the planned upgrade. 3. DEFINITIONS: The following definitions will be used for identified terms throughout the specification and proposal document: 3.1. Agreement — a mutually binding legal document obligating the Vendor to furnish the goods, equipment or services, and obligating the City to pay for it. 3.2. City — identifies the City of Round Rock, Travis and Williamson Counties, Texas. 33. Deliverables - the goods, products, materials, and/or services to be provided to the City by Proposer if awarded the agreement. 3.4. Goods - represent materials, supplies, commodities and equipment. 3.5. Proposal - complete, properly signed response to a Solicitation that if accepted, would bind the Proposer to perform the resulting agreement. 3.6. Proposer - identifies persons and entities that submit a proposal. 3.7. Purchase Order - an order placed by the Purchasing Office for the purchase of Goods or Services written on the City's standard Purchase Order form and which, when accepted by the Proposer, becomes an agreement. The Purchase Order is the Proposer's authority to deliver and invoice the City for Goods or Services specified, and the City's commitment to accept the Goods or Services for an agreed upon price. 3.8. Services - work performed to meet a demand. The furnishing of labor, time, or effort by the vendor and their ability to comply with promised delivery dates, specification and technical assistance specified. 3.9. Subcontractor - any person or business enterprise providing goods, labor, and/or services to a Vendor if such goods, equipment, labor, and/or services are procured or used in fulfillment of the Vendor's obligations arising from an agreement with the City. 3.10. Vendor (sometimes referred to as Contractor) - a person or business enterprise providing goods, equipment, labor and/or services to the City as fulfillment of obligations arising from an agreement or purchase order. EXHIBIT All Page 1 of 14 RFP 10-003 Specification No. 09-918-71 DATE: November 2009 4. CONFLICT OF INTEREST 4.1. Effective March 1, 2006, Chapter 176 of the Texas Local Government Code (House Bill 914) requires that any vendor or person considering doing business with a local government entity disclose the vendor or person's affiliation or business relationship that might cause a conflict of interest with a local government entity. The Conflict of Interest Questionnaire form is available from the Texas Ethics Commission at www.ethics.state.tx.us. Completed Conflict of Interest Questionnaires may be mailed or delivered by hand to the City Secretary. If mailing a completed form, please mail to: City of Round Rock City Secretary 221 East Main Street Round Rock, Texas 78664-5299 4.2. Any attempt to intentionally or unintentionally conceal or obfuscate a conflict of interest may automatically result in the disqualification of the vendor's proposal. 5. CITY CONTACT: All responses for Request for Proposals (RFP), as well as any questions, clarifications or requests for general information are to be directed to: Randy Barker Purchasing Supervisor 221 East Main Street Round Rock, TX 78664-5299 Telephone (512) 218-3295 Fax (512) 218-7028 rbarker(Wround-rock.tx.us 5.1. The individual above may be contacted for clarification of the specifications of this Request for Proposals only. No authority is intended or implied that specifications may be amended or alternates accepted prior to closing date without written approval of the City. Under no circumstances will private meetings be scheduled between Proposer and City staff. 6. EX PARTE COMMUNICATION: 6.1. Please note that to insure the proper and fair evaluation of a proposal, the City prohibits ex parte communication (e.g., unsolicited) initiated by the Proposer to a City Official or Employee evaluating or considering the proposals prior to the time a formal decision has been made. Questions and other communication from vendors will be permissible until 5:00 pm on the day specified as the deadline for questions. Any communication between Proposer and the City after the deadline for questions will be initiated by the appropriate City Official or Employee in order to obtain information or clarification needed to develop a proper and accurate evaluation of the proposal. Ex parte communication may be grounds for disqualifying the offending Proposer from consideration or award of the solicitation then in evaluation, or any future solicitation. 7. PROPOSAL SCHEDULE: 7.1. It is the City's intention to comply with the following proposal timeline: 7.1.1. Request for Proposals released 7.1.2. Pre -Proposal Conference Call 7.1.3. Deadline for questions 7.1.4. City response to all questions/addendums 7.1.5. Responses to RFP due by 3:00 p.m. November 7, 2009 November 18, 2009 December 2, 2009 December 9, 2009 December 15, 2009 NOTE: These dates represent a tentative schedule of events. The City reserves the right to modify these dates at any time, with appropriate notice to prospective Proposer. 7.2. All questions regarding the RFP shall be submitted in writing (either electronically, fax, or regular mail) by 5:00 pm on December 2, 2009 to above named City Contact. All interested firms will be provided with a copy of the questions submitted and the City's response. Questions shall be submitted to the contact named above. Page 2 of 14 RFP 10-003 Specification No. 09-918-71 DATE: November 2009 8. PRE -PROPOSAL CONFERENCE CALL: 8.1 The City will conduct a Pre -Proposal Conference Call for all interested Proposers to familiarize them with the requested services and to give all potential Proposers an opportunity to ask questions they may have concerning this service. Agenda, instructions and contact information will be released by the City to all known interested firms via email on Friday, November 13, 2009 and posted on the City website www.roundrocktexas.gov/bids by 5:00 p.m. Date: Time: Wednesday, November 18, 2009 2:00 — 3:00 p.m., CDT 9. PROPOSAL DUE DATE: 9.1. Sealed proposals are due no later than 3:00 p.m., December 15, 2009 to the office of the Purchasing Department. Mail or carry sealed proposals to: City of Round Rock Attn: Randy Barker 221 East Main Street Round Rock, Texas 78664-5299 9.2. Proposals received after this time and date will not be considered. 9.3. Sealed proposals shall be clearly marked "DO NOT OPEN — RFP 10-003 PeopleSoft Upgrade Services". 9.4. Facsimile or electronically transmitted proposals are not acceptable. 9.5. Each proposal and each proposal variation shall be submitted in one (1) original and three (3) copies. 10. PROPOSAL SUBMISSION REQUIREMENTS: Interested and qualified firms or teams shall: 10.1. Submit one (1) original and three (3) copies of materials that demonstrate their experience in performing projects of this scale and complexity. 10.1.1. Additionally, the City requests inclusion of an electronic copy of the proposal in PDF format identical to original submittal. Electronic copy is preferred in CD/DVD media. 10.2. Documentation shall include: 10.2.1. Identification of the firm/team responding to the RFP to include a brief summary of team member experiences. 10.2.2. A summary demonstrating the firm's/team's qualifications to satisfy all the technical areas identified in the specification. 10.2.3. A representative list of projects of a scale and complexity similar to the project being considered by the City. The list should include the project location, client, services provided by your firm for the project, term of sponsorship and an owner contact name. 10.2.4. Project timeline outlining the steps the firm would take in the implementation of the project. 10.3. Provide references: Provide the name, address, telephone number and point of contact of at least three clients that have utilized the same or similar product and services within the last 3 years. References may be checked prior to award. Any negative responses received may result in disqualification from consideration for award. Failure to include references with submittal may result in disqualification from consideration for award. 10.4. Identify any subcontractors to be used for this project. Experience, qualifications and references of the subcontractors shall be submitted. The City reserves the right to approve or disapprove all subcontractors prior to any work being performed. Page 3 of 14 RFP 10-003 Specification No. 09-918-71 DATE: November 2009 11. PROPOSER PROFILE 11.1. Provide the following information about your firm: 11.1.1. Firm name and business address, including telephone number. 11.1.2. Year established (include former firm names and year established, if applicable). 11.1.3. The number of projects your firm has dealt with involving Oracle Government Financials. Proposer shall have Oracle Government Financials experience and the team members shall have worked on at minimum one project in the past directly related to Oracle Government Financials. Proposer shall identify which team members have worked on which project. 11.1.4. Office locations (relative to this project). 11.1.5. Number of current contracts and contract amounts. 11.1.6. Current limits of professional liability insurance. 12. STAFFING: 12.1. Project Organization 12.1.1. Vendor shall describe project organization for planning, implementation, and post -implementation operations. 12.1.2. Vendor shall include organizational structure resources available, including number of staff and locations. 12.2. Key Personnel 12.2.1. Project manager's name, mailing address, email address, telephone number, and resume. The project manager shall have the responsibility and authority to act on behalf of the firm in matters relating to the proposed project. 12.2.2. Proposer shall include the names and resumes for all key personnel who will be involved in this project. Each member of the project team shall be described in terms of position in the firm and on the project team, relevant projects the person has worked on in the past and their particular responsibilities for this project, along with their resumes. Identify the project manager responsible for this project. 12.3. Change of Project Personnel 12.3.1. Any change of assignment or responsibility for employees identified as key personnel in this project are subject to prior notification and approval by the City. 13. TECHNICAL PROPOSAL: 13.1. The technical proposal shall describe the proposed implementation plan including a time schedule and approach for accomplishing the scope of work identified in this RFP. Along with the Technical Proposal, the Proposer shall also submit a Project Management Plan. 13.2. Proposal shall include expected commitment of City resources necessary to meet requirements of Scope of Work. 14. COST PROPOSAL: 14.1. The cost proposal shall be identified in summary page(s) or section of the proposal for clear identification. 14.2. The cost proposal shall include an official offer to undertake the proposed work at the quoted price and a detailed explanation of the quoted price which shall include a cost break down by each module or deliverable. 14.3. The cost shall include an estimate of the number of hours to be spent by the Proposer on the project, an estimate of miscellaneous expenses such as telephone costs and travel expenses, and a proposed project schedule. 14.4. The official offer shall include a commitment to perform all financial responsibilities relative to the performance of the proposed contract including submitting all invoices and accounting for all funds. Page 4 of 14 RFP 10-003 Specification No. 09-918-71 DATE: November 2009 15. ASSURANCES, ERRORS, AND OMISSIONS: 15.1. A brief statement providing assurances that the Proposer shall be cognizant of, comply with and enforce all applicable Federal, State and Local statutes and ordinances and a description of the proponent's methodology for handling errors and omissions in the project management and implementation as part of this project. 16. CONFIDENTIALITY OF PROPOSAL CONTENT: 16.1. All proposals submitted in response to this RFP shall be held confidential until an agreement is awarded. Following the agreement award, proposals are subject to release as public information unless the proposal or specific parts of the proposal can be shown to be exempt from the Texas Public Information Act. Proposers are advised to consult with their legal counsel regarding disclosure issues and take the appropriate precautions to safeguard trade secrets or any other proprietary information. The City assumes no obligation or responsibility for asserting legal arguments on behalf of potential Proposers. 16.2. If a Proposer believes that a proposal or parts of a proposal are confidential, then the Proposer shall so specify. The Proposer shall stamp in bold red letters the term "CONFIDENTIAL" on that part of the proposal, which the Proposer believes to be confidential. Vague and general claims as to confidentiality shall not be accepted. All proposals and parts of proposals that are not marked as confidential will be automatically considered public information after the agreement is awarded. 17. CLARIFICATION OF PROPOSALS: 17.1. The City reserves the right to request clarification or additional information specific to any proposal after all proposals have been received. 18. EVALUATION CRITERIA: All proposals received shall be evaluated based on the best value for the City by considering all or part of the criteria listed below, as well as any relevant criteria specifically listed in the solicitation: 18.1. Price; 18.2. Long-term cost to the City to acquire Proposer's goods and services; 18.3. The extent to which the goods or services meet the City's needs; 18.4. Completeness, technical competence and clarity of the proposal; 18.5. Project process and outline; 18.6. Compliance with requested form and information; 18.7. Reputation of the Proposer and the Proposer's services; 18.8. Technical expertise; 18.9. Client list/sponsor reference and experience; 18.10. Proposer's past relationship with the City. All vendors will be evaluated on their past performance and prior dealings with the City to include, but not limited to, failure to meet specifications, poor quality, poor workmanship, late delivery. 19. EVALUATION PROCESS: 19.1. A committee comprised of City Staff and others as appropriate will review the responses to the RFP and may develop a short list of firms/teams. 19.2. Interviews and/or demonstrations may be conducted with any responding firms/teams to discuss their qualifications, resources, and availability to provide the services requested. 19.2.1. Upon completion of the evaluation, the selection committee may recommend a firm/team for the project identified. 19.2.2. An agreement with the recommended firm/team for the project will then be negotiated. This process will be completed with the City Council's authorization to the Mayor for the execution of the agreement or the execution of the agreement by the City Manager. Page 5 of 14 RFP 10-003 Specification No. 09-918-71 DATE: November 2009 19.3. The City will not provide compensation or defray any cost incurred by any firm related to the response to this request. The City reserves the right to negotiate with any and all persons or firms. The City also reserves the right to reject any or all proposals, or to accept any proposal deemed most advantageous, or to waive any irregularities or informalities in the proposal received, and to revise the process and/or schedule as circumstances require. PART II GENERAL TERMS AND CONDITIONS 1. AGREEMENT: 1.1. The term of the Agreement resulting from the solicitation shall be until full and satisfactory completion of the work specified herein is achieved. 1.2. The Agreement shall remain in full force and effect unless and until it expires by operation of the term negotiated between the City and Vendor during the contractual process or until terminated or extended as provided. 1.3. The City Manager reserves the right to: 1.3.1. Review the following at the end of each twelve-month review period or renewal: 1.3.1.1. Vendor performance; 1.3.1.2. Price; 1.3.1.3. Continuing need; 1.3.1.4. Advancements in technologies and/or service; 1.3.1.5. Funding as appropriated by governing body. 1.3.2. The City may terminate the Agreement with or without cause or may continue through the next twelve- month review or renewal period. 1.3.3. Proposer shall include expected Agreement term relative to cost elements in proposal. 2. PRICE: The agreement price shall be firm for the duration of the agreement or extension periods except as provided for in paragraph below. No separate line item charges shall be permitted for either proposal or invoice purposes, which shall include equipment rental, demurrage, costs associated with obtaining permits or any other extraneous charges. 2.1. Proposal pricing shall reflect individual cost elements specific to each phase of the identified project as outlined. 3. INTERLOCAL COOPERATIVE CONTRACTING: Other governmental entities within the State of Texas may be extended the opportunity to purchase off of the City's solicitation, with the consent and agreement of the successful vendor(s) and the City. Such consent and agreement shall be conclusively inferred from lack of exception to this clause in vendor's response. However, all parties indicate their understanding and all parties hereby expressly agree that the City is not an agent of, partner to, or representative of those outside agencies or entities and that the City is not obligated or liable for any action or debts that may arise out of such independently -negotiated "piggyback" procurements. 4. INDEMNIFICATION: The successful Proposer shall indemnify, save harmless and exempt the City, its officers, agents, servants, and employees from and against any and all suits, actions, legal proceedings, claims, demands, damages, costs, expenses, attorney fees and any and all other costs or fees incident to any work done as a result of this quote and arising out of a willful or negligent act or omission of the successful Proposer, its officers, agents, servants, and employees; provided, however, that the successful Proposer shall not be liable for any suits, actions, legal proceedings, claims, demands, damages, costs, expenses and attorney fees arising out of a willful or negligent act or omission of the City, its officers, agents, servants and employees, or third parties. 5. INSURANCE: The successful Proposer shall meet or exceed ALL insurance requirements set forth by the City as identified in Attachment A to the specifications. Any additional insurance requirements of participating or cooperative parties will be included as subsequent Attachments and shall require mandatory compliance. Page 6 of 14 RFP 10-003 Specification No. 09-918-71 DATE: November 2009 6. VENUE: The agreement shall be governed by and construed in accordance with the laws of the State of Texas. Venue shall be in the applicable court, Williamson County, Texas. 7. DISCLOSURE OF LITIGATION: 7.1. Each Proposer shall include in its proposal a complete disclosure of any civil or criminal litigation or investigation pending which involves the Proposer or in which the Proposer has been judged guilty. 8. RIGHT TO REPRODUCE DOCUMENTATION AND OTHER INFORMATION: 8.1. The City shall have the right to reproduce any and all manuals, documentation, software or other information stored on electronic media supplied pursuant to the agreement at no additional cost to the City, regardless of whether the same be copyrighted or otherwise restricted as proprietary information; provided, however, that such reproductions shall be subject to the same restrictions on use and disclosure as are set forth in the agreement. 8.2. The Awarded Proposer agrees to execute any non-exclusive copyright assignments or reproduction authorizations that may be necessary for the City to utilize the rights granted in this subparagraph. 9. INDEPENDENT CONTRACTOR: 9.1. It is understood and agreed that the Contractor shall not be considered an employee of the City. 9.2. The Contractor shall not be within protection or coverage of the City's Worker Compensation insurance, Health Insurance, Liability Insurance or any other insurance that the City from time to time may have in force and effect. PART III SPECIFICATIONS 1. SCOPE OF WORK: The City intends to upgrade the current PeopleSoft Financial System 8.4 to release 9.0. Phase I will include upgrade of core functionality and implementation of the eProcurement module with an expected Go -Live date of September 8, 2010. 1.1.1. The City recognizes the anticipated release of PeopleSoft 9.1 during the first quarter of calendar year 2010. The City reserves the right to entertain and pursue options upon release of PeopleSoft 9.1 to shift implementation of upgrade into Phase I, creating a direct upgrade from 8.4 into release 9.1. Such action will be determined through consultation and recommendation of selected Vendor in relation to impact on projected timeline. 1.1.2. For purposes of response to this solicitation, Proposers shall assume Phase I upgrade will be from current 8.4 to release 9.0. 1.2. The City is considering a future upgrade that may include implementation of additional modules per Phase II Upgrade as identified below. 1.3. The scope of work includes time for Proposer to conduct fit gap analysis and present recommendations to incorporate additional functionality for both Phase I and Phase II upgrades. 1.4. The proposed scope of the upgrade project includes: 1.4.1. Project planning and management; 1.4.2. Incorporating any required module customizations; 1.4.3. Providing report development and customizations; 1.4.4. Providing Unit Testing before delivery; 1.4.5. Providing knowledge transfer to the City's functional and technical Subject Matter Experts (SMEs); 1.4.6. Providing post -implementation support; Page 7 of 14 RFP 10-003 Specification No. 09-918-71 DATE: November 2009 1.4.7. Assisting the City in archiving data prior to upgrade in order to reduce the size of the database and amount of data to be converted; and 1.4.8. Assisting the City in converting existing data from 8.4 to release 9.0. 1.5. The City recognizes that multiple options exist to meeting the project scope. Possible solutions include but are not limited to: 1.5.1. City hosts hardware and software; 1.5.2. Vendor hosts hardware and software. 1.6. Proposers are encouraged to provide alternatives and options in their proposals that may create operational efficiencies, cost savings, or service improvements for the City. 1.6.1. All alternatives and options may be considered; 1.6.2. Alternative pricing shall also be included. 2. PHASE I UPGRADE: 2.1. Phase I is intended as a technical upgrade of core functionality from current 8.4 to release 9.0 and the addition of the PeopleSoft eProcurement module. 2.1.1. As noted in Scope of Work, 1.1.1; the City may consider a direct upgrade to release 9.1 pending timing of PeopleSoft release in calendar year 2010. 2.2. Current core modules in 8.4 are: 2.2.1. Accounts Payable (AP) 2.2.2. Asset Management (AM) 2.2.3. General Ledger (GL) 2.2.4. Purchasing (PO) 3. PHASE II UPGRADE: 3.1. Phase II is intended to include an upgrade from release 9.0 to release 9.1 and may include one or more of the following modules: 3.1.1. Accounts Receivable 3.1.2. Billing 3.1.3. Cash Management 3.1.4. Contracts 3.1.5. Enterprise Portal (PeopleSoft) 3.1.6. Expenses 3.1.7. Hyperion 3.1.8. Oracle User Productivity Kit 3.1.9. Project Costing 3.1.10. Strategic Sourcing 3.1.11. Supplier Contract Management 3.2. Selected Vendor shall suggest a sequence of module implementations based on experience and City core requirements. Page 8 of 14 RFP 10-003 Specification No. 09-918-71 DATE: November 2009 4. OPERATING ENVIRONMENT: 4.1. Current Environment 4.1.1. PeopleSoft Financial Supply Chain Management (FSCM) 8.4 4.1.2. Database Server 4.1.2.1. Dell PE2850 with 2 dual core 3.6 GHz processors, 4 GB of Random Access Memory (RAM), and local storage 4.1.2.2. Operating System: Microsoft Windows Server 2003 Standard Edition Service Pack (SP)1 4.1.2.3. Database: Oracle 9i (9.2.0.8) 4.1.3. Application Server, Process Scheduler and Web Server 4.1.3.1. Dell PE2650 with 2 dual core 2.6GHz processors, 2 GB of RAM, and local storage 4.1.3.2. Operating System: Microsoft Windows Server 2003 Standard Edition SP1 4.1.3.3. PeopleTools 8.48.17 4.2. Future Environment 4.2.1. PeopleSoft FSCM 9.0 4.2.2. Platform: VMWare Clustered Host with High Availability (HA) and Dynamic Resource Scheduling (DRS). Each host has 2 quad core processors and 32 GB of Memory, 6 Network Interface Connectors (NICs) and a Host Bus Adapter (HBA) connection to a Compellent Storage Array Network (SAN). 4.23. Virtual Machines (VMs): a VM shall be created for each required application i.e. Database, Application Server, Web Server, Process Scheduler and Reverse Proxy Server. The Application Server and Database Server shall be set up to always run on the same host. 4.2.3.1. VMs can be configured with 2 or 4 processors and 2 to 4 GB RAM (more can be allocated if needed), 40GB thin provisioned virtual drive for the operating system and Raw Device Mapped Drives on the SAN for additional Storage. All VMs shall be contained in a VMware File System (VMFS) datastore on the SAN. 4.2.3.2. Guest Operating System: Microsoft Windows Server 2008 Standard Edition 4.2.3.3. Database: Oracle 1Og (10.2.0.3) 4.2.3.4. PeopleTools: 8.5 5. PROJECT MANAGEMENT: 5.1. The selected Vendor shall provide a project manager for the duration of the project. The duties of the project manager include general administrative duties associated with the Project Management Body of Knowledge (PMBOK) methodology. The project manager shall work closely with the City Finance and Information Technology Department to develop a project charter, project plan, statement of work, detailed work breakdown structure, task durations and dependencies matrix and risk management plan. 5.1.1. Project reports: Prepare and submit weekly progress reports to the City. Progress reports shall briefly summarize progress of work tasks, key decisions which require input from or discussion with the City staff, project adherence to schedule, and a list of problems or unresolved issues. Vendor staff shall maintain an issues list, identifying the issue, date it was known as an issue, person responsible for solution, date solution required, and date solution implemented. 5.1.2. Meetings and presentations: Participate in meetings with City staff including an initial meeting, monthly progress meetings (at a minimum), and follow up meetings as required. 5.1.3. Utilization of all features of the system: Vendor shall recommend Best Practices in utilization of system features as well as ways to streamline any process using the software. Based upon recommendations, the City will decide whether to proceed with the recommendations. Project Manager shall include recommended changes into the project scope. Page 9 of 14 RFP 10-003 Specification No. 09-918-71 DATE: November 2009 6. PLANNING AND FIT/GAP ACTIVITIES: 6.1. Project Planning and Organization 6.1.1. During each phase of the project, selected Vendor shall work with City personnel to establish a framework to ensure success. The following activities shall be performed: 6.1.1.1. Provide a Project Implementation Plan showing key milestones that support a critical Go -Live date. 6.1.1.2. Complete and refine the project management materials, including the project implementation plan, staffing plan, and other transition plans. 6.1.1.3. Clarify basic project structure, to include expected roles and responsibilities for both the Vendor and the City. 6.1.1.4. Conduct kickoff meeting to brief team members on their expected roles. Vendor shall provide City staff with a detailed project schedule prior to conclusion of the second week of Planning Phase that indicates required levels of participation to facilitate involvement of key resources. 6.1.1.5. Meet with the City's Project Team and/or other management stakeholders to brief them on the project objectives and strategy. 6.1.1.6. Confirm all technical assumptions and determine the key technical architecture prior to reviewing functional requirements. 6.2. Functional Review 6.2.1. A functional review shall take place during Phase I, parallel to other activities. The functional review shall begin immediately after the project implementation plan is in place. Vendor shall provide clear direction and identification of functional differences between 8.4 and release 9.0. 6.2.2. During the functional review, Vendor shall lead the project team in the following activities: 6.2.2.1. Introduce and assess new version features and functionality; 6.2.2.2. Confirm the City's custom modifications for evaluation in detail in comparison with the new functionality; 6.2.2.3. Review and recommend new functionality and customizations that may enhance Best Practices, to include report development; 6.2.2.4. Identify potential functionality gaps; and 6.2.2.5. Review and recommend Best Practices for connectivity via the PeopleSoft Portal to PeopleSoft Financials via intranet and internet connectivity. 6.3. Modification Analysis 6.3.1. Vendor shall lead the project team in running scenarios of business transactions on the new system. From this activity, the Vendor team shall document any new "to be" processes, and make note of any additional functionality gaps that emerge. The Vendor team shall then conduct another review of the identified gaps, and the City will determine if existing customizations are still critical to the operation of the system. Any gaps remaining after re-engineering, workarounds or elimination of unnecessary customized features shall be addressed by system modification. 6.3.2. Vendor's functional analyst shall analyze each gap and prepare a design document for the modification in consultation with the implementation team and the technical analyst. The design document defines the approach for changing the system to satisfy the underlying requirement, and includes an estimate for hours required to make this modification. The City will expedite the review of these designs. 6.4. Knowledge Transfer and Change Management 6.4.1. Vendor shall assist the City in adapting to the cultural, procedural, and technology changes introduced by release 9.0 by beginning knowledge transfer from start date. The Change Management Plan is a Phase I deliverable that includes the following information: 6.4.1.1. List of individuals affected by change (stakeholders); Page 10 of 14 RFP 10-003 Specification No. 09-918-71 DATE: November 2009 6.4.1.2. List of changes these individuals will undergo to support new processes, and any gaps they have in undertaking the PeopleSoft transformation; and 6.4.1.3. A plan to target how to fill gaps, through knowledge transfer, training, communications, sponsorship, etc. 7. TESTING: 7.1. During this phase, the business process scenarios developed in the functional review are used again for comprehensive system testing. The Vendor's functional analyst shall coordinate the testing process with the City, but the entire project team will be involved in this activity. 7.2. The Vendor, with City assistance, shall develop test scripts based on best practices and functionality requirements of the City. A set of the test scripts shall become the property of the City. Detailed testing results shall be reported to the City. 7.3. When system testing is complete and the results verified, Vendor shall initiate the final round of acceptance testing prior to moving over to production. The endpoint of this fmal round of testing is acceptance of the system by the City. When this has been accomplished, Vendor shall begin the final upgrade to the Production Environment. This move shall be conducted in conjunction with the City user activities to minimize disruption. 8. TRANSITION/DEPLOYMENT ACTIVITIES: 8.1. During this period, prior to deployment, Vendor trainers shall hold sessions with the City end users to acquaint them with the differences between 8.4 and release 9.0. All initial end user training shall be complete before the system is moved to production. 8.2. Training Development 8.2.1. While the technical team is completing the upgrade, Vendor shall outline the differences between 8.4 and release 9.0 and customize associated training material templates. 8.3. Post -Implementation Activities 8.3.1. To assist the City in any issues that may arise after the cutover to the new system, selected Vendor shall provide on-site support as needed from the same Vendor staff members who worked on the implementation. This staff will be directed and managed by the City, and can be used for help desk support, issue investigation and resolution, and planning for additional system functionality or features. 9. TRAINING: 9.1. The selected Vendor shall provide training as follows: 9.1.1. Vendor shall train City employees who use the software in the differences between 8.4 and 9.0: 9.1.1.1. All users in Finance shall require training. As of November 1, 2009, there are 30 users in Finance. 9.1.1.2. There are 7 users in Information Technology as of November 1, 2009, who shall require training in all functions of the software. 9.1.1.3. Other City employees shall require training in GL Inquiry, PO Receiving, and PO Requester. 9.1.2. Vendor shall provide all PeopleSoft application training for City personnel. 9.1.3. Database changes: Vendor shall train City staff in the aspects of the Oracle database that have changed so that City staff can properly maintain the database in applying patches, updates, or anything required of Oracle. 9.1.4. Back-up and recover features in Oracle: Vendor shall train City staff in back up and recovery features of the software and the database. 9.1.5. Training documentation: Vendor shall develop and provide training documents based on best practice processes identified during implementation. Page 11 of 14 RFP 10-003 Specification No. 09-918-71 DATE: November 2009 10. PROJECT ASSUMPTIONS: 10.1. The following assumptions apply to the scope, execution, and deliverables for this project: 10.1.1. The City will share project management responsibilities with Vendor and jointly manage the tasks according to the detailed project implementation plans. The City will assign one full time employee to function as project manager. Vendor and the City will work together to achieve the objectives of this project, to include but not limited to: 10.1.1.1. Make key decisions regarding the overall direction of the project, including but not limited to decisions concerning system design; controls and system procedures to be implemented; project scope and timetable; 10.1.1.2. Provide guidance and ongoing support to the teams; 10.1.1.3. Participate in regular project leadership and team meetings; 10.1.1.4. Assess and manage project risk; 10.1.1.5. Resolve escalated issues; 10.1.1.6. Assess the impact of proposed changes in scope and make final decision on change requests; and 10.1.1.7. Facilitate availability of proper resources to achieve implementation capabilities. 10.1.2. Management involvement: Managers for the departments affected by these upgrades will be actively involved in the project. They will participate in all significant decisions affecting their respective area, and, where appropriate, provide resources to complete specific tasks that have been assigned to their department. 10.1.3. Resource commitment: The City will have fulltime and part-time resources (the City team leads, super users, network administrators, and business users) available as required. Team leads/super users are experienced City resources that will drive this implementation process and guide the efforts of subordinate team members. In order to support the new systems after implementation, the City will allocate team leads/super users that will participate throughout the initiative. Refer to the City Staffing Matrix (Attachment B) for a description of the experience levels currently present from the City team leads/super users. 10.1.4. Hardware/software installation: Vendor (with assistance from the City) shall be responsible for software installation and configuration. The City (with assistance from the Vendor) will be responsible for detailed hardware tasks and determining technical and hardware direction and requirements related to PeopleSoft. This includes set-up of any new hardware, connectivity to the user desktops, cabling and configuration of user workstations. 10.1.5. Help Desk: The City will provide a central point -of -contact responsible for all Help Desk issues during the testing and post go -live support phase of the project in order to centrally control issues. Vendor shall utilize the City's internal Help Desk. 10.1.6. Data protection: 10.1.6.1. Proposer acknowledges that the City and/or its affiliates: 10.1.6.1.1. Are the controller(s) of any City, affiliate, or third party data or databases accessed and/or processed by Vendor in the course of performing the Services, including, but not limited to, data relating to individuals (the "Data"); and 10.1.6.1.2. Will be solely responsible to third parties for such Data, including, but not limited to, the individuals to whom the Data relate and City and affiliate personnel. 10.1.6.2. The City represents and warrants to Proposer that all Data processing and transfers between the City, its affiliates and selected Vendor will be conducted in full compliance with any laws or regulations applicable to the protection of data. 10.1.6.3. It is further acknowledged that the City and its affiliates are solely responsible for providing Vendor with directions and instructions relating to any laws or regulations applicable to the protection of data, upon which directions and instructions Vendor Page 12 of 14 RFP 10-003 Specification No. 09-918-71 DATE: November 2009 shall rely exclusively when accessing and processing Data in performing the Services. 10.1.6.4. In addition, the City shall be solely responsible for determining the existence of, and complying with, any laws or regulations applicable to the protection of data as they may apply to Vendor deliverables. 10.1.7. Process redesign: The project utilizes industry best practices for process redesign. In essence, much of what is currently best practice will become the base specification for the new financial systems. It is assumed that any major redesign of fmance operations will occur in potential future projects. 10.1.8. Issue resolution: Timely resolution of project issues shall be a critical success factor given the project timeframe. Selected Vendor and the City will work together to identify, document and resolve any potential functional, technical or other project related issues. The City will make final decisions regarding outstanding project issues in no more than five business days. 10.1.9. Material business changes: No City acquisitions, mergers or reorganizations will occur during the project other than what is discussed with the project planning team The City does not foresee changes in their core business, significant deviation from current markets serviced, production or distribution patterns that may impact the validity or appropriateness of the project estimates. 10.1.10. Access to management and staff: The project team will have timely access to all appropriate City management and staff personnel (both functional and technical) on an as -needed basis. 10.1.11. Suitability and usability of system: The City has sufficiently evaluated the functionality of PeopleSoft and is satisfied that it meets the City's key business requirements. 10.1.12. User training: The City will provide baseline computer training (e.g., Windows, Excel, etc.) prior to the rollout of PeopleSoft upgrade to all employees who will utilize the system and who lack proficiency in these areas. Vendor is not responsible for delivery of such training. 10.1.13. Vendor support: Vendor shall follow City procedures for dealing with PeopleSoft related issues. Vendor will be provided access to Oracle support in order to follow-up and manage vendor software issues. 10.1.14. Custom interfaces. The City currently utilizes several import interfaces as noted below: 10.1.14.1. The "External Flat File" function is used to interface with Incode for Utility Billing and Municipal Court accounts receivables as well as Highline for Payroll functionality. These interfaces create journals which are posted to the General Ledger. 10.1.14.2. The "Spreadsheet Import" function is used to interface Procurement Card journal to the General Ledger. 10.1.15. Software Warranty: Vendor shall not warranty software products or their functionality. Software selection was based on City's independent evaluation of the software's ability to meet the City's business requirements. 10.1.16. Hardware acquisition and installation: There will be no delays in the availability of hardware and software necessary to perform installation and upgrade. 10.1.17. Access to facilities: Vendor project personnel will have reasonable access to City facilities during both normal business hours and outside normal business hours, as the project requires. 10.1.18. Change request process: Any scope changes shall be documented through a change order process and signed by both Vendor and City. Additional work shall not be performed in advance without authorization from the City. 10.1.19. PeopleSoft reports and reporting library: Vendor shall update and modify all existing reports and queries. 10.1.20. Maintenance Packs, Bundles and Patches: The upgrade includes the installation of all maintenance packs and required bundles and patches to meet both the business needs and PeopleSoft support for the City. 10.1.21. Production Support: Proposer shall provide production support following the Go -live period over a two- week period. Should the City require additional support, Vendor shall provide additional services at the bill rate identified in proposal. The support shall be by telephone or onsite as needed, and can be used for the following issues: Page 13 of 14 RFP 10-003 Specification No. 09-918-71 DATE: November 2009 10.1.21.1. Technical Errors; 10.1.21.2. Questions regarding the tools set for building the interfaces and customizations; 10.1.21.3. Hardware and Performance Issues; 10.1.21.4. Connectivity; and/or 10.1.21.5. Patches and fixes. PART IV INVOICE AND PAYMENT 1. ACCEPTANCE: City will determine successful completion of deliverables as specified. Vendor will be notified if service provided is not in full compliance with the project scope for corrective action. If any service is canceled for non-acceptance, the needed service may be procured elsewhere and Vendor may be charged full increase, if any, in cost. 2. INVOICING: 2.1. Vendor shall submit one original and two copies of each invoice referencing the assigned Purchase Order number to the following address: City of Round Rock Attn: Accounts Payable 221 East Main Street Round Rock, TX 78664-5299 3. PROMPT PAYMENT POLICY: 3.1. Payments will be made within thirty days after the City receives the supplies, materials, equipment, or the day on which the performance of services was completed, or the day on which the City receives a correct invoice for the service, whichever is later. The Contractor may charge a late fee (fee shall not be greater than that which is permitted by Texas law) for payments not made in accordance with this prompt payment policy; however, this policy does not apply to payments made by the City in the event: 3.1.1. There is a bona fide dispute between the City and Contractor concerning the supplies, materials, services or equipment delivered or the services performed that causes the payment to be late; or 3.1.2. The terms of a federal contract, grant, regulation, or statute prevent the City from making a timely payment with Federal Funds; or 3.1.3. There is a bona fide dispute between the Contractor and a subcontractor or between a subcontractor and its suppliers concerning supplies, material, or equipment delivered or the services performed which caused the payment to be late; or 3.1.4. The invoice is not mailed to the City in strict accordance with instructions, if any, on the purchase order or agreement or other such contractual agreement. 4. OVERCHARGES: 4.1. Contractor hereby assigns to purchaser any and all claims for overcharges associated with this purchase which arise under the antitrust laws of the United States, 15 USGA Section 1 et seq., and which arise under the antitrust laws of the State of Texas, Bus. and Com. Code, Section 15.01, et seq. Page 14 of 14 ATTACHMENT A City of Round Rock Insurance Requirements ATTACHMENT A CITY OF ROUND ROCK INSURANCE REQUIREMENTS 1. INSURANCE: The Vendor shall procure and maintain at its sole cost and expense for the duration of the contract or purchase order resulting from a response to this bid/Specification insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work as a result of this bid by the successful bidder, its agents, representatives, volunteers, employees or subcontractors. 1.1. Certificates of Insurance and endorsements shall be furnished to the City and approved by the City before work commences. 1.2. The following standard insurance policies shall be required: 1.2.1. General Liability Policy 1.2.2. Automobile Liability Policy 1.2.3. Worker's Compensation Policy 1.3. The following general requirements are applicable to all policies: 1.3.1. Only insurance companies licensed and admitted to do business in the State of Texas shall be accepted. 1.3.2. Deductibles shall be listed on the Certificate of Insurance and are acceptable only on a per occurrence basis for property damage only. 1.3.3. Claims made policies shall not be accepted, except for Professional Liability Insurance. 1.3.4. Upon request, certified copies of all insurance policies shall be furnished to the City 1.3.5. Policies shall include, but not be limited to, the following minimum limits: 1.3.5.1. Minimum Bodily Injury Limits of $300,000.00 per occurrence. 1.3.5.2. Property Damage Insurance with minimum limits of $50,000.00 for each occurrence. 1.3.5.3. Automobile Liability Insurance for all owned, non -owned, and hired vehicles with minimum limits for Bodily Injury of $100,000.00 each person, and $300,000.00 for each occurrence, and Property Damage Minimum limits of $50,000.00 for each occurrence. 1.3.5.4. Statutory Worker's Compensation Insurance and minimum $100,000.00 Employers Liability Insurance. 1.3.6. Coverage shall be maintained for two years minimum after the termination of the Contract. 1.4. The City shall be entitled, upon request, and without expense to receive copies of insurance policies and all endorsements thereto and may make reasonable request for deletion, revision, or modification of particular policy terms, conditions, limitations, or exclusions (except where policy provisions are established by law or regulation binding either of the parties hereto or the underwriter of any of such policies). Upon such request by the City, the Vendor shall exercise reasonable efforts to accomplish such changes in policy coverage and shall pay the cost thereof. All insurance and bonds shall meet the requirements of the bid specification and the insurance endorsements stated below. 1.5. Vendor agrees that with respect to the required insurance, all insurance contracts and certificate(s) of insurance will contain and state, in writing, on the certificate or its attachment, the following provisions: Page 1 of 4 1.5.1. Provide for an additional insurance endorsement clause declaring the Vendor's insurance as primary. 1.5.2. Name the City and its officers, employees, and elected officials as additional insured's, (as the interest of each insured may appear) as to all applicable coverage. 1.5.3. Provide thirty days notice to the City of cancellation, non -renewal, or material changes 1.5.4. Remove all language on the certificate of insurance indicating: 1.5.4.1. That the insurance company or agent/broker shall endeavor to notify the City; and, 1.5.4.2. Failure to do so shall impose no obligation of liability of any kind upon the company, its agents, or representatives. 1.5.5. Provide for notice to the City at the addresses listed below by registered mail: 1.5.6. Vendor agrees to waive subrogation against the City, its officers, employees, and elected officials for injuries, including death, property damage, or any other loss to the extent same may be covered by the proceeds of insurance. 1.5.7. Provide that all provisions of this contract concerning liability, duty, and standard of care together with the indemnification provision, shall be underwritten by contractual liability coverage sufficient to include such obligations within applicable policies. 1.5.8. All copies of the Certificate of Insurance shall reference the project name, bid number or purchase order number for which the insurance is being supplied. 1.5.9. Vendor shall notify the City in the event of any change in coverage and shall give such notices not less than thirty days prior notice to the change, which notice shall be accomplished by a replacement Certificate of Insurance. 1.5.10. All notices shall be mailed to the City at the following addresses: Assistant City Manager City of Round Rock 221 East Main Round Rock, TX 78664-5299 City Attorney City of Round Rock 309 East Main Round Rock, TX 78664 2. WORKERS COMPENSATION INSURANCE 2.1. Texas Labor Code, Section 406.098 requires workers' compensation insurance coverage for all persons providing services on building or construction projects for a governmental entity. 2.1.1. Certificate of coverage ("certificate") - A copy of a certificate of insurance, a certificate of authority to self -insure issued by the Texas Workers' Compensation Commission, or a coverage agreement (TWCC-81, TWCC-82, TWCC-83, or TWCC-84), showing statutory workers' compensation insurance coverage for the person's or entity's employees providing services on a project, for the duration of the project. 2.1.2. Duration of the project - includes the time from the beginning of the work on the project until the CONTRACTOR'S /person's work on the project has been completed and accepted by the OWNER. 2.2. Persons providing services on the project ("subcontractor") in Section 406.096 - includes all persons or entities performing all or part of the services the CONTRACTOR has undertaken to perform on the project, regardless of whether that person contracted directly with the CONTRACTOR and regardless of whether that person has employees. This includes, without limitation, independent contractors, subcontractors, leasing companies, motor carriers, owner -operators, employees of any such entity, or employees of any entity, which furnishes persons to provide services on the project. "Services" include, without limitation, providing, hauling, or delivering equipment or materials, or providing labor, transportation, or other service related to a project. "Services" does not Page 2 of 4 include activities unrelated to the project, such as food/beverage vendors, office supply deliveries, and delivery of portable toilets. 2.3. The CONTRACTOR shall provide coverage, based on proper reporting of classification codes and payroll amounts and filing of any coverage agreements, that meets the statutory requirements of Texas Labor Code, Section 401.011(44) for all employees of the • CONTRACTOR providing services on the project, for the duration of the project. 2.4. The CONTRACTOR must provide a certificate of coverage to the OWNER prior to being awarded the contract. 2.5. If the coverage period shown on the CONTRACTOR'S current certificate of coverage ends during the duration of the project, the CONTRACTOR must, prior to the end of the coverage period, file a new certificate of coverage with the OWNER showing that coverage has been extended. 2.6. The CONTRACTOR shall obtain from each person providing services on a project, and provide to the OWNER: 2.6.1. a certificate of coverage, prior to that person beginning work on the project, so the OWNER will have on file certificates of coverage showing coverage for all persons providing services on the project; and 2.6.2. no later than seven calendar days after receipt by the CONTRACTOR, a new certificate of coverage showing extension of coverage, if the coverage period shown on the current certificate of coverage ends during the duration of the project. 2.7. The CONTRACTOR shall retain all required certificates of coverage for the duration of the project and for one year thereafter. 2.8. The CONTRACTOR shall notify the OWNER in writing by certified mail or personal delivery, within 10 calendar days after the CONTRACTOR knew or should have known, or any change that materially affects the provision of coverage of any person providing services on the project. 2.9. The CONTRACTOR shall post on each project site a notice, in the text, form and manner prescribed by the Texas Workers' Compensation Commission, informing all persons providing services on the project that they are required to be covered, and stating how a person may verify coverage and report lack of coverage. 2.10. The CONTRACTOR shall contractually require each person with whom it contracts to provide services on a project, to: 2.10.1. provide coverage, based on proper reporting of classification codes and payroll amounts and filing of any coverage agreements, that meets the statutory requirements of Texas Labor Code, Section 401.011(44) for all its employees providing services on the project, for the duration of the project; 2.10.2. provide to the CONTRACTOR, prior to that person beginning work on the project, a certificate of coverage showing that coverage is being provided for all employees of the person providing services on a project, for the duration of the project; 2.10.3. provide the CONTRACTOR, prior to the end of the coverage period, a new certificate of coverage showing extension of coverage, if the coverage period shown on the current certificate of coverage ends during the duration of the project; 2.10.3.1. obtain from each other person with whom it contracts, and provide to the CONTRACTOR: 2.10.3.1.1. 2.10.3.1.2. a certificate of coverage, prior to the other person beginning work on the project; and a new certificate of coverage showing extension of coverage, prior to the end of the coverage period, if the coverage period shown on the current certificate of coverage ends during the duration of the project Page 3 of 4 2.10.3.2. retain all required certificates of coverage on file for the duration of the project and for one year thereafter; 2.10.3.3. notify the OWNER in writing by certified mail or personal delivery, within 10 calendar days after the person knew or should have known, of any change that materially affects the provision of coverage of any person providing services on the project; and 2.10.3.4. contractually require each person with whom it contracts, to perform as required by paragraphs (A thru G), with the certificates of coverage to be provided to the person for whom they are providing services. 2.10.3.5. By signing the solicitation associated with this specification, or providing, or causing to be provided a certificate of coverage, the Contractor is representing to the Owner that all employees of the Contractor who will provide services on the project will be covered by workers' compensation coverage for the duration of the project, that the coverage will be based on proper reporting of classification codes and payroll amounts, and that all coverage agreements will be filed with the appropriate insurance carrier or, in the case of a self-insured, with the Commission's Division of Self -Insurance Regulation. Providing false or misleading information may subject the Contractor to administrative penalties, criminal penalties, civil penalties, or other civil actions. 2.10.3.6. The Contractor's failure to comply with any of these provisions is a breach of contract by the Contractor that entitles the Owner to declare the contract void if the Contractor does not remedy the breach within ten calendar days after receipt of notice of breach from the owner. Page 4 of 4 Attachment B City Staffing Matrix November 2009 Information Technology Department Title Division Peoplesoft Experience Field Experience Assistant City Manager Enterprise Application Manager Database Administrator Infrastructure Manager Senior Network Manager User Support Manager User Support Technican Information Technology Enterprise Applications Enterprise Applications Infrastructure Infrastructure Help Desk Help Desk 11 years 6.0, 7.5, 8.4 13 years 5.5, 6.0, 7.5, 8.4 5 years 8.4 19 years 15 years 10 years 10 years 20 years 10 years 10 years Finance Department Title Division Peoplesoft Experience Field Experience Finance Director Finance 6 years 7.5, 8.4 6 years Financial Programs Manager Accounting 10 years 6.0, 7.5, 8.4 20+ years Accounting Supervisor Accounting 5 years 8.4 23 years Accounting Supervisor Accounts Payable 5 years 8.4 23 years Accounting Tech I Accounts Payable 8 years 7.5, 8.4 10 years Budget Supervisor Budget 2 years 8.4 18 years Budget Analyst II Budget 5 years 8.4, 6.1 10 years Construction Accountant II Construction/Projects 10 years 6.0, 7.5, 8.4 15 years Construction Accountant I Construction/Projects 9 years 7.5, 8.4 15 years Purchasing Supervisor Purchasing 6 years 8.4, 7.5 30 years Purchaser Purchasing 5 months 8.4 35+ years 10-003 PeopleSoft Upgrade Services Pre -Proposal Conference Call Summary of Questions & Comments QUESTION: Is the City open to customization? CITY RESPONSE: Yes QUESTION: Does the City plan to upgrade the platform hardware currently being used? CITY RESPONSE: No. The City plans to keep the current hardware. QUESTION: Regarding the Past Relationship evaluation criteria in the RFP, please list the companies on the conference call that have done business with the City in the past? CITY RESPONSE: In relation to this project, there are none. The firm that assisted in our prior upgrade in 2003 is not participating. We do have prior experience with several firms participating on other projects, but none that are applicable to this upgrade project. QUESTION: Please detail the number of users that are going to be trained for each module including the core users and other City employees referenced in part III of the RFP. CITY RESPONSE: This request will be addressed in the December 9t1' written response from the City. QUESTION: Is the City currently operating in production the modules that are listed as part of the Phase II upgrade? CITY RESPONSE: No. QUESTION: So the modules listed for Phase II are new deployments of modules that the City is currently not utilizing today in production? CITY RESPONSE: Yes, that is correct. QUESTION: What interfaces or 3rd party software is used with current system? Page 1 11/30/2009 10-003 PeopleSoft Upgrade Services Pre -Proposal Conference Call Summary of Questions & Comments CITY RESPONSE: External Flat File function is used to interface with Incode for Utility Billing and Municipal Court and Highline for payroll. The Spreadsheet Import function is used to interface Procurement Card journal to General Ledger. QUESTION: Is the City looking for a business process review or an overview of capabilities of each of the modules or a full blown Fit/Gap? Informal sessions or formal review? CITY RESPONSE: Based on scope of work identified we did include time for a Fit/Gap analysis. Based on our experience with PeopleSoft, we were hoping that the proposer would propose whatever would be required for us to meet our needs going forward. In assessing what we are looking for and in preparing your proposal, you are welcome to include any options for pricing components or alternate options. QUESTION: Does anyone with the City have experience with Hyperion? CITY RESPONSE: No QUESTION: Is the City looking at Hyperion for budget purposes? CITY RESPONSE: Yes QUESTION: Integrated with commitment control? CITY RESPONSE: Yes QUESTION: Do you have an estimated start date for this project? CITY RESPONSE: No estimated start date. The City has a "Go live" date of September 8, 2010. Our desired goal is to have a contract negotiated and presented to our City Council for formal approval by late January. QUESTION: Will the City be responsible for configuring the hardware in the Oracle database? Page 2 11/30/2009 10-003 PeopleSoft Upgrade Services Pre -Proposal Conference Call Summary of Questions & Comments CITY RESPONSE: Yes but we will work with the vendor to identify any special configurations based on standard PeopleSoft configuration methodology. QUESTION: Is this RFP different from the previous 3rd party support RFP? CITY RESPONSE: Yes. The City did not award that solicitation and have decided to upgrade instead. QUESTION: Will the City consider new and/or smaller vendors? CITY RESPONSE: Yes. The City will consider any vendor that submits a proposal. Each proposal will be evaluated on its own merit using the evaluation criteria outlined in the RFP. QUESTION: What is the expectation from the project standpoint of contracted staff from the vendor? CITY RESPONSE: The City has no expectations other than the expectation that the vendor will use whatever resources they need to get the job done. QUESTION: Is the City looking for on-site or off-site Phase I and II upgrade implementation? CITY RESPONSE: That is up to the vendor to propose in either phase. QUESTION: Are you requesting assistance for Oracle upgrade from 9i to l Og or doing it yourself? CITY RESPONSE: The City will do it. QUESTION: Is the City considering using any of the new features in lOg such as RAC or ASM? CITY RESPONSE: We are considering using these features; however, we most likely will not utilize RAC because we are running in a virtualized environment. The City does not operate on a 24/7 basis. The hours of operation are generally Monday — Friday 8:OOam — 5:OOpm. Page 3 11/30/2009 10-003 PeopleSoft Upgrade Services Pre -Proposal Conference Call Summary of Questions & Comments QUESTION: What are your current customizations? CITY RESPONSE: There are none. QUESTION: Can you identify the number of your reports and/or workflows? CITY RESPONSE: The City will identify the exact number of either Crystal reports or SQRs that we have customized in our response on December 9, 2009. QUESTION: What are the intentions around implementing functionality in E -Procurement? CITY RESPONSE: To introduce online requisitioning to our organization and the workflow that follows to route requisitions through the Purchasing Department to completion with issuance of a PO. This will consist of a user group including employees outside of the Finance Department submitting requisitions to Finance/Purchasing resulting in the issuance of a Purchase Order. QUESTION: Does the City anticipate this to include direct connection to suppliers as well? CITY RESPONSE: Not a primary focus at this point. The City expects that in Phase II there are some components that would go hand in hand with that. The City could possibly expect this functionality in Phase II. QUESTION: Is the suggested sequence of module implementations for Phase II being requested up front before Phase I implementation? CITY RESPONSE: Not necessary up front. The City's goal is to establish partnership with the selected vendor in Phase I that would result in working together to identify the Phase II sequence. QUESTION: Is the City using any of Oracle's business intelligence tools or looking into business intelligence for Phase II? Page 4 11/30/2009 10-003 PeopleSoft Upgrade Services Pre -Proposal Conference Call Summary of Questions & Comments CITY RESPONSE: Yes, the City is looking at the functionality of business intelligence tools. Although we are licensed for it, we are not currently using them. QUESTION: Will the City entertain "train the trainer" or will you expect the consultant to do all training? CITY RESPONSE: Yes. We will incorporate train the trainer in some instances. That will evolve out of partnership developed with the vendor and what works best. We realize that will be some training that we need to do from a higher level to users in partnership. QUESTION: Will on-site support from the vendor for post implementation be capped to a period of time or is it open ended? Is there an exit measurement that needs to be met? CITY RESPONSE: Post support refers to after system acceptance of upgrade. User training is outlined in RFP section 10.1.12. QUESTION: Have requirements been defined for data archiving effort? If so, can you provide data elements and timeframe to be archived? CITY RESPONSE: No, the requirements have not been defined. Our data base is at 25GB. We have not implemented any archiving but request the vendor to propose recommendations and procedures to archive data. QUESTION: What level of process and/or user documentation does the City currently have in place that will serve as a baseline? CITY RESPONSE: The City has a limited user base as well as limited documentation. Processes will need to be identified and documented before we introduce the upgrade to our organization. QUESTION: Has the City modified its chart of accounts? CITY RESPONSE: No; not that we won't. The City uses standard chart fields. Page 5 11/30/2009 10-003 PeopleSoft Upgrade Services Pre -Proposal Conference Call Summary of Questions & Comments QUESTION: Does the respondent have the choice of responding to the basic requirements of the RFP as well as adding anything else that they feel that would be of value to the City as it relates to this RFP? CITY RESPONSE: Yes, the City will consider any alternatives or options that are proposed. QUESTION: Is the City asking for both Phase I and II proposed project schedules at this point? CITY RESPONSE: Primary focus is Phase I. If you are able to submit anything that addresses Phase II we would consider it but we realize that Phase II schedules are going to be driven by Phase I, funding, etc. QUESTION: Does the City have VPN access into environment? CITY RESPONSE: Yes. QUESTION: Does the City want pricing for Phase II when we aren't exactly sure of the requirements at this time? CITY RESPONSE: The City requests pricing on the implementation of modules listed in the RFP realizing that the sequence of implementation may change and that there are variables that could come into play. We would like pricing for Phase II included. OUESTION: Should we assume that Hyperion will be used for Budget or BI warehouse or both? CITY RESPONSE: Hyperion will be used for Budget. QUESTION: Does the City perform manual testing or are tools used? CITY RESPONSE: The city utilizes manual testing. QUESTION: What interfaces are currently being used? Page 6 11/30/2009 10-003 PeopleSoft Upgrade Services Pre -Proposal Conference Call Summary of Questions & Comments CITY RESPONSE: External Flat File function is used to interface with Incode for Utility Billing and Municipal Court and Highline for payroll. The Spreadsheet Import function is used to interface Procurement Card journal to General Ledger. QUESTION: What type of programs are they? CITY RESPONSE: File imports. QUESTION: Are all interfaces the same type or are they different? CITY RESPONSE: One is an Excel and the others are ASCII file format. QUESTION: Are you going to use a Portal line in Phase II imports? CITY RESPONSE: Decision has not been made at this point. QUESTION: Does the City plan to implement the PeopleSoft Portal? CITY RESPONSE: We currently have the enterprise Portal version 8.8. QUESTION: Does the City plan to update the current Portal to 9.0? CITY RESPONSE: Yes QUESTION: What kind of Legacy systems does the City currently use? CITY RESPONSE: None at this point. QUESTION: How many years and volume of data needs to be transferred? Page 7 11/30/2009 10-003 PeopleSoft Upgrade Services Pre -Proposal Conference Call Summary of Questions & Comments CITY RESPONSE: The City has been with PeopleSoft for 11 years and has never purged any data. Our database contains 25GB of data. QUESTION: How many DBAs does the City currently have? CITY RESPONSE: The City has one DBA with PeopleSoft experience dedicated to this project. QUESTION: Should respondents propose how much DBA support and administrative assistance we would supply for project? CITY RESPONSE: We would ask that you propose what you think your firm would do and the commitment you need from us. QUESTION: Please clarify the upgrade of the Enterprise Portal 8.8 to 9 or 9.1. Is this part of the Phase I or Phase II upgrade? CITY RESPONSE: Not included in either. We will do in-house. QUESTION: What payment methods are currently used in the City's Accounts Payable department to submit payment to a supplier or vendor? CITY RESPONSE: Checks and Wire Transfers. QUESTION: Does the City use 3rd party check printing software? CITY RESPONSE: No. QUESTION: Does the City use 3rd party paper stock? CITY RESPONSE: Yes. Page 8 11/30/2009 10-003 PeopleSoft Upgrade Services Pre -Proposal Conference Call Summary of Questions & Comments QUESTION: Are Wire Transfers performed directly from AP or is a 3rd party application used? CITY RESPONSE: The City uses a 3rd party application. QUESTION: What application of Hyperion is the City looking at implementing? CITY RESPONSE: The City would like to implement the Planning and Budget module. QUESTION: Support and test - is the city willing to execute testing or onsite or remote assistance? CITY RESPONSE: Vendor to propose as much testing as they can take on with our staff doing acceptance testing. QUESTION: Does the City currently use software to capture or process testing results? CITY RESPONSE: No. QUESTION: Is the City open to using software to capture or process testing results? CITY RESPONSE: Yes QUESTION: What is the City asking for in Phase II for Oracle UPK? CITY RESPONSE: The City is looking for a recommendation from the vendor for implementing the UPK to help provide additional user documentation and training and ongoing training. QUESTION: Will the City use UPK for every module? CITY RESPONSE: Yes for the 4 modules. QUESTION: 6.3.1 addresses existing customizations. Please clarify. Page 9 11/30/2009 10-003 PeopleSoft Upgrade Services Pre -Proposal Conference Call Summary of Questions & Comments CITY RESPONSE: Reports only. QUESTION: Is the existing data outlined in Section 1.4.8 outside of normal upgrade that we would be performing? CITY RESPONSE: Any data conversion required from 8.4 to 9.0. QUESTION: Is the City running the scripts or is the vendor? CITY RESPONSE: The vendor. QUESTION: What would the vendor be assisting with in Section 1.4.8? CITY RESPONSE: Any additional data conversions required in upgrade that the City was not previously aware of. QUESTION: What participation do you expect to have with PeopleSoft proper during upgrade? Do you envision that the vendor would have access to your rep? What is the City's expectation of PeopleSoft's participation? CITY RESPONSE: The expectation is that any problems would be filed through the City's account. If we run into issues on the final upgrade prior to going live they will be submitted as a critical issue. The City will not have a PeopleSoft rep on-site. QUESTION: Will it be the City's communication with PeopleSoft, especially in Phase II, that will determine the go or no go regarding the version? CITY RESPONSE: No. It will be an internal decision. QUESTION: When will the City address the submitted questions? CITY RESPONSE: December 9th Page 10 11/30/2009 10-003 PeopleSoft Upgrade Services Pre -Proposal Conference Call Summary of Questions & Comments PARTICIPATING FIRMS: 4Consulting Cephei Technology Group Chivas Engineering & Consulting Empower Solutions EMS Consulting eVerge Group Exxova Fujitsu America HyperGen Interfusion Solutions iuXta America MAXIMUS Mo'mix Solutions Neos Consulting ObjectWin Plante & Moran PMCS Services Sierra Systems Satyam Government Solutions Stark Holdings Summit Technology Synch -Solutions System Efficiency Varsun eTechnologies Page 11 11/30/2009 12/8/2009 10-003 PeopleSoft Upgrade Services City Response to Submitted Questions NOTE: The Scope of Work for this project identifies upgrading the City's existing 8.4 environment to PeopleSoft 9.0 and implementation of the eProcurement module as the Phase I approach. We are aware that version 9.1 has been released by PeopleSoft and are considering a direct upgrade, but no decision has been made at this time. Interested firms are welcome to include upgrading from 8.4 to 9.1 as a Phase I option in their proposal. 1. Section I1.I.3 references experience with Oracle Government Financials, which is a product we are not familiar with, and is not referenced as one of the PeopleSoft modules included in either Phase I or II. Is the experience with OGF required for this project? CITY RESPONSE: The product module we currently have is PeopleSoft Financials. The inclusion of Oracle in terminology was in reference to the buyout; if you have experience with PeopleSoft Financials 8.4 you meet the criteria. 2. Current Solution Architecture — diagram: Provide if available. (It can be a very simple diagram showing inputs, outputs and the relation with other applications. Please mention names of other applications interacting with PeopleSoft application.) CITY RESPONSE: No we do not have an I/O diagram. Our implementation is a vanilla implementation. There are no customizations other than relaying out the screen or order of fields. We have not created any custom menus, added any custom tables or modified any existing tables. 3. Customizations: What are present customizations; a brief description of the same would help us in effort and cost estimations and allocating resources with appropriate skill set CITY RESPONSE: None 4. Customizations: No of Reports and types CITY RESPONSE: Please see Question #155. 5. Customizations: Workflows CITY RESPONSE: None 6. Customizations: Alerts Page 1 of 30 12/8/2009 CITY RESPONSE: None 7. Customizations: Customizations to standard functionality CITY RESPONSE: The only changes have been in the screen navigation. We have re -ordered fields so that the user does not need to scroll across the screen to enter data. We have not added or changed any fields or added or changed any menus or added or modified any tables. 8. Customizations: Forms CITY RESPONSE: There are no new forms. We have relayed out fields to facilitate data entry in purchasing and A/P but that is the limit of any changes 9. Customizations: Any custom bolt on (Custom Module) CITY RESPONSE: None 10. Customizations: Any other customizations CITY RESPONSE: We have a custom view that our document management system (Liberty IMS) utilizes an ODBC connection to retrieve the voucher id (unique key) in order to index the remaining fields within our document management system. This allows staff to search on multiple fields (voucher id, vendor number, vendor name, accounting date, check number and payment date) within our document management system. 11. Unicode/Languages: Is the current installation Unicode compliant? CITY RESPONSE: No, it is non-Unicode in English only. 12. Unicode/Languages: Are any languages (other than English) being used in the system? CITY RESPONSE: No 13. Data conversion: Please provide details — legacy system to PS and in what for data exist in Legacy system. Page 2 of 30 12/8/2009 CITY RESPONSE: All data is currently in PeopleSoft FSCM 8.4 14. Data conversion: How many years' data needs to be transferred to People Soft and what is volume of it? CITY RESPONSE: We have 10 years of data in our existing database. The database is approximately 25GB. Prior to the upgrade we would like to work with the selected vendor to identify any opportunities that we may have to archive data using PeopleSoft Archive functionality into archive tables. The number of years of data that we convert will need to be determined at the time of upgrade. 15. No. of Instances: Please provide us details as regards to number of, instances — production, development, reporting etc, CITY RESPONSE: There are 3 instances that we maintain. Production, Demo and Test. If we choose to do any development we would then create a separate database or we would snapshot the Test environment in VMWare. 16. Standby Database: Where is your standby database located? CITY RESPONSE: There is no standby database. Open to vendor recommendation. 17. Standby Database will not be upgraded separately. Please confirm our understanding. CITY RESPONSE: Please see Question #16. 18. DBA availability: Can City's PS DBA(s) be actively involved in the upgrade activity if required? CITY RESPONSE: Yes. The time commitment expectation will need to be included in the proposal. 19. Documentation: If implementation, customization documents for current version available? Once awarded the project will they be made available to us? CITY RESPONSE: Yes 20. Application Security features: What are security features used? If any enhancement is expected? Page 3 of 30 12/8/2009 CITY RESPONSE: We are using PeopleSoft's security functionality. There has been some discussion re: incorporating LDAP (Lightweight Directory Access Protocol) but no decision has been made. 21. Vendor support: Does City have support contract with People soft suppliers? CITY RESPONSE: No 22. Software/database Licenses: Does City hold license for new modules and database that are to be implemented? If not, should vendor provide costing for the same? CITY RESPONSE: City does not currently hold license for new modules and database. We would prefer provision of cost information in proposal. 23. General: Data conversion: can we propose offshore onsite model? CITY RESPONSE: City will consider all relevant proposal options in determining the best solution to meet our needs. 24. General: What is pricing model — fixed bid or T&M CITY RESPONSE: The City is seeking fixed pricing for the upgrade services. Please refer to PART I, page 4 of 14; Item 14. COST PROPOSAL. 25. General: Would you be awarding contract for database upgrade and application upgrade to same vendor or different vendors? CITY RESPONSE: The City reserves the right to select a single vendor or combination of vendors that best meet our need. We are open to either possibility pending receipt and evaluation of proposals. 26. General: When second Phase is expected to start and end? CITY RESPONSE: Unable to specify at this time. A decision on the City's desired timeline for Phase II as identified in the specification will be developed through internal discussion and recommendation of selected vendor. 27. General: Are we supposed to provide implementation module wise for all modules indicated in second phase? Page 4 of 30 12/8/2009 CITY RESPONSE: The City requests pricing on the implementation of modules listed in the RFP realizing that the sequence of implementation may change and that there are variables that could come into play. We would like pricing for Phase II included in all proposals for this project. 28. General: How stable is the current PeopleSoft Finance system? What is the volume of the issues faced on a monthly basis? CITY RESPONSE: It is stable, there are very few issues that come up in a week. Typically I get <10 calls per week of which <5 become an issue that is entered into our tracking system. Of all the issues per month there is no more than 1-2 that get escalated to Oracle/PeopleSoft. 29. Organization Structure: What is Present Organization Structure? Please provide brief write up CITY RESPONSE: The City's main operations are conducted through the General, Utility, Hotel and debt service funds. The City utilizes 1 Business Unit, with about 47 active funds made up of 62 divisions. The General Fund has 18 departments made up of 41 divisions. The Utility fund has 9 departments made up of 10 divisions. The Hotel fund has 5 divisions. The City has approximately 9 Enterprise funds, 13 Capital Project funds, 4 Debt Service funds, 13 Special Revenue funds, an internal service fund and a couple of other miscellaneous funds. 30. Organization Structure: No. of Legal Entities/Operating units/regions/departments etc CITY RESPONSE: Please see Question #29. 31. Organization Structure: Locations (operations)/ Details of the Profit centers and Cost Centers CITY RESPONSE: Please see Question #29. 32. e -Procurement: What is current Procurement System? CITY RESPONSE: The current Procurement System in the City consists of a user group including employees outside of the Finance Department submitting paper requisitions to Finance/Purchasing resulting in the issuance of a paper Purchase Order. Page 5 of 30 12/8/2009 33. e -Procurement: Inventory Policies- Stock norms, Accuracy plans, ABC classifications CITY RESPONSE: We do not maintain data or track these components of procuring goods or services through PeopleSoft. 34. e -Procurement: Inventory Management Methodology being currently followed CITY RESPONSE: We do currently utilize inventory management methods in PeopleSoft 8.4. 35. e -Procurement: Existing Item Master along with the Item codification mechanism (availability of BIN cards etc). CITY RESPONSE: Not applicable to this project for the City of Round Rock. 36. e -Procurement: Are Items being categorized on the basis of certain common characteristics? If yes, then elaborate CITY RESPONSE: The City uses application of the 5 digit Commodity Code provided by the National Institute of Governmental Purchasing for all goods and services. 37. e -Procurement: Explain the Material Flow vis-a-vis: Receipt and inspection of goods; Issue of items/materials; Issue for internal consumption; CITY RESPONSE: User departments are responsible for receipt, inspection, and acceptance of all materials ordered via Purchase Order. We do not maintain data or track these materials through PeopleSoft after issuance of Purchase Order. 38. e -Procurement: Explain the method for tracking the items/materials. CITY RESPONSE: Please see Question # 37. 39. e -Procurement: Is Bar coding being used to track the items? If yes, then provide details. CITY RESPONSE: Please see Question #37. 40. e -Procurement: Hardware and Software being used for Bar Coding; Page 6 of 30 12/8/2009 CITY RESPONSE: Please see Question #37. 41. e -Procurement: Explain the method by which items/materials are being tracked e.g. Lot Control, Expiration date control etc. CITY RESPONSE: Please see Question #37. 42. e -Procurement: What is the Material Accounting Structure followed and how the cost is being tracked Cost Structure Valuation Structure CITY RESPONSE: Please see Question #37. 43. e -Procurement: What is the Material Planning method being followed (Re -Order Level/Min-Max Planning/EOQ etc.) CITY RESPONSE: Please see Question #37. 44. e -Procurement: How the Inventory in the warehouses/other storage locations being tracked and maintained? CITY RESPONSE: Please see Question #37. 45. e -Procurement: Structure of the Procurement/commercial division with roles and responsibilities CITY RESPONSE: The Purchasing Department consists of 3 separate work groups relative to City business demands. The Purchasing group is responsible for review of all department requisitions, assistance with obtaining quotes and/or bids, verification of budgetary compliance, and issuance of Purchase Order. Additionally, this group handles all formal solicitations for the department. The Program group administers services, equipment, and invoicing for specific program activities such as the Procurement card, Travel, Fleet fuel services, Wireless Communications, uniforms, and other programs as assigned. The Contract group serves as a liaison between user departments and our 3rd party legal firm to initiate, track and secure contractual agreements with vendors. 46. e -Procurement: Channels of Procurement i.e. through the web, conventional channel etc Describe Page 7 of 30 12/8/2009 CITY RESPONSE: Current Procurement channels would be considered conventional. Purchase Orders are generated by user requisition and supplied to departments in paper format for issuance. Additionally, City users also have the functionality of procuring items below a monetary threshold via credit card transaction outside of the PO process. 47. e -Procurement: Component of import purchases and details of procedure for imports CITY RESPONSE: Not applicable to the services requested for this project. 48. e -Procurement: Procurement Process Flow from initiating a Requisition to raising of Purchase Orders and finally to the Receipt of Goods) for different types of Purchase Orders (standard Purchase Orders, Contract Purchase Orders, Release against agreements etc.) CITY RESPONSE: Departmental user identifies need and prepares purchase requisition (paper); departmental approver signs/approves the requisition; paper requisition is submitted to Purchasing for processing; requisition is entered into PeopleSoft for PO creation; Purchasing staff reviews submitted requisition for policy and legal compliance; Purchasing staff budget checks procurement, encumbers funds, and dispatches PO; PO is reviewed by Purchasing staff and final signature authority is executed; PO (paper) is returned to department for issuance to vendor; original requisition and documentation is forwarded to Accounts Payable for verification of receipt and payment of invoice(s). Departments are responsible for receipt of goods, verification of matching to PO, and contact of Accounts Payable with approval to pay invoices against the PO. The process is the same for all procurements. 49. e -Procurement: Procurement Approval Mechanism for each type and category of procurement CITY RESPONSE: Please see Question #48. 50. e -Procurement: Request for Quotation, Quotation Analysis and Price negotiation process CITY RESPONSE: Not applicable to the services requested for this project. 51. e -Procurement: Availability of approved vendor list and criterion of the same CITY RESPONSE: Please see Question #60 below. Page 8 of 30 12/8/2009 52. e -Procurement: Principal Suppliers and the types of Purchase Agreement with them. Highlight any specific aspects and peculiarity vis-a-vis the agreements CITY RESPONSE: Not applicable to the services requested for this project. 53. e -Procurement: Explain the various steps involved in the receipt of Goods process CITY RESPONSE: Please see Question #48. 54. e -Procurement: Highlight the various costs that are included as total cost of purchases (e.g. inward cost, freight cost, other incidental costs etc.) CITY RESPONSE: Not applicable to the services requested for this project. 55. e -Procurement: Various currencies used while raising POs. CITY RESPONSE: Not applicable to the services requested for this project. 56. e -Procurement: Treatment of foreign exchange fluctuation on imports in the books of account CITY RESPONSE: Not applicable to the services requested for this project. 57. e -Procurement: Volumes of Transactions (Number of Requisitions, Request for Quotation, Quotations, Agreements, Purchase Orders, Receipts against Purchase Orders) CITY RESPONSE: In 2008-2009 fiscal year: 1,967 POs were generated against same number of requisitions from 26 user departments. 58. e -Procurement: What is the average lead-time required for completing the Purchasing process for various types of Items or category of Items CITY RESPONSE: Not applicable to the services requested for this project. 59. e -Procurement: List the various credit terms being used and do highlight if any specific credit term is being exclusively being used for certain supplier or supplier types CITY RESPONSE: Not applicable to the services requested for this project. Page 9 of 30 12/8/2009 60. Vendor Management: What is the size of Vendor Master, how are the vendors categorized and what is the vendor numbering system being used at present? CITY RESPONSE: Vendor Master currently contains 19,175 active and 5,624 inactive vendors. The vendors are categorized by Active and Inactive. The current numbering system is a 10 digit format. 61. Vendor Management: Elaborate on Vendor Development and Vendor rating. CITY RESPONSE: Not applicable to the services requested for this project. 62. General Ledger: Elaborate the broad accounting policies CITY RESPONSE: Please see the Budget Message in the City's 2008-2009 Annual Operating Budget on the Finance Administration page of the City's website www.roundrocktexas.gov 63. General Ledger: Describe the Existing Chart of Accounts structure CITY RESPONSE: The City utilizes the accounting string of Account -Fund Code-Deptid for most budgets. The City also utilizes the Project ID for capital project budgets and Program code in a limited capacity. 64. General Ledger: Structure of the Accounts/Finance Department along with Roles & Responsibilities CITY RESPONSE: The City has several different roles within the system depending on position. There are approximately 9 people with varying degrees of security within the Purchasing module. There are 5-7 people with Accounts Payable roles, about 6-8 with Budget roles, 4 with Asset Management roles, and about 15 with General Ledger roles. 65. General Ledger: Financial reporting structure of the Organization CITY RESPONSE: Fund Department Division Category Account 66. General Ledger: Accounting year and periods within that accounting year Page 10 of 30 12/8/2009 CITY RESPONSE: Fiscal Year Oct 1 -Sept 30. Utilize 12 monthly periods and adjustment period 998. 67. General Ledger: Significant expense heads. Highlight the mechanism by which it is being controlled CITY RESPONSE: Operating budgets use ORG & ORG 2 ledgers. ORG2 are line item account budgets that roll up to a category total. ORG budgets are the rollup category accounts. Most departments budget check at the ORG level, however, some budget check at the ORG2 level. 68. General Ledger: Consolidation Process (Explain how the consolidation takes place at the Unit level, Group level etc.) CITY RESPONSE: Please see Question #65. 69. General Ledger: Explain the budgeting and budgetary control process for both Revenue and Capital expenditure. CITY RESPONSE: Utilize Revest ledger to track revenue budgets; utilize Funding Source, Master, Project, and Segment ledgers to control Capital Project budgets; utilize ORG and ORG2 ledgers as stated in #67 above. 70. Payables: Invoice processing (Highlight specific Invoice Processing process for certain types of suppliers and purchase orders) CITY RESPONSE: Invoices are received in Accounts Payable. If the approval to pay is not already received, we request approval from the specific department. Once approved by the department, a finance approver reviews and we enter a voucher for the invoice. 71. Payables: Payment Processing (Highlight the basis on which the invoices to be paid are selected. Is any payment being processed in a batch form? If yes, what are the parameters for selecting the invoices for payment)? What are the different types of payment instruments being used e.g. Cheque, EFT, Wire Transfer etc.)? CITY RESPONSE: Invoices are selected for payment based on the invoice date. Vendors are set up as 30 day pay; therefore, invoices are paid 30 days later. Types of payment are checks and wires. Page 11 of 30 12/8/2009 72. Payables: Explain the manner in which Imprest Cash transactions are reflected in the system CITY RESPONSE: These transactions are handled through the GL transactions. 73. Payables: List the authority matrix for voucher approvals and payment CITY RESPONSE: Invoices are approved by department, then by the finance approver prior to vouchering and paying. 74. Payables: Elaborate the manner in which the Employee Expense Reports are being processed and accounted for (e.g. Travel expense statement etc.). Does the employee submit the reports manually or is it done automatically using a web -enabled system CITY RESPONSE: Employees submit a travel advance request form to receive an advance per diem check; upon return they submit a final travel reconciliation form with any additional reimbursements. This is a manual process, not web -enabled. 75. Payables: Explain the way in which the outstanding payable balances are monitored and analyzed. CITY RESPONSE: We utilize a manual monitoring process to track outstanding invoices, although we do not have very many outstanding payables. 76. Payables: Explain the procedure adopted for accruing operational expenses, where Invoices are not received, at period end. CITY RESPONSE: We identify any recurring expenses not received. We then journal the entry to the accrual account. 77. Payables: Explain the process for capturing information for IATA forms CITY RESPONSE: Our current processes do not require the use of IATA forms. 78. Payables: Explain the process for capturing information for ICH settlements CITY RESPONSE: Our current process does not require ICH settlements. Page 12 of 30 12/8/2009 79. Assets: Description of Fixed Assets and process of capitalization (including budgeting, requisition, approvals etc) CITY RESPONSE: Capitalize items over $5,000 by manual entry. Capital items can be from operations, capital projects or donations. 80. Assets: Accounting for fixed assets and method of depreciation used CITY RESPONSE: Depreciation method is Half-year, straightline. 81. Assets: Current year revaluation of fixed assets if any CITY RESPONSE: N/A 82. Assets: Details of imported capital items and accounting for foreign exchange fluctuation on restatement of liability for capital goods at balance sheet date. CITY RESPONSE: No foreign exchange. 83. Reports: List the various statutory reporting requirements CITY RESPONSE: CAFR — Comprehensive Annual Financial Report (GASB & GAAP requirements); OMB -A133 Single Audit Report; Annual Operating & Strategic Budgets. 84. Reports: List all the MIS & Analytical reports being generated at the Group level, Business unit level and for the various functions as identified above. In addition, highlight the expectations from the new system in order to meet certain reporting and analytical requirements not being met by the existing system but are desirable. CITY RESPONSE: Weekly and Monthly nVision reports run by department and posted to City's intranet through Portal. Monthly Revenue reports run by department and posted to City's intranet through Portal. Need to be able to budget and report more programmatically in the future system rather than just by department. 85. Reports: Currently is there any data warehouse in place to meet reporting requirements? If yes please give more details. CITY RESPONSE: No data warehouse. Page 13 of 30 12/8/2009 86. Is Access via VPN/Remote desktop for remote access available? CITY RESPONSE: Yes 87. What is the estimated Award and start dates for this project? CITY RESPONSE: The City has a "Go live" date of September 8, 2010. Our desired goal is to have a contract negotiated and presented to our City Council for formal approval by late January. 88. Are there existing Business Process Test Scripts available? CITY RESPONSE: No 89. What functions within Hyperion does the City expect to use? CITY RESPONSE: Hyperion will be used for Budget. 90. Section 1.4.7: What is the size of current production database? CITY RESPONSE: 21GB 91. Section 1.4.8: Is there custom data that needs to be converted? CITY RESPONSE: No 92. What is the expected start date for Phase II Upgrade? CITY RESPONSE: Please see Question #26. 93. If Phase I core modules are upgraded to 9.0 does the City understand that they will also need to be upgraded in Phase II in order to implement the 9.1 modules identified in Phase II? CITY RESPONSE: The City is aware of the need to upgrade core modules in 9.0 and again in 9.1. Decision will be based on proposed solution and recommendation of selected vendor. Page 14 of 30 12/8/2009 94. Hardware sizing is typically determined by the number of concurrent users and number of environments. What is the number of concurrent users and number of concurrent environments estimated for the upgraded system? CITY RESPONSE: Current estimate provides for approximately 200 system users within 26 departmental environments; estimate of concurrent users is not expected to exceed 100 employees. 95. Section 6.3.1: Is there any information related to the existing modification? For example: total customized objects. Online (pages/app engine/CI etc), Reports (SQR, crystal). CITY RESPONSE: Please see Question #155. 96. Section 10.2.14: Are the interfaces noted in this section the total number of interfaces for the application? CITY RESPONSE: Yes 97. Does the FSCM application integrate with any other application? (HRM) CITY RESPONSE: No 98. Section 4.2.3: Will the database upgrade and PeopleTools be part of the project or will they be complete prior? CITY RESPONSE: They will be completed at the same time as part of the project. FSCM 8.4 does not run on PT8.5 nor is it approved to run on Oracle 10g. 99. Is there any documentation available for the existing customizations, interfaces and reports? CITY RESPONSE: Yes 100. Does the City currently use the Oracle User Productivity Kit? If so what version? CITY RESPONSE: No 101. Section 3.1.5: Enterprise Portal has already been upgraded to 9.0? Page 15 of 30 12/8/2009 CITY RESPONSE: No, it is currently on version 8.8. The City will be responsible for the Portal upgrade. 102. Are there existing standards used by the client for following : Development standards/template for preparing documents(e.g, functional doc template, technical doc template, test plan template etc.) CITY RESPONSE: No 103. Is there any issues with the existing system? e.g hardware, software, space issue or slowdowns etc. CITY RESPONSE: No 104. Is there any documentation available from the last upgrade. CITY RESPONSE: Yes but it will not be applicable since that upgrade was from 7.5 to 8.4 105. Any issues or "things to learn" from the last upgrade. CITY RESPONSE: Yes. Conversion to Ledger KK & Commitment Control. 106. Does the City plan on using the delivered PeopleSoft archiving process? CITY RESPONSE: Yes 107. Upon selection, will there be an opportunity for chosen bidders to negotiate mutually agreeable terms and conditions with the County? If not, will all bidders be required to conform to identical terms and conditions? CITY RESPONSE: Please refer to PART I; page 5 of 14; Item 19. EVALUATION PROCESS; 19.2.2 and PART II; page 6 of 14; Item 1. AGREEMENT; 1.2 of the specification. 108. Vendor Hosts the hardware/software: Does City expect shared hosting or dedicated hosting model? CITY RESPONSE: The City will consider any alternatives or options that are proposed. Page 16 of 30 12/8/2009 109. Vendor Hosts the hardware/software: Please indicate if City will extend their WAN network to establish connectivity to Datacenter CITY RESPONSE: This will be a discussion item with selected vendor after award. 110. Vendor Hosts the hardware/software: What standard SLAs are used to monitor and manage the environment? CITY RESPONSE: This will be a discussion item with selected vendor after award. 111. Vendor Hosts the hardware/software: Please provide End users details, like no of users, location etc. CITY RESPONSE: Currently there are no more than 20 concurrent users. As we add more modules this will grow, but in the future it is not expected to exceed 100 concurrent users all located in Round Rock, Texas. 112. Vendor Hosts the hardware/software: Please provide the back-up/restore requirements CITY RESPONSE: We expect requirements to change pending solutions proposed in connection with the upgrade. The City will consider any alternatives or options that are proposed. 113. Vendor Hosts the hardware/software: What is the frequency and type (full, incremental) for backups? CITY RESPONSE: Please see Question # 112. 114. Vendor Hosts the hardware/software: Describe the secure media storage process including the use of external service provider storage and frequency of off-site storage? CITY RESPONSE: Please see Question # 112. 115. Vendor Hosts the hardware/software: Describe the City's Disaster Recovery strategy requirements? CITY RESPONSE: Please see Question # 112. Page 17 of 30 12/8/2009 116. City hosts the hardware/software: Will city procure and install hardware's? Does it also include installing Operating System.? CITY RESPONSE: Yes for both questions. 117. Will Commitment Control be utilized, and if so which modules will utilize it? CITY RESPONSE: Yes — Purchasing, Accounts Payable, General Ledger and E -Procurement. 118. Which modules will utilize data archiving? CITY RESPONSE: This will be a discussion item with selected vendor. Prior to the upgrade, we would like to work with the selected vendor to identify any opportunities that we may have to archive data using PeopleSoft Archive functionality into archive tables. 119. Will UPK be utilized for 9.0 upgrade work, and if so, will the focus be delta training or full module training for new hires? CITY RESPONSE: Full module training, especially in the area when we add new functionality and modules 120. What is the existing user community size for each module? CITY RESPONSE: AP: 5-6; GL: 15; Procurement: 7-8; AM: 3-4 121. Will any new group of the total 800+ employees be added as users with the upgrade? CITY RESPONSE: Yes 122. How many items are defined in the purchasing catalog and how many will be converted? CITY RESPONSE: The City does not currently utilize a purchasing catalog. 123. Will workflow be utilized and if so for which modules? CITY RESPONSE: Yes; decisions will be based on proposed solution, implementation and Best Practices identified by selected vendor. Page 18 of 30 12/8/2009 124. Will a change to the existing chart of accounts structure be implemented or significant changes to combination edits? CITY RESPONSE: Yes 125. How many trees are utilized and how many will be converted? CITY RESPONSE: Currently utilize approximately 10-15 trees to be converted. 126. Will any data cleanup be included as part of the upgrade? CITY RESPONSE: Yes; decision will be based on proposed solution and recommendation of selected vendor. 127. Any existing features not currently utilized known to be added in upgrade, such as bank recon, workflow, summary ledger, etc? CITY RESPONSE: Yes; please see Question #123. 128. Is the city using workflow currently? CITY RESPONSE: No 129. Will they be changing the set up for workflow in Phase I CITY RESPONSE: Please see Question #123. 130. Page 11 sec 8.1 — Is the vendor responsible for all training and documentation? CITY RESPONSE: Yes. We will incorporate train the trainer in some instances. That will evolve out of partnership developed with the vendor and what works best. We realize there will be some training that we need to do from a higher level to users in partnership. 131. Page 11 sec 8.1 — Are there existing training docs? CITY RESPONSE: Very limited (Assets). Page 19 of 30 12/8/2009 132. Section 9.1.1.2 — says 7 IT users need training in all functions of software. Can you clarify this? Is this just PeopleSoft or is Oracle Database, Unix included? CITY RESPONSE: PeopleSoft but not Unix. We run Oracle on Windows in a virtualized environment 133. Section 9.1.1.2 — Is this just on technical aspects, or functionality also? CITY RESPONSE: Yes to both. 134. Is the city personnel responsible for the hardware configurations and loading the oracle database? CITY RESPONSE: The City will be responsible for the hardware configurations and loading the Oracle database with consideration for vendor recommendations. The time commitment expectation will need to be included in the proposal. 135. What is the number of users for eProcurement? CITY RESPONSE: In current paper process, we have 65 departmental requestors, 113 departmental signers/approvers, and 4 Purchasing approvers (2 with final signature authority). 136. What is the timeline (expected start date & end date) for Phase II? CITY RESPONSE: Please see Question # 26. 137. Does City want vendor to only conduct fit gap Analysis & provide the recommendation for Phase II or complete implementation of Additional modules in Phase II also within the scope of this RFP? CITY RESPONSE: Based on scope of work identified we did include time for a Fit/Gap analysis. Based on our experience with PeopleSoft, we were hoping that the proposer would propose whatever would be required for us to meet our needs going forward. In assessing what we are looking for and in preparing your proposal, you are welcome to include any options for pricing components or alternate options. 138. Is City looking for Fixed bid or Time & material for Phase I & Phase II? CITY RESPONSE: Please see Question #24. Page 20 of 30 12/8/2009 139. Please provide number of interfaces, customizations & reports requirement for additional modules for phase II. CITY RESPONSE: Unknown at this time. Future decisions will be based on proposed solution, identified best practices, and recommendation of selected vendor. 140. In section 1.4.7 it has been mentioned that City wants to archive data prior to upgrade to reduce the size of the database. Please respond to following questions regarding this requirement 140.1. Does city has any performance issues which call for reduction of database size? CITY RESPONSE: Please see Question # 14. 140.2. Please provide list of transactions & volume of transactions which needs to be archived. CITY RESPONSE: Please see Question # 14. 140.3. Is archival of data from PeopleSoft standard tables or from Custom tables? CITY RESPONSE: Please see Question # 14. 140.4. What City wants to do with Archived data? Does City want to load the data in some other Instance? CITY RESPONSE: Please see Question # 14. 140.5. Does City want to use the Archived data in future for any reporting? CITY RESPONSE: Please see Question # 14. 140.6. Does City have any Archived Instance where City wants to load the archived Data? CITY RESPONSE: Please see Question # 14. 140.7. Does City want to archive data after upgrade (Data in PeopleSoft 9.0 format) or prior upgrade (Data in PeopleSoft 8.4 format)? Page 21 of 30 12/8/2009 CITY RESPONSE: Please see Question # 14. 140.8. Please provide more details about the scope of Archival of data? CITY RESPONSE: Please see Question # 14. 141. Does City want vendor to provide the response for Vendor hosted options with Costing? CITY RESPONSE: Yes 142. We understand that City will have license of Software even for vendor hosted option. Please confirm our understanding. CITY RESPONSE: Yes 143. Please provide following custom components number with complexity 143.1. Customizations of Standard PeopleSoft functionalities 143.2. App Engine Interfaces 143.3. SQR Interfaces 143.4. nVision reports 143.5. Crystal reports 143.6. Workflows CITY RESPONSE: There is no customization for .1, .2 and .6 above and limited modifications to .3-.5 Please see response to Question #155 below for numbers for .4, .5, and .6 above. 144. What is the user base for Phase II? CITY RESPONSE: Current estimate would provide for approximately 200 users; however, the City anticipates the user base could fluctuate substantially dependent on proposed solution, identified best practices, and recommendation of selected vendor. 145. City wants to upgrade the database also to Oracle lOg during Phase I. Please Confirm CITY RESPONSE: Yes 146. We understand that City wants to upgrade the People Tools to 8.5 during phase I? Please Confirm Page 22 of 30 12/8/2009 CITY RESPONSE: Yes 147. Per Section 8.3 of RFP City wants post implementation support. Please respond to following regarding this requirement 147.1. What is the duration of Post production support? CITY RESPONSE: Post support refers to after system acceptance of upgrade. User training is outlined in RFP section 10.1.12. 147.2. How many resources City is looking for or Vendor needs to propose number of resources for application support? CITY RESPONSE: The City has no expectations other than the expectation that the vendor will use whatever resources they need to get the job done. 148. Please respond to following for Section 9.0 "Training"- RFP is open for this and also have said to propose otherwise we will provide both options 148.1. Does City want Vendor to provide training to Key users and Key users will provide train all other users? CITY RESPONSE: Please see Question #130. 149. Per Section 10.1.7 "Process redesign" we understand that any Process redesign will be part of future phases not part of Phase I & Phase II. CITY RESPONSE: The City's goal is to establish partnership with the selected vendor in Phase I that would result in working together to identify the Phase II sequence. A key result of the established partnership would include identification of best practices, comparison with current processes, and recommendation of improvements or redesign where applicable. 150. It has been mentioned in Section 10.1.19 that all reports to be updated & modified. Please clarify as why modifications to all reports are required. Does City means modification to reports to ensure that they work in upgraded environment? CITY RESPONSE: Yes, updated and modified to work in upgraded environment. 151. Is September 8th 2010 go live for Phase I is fixed date or vendor can propose go live for phase I earlier than September 8th 2010? Page 23 of 30 12/8/2009 CITY RESPONSE: September 8, 2010 is the City's desired Go Live date. Interested firms are welcome to propose an earlier date for Phase I if they so choose. 152. We are going to provide the estimate for implementing all PeopleSoft modules given in RFP for Phase II. Please let us know if it is OK; otherwise, provide list of modules which we should consider for implementation estimate for Phase II. CITY RESPONSE: Please see Question #27. 153. Are you using delivered Chart Fields or have you modified them? CITY RESPONSE: Delivered Chartfields 154. What Chart Fields are you using? CITY RESPONSE: Account; Fund Code; Department (Deptid); Program Code; Project. 155. Would you please fill out the below Customization Matrix? Estimates only CUSTOMIZATION TYPE MESSAGES CUSTONI MODIFIED CLONED RECORDS FIELDS PAGES (PANELS) PEOPLECODE SQL OBJECTS SQR/SQC PurchaseOrder.sqr Yes APP ENGINE QUERIES PRIVATE 125-130 (MOST ARE COPIES OF PUBLIC QUERIES) PUBLIC 350-400 Yes CRYSTALS 75; AP Check Yes NVIsioN 285 Yes 156. Of the Above SQR's and Application Engines, how many are interfaces to external systems and can you please give a description of the interface? Page 24 of 30 12/8/2009 CITY RESPONSE: None 157. Consultant work remotely on the project? CITY RESPONSE: Yes 158. Consultant required to have a security clearance? CITY RESPONSE: No 159. Is the PeopleSoft Application Highly customized? CITY RESPONSE: No. Limited customizations 160. Will the project winner upgrade the database from oracle 9i to 10 G? CITY RESPONSE: Please see Question # 18. 161. Will the project winner designs the PeopleSoft Architecture? CITY RESPONSE: Decision will be based on proposed solution and recommendation of selected vendor. 162. Is this a fix bid project? CITY RESPONSE: Please see Question #24. 163. Who is doing the installation for FSCM demo? CITY RESPONSE: Decision will be based on proposed solution and recommendation of selected vendor. 164. Please list the number of custom reports and queries? CITY RESPONSE: Please see Question #155. Page 25 of 30 12/8/2009 165. What is the breakdown of public vs. private queries? CITY RESPONSE: Please see Question #155. 166. Will City be responsible for retrofit of queries or will that be partner responsibility? CITY RESPONSE: Per response to Question #150, vendor will be responsible for making sure queries are updated and working in upgraded environment. 167. You mention a number of inbound interfaces in the RFP, but are there any outbound interfaces? CITY RESPONSE: No 168. Are you looking for a fixed fee price or T&M estimate? CITY RESPONSE: Please see Question #24. 169. What was the duration and resources used on previous upgrade projects? CITY RESPONSE: Duration and resources have varied. Please see Attachment B of the RFP for current staffing resources for the City. 170. Metrics 170.1. Total Spend CITY RESPONSE: Fiscal Year 2010 budgeted expenditures $135,433,711 170.2. # of requisitions per month CITY RESPONSE: See Question #170.3; all requisitions are converted to Purchase Orders. 170.3. # of POs per month CITY RESPONSE: Fiscal Year 2009 = 1,967 POs issued 170.4. # of vouchers / payments per month Page 26 of 30 12/8/2009 CITY RESPONSE: Fiscal Year 2009 = 12,039 vouchers & 8,210 payments 170.5. # of Assets CITY RESPONSE: 13,007 Total 8,736 Active 4,271 Disposed 170.6. # of Journal entries per month CITY RESPONSE: Fiscal Year 2009 = 6,420 170.7. # of vendors CITY RESPONSE: Active = 19,175; Inactive = 5,624 171. Please advise on whether attending the Pre -Proposal conference call on 11/18 is a pre- requisite to responding to RFP 10-003 for PeopleSoft Upgrade Services. CITY RESPONSE: The Pre -Proposal Conference Call was not a mandatory event. We have provided a summary on the City website (www.roundrocktexas.gov/bids) of the Q&A content for the benefit of the firms that were unable to attend yet still wish to propose on the project. 172. Section 11.1.3 (Page 4) refers to experience with "Oracle Government Financials". Is this term being used to refer to PeopleSoft Enterprise Financials in the Public Sector? If not, can you please clarify the meaning of the term? CITY RESPONSE: Please see Question #1. 173. In the Conference Call Summary, the City requests that pricing is included for Phase II modules. Without the specific requirements, timeframes, or identification of exact modules to be implemented, it is very hard to provide price estimates for these modules. Any estimates would have limited accuracy and could vary widely based on findings during Phase I. Is it acceptable to not include pricing for these Phase II modules, and only include pricing for assessing these modules during Phase I? CITY RESPONSE: Please see Question #27. City will consider all relevant proposal options in determining the best solution to meet our needs. Page 27 of 30 12/8/2009 174. How much customization has been made to the current Production version? (% of the customizations with in the PeopleSoft FSCM8.4) Compare between FSCM8.4 production and FSCM8.4, If the % is high , can we be provided the number of customizations by object type? CITY RESPONSE: See Questions #143 & #155. 175. Will the project contractor designs the PeopleSoft Architecture CITY RESPONSE: Please see Question #161. 176. Number of named users in the database broken out by heavy users, occasional users and infrequent users? CITY RESPONSE: Please see Question #120. 177. Will the contractor system administrator of the upgrade project have full rights administration over the development and new production environments? CITY RESPONSE: Decision will be based on the proposed solution and recommendation of the selected vendor. 178. Will a Performance Bond be required? CITY RESPONSE: No 179. Does the contractor require US Citizenship? CITY RESPONSE: No 180. Does the contractor require security clearance? CITY RESPONSE: Please see Question # 158. 181. Can the contractor work remotely on the project? (VPN or other RSA access) CITY RESPONSE: Please see Question # 157. Page 28 of 30 12/8/2009 182. Will they have dedicated resources allocated to the effort and if so who, skill set and tenure w/ organization? CITY RESPONSE: Please see Attachment B to the specifications, City Staffing Matrix. 183. How many City of Round Rock resources will be allocated for User Acceptance Testing? CITY RESPONSE: Based on vendor proposals; please see Attachment B, City Staffing Matrix/ 184. When is the anticipated award date? CITY RESPONSE: Please see Question #87. 185. When is the anticipated Project start date? CITY RESPONSE: Please see Question #87. 186. Does the Go -Live date of September 8, 2010 have a fiscal significance? CITY RESPONSE: The City will begin the 2010-2011 fiscal year on October 1, 2010; our desire is to have implementation and testing completed and a fully functional system in place for the 2010-2011 fiscal year. 187. If September 8, 2010 is delayed, what is the next opportunity for the Go -Live date? October 8, 2010? CITY RESPONSE: Adherence to the Go Live target date is critical for the success of the upgrade; no alternate date has been considered. 188. What is the be clear criteria to go -live example 1% error failure during testing CITY RESPONSE: Depending on what specific core functionality is affected. 189. Will there be new requirements introduced with the upgrade? Or, will new requirements be on hold until the upgrade has been stabilized? CITY RESPONSE: The City expects new requirements with the upgrade. There is no desire to place those requirements on hold until post -upgrade. Page 29 of 30 12/8/2009 190. Does City of Round Rock have a formalized requirements process? If so, can the City of Round Rock share them? CITY RESPONSE: No 191. Is there Information Assurance group working on project to determine if security are do be install by contractor CITY RESPONSE: No 192. Is this contract a fix bid project? CITY RESPONSE: Please see Question #24. 193. Will the payments be tied to a milestone, such as a Monthly Status Report? The assumption is that the status report is on schedule according to the project plan. CITY RESPONSE: Payment terms will be negotiated with the selected vendor at the time of contract. 194. Will there be clear objective criteria established to define the completion of Phase I? CITY RESPONSE: Decision will be based on proposed solution. 195. If the project delays, for reasons outside the control of contractor, how does the City of Round Rock anticipate covering for the cost overruns of the contractor? CITY RESPONSE: Based on contract terms. Page 30 of 30 DATE: February 4, 2010 SUBJECT: City Council Meeting — February 11, 2010 ITEM: 8B1. Consider a resolution authorizing the Mayor to execute an Agreement for PeopleSoft Financials Upgrade Service with Empower Solutions, an Intelligroup Company. Department: Finance Staff Person: Cheryl Delaney, Finance Director Daniel Saucedo, Information Systems Manager Justification: The Plante and Moran IT Assessment and Business Process analysis identified the need to update our current financial system. Currently, the financial system is no longer supported on our current version of PeopleSoft. This upgrade will not only bring us up to date with the new version, it will also allow for improvements to our current business processes and gain efficiencies in new features offered in the software. For example, the e - procurement module will be utilized by multiple departments within the City to create on-line requisitions. On-line requisitions will reduce the amount of time to create and process procurement transactions. We will be upgrading the General Ledger; Asset Management; Procurement and Accounts Payable and implementing the e -Procurement module. Strategic Plan Relevance: Goal 8- Maintain and enhance public confidence, satisfaction and trust in City government Goal 13- Continue to enhance sound business and financial practices and tools Funding: Cost: Source: $333,350.00 General Self -Finance Construction Outside Resources: N/A Public Comment: N/A EXECUTED DOCUMENT FOLLOWS CITY OF ROUND ROCK AGREEMENT FOR CONSULTING SERVICES FOR PEOPLESOFT FINANCIALS UPGRADE FROM EMPOWER SOLUTIONS, AN INTELLIGROUP COMPANY THE STATE OF TEXAS CITY OF ROUND ROCK COUNTY OF WILLIAMSON COUNTY OF TRAVIS KNOW ALL BY THESE PRESENTS: THIS AGREEMENT for professional consulting services for PeopleSoft Financials Upgrade Services, and for related goods and services (the "Agreement") is made by and between the CITY OF ROUND ROCK, TEXAS, a home -rule municipality with offices located at 221 East Main Street, Round Rock, Texas 78664-5299 (the "City") and EMPOWER SOLUTIONS, AN INTELLIGROUP COMPANY, a wholly owned subsidiary of Intelligroup Inc., with Texas offices located at 5407 Maverick Point Lane, Katy, Texas 77494, and principal offices located at 5 Independence Way, Suite 220, Princeton, New Jersey 08540 (the "Consultant" or "Empower"). RECITALS: WHEREAS, City has determined that there is a need for the delineated services; and WHEREAS, City has issued its "Request for Proposals" for the provision of said services, and City has selected the proposal submitted by Consultant; and WHEREAS, City desires to contract for such professional services; and WHEREAS, the parties desire to enter into this Agreement to set forth in writing their respective rights, duties, and obligations hereunder; NOW, THEREFORE, WITNESSETH: That for and in consideration of the mutual promises contained herein and other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, it is mutually agreed between the parties as follows: 1.01 EFFECTIVE DATE, DURATION, AND TERM This Agreement shall be effective on the date it has been signed by each party hereto, and shall remain in full force and effect unless and until it expires by operation of the term stated herein, or until terminated or extended as provided herein. The initial term of this Agreement shall be until full and satisfactory completion of the work specified herein is achieved, but in no event later than one (1) year from the effective date 00182107/jkg K' 0- 02-11-') of this Agreement. After that initial term, this Agreement may be renewed for one (1) term of twelve (12) months, with such renewal to occur on or before the expiration date of the preceding term, and with such renewal being absolutely predicated upon the express written agreement of both parties. Such renewal is permitted only provided Consultant has performed each and every contractual obligation specified in this original Agreement. City reserves the right to review the Agreement at any time, and may elect to terminate this Agreement with or without cause or may elect to continue. 2.01 CONTRACT AMOUNT In consideration for the professional consulting services to be performed by Consultant, City agrees to pay Consultant a total sum not to exceed Three Hundred Thirty -Three Thousand Three Hundred Fifty and No/100 Dollars ($333,350.00), in payment for services and the Scope of Services deliverables as delineated herein and in attached exhibits. This amount does not include expenses which otherwise may be reimbursable under this Agreement. 3.01 SCOPE OF SERVICES For purposes of this Agreement, Consultant has issued its Scope of Services for the assignments delineated herein, and such Scope of Services is recited in Exhibit "A" attached hereto and incorporated herein by reference for all purposes. This Agreement shall evidence the entire understanding and agreement between the parties and shall supersede any prior proposals, correspondence or discussions. Consultant shall satisfactorily provide all services and deliverables described under the referenced Scope of Services within the contract term specified herein. Consultant's undertakings shall be limited to performing services for City and/or advising City concerning those matters on which Consultant has been specifically engaged. Consultant shall perform its services in accordance with this Agreement and in accordance with the referenced Scope of Services. Consultant shall perform its services in a professional and workmanlike manner. Consultant shall not undertake work that is beyond the Scope of Services set forth in Exhibit "A" and herein. However, either party may make written requests for changes to the Scope of Services. To be effective, a change to the Scope of Services must be negotiated and agreed to in all relevant details, and must be embodied in a valid Supplemental Agreement as described herein. 4.01 PAYMENT FOR SERVICES; REIMBURSABLE EXPENSES Payment for Services: In consideration for the consulting services to be performed by Consultant, City agrees to pay Consultant the following "Payment for Services:" Fees for the listed deliverables in the total amount of $333,350.00 shall be paid by City in the following manner: 2 Project Segment 1 Project Segment 2 Project Segment 3 Project Segment 4 Project Segment 5 Project Segment 6 Strategy Process Analysis Solution Development Testing Conversion and Transition Support 10% of total 25% of total 20% of total 15% of total 20% of total 10% of total The approximate loading of Consultant's professional time and costs by segment is as is delineated in exhibits attached hereto and incorporated herein by reference for all purposes. Payment for Reimbursable Expenses: No reimbursable expenses are authorized under this Agreement. Not -to -Exceed Total Payment for Services: Unless subsequently changed by Supplemental Agreement, Consultant's total compensation for consulting services hereunder shall not exceed $333,350.00. This amount represents the absolute limit of City's liability to Consultant hereunder unless same shall be changed by Supplemental Agreement, and City shall pay, strictly within the not -to -exceed sum recited herein, Consultant's professional fees for work done on behalf of City. Deductions: No deductions shall be made for Consultant's compensation on account of penalty, liquidated damages or other sums withheld from payments to Consultant. Additions: No additions shall be made to Consultant's compensation based upon project claims, whether paid by City or denied. 5.01 SUPPLEMENTAL AGREEMENT The terms of this Agreement may be modified by written Supplemental Agreement hereto, duly authorized by City Council or by the City Manager, if City determines that there has been a significant change in (1) the scope, complexity, or character of the services to be performed; or (2) the duration of the work. Any such Supplemental Agreement must be executed by both parties within the period specified as the term of this Agreement. Consultant shall not perform any work or incur any additional costs prior to the execution, by both parties, of such Supplemental Agreement. Consultant shall make no claim for extra work done or materials furnished unless and until there is full execution of any Supplemental Agreement, and City shall not be responsible for actions by Consultant nor for any costs incurred by Consultant relating to additional work not directly authorized by Supplemental Agreement. 6.01 INVOICE REQUIREMENTS; TERMS OF PAYMENT Invoices: To receive payment following delivery of all deliverables, Consultant shall prepare and submit detailed progress invoices to City, in accordance with the delineation contained herein, for services rendered. Such invoices for professional services shall track the referenced Scope of Services, and shall detail the services performed, along with documentation 3 for each service performed. Payment to Consultant shall be made on the basis of the invoices submitted by Consultant and approved by City. Such invoices shall conform to the schedule of services and costs in connection therewith. Should additional backup material be requested by City relative to service deliverables, Consultant shall comply promptly. In this regard, should City determine it necessary, Consultant shall make all records and books relating to this Agreement available to City for inspection and auditing purposes. Payment of Invoices: City reserves the right to correct any error that may be discovered in any invoice that may have been paid to Consultant and to adjust same to meet the requirements of this Agreement. Following approval of an invoice, City shall endeavor to pay Consultant promptly, but no later than the time period required under the Texas Prompt Payment Act described herein. Under no circumstances shall Consultant be entitled to receive interest on payments which are late because of a good faith dispute between Consultant and City or because of amounts which City has a right to withhold under this Agreement or state law. City shall be responsible for any sales, gross receipts or similar taxes applicable to the services, but not for taxes based upon Consultant's net income. 7.01 REQUIRED DRAFT REPORTS AND FINAL REPORT Consultant agrees to provide City with draft reports and a detailed final written report, together with all information gathered and materials developed during the course of the project. Additionally, Consultant agrees to provide any necessary oral presentations of such written reports, at City's designation and at no additional cost to City. Consultant agrees to provide City with additional bound copies of the final written report, if and as requested, with the right to make additional copies being at the sole election of City. All copies of the written final report will be to specifications as delineated by City, and Consultant shall also deliver reproducible CDs to City if City so elects, all at no additional cost to City. 8.01 LIMITATION TO SCOPE OF SERVICES Consultant and City agree that the scope of services to be performed is enumerated in Exhibit "A" and herein, and may not be changed without the express written agreement of the parties. Notwithstanding anything herein to the contrary, the parties agree that City retains absolute discretion and authority for all funding decisions, such to be based solely on criteria accepted by City which may be influenced by but not be dependent on Consultant's work. 9.01 NON -APPROPRIATION AND FISCAL FUNDING This Agreement is a commitment of City's current revenues only. It is understood and agreed that City shall have the right to terminate this Agreement at the end of any City fiscal year if the governing body of City does not appropriate funds sufficient to purchase the services as determined by City's budget for the fiscal year in question. City may effect such termination by giving Consultant a written notice of termination at the end of its then -current fiscal year. 4 10.01 PROMPT PAYMENT POLICY In accordance with Chapter 2251, V.T.C.A., Texas Government Code, any payment to be made by City to Consultant will be made within thirty (30) days of the date City receives goods under this Agreement, the date the performance of the services under this Agreement are completed, or the date City receives a correct invoice for the goods or services, whichever is later. Consultant may charge interest on an overdue payment at the "rate in effect" on September 1 of the fiscal year in which the payment becomes overdue, in accordance with V.T.C.A., Texas Government Code, Section 2251.025(b). This Prompt Payment Policy does not apply to payments made by City in the event: A. There is a bona fide dispute between City and Consultant, a contractor, subcontractor, or supplier about the goods delivered or the service performed that causes the payment to be late; or B. There is a bona fide dispute between Consultant and a subcontractor or between a subcontractor and its supplier about the goods delivered or the service performed that causes the payment to be late; or C. The terms of a federal contract, grant, regulation, or statute prevent City from making a timely payment with federal funds; or D. The invoice is not mailed to City in strict accordance with any instruction on the purchase order relating to the payment. 11.01 TERMINATION; DEFAULT Termination: It is agreed and understood by Consultant that City may terminate this Agreement for the convenience of City, upon fifteen (15) days' written notice to Consultant, with the understanding that immediately upon receipt of said notice all work being performed under this Agreement shall cease. Consultant shall invoice City for work satisfactorily completed and shall be compensated in accordance with the terms hereof for work accomplished prior to the receipt of said notice of termination. Consultant shall not be entitled to any lost or anticipated profits for work terminated under this Agreement. Unless otherwise specified in this Agreement, all data, information, and work product related to this project shall become the property of City upon termination of this Agreement, and shall be promptly delivered to City in a reasonably organized form without restriction on future use, subject to the conditions set forth herein. Should City subsequently contract with a new consultant for continuation of service on the project, Consultant shall cooperate in providing information. Termination of this Agreement shall extinguish all rights, duties, and obligations of City and the terminated party to fulfill contractual obligations. Termination under this section shall not relieve the terminated party of any obligations or liabilities which occurred prior to termination. Nothing contained in this section shall require City to pay for any work which it deems unsatisfactory or which is not performed in compliance with the terms of this Agreement. 5 Default: Either party may terminate this Agreement, in whole or in part, for default if the party provides the other party with written notice of such default and the other fails to satisfactorily cure such default within ten (10) business days of receipt of such notice (or a greater time if agreed upon between the parties). If default results in termination of this Agreement, then City shall give consideration to the actual costs incurred by Consultant in performing the work to the date of default. The cost of the work that is useable to City, the cost to City of employing another firm to complete the useable work, and other factors will affect the value to City of the work performed at the time of default. Neither party shall be entitled to any lost or anticipated profits for work terminated for default hereunder. The termination of this Agreement for default shall extinguish all rights, duties, and obligations of the terminating party and the terminated party to fulfill contractual obligations. Termination under this section shall not relieve the terminated party of any obligations or liabilities which occurred prior to termination. Nothing contained in this section shall require City to pay for any work which it deems unsatisfactory, or which is not performed in compliance with the terms of this Agreement. 12.01 INDEPENDENT CONTRACTOR STATUS Consultant is an independent contractor, and is not City's employee. Consultant's employees or subcontractors are not City's employees. This Agreement does not create a partnership, employer-employee, or joint venture relationship. No party has authority to enter into contracts as agent for the other party. Consultant and City agree to the following rights consistent with an independent contractor relationship: (1) Consultant has the right to perform services for others during the term hereof. (2) Consultant has the sole right to control and direct the means, manner and method by which it performs its services required by this Agreement. Consultant has the right to hire assistants as subcontractors, or to use employees to provide the services required by this Agreement. (4) Consultant or its employees or subcontractors shall perform services required hereunder, and City shall not hire, supervise, or pay assistants to help Consultant. Neither Consultant nor its employees or subcontractors shall receive training from City in skills necessary to perform services required by this Agreement. (6) City shall not require Consultant or its employees or subcontractors to devote full time to performing the services required by this Agreement. Neither Consultant nor its employees or subcontractors are eligible to participate in any employee pension, health, vacation pay, sick pay, or other fringe benefit plan of City. (3) (5) (7) 6 13.01 NON -SOLICITATION Except as may be otherwise agreed in writing, during the term of this Agreement and for twelve (12) months thereafter, neither City nor Consultant shall offer employment to or shall employ any person employed then or within the preceding twelve (12) months by the other or any affiliate of the other if such person was involved, directly or indirectly, in the performance of this Agreement. This provision shall not prohibit the hiring of any person who was solicited solely through a newspaper advertisement or other general solicitation. 14.01 CITY'S RESPONSIBILITIES Full information: City shall provide full information regarding project requirements. City shall have the responsibility of providing Consultant with such documentation and information as is reasonably required to enable Consultant to provide the services called for. City shall require its employees and any third parties who are otherwise assisting, advising or representing City to cooperate on a timely basis with Consultant in the provision of its services. Consultant may rely upon written information provided by City and its employees and agents as accurate and complete. Consultant may rely upon any written directives provided by City or its designated representative concerning provision of services as accurate and complete. Required materials: Consultant's performance requires receipt of all requested information reasonably necessary to provision of services. Consultant agrees, within ten (10) days of the effective date of this Agreement, to provide City with a comprehensive and detailed information request list, if any. 15.01 CONFIDENTIALITY; AND MATERIALS OWNERSHIP Any and all programs, data, or other materials furnished by City for use by Consultant in connection with services to be performed under this Agreement, and any and all data and information gathered by Consultant, shall be held in confidence by Consultant as set forth hereunder. Each party agrees to take reasonable measures to preserve the confidentiality of any proprietary or confidential information relative to this Agreement, and to not make any use thereof other than for the performance of this Agreement, provided that no claim may be made for any failure to protect information that occurs more than three (3) years after the end of this Agreement. The parties recognize and understand that City is subject to the Texas Public Information Act and its duties run in accordance therewith. All data relating specifically to City's business and any other information which reasonably should be understood to be confidential to City is confidential information of City. Consultant's proprietary software, tools, methodologies, techniques, ideas, discoveries, inventions, know-how, and any other information which reasonably should be understood to be confidential to Consultant is confidential information of Consultant. City's confidential information and Consultant's confidential information is collectively referred to as "Confidential Information." Each party shall use Confidential Information of the other party only in 7 furtherance of the purposes of this Agreement and shall not disclose such Confidential Information to any third party without the other party's prior written consent, which consent shall not be unreasonably withheld. Each party agrees to take reasonable measures to protect the confidentiality of the other party's Confidential Information and to advise their employees of the confidential nature of the Confidential Information and of the prohibitions herein. Notwithstanding anything to the contrary contained herein, neither party shall be obligated to treat as confidential any information disclosed by the other party (the "Disclosing Party") which: (1) is rightfully known to the recipient prior to its disclosure by the Disclosing Party; (2) is released by the Disclosing Party to any other person or entity (including governmental agencies) without restriction; (3) is independently developed by the recipient without any reliance on Confidential Information; or (4) is or later becomes publicly available without violation of this Agreement or may be lawfully obtained by a party from any non-party. Notwithstanding the foregoing, either party will be entitled to disclose Confidential Information of the other to a third party as may be required by law, statute, rule or regulation, including subpoena or other similar form of process, provided that (without breaching any legal or regulatory requirement) the party to whom the request is made provides the other with prompt written notice and allows the other party to seek a restraining order or other appropriate relief. Subject to Consultant's confidentiality obligations under this Agreement, nothing herein shall preclude or limit Consultant from providing similar services for other clients. Neither the City nor Consultant will be liable to the other for inadvertent or accidental disclosure of Confidential Information if the disclosure occurs notwithstanding the party's exercise of the same level of protection and care that such party customarily uses in safeguarding its own proprietary and confidential information. Notwithstanding anything to the contrary in this Agreement, City will own as its sole property all written materials created, developed, gathered, or originally prepared expressly for City and delivered to City under the terms of this Agreement (the "Deliverables"); and Consultant shall own any general skills, know-how, expertise, ideas, concepts, methods, techniques, processes, software, or other similar information which may have been discovered, created, developed or derived by Consultant either prior to or as a result of its provision of services under this Agreement (other than the Deliverables). Consultant's working papers and Consultant's Confidential Information (as described herein) shall belong exclusively to Consultant. City shall have a non-exclusive, non -transferable license to use Consultant's Confidential Information for City's own internal use and only for the purposes for which they are delivered to the extent that they form part of the Deliverables. 16.01 WARRANTIES Consultant represents that all services performed hereunder shall be performed consistent with generally prevailing professional or industry standards, and shall be performed in a professional and workmanlike manner. Consultant shall re -perform any work not in compliance with this representation. CONSULTANT DISCLAIMS ALL OTHER WARRANTIES EXPRESS OR IMPLIED INCLUDING BUT NOT LIMITED TO THE IMPLIED 8 WARRANTIES OF MERCHANTABILITY AND FITNESS FOR A PARTICULAR PURPOSE. 17.01 LIMITATION OF LIABILITY Should any of Consultant's services not conform to the requirements of City or of this Agreement, then and in that event City shall give written notification to Consultant; thereafter, (a) Consultant shall either promptly re -perform such services to City's satisfaction at no additional charge, or (b) if such deficient services cannot be cured within the cure period set forth herein, then this Agreement may be terminated for default. In no event will Consultant be liable for any loss, damage, cost or expense attributable to negligence, willful misconduct or misrepresentations by City, its directors, employees or agents. In no event shall Consultant be liable to City, by reason of any act or omission relating to the services provided under this Agreement (including the negligence of Consultant), whether a claim be in tort, contract or otherwise, (a) for any consequential, indirect, lost profit, punitive, special or similar damages relating to or arising from the services, or (b) in any event, in the aggregate, for any amount in excess of the total professional fees paid by City to Consultant under this Agreement, except to the extent determined to have resulted from Consultant's gross negligence, willful misconduct or fraudulent acts relating to the service provided hereunder. 18.01 INDEMNIFICATION Consultant and City (to the extent allowable by law to City) each agree to indemnify, defend and hold harmless the other from and against amounts payable under any judgment, verdict, court order or settlement for death or bodily injury or the damage to or loss or destruction of any real or tangible property to the extent arising out of the indemnitor's negligence in the performance of this Agreement. Consultant agrees to indemnify, defend and hold harmless City from and against any and all amounts payable under any judgment, verdict, court order or settlement for Third Party claims of infringement of any trade secrets, copyrights, trademarks or trade names alleged to have occurred and arising from the deliverables provided by Consultant to City in connection with the performance of this Agreement. Should City's use of such deliverables be determined to have infringed, Consultant may, at its option: (i) procure for City the right to continue using such deliverables provided or (ii) replace or modify them to make their use non -infringing while yielding substantially equivalent results. If neither of the above options is or would be available on a basis that is commercially reasonable, then Consultant may terminate this Agreement, City shall return such deliverables provided, and Consultant will refund to City the fees paid for the deliverables provided. This infringement indemnity does not cover claims arising from the combination of such deliverables with products or services not provided by Consultant; the modification of such deliverables by any person other than Consultant; deliverables complying with or based upon (1) designs provided by or at the direction of City or (2) specifications or other information provided by or at the direction of City; or use of systems, materials or work performed in a manner not permitted hereunder or by another obligation of City to Consultant. 9 The indemnities in this section are contingent upon: (1) the indemnified party promptly notifying the indemnifying party in writing of any claim which gives rise to a claim for indemnification hereunder; (2) the indemnifying party being allowed to participate in the defense and settlement of such claim; and (3) the indemnified party cooperating with all reasonable requests of the indemnifying party (at the indemnifying party's expense) in defending or settling a claim. The indemnified party shall have the right, at its option and expense, to participate in the defense of any suit or proceeding through counsel. 19.01 ASSIGNMENT AND DELEGATION The parties each hereby bind themselves, their successors, assigns and legal representatives to each other with respect to the terms of this Agreement. Neither party may assign any rights or delegate any duties under this Agreement without the other party's prior written approval, which approval shall not be unreasonably withheld. 20.01 LOCAL, STATE AND FEDERAL TAXES Consultant shall pay all income taxes, and FICA (Social Security and Medicare taxes) incurred while performing services under this Agreement. City will not do the following: (1) Withhold FICA from Consultant's payments or make FICA payments on its behalf; (2) Make state and/or federal unemployment compensation contributions on Consultant's behalf; or (3) Withhold state or federal income tax from any of Consultant's payments. If requested, City shall provide Consultant with a certificate from the Texas State Comptroller indicating that City is a non-profit corporation and not subject to State of Texas Sales and Use Tax. 21.01 INSURANCE Insurance. Consultant, at Consultant's sole cost, shall have and maintain during the term of this Agreement professional liability insurance coverage in the minimum amount of One Million Dollars from a company authorized to do insurance business in Texas and otherwise acceptable to City. Consultant shall meet all insurance requirements as stated in the attached RFP 09-918-71 (including all attachments and exhibits), and its response. Subconsultant Insurance. Without limiting any of the other obligations or liabilities of Consultant, Consultant shall require each subconsultant performing work under this Agreement to maintain during the term of the Agreement, at the subconsultant's own expense, the same 10 stipulated minimum insurance required in the immediately preceding paragraph, including the required provisions and additional policy conditions as shown below. As an alternative, Consultant may include its subconsultants as additional insureds on its own coverages as prescribed under these requirements. Consultant's certificate of insurance shall note in such event that the subconsultants are included as additional insureds. Consultant shall obtain and monitor the certificates of insurance from each subconsultant in order to assure compliance with the insurance requirements. Consultant must retain the certificates of insurance for the duration of this Agreement, and shall have the responsibility of enforcing these insurance requirements among its subconsultants. City shall be entitled, upon request and without expense, to receive copies of these certificates of insurance. Insurance Policy Endorsements. Each insurance policy hereunder shall include the following conditions by endorsement to the policy: (1) Each policy shall require that thirty (30) days prior to the expiration, cancellation, non -renewal or any material change in coverage, a notice thereof shall be given to City by mail to: City Manager, City of Round Rock 221 East Main Street Round Rock, Texas 78664 Consultant shall also notify City, within ten (10) days of receipt, of any notices of expiration, cancellation, non -renewal, or material change in coverage it receives from its insurer. (2) Companies issuing the insurance policies shall have no recourse against City for payment of any premiums or assessments for any deductibles which all are at the sole responsibility and risk of Consultant. Terms "the City" or "the City of Round Rock" shall include all authorities, boards, commissions, departments, and officers of City and individual members, employees and designated agents in their official capacities, or while acting on behalf of the City of Round Rock. (3) (4) The policy clause "Other Insurance" shall not apply to any insurance coverage currently held by City, to any future coverage, or to City's Self -Insured Retentions of whatever nature. (5) Consultant and City mutually waive subrogation rights each may have against the other for loss or damage, to the extent same is covered by the proceeds of insurance. Cost of Insurance. The cost of all insurance required herein to be secured and maintained by Consultant shall be borne solely by Consultant, with certificates of insurance evidencing such minimum coverage in force to be filed with City. 11 22.01 COMPLIANCE WITH LAWS, CHARTER AND ORDINANCES Consultant, its consultants, agents, employees and subcontractors shall use best efforts to comply with all applicable federal and state laws, the Charter and Ordinances of the City of Round Rock, as amended, and with all applicable rules and regulations promulgated by local, state and national boards, bureaus and agencies. Consultant shall further obtain all permits, licenses, trademarks, or copyrights required in the performance of the services contracted for herein, and same shall belong solely to City at the expiration of the term of this Agreement. 23.01 FINANCIAL INTEREST PROHIBITED Consultant covenants and represents that Consultant, its officers, employees, agents, consultants and subcontractors will have no financial interest, direct or indirect, in the purchase or sale of any product, materials or equipment that will be recommended or required hereunder. 24.01 DESIGNATION OF REPRESENTATIVES The City hereby designates the following representative(s) authorized to act in its behalf with regard to this Agreement: James Nuse, P.E. City Manager City of Round Rock 221 East Main Street Round Rock, Texas 78664 Cheryl Delaney Director of Finance City of Round Rock 221 East Main Street Round Rock, Texas 78664 Consultant hereby designates the following representative authorized to act in its behalf with regard to this Agreement: Eric Warshower Director of Consulting Empower Solutions, an Intelligroup Company Mobile: (787) 565-5595 E -Mail: Eric_Warshower@empowersolutions.com 25.01 NOTICES All notices and other communications in connection with this Agreement shall be in writing and shall be considered given as follows: (1) When delivered personally to recipient's address as stated herein; or 12 (2) Three (3) days after being deposited in the United States mail, with postage prepaid to the recipient's address as stated in this Agreement. Notice to Consultant: Empower Solutions, an Intelligroup Company 5407 Maverick Point Lane Katy, TX 77494 AND TO: Empower Solutions c/o Intelligroup Inc. 5 Independence Way, Suite 220 Princeton, NJ 08540 Notice to City: City Manager, City of Round Rock 221 East Main Street Round Rock, TX 78664 AND TO: Stephan L. Sheets, City Attorney 309 East Main Street Round Rock, TX 78664 Nothing contained in this section shall be construed to restrict the transmission of routine communications between representatives of City and Consultant. 26.01 APPLICABLE LAW; ENFORCEMENT AND VENUE This Agreement shall be enforceable in Round Rock, Texas, and if legal action is necessary by either party with respect to the enforcement of any or all of the terms or conditions herein, exclusive venue for same shall lie in Williamson County, Texas. This Agreement shall be governed by and construed in accordance with the laws and court decisions of Texas. 27.01 EXCLUSIVE AGREEMENT The terms and conditions of this Agreement, including exhibits, constitute the entire agreement between the parties and supersede all previous communications, representations, and agreements, either written or oral, with respect to the subject matter hereof. The parties expressly agree that, in the event of any conflict between the terms of this Agreement and any other writing, this Agreement shall prevail. No modifications of this Agreement will be binding on any of the parties unless acknowledged in writing by the duly authorized governing body or representative for each party. 13 28.01 DISPUTE RESOLUTION If a dispute arises under this Agreement, the parties agree to first try to resolve the dispute with the help of a mutually selected mediator. If the parties cannot agree on a mediator, City shall select one mediator and Consultant shall select one mediator and those two mediators shall agree upon a third mediator. Any costs and fees, other than attorney fees, associated with the mediation shall be shared equally by the parties. City and Consultant hereby expressly agree that no claims or disputes between the parties arising out of or relating to this Agreement or a breach thereof shall be decided by any arbitration proceeding, including without limitation, any proceeding under the Federal Arbitration Act (9 USC Section 1-14) or any applicable state arbitration statute. 29.01 FORCE MAJEURE Notwithstanding any other provisions hereof to the contrary, no failure, delay or default in performance of any obligation hereunder shall constitute an event of default or breach of this Agreement, only to the extent that such failure to perform, delay or default arises out of causes beyond control and without the fault or negligence of the party otherwise chargeable with failure, delay or default; including but not limited to acts of God, acts of public enemy, civil war, insurrection, riots, fires, floods, explosion, theft, earthquakes, natural disasters or other casualties, strikes or other labor troubles, which in any way restrict the performance under this Agreement by the parties. Consultant shall not be deemed to be in default of its obligations to City if its failure to perform or its substantial delay in performance is due to City's failure to timely provide requested information, data, documentation, or other material necessary for Consultant to perform its obligations hereunder. 30.01 SEVERABILITY The invalidity, illegality, or unenforceability of any provision of this Agreement or the occurrence of any event rendering any portion of provision of this Agreement void shall in no way affect the validity or enforceability of any other portion or provision of this Agreement. Any void provision shall be deemed severed from this Agreement, and the balance of this Agreement shall be construed and enforced as if this Agreement did not contain the particular portion of provision held to be void. The parties further agree to amend this Agreement to replace any -- stricken provision with a valid provision that comes as close as possible to the intent of the stricken provision. The provisions of this section shall not prevent this entire Agreement from being void should a provision which is of the essence of this Agreement be determined void. 31.01 STANDARD OF CARE Consultant represents that it is specially trained, experienced and competent to perform all of the services, responsibilities and duties specified herein and that such services, responsibilities and duties shall be performed, whether by Consultant or designated subconsultants, in a manner acceptable to City and according to generally accepted business practices. 14 32.01 GRATUITIES AND BRIBES City may, by written notice to Consultant, cancel this Agreement without incurring any liability to Consultant if it is determined by City that gratuities or bribes in the form of entertainment, gifts, or otherwise were offered or given by Consultant or its agents or representatives to any City officer, employee or elected representative with respect to the performance of this Agreement. In addition, Consultant may be subject to penalties stated in Title 8 of the Texas Penal Code. 33.01 RIGHT TO ASSURANCE Whenever either party to this Agreement, in good faith, has reason to question the other party's intent to perform hereunder, then demand may be made to the other party for written assurance of the intent to perform. In the event that no written assurance is given within the reasonable time specified when demand is made, then and in that event the demanding party may treat such failure as an anticipatory repudiation of this Agreement. 34.01 COMPLIANCE WITH LAWS, CHARTER AND ORDINANCES Consultant, its agents, employees and subcontractors shall use best efforts to comply with all applicable federal and state laws, the Charter and Ordinances of the City of Round Rock, as amended, and with all applicable rules and regulations promulgated by local, state and national boards, bureaus and agencies. 35.01 GENERAL AND MISCELLANEOUS The section numbers and headings contained herein are provided for convenience only and shall have no substantive effect on construction of this Agreement. No delay or omission by either party in exercising any right or power shall impair such right or power or be construed to be a waiver. A waiver by either party of any of the covenants to be performed by the other or any breach thereof shall not be construed to be a waiver of any succeeding breach or of any other covenant. No waiver of discharge shall be valid unless in writing and signed by an authorized representative of the party against whom such waiver or discharge is sought to be enforced. This Agreement may be executed in multiple counterparts, any one of which shall be considered an original of this document; and all of which, when taken together, shall constitute one and the same instrument. City agrees to provide Consultant with one fully executed original. IN WITNESS WHEREOF, City and Consultant have executed this Agreement on the dates indicated. 15 City of Round Rock, Texas By: Printed Name: Title: Date Signed: 2.1 - l 0) For City, Attest: Sara L. White, City Secretary For City, A • proved as to orm: By: Stepha L. Sheets, City Attorney Empower Solutions, an Intelligroup Company, a wholly owned subsidiary of Intelligroup Inc. By: ` Printed Name: titR`C..� , cics Title: Date Signed: ti) 1) EXHIBIT "A" City of Round Rock Request for Proposals RFP 09-918-71 City of Round Rock Specification No. 09-918-71 dated November 2009 Empower Solutions' Response to RFP 09-918-71, with Addendum to Original Proposal dated January 21, 2010 (in binder form) 16 CONSULTING SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX ROUND ROCK, TEXAS PURPOSE. PASSION. PROSPERITY. PEOPLESOFT FINANCIALS UPGRADE SERVICES RFP NUMBER: 09-918-71 JANUARY 21, 2010 ADDENDUM TO ORIGINAL PROPOSAL EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY Empower Solutions Proposal Submitted By: Eric Warshower, Director of Consulting Eric Warshower(aempowersolutions.com (787) 565-5595 EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX LETTER OF TRANSMITTAL Mr. Randy Barker 221 East Main Street Round Rock, Texas 78664-5299 Dear Mr. Barker: Empower Solutions is pleased to present the City of Round Rock with this Addendum to our Proposal for PeopleSoft Financials Upgrade Services submitted on December 15, 2009. This addendum further clarifies the scope of the engagement based on the discussions we've had over the past two weeks. Please note that all prices quoted in this document are all-inclusive of travel and related expenses. The Empower Solutions team is thankful for the opportunity you have provided us to share our thinking with you during this proposal process. We are sure that we can make a positive difference to your organization and are eager to team with you to prove that we can help you achieve your stated objectives — successfully. Very truly yours, EMPOWER SOLUTIONS Eric Warshower Director of Consulting Empower Solutions, an Intelligroup Company Mobile: (787) 565-5595 E -Mail: Eric_Warshower@empowersolutions.com PAGE 2 www.e m powers of uti on s.com Professional Services ♦ ERP and Internet Solutions ♦ Strategic Planning • CRM Solutions • Document Automation ♦ Application Support AEMPOWER PEOPLESOFT FINANCIALS SOLUTIONS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX AN INTELLIGROUP COMPANY FIT/GAP ANALYSIS INCREASE TIMELINE TO ALLOW ADDITIONAL BUSINESS PROCESS ANALYSIS AND REDESIGN In our original bid, Empower Solutions proposed a fixed -fee price for the Phase -1 upgrade project utilizing a four month timeline followed by a two week Production Support period. Within this timeline and as part of our upgrade methodology, a fixed period was dedicated to business process analysis, fit/gap, identification and prioritization of business process enhancements and configuration of business process redesign. Business processes that could be redesigned within the project timeline would be addressed in the first upgrade phase. The remaining identified business process enhancements would be deferred until a later phase. Based on feedback received from various stakeholders, we understand that it is the City's preference to increase the Business Process Review and Fit/Gap periods. This extension, affecting the Process Analysis and Solution Development period, will allow the implementation team more time to identify and implement additional business process enhancements in the form of additional or improved configurations, streamlined business processes, enabling of new application features, etc. Based on the above and subsequent conversations with the City, Empower Solutions proposes to incorporate a 14 -day extension into the timeline. This extension includes additional Functional Consulting services during the appropriate project segments. Option Fourteen Day Extension Associated Price $44,310 In order to initiate the City's Business Process Review, the Empower Solutions Functional team will require that the City's PeopleSoft Financials V9.1 application be in place (Demo). Subsequently, the team will use an upgraded copy of production during other project segments. PAGE 3 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions ♦ Document Automation • Application Support EMPOWER PEOPLESOFT FINANCIALS SOLUTIONS FOR SERVICES PROPOSAL OR CITY OF ROUND ROCK, TX AN INTELLIGROUP COMPANY PRODUCTION SUPPORT PROVIDE PRODUCTION SUPPORT DURING YEAR- END CLOSING In our bid, we proposed a two week Production Support period. Based on our conversations with the City, we learned that the City anticipates needing support during the year-end closing period sometime in the October 2010 timeframe. With the anticipated go -live on September 8th, the proposed production support period would end approximately 2 weeks before the City's year-end (September 30). Based on the above and subsequent conversations, Empower Solutions proposes the following amendment to the original Production Support plan: 1) Technical and Functional Support during the week following the Move -to -Production Upgrade (Go -Live) 2) 40 -hours of remote ad hoc Functional Consulting from go -live to December 31, 2010 to support the year-end closing period or other system needs. The proposed amendment above has a net decrease to the original proposal price of $10,800. As mentioned in our meeting, in addition to the Production Support period already included in our proposal and the scenarios presented above, we will provide reasonable ad hoc telephone (remote) support at no cost. PAGE 4 www.empowersolutions.com Professional Services ♦ ERP and Internet Solutions ♦ Strategic Planning • CRM Solutions • Document Automation • Application Support EMPOWERPEOPLESOFT FINANCIALS SOLUTIONS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX AN INTELLIGROUP COMPANY UPGRADE SCRIPTS AVAILABILITY AVAILABILITY OF UPGRADE SCRIPTS AFFECTING PROJECT TIMELINE, APPROACH AND/OR TARGET VERSION In our original bid, we proposed to conduct a two-step application upgrade — from Financials version 8.4 to 9.1 using version 9.0 as an intermediate step. Because PeopleSoft Financials/Supply Chain version 9.1 was released recently, the upgrade scripts to this version are not available at this time. Oracle has indicated that the Upgrade scripts for Version 9.0 to 9.1 will be released sometime in Q1 of 2010. Based on this information, there are a couple of possible scenarios: Scenario #1 Start the project. Install version 9.1 Demo and Sys. Functional team conducts Fit/Gap against version 9.1. The technical team upgrades and streamlines the 8.4 to 9.0 upgrade processes awaiting the release of the 9.1 upgrade scripts. Subsequently, the technical team upgrades and streamlines the 9.0 to 9.1 process. Pros: - Project starts sooner rather than later with less risk of impacting the September 8 go - live date. - The Target version is the latest and greatest Cons: Fit/Gap is conducted against an environment that does not contain all the City data. However, data and scenarios for Fit/Gap can be manually entered or converted by scripts. Ability to upgrade to 9.1 is dependant on the release of upgrade Scripts. - Fit/Gap analysis against version 9.1 is a potential extra work if scripts are not released. Scenario #2 Start the project with version 9.0 in mind as the target. If the Upgrade Scripts are released by Oracle by mid-March, shift the target of the upgrade project to version 9.1 as the Target. Otherwise, the functional team conducts Fit/Gap against version 9.0. The technical team upgrades and streamlines the 8.4 to 9.0 upgrade. Application upgrade shifts from a two-step to a one-step upgrade. PAGE 5 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation • Application Support EMPOWERPEOPLESOFT FINANCIALS SOLUTIONS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX AN INTELLIGROUP COMPANY Pros: - Project starts sooner rather than later with less risk of impacting the September 8 go - live date Target version is a widely adopted application. All released Maintenance Bundles are included - Target version is a known rather than an unknown Allows for a potential upgrade to 9.1 if the scripts are released on time Technical scope is simplified; although not reduced - Fit/Gap is conducted against an upgraded copy of Production with City data Cons: - Because an upgraded copy of Production with City data will be used for Fit/Gap, potential technical delays may arise when creating this environment due to volume of Production data (this 'Con' assumes no Data Archiving takes place prior to project start. # see note below). - Target version is not latest and greatest Scenario #3 Delay project start -date until the Upgrade Scripts are released by Oracle. Functional team conducts Fit/Gap against version 9.1. The technical team upgrades and streamlines the 8.4 to 9.0 to 9.1 upgrade processes. Pros: - Target version is latest and greatest Project unknowns related to release of scripts are eliminated - Fit/Gap is conducted against an upgraded copy of Production with City data Cons: Potential for failing to meet target Go -Live of September 8, 2010. Because an upgraded copy of Production with City data will be used for Fit/Gap, potential technical delays may arise when creating this environment due to volume of Production data (this 'Con' assumes no Data Archiving takes place prior to project start. # see note below). - Project start date dependant on release of Upgrade Scripts Based on conversations with the City and Oracle/PeopleSoft, Empower Solutions and the City will move forward with Scenario #3 — delay project start -date until the Upgrade Scripts are released by Oracle. As a result, the new tentative start -date for the project is set to March 1st, 2010. Notes # Prior to the start of the upgrade project, we will review the City's Data Archiving strategy and discuss possible alternatives. PAGE 6 www.empowersolutions.com Professional Services • ERP and Internet Solutions ♦ Strategic Planning • CRM Solutions • Document Automation • Application Support EMPOWERPEOPLESOFT FINANCIALS SOLUTIONS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX AN INTELLIGROUP COMPANY Because the timing and availability of the Change Assistance Upgrade Scripts is dependant on 3rd party variables (i.e.: Oracle releasing them on time, for the City's Oracle/Windows platform, etc.), the possibility of conducting an upgrade to version 9.0 instead needs to be left open. Empower Solutions agrees to conduct an upgrade to version 9.0 instead of 9.1 if the City and Empower jointly determine that this is the right direction. Under this scenario, all available Maintenance Bundles released for 9.0 before the agreed to code -freeze date would be included. EPROCUREMENT INCLUSION OF IMPLEMENTATION OF EPROCUREMENT MODULE IN SCOPE In our original proposal, we recommended that the City perform the two step upgrade to version 9.0 and 9.1 as part of Phase 1. This has the advantage of providing a stable, updated platform on which to implement the additional modules the City needs. As such, we assumed that eProcurement would be implemented as part of Phase 2. Based on subsequent conversations with the City, Empower Solutions agreed to implement "vanilla" eProcurement as part of Phase 1 at the original proposal price. Vanilla is defined as: Vanilla ePro • Use of delivered and configurable WorkFlow (through the Administer Procurement menu instead of custom WorkFlow created in App Designer) • No customization of Express Forms • No Punch -out requirements • Used for Ad Hoc Requisitions Our approach would be to have the same consultant that is upgrading PO, meeting with the purchasing users and technical team, also configure eProcurement. If after conducting Fit/Gap it is determined that a) the implementation of eProcurement will require significant customizations to the module, workflow, etc; based on the City's needs, and b) the City would still like to implement eProcurement as part of Phase 1, Empower Solutions can implement it for an additional cost of $46,800. PAGE 7 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation • Application Support EMPOWERPEOPLESOFT FINANCIALS SOLUTIONS UPGRADE SERVICEPROPOSAL FOR CITY OF ROUND ROCK, TX AN INTELLIGROUP COMPANY PROJECT WORK PLAN PROJECT MANAGEMENT WORK PLAN Please refer to attached tentative City of Round Rock Upgrade Work Plan. The current version of this Upgrade Work Plan was developed using the known dates as of this writing. Empower Solutions will work with the City to finalize this Work Plan during the Strategy Segment of their methodology. Subsequently, the City of Round Rock Upgrade Work Plan will be an ongoing living document throughout the project. 0 Task Nese DMspGi j SLR FrpsO � I Prod.= Complete; CRy of Round Rock v9.0 Upgrade Workplan t Strategy Segment s Process Analysis Segment '_T Solution Development Segment d. Testing Segment i0 Conversion and Transition Segment PHASE -2 111 days Mon 311/10 Mon 8210 0%' 9 days Mon 3/1110 Thu 9,11110 0%'. 51 days Thu 3/4/10 Thu 5/13/10 66 days Fri 3/12/10 Fri 6/11110 69 days FR 4/9/10 Wed 7,14/10 0%'.. 13 days Thu 7115110 Mon 812110 0%'.. ff xr90 Apr i11°1111112 -0V -4279716 O 10 Junto I1u171111812511"j 0 21 I28f 7 114 21 2814 111181251 2 9 11618 11712812/1 4 111119 YS1 1 • 9111111 ESTABLISHING A VEHICLE FOR PHASE -2 SCOPE As mentioned in our proposal, it is our approach to treat the Application Upgrade process not only as an Upgrade; but also as an opportunity to establish a new baseline for the implementation of new modules in Phase -2. The project team will analyze and create As -Is and To -Be business processes and configure the application keeping the possible future phases and modules in mind. Along the way, the team will also make recommendations in terms of how the City should craft their Phase -2 strategy. Empower Solutions agrees to the creation of additional addendums, extensions and/or change orders in order to accommodate the Phase -2 work; respecting the existing billing rates used during the creation of the Phase -1 Cost Proposal. If during the Phase -1 project, Phase -2 items are identified and determined that they would benefit the City to implement them earlier in the project, Empower Solutions will work with the City to evaluate how to include them in Phase - 1; or in Parallel. PAGE 8 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation • Application Support CONSULTING SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX ROUND ROCK, TEXAS PURPOSE. PASSION. PROSPERITY. PEOPLESOFT FINANCIALS UPGRADE SERVICES RFP NUMBER: 09-918-71 DECEMBER 15, 2009 OIZI(;1NAL EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY Empower Solutions Proposal Submitted By: Eric Warshower, Director of Consulting Eric Warshower(acmpowcrsolutions.com (787) 565-5595 EMPOWER SOLUTIONS AN INTLLLIOROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX Table of Contents LETTER OF TRANSMITTAL 3 PROPOSER PROFILE 5 DESCRIPTION OF FIRM 11 STAFFING 15 TECHNICAL PROPOSAL 18 OUR UNDERSTANDING OF YOUR NEEDS 18 PROJECT IMPLEMENTATION TIMELINE AND PROPOSED IMPLEMENTATION PLAN 20 PROJECT IMPLEMENTATION METHODOLOGY 22 Technical Upgrade 24 Functional Upgrade 25 Ongoing Project Activities 31 KNOWLEDGE TRANSFER AND CHANGE MANAGEMENT 31 USER SUPPORT 33 PROJECT MANAGEMENT PLAN 34 Project Management Approach 35 Risk Management 39 Quality Assurance Approach 40 Required City Resources 41 REFERENCES 43 COST PROPOSAL 46 ASSURANCES, ERRORS AND OMISSION 48 ASSUMPTIONS 49 APPENDIX A - CLIENT LIST 50 APPENDIX B - FINANCIAL STATEMENTS 54 APPENDIX C - RESUMES 58 PAGE 2 www.empowersolulions.com Professional Services ♦ ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation ♦ Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX LETTER OF TRANSMITTAL Mr. Randy Barker 221 East Main Street Round Rock, Texas 78664-5299 Dear Mr. Barker: Empower Solutions is pleased to present the City of Round Rock with this response to your Request for Proposal for the upgrade of the PeopleSoft Financials application; RFP #: 09-918-71. Our proposal is based on our ability and proven experience of over a dozen years providing PeopleSoft implementation services for City governments, K-12 and public sector organizations. We have prepared our proposal with care, cognizant of the importance of this initiative to the City of Round Rock. We are confident in our ability to meet your needs. We want you to be successful - and our consulting team can help you do just that. We understand the requirements described in the RFP. We are leveraging our proven methodology and proposing a comprehensive approach and efficient timeframe that will enable you to successfully meet your objectives of upgrading the exiting four modules to the latest version of PeopleSoft Financials; in preparation for a subsequent phase which will expand the functionality with the implementation of additional modules. Since we have performed work of similar scope on other client projects, we will leverage the experience of our consulting team and past client experiences in a way that will not only address your present requirements but will also incorporate best practices for your future work. We have been successful with this approach in the past. Our proposal lists our references. We invite you to call them. We believe they are our strongest supporters and will confirm that the Empower team will deliver on its commitment to you. Our references will vouch for our agility, positive attitude and commitment to getting their work done in a quality manner and on time and budget. There are many factors you should consider when as part of your planning for this upgrade. Knowledge of the PeopleS oft software, which we undoubtedly bring to this effort, is just one of them. Accordingly, our proposed solution incorporates the following critical attributes: ■ Experience with implementing the entire scope of a PeopleSoft Financials solution — including assessment and implementation planning, upgrades and change management • Experience with recent PeopleSoft Financials projects • Experience with your PeopleSoft Financials modules at other City clients. ■ Experienced consultants possessing deep government and functional expertise. • A comprehensive approach to your requirements based upon our EmpowerLIFTS methodology • Relentless focus on achievement of your business objectives, concentrating on the need for detailed planning, strong project management, and attention to detail PAGE 3 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation ♦ Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX • Rigorous standards of project management and control including careful project planning, consistent monitoring and reporting of progress, prompt issue identification and resolution, and continuous risk monitoring and control ■ Collaboration between your personnel and our consultant team ■ Open, frequent, and candid communication with stakeholders at all levels. Eric Warshower, our Director of Consulting, will act as the primary contact for this proposal. Eric has extensive experience in all facets of PeopleSoft implementations and upgrades and would welcome the opportunity to work with you on this initiative. His contact information is as follows: Eric Warshower — Director of Consulting Eric_Warshower@empowersolutions. com Cell: 787-565-5595 Please note that in order to ensure we are responsive and that our proposal addresses all portions of the City's RFP, the RFP sections referring to the Proposal Submission Requirements have been reproduced in this document. Because some of the Proposal Submission Requirements requested similar information, we have regrouped these accordingly. The section numbers of the RFP requirements were kept to match those in the RFP and to simplify the City's evaluation. Out Cost Proposal is included in the section titled "Cost Proposal". The Empower Solutions team is thankful for the opportunity you have provided us to share our thinking with you in this proposal. We are sure that we can make a positive difference to your organization and are eager to team with you to prove that we can help you achieve your stated objectives — successfully. Very truly yours, EMPOWER SOLUTIONS Marcelo Caths Sr. Vice President Empower Solutions, an Intelligroup Company Mobile: (407) 616-6043 E -Mail: Marcelo_Casas@empowersolutions.com PAGE 4 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation ♦ Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX PROPOSER PROFILE 11.1. Provide the lidloiving infrnmution about your firm: 11. 1. 1. harm name and btc.cine.ss addre.s.s, including telephone number. 11.1.2. } ear esiablicltecl (include former firm names cord year established, if applicable). Empower Solutions was founded in 1996. We are based in Atlanta, GA and are a wholly owned subsidiary of Intelligroup Inc., a $150M ERP and technology company headquartered in Princeton, NJ. Empower Solutions operates as the PeopleSoft Public Sector vertical within Intelligroup. We specialize in implementing and upgrading enterprise solutions for Human Resources, Financial Management, Student Administration and Citizen Relationship Management (CRM) systems. Our consultants have superior knowledge of government business practices and deep PeopleSoft knowledge and experience. Each of our experienced consultants has participated in an average of five PeopleSoft implementations or upgrades. We have proven expertise in Implementing, Customizing, Upgrading, Supporting and Optimizing PeopleSoft applications for education and government clients throughout the United States. Our track record shows we have delivered these projects cost-effectively, on- time and on -budget. 12.1.2. I c'ndor .shall include organizational .structure resources available, including number ofstuffand locations. Empower Solutions and Intelligroup have grown to more than 2,500 employees worldwide and all consultants are actively involved in ERP implementations, upgrades and ongoing maintenance. About 200 of these employees are certified PeopleSoft consultants. PeopleSoft HRMS-Fin/SCM Consulting Employees and Locations Location HRMS Consultants Fin/SCM Consultants North America 50+ 60+ Europe, Middle -East 25+ 25+ Asia Pacific 20+ 15+ India 75+ 65+ PeopleSoft HRMS-Fin/SCM Consulting Employees and Profiles Grade (Functional and Technical Consultants) HRMS Consultants Fin/SCM Consultants PAGE 5 www.empoweisolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN 1NTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX Consultant 40+ 15+ Senior Consultant 20+ 20+ Functional Consultant 30+ 40+ Project Manager 10+ 5+ Technical Developers 50+ 60+ Technical Leads 20+ 25+ Our highly skilled consultants provide services to clients throughout the United States and the Caribbean. With close to 100 successfully completed implementation and upgrade projects, we maintain an impressive list of highly reference -able public sector, and education clients. Our experienced consultants provide expertise in nearly every platform, operating system, database management system and network topology. Our flexible methodology addresses the unique needs of each client. This enables us to clearly and concisely assess clients' environments, recommend solutions, implement enterprise systems and offer post - implementation management support. A comprehensive portfolio of services is available, including: Enterprise Resource Planning & Management, Citizen Relationship Management, Application Management, Enterprise System Management, Technology Integration, and Performance Management. Specific service offerings include assessment, upgrade, installation, implementation, configuration, customization, application management, project management, business process reengineering, organizational change management, testing, knowledge transfer and training, applications service provider and technology integration. We are a Certified Oracle Consulting Partner for PeopleSoft Enterprise applications. Our parent company, Intelligroup, maintains Advantage level partnership status with Oracle/PeopleSoft; the highest level achievable. This provides us with critical access to and support. Our insights into and experience with the vendor's existing emerging solutions bring added value to the District by allowing us to maximize the benefits coming from those investments. We were formerly a Certified PeopleSoft Alliance Partner since 1996. Over 95% of Empower Solutions revenue comes from PeopleSoft Enterprise consulting services to the public sector (state and local government, k-12 and public utility) clients we serve. O/Jie e locations (relative to this project). Our Global headquarters are located at the following address: Intelligroup, Inc. / Empower Solutions 5 Independence Way, Suite #220 Princeton, NJ 08540 Tel: 646-810-7400 / Fax: 646-810-7500 PAGE 6 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning ♦ CRM Sdutions • Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX Our local sales office in Texas is located at: Intelligroup, Inc. / Empower Solutions 5407 Maverick Point Lane Katy, TX 77494 11.1.3. The number of projects vow. firm has dealt with involving Oracle Government Financials. Proposer .shall have Oracle Government Financials eAJ►erience and the team members shall hare worked on at minimum one project in the past directly related to Oracle Gorernmenl Financials. Proposer shall identifj• which team members have worked on trl►icl► project. Empower Solutions joined the PeopleSoft alliance partner's implementation programs in 1997 for both Financials and Human Resources application suites. Our implementation methodology, EmpowerLIFTS, was one of the three methodologies selected and certified by PeopleSoft for use on Public Sector projects. The firm was formerly a Certified PeopleSoft Alliance Partner since 1996. Over 95% of Empower Solutions revenue comes from PeopleSoft Enterprise consulting services to the public sector (state and local government, k-12 and public utility) clients we serve. The following is partial a list of Empower Solutions' Public Sector clients. Services range from PeopleSoft version 5 to version 9.0 and include a balanced mix of HCM, Financials/Supply Chain Management and CRM systems implementations and upgrades. Since they are most relevant to this proposal, we have listed only cities and counties/municipalities where we have worked. Our client list is much more extensive and can be provided upon request. Among our list of past and current clients are: ■ Broward County, FL • City of Albuquerque City of Chacao, Caracas, Venezuela City of Chesapeake, Virginia City of Chesapeake Schools, Virginia City of Colorado Springs City of Denver, CO • City of Glendale, AZ • City of Pittsburgh, PA ■ City of Tampa, FL • City of Tempe, AZ • City of Seattle, WA • Placer County, CA • Pima County, AZ ■ Ramsey County, MN For a more comprehensive list of clients, please refer to Appendix A — Client List. PAGE 7 www.empoweisolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions ♦ Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIUROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX Please refer to the "Staffing" section for a reference of which team members have worked on which project \ umber i/ t ur rent con/rads am/ contr rr, tlll1 11U!l4 Empower Solutions currently has twelve active contracts: • Puerto Rico Telephone Company and Verizon Wireless (2 separate active contracts) • Department of Mental Health and Drug Addiction • PR Department of Health • PR Treasury • Teacher's Retirement Board of PR • Office of Courts Administration, PR Department of Justice • Boston Public Schools • San Diego Unified School District (3 separate active contracts) • Syracuse City School District The duration and scope of each contract varies. Some of these have been Empower Solutions clients for many years, demonstrating the trust these clients have in our consultants and the value received by implementing, maintaining and enhancing their PeopleSoft applications. The contract amounts for the clients listed above range from $110/hr for full-time support services to $1M+ for full life cycle fixed bid projects. Previous contract amounts at some of these clients exceeded $15M+ (i.e.: full life -cycle implementation ofFin/SCM, HRMS, Portal and EPM at San Diego). / /, 1. t,. ( rrrrent GrrritS rr/ /rro/Cssionul /iu/zi/itl irrSurunt . The following is a copy of Empower Solutions' certificate of insurance: PAGE 8 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIUROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX ACORDN CERTIFICATE OF LIABILITY INSURANCE DATE(MYY) 10/16/2008 PROWLER Phone: 212-907-5900 Fax: Hilb Rogal & Hobbs of New York, 100 Park Avenue, 14th Floor New York NY 10017 212-907-6300 LLC THIS CERTIFICATE IS ISSUED AS A MATTER OF NFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS CERTIFICATE DOES NOT AMEND EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. INSURERS AFFORDING COVERAGE NAIC # INSURED Intelligroup Inc. 5 Independence Way Suite 220 Princeton NJ 08540 rnirCo„0±.. POLICY EXPIRATION DATFOMMIDD/YYI INsuRERA.Valley Forge Insurance Company20508 INsuRERB:Nat lona l Fire Insurance of Ha 20079 INSURERCContinental Casualty Company 20443 :NSURERD:Zurich American Insurance 16535 INSURERE.Hart ford Fire Insurance Compa 19682 THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. AGGREGATE LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. INSR LTR DD' TYPE OF INSURANCE POLICY NUMBER POLICY EFFECTIVE DATEIMM/DD/YYI POLICY EXPIRATION DATFOMMIDD/YYI LIMITS B GENERAL © LIABILITY COMMERCIAL GENERAL LIABILITY 2093684531 9/26/2008 9/26/2009 EACHOCCURRENCE 51 000 000 UAMAUE 1 U HEN I LI2 PREMISES (Ea ocxrence) $1 000, 000 CLAIMS MADE IX OCCUR MED EXP (Any onapersm) $ 1 OOO ■ GEM_ PERSONALSADV INJURY $ 1,000 000 GENERAL AGGREGATE $2,000 000 AGGREGATE L TAIT APPLIES PER POLICY I PRer n LOC PRODUCTS-COMP/OPAGG $ 2 000. 000 $ AUTOMOBILE X LIABILITY ANY AUTO ALL OWNED AUTOS SCHEDULED AUTOS HIRED AUTOS NON OWNED AUTOS 2093684545 9/26/2008 9/26/2009 COMBINED SINGLE LIMIT (Ea accident) $ 1,000,000 BODILY INJURY (Perperson) $ INX BODILY (Per accident) $ PROPERTY DAMAGE (Peraetloenl) GARAGE LIABILITY ANYAUTOOTHE AUTO ONLY-EAACCIOENT $ HAN EA ACC $ AUTO ON AUTO ONLY. qGG $ C EXCESS/UMBRELLA X X LIABILITY OCCUR 1 CLAIMS MADE DEDUCTIBLE RETENTION 510, 000 L2098011926 9/26/2008 9/26/2009 EACH OCCURRENCE $ 10,000,000 AGGREGATE $ 10, 000, OOD $ A WORKERS COMPENSATION AND EMPLOYERS' LIABILITY ANYPROPRIETORIPARTNERIEXECUTIVE OFFICER/MEMBER EXCLUDED? Nyyeess tlesoto unser SPECIALPROVISIONSbebw 2093684559 9/26/2008 9/26/2009 X ITORYLIMTsF IOER E L EACH ACCIDENT $ 1 000 000 E. L. DISEASEEAEMPLOYEE $ 1, 000, 000 E. L. DISEASEPOLICYLIMIT 000.000 E D OTHER Fidelity Es0 10FA0238236079 26 / / 2008 CCL4361309 9/30/2008 9 2009 / 26 / 9/30/2009 ,�$$ j , 00 $$25 01,000,0,000 Ded. 05,000,000 occurrence $5,000,000 Aggregate $100,000 Retention DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES / EXCLUSIONS ADDED BY ENDORSEMENT / SPECIAL PROVISIONS GACORD CORPOIEATION 1988 In reference to the requirement for a recent financial statement, please refer to Appendix B — Financial Statements which includes the audited financials statements for Empower PAGE 9 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning ♦ CRM Solutions • Document Automation • Application Support ....-........-.......s.' SHOULD ANYOFTHE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE THE EXPIRATION DATE THEREOF, THE ISSUING INSURER WILL ENDEAVOR TO MAIL 30 DAYS WRITTEN NOTICE TO THE CERTIFICATE HOLDER NAMED TO THE LEFT, BUT FAILURE TO DO SO SHALL IMPOSE NO OBLIGATION OR LIABILITY OF ANY KIND UPON THE INSURER, ITS AGENTS OR REPRESENTATIVES. Ar:F$Rn /5/7nnliDRi AUTHORIZED REPRESENTATIVE _ ,{�{J�.. L ` GACORD CORPOIEATION 1988 In reference to the requirement for a recent financial statement, please refer to Appendix B — Financial Statements which includes the audited financials statements for Empower PAGE 9 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning ♦ CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX Solutions and its parent company, Intelligroup prepared in United States Dollars. The Financial Statements are preceded by the Auditor's Opinion Letter. For more information on our SEC Filings and Earnings releases, please visit the Investors section of our website at: http://www.intelligroup.conh/ig_abt_li_sec l.html PACE 10 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions ♦ Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX DESCRIPTION OF FIRM 1, /(L Illi/irnliull (1/ /' / /' lhc` n nr l; (r1n r,'�l;�rrl.,lrr, lel ; r' � 1 hive/ ,..telma(!7 )' a/ team /714 nrh('r c crime 1 incl!!(!(' I1). I N1(/11//!(!la` 1I0/!(///Sfr(11n14 1/le /17711 ti OM'S (/lr(llific UIIU/1\ I(1 (111 1/77' le, "wit (1l Gri'lls lclrnilllr(' In /Ill''I(t"rlllc't(11(71/. In the interests of keeping this proposal concise and avoid repetitive information, please refer to the previous section "Proposer Profile" in reference to the RFP requirements above. The previous section includes information on our experience with PeopleSoft Financials/Supply Chain Management, amount of time providing PeopleSoft Financials/Supply Chain Management consulting services, experience with City, State and County Governments, and a list of PeopleSoft clients. A summary of individual team member experiences can be found in a later section titled "Staffing". 111.2.$. 1 r('/7!•esematit'(' list 1)//7rnjrrls J7/ a sca/,' (,n(/ crr/n/7lr.rih �ilrrilur 17/ 1/!(' /7rujc'c1 heist;; c-(nl�i(1('r('(/ hi !/!c' ( ill. /htc /he prujerl h7( (1lil)n, c'/i('111. �rrrico. /71'01vr/r(/ hI )(Jar /irnl /or the project. 1('r11! (7/ S/7(111.O/'11/1(7 (1/71/ f1N Urt71Cr (rrlthlc'i mime, A representative list of clients was provided in the previous section and a full list — of over 100 clients — is included as an appendix to this proposal. In addition to these, Empower Solutions believes that the following projects of similar scale and complexity to the project being considered by the City are relevant to this contract and, therefore, are presented in this section. San Diego Unified School District is one of the nation's largest urban public school system educating over 133,000 students. The PeopleSoft implementation is a part of SDUSD's multi-year "District Wide Automation" effort, which overhauls several enterprise -level systems, enables the District to serve its dynamic student population more efficiently, and comply with No Child Left Behind requirements. Empower implemented PeopleSoft Financials 8.4, HCM 8.8, EPM 8.8, and Enterprise Portal 8.8 for SDUSD. In 2006, we worked with the District to upgrade the HCM modules to 8.9. PAGE 11 www.empowersolulions.com Professional Services • ERP and Internet Solutions • Strategic Planning ♦ CRM Solutions ♦ Document Automation ♦ Application Support EMPOWER SOLUTIONS AN IN'FELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX i `eunr., PeopleSoft Modules Human Capital Management Human Resources, Benefits Administration, Payroll, Time and Labor, Position Management and eApplications Financial Management General Ledger, Accounts Payable, Asset Management, Accounts Receivable, Expenses, Project Costing (not deployed) Supply Chain Management Purchasing, ePro, Inventory Enterprise Performance Management Planning and Budgeting (not deployed) Technology Enterprise Portal Project Highlights • This work included the design, installation, and configuration of a secure technical architecture to support the roll out of self service applications to 23,000 end users. • During this implementation, Empower Solutions also implemented the LibertyNet Document Management and Imaging System and developed a custom interface between PeopleSoft and that system. • Assisted in the implementation of controls and automated reporting requirements for SACS • Additionally, Empower Solutions provided Change Management and Training services to San Diego Unified School District related to the implemented applications • State Reporting - Empower has configured the necessary reporting requirements for CaIPERS and CaISTRS • Created a customized payroll distribution process to meet the District's stringent benefit calculation needs • Interfaces with San Diego County Office of Education • CBEDS — Empower Solutions has fully implemented PeopleSoft HR at San Diego Unified School District and they are in compliance with CA Ed Code • Integration work completed by Empower Solutions for document imaging to AP and HR • Created a custom Automated Bumping, Layoff application • During the procurement restructuring engagement: o We implemented an elegant solution for year-end processing of requisitions and purchase orders o We used the fax copier to facilitate updating vendor information in the system Detroit Public SCHOOLS Detroit Public Schools is the largest school district in Michigan with over 142,000 students and 257 schools. It is also the largest employer in Detroit with over 26,000 staff members. Empower Solutions undertook an intensive technology improvement effort to implement the PeopleSoft ERP solution. PAGE 12 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions ♦ Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX Q. °"`"tl'` 'Alletrok Public SCHOOLS PeopleSoft Modules Human Capital Management Human Resources, Benefits Administration, Time and Labor, Payroll and Position Management Financial Management General Ledger, Accounts Payable, Asset Management, Accounts Receivable and Billing Supply Chain Management Purchasing, Direct Connect, eProcurement, Inventory Technology Enterprise Portal Project Highlights • At the time, this was the largest school district implementation of PeopleSoft applications. • During this implementation, Empower Solutions also implemented 14 eProcurement "Direct Connect" integrations to vendor purchasing web sites and integration between Bank One and the PeopleSoft Financials Procurement Card module. Those interfaces were built using XML and the PeopleSoft Web Services. • Our deep technical experience and understanding of PeopleSoft applications helped the District win the Leaders in Supply Management Award. Our technical team created and delivered the eProcurement Direct Connect interfaces. • Empower Solutions conducted performance testing, performance tuning, capacity planning, and developed the standards and procedures for key technical areas including security, backup and restore, migrations, and development. • Empower Solutions provided reengineering services to Detroit Public Schools for their HR processes. • Implemented a custom centralized Restricted Check solution for use by Student Activity Funds a>r DISC• y ' THE EMEL[ENCE l \ II The Rochester City School District has a rich history of excellence in urban education. Our schools provide a quality education for more than 34,000 students in pre -K through grade 12 and 11,000 adults. Rochester offers opportunities for students to enroll in world-class programs with world-class teachers and staff in supportive communities of learning. Our ongoing academic success is the result of the hard work of our students, the dedication of our employees, the generosity of our communi partners, and most important) , the involvement of our parents. PeopleSoft Modules Human Capital Management HCM upgrade of HR, Position Management, Benefits, & Payroll and implementation of Time and Labor PAGE 13 www.empowersolulions.com Professional Services • ERP and Internet Solutions • Strategic Planning ♦ CRM Solutions ♦ Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUI' COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX Financial Management Project Costing, Asset Management and Grants Management Project Highlights • Empower Solutions designed an elegant solution for capital project budgeting in commitment control and project costing • Rochester City School District was the first K-12 district to be live on Grants solution. • PeopleSoft Grants has deep touch points with five other financial modules making it essentially a five module implementation. • The legacy system of record for Grants was an application designed in Microsoft access and supported by data from Microsoft Excel spreadsheet. • PeopleSoft Grants solutions involved interfaces to other live databases (all in Microsoft Access) that are system of record for HCM budgeting information. • The project included a "Comprehensive Grants readiness testing" that involved running a full test pass after final conversion and before Go -live. • Empower Solutions was chosen to take over a struggling HCM upgrade midway through the project and saw it through to successful completion. In addition to the projects highlighted above, Empower Solutions and their proposed consultants have recently implemented and upgraded the latest versions of PeopleSoft Financials / Supply Chain Management functionality for the following clients: • State of New York • State of Ohio • Port Authority of Allegheny County (Pittsburgh, PA) • City of Fort Worth • City of Chesapeake, VA • Texas Utilities • Placer County, CA • Solano County, CA • Lane County, OR • Department of Treasury, Puerto Rico I1).1. Identify oh'. Duh<ortnuctork, to be Ilse(( /r)r 1/ti.� lrrojt <t. I:.�lrerienee. �lrurli/ieuliun� uric( re/errnrt o/ the snhc orrtrat to/ chid/ be <rrhnrittecl. the (iiv reser res the right to approve or disapprove all tirrheontrtrelor. p) /Or 10 (My a w'/ being Icer/urnrecl. If awarded the contract, Empower Solutions will act as the sole contractor and does plan to use any subcontractors for this project. PAGE 14 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN IN'i'ELLIGROUP COMPANY STAFFING 12.2. hey Personnel PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX 12.2.1. Project n►anager'.s name, mailing address. email addre.s.s, telephone number, and resume. The project mana,er shall have the responsibility and authority 10 act on behalf of the firm in matters relating to the proposed project. 12.2.2. Proposer .shall include the ncune.s and resumes for all lcc.j• personnel who will be involved in this project. Each member of'the project team shall be described in terms of position in the firm and on the project team. relevant projects the person has worked on in the past and their particular responsibilities /Or this project, alar),~ with their resumes. ldentifi the project manager responsible fin this project. The following section presents the key consultants that will be assigned to the PeopleSoft Financials Phase -1 Upgrade and their proposed role. A brief narrative for each consultant is also presented. All consultants will work as a unified team to complete the required scope. Because of the relatively short duration and scope of the upgrade project and to minimize the City's investment in this effort, we believe it will be beneficial to avoid assigning a dedicated Project Manager. Instead, Project Management activities will be carried out by each proposed Functional Lead, and Eric Warshower, our proposed Engagement Director with overall responsibilities for the delivery of this project. Proposed resources will work on-site at the City's location and remotely. NOTE #1: In the interests of maintaining this section concise, resumes for each consultant are provided as an Appendix to this proposal. NOTE #2: Because the scope of work at the City of Round Rock may extend to Phase -2, implementation of additional modules, additional resumes — of proposed resources for Phase - 2 — were included in the appendix. Based on our successful implementation experience at other clients of similar size to the City of Round Rock, Empower Solutions proposes the following project team members for the upgrade project. Eric Warshower, Engagement Lead and QA: Eric is the Director of Oracle/PeopleSoft Consulting with Empower Solutions. He brings over ten years of consulting, implementation, and project management experience in the private and public sector industry segments. Mr. Warshower is a certified Project Management Professional (PMP) and a member of his local Project Management Institute (PMI) Chapter. PAGE 15 www.empoweisolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions ♦ Document Automation ♦ Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX Lastly, Mr. Warshower is a member of the QA/Steering Committee for the City of Glendale and San Diego City Schools implementations. Siddharth Misra, Functional Lead: Siddharth is a Senior Consultant with Empower Solutions with over 10 years of PeopleSoft Financials, Supply Chain, Supplier Relationship Management and Technology consulting experience. Mr. Misra has worked in 4 full life Cycle implementation and 8 Upgrade projects including the latest version of PeopleSoft Financials. His Public Sector experience includes Education and State and Local Government clients. His technical skills include the latest and previous PeopleTools versions, XML, EDI, Application Engine, Integration Broker, PeopleCode and SQR. Robert Block, Functional Consultant: Mr. Block has twenty years of financial software application experience of which 12 years working as a PeopleSoft Functional Consultant (Version 7.0-9.0 ePro, PO, INV, AP, AM, GL and PC) along with expertise with Commitment Control. His implementation and upgrade experience includes more than 10 PeopleSoft Financial/Supply Chain Management full life cycles from Sales to Production Support. He was the Project Manager on 5 implementations and upgrades. Mr. Block's industry experience includes City Government, Higher Education, K12, Utilities, Health Care, Property Management, Transportation and Insurance. Phil Lewis, Technical Upgrade Lead: Mr. Lewis is a Principal Consultant with Empower Solutions. He has over 10 years of technical, functional, hardware and network experience, including full -lifecycle implementations and upgrades. Mr. Lewis is also a PeopleSoft Certified Technical Consultant and technology manager. His Public Sector Upgrade experience includes Placer County CA, San Diego Unified School District, and Solano County, CA. Srinivas Nallamalli, Technical Consultant: Mr. Nallamalli is a Senior PeopleSoft HRMS and Financials technical consultant with Empower Solutions. Mr. Srinivas has over 10 Years of work experience in full lifecycle software implementations, upgrades and support. Srinivas has extensive experience in the Human Resources, Financials, Supply Chain and EPM PeopleSoft applications including knowledge of the underlying table structure of each. His core skills includes PeopleCode, App Engine, SQR, Component Interface, and WorkFlow; among others. NW I : ( <fi(1'I I I 1 RI ;II • 101% f tli. ( I(1'I \i1 '. 12.3. (flange of Project Personnel 1\I)I\ IUI �I s \\ I3I. 111( \Ia I\ "V'P \1)1\ PAGE 16 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning ♦ CRM Solutions ♦ Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX 12.3.1.. In.i' change o/ assignment or responsihilit►' for employees identified as key personnel in this project are subject 10 prim rnai/ication and approval by the City. To the extent possible, Empower Solutions will guarantee continuity of the key personnel in this project. Although we do not anticipate any changes in the assignments of key personnel for this project, Empower Solutions will follow a formal procedure should any changes be necessary. Our existing procedure for changes in project personnel includes to prior notification and approval by our clients. PAGE 17 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX TECHNICAL PROPOSAL 10.2.4. Project timeline outlining the steps the firer would talus in the implementation of the project. 12.1. Project Organization 12.1.1. lender .shall describe project organization for plunnin,, implementation, and post-implenrentatiou operations. 13.1. The technical proposal shall describe the proposed implementation phut including a time schedule and approach fur accomplishing the scope of trona identified in this RI:P.. Ilon, with the Technical Proposal, the Proposer shall also submit cr Project :1lcurq,enrent Plan OUR UNDERSTANDING OF YOUR NEEDS Based on the RFP published by the City, the following is our understanding of the minimum required scope to successfully complete the City's PeopleSoft Financials upgrade. The City of Round Rock is seeking PeopleSoft Financials/Supply Chain Management consulting services to conduct an upgrade of their existing four production modules (GL, AP, PO and AM — Phase -1) followed by the implementation of additional Oracle and PeopleSoft modules and functionality (Phase -1). The scope of services for the upgrade and full lifecycle implementation services includes conducting an As -Is Analysis of the City's current configuration, To -Be documentation and configuration, functional configuration of the PeopleSoft modules, analysis and recommendations on new functionality, data conversion, Change Management and Impact Analysis, Training, Unit and System Testing, technical development and post -production support. These services include Project Management and oversight/supervision services. At the conclusion of Phase -1 of the project, and following successful system testing, the City of Round Rock will have a fully operational PeopleSoft Financials application with the GL, AP, PO and AM modules and processes put into practice that is in complete conformance with the City's requirements. In addition to the above general requirements, there are also some specific implementation requirements and expectations per module that will be considered. We agree to these requirements as stated in the RFP and as clarified in the Q&A Addendum. PAGE 18 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX Based on our experience implementing PeopleSoft Financials/Supply Chain Management at multiple Public Sector entities, there are certain "critical success factors", that are necessary to avoid installation/implementation failures. While the following list is not all-inclusive, it represents some of the most common risks that need to be carefully mitigated through effective planning, setting stakeholder expectations and project management. Additional risks and critical success factors will be identified throughout the lifecycle of the project by implementing our Risk Management methodology described later in this proposal. • Executive Buy -In: The upgrade and implementation of the PeopleSoft application will potentially affect different areas within Finance, Procurement and Supply Chain (Buyers, Accounts Receivables, etc.). Each level in the organization will have their own list of what their priority needs are (more detailed system and reporting information, seamless Invoice//Matching/Payment processes, Advanced Shipping Requests, standardized contract language, etc.). Because of this, executive buy in, ownership and sponsorship of the project will be a key aspect that could determine the success or failure of this project. • Communication and Change Management: Since the implementation of the new modules will potentially affect different areas within Finance, Procurement and Supply Chain and each level in the organization will have their own list of what their priority needs are, effectively managing open communications and stakeholder expectations will be another critical success factor. For example, the implementation of Strategic Sourcing and Supplier Contract Management will affect the way existing Vendors/Suppliers interact with the City. Therefore, another key aspect of this project will involve not only managing communications and expectations between all impacted City stakeholders — who, in turn, will have conflicting priorities — but also managing communications, expectations and training of Vendors and Suppliers. This critical success factor goes hand-in-hand with Executive Buy -In as it relates to City stakeholders and will be very dependent on Communications to external Vendors. • Detailed As -Is and To -Be Analysis: In addition to the requirements mentioned in the RFP, the consulting team will assess various configuration scenarios and make recommendations on their findings based on the As -Is business processes and the desired To -Be. This will include conducting an impact analysis on how the implementation will impact the departments maintaining the existing core Financials/Supply Chain Management modules and other general system users. • Prompt Issue Resolution and Decision Making: Changing the way you do business, as this implementation surely will, may potentially raise process or "people" issues. Quick documentation of those issues, development of alternatives for resolving them, and implementation of their resolution are critical to completing the project successfully and not stalling forward progress and user buy -in. The approach, tools and methodologies to address each of these requirements are presented in the next sections. PAGE 19 www.empowersolubons.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation ♦ Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX PROJECT IMPLEMENTATION TIMELINE AND PROPOSED IMPLEMENTATION PLAN Based on our previous experience we believe the City will find it beneficial to avoid a conducting two separate upgrades — an upgrade to 9.0 in Phase -1 and an upgrade to 9.1 in Phase -2 followed by the implementation of additional modules. Instead, we recommend that the City upgrade to PeopleSoft Financials version 9.1 as part of Phase -1. Although a direct upgrade path does not exist from version 8.4 to 9.1, Empower Solutions would conduct a two- step upgrade — from version 8.4 to 9.0 followed by an upgrade from 9.0 to 9.1. From a technical perspective, the two-step upgrade simply involves running a set of additional upgrade scripts compared to the upgrade from 8.4 to 9.0. The technical upgrade process is seamless and would be transparent to functional users. From a Functional perspective, no additional work is required to upgrade to version 9.1. Our consultants would conduct Process Analysis, Functional Review, Fit/Gap, etc. within the context of version 9.1 as the target. Empower Solutions will provide clear direction and identification of functional differences between 8.4 and release 9.1. Empower Solutions has used this approach successfully at other client sites. Some of the benefits of this approach include: - All modules (existing and not in use) are upgrade to the latest code level - Establishes a foundation on which to build Phase -2. This approach allows the team to build upon the latest code level in preparation for the implementation of additional modules in Phase -2. - Avoid creating "throw away" development work in 9.0 (i.e.: a modification required to upgrade to 9.0 which would later be retired in 9.1) - Although version 9.1 is a new version and can, thus, be considered "unstable", most of the enhancements over version 9.0 do not affect the modules in scope for Phase -1. In other words, GL, AP, AM and PO are well established and stable modules. These modules are not affected between 9.0 and 9.1. Most of the enhancements between 9.0 and 9.laffect the newer PeopleSoft modules and the Self -Service capabilities. - The scope of Phase -2 is limited to the implementation of new modules; not the implementation of new modules within an upgrade (which introduces complications of its own — see below) Minimizes the implementation risk in Phase -2. Implementing new modules isolated from an upgrade allows the City and the implementation team to focus efforts and troubleshooting on the implementation. In other words, there will be less risk involved in Phase -2 if the scope is limited to the implementation of new modules. If the new modules are implemented in Phase -2 while an upgrade from version 9.0 to 9.1 is taking place in parallel, then this opens up the possibility of additional technical issues related to the upgrade process, data conversion, etc. Based on our past experience on PAGE 20 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX projects of similar scope, we recommended avoiding this type of "big-bang" in Phase - 2. The following table represents our staffing approach for this project in order to successfully deliver the required Upgrade scope for Phase -1 on time and on budget. The following timeline assumes that the City agrees with our recommendation to upgrade directly to version 9.1. Should the City not agree with this approach, the timeline would remain the same and Empower Solutions will conduct the upgrade with version 9.0 as the Target. In other words, upgrading to version 9.0 or 9.1 for the four existing modules (GL, AM, PO, and AP) does not affect our proposed upgrade timeline. Although we recognize the City has defined a tentative timeline in the RFP, exact dates were not depicted in the following timeline. We will work with the City to determine the timing of the project start -date and go -live to support the restrictions of City's business requirements. City of Round Rock Phase I Upgrade Schedule Implementation Segment 1 2 3 4 Strategy Process Analysis Solution Development System Testing Conversion and Transition Production Support (2 weeks) Subsequently, per the requirements of the RFP, post go -live support will be provided for a two-week period upon the conclusion of each Go -Live. Production Support includes both functional and technical resources. Phase -2 — Implementation of Additional Modules Based on our experience with more than 100 PeopleSoft clients in the Public Sector and multiple industries, and within the US and internationally, we believe there is no "one size fits all" when it comes to the sequence of implementation for the additional modules listed in the RFP. For example, our experience shows that the implementation of the User Productivity Kit (UPK) is typically a relatively simple endeavor. We recommend that the City consider implementing UPK during the Phase -1 Upgrade project in order to leverage its capabilities preparing Change Management and Training materials. It is also common to recommend that AR and Billing be implemented concurrently and that Supplier Contract Management be used in conjunction with Strategic Sourcing to publish RFP's. PAGE 21 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning ♦ CRM Solutions ♦ Document Automation • Application Support EMPOWER SOLUTIONS AN 1NTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX However, we believe there many variables involved in implementing the new modules that can affect which modules should be implemented; and in what order. Because of this, there is significant risk to Empower Solutions and the City to assume a certain implementation sequence can be suggested without understanding all the City's business requirements. For example, there are multiple options to complete the Hyperion Budgeting requirement. Further, overall there has been a lack of clear integration direction from Oracle for the Hyperion product after their acquisition of Hyperion — and how it will co -exist with the PeopleSoft Planning and Budgeting module. Although we have implemented PeopleSoft Financials and Supply Chain for large clients that also utilize Hyperion for Budgeting, their use of the product may not be a fit for the City; and the logic for when Hyperion should be implemented may not apply. Therefore, we recommend performing a joint planning session with you to formalize the requirements, evaluate different alternatives, select the best option based on this analysis, and propose an implementation plan that is a fit for the City. At that point, we will propose a fixed price project to implement the findings — using the same rate structure as we used for the Upgrade scope in this proposal. Please keep in mind that Empower Solutions has implemented all the modules intended for Phase -2 for Public Sector clients. We will leverage our experience in these past projects when working with you to evaluate different alternatives. PROJECT IMPLEMENTATION METHODOLOGY In order to conduct an upgrade of the City of Round Rock's existing PeopleSoft application to version 9.x, Empower Solutions will follow the steps outlined in their certified upgrade methodology; EmpowerUPTM Note: For Phase -2 of this project, Empower Solutions will follow the steps outlined in their certified implementation methodology EmpowerLIFTSTM (Lean Implementation for Total Success); in order to implement the additional PeopleSoft modules within Financials/SCM. We developed this implementation methodology and templates specifically for PeopleSoft in the Public Sector. LIFTS was certified by PeopleSoft for implementations in the Public Sector and has been used on all of our implementations since 1998. Because the focus of this RFP is on Phase -1, Upgrade, our response is limited to our certified upgrade methodology; EmpowerUPTM The City wants to take advantage of the newest innovations PeopleSoft has to offer. However, a PeopleSoft upgrade is more than just a new software version. It also represents an opportunity to apply the PeopleSoft expertise your organization has already developed to maximize your efficiency in doing business using PeopleSoft. We can help you achieve this goal! PAGE 22 www.empowersolulions.com Professional Services • ERP and Internet Solutions • Strategic Planning ♦ CRM Solutions ♦ Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX Empower Solutions developed our E m p ower hp implementation and upgrade approaches specifically for PeopleSoft in the Public Strategic Upgrade Services Sector. Our implementation methodology EmpowerLIFTS (Lean Implementation for Total Success) is certified by PeopleSoft for implementations in the Public Sector and has been used on all of our implementations since 1998. We used EmpowerLIFTS to develop an upgrade methodology specifically designed for PeopleSoft upgrades that we call EmpowerUP. EmpowerUP combines our Technical Upgrade and Functional Upgrade approaches and includes overall Project Management and Technology Support throughout. It is designed to help our team and yours perform all of the necessary steps to upgrade your PeopleSoft system with an increased emphasis upon review of existing customizations, process improvements and upgrade test passes. The following paragraphs describe the components that are available as part of our EmpowerUP strategic upgrade approach. While these segments comprise our general approach for successful upgrade engagements, Empower Solutions is flexible and open to working together with the City to develop a customized upgrade plan based upon a combination of our proven framework and your past upgrade experiences. EmpowerUPT" Technical Upgrade Functional Upgrade Technical Blueprint Passes and Test Moves Bundles and Fixes Strategy & Planning Process Analysis Solution Development Conversion & Cut -Over Production Support Project Management, Technical Support, Quality Assurance and Risk Management PAGE 23 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX Technical Upgrade Our technical upgrade includes the installation and creation of all upgrade environments including the demo environment. It will also involve a series of passes and/or test moves prior to the final move to production. Empower will assist the City with tasks associated with creating the upgrade environments and executing all passes and test moves including the final move to production. Technical Blueprint Technical Blueprint Our standard technical blueprint/architecture used for upgrades will consists of a demo environment, no less than three additional development environments no less than two production type environments at all times. It is during this step that the technical lead will conduct an assessment of City's current technical infrastructure to determine it's compatibility with Version 9 and identify any additional requirements. This set of tasks will include: - Researching PeopleSoft Customer Connection (now MetaLink3) for certified platforms. This involves verifying the supported hardware architecture, operating systems versions and patch levels, RDMS versions and patch levels and 3rd party applications, among others, for PeopleSoft V9. - Projecting the required space for the additional database environments that will be required during the upgrade and comparing those estimates against the existing available space. Recommendations will be documented any time - Creating a "Database Environment Strategy" document presenting a strategy on database creation, when and how many databases will be required for the various upgrade passes and the different segments of the project (i.e.: Fit/Gap, Testing, Parallel, etc.), and the approach to naming and sizing these. This document will also cover a high-level approach for addressing the Production cut -over. Empower Solutions will also execute "Compare Reports" between the City's Demo environment and a copy of the existing Production environment to assist in the identification and interpretation of existing modifications. The demo environment will be used to compare software integrity on multiple upgrade instances. Development environments will be used for the technical upgrade, process analysis (fit/gap), solution development, and testing. Production environments will be used for testing, quality assurance and migrations prior to and during the final move to production. Some development environments will contain existing customizations for comparative purposes, while others may not. All environments will be created by upgrading a copy of production PAGE 24 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX using the demo environment as the source to ensure that all vanilla code is brought into the upgraded systems. More details will be provided during delivery of the project. Passes and Test Moves Passes and Moves The technical upgrade will undergo a series of passes and test moves prior to the final move to production. At this time, we are planning one initial pass to occur prior to kicking off the functional upgrade. A minimum of two and optimally three test moves will occur throughout the project, overlapping the process analysis and solution development phases of the upgrade. It is predicted that each test move will become progressively faster and smoother in preparation for a timely final move to production. Some functional testing and data verification may occur at the end of each test move. The level of functional testing and data verification will be dependant upon the level of involvement by City team members during the project. The final move to production will occur at the end of the project. We usually target a 24-48 hour final move to production, and plan to enable some functional testing and data verification prior to go -live of the upgraded production environment. Bundles and Updates Bundles and Updates The most recent bundles and updates provided by Oracle should be applied to all upgrade environments at the beginning of the project. We assume that the City has IT personnel familiar with bundle applications but will have our own technical resources on site as well. Typically, current bundles and updates will also be applied after the second test move in order to ensure that they are taken into consideration for the third test move. After the second set of bundles and updates are applied (at the end of the second test move), the environments will be frozen for patches and fixes until production upgrade go -live, unless there are significant issues impacting the team's ability to upgrade without applying additional patches and fixes. Empower will have a technical support resource on the ground to help resolve ongoing bugs and technical issues. Functional Upgrade The functional upgrade component of the project constitutes the non-technical aspects of our EmpowerUP upgrade methodology. It includes strategy / planning, process analysis, solution development / configuration, system/user acceptance testing, conversion / cut -over, production support and basically all functional requirements necessary to deploy the application capabilities for go -live at the end of the project. You will find that our functional upgrade serves to meet the needs of all of your business-related requirements and deliverables for this upgrade. PAGE 25 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN 1NTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX Strategy & Planning Strategy and Planning The Strategy and Planning segment defines the project team and develops an overall action plan for the project. The following steps support this objective: Project Organization/Charter: The early development of the project vision and the clarification of the project goals is a critical step in the success of the upgrade. The requirements are made clear for all stakeholders and the roadmap for the project is laid out. This step allows the teams to determine how success is judged, and allows for the momentum of future stages to be more easily transitioned. It will be important to involve project sponsors and stakeholders in defining their role and objectives for the project. Project Preparation and Planning: This step allows the project leadership to finalize project resources and further define the project roles and responsibilities for greater ease in scheduling tasks and team members. In addition, workspaces are established and the creation of necessary LAN, server and workstation configurations is completed during this step. Finally, the project work plan is developed to list activities, responsibilities, dependencies and timelines. This important document is developed using our base plan as the guide. If awarded the contract, Empower Solutions will work with the City to accomplish many of these tasks in advance so that the consulting team can hit the ground running upon their arrival. Work plan Development: The work plan is the roadmap for the entire project, listing activities and responsibilities. This important document is developed using our base plan as the guide, and then continually managed throughout the project. The Workplan we develop during this project will include tasks from the Upgrade (Phase -1) phase as well as the follow on solicitation (Phase -2) for the implementation of additional modules. Technical Approach: During Strategy and Planning, tasks are carried to configure the technical architecture and install the appropriate applications and modules in the necessary environments. It is also during this segment that we establish a technical blueprint plan and develop an approach for addressing customization requests, development and unit testing. Many of these tasks will be completed in preparation for the subsequent Phase -2 for the remainder of the upgrade. Development of Communication Strategy: Communication is the cornerstone to a successful upgrade. During this step the team identifies project participants, beneficiaries and executive level sponsors. It is also the step where the team decides on the best methods for communication to the user community. Project Kick-off Meeting: The project kick-off meeting is used to bring all project participants from Empower and the client to introduce the project in team members. It is also used to communicate the project plan and general timeframes, and typically involves a PAGE 26 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX message from the project sponsors and stakeholders. We have found that the kick-off meeting is a great time for project team members to get to know each other and set expectations for the project. As -Is Process Review: We will meet with Subject Matter Experts (SMEs) and business process owners at the beginning of the project to review your existing business processes and identify pre -upgrade desired changes before preparing for the Fit/Gap sessions. It will be important for our team of functional experts to have an understanding of how your business operates and where they foresee change, before the Process Analysis phase of the project kicks off. Process Analysis Process Analysis The Process Analysis segment is where we marry our knowledge of the software applications and best practices with your business requirements. Fit/Gap Preparation: Based upon the review of the existing business process and desired changes, we will configure a prototype environment to conduct fit/gap demonstrations. This environment will also likely be used to prepare our initial development environment during the next phase of work. In addition, we will prepare our scripts and presentations for the fit/gap sessions. Fit/Gap Presentation: We will demonstrate the new capabilities of the upgraded software, review current customizations and help decide which of its existing customizations need to be kept going forward and if new customizations are required to meet your business needs. All efforts will be made to reduce the amount of existing customizations and limit the number of new customizations in order to ensure that the system is as `vanilla' as possible after the upgrade. Some business process changes may be made in order to achieve this objective. Development Item Listing / Customization Assessment: Based on the results of the fit/gap presentations, a complete list of required and/or recommended new development items and estimates will be documented. Project sponsors and managers then prioritize and approve new development items to be completed, and by whom. It is also during this step that we provide recommendations on which existing customizations should be reapplied in order meet business requirements in the new version of the software. Customizations are defined as software enhancements / modifications, data conversion programs, interfaces, and custom reports. The deliverable during this step will be a Prioritized Development List with a review of all existing modifications and recommendations on whether they need to be brought forward as - PAGE 27 www.empowetsolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation ♦ Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX is, brought forward with additional modifications or retired. Modifications that can be retired will be in direct correlation to either new delivered functionality or recommended process changes. To -Be Process Development: Empower Solutions will evaluate and make recommendations on opportunities to embrace new functionality or to modify business processes as a result of the upgrade. As such, we will ensure that new business processes or changes to existing business processes are documented during this step. Empower Solutions will create documentation on the differences between the current PeopleSoft application functionality implemented at City and the functionality available in version 9. Training Strategy Development: Together we develop the initial end user training strategy in conjunction with the requirements in the RFP. This strategy identifies system users requiring training, compiles the appropriate classes to be developed, and schedules the training facilities to be used later in the project. Solution Development Solution Development The solution development segment of the project will involve the reapplication of exiting customizations or development of new customizations that are necessary to suit the business requirements identified in the Process Analysis phase. General and Detail Design: The general and detail designs for approved new development items and existing customizations are created and updated during this step. These designs describe the functional impact of the customizations and the technical specifications for completing development. Although these documents are required for development, they are often not fully completed until the end of the program development. Reapplication of Customizations: Approved customizations are migrated to the upgraded environment for testing. They are then updated as necessary to work in the new version of the software. Existing detail designs may be updated to reflect changes made to the custom development items. New Development: The development team completes program development of new development items based on the detailed design documents. Each program is carefully developed and thoroughly unit tested. All components of the program are documented in the detail design for ease of recreation during future upgrades. Security Approach: Security is an important component of the Solution Development phase that is often overlooked until just prior to go -live. Security requirements for Users, Roles and Permission lists are identified and document during this step. Security then becomes part of PAGE 28 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning ♦ CRM Solutions ♦ Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX the configuration of the system for go -live. Security Maintenance procedures may also be documented at this time. Final Configuration: As the development team works on developing required modifications, the functional team focuses on completion of the final configuration and related documentation. It is extremely important for future maintenance and understanding of business decisions that were made during the Process Analysis phase of work to document the final configuration of the system. Training Development: We develop training materials and job aids to assist in the training of business and end users. These materials are developed in accordance with requirements specified in the RFP and agreed upon during contract negotiations. Testing Testing The Testing segment involves testing preparation, execution and signoff of the working application. Once the configuration of the system and any software modification programs are complete, the entire system is subjected to a rigorous and complete system test. An evaluation and "sign -off" on all test results is required. Both Empower and client project team members jointly address open issues from Process Analysis to System Test and determine resolutions in preparation for go -live. System Test Preparation: In order to prepare for system testing, a system test plan is created to outline what tests will be conducted, who will conduct them, when and where. Schedules are created, workspaces and workstations are prepared. Often a system test kickoff is conducted to communicate the objectives of the test and the process for executing the test. System test scripts are also prepared by the project team for use during test execution. System Test Execution: During this period of time, project resources are focused on testing the various scenarios and conditions expressed in the System Test Preparation. Time and resources are dedicated to ensuring that the system provides expected results when executing tests, and that the business process requirements are met from an extended end-to-end process standpoint. It is critical to involve business users during this step to ensure that nothing was overlooked during Process Analysis, and that the system may be accepted before production. During this time, testing issues are also identified, documented, resolved, and re -tested as necessary. System Test Sign-off/User Acceptance: In order to facilitate user acceptance of the system, system test scripts will be signed off by testers. It is critically important to the success of the project that all testers and users are actively engaged in this process. PAGE 29 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning ♦ CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX Conversion & Cut -Over Conversion and Cut -Over The Conversion and Cut -Over segment addresses the actual system conversion activities including the final move to production. This segment may involve on-site, end-user training, along with production readiness testing, and multiple mock conversion runs for historical or transactional data. Tasks include: Conversion Planning: A conversion plan is documented to address all steps and tasks required to complete the final move to production. The cut -over weekend is planned, and all tasks are assigned. Typically, we also try to build in some last-minute testing of the production environment before go -live to ensure that nothing was missed during the final move to production. Final Move to Production: The final move to production involves activating the production environment and granting access to the user population. This step may also be known as 'go - live'. Knowledge Transition: A critical success factor includes the transitioning of knowledge from the consultant/project team to knowledge leaders, SMEs and business users. Though knowledge transfer has been occurring throughout the upgrade, the knowledge transition involves handing over the primary support of the system to your staff with the help of the Empower consultants. This knowledge will be used to operate and maintain the system going forward. Knowledge Transition Plans and other documents may be used to carry out this step. In addition, knowledge transition continues throughout the Production Support phase of the project. Production Support Production Support The Production Support segment of the project involves continued support of users and business processes in production. We are there to answer questions and help users understand how to use the system based on to -be processes developed during Process Analysis. In addition, we will help resolve system issues while our project team members continue to transition knowledge to your team. The main objective of this phase of work is to ensure current and future success of the project. User Support: We will enable the efficient and effective operation of the system by supporting process owners, business users, and technical support staff as needed. We may PAGE 30 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning ♦ CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX answer questions, show users how to use the system and/or communicate business process changes as documented in the to -be processes. Issue Resolution: We will assist in the analysis and resolution of production functional and system issues. These issues will be documented and tracked as resolutions are tested and implemented. Ongoing Project Activities Project Management, Technical Support, Quality Assurance and Risk Management Throughout the project, we provide the following services as part of our upgrade methodology and approach: Project Management: It is important to measure progress of the project to ensure that the effort stays on schedule, within scope and meets your expectations. Our Project Manager will work with yours to oversee all project tasks included in the project Workplan. In addition, regular status reports will be provided to document and manage risks, issues and resolutions. Technical Support: Our Technical Support team will help manage the technical blueprint during the project to ensure that environments are prepared and ready to be used at appropriate times by the project team. In addition, they will help provide the necessary network, system, security and database administration for the project. For the purposes of the technical upgrade, our team members may support the test moves as needed. Quality Assurance and Risk Management: Our quality assurance methodology entails managing and mitigating risk. Our risk management activities begin with open and consistent communication between our project team and your personnel. Through this dialogue, we identify risks to technical, programmatic, schedule, and project performance. Any individual on the project who identifies a possible element of risk to the project is urged to bring the risk item to the attention of your project manager and our personnel. KNOWLEDGE TRANSFER AND CHANGE MANAGEMENT Though we view training development and delivery as a component of a larger "change management" universe, we have developed this section to address the specific needs of the RFP. Our training approach can vary depending upon the number of available development and delivery resources, and the number and classification of end-users to be trained. We believe that Training is a critical part of a successful information system. PAGE 31 www.empowersolutions.com Professional Services ♦ ERP and Internet Solutions ♦ Strategic Planning ♦ CRM Solutions ♦ Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX General Training Approach We will develop training materials for each of the module's configuration and will train your subject matter experts on the configuration and process. Once we understand the resources available and have a preliminary schedule established, we can identify the content of the class and the attendees. The training can be targeted by department, function, job title, and activities performed. This will enable us to create a detailed training plan of precisely which groups will receive training during the implementation. During the implementation, your team will be working side by side with our consultants. This will enable functional and technical knowledge transfer at the ground level. Your personnel will know why everything was configured the way it was, will participate in testing, and will be able to know the ins and outs of the entire module. Our team will work to ensure that your personnel assigned to the project come up to speed quickly and effectively so as to reduce the need to have on-going support after the project concludes. This is your system and you should have the ability to operate it without outside help. • Process based training. We will create process based training to facilitate the use of the system and the technology. This process based training enables your users, in the different areas and functions, to have training that is tailored to their specific needs. This is effective. • We will emphasize the active involvement of your personnel. We strongly encourage you to assign your current training personnel, if available, to this training effort. These trainers should actively participate in the creation and review of training materials. Based on the clarifications of the RFP, we anticipate and assume that most of the training will be for City staff and we will assist with the creation of a training materials using the UPK tool. Key technical and functional subject matter expert resources will be trained directly by our consultants. Also, a `train the trainer' approach will be delivered. The train -the -trainer delivery method is part of our training strategy and is an effective way to perform knowledge transfer to your trainers and provide support to the trainers and end users during delivery. Once we complete the train -the -trainer process for the trainers, we will provide training support to your trainers throughout the end-user training. Our training and functional experts will work closely with the trainers so they understand the features and functions of their respective modules and how to deliver training using effective delivery strategies. PAGE 32 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY USER SUPPORT PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX As part of the implementation project, we will design and produce a Knowledge Transfer Plan. Empower Solutions has several proprietary tools that are part of our methodology, EmpowerLIFTS. One of these tools, EmpowerTrack, is a database of call incidents where we log among other things, all calls, issues, questions and their resolution. EmpowerTrack is a collaborative tool that has successfully been deployed on all of our projects to help avoid the roadblocks that various issues can produce. By implementing a tool like this, the City will be able to create a central repository of issues. This has the benefit of recording how something was resolved so that another Help Desk employee can look it up and use the resolution on a similar case. It also has the benefit of providing a database of items that can be reviewed and reused. Diligence is the key to our issue identification, evaluation, and resolution approach. Our culture and consultant training encourages an organized and structured approach to issue resolution. You will find that we document all issues. This is done so nothing slips through the cracks and also so you don't waste time addressing the same issue again and again. Once identified, issues are managed in a logical manner. The issue should be assigned the most appropriate resource with the highest likelihood of finding resolution quickly. If additional resources are needed to address an issue, they will be identified and documented along with the issue. Issues that are not resolved easily will be presented at status meetings and ranked in accordance to severity and to critical path. Once an issue is resolved, the resolution is documented thoroughly in EmpowerTrack. When appropriate, a project memorandum is published so that all involved have a clear understanding of the resolution. Empower Solutions recognizes that the City may use a separate tool, such as Quest Stat for issue management and Application Change Management. Our consultants are familiar with the use of various tools and are open to using another tool instead of EmpowerTrack. Our proactive issues management approach will help ensure a successful implementation and will provide the foundation for effective support and knowledge transfer. Our team will encounter issues, on a project of this size, but waiting for them to happen vs. proactively anticipating them is the difference between delays and effective project management. Using our EmpowerTrack software, the team leads and other authorized project team members can enter and track issues as they occur. By utilizing the database software, team members and stakeholders can easily track each issue and know all of the details PAGE 33 www.empowersolutions.com Professional Services ♦ ERP and Internet Solutions • Strategic Planning • CRM Solutions ♦ Document Automation • Application Support EMPOWER SOLUTIONS AN IN'FELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX associated with it. Below are just a few of the issue details that are tracked in EmpowerTrack: • Issue Number (automatically generated) • Description (long and short) • Priority • Phase of project needed • Functional Area • Time and Date identified and entered • Person identifying the issue • Issue owner (person responsible for resolving the issue) • Business process it is related to • Decision due date (to help monitor potential roadblocks) • Any modification related to this issue • Etc. • Many Standard Reports As you can see, from this sample list of issue details, it is very easy to "slice and dice" the information that you need. Our sample reports are easily used and also very easy to customize if there are other items that you also wish to track and report on. At times, the team leads will bring an issue to project management that cannot be resolved at their level. For this reason, we have a resolution and escalation approach to address these difficult or political issues. Issues continue to escalate to the next level until ultimately reaching the Steering Committee and Project Sponsor level. Major unresolved issues can have a negative impact on the project workplan and result in missed milestones. By effectively managing the issues, and systematically reviewing and resolving them, we are able to minimize this event. EmpowerTrack is FREE and yours to keep after the project implementation has been successfully completed PROJECT MANAGEMENT PLAN As mentioned earlier in this proposal, we did not propose a full-time / dedicated Project Manager for Phase -1 (Upgrade) of the project because of the relatively short duration of each segment. Also, our proven and detailed methodology will help guide our consultants through this initial phase. Instead, Project Management activities will be shared by our proposed Functional Leads, and Eric Warshower, our proposed Engagement Director. Each Functional Lead will manage the day-to-day activities from the functional team perspective. Eric PAGE 34 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX Warshower will manage the relationship with the City of Round Rock and have overall responsibilities for the delivery of this project. We propose this approach in order to minimize the City's financial investment of conducting this phase. Based on our past experience, we believe this model will allow the team to complete the project successfully and on-time without sacrificing the project management aspects necessary on every project. If the City feels that a full-time Project Manager is necessary, we are open to providing a dedicated, full-time and certified PMP Project Manager to this project. As noted in our EmpowerUP Methodology section, there are project management activities built into our methodology which are carried out throughout the project. However, please do not judge our dedication to Project Management by the brevity of the response included in our Methodology. We employ a very thorough Project Management approach. This approach, detailed in the following paragraphs will be adhered to by our project managers. Project Management Approach The Project Management Institute (PMI), in its publication "A Guide to the Project Management Body of Knowledge (PMBOK) 2000 Edition" defines Project Management as "the application of knowledge, skills, tools and techniques to project activities to meet project requirements. Project management is accomplished through the use of processes such as: initiating, planning, executing, controlling and closing. The project team manages the work of the projects, and the work typically involves: • Competing demands for scope, time, cost, risk and quality • Stakeholders with differing needs and expectations • Identified requirements." Our project management approach emphasizes the use of tools and techniques to deliver the project on time, in a quality manner, and with the desired outcomes. All projects involve risk and we discuss our Risk Management Approach in another section of this proposal. On engagements such as this one, we take responsibility for the cost aspects but are constantly mindful of the costs we are incurring. Likewise, whenever possible, we make recommendations that can help reduce one time or ongoing costs for our clients. This generally occurs in areas such as hardware and software procurement, client personnel staffing — with the corresponding tradeoffs in knowledge transfer and ongoing tasks, software training, etc. Those tasks can increase your costs and we will make our best efforts make you aware of situations where you can achieve cost savings. Many of the project management tasks we perform on projects such as Risk Management, Communication Management, Status Reporting, Work Planning, will only be briefly touched upon here. In the interest of brevity, we will only provide a brief description of the key components. PAGE 35 www.empowersolutions.com Professional Services ♦ ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation ♦ Application Support EMPOWER SOLUTIONS AN IN'FELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX According to the PMI's PMBOK, Project Management knowledge and practice can be grouped into their component processes. Each of these component processes makes up the different "levers" that a project manager and his or her team leaders have to manage a project so a successful conclusion. Among the most critical ones are: • Project Scope Management — consisting of scope initiation (in this proposal and RFP), scope planning, scope definition, scope verification and scope change control. • Project Schedule Management — consisting of activity definition, activity sequencing, activity duration, schedule development and schedule control. • Project Cost Management — consisting of cost planning, estimating, budgeting and cost control. The burden of controlling direct project personnel costs falls on Empower Solutions. However, there are other costs such as City personnel to be used in the effort, hardware and software costs, and perhaps other external consultants, that will influence this. • Project Quality Management — consisting of quality planning, quality assurance and quality control. In the case of this project, the project manager will have to work closely with City management to ensure overall quality in all processes, deliverables and end products. • Project Staffing Management — consisting of staff planning, staff deployment, staff training and staff development. • Project Communication Management — consisting of communications planning, information distribution and monitoring. • Project Risk Management — consisting of risk management planning, risk identification, qualitative and quantitative risk analysis, risk planning, risk monitoring and control. • Project Integration Management — consisting of project plan development, project plan execution, and change control. For each project component, the project manager performs some Core Planning processes. For example, all activities to perform a task (similar to a Work Breakdown Structure) must be defined before they can be estimated, scheduled, staffed, etc. The key steps that a project manager must complete when planning a task are: Scope Planning, Scope Definition, Activity Definition, Activity Sequencing, Activity Duration, Schedule Development, Risk Analysis, Resource Planning, Cost Estimating, Cost Budgeting, and Project Plan Development. As part of the ongoing project management effort, we will have weekly status meetings with the project management team, including Empower Solutions, City (functional and technical areas), and other interested parties. It is generally our approach to involve the project manager and the respective team leaders (e.g. HR, PY, etc) in the status meetings so that they can all be aware of status, issues, decisions, etc. It is also a good mechanism to coordinate design decisions across functional areas. PAGE 36 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN IN'TELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX Empower Solutions will produce weekly status reports that will include information that the team needs in order to maintain progress and information required to resolve issues. Sample content of our status reports include: City of Round Rock Project i) Project Status Summary ii) Performance (1) Actual vs. Planned Cost (fixed fee and time and materials component) (2) Actual vs. Planned Schedule iii) Module (Example, FI) (a) Accomplishments Week 1 (b) Plans for Week 2 (c) Issue 1 (i) Issue Description (ii) Possible Resolutions (iii)Severity (Green, Yellow, Red) (iv)Assigned to (v) Expected resolution date Likewise, we will schedule monthly executive steering committee meetings to review the projects status, accomplishments, milestones, risks and issues. In projects such as this one, surprises are not good. Constant interaction between the project team, City Project Management, the end users and staff is critical. Therefore, we will strive to make sure there is open and frequent communication among the project team and between the project team and the executive leadership. On a monthly basis, we will create a monthly project status report at a macro project level for the executive committee meeting. In addition to high-level progress information, this report will include a detail of current and anticipated project risk items, mitigation strategies, and a budget -to -actual analysis for the project financials. We utilize Microsoft Project as our standard project work planning and scheduling tool. The project manager has responsibility for utilizing that tool to effectively plan and schedule tasks, analyze the impact of project progress on deliverables and upcoming milestones, etc. The project manager also has full leeway to control staffing, scheduling, budgets, etc to ensure that the project is delivered on time and in a quality manner. We empower our project managers by giving them full control over their project. Client satisfaction is our number one priority. Our project managers view financial management as a key component of any project. Controlling costs requires practical discipline by the team as well as management. We work with appropriate staff that is skilled enough to execute this project in a reasonable time frame, and our project managers understand the importance of tracking and controlling financial status. Our project management method and tools provide a sound framework for PAGE 37 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning ♦ CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIUROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX setting up the project finances. Metrics such as total actual effort expended against estimated budgeted effort, reserve remaining and contingency budget depletion are among the tools used to control the project from a financial perspective. Our approach for change control has proven successful and historically we have only initiated change controls because our clients have asked to provide additional services, not because we excluded services that were needed on the project. If a change order needs to be initiated, the following process should be followed: At any time you may request, or we may recommend, changes to all or any part of the Service Deliverables by delivering a Change Order to the other party. The party delivering the Change Order shall provide such further information as the other party may reasonably require. Upon delivery of the Change Order we shall then submit to you as soon as reasonably practicable a written quotation in respect of such Change Order specifying whether the change is technically feasible and what changes (if any) will be required to the Scope of Services, including, but not limited to the timescale, cost and charges. Upon receipt of such report you may select either: (i) to accept such quotation in which case the Scope of Services shall be amended accordingly or (ii) to withdraw or reject the Change Order in which case this Work Order shall continue in force unchanged. We will maintain a log of all Change Orders and a status of each Change Order. We shall be entitled to reject a Change Order delivered by you if, in our reasonable opinion expressed in writing, such alterations are not technically feasible. For a Change Order to become effective it must: (i) be signed by both parties, and (ii) contain a description of any change to the services, service deliverables, schedule, resource allocation and availability, fees, expenses or other requirements of the Work Order or any other obligations of either party. Throughout a project, a significant amount of project correspondence is produced. This typically takes the form of Email and project memorandums. At the outset of the project, as part of the Define Standards step in our methodology, we will confirm that our standard memo template conforms to your standards and expectations. Once it does, we will use it as the standard on the project. We believe successful projects are achieved when a series of factors come together. Project management has components related to tools, theory, the experience of the manager and the project team members, the expectations and participation of the client, etc. In addition, we believe there is an overlooked component that is critical: the makeup of the Project Team. Projects will not be successful if all the components do not come together. It does not matter how good the project manager is or how many tools he has at his or her disposal. In the end, the success of the project rides on the skills, dedication and passion of the entire project team. A successful project manager is one that can skillfully balance the scope, time, cost, risk and quality, of his team's work product as well as the different skills and personalities of the client and consultant project team. For example, the most successful sports teams aren't always those that have the biggest stars or the best equipment. They are PAGE 38 www.empoweisolutions.com Professional Services ♦ ERP and Internet Solutions ♦ Strategic Planning ♦ CRM Solutions ♦ Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX the ones that believe in a common goal, have the skills needed to accomplish the task at hand, and work in unison to achieve a common objective. Risk Management Software industry risk thought leader Roger Van Scoy stated that "risk in itself is not bad; risk is ,► /f essential to progress, and failure is often a key part ��It��'� of learning. But we must learn to balance the 4!i possible negative consequences of risk against the potential benefits of its associated opportunity." At the same time, The Standish Group estimates that 73% of information technology projects are either cancelled or completed with significant cost or timeline overruns. We believe that it is not possible to avoid project risk, but that it is vital to effectively manage project risk. We understand that, in order to realize the benefits of a significant technology investment, our clients must assume risk. Our risk management and quality assurance approach is inspired by the Software Engineering Institute (SEI), and provides a disciplined environment for proactive decision-making to: • Assess continuously what may go wrong. • Determine what risks should be addressed most proactively. • Implement strategies to deal with those risks. Our Project Director, Managers, and Consultants will work together with the City's project leaders to identify and anticipate project risks before they become problems. The joint team will analyze risks by considering impact, probability of occurrence, and timing, to classify and prioritize risks. We will plan resolutions to current an anticipated project risks by translating risk information into opportunities to mitigate, and will place our mitigation plans into action. Our team will constantly track and report the resolution of project risks, and will control effective resolutions by making small adjustments as risks are mitigated. And, at all times, we will communicate information and feedback about current, emerging, and anticipated risks. PAGE 39 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX Creating a Risk -Control Environment Empower Solutions subscribes to the SEI's definition of an effective risk -control environment, defined as: • Keeping a Global Perspective. We encourage our clients and consulting teams to view the software implementation effort as a part of an overall strategy to increase the administrative efficiency of the client's organization. • Maintaining a Forward -Looking View. Our teams anticipate potential outcomes, managing project resources accordingly. • Facilitating Open Communication. We encourage free-flowing information at and between all project levels. • Adapting Management. We make risk management an integral and vital part of project management, according to the project's infrastructure and culture. • Remaining Vigilant. We maintain our risk vigilance through all phases of the project's life cycle. • Establishing a Shared Vision of Success. We focus upon results, based on common purpose, shared ownership, and collective communication. • Fostering Teamwork. We work cooperatively to achieve common goal, pooling talents, skills, and knowledge to help us get there. Throughout the implementation, we use several different tools to communicate the project risks to management. The Empower Solutions team will work together with the City to manage and mitigate the risks associated with this implementation project. Quality Assurance Approach Every effort involves some degree of risk, which is defined as the possibility of an unfavorable event or outcome. Our quality assurance methodology entails managing and mitigating risk. Our risk management activities begin with open and consistent communication between our project team and City personnel. Through this dialogue, we identify risks to technical, programmatic, schedule, and budget performance. Any individual on the project who identifies a possible element of risk to the project is urged to bring the risk item to the attention of the City Project Manager and our personnel. On all of our projects, we have a senior client services executive from our organization meet with the client managers on a monthly and/or semi-monthly basis to assess the quality of our services and the performance of our team. We are truly committed to delivering the utmost quality of services and take the role of a Quality Assurance Program Manager very seriously. During our visit, we meet with the project teams and stakeholders to assess the PAGE 40 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX status of the phases of the project and identify any issues that require resolution. We communicate our findings and our recommendations and follow through as necessary. Our overall objective for this project is to make sure that it is a quality implementation that delivers the stated functional, technical and process objectives as stated in the RFP. We are willing to work closely with the City to ensure that this effort is successful and delivers the improvements you are looking for. /.i, 2, /r('(I/r(i i/ !i!�% l/lt tllt%t' ('.1/tl'[ !'lI � Irl//IflI( l!('fi:('`('IU ( (r('('('\Stl/.I !u Ineel r((/r(i(rfrfrnl� o/ ,Su(911(' u/ II (Irl,. Required City Resources Undertaking a project of this magnitude will require City and Empower Solutions dedication in order to be successful. The workload for City personnel will vary throughout the project. In this section, we explain some points of the project where City personnel involvement will be required. We do this in hopes of preparing the City for any temporary staffing needs above and beyond standard levels. We include City resources that we estimate will be impacted by the project more than one day a week (20% project involvement and above). We have only included City resources that would be directly impacted by the PeopleSoft Phase -1 Upgrade. Similar time commitments will be required during the Phase -2 implementation by different groups (i.e.: Budgeting, AR, etc.). For each area, we have highlighted the estimated time commitments for each of the segments of our methodology. The following represents what we believe should be the minimum involvement and commitment level by functional area for City personnel. • Supply Chain — We anticipate the City will designate one "super user" (subject matter experts) in this area to manage and to administrate the functions of Purchasing as they relate to the upgrade. • Finance Administration — We anticipate the City will designate two to three "super users" in this area to manage and to administrate the functions related to AP, AM and GL as they relate to the upgrade. • Technical Programming — We anticipate the City will provide a resource to assist our technical lead in identifying and understanding the existing modifications. • Infrastructure Support — We anticipate the City will provide DBA, Server Administration, Network Administration staff on a part-time basis to the project in order to assist our team with the assessment The functional experts from the City will be called upon to help in the analysis of business processes and the fit of the new PeopleSoft functionality. During the fit/gap analysis these resources will be required to spend most of their time contributing to the project and evaluating the Fit and feasibility of the new functionality. PAGE 41 www.empowersolutions.com Professional Services ♦ ERP and Internet Solutions ♦ Strategic Planning • CRM Solutions ♦ Document Automation ♦ Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX The following table can be used as a guideline for City time commitment by segment in our methodology. We will work with the City to identify resources and further define needs based on the start date of the project. The length of time spent in each segment may vary upon the complexity of the module and degree of City customization. Project Segment % Commitment Pre Project Preparation 0-20% Project Organization 50% Process Analysis 80% Solution Development 50% System Test 80% Production Support 50% PAGE 42 www.empowersolulions.com Professional Services ♦ ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX REFERENCES /ll. 3 /'ruride re/ei ences: Pi•eride the name, address. telephone number and /mint of contact of at least 1/Tree client. s that have utilized the same or similar product and services within the lust 3 years. References mar he checked prior to award.. 1nF nt afire responses received rnu►' rc'cnit in disqualification from consideration for to ard. I allure to include references with submittal n1at' result in disqualification from con.siderution far award. The following references include Public Sector entities where Empower Solutions has provided services of a similar nature. In all of the below, Empower Solutions acted as the sole/prime vendor for each project. Reference#1 Organization/Company name SDCS - San Diego City Point of contact with current telephone number and email address Name: Jessica Youngs Title: Project Manager Phone: (619) 260-5426 Industry/subject focus Public Sector PeopleSoft modules installed Human Resources • Payroll • Time and Labor • Benefits Financials: • General Ledger • Purchasing • eProcurement • Direct Connect • Asset Management • Accounts Receivable • Accounts Payable • Grants / Projects / Treasury • Inventory • eSettlements • eSupplier Connection • Supplier Contract Management Enterprise Portal Enterprise Performance Management • Budgets Key technologies employed (hardware and software tools) DB: SQL Server App: MS Windows / BEA Tuxedo Web: MS Windows / BEA WebLogic PACE 43 www.empowersolutions.com Professional Services ♦ ERP and Internet Solutions • Strategic Planning • CRM Solutions ♦ Document Automation ♦ Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX Reference#2 Organization/Company name Puerto Rico Treasury Department, PR Point of contact with current telephone number and email address Frances Ruiz 10 Paseo Covadonga San Juan PR 00902 787-721-2020 Industry/subject focus State Treasury PeopleSoft modules installed Human Resources • Payroll • Time and Labor Financials: • General Ledger • Purchasing • Asset Management • Accounts Receivable • Accounts Payable • Inventory Key technologies employed (hardware and software tools) DB: DB2/0S390 App: MS Windows / BEA Tuxedo Web: MS Windows / BEA WebLogic Reference#3 Organization/Company name Puerto Rico Telephone Company / Verizon Wireless Point of contact with current telephone number and email address Mr. Adail Ortiz Chief Financial Officer 1515 Roosevelt Ave. San Juan, PR 00936 (787) 749-2388 Industry/subject focus Telecommunications — partial government ownership PeopleSoft modules installed Financials: • General Ledger • Purchasing • Billing • Accounts Receivable • Accounts Payable • Inventory Key technologies employed (hardware and software tools) DB: PeopleSoft on Oracle/AIX. App: IBM P-Series/AIX Web: Load Balanced Web Server Farm running RedHat LINUX. Load Balancer: Cisco CSS LDAP Integration Reference#4 Organization/Company name City of Chesapeake Point of contact with current telephone number and email address Donna Hildebrand Project Manager (757) 382-6157 dhildebrand@mail.city.chesapeake.va.us Industry/subject focus City Government / School District PAGE 44 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Sdutions • Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX PeopleSoft modules installed Financials: • General Ledger • Purchasing • Asset Management • Accounts Receivable • Accounts Payable • Projects • Budgets Key technologies employed (hardware and software tools) DB: MS SQL Server App: MS Windows / BEA Tuxedo Web: MS Windows / BEA WebLogic LDAP Integration PAGE 45 www.empowersolutions.com Professional Sendces • ERP and Internet Solutions • Strategic Planning ♦ CRM Solutions ♦ Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLI(ROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX COST PROPOSAL 1-1.1. The cast proposal ,Trull be identified in sum/Italy per,te(s) or section 0.1 the proposal for Clear identification. 1-1.2. The cost proposal shall include an official offer to undertake the proposed work at fire quoted price and a detailed explanation 01 the quoted price which .shall occlude 0 cost break down by each module or deliverable. 14.3. The cost shall include an estimate o/ the number of horrr.s to be spent by the Proposer on the project, an estimate o/ nris(ellaneou.s expenses such uA telephone Costa and travel e.vpenses, and cr proposed project schedule. 1-1.-1. The official offer shall include a commitment to perform all financial responsibilities relative to the pelf Ormance of the proposed contract inclndin, submitting all invoices and accounting _for all finnls. Empower Solutions proposes a fixed -fee price for Phase -1. Empower Solutions proposes a Fixed Fee Price of $299,840 for Phase -1: Upgrade of GL, AP, PO, AM. Because of the nature of an upgrade, the proposed scope cannot be broken down by module. The following are estimated ratios of the proposed fixed fee by project segment: Project Segment Associated Percentage Strategy 10% Process Analysis 25% Solution Development 25% Testing 25% Conversion and Transition 5% Support 10% Please refer to our Technical Proposal section for details on the proposed timeline and project schedule. Empower Solutions' proposal is inclusive of all expenses, costs, taxes, fees and services required to perform and complete the services proposed. As part of our offer, we commit to perform all financial responsibilities relative to the performance of the proposed contract including submitting all invoices and accounting for all funds. Phase -2 Cost Estimates PAGE 46 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning ♦ CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX As mentioned in the "Technical Proposal" section of this proposal, Empower Solutions brings experience with more than 100 PeopleSoft clients in the Public Sector and multiple industries, and within the US and internationally. Based on this, we believe there is no "one size fits all" when it comes to the sequence of implementation for the additional modules listed in the RFP. Because of the many variables and risks involved to Empower Solutions and the City, projections on duration and an implementation sequence can not be suggested without understanding all the City's business requirements. Therefore, we recommend performing a joint planning session with you to formalize the requirements, evaluate different alternatives, select the best option based on this analysis, and propose an implementation plan that is a fit for the City. At that point, we will propose a fixed price project to implement the findings — using the same rate structure as we used for the Upgrade scope in this proposal. PAGE 47 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX ASSURANCES, ERRORS AND OMISSION 15.1. 1 brief statenrent providing aAAarance. that the Proposer shall be cognizant of; comply with and enforce all applicable Federal. Stale and Local statutes and ordinances' and a description of the proponent's methodology for handling errors and omissions in the project management ent and implementation as part of this project. Empower Solutions hereby provides assurance that they shall be cognizant of, comply with and enforce all applicable Federal, State and Local statutes and ordinances and a description of the proponent's methodology for handling errors and omissions in the project management and implementation as part of this project. PACE 48 www.empoweisolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX ASSUMPTIONS In order to minimize the cost of the upgrade to the City, the following assumptions are made. Although we can provide all and additional services related to the assumptions below, we believe it is in the best interested of the City to take an active role in the pre -project preparation steps and project implementation: • Per the RFP, Empower Solutions assumes the tentative start date to be mid- to late - January 2010. In order to secure resources, Empower Solutions requests that the City provide confirmation of intent to award around the first half of January. • The City will provide PeopleSoft Configuration, Development, Conversion and Testing environments that are up-to-date with Patches and Fixes for all new and existing modules. This includes the application of PeopleSoft Maintenance and subsequent regression testing. • The scope of the upgrade is limited to a "technical upgrade" without a full business process review. • The City operates a "Vanilla" production environment without customizations • Empower Solutions assumes monthly payment milestones based on percentage completion of the project • For the implementation of Phase -2 modules, the City will lead Data Cleansing efforts for any required conversion; based on recommendations by Empower Solutions • Any configuration, coding, development required for integration with 3rd party applications at the 3`d party's end is out of scope • Per the published RFP questions and answers, the City will allow Empower Solutions off-site technical consultants remote VPN access into their PeopleSoft environment in order to conduct the technical upgrade. PAGE 49 www.empowersolulions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX APPENDIX A - CLIENT LIST The following is a list of Empower Solutions' Public Sector clients. Services range from PeopleSoft version 5 to version 9.0 and include a balanced mix of HCM, Financials/Supply Chain Management and CRM systems implementations and upgrades. Among our list of past and current clients are: Academy School District 20, Colorado Springs Adams 12 County Schools, Colorado Airline Reporting Corporation • Alta College • Apple Vacations • Australia National University • Banco Santander de Puerto Rico • Bio Marin • Boston Public Schools • Brigham Young University • Bristol Hotels • Bristol Myers Squibb • Broward County, FL • BUPA • California State University - Hayward • Catawba County, NC • Chicago City Colleges ■ City of Albuquerque • City of Chacao, Caracas, Venezuela • City of Chesapeake, Virginia • City of Chesapeake Schools, Virginia • City of Colorado Springs • City of Denver, CO • City of Glendale, AZ • City of Pittsburgh, PA • City of Tampa, FL • City of Tempe, AZ • City of Seattle, WA • Clackamas County, OR • Colorado School System No. 11 • Concentra Insurance C.R. Bard • Department of Defense • Detroit Public Schools • District of Columbia Public Schools ■ EMS • EW Scripps ■ Frederick County Community College ■ Frederick County Government PAGE 50 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning ♦ CRM Solutions ♦ Document Automation ♦ Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND RocK, TX • Frederick County Public Schools • Gale Industries • General Electric Caribbean • Georgia State University • Henrico County, VA • Houston Community College Huron Consulting Illinois State Employees Retirement System • Innovative Communications Corporation • Innovative Technology • Jefferson County Schools • Juniper Networks • KLA Tencor Corporation • Knoxville Utilities Board • LACOE (Los Angeles County Office of Education) • Louisville Water Company • Maricopa County, MN • Mecklenburg County, NC • Medical College of Georgia • Minneapolis Public Schools • Motorola • Museum of Modern Art, New York • Natrona County School District #1 • Nassau County Board of Cooperative Education Services (BOCES) • NY Department of Civil Service • NY Public Library • NY Department of Education • Pacific Northwest National Laboratory • Placer County, CA • Pima County • Pittsburgh Public Schools • Polk County Public Schools (ITIG) • Polytechnic University of Puerto Rico • Portland Public Schools • Puerto Rico Courts Administration System - Tribunales • Puerto Rico Correctional Health Services Department Puerto Rico Correctional Health Services Corporation Puerto Rico Department of Agriculture Puerto Rico Department of Education • Puerto Rico Department of Health • Puerto Rico Department of Mental Health • Puerto Rico Department of Justice • Puerto Rico Environmental Quality Board • Puerto Rico Interamerican University • Puerto Rico Metropolitan Bus Authority • Puerto Rico State Elections Commission • Puerto Rico Teacher's Retirement Board • Puerto Rico Telephone Company — Verizon PACE 51 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIUROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX • Puerto Rico Treasury Department • Ramsey County, St. Paul, MN • Reliable Financial Services • Rhode Island College • Rochester City Schools Rocky Flats Environmental Technology Site Salt Lake City County, Utah San Diego City Schools San Diego County Water Authority • San Diego Unified Port District ■ SBI Queens College ■ Seattle Public School District No. 1 • SEI Technologies • T Mobile • TD Waterhouse • Texas Employees Retirement System • Texas Utilities • Truly Nolen • United States Air Force (USAF) • University of Louisville • University of Rhode Island • University of Texas Health Science Center - Houston • University of Texas Health Science Center - San Antonio ■ University of Wyoming • University System of Georgia including the following institutions o Abraham Baldwin Agricultural College o Armstrong Atlantic State University o Atlanta Metropolitan College o Augusta State University o Bainbridge College o Clayton College & State University o Coastal Georgia Comm. College o Columbus State University o Dalton College o Darton College o East Georgia College o Floyd College o Fort Valley State University o Gainesville College o Georgia College & State University o Georgia Medical College o Georgia Perimeter College o Georgia Southern University o Georgia Southwestern University o Georgia State University o Gordon College o Kennesaw State University o Macon State College PAGE 52 www.empowersolutrons.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN 1NTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX o Middle Georgia College o North Georgia College o Savannah State University o Skidaway Institute of Oceanography o South Georgia College o Southern Polytechnic State University o State University Of West Georgia o Valdosta State University o Waycross College • Wal-Mart de Puerto Rico • V. Suarez & Company • Western Michigan University • Wichita Public Schools PAGE 53 www.em powersolutions.corn Professional Services • ERP and Internet Solutions • Strategic Planning ♦ CRM Solutions • Document Automation ♦ Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX APPENDIX B - FINANCIAL STATEMENTS In reference to the requirement for a recent financial statement, please refer to the information below which includes the audited financials statements for Empower Solutions and its parent company, Intelligroup prepared in United States Dollars. The Financial Statements are preceded by the Auditor's Opinion Letter. For more information on our SEC Filings and Earnings releases, please visit the Investors section of our website at: http://www.intclligroup.com/ig_abt fi_sec_l.lit ml Auditor Opinion Letter: Report of Independent Registered Public Accounting Firm The Board of Directors and Shareholders of Intelligroup, Inc.: We have audited the accompanying consolidated balance sheets of Intelligroup, Inc. ("Intelligroup") as of December 31, 2008 and 2007, and the related consolidated statements of operations and comprehensive income, changes in shareholders' equity and cash flows for each of the two years ended December 31, 2008 and 2007. These financial statements are the responsibility of Intclligroup's management. Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan and perform the audits to obtain reasonable assurance about whether the financial statements are free of material misstatement. We were not engaged to perform an audit of the Company's internal control over financial reporting. Our audits included consideration of internal control over financial reporting as a basis for designing audit procedures that arc appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Company's internal control over financial reporting. Accordingly, we express no such opinion. An audit also includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements, assessing the accounting principles used and significant estimates made by management, and evaluating the overall financial statement presentation. We believe that our audits provide a reasonable basis for our opinion. 1n our opinion, the financial statements referred to above present fairly, in all material respects, the consolidated financial position of Intelligroup, Inc. at December 31, 2008 and 2007, and the consolidated results of its operations and its cash flows for each of the two years ended December 31, 2008 and 2007, in conformity with U.S. generally accepted accounting principles. /s/ Ernst & Young LLP Metropark, New Jersey March 10, 2009 INTELLIGROUP, INC. CONSOLIDATED BALANCE SHEETS DECEMBER 31, 2008 AND 2007 (In thousands except par value) ASSETS December 31 December 31 2008 2007 CURRENT ASSETS Cash and cash equivalents $ 10,161 $ 8,419 Short-term Investments 1,031 - PAGE 54 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation ♦ Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX Accounts receivable, less allowance for doubtful accounts of $1,996 and $1,240 at December 31, 2008 and December 31, 2007, respectively 23,805 24,493 Unbilled services, less allowance for doubtful accounts of $20 as at December 31, 2008 and $911 at December 31, 2007 10,456 11,393 Deferred tax asset, current portion 545 589 Prepaid expenses and Prepaid Taxes 1,508 1,567 Other current assets 617 1,965 Total current assets 48,123 48,426 Property and equipment, net 5,041 6,470 Goodwill and Intangibles 1,941 3,034 Restricted Cash and Investments 882 4,848 Deferred taxes and other assets 4,243 2,684 Total Assets $ 60,230 $ 65,462 LIABILITIES AND SHAREHOLDERS' EQUITY CURRENT LIABILITIES Line of credit borrowings $ 125 $ 6,566 Accounts payable 4,441 3,542 Accrued payroll and related taxes 11,609 11,645 Accrued expenses and other current liabilities 4,930 4,878 Current portion of Deferred revenue 735 3,345 Current portion of obligations under capital lease 805 457 Total current liabilities 22,645 30,433 Obligations under capital lease, net of current portion and long term debt 533 375 Deferred revenue, net of current portion 454 691 Other long-term liabilities 1,556 579 Total Liabilities 25,188 32,078 Commitments and contingencies SHARE HOLDERS' EQUITY Preferred stock, $.01 par value, 5,000 shares authorized, none issued or outstanding Common stock, $.01 par value, 65,000 shares authorized at December 31, 2008 and 2007; 42,114 and 42,160 shares issued and outstanding at December 31, 2008 and December 31, 2007, respectively 421 421 Additional paid -in capital 72,089 71,119 Accumulated deficit (34,100) (40,789) Accumulated other comprehensive income / (loss) (3,368) 2,633 Total shareholders' equity 35,042 33,384 Total liabilities and shareholders' equity $ 60,230 $ 65,462 INTELLIGROUP, INC. CONSOLIDATED STATEMENTS OF OPERATIONS AND COMPREHENSIVE INCOME FOR THE YEARS ENDED DECEMBER 31, 2008 AND 2007 (in thousands except per share data) 2008 2007 Revenue $ 157,101 $ 145,066 Cost of revenue $ 107,635 $ 105,351 Gross profit 49,466 39,715 PAGE 55 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX Selling, general and administrative expenses $ 35,938 $ 34,055 Depreciation and amortization $ 2,399 $ 2,472 Total operating expenses 38,337 36,527 Operating Income Interest income Interest expense Foreign Currency Transaction gain / (loss) Other income Income before income taxes Provision for income taxes Net Income $ 11,129 $ 3,188 297 133 (535) (792) (3,126) 514 436 641 $ 8,201 $ 3,684 1,512 720 $ 6,689 $ 2,964 Earnings per share: Basic earnings per share $ 0.16 $ 0.07 Diluted eaminos ner share 0.16 0.07 Weiohted avers ori number of rnmmon shares outstanding - basic 42,155 42,026 outstanding - diluted 42,387 42,115 Comprehensive income Net Income $ 6,689 $ 2,964 Other comprehensive income (loss) Currency translation adjustments (6,001) 2,607 Comprehensive Income $ 688 5,571 2008 Highlights: • 2008 revenue rose 8.3% to $157.1 million • 2008 gross profit rose to $49.5 million compared to $39.7 million in 2007 o Gross margin rose to 31.5% compared to 27.4% • 2008 operating income rose to $11.1 million compared to $3.2 million o Operating margin rose to 7.1% compared to 2.2% • 2008 other income reflects a $3.1 million foreign exchange (fx) loss compared with a $0.5 million fx gain in 2007 • 2008 net income rose to $6.7 million, or $0.16 per diluted share, compared to $3.0 million, or $0.07 per diluted share, in 2007 • Net cash generated by operating activities was $13.2 million in 2008 as compared to net cash used in operating activities of $0.4 million in 2007 Q4 Highlights: • Q4 '08 revenue decreased 2.7% to $37.3 million compared to $38.3 million in Q4 '07 and decreased 9.5% compared to Q3 '08 revenue of $41.2 million PAGE 56 www.empowersolutions.com Professional Services ♦ ERP and Internet Solutions • Strategic Planning ♦ CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN IN'T'ELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX • Q4 '08 gross margin rose to 32.5% compared to 30.8% in Q4 '07 and 31.3% in Q3 '08 • Q4 '08 operating margin was 7.9% compared to 8.2% in Q4 '07 and 9.4% in Q3 '08 • Q4 '08 other income reflects an fix loss of $1.4 million compared to an fix gain of $0.1 million in Q4 '07 and a $0.07 million fx loss in Q3 '08 • Q4 '08 net income was $1.0 million, or $0.02 per diluted share, compared to $3.0 million, or $0.07 per diluted share, in Q4 '07 and $2.7 million, $0.06 per diluted share, in Q3 '08 • Intelligroup added 34 new customers globally during the quarter PAGE 57 www.empowersolutions.com Professional Services • ERP and Internet Solutions • Strategic Planning ♦ CRM Solutions • Document Automation • Application Support EMPOWER SOLUTIONS AN INTELLIGROUP COMPANY PEOPLESOFT FINANCIALS UPGRADE SERVICES PROPOSAL FOR CITY OF ROUND ROCK, TX APPENDIX C - RESUMES PAGE 58 www.empowersolutions.com Professional Services ♦ ERP and Internet Solutions • Strategic Planning • CRM Solutions • Document Automation • Application Support SIDDHARTH MISRA Overview Mr. Misra bring over 10 years of strong functional experience in PeopleSoft Financial, Supply Chain Management and Supplier Relation Management 9.0/8.9/8.8/8.4/8.0/7.5 (GL, AP, Project Costing, KK, PO, AM, AR, Billing, OM, Contract, INV, EX, eProcurement, Treasury, Cash Management, Risk Management, Deal Management, Strategic Sourcing, Supplier Contract Management, eSettlements, Catalog Management and eSupplier Connection). He has worked on 4 full life Cycle implementation and 8 Upgrade projects. His most recent experience includes working as a Functional Lead for last 4 yrs and often acted as in a Project Management capacity as required for the last 2 years. Summary of Skills Business Skills: Project Management, Financial Accounting, Forecasting Projections, Financial Modeling Techniques, Marketing Plan, Inventory Valuation, Cash Flow Valuation, Stock Return Prediction, Cost Reduction Plans, Variance Analysis, and Analytical Duties. Advanced Computer Skills: ERP: People Tools: PeopleSoft Financial Supply Chain Management and Supplier Relation Management 9.0/8.9/8.8/8.4/8.0/7.5 (GL, AP, Project Costing, Program Management, PO, AM, KK, AR, Billing, OM, eProcurement, Treasury, Cash Management, Risk Management, Deal Management, Catalog Management, Contract, INV, eSettlements, Supplier Contract Management, Strategic Sourcing and eSupplier Connection), Integration with EPMS PeopleTools, PS Query, SQR, Process Scheduler, Process Monitor, Business Process Designer, Workflow, Configuration Manager, Import Manager, Data Mover, Upgrade Assistant, Integration Broker. Reporting Tools: SQR, Crystal Report, and nVision Database: MS SQL Server 2000/7.0/6.5, SQL and Oracle Operating systems: UNIX, MS-DOS, and Windows 2000/NT/XP/98/95 Tools: MS Excel, MS Word, MS Project, MS Access, MS PowerPoint, MS Visio, SQR Experience Vail Resorts, Denver, CO Vail Resorts is implementing eSettlements and integrating with their PS FSCM 9.0 to enable online Invoicing from Suppliers and minimize Supplier Inquiry for Invoice Payments by leveraging PeopleSoft eSettlements functionalities. Responsibilities • Conducted Fit Gap Analysis of e Settlements. • Configured and deployed eSettlements as per Vail Resorts requirement. • Configured Integration Broker to Integrate XML Invoice Process with Suppliers. • Configured Workflow and email Notification Processes for Buyers and Suppliers. • Archived Voucher Payment and Vendor Data for faster processing of email notifications specific to Voucher Creations and Payment approval notifications. • Created Custom Roles, Permission Lists and Setup Security for eSettlements Users as per Vail resorts requirement. • Created Functional Specifications to create customization to incorporate Vail Resorts Business Processes. • Created Functional Specifications to integrate PS eSettlements with Invoice imaging system Onbase. • Created configuration documents and Training Manuals for end User of eSettlements. Also created training Manual for external Users (Suppliers) accessing PeopleSoft through Supplier Portal. • Created test Scripts for System and Integration testing. Helped Users during System and User Acceptance Testing • Coordinated all the Development efforts to create customizations and resolving issues which came up during system testing. Environment: PeopleSoft Financial PS 9.0, PeopleTools 8.49, SQR, XML, Application Engine, PS Query, SQL Server and Integration Broker. University of Louisville, Louisville, KY University of Louisville upgraded its Financial System from PS 8.8 to 9.0 and implementing Supplier Relation Management and integrating with their PS FSCM 9.0 to automate the process and leverage the PeopleSoft functionalities to have a better Supplier relationship. Responsibilities • Conducted Fit Gap Analysis of Strategic Sourcing and Supplier Contract Management. • Configured Change Order Process in eProcurement as per UofL requirement. • Configured Punch out in eProcurement to use the Direct Connect Supplier functionality to connect to marketplace (Sciquest). • Configured Integration Broker to Integrate XML Invoice Process with Suppliers. • Configured Workflow Processes in eProcurement, eSettlement, Strategic Sourcing and Supplier Contract Management. • Integrated Grants with eProcurement and Purchasing modules. • Reconfigured Grants to resolve complex issues and to eliminate customization with delivered functionality. • Configured the SRM Dashboard for the Procurement Buyers and Managers. • Configured Procurement Card for Automatic Reconciliation of Procurement Card Bank Statements. • Created Test Scripts for User Acceptance Testing of eSettlement, eProcurement, Strategic Sourcing and Supplier Contract Management. • Created Training Manuals for eSettlement, eProcurement, Strategic Sourcing and Supplier Contract Management. Also created training Manual for external Users (Bidders) accessing PeopleSoft through Supplier Portal. • Configured and setup Security to give access to eSettlement, eProcurement, Strategic Sourcing and Supplier Contract Management to end Users (Internal Users). • Configured Security for Suppliers and Bidders (external Users) to give them access to Strategic Sourcing and eSettlement. • Helped Users during System and User Acceptance Testing. • Coordinated all the Development efforts and created Functional Specifications to create customizations and resolving issues which came up during system testing. • Customized the delivered EDX PO Dispatch process to Dispatch all PO's irrespective of the PO Dispatch Method. Environment: PeopleSoft Financial PS 9.0, PeopleTools 8.48, SciQuest, SQR, Application Engine, PS Query, Oracle Server and Integration Broker. OAKS, State Of Ohio, Columbus, OH The Ohio Department of Administrative Services (DAS) and other state departments determined that an Enterprise Resource Planning (ERP) system would be a better tool for performing the state's critical central business functions. The OAKS (Ohio Administrative Knowledge System) System integrated the functions of five major statewide business functions.. When implemented, OAKS will replace the Central Accounting System, Capital Improvement Project Tracking System, Fixed Assets Management System, and the human resources system (HR2K). Responsibilities • Configured and deployed Treasury, Cash Management, Risk Management and Deal Management as per OAKS requirement. • Integrated Treasury modules with AP, AR and legacy AR system for revenue recognition. • Configured Treasury and Cash Management modules to automate the bank reconciliation process. • Configured The Banking System to automate the Bank Reconciliation Process. • Configured Financial Gateway for Payment and Bank Statement processing. • Integrated Treasury modules with AP and AR for revenue recognition. • Configured Treasury and Cash Management modules to automate the bank reconciliation process. • Configured and customized Bi Lateral Netting and Settlement as per OAKS Business Requirement. • Responsible for Unit Testing the new system before rolling it out to Users for system testing. • Created Functional Test Scripts for System and Integration testing. • Created Functional Specifications for developing pending item interface process which loads pending items from agency legacy billing system into the AR. • Created Functional Specifications for development of Outbound Payment Data Interface process which provide agencies with payment information for vouchers that have been paid, voided, stopped, or all other payments. • Created Functional Specification for development custom pages , records for AR module to include validations for the TOS (Treasurer of State) agency. • Automating APY2015 to run in batch mode and created component interfaces to automate the selection and creation processes. • Created Functional Specifications to develop custom component interface to load customers into the OAKS system. • Configured and setup Security to give access to Treasury, Cash Management, Risk Management and Deal Management to end Users. • Produced documentation regarding design specifications, functional analysis, training and testing plans. • Helped Users during System and User Acceptance Testing for a timely rollout of Treasury, Cash Management, Risk Management and Deal Management. • Coordinated all the Development efforts to create customizations and resolving issues which came up during system testing. Environment: PeopleSoft V8.8, GL, KK, AP, AR, BI, AM, PO, Treasury, Cash Management, Risk Management and Deal Management, Windows 2003, AIX/UNIX, Oracle 10g, nVision, SQR, Peoplecode, App Messaging, Crystal Reports. Port Authority of Allegheny County, Pittsburgh, PA Port Authority of Allegheny County (PAAC) is a public sector company based in Pittsburgh, PA and provides Public Transportation to the Pittsburgh area. PAAC upgraded its PS Financial system from PS 7.5 to PS 8.9 in Phase I and currently PAAC is implementing eAPPS in Phase II. Responsibilities • Comparative Analysis of PeopleSoft Application of PS 9.0 and PS 8.9. • Functional Lead for upgrading PeopleSoft PO and INV from version 7.5 to version 8.9. • Conducted Fit Gap Analysis of PO and INV during the Upgrade process in Phase I. • Extensively used the compare reports for analyzing the customizations so as to override or keep the custom objects from the previous version to the new version. • Produced documentation regarding design specifications, functional analysis, training and testing plans for Phase I. • Responsible for Unit Testing the upgraded system before rolling it out to Users for system testing. • Worked closely with the Project manager to ensure successful and on-time upgrade. • Configured Inventory Modules to eliminate several Customizations by delivered processes. • Created Functional Specifications to create simplified custom processes. • Configured Costing for Inventory Transactions as part of the Upgrade Process. • Configured the Order Fulfillment Process in Inventory Module. • Customized the Commitment Control process for PO's as per Ports requirement. • Helped Users during User Acceptance and System Testing to successfully complete testing for a timely rollout of the upgraded system. • Troubleshoot and reconfigured the business process in Inventory and Purchasing Modules. • Archived Inventory Data to resolve Replenishment related issues. • Archived Voucher and payment data for faster processing of Voucher and Payment Inquiry pages for Vendor in Accounts Payables. • Archived Vendor Files to clean up Vendor Data of Port. • Worked as the Functional Lead to provide Production Support of AP modules and resolved Matching and various other production Issues. • Created Functional Specifications to integrate Payroll with AP to create Vouchers for Payroll data. • Integrated Projecting Costing module with AP PO and AM. • Configured the RTV (Return to Vendor) process. • Configured the Request to Quote process to integrate PAAC Purchasing Module with external RFQ system using Integration Broker. • Comparative Analysis of eApps in PS 9.0 and PS 8.9. • Conducted Fit Gap Analysis of Cash Management, Treasury, Risk Management, Grants, Strategic Sourcing, eProcurement, eSupplier Connection, Supplier Contract Management and eSettlements for implementation in Phase II. • Configured and Conducted Demo of Grants processes to Port Authority's Senior Management. • Conducted JAD sessions to gather functional requirement for developing Business Process and flow of data for Grants implementation. • Configured deployed and tested Cash Management, Treasury, Risk Management, Strategic Sourcing, eProcurement, eSupplier Connection, Supplier Contract Management and eSettlements module for implementation. • Created Test Scripts for User Acceptance Testing of Cash Management, Treasury, Risk Management, eSettlements, eProcurement, Strategic Sourcing, eSupplier Connection and Supplier Contract Management. • Created Training Manuals end User of Cash Management, Treasury, Risk Management, eSettlements, eProcurement, Strategic Sourcing, eSupplier Connection and Supplier Contract Management. Also created training Manual for external Users (Bidders) accessing PeopleSoft through Supplier Portal. • Configured and setup Security to give access to Cash Management, Treasury, Risk Management, eSettlements, eProcurement, Strategic Sourcing, eSupplier Connection and Supplier Contract Management to end Users (Internal Users). • Configured security for Suppliers and Bidders (external Users) to give them access to Strategic Sourcing and eSettlement as per Ports requirement. • Configured Punchout in eProcurement to use the Direct Connect Supplier functionality. • Configured Catalog Management to upload and Maintain Vendor Catalogs too be used with eProcurement. • Integrated Treasury modules with AP and AR for revenue recognition. • Configured Treasury and Cash Management modules to automate the bank reconciliation process. • Configured and customized Bi Lateral Netting and Settlement as per Port Business Requirement. • Created Functional Specifications to create customization to meet PAAC legal and business requirements. • Configured Workflow Processes in eProcurement Strategic Sourcing and Supplier Contract Management. • Managed Phase II of the Project for implementation of Cash management, Treasury, Risk Management, Strategic Sourcing, eProcurement, eSupplier Connection, Supplier Contract Management and eSettlement. • Responsible for creating and updating the Project Plan, also reporting Project Status to the Steering Committee on weekly basis. • Produced documentation regarding design specifications, functional analysis, training and testing plans for Phase II. • Helped Users during System and User Acceptance Testing for a timely rollout of Treasury, Cash Management, Risk Management, Strategic Sourcing, eProcurement, eSupplier Connection, Supplier Contract Management and eSettlements. • Coordinated all the Development efforts to create customizations and resolving issues which came up during system testing. • Customized the delivered Analyze export XML report to include Ports custom fields on the report. Environment: PeopleSoft Financial 7.5 and PS 8.9, PeopleTools 8.48, SQR, Application Engine, nVision, PS Query, SQL Server and Integration Broker. Summa Health Care, Akron, OH Summa Health Care is based in Akron, Oh and provides Healthcare in Akron/Canton area through 3 Hospitals. Summa Health Care is currently upgrading their current PS Financial system from PS 8.0 to PS 8.9. The primary objective of this project was to provide assistance through the upgrade process by troubleshooting and helping users test the system. Responsibilities • Troubleshoot and configured the 1099 year end process. • Prepared the test scripts for system testing. • Created training manuals for AP, GL, PO and INV for user training. • Troubleshoot and configured the Matching process. • Troubleshoot and configured the Auto ship to depletion process. • Configured the RTV process. Environment: PeopleSoft Financial 8.0 and PS 8.9, PeopleTools 8.47, SQR, Application Engine, nVision, PS Query and Windows NT. Blue Cross Blue Shield of Louisiana (BCBSLA), Baton Rouge, LA Blue Cross Blue shield of Louisiana is an independent license of Blue cross Blue shield, it provides healthcare in the state of Louisiana, BCBSLA is currently on PS 8.4 SP2 and plan to go on PS 8.9. The primary objective of this project was to provide day to day production support for the current system as well as help with the upgrade to PS 8.9. Responsibilities • Worked with functional users to support day to day business for AP, PO, INV, AM, GL and expenses. • Conducted Fit Gap for the implementation of eProcurement. • Designed Deployed and tested eProcurement Business process. • Created Test Scripts for User Acceptance Testing of eProcurement. • Created training Documentation for eProcurement for end User Training. • Troubleshoot and Reconfigured the business process in AM module. • Configured the Open Item Accounts in GL for receivables and developed new reports in nVision for Open item Reconciliation. • Troubleshoot and Configured the 1099 year end process. • Integrated Treasury modules with AP and BCBSLA legacy AR system for revenue recognition. • Configured Treasury and Cash Management modules to automate the bank reconciliation process. • Configured The Banking System to automate the Bank Reconciliation Process. • Troubleshoot the Ap messaging between the Payroll and the Financial system to update the employee profile for expenses. • Troubleshoot and Configured the Tax structure for the vendors. • Developed reports in nVision for consolidated income statement and balance sheet. • Resolve the problem with the Workflow functionality and set it up for proper functioning. • Research problem resolutions, bundles and fixes for possible application. • Member of the team to do comparative analysis and made recommendations to upgrade to PS 8.9 instead of PS 8.8. • Researched and did the analysis of all the 90+ bundles after release of 8.4 SP2. • Prepared the test scripts for system testing after implementing 90+ bundles. • Configured the employee notification functionality in Expenses module. Environment: PeopleSoft Financial and Supply Chain Management 8.4 SP2, PeopleTools 8.46, SQR, Application Engine, nVision, PS Query, Data Mover and Windows NT. Lane County, Eugene, OR Lane County, Eugene, OR upgraded its PeopleSoft system from V7.5 to V 8.8 to make the county day to day business more efficient and effective. Responsibilities • Work with functional users to test AM, AP, PO, and GL modules. • Review test scripts and monitor progress. • Research functionality changes and make recommendations to staff. • Work with users and technical staff to resolve upgrade issues and define workarounds. • Research problem resolutions, bundles and fixes for possible application. • Update training manuals and assist in developing end user training classes. Environment: PeopleSoft Financial 7.5, PS 8.8, PeopleTools 8.46, SQR, Application Engine, nVision, PS Query and Windows NT. Peregrine Systems, San Diego, CA Peregrine systems based in San Diego, CA deals in providing software and software solutions to its client base globally, the main objective of this project to do the high level scoping of their present business process architecture and their Financial system (PeopleSoft) and to give recommendations in regards to the implementation of Order Management module and its integration with CRM (Siebel) and Data Center (Center Point) which is a peregrine product. Responsibilities • Involved in doing the Fit Gap analysis. • Involved in gathering the functional requirement for developing the Business process and also integration of all the three systems for the data to flow within all three systems. • Providing recommendations for implementing the Order Management module to automate the business process. Environment: PeopleSoft (8.0 to 8.8), Siebel 7.7, Center Point, Windows NT. Atlanta Gas & Light, Atlanta, GA Atlanta Gas and Light is the oldest company in Georgia operating as the part of parent company AGL Resources. AGL Resources is the preeminent distributor of natural gas on the east coast, providing service through six utilities, two gas storage facilities and an asset management company. AGL resources completed the acquisition of NUI Corp. based in NJ which necessitated the need of conversion of NUI database PeopleSoft 8.4 into AGLR's Database PeopleSoft 8.0 Responsibilities • Involved in gathering functional requirements and analyzing their influence on the applications architecture. • Developed functional specification for the GL, PO and INV modules by interacting with the business users. • Developed and customized NUT's Query to upload on AGLR's Query Structure. • Created new reports and customized old reports to be uploaded on AGLR's Database. • Developed Query and created report for the Quality Assurance of NUT's INV and PO tables to be uploaded on AGLR's database • Created the custom tables of GL, INV and PO records of NUI and AGLR to be used by business users to make their changes, which was to be further, used for creating new record in AGLR's database. • Created new Business Units and Dept ID for GL, which were needed after NUI Business Unit was added to existing AGLR Business Unit. • Identify and created the configuration tables to be used by the Data Mover. Environment: PeopleSoft Financial and Supply Chain Management 8.4(NUI) to 8.0(AGLR), PeopleTools 8.4 to 8.0, SQR, Application Engine, Portal Technology, nVision, PS Query, Data Mover and Windows 2000. ING Financials, Atlanta, GA ING U.S. Financial Services (USFS) and ING Investment Management Americas (IIM), with headquarters in Atlanta, comprise the operating units of ING Insurance Americas. ING's businesses in the United States offer personal and institutional clients a broad array of Financial products and services in insurance, asset management and direct banking. Responsibilities • Worked as a Functional consultant to create business process. • Worked as a part of fit -gap analysis team. • Developed functional specification for the project by interacting with the business users. • Developed Functional business flowcharts for modules AP, AR, GL, Contracts and Billing. • Analyzed the collection processes in PeopleSoft 7.5 AR, Billing and GL. Implemented PeopleSoft 8.8 AR, Billing and GL. • Involved in upgrading PeopleSoft GL, AP, AR, Contracts and Billing Modules from version 7.5 to version 8.8 • Involved with the integration and configuration of Payroll with GL. • Setup Standard Ledger for processing Average Daily Balance. • Configured Ledgers for Consolidation and Allocation Process. • Integrated Tax -Ware (Veri Tax) third party system with PeopleSoft AP to load the PeopleSoft underlying tables with sales tax data. • Configured Multi currency and VAT for ING business in European Union. • Configured European Date Formats for European Union market. • Responsible for Unit Testing Multi -Currency, VAT and European Date Format setups and in processes. • Participate in the design, deployment, testing, and implementation of the in Financial application. • Produced documentation regarding design specifications, functional analyses, training plans and testing plans. • Worked closely with the Project manager to ensure successful and on-time implementation. • Integrated the AP, AR, Billing and PO application with General Ledger, to send and receive data. • Responsible for working closely with management team specialists to ensure that the final system meets or exceeds all current service levels and reporting requirements. Environment: PeopleSoft Financials 7.5 to 8.8, Integration with EPMS PeopleTools 7.5 to 8.8, SQR, Application Engine, Portal Technology, nVision, PS Query and Windows NT Rent Way Inc., Erie, PA Rent way is the second largest renting company in the unites states with about 750 stores in 33 states, Rent -Way offers home entertainment equipment, furniture, jewelry, and major appliances on a week -to -week or month-to-month rental basis. The main objective of the project was to create a business process within the company to make the operation of the company smooth. The project also included the upgrade and implementation of modules AP, AR, GL and Billing. Responsibilities • Worked as a Functional consultant to create business process. • Worked as a part of fit -gap analysis team. • Developed functional specification for the project by interacting with the business users. • Developed Functional business flowcharts for modules AP, PO, AR, GL and Billing. • Involved in upgrading PeopleSoft GL, AP, PO, AR, AM and Billing Modules from version 7.5 to version 8.4. Involved in Full life -cycle implementation of extracting invoice and cancellation notice information to DocuCorp. • Integrated PeopleSoft AP with Third party Tax -Ware system. • Involved in Designing and Testing of the Integrating between AP and Tax ware. • Analyzed the collection processes in PS 7.5 AR/Billing modules and re -implemented AR to fully utilize Credit, and Collections functionality. • Participate in the design, deployment, testing, and transition of the in Financial application. • Produced documentation regarding design specifications, functional analysis, training plans and testing plans. • Involved in gathering functional requirements and analyzing their influence on the applications architecture. • Worked closely with the controller to ensure successful and on-time implementation. • Assist with testing and rollout to end-users. • Integrated the Accounts Payable application with General Ledger, Asset Management and Payroll to send and receive data. • Worked with the team in process re-engineering within GL, AP, PO and AR. Environment: PeopleSoft Financials (7.5-8.4), People Tools (7.5-8.4), SQR, Integration with EPMS, Application Engine Portal Technology, Crystal Reports, nVision Cognex Corporation, Natick, MA. Cognex is a leading supplier of machine vision systems that help automate a wide range of manufacturing processes. Cognex upgraded to PeopleSoft applications technology to manage its own enterprise information. The project is aimed at Upgrading and Implementing PeopleTools release 7.58 to 8.12 and Financial application release from 7.5 to 8.0. Responsibilities • Involved in upgrading and implementing the software from PeopleSoft version 7.5 to 8.0 (SP1). • Extensively used the compare reports for analyzing the customizations so as to override or keep the custom objects from the previous version to the new version. • Performed extensive analysis of Order Management, Inventory, and Billing Modules for PeopleSoft 8.0 evaluation. Evaluation process included Fit Gap Analysis of all the modules, developed Test scripts & setting up of the environment for user testing and laying down Upgrade Process Steps & Procedures. • Developed major reports like Line fill, Available to Promise, Open Orders, Order Acknowledgment, Out of Stock, Theoretical Line Fill, Demand Comparison, etc. • Extensively involved in tuning the slow running processes in effort to tune them to the optimum and meet the benchmark levels set by the client. Tuning was done at the application level as well as the database level. • Net price calculation & tax exempt fixes for EDI orders were developed using application engine, Export Order Information (i.e. freight Terms, carrier id, Ship Via) and Notes not printing on Pick Plan were fixed using SQR and PeopleTools. Environment: PeopleSoft 7.5 to 8.0, PeopleTools, PeopleCode, Data Mover, PS Query, SQR, and Crystal Reports and Windows NT. AIG, Berkeley Heights, NJ American international group (AIG) is the world's leading international insurance and Financial services organization, with operations in more than 130 countries. By implementing PeopleSoft, AIG can serve its individual customers and companies to which they provide their services in a better and systematic way. Responsibilities • Involved in performing all the required steps for setting up GL, AP, Billing and AR modules. • Developed functional specification for the project by interacting with the business users. • Executed the programs to load GL accounting entries and AR pending Items • Developed report applications using nVision, Crystal Reports and SQR. • Reconcile billing to AR and cash applications utilizing PeopleSoft queries. • Performed extensive SQR and application engine tuning to greatly improve the performance of the AR/BI modules. • Involved in analyzing business requirements and identifying required setup in PeopleSoft. • Responsible for maintenance, custom modification, and improvement of Payroll and other Financial and management applications for city and county government groups and private sector clients. • Worked on PeopleSoft 7.5 Billing and AR module that included the software and hardware production support for Billing and AR modules. Environment: PeopleSoft Financial 7.5, People Tools, SQR, SQL, People Code, Application Engine, Crystal Reports, and nVision. Federated Systems group, GA Federated Systems Group (FSG) was formed in 1985 to consolidate the diverse data processing operations of Federated. The purpose of the implementation of PeopleSoft was to provide an integrated line of high-performance retail, electronic commerce, and data warehouse systems for use at all levels. Responsibilities • Worked on a critical business restructuring rollout for over 150,000 employees. • Modified and generated nVision reports according to the organizational needs in GL, AP, AR, and AM. • Wrote proposal, design, build, test script and training documents describing detailed system modifications. • Conducted development, testing and documentation of multiple custom interfaces from PeopleSoft using on-line and SQR batch processes. Environment: PeopleSoft Financial 7.5, People Code, People Tools, SQR, SQL Server, MSQuery, nVision, Crystal Reports, PS Query and Window NT. Smurfit -Stone, IL Smurfit -Stone Container Corporation is the industry's leading integrated manufacturer of paperboard and paper-based packaging. It's the world's largest paper recycler, annually processing and selling more than 6.5 million tons, with approximately 35,000 employees working at nearly 250 manufacturing facilities. Responsibilities • Conducted cost/benefit analysis and staffing requirements analysis. • Designed and developed various SQR reports, interfaces and Crystal reports for PeopleSoft Accounts Receivable (AR) and Accounts Payable (AP) modules. • Created many complex SQR reports, which were developed to execute from both Process Scheduler and in Batch. • Assisted with implementation requirements and technical implementation design for architectural, operational and automation of application interfaces. • Built a custom tree structure for user locations to be used in reporting applications. Environment: PeopleSoft Financials (AP, AR, GL, AM), People Tools, SQR and Windows. Education MBA (Finance) St. Joseph's University, Philadelphia, PA Certifications PeopleSoft Certified V8.8 Robert Block Overview Twenty years of financial software application experience of which 12 years working as a PeopleSoft Functional Consultant (Version 7.0-9.0 ePro, P0, INV, AP, AM, GL and PC) along with expertise with Commitment Control. Implementation/upgrade experiences include 10+ PeopleSoft Financial/Supply Chain Management full life cycles from Sales to Production Support. Project Manager on 5 implementation/upgrades. Responsible for implementation staff, project budget and scope requirements in addition to software configuration, development, training, documentation, post production support system and staff. Industry experience includes City Government, Higher Education, K12, Utilities, Health Care, Property Management, Transportation and Insurance. Experience Senior PeopleSoft Consultant PeopleSoft Implementation Lead for global rollout of version 9.0 eProcurement. Configuration includes multiple Business Units and currencies in addition to complex workflow rules, VAT, Direct Connect and Pro -Card functionality. Responsible for integration to 3rd party systems, creating Test Plans, organizing system and unit testing, training and roll out strategy. Provide expertise with best business practices to reduce cost and streamline the procurement life cycle. PeopleSoft Procurement Expert assisting with Production Support, Business Process and other issues related to eProcurement, Purchasing, Accounts Payable, Commitment Control, General Ledger and 3rd party systems integrating to PS 8.8. Lead Procurement Task Force group of 14 members to identify, document and resolve urgent issues. Developed test plans and organized multiple groups of users to facilitate testing of the entire procurement life cycle. PeopleSoft Integration Lead on Warehouse Management System's Request for Proposal and Vendor selection project. Identified and documented integration points to/from PeopleSoft 9.0 eProcurement, Purchasing, Inventory, Accounts Payable and General Ledger into a WMS solution. Assisted in collecting functional and technical requirements, creation of RFP and scorecard matrix. Created high level project plan of implementation impact to current installation of PeopleSoft modules including timeline, resource and cost estimates. Prior to Empower Solutions, Mr. Block was a Senior PeopleSoft Consultant with eVerge Group. Project Manager on five full life cycle implementations of PeopleSoft version 7.5 - 8.9 including multiple upgrades. Managed a 3-5 person team of Functional and Technical Resources. Monitored Project Budget, Deadlines and Project Scope. All managed projects were completed on time and under budget with 100% client referral and satisfaction. Financial Functional Lead on several implementations and multiple upgrades. Thorough knowledge of PeopleSoft 7.5 — 8.9 (Purchasing, Accounts Payable, Inventory, Asset Management, General Ledger, Project Costing and eProcurement). Experience in the Public Sector Industry using PeopleSoft's Commitment Control. Performed Fit -Gap Analysis of legacy business processes to PeopleSoft. Documented the differences and led discussions to quickly resolve differences. Developed End User Training Documentation (ePro, P0, AP, GL, INV, AM and PC modules) and provided end user training with class size range of 10-30 students. Depending on the clients need, train the trainer was also a common assignment. Developed Test Scripts for ePro, P0, AP, GL, INV, AM and PC modules which were used during System Testing. Assisted functional users in troubleshooting issues found during the testing cycle. Determined the nature of issue to be setup, business process or technical related and quickly resolved and documented the resolution. Data conversion from multiple platforms into PeopleSoft. Designed data conversion specifications to map legacy data into the PeopleSoft related tables. Conversion specifications included but not limited to Transactions, ChartFields and Balances, Inventory Items and Locations, Vendors etc. System Design and Development - Designed and developed additional functionality when needed to assist clients with their business processes. This included SQR Processes and Reports, PS Query, nVision, PeopleCode and Record changes along with Page Design. Production Support/Troubleshooting — Provided end user support on ePro, P0, AP, GL, INV, AM and PC modules. Issues were quickly identified, documented and resolved along with additional knowledge transfer as needed. Common issue resolution included AP Match exceptions, Commitment Control, ePro Workflow etc. PeopleSoft Consultant Cambridge Technology Partners Functional resource on multiple PeopleSoft Implementations of GL, AP, P0, AM and Commitment Control. Responsible for documentation of all customizations and installation of patches. Developed SQR Reports for Financial Budget Reporting. Provided end-user support and trained an internal helpdesk staff Internal Helpdesk Specialist Alumax • Provided technical support for internal staff on their financial system (INFOMAX), which included General Ledger, Accounts Payable, Purchasing and Inventory modules. Troubleshoot functional and software issues over the phone. Technical Support Representative/Manager DacEasy, Inc. • Managed a technical support staff of 20 representatives. • Responsibilities included technical support of Accounting, Point of Sale, and Project Costing product lines; employee reviews; call center reports: and the monitoring the quality of customer service and technical support of employees. Supported Accounting, Payroll, Point -of -Sale and Project Costing products. Provided telephone support of functional and technical product -related questions in addition to system testing, training and documentation. Education / Certifications Southern Arkansas University Magnolia, Arkansas B.B.A. Business and Computer Science Certified PeopleSoft Financial Management Phil Lewis Overview Mr. Lewis is a Principal Consultant with Empower Solutions. He has over 10 years of technical, functional, hardware and network experience, including full -lifecycle implementations and upgrades. Mr. Lewis is also a PeopleSoft Certified Technical Consultant and technology manager. Summary of Skills Competency/Technical Skills • Application Designer • Application Engine • Application Server • Security Administration • Process Scheduler • Change Assistant • Workflow • Integration Broker • Component Interface • SQR • PeopleCode • SQL • LDAP integration • Advanced PeopleTools PeopleSoft Product Knowledge • Financials • HCM • EPM • Portal • CRM Experience Solano County, California Responsible for assessing the County's PeopleSoft environment and providing a recommendation and project plan to install, configure, and integrate Lightweight Directory Access Protocol (LDAP) using Active Directory. Tasks included: • Assessment and Recommendation • Installation, Configuration, Testing and Implementation of LDAP based on business requirements. • Authentication strictly when valid and active employee attempt to login • Direct and assist in developing the test plans. • Analyze and resolve issues. • Implementation, Documentation and Training Government of Puerto Rico, Teachers Retirement System, San Juan, PR PeopleSoft Human Resources 8 9 MP1; Tools 8.48 Implementation / HR Legacy System Conversion. Mr. Lewis helped plan, design and implement throughout all phases of the project. Responsibilities included: • LDAP Integration • Change Assistant • Environment management methodology, including several custom management tools built specifically for the client • Full scale Integration Broker with different technical architectures • Technical troubleshooting and install verification Placer County, California Located on 1,400 square miles of the most beautiful and diverse geography in Northern California, Placer County stretches for a hundred miles from urban South Placer, through Western Placer, to the High Country of North Lake Tahoe and the Nevada state line. The scope of the Placer County project included the upgrade of PeopleSoft HCM, Payroll, Time and Labor and Benefits Administration to the latest version; 9.0. The project went live successfully in June 2008 on-time and on -budget. Lead Upgrade Consultant As Project Manager for this project, Mr. Lewis was responsible for developing the project work plan and kicking off the project. Subsequently, Mr. Lewis' responsibilities included Quality Assurance, Technical Project Management and supervising all aspects of the implementation. Mr. Lewis also led the technical aspects of the HRMS Upgrade project. His main responsibilities included the Application Upgrade from HRMS 8.8 to 9.0, the PeopleTools Upgrade and applying application Bundles and Fixes using the Change Assistant tool. Mr. Lewis managed to exceed client expectations by effectively keeping the project on track and ahead of schedule while providing knowledge transfer to the client. San Diego Unified School District PeopleSoft Financials 8.4 — 8.9 Upgrade Returned to serve as the technology manager for the Financials upgrade at the San Diego Unified School District. Involved in the full life cycle of the successful upgrade. Delivered many additional core components and knowledge transfer sessions that were beyond the project scope. • Led several workshops to teach client about new PeopleSoft technologies, including Application Packages, Change Assistant, and Best Practices • Developed Security Audit Reports to detail the differences between the different databases (8.4 and 8.9) • Developed a custom security utility to help facilitate using custom security • Utilized Change Assistant to apply bundles, fixes and upgrade jobs • Standardized Refresh scripts and utilized environment variables for development in efforts to mitigate efforts in future upgrades or patches eStara, Dallas, Texas Technology Company — PeopleSoft 8.9 CRM Custom Development Developed the PeopleSoft front that integrates with the company's proprietary "Push to Talk" technology. Specific responsibilities included: • Developing a proof of concept for a PeopleSoft CRM environment that fully utilizes the "Push to Talk" technology • Installing and configuring a working CRM 8.9, Tools 8.47 development environment running SQL Server, WebLogic 8.1, and Tuxedo 8.1 • Creating detailed design documents as deliverables, detailing the configuration, sample code, screen shots, and development efforts required to make requests via real time Application Program Interfaces Verizon / IDEarc Media, Dallas, Texas PeopleSoft 8.4 CRM Custom Development and Implementation Developed a custom product offering to customers which integrates seamlessly with existing business models and processes. Responsibilities included: • Developing interfaces and custom Application Program Interfaces (API) for integration with third -party vendors • Successfully developing a real-time provisioning and custom billing process • Providing timelines, project plans, and scoping for various portions of the project • Collaborating with all company divisions to meet guidelines and act as the contact person regarding various key aspects of the project • Developing and testing core functionality for the full transaction lifecycle including order capture, requisitions, order fulfillment, billing, publishing, and account maintenance • Introducing standards for developers, including the ability to share common code with application packages • Playing a lead role in troubleshooting production support issues Management and Technology Consulting Company March 2003 — May 2005 Technology Manager San Diego Unified School District, San Diego, California PeopleSoft Implementation (Portal 8.8, HCM 8.8, FIN 8.4, and EPM 8.8) Technical lead and acting technical manager for the San Diego Unified School District implementation of PeopleSoft Financials 8.4, HCM 8.8, EPM 8.8, and Enterprise Portal 8.8. In this capacity, was responsible for overseeing all technical aspects of all phases of the PeopleSoft implementation. In addition, was the main liaison between the District technical support team and the project team. SDUSD implemented core functionality for all applications for the first phase of the project. The second phase extended the applications to 23,000 users and enhanced functionality through Self -Service modules. Responsibilities included: • Leading the upgrade project from PeopleTools 8.43.11 to 8.45.08 • Participating in the development, system test, conversion/go-live, and production support segments of the District -wide application • Leading the PeopleSoft Enterprise Portal implementation team and presenting many Portal training/demo sessions to over 150 client resources • Assuming responsibility of the system administrator role, which oversees a load -balanced technical architecture consisting of firewalls, network load balancers, 6 web servers, 4 application servers and 4 RDBMS servers in addition to other supporting technologies (SMTP, LDAP, Cognos, etc.) • Leading the Financials upgrade from 8.4 Service Pack 1 to 8.4 Service Pack 2, Maintenance Pack 2 • Taking an active role in SQL tuning and process optimization • Conducting extensive knowledge transfer sessions with the client and coworkers • Implementing, developing, operational integration and supporting Project Costing, Accounts Receivable, Asset Management, Expenses, Budgeting, Purchase Orders, and ePro within the Financials system • Configuring a dedicated Process Scheduler for recruitment letters • Helping to design and implement functional PeopleSoft security • Designing a custom workflow for financial expenses incorporating a multi-level approval system • Providing technical support and problem -solving techniques for the functional and technical team • Taking an active role in writing, reviewing, and approving project deliverables Verizon, Dallas, Texas Technical Consultant — PeopleSoft 8.4 Implementation • Member of conversion and interface team • Responsible for translation and migration of data from legacy system to the PeopleSoft environment • Developed error handling test suite to check data integrity of existing data • Rewrote existing procedures to maintain current functionality in planned release • Wrote billing inquiries and worked with third -party billing partner to facilitate migration efforts. • Technologies included Oracle8i, SQL, PL/SQL, SQR, Java, Stored Procedures, ksh, and control files e2i Inc. — Dallas, Texas Senior Consultant Regional Broadband Application Service Provider Re -engineered the automation of business processes of an Operational Support System (OSS) solution, comprised of Siebel CRM, Vitria BusinessWare and Daleen BillPlex, for a medium-sized telecommunications company. • Collaborated with company business process Subject Matter Experts and OSS administrators to re -design current business models and automate them by developing automator models and business process events using Vitria BusinessWare, Java, IDL's and XML. • Technologies included Java, BEA WebLogic 6.0 spl, Java Messaging Service (JMS), Enterprise Java Beans (EJB), XML, and Siebel. Design and Development of Training Classes Trained and mentored new consultants in Java Script, XML, ASP, HTML and DHTML technologies during projects and new -hire training workshops. Developed course curriculum and taught classes. Education Bachelors of Science — Chemical Engineering University of Texas, Austin, Texas Certifications & Affiliations PeopleSoft Certified Technical Consultant Srinivas Nallamalli Overview Srinivas is a Senior PeopleSoft technical consultant and PeopleSoft System Administrator with over 10 Years of work experience in full lifecycle software implementations, upgrades and support. Srinivas has over 8 years of PeopleSoft experience, carries broad experience in the implementing and Upgrading Human Resources, Financials and EPM systems using various application packages. He has in-depth knowledge of Oracle database administration on different platforms and very good experience in Internet and client/server technologies. Summary of Skills ERP Applications: Databases: Operating Systems: Development Tools: Administration Tools: Languages: Web Servers: Reporting Tool: PeopleSoft 7.5 to 9.0 HRMS, Fin, CRM, EPM OraclelOg, 9i, SQL Server, DB2 Solaris 2.x, HP UNIX, Windows NT Server, IBM OS/390 Application Designer, Application Engine, PeopleCode, Visual Basic 6.0, ASP Configuration Manager, Change Assistant, Upgrade Assistant and Utilities PL/SQL, C, Java, COBOL, HTML and XML Weblogic, WebSphere and IIS SQR, CRYSTAL Project Experience Boston Public Schools, MA PeopleSoft Technical Consultant Srinivas was the PeopleSoft Technical Consultant for the development of bolt -on EPM and Workforce planning solutions which will be used by Principals and Department Managers for determination of allocation of future year budget and staffing. The solution will integrate with the City's PeopleSoft Financials 8.4 General Ledger and Recruiting Solutions, Performance Management, Job Data, and the Department Budget table in PeopleSoft HCM 8.9. The solution will be used by principals, department managers, budgeting users, and human resources staffing personnel. This involved developing custom PeopleSoft Components/Pages, PeopleCode, Application Engine, SQR Reports, Crystal Reports and Component Interfaces. PeopleSoft HCM Upgrade, Placer County, CA PeopleSoft System Administrator / Technical Team Lead Srinivas was the PeopleSoft System Administrator and Technical Team Lead for the upgrade of Placer County's PeopleSoft HCM suite of products. Placer County is currently on PeopleSoft HCM v8.8, and will be upgrading to v9.0 using the PeopleSoft Change Assistant Tool. He is a responsible for setting up the Change Assistant Tool, performing the Upgrade tasks and retrofitting their customizations of PeopleSoft l _ \ II (►\\ 1. It ti(>1 I I( )\4 Components/Pages, PeopleCode, Application Engine, SQR Reports, COBOL programs for the new upgraded HCM version. PeopleSoft Time & Labor Implementation, City Of Glendale, AZ PeopleSoft Technical Team Lead Srinivas is the Technical Team Lead for implementing PeopleSoft Time and Labor for the City of Glendale, Arizona to improve delivery and efficiency of services to City employees, management, and the public through workflow, self-service and enhanced reporting capabilities. He is also responsible to manage the technical team to customize and develop the PeopleSoft T&L processes and reports to fulfill the City's business rules and processes. PeopleSoft HCM Maintenance Project, Ramsey County, MN PeopleSoft System Administrator / Technical Team Lead Srinivas was the PeopleSoft System Administrator and Technical Team Lead for applying all the Bundles, Tax Updates and Standalone fixes to Ramsey County's PeopleSoft HCM suite to make is current patch level. Srinivas is responsible to install and configure PeopleSoft Change Assistant Tool to all apply all the fixes. Also adopted a custom methodology to migrate all the bundles, tax updates and fixes to all other environments. This saved a drastic down time when applying these to Production. He is also responsible to manage the technical team to retrofit their customizations of PeopleSoft Online Objects, PeopleCode, Application Engine, SQR Reports etc. Knoxville Utilities Board, TN PeopleSoft Technical Consultant Srinivas was the PeopleSoft Technical Consultant for the re -implementation of 8.8 PeopleSoft Cash Management Module for their PeopleSoft 8.8 Financial Management System. This is one of the complex projects with 13 banks associated with KUB's FMS. The project is completed rapidly in two months. The main goal of the project is to make 95 percent of KUB's Disbursements and Receipts reconciled with FMS Cash Management without manual intervention. His responsibilities include customize the Automatic Reconciliation process to achieve the goal, Creating an Interface between KUB Sub -ledger (CIS) and FMS for Automatic Reconciliation and accommodate data for the Daily Cash position, Monthly Cash Reconciliation and Monthly Bank Reconciliation Reports. City of Albuquerque, NM PeopleSoft System Administrator Srinivas assisted the City with planning and implementing the PeopleSoft bundles & fixes using Change Assistant and migration strategy from environment to environment. The client was implementing PeopleSoft 8.9 CRM to support its 311 Call Center. This project was the second phase of the 311 project, with a client technical team that was new to PeopleSoft. Srinivas assisted in and taught the client tips and techniques in applying bundles to the systems using Change Assistant, migration from environment to environment and how and when to retro fit customizations. Developed trouble shooting tips and techniques document on PeopleSoft System Administration. Environmental Quality Board, Puerto Rico PeopleSoft System Administrator / PeopleSoft DBA Srinivas was the PeopleSoft System Administrator t for the implementation of 8.8 PeopleSoft Human Capital Management and Time Allocation Methodology (Custom) and PeopleSoft Financials. His responsibilities 2 1 ►It 1lt tit }l t1 l it included managing all the technical aspects of the implementation including infrastructure, conversion, interfaces, modifications, maintenance and support. Srinivas' responsibilities included: • Managed multiple PeopleSoft environments (Demo/Config/Dev/Test/Prod ) • Applied Fixes and Patches using PeopleSoft Change Assistant • Configure Integration Broker, Application Messaging between HCM and Financials applications • Troubleshoot issues related to the Application Server, Web Server and Process Scheduler Servers • Performed PeopleSoft Environment and Database Refreshes • Managed the Oracle database Server, Export & Import Backups & Recovery • Design and development of 'Time Allocation Methodology' in the PeopleSoft Application. • Design and development of custom objects for configuring the Allocation Groups, Project Security groups and Time and Labor Adjustments Pages • Design and development of Payroll, Time and Labor and Project Costing integrated reports. Teachers Retirement Board, Puerto Rico PeopleSoft Technical Consultant Srinivas served as PeopleSoft Technical Consultant for the implementation of PeopleSoft 8.8 Pension Administration for Teacher's retirement board of Puerto Rico. This system relies on complex interfaces with the Treasury department of Puerto Rico, Loans, Staff and the Education system. His responsibilities included developing interfaces and reports using SQR, creating conversion scripts to load data from the legacy system and development of various custom objects and custom functionality using PeopleCode. Department of Treasury, Puerto Rico PeopleSoft Technical Consultant Srinivas served as PeopleSoft technical consultant for the implementation of PeopleSoft 8.8 Human Capital Management. His responsibilities included building and deploying custom Components and Pages. He customized multiple PeopleSoft payroll processes and reports (i.e.; Check Print, Direct Deposit, and Check Reconciliation). In addition he configured the Application Messaging between HCM and Financials and applied tax updates and fixes. Reliable Financial Services, PR PeopleSoft DBA / PeopleSoft System Administrator Srinivas was responsible for migrating Reliable Financial Service's PeopleSoft 8.3 ARMS Environment from the PeopleSoft Ecenter Tampa to client's own premises. This included preparing the migration project plan, installing PeopleSoft and their party applications, setting up security (Operator, Object and Row Level) and supporting the migration cut -over and post -migration testing. Department of Treasury, Puerto Rico PeopleSoft Technical Consultant Srinivas served as a PeopleSoft Technical Consultant for the PeopleSoft HRMS and Financials application upgrade from 7.0 to 7.5. His responsibilities included resolving several post go -live technical issues as well as performing several enhancements for the client. Srinivas assisted with the planning for the upgrade process, running the upgrade scripts and tuning them to enhance performance and the development and retro- fitting of customizations and SQRs. 3 } \ l l't )lt t I( tic tlI I( )V, PeopleSoft Inc, Pleasanton, CA PeopleSoft DBA / PeopleSoft System Admin Srinivas served as a Primary PeopleSoft DBA for 40 plus hosted customers of PeopleSoft Ecenter. The products supported were HRMS, Financials, CRM, EPM applications on various operating systems. His responsibilities included: • Installing and Creating PeopleSoft environments, PeopleSoft Server Administration on Unix, Bea Tuxedo Installation, Creating and configuring Application server domains, Setting up the batch environments, Monitor processes, Handling application messaging, Configuring • Application Management — Bundles, Fixes, updates and upgrades (tools and applications using upgrade assistant and Change Assistant Tools). • Configuring Application Servers, Process Schedulers, Web Servers, and Application Messaging • Enabling online context sensitive help • Configuring and enabling report repository functionality, SMTP Servers, etc. • Security Management — Creation of new users, granting privileges. • Database Management — Refresh, Backup & Recovery and Database Tuning • Build Verification Test — To check proper installation and running of all PeopleSoft components, processes and reports on both NT and UNIX. • Troubleshooting and finding work arounds for the priority issues. CITY OF EL PASO, PeopleSoft Ecenter, Pleasanton, CA PeopleSoft DBA Srinivas served as a technical consultant for a 7.5 to 8.4 Financials upgrade. His responsibilities included resolving several post go -live technical issues as well as performing several minor enhancements for the client's application. Ecenter Migration, PeopleSoft Ecenter, Pleasanton, CA Technical Team Lead Srinivas served as a Technical Team Lead for the migration project. The project was to migrate various clients' PeopleSoft instances (HRMS, FIN, and EPM) from the Ecenter in Pleasanton, CA to the Tampa, FL data center. It involved OS level migration, DB level migration, file server migration and other configuration tasks. Exalt Systems Ltd., Hyderabad Technical Consultant Srinivas worked as PeopleSoft technical consultant in the implementation of PeopleSoft HRMS 7.5. His responsibilities included developing reports and interfaces using SQR, designing and developing customizations. He also worked with the development support team for Project Live Wire as Oracle Database Administrator, with a goal to achieve 99.99% availability of the systems. His responsibilities included creating new databases, implementing security, backup and recovering planning and management and management of system performance during peak usage times. EDUCATION 4 \11:( )\\ )\\ l -R )l ..l It )\s, • Postgraduate Diploma in Computer Applications from SAM InfoTech, India in 1997 • Bachelor of Technology in Civil Engineering from Sri Venkateswara University, India in 1996 5 Eric P. Warshower Overview Mr. Warshower is the Director of Oracle/PeopleSoft Consulting with Empower Solutions. He brings over nine years of consulting, implementation, and project management experience in the private and public sector industry segments. In addition to his consulting experience, Mr. Warshower participates extensively in the firm's pre -sales and internal development activities. He regularly contributes his expertise towards RFP responses and participates in oral presentations for critical client opportunities. Mr. Warshower is a certified Project Management Professional (PMP) and a member of his local Project Management Institute (PMI) Chapter. Lastly, Mr. Warshower is a member of the QA/Steering Committee for the Ramsey County implementation. Summary of Skills Competency/Technical Skills • PeopleTools • Application Designer • Data Mover • Integration Broker • Multi Channel Framework • REN Server • Upgrade Assistant • Patches and Fixes • Process Scheduler • App Server Product Knowledge • PeopleSoft Enterprise Portal 8.8 • MS Project • SQL Server / Oracle • Exchange Server • ISA Server • Rational Robot • WebLogic • Segue Silk Performer Experience Quality Assurance & Strategic Assessments As the Director of Consulting, Mr. Warshower is responsible for Quality Assurance reviews for all technical aspects of the U.S. based Empower Solutions projects. In this capacity, he meets with both client and Empower staff to ensure client satisfaction and successful completion of the project. In addition, he assists the Empower technical teams with initial technical architecture designs and production of key project deliverables. The clients that Eric has worked with in this capacity are: • Placer County, CA • Palace Resorts, Mexico • Puerto Rico Telephone Company / Verizon • City of Chesapeake, VA • San Diego County Water Authority • Puerto Rico Treasury Department • Texas Utilities • Pittsburgh Public Schools • Detroit Public Schools • University of Wyoming • City of Tampa • Employees Retirement System of Texas Placer County, California Located on 1,400 square miles of the most beautiful and diverse geography in Northern California, Placer County stretches for a hundred miles from urban South Placer, through Western Placer, to the High Country of North Lake Tahoe and the Nevada state line. The scope of the Placer County project included the upgrade of PeopleSoft HCM, Payroll, Time and Labor and Benefits Administration to the latest version; 9.0. The project went live successfully in June 2008 on-time and on -budget. Project Manager and Lead Upgrade Consultant As Project Manager for this project, Mr. Warshower was responsible for developing the project work plan and kicking off the project. Subsequently, Mr. Warshower's responsibilities included Quality Assurance, Technical Project Management and supervising all aspects of the implementation. Mr. Warshower also led the technical aspects of the HRMS Upgrade project. His main responsibilities included the Application Upgrade from HRMS 8.8 to 9.0, the PeopleTools Upgrade and applying application Bundles and Fixes using the Change Assistant tool. Mr. Warshower managed to exceed client expectations by effectively keeping the project on track and ahead of schedule while providing knowledge transfer to the client. Palace Resorts Holdings, Cancun, Mexico Palace Resorts Holding owns more than ten luxury all-inclusive resorts in Cancun, Riviera Maya, Cozumel and Puerto Vallarta in Mexico with additional resorts underway in Dominican Republic. Palace Resorts Holding partnered with KPMG to implement PeopleSoft HCM, Financials and EPM/Budgets in a multi-year phased project implementation. The Financials implementation included General Ledger, Accounts Payable, Accounts Receivable, Asset Management, Purchasing and ePro, Inventory and Treasury. Empower Solutions was contracted to provide Quality Assurance services by supervising and auditing all aspects of the implementation. Lead Quality Assurance Consultant The quality assurance efforts for which Empower Solutions was contracted focused primarily on the technical and functional components of the implementation. The quality assurance reviews were conducted through a series of onsite visits to the project site to review deliverables, discuss key issues that have arisen, and to provide insight into some of the upcoming milestones and how they could be addressed. Mr. Warshower led the Quality Assurance and Risk Analysis team and reported findings directly to Palace Resorts' CFO, and Steering Committee. Prudential/Egg, Derby, United Kingdom Prudential is an international financial services company, which provides savings, investment and protection products. Prudential operates and has strong positions in Asia, the UK and the US — three of the largest and most attractive markets in the world. Lead Strategy Consultant As part of the Egg acquisition, Prudential required the consolidation of Prudential's and Egg's instances of PeopleSoft HCM to a new single instance of PeopleSoft HCM V8.9. Mr. Warshower provided strategic consulting services to Prudential/Egg regarding HCM application and data consolidation strategies which resulted as part of this merger. City of Charlotte The City of Charlotte, located in the State of North Carolina, has a population of approximately 615,000 and employs 6,000+ City Government Employees. The City of Charlotte contracted Empower Solutions to perform an assessment of their HCM application and the support organization surrounding it and other applications. Lead Strategy Consultant and Project Manager Mr. Warshower was the lead strategy consultant for a strategic assessment of the operational guidelines behind the City of Charlotte's HCM application. His recommendations included a model support structure, organizational design, recommended technology, operational guidelines for cost efficiencies, upgrade strategy, alignment of current business processes with best practices, and an overall strategic direction. Puerto Rico Telephone Company Puerto Rico Telephone serves 1.2 million access lines and approximately 700,000 wireless customers in Puerto Rico. They have pioneered launching the most advanced technology in voice, data and wireless network. Empower Solutions successfully completed a PeopleSoft 8.8 Financial implementation for Puerto Rico Telephone Company (PRTC) a Verizon Company. The implementation included process reengineering, change management, chart of accounts design, module configuration, conversion, interfaces and training. The software implementation allowed PRTC to get real-time visibility to functions as well as improved flexibility for financial reporting. Technical Manager The technical team, including client IT members, consisted of 3 system administrators, 2 conversion developers, 5 interface developers, 4 report developers, 2 DBA's and 3 modification developers. Eric's responsibilities were the following: • Managed all technical aspects of the PeopleSoft implementation at PRTC • Designed both the development and production architecture for the PeopleSoft Financials application. • Assisted the System Administrator in the installation and configuration of the PeopleSoft environments. Some unique features that were implemented as part of this project include: Cisco CSS load balancing devices, over 35 interfaces, IBM WebSphere Business Integrator with a PeopleSoft plug-in for real time integration between work order systems and the PeopleSoft Inventory module, Mass Payment and ACH with Citibank, and multiple EDI interfaces with 3`d parties using Sterling Commerce's Gentran Integration Suite. Lead Strategy Consultant Mr. Warshower conducted an assessment of PRT's PeopleSoft Financials application to assess the existing technology and operational procedures and PRT's ongoing strategy. People, Processes and Technology were assessed and recommendations were provided in the key areas where a gap was identified between best practices and PRT's procedures or environment. The deliverable which included recommendations in each area was, in turn, used to make strategic decisions for the upcoming Expenses module roll out and subsequent Asset Management and Projects implementation. San Diego Unified School District San Diego City Schools is one of the nation's largest urban public school system educating over 140,000 students. The PeopleSoft implementation is a part of San Diego Schools' multi-year "District Wide Automation" effort, which overhauls several enterprise -level systems, enables the District to serve its dynamic student population more efficiently, and comply with No Child Left Behind requirements. Empower implemented PeopleSoft Financials 8.4, HCM 8.8, EPM 8.8, and Enterprise Portal 8.8 for San Diego City Schools. Technical Lead As the technical lead, responsibilities included the following: • Designed recommendations for both the development and production architecture • Implemented the PeopleSoft Enterprise Portal product • Reviewed and approved deliverables • Participated in the strategic planning phase for the EPM Data Warehouse and Cognos reporting • Created the strategies for security, application maintenance and upgrades Verizon Technical Lead Empower Solutions partnered with Cap Gemini Ernst & Young in a strategic consulting engagement to assess the functional and technical requirements for a large-scale ERP and CRM systems implementation for Verizon. The purpose of the engagement was to prepare an objective business case for Verizon's executive committee to determine whether the replacement of the legacy system was cost effective or not. The business case, in turn, was presented to the Board of Directors. • Interviewed IT executives, assessed existing technical infrastructure, prepared sizing estimates, evaluated vendor bids (IBM, SUN, Oracle), and documented role requirements. • Presented recommendations to the executive committee, which included over $4 million in hardware, software and consulting services combined. Banco Santander Mr. The scope of the Banco Santander project included the implementation of PeopleSoft 8 FIRMS, Payroll and Time and Labor. The live system was then integrated with Santander Group's central system in Mexico. Project Manager & Technical Lead In this capacity, Eric was responsible for the following: • Managed scope, budget, and the project work plan for a team of 6 full time Empower consultants who worked with the bank's personnel to define business processes, convert data, perform testing and conduct training to implement these modules in a rapid manner. • Served as the liaison between the consulting team and Banco Santander to present project status, issues and budget to the Executive Committee on a monthly basis. Juniper Networks, Inc. Juniper Networks is a world leading networking firm. The implementation at Juniper marked the first commercial -sector version 8 HRMS implementation for PeopleSoft in the US. The scope of the Juniper Networks project included implementing PeopleSoft HRMS in 8 weeks, interfacing application security with Microsoft Active Directory via LDAP and a conversion from a legacy system. Technical Lead • Implemented PeopleSoft HRMS in 8 weeks • Interfaced application security with Microsoft Active Directory via LDAP and a conversion from a legacy system • Drove the technical aspect of the project and managed the deployment of the production environment to a third party ASP site Government of Puerto Rico, Judicial Branch, Office of Courts Administration, Virtual Library System & Remote Access Project As Project Manager, Mr. Warshower led the Empower Solutions team, and was the key consultant during the conceptual design and requirements definition phases of the Office of the Courts Administration's (OAT) internal Enterprise Portal. The objective of this project was to provide Judges and other high-level government executives online access to the Supreme and Appellate courts' library information services. • Developed a custom system accessible to the Office of Courts Administration, the Supreme Court and the Appeals Court offices • Delivered the Virtual Library System on time and under budget • Managed project scope, conducted status, time and budget report meetings with the steering committee, and reviewed and approved all deliverables. Mr. Warshower was the lead technical consultant during the design and implementation of a Citrix MetaFrame remote access solution. The objective of this project was to provide users in the Supreme and Appeals courts access to the Judicial Branch's messaging and PeopleSoft Financials applications. Mr. Warshower implemented a solution based on Citrix MetaFrame, Windows NT Terminal Server Edition and an Equinox 24 -digital modem pool attached to a Ti line. Airlines Reporting Corporation, Unreported Sales System Mr. Warshower was the lead technical architect for a system that tracks unreported sales from travel agents. The goal of this assessment was to provide the client with an objective analysis of their existing Dbase and ACT based system. Based on this analysis, the team conceptualized an improved data model and a conversion plan to a more standard, better -documented, more easily supportable web -based architecture. Puerto Rico Department of Treasury The Puerto Rico Department of Treasury was Empower's first client. The initial project involved the configuration and rollout of PeopleSoft's Human Resources/Payroll Public Sector product to the 84 government agencies located throughout the island. At the time of this implementation, the payroll system paid approximately 230,000 employees, making it one of the largest PeopleSoft Public Sector Payrolls in the world. Empower also implemented the Puerto Rico Integrated Financial Accounting System (PRIFAS). The PRIFAS system was based on the PeopleSoft Public Sector Financials software including the General Ledger, Accounts Payable, Accounts Receivable, and Purchasing modules. Since that time, Empower has re - implemented PeopleSoft 8.4 Financials and 8.8 HCM modules and created a model to be used at 120 other government agencies. Mr. Warshower was a technical lead for both projects. The implementation included two PeopleSoft upgrades from versions 6 to 7 including a migration from a Centura SQLBase network to ODBC (DB2). Data Warehouse Project The PRIFAS Data Warehouse project centered on the implementation of a PeopleSoft SQL Server reporting database that runs in parallel with a production DB2 mainframe database. Mr. Warshower was the Technical lead for the project, which included all aspects of both system implementation and data synchronization. Mr. Warshower reported directly to the executive committee and focused on evaluating alternatives, completing high-level and detailed design documentation, performing stress -tests and coordinating deployment efforts. Education University Of Miami, Coral Gables, FL Bachelor in Business Administration, Business Management and Organization, May 1995 Certifications & Affiliations Project Management Institute (PMI) Project Management Professional (PMP) PeopleSoft Certified Technical Consultant Microsoft Certified Systems Engineer (MCSE) ITIL (IT Infrastructure Library) IT Service Manager Hispanic IT Executive Council (HITEC) Citrix Certified Administrator (CCA) Eduardo Delannoy Mr. Delannoy is a Project Manager with Empower Solutions. He brings over eleven years of information systems management, training, and consulting and analysis experience in the Public and Private Sector. Puerto Rico Department of Health — Government of Puerto Rico Accounts Payable and Travel and Expenses Specialist Accounts Payable Support • End User training • Troubleshooting of daily processes • Development of reports for each business unit requirements • Enhancements to the financial application to streamline end user productivity Travel and Expenses Fit Gap Analysis • Analysis of current process to streamlined reimbursement processing of per -diems to employees • Development of future process documentation • Configuration of Business Unit • Development of Implementation Project Plan Puerto Rico Telephone Company Accounts Payable, Travel and Expenses and Procurement Contracts for PS 8.9 — Support Specialist Task included: • Troubleshooting of daily processes issues • Knowledge transfer sessions and Training to recently joined personnel • Provide support on process streamlining for the Travel and Expenses process • Development of reports for G/L support analysis • Assistance in implementing changes to business processes for SOX Act compliance • On-going advice on matters that might have an impact in their business processes and application PRT / Claro - Project Manager — Moneta Revenue Assurance Tool Managed all related activities to ensure the implementation of a revenue assurance tool for the wire -line and wireless networks. For wireless it included both CDMA and GSM technologies. The application was design to receive data from the network, value added services platform and billing systems. • Managed day to day project activities • Ensured completion of tasks as presented in the Project Plan • Served as liaison between implementation vendor and PRT/Claro personnel and management • Conducted Weekly Status Meeting with Vendor and PRT Management • Worked with the ITS Team in the data gathering process for the design, development and implementation of all control points in the application • Management of User Acceptance Cycles o Scheduling o UAT Sessions o Results Reporting o Acceptance • Management of resolution process for presented CVRs. These included: o Meeting coordination with responsible parties o Analysis of data using the Revenue Assurance Tool o Transaction monitoring through resolution process o Provide Revenue Assurance with issues resolutions to implement and stop revenue leakage • Provide Marketing, Revenue Assurance and Billing with analysis of Value Added Services o Meeting coordination with related parties o Monthly analysis of multiple line of businesses o Analysis of transaction process (Client to Billing Applications) o Provide support to involved parties in correction process o Serve as liaison between Claro and Vendors o Provide Marketing with monthly analysis reports o Provide Billing with Statistics for Billing • Control Table — Monitoring of network, value added service platform and billing systems through the revenues assurance tool • Provide support for ITS on resolution for revenue assurance identified issues Puerto Rico Department of Health — Government of Puerto Rico Accounts Payable Specialist Rollout of PeopleSoft Payables to additional entities under the Department of Health • Configuration of new business unit and its related documentation • End User training for new business units • Troubleshooting of daily processes • Provided support throughout these entities for the entire Financials Suite (Vendor, AP, Procurement, General Ledger, Commitment Control, Contract Management) • Development of reports for each business unit requirements Accounts Payable Module — Special Payment Officer • Implementation of new AP business units to managed SPO requirements • Configuration and its related documentation • Re -configuration of withholding to manage payroll related deductions • Conducted UAT sessions • Develop of training materials • Conducted training sessions • Provided support throughout the Go -Live process Puerto Rico Telephone Company Project Manager for PeopleSoft - Travel and Expenses Implementation This effort revamped the entire Travel and Expenses process for PRT/Claro. It replaced manual processing of document approval and streamlined the process reducing the timeline for this type of transaction. This implementation impacted 4500 employees. • Conducted the Fit -Gap Analysis with PRT • Develop As Is documentation for transaction processing • Helped design new processes to streamlined all related activities • Develop To Be Process documentation for Travel Authorizations, Cash Advances and Expense Reporting following company policies and business practices • Managed the Travel and Expense implementation • Served as Functional Specialist through out the process • Continue as Support Specialist after the implementation was completed Environmental Quality Board — Government of Puerto Rico Financials Team Lead Led the implementation of the Financials suite for Version 8.4 • Modules included: General Ledger, eProcurement, Purchasing, Contracts, Grants, Projects, Commitment Control, Accounts Payable • Managed As Is Documentation for transaction processing in their legacy system. • Conducted the Fit -Gap analysis. • Helped the client streamlined current business process by taking advantage of the application. • Managed To Be Process documentation for new processes and application. • Configured PeopleSoft financials and its related documentation • Development of End User Documentation • Manage project day to day activities Puerto Rico Telephone Company Accounts Payable — Support Specialist Provided support to the entire Treasury Division Team in matters related to the PeopleSoft application. • Troubleshooting of daily processes • Knowledge transfer sessions • Development of reports • Withholding data management • On-going advice on matters that might have an impact in their business processes and application • Application Management for Accounts Payable, Procurement Contracts and Vendor Management. Puerto Rico Telephone Company Accounts Payable Implementation - Team Leader Led the team that implemented the accounts payable, procurement contracts and vendor processing at this client that includes the entire Accounts Payable Module functionality and partially Purchasing for Vendors and Contract Management. The team was composed of Consultants and Subject Matter Experts from the client side. • Managed As Is Documentation for transaction processing in their legacy system. • Managed Fit -Gap analysis through Conference Room Pilot session. • Helped the client streamlined current business process by taking advantage of the application. • Managed To Be Process documentation for new processes and application. • Conducted the System Test sessions. • Managed the data conversion process for open vouchers, voucher history and vendor data. This included data cleanup for vendor information. • Manage the deployment of outsourcing the check printing and EFT processes to a financial institution. Department of Treasury — Government of Puerto Rico Grants Management Implementation Project Grants Functional Lead An effort to implement Grant Management is currently going on. The Department of Justice and Environmental Quality board have been selected as pilots prior to rolling this effort to the remaining agencies that benefit from Federal Government Grants. Role requirements on this effort are as follows; Required for each Business Unit: • Develop As Is Documentation for Grant request process. • Develop To Be Process that will be applied according to conditions of each entity. • Configure the Administer Grants Module. • Develop and execute CRP's, Unit Test and System Test efforts. • Provide support throughout the training effort. • Provide Production Support. Department of Treasury — Government of Puerto Rico Puerto Rico Integrated Financial Accounting System Project -Government of Puerto Rico (PRIFAS) Functional Specialist — Upgrade Effort • Assisted functional leads and clients to revisit and re -design To -Be processes to fit the client business model. • In charge Script development according to clients to be process and industry best practices. • Prepared Enhancement Documentation for Procurement, Accounts Payable, Accounts Receivable and Asset Managements. • Designed and develop training materials for release enhancements. Trained client on application enhancements. • Provided assistance to technical team on as needed basis. • Develop Unit Test and System Test scripts. Participated in the Unit Test effort. Department of Treasury — Government of Puerto Rico Puerto Rico Integrated Financial Accounting System Project -Government of Puerto Rico (PRIFAS) Functional Specialist — Production Support • Configuration of Accounts Receivable Module. This process required an analysis of current business practices and application to the PeopleSoft release 7.02. This involved the As Is Process Analysis, To Be Documentation, A/R Module Configuration, Report Modification, User Guides preparation and End User training. • Modifications to application for Organizational Budget Management as per client requirements. This process included modification to cost tracking centers and related accounts. Detroit Public Schools — State of Michigan Detroit Public Schools contracted Empower Solutions to implement both the PeopleSoft Human Resources version 8.3 and Financials Management Systems version 8.4. The district supports 268 schools and approximately 28,000 employees. . For the Financials implementation, Detroit Public Schools chose to implement a number of the modules delivered by PeopleSoft (version 8.4) including Accounts Payable, General Ledger, Purchasing, Inventory, and eProcurement. Mr. Delannoy managed the system test effort for the PeopleSoft ERP implementation of Financials version 8.4. Financials modules being implemented were General Ledger, Procurement, eProcurement, Accounts Payable and Inventory. • Reviewed eProcurement and Purchasing As -Is and To -Be process documentation to understand client requirements. • Assisted functional leads and clients to revisit and re -design To -Be processes to fit the client business model. • In charge Script development according to clients to be process and industry best practices. • System Test Manager. Executed scripts with assigned client personnel discussing all related issues to new process. Recorded discrepancies between application and To be Process. Submitted changes to developers and participated in the configuration of requested modifications. • Development and configuration of Training Databases. This included the configuration of Financials modules and user setup. • Provided go -live functional and technical support for the eProcurement, Purchasing, Accounts Payable and General Ledger modules. • Troubleshooting of Production environment issues. These included testing, replication and resolution of issues. Board of Regents — University System of Georgia Mr. Delannoy conducted training for the Georgia FIRST Project. This project was scheduled to rollout PeopleSoft Financials for the Public Sector for thirty-two different institutions by May 2002. Our main task is to provide the end users with the necessary knowledge required to fully operate its own PeopleSoft Financials database. As part of this effort: • Participated in the design of a training curriculum that met all financial transaction requirements for General Ledger, Budget Preparation, Asset Management, Procurement, Accounts Receivable and Query Tool. • Conducted training sessions for all thirty-two institutions on all PeopleSoft modules. The training provided enables and ensures the user to fully understand and apply PeopleSoft functionalities to their current business processes. • Participated in conversion process of Legacy System data to PeopleSoft. This included analysis, adjustment and posting of converted data. • Guided institutions in the process of setting up required information and data for Procurement, Asset Management and Accounts Receivable modules on their PeopleSoft database. Georgia State University — Financials Mr. Delannoy participated in the project upgrade phase from PeopleSoft Financial for the Public Sector 7.0 to 7.5 versions. His primary task was to develop user guides that met the GSU financial and business process requirements. This included the Purchasing Modules, Accounts Payables, General Ledger, Query, and Budgets. He also provided support to the GSU personnel in charge of delivering training, and support to the end users. Georgia State University — Financials Mr. Delannoy performed requisition and purchase order reconciliation. This included the following tasks: • Analysis of requisitions and purchase orders to establish transaction history. • Verification of budget tables and ledgers to assure data accuracy. • Query of transactions of affected and related tables. • Reporting of analyzed data to Project Manager. Department of Treasury — Government of Puerto Rico Puerto Rico Integrated Financial Accounting System Project -Government of Puerto Rico (PRIFAS) Training and Product Support -Functional Specialist Mr. Delannoy assisted in the implementation of PeopleSoft Public Sector Financials for the Government of Puerto Rico. The system supports the one hundred and twenty agencies that make up the Government of Puerto Rico. The PRIFAS training program was developed to distribute all necessary knowledge to current and future users as this new system rolls out. As a trainer, Mr. Delannoy was responsible for developing and delivering training to ensure that the users are ready to take on the tasks that a system implementation requires. Specifically, Mr. Delannoy participated on the following tasks: • Developed and designed courses, scripts and training material for PRIFAS users for AP, PO, GL, Cash Receipt Processing and Budgets. All training has been developed and adapted to production environment and its different operator classes. • Updated and maintained a Single User Training Database used on training sessions. • Delivered training to PRIFAS participants on its first two Implementation Phases. A total of 25 agencies with two thousand end users were trained. • Provided Production Support by assisting users from all Government Agencies on their day-to-day use of system. • Facilitated one on one Training to users as part of our role in product support. Transportation Services Inc. Extra Fleet Management System Collaborated in the implementation of a Fleet Management Application. Oversaw and Manage functionality of the Fleet Management System once it was live. This application was used to record and provide clients with the cost involved in running their vehicle fleets. This system provided us with an Inventory Module, Repair Module, Fuel Module and Reports Module. As part of our responsibilities we managed: • Parts and Materials Inventory. • Open and record Repair Orders for each vehicle visit to the shop. This process included opening the Repair Order, Assessing the vehicle needs, dispatching parts and materials required for the repair, recording labor, closing the Repair Order and billing our customer for the work. • Fuel Recording Module that allowed us to record all fuel dispatched and record mileage giving the capability of calculating cost per mile (CPM). • Repair module that was also used to schedule and record all Preventive Maintenance Inspection. Caribbean Remanufacturinq Corporation Inc. Eduardo was responsible for full Accounting Cycle including billing, collections, payables, cash management and related personnel supervision. Preparation of monthly Financial Statements, Bank Reconciliation, Cost Accounting Reporting, Inventory Reports, and Accounts Receivables Reports and Analysis. Responsibilities included: • Serving as liaison between company and Government Agencies. Eighty percent of their customers were Government Entities. • Performing end of month period closings, General Ledger analysis and Period Comparison versus Budget. • Working directly with customers and suppliers to establish business relationships. Office of the Commissioner of Municipal Affairs (OCAM)-Government of Puerto Rico As an Accounting System Analyst, Mr. Delannoy helped implement a Computerized Accounting Systems at Municipalities across the entire island. As part of the implementation process, the team ensured that the system was in compliance with the laws and regulations that applied to the Municipal Reform. Responsibilities include: • Implementing of a Unix -based, Computerized Accounting System. • Planning, Developing and Executing of training programs and troubleshooting. Developed the training plan, training materials and conducted end user and one-on-one classes for users throughout the island. Provide consulting services for Municipalities Island Wide. Responsible for directing the conversion process from manual to computerized accounting system. • Providing support to Municipalities for the implementation of accounting procedures and internal controls. • Conducting system test prior to the implementation of Accounting System. PeopleSoft Modules: Accounts Payable, General Ledger, Accounts Receivable, Grants Management, Asset Management and Purchasing People Tools Toolkit Experience: Application Designer, Panel Designer, Menu Designer, Operator Security, Query Tools Michael A. Miller Overview Twenty six plus years experience as an accounting professional and consultant with more than eight years as an assistant controller with a Fortune 500 company. Over ten years of PeopleSoft experience and have worked as a senior consultant with a PeopleSoft tier one implementation partner. In addition, strong PeopleSoft functional skills in Inventory, Purchasing, eProcurement, Strategic Sourcing, Cost Management, Supplier Contract Management and Accounts Payable applications. Extensive experience contributing to corporate growth through process reengineering and improvement, acquisitions and divestitures and PeopleSoft and other software implementations. Strong background in the areas of financial controls, financial statements, cost accounting, inventory management, procurement, staff management and acquisitions. Ability to interface with all levels of staff and management. Experience New York State Energy Research and Development Authority, Albany, • Functional Lead Supply Contract Management, Strategic Sourcing, eSupplier Connect modules • Performed fit/gap analysis • Facilitated interactive design and prototype sessions and documented requirements • Prepared functional specifications for modifications and reports • Facilitated configuration workshops and documented requirements • Assisted with conversion planning • Prepared test scripts based on client scenarios, facilitated UAT, trouble shoot issues and tracked results • Prepared end user training manuals and assisted with training • Provided post production support Highmark, Harrisburg, PA (IBM/B2B) • Functional SME PeopleSoft Procurement modules (ePro, Purchasing, Supplier Contracts, eSettlements, Inventory) • Assessed fit/gap analysis and business process designs to ensure they matched functional requirements and leverage PeopleSoft best practice enabling technologies • Performed demonstrations of PeopleSoft functionality Blue Cross Blue Shield FL, Jacksonville, FL • Functional Lead eProcurement, Purchasing and Inventory modules • Performed fit/gap analysis • Developed to be business process design and demonstrated new functionality • Facilitated functional upgrade steps for initial, test and move to production environments • Performed troubleshooting, reconciled data issues and assisted with data scrubbing • Facilitated configuration and documented requirements • Reviewed functional specifications for retro fitting required modifications • Prepared test scripts, facilitated user acceptance testing and tracked results • Facilitated development of end user training materials • Provided post production support Embarq, Overland Park, KS (Bearing Point/B2B) • Provided post production support for Services Procurement, eProcurement and Purchasing modules • Identified root cause of issues, recommend fixes, data cleanup and procedural changes • Assisted users, developed queries and provided knowledge transfer Qwest, Littleton, CO (Accenture/B2B) • Functional SME PeopleSoft Procurement modules (ePro, Purchasing, Strategic Sourcing, eSettlements and eSupplier Connect) • Assessed fit/gap analysis and business process designs to ensure they matched functional requirements and facilitate best practices • Facilitated configuration workshops and documented requirements • Developed functional specifications for item and vendor conversions • Assessed functional specifications for publish and subscribe to and from legacy systems (items, vendors & contracts) and various system modifications • Audited test plans, scripts and expected results for process coverage, appropriate level of detail and completeness • Assisted with demonstration of PeopleSoft functionality in Conference Room Pilots • Mentored Acceunture consultants in PeopleSoft procurement modules • Trouble shoot PeopleSoft issues New Jersey Turnpike Authority, E. Brunswick, NJ (CherryRoad/Lodestar) • Provided post production support for Inventory and Purchasing modules • Identified root cause of problems associated with automated Replenishment routines and facilitated data and procedural changes with end users and IT staff • Assisted users resolve issues, developed queries, researched data issues with PeopleSoft and provided knowledge transfer State of Connecticut, Hartford, • Level Two Help Desk Consultant for AP, PO and ePro Modules • Assisted users resolve issues, researched PeopleSoft Updates and Fixes, prepared requests to IT to repair hosed data and provided knowledge transfer. Delaware Transit Corporation, Dover, DE • Inventory and Purchasing Functional Lead Consultant • Performed fit/gap analysis • Implemented business process changes to increase productivity • Facilitated functional upgrade steps for the initial, test and move to production databases. • Prepared functional specifications for required modifications • Developed test plans and scripts and facilitated unit and user acceptance testing • Reconciled data issues and assisted technical staff with data cleanup • Facilitated and documented configuration requirements not performed by the upgrade scripts • Assisted with production cutover plan Shands Hospital, Gainesville, FL • Served as Functional Inventory Lead • Performed fit/gap analysis • Proposed changes in business processes to leverage PeopleSoft's best practice enabling technologies • Recommended solutions and alternatives for gaps in delivered functionality City of Tallahassee, FL Tallahassee, • Audited configuration of Inventory and Cost Management modules • Implemented process and configuration changes to ensure proper calculation and recording of Purchase Price Variance • Recommended changes to fulfillment processing to handle Engineering related orders • Reviewed issues with Intra Unit Balancing and recommended work around to applying patches that are bundled in SP2. Verizon Wireless, Bedminster, NJ • Senior consultant responsible for Inventory, Purchasing and Project Cost modules • Facilitated testing and tracked results in Test Director • Prepared test plans and scripts based on detailed business requirements • Performed data audits of multiple database instances to verify integrity of converted data • Updated configuration settings based on results of testing and data audits • Resolved issues with appropriate personnel and kept team members advised Children's Hospital, Pittsburg, PA • Served as Functional Inventory and Purchasing Lead. • Performed fit/gap analysis. • Implemented business process changes to increase overall productivity and efficiency. • Performed Inventory and Purchasing functional upgrade steps for the initial, test and move to production databases. • Completed configuration steps not performed by upgrade scripts for Inventory and Purchasing. • Documented version 8.4 business processes and configuration settings. • Prepared functional design documents for required modifications. • Developed test plans and scripts and facilitated User Acceptance Testing. • Updated PeopleSoft security requirements • Prepared training manuals and conducted end user training. • Assisted with deployment readiness and production cutover. CSC PeopleSoft, Athens, AL • Served as Inventory and Purchasing Functional Lead. • Prepared fit/gap analysis to merge acquired Utilities Company into parent organization's PeopleSoft Supply Chain implementation. • Recommended business process changes to increase overall productivity and efficiency. • Configured modules to align with parent company business rules and incorporate productivity recommendations. • Recommended business unit structure. • Facilitated data conversion process through data mapping. • Prepared functional design of required conversion reports and interfaces. • Conducted system testing of interfaces and testing of business processes. • Verified the accuracy of converted data. • Resolved issues with the appropriate levels of management and kept team members advised. PeopleSoft Post Implementation Effectiveness Review (Version 7.5) — AON (Global Insurance) (7/00) • Served as functional lead for a high level post implementation effectiveness review of PeopleSoft ERP implementation. Modules included GL, BU, PC, BI, AR, PO, AP, EXP, IN, OM and AM. • Recommended numerous reconfiguration options to take advantage of PeopleSoft's best practice enabling technologies. PeopleSoft ERP (Manufacturing and Order to Cash) Implementation (Version 7.52) — Pursell Industries — (Implementation 5/99 to 11/99, Production Support (11/99 to 5/00) • Served as Functional Lead for the implementation of the PeopleSoft Inventory & Cost Management modules using a rapid implementation methodology. • Assisted with the cross -functional process mapping of current state business processes. • Designed new and recommended changes to existing inventory business processes. • Recommended new Inventory Business Unit structure and table sets. • Facilitated configuration of Inventory and Cost Management modules. • Led business process design and solutions labs for the Inventory and Cost Management modules. • Prepared functional design of required modifications. • Assisted with conversion via data mapping. • Designed system test scenarios and plans. • Advised team members in issue resolution process. • Prepared test scripts based on client scenarios and conducted system testing of modifications, interfaces, and business processes. • Conducted end user training. • Assisted with deployment readiness and production cutover. • Provided production support and assisted with phase two enhancements. PeopleSoft Materials Management Implementation (Version 7.5) — First Health (12/98 — 1/99) • Prepared fit/gap assessment report • Assisted with the facilitation and process mapping of the current and future state process models. • Documented PeopleSoft Workflow functional requirements for AP, PO and PO applications. PeopleSoft Project Costing Integration (Version 7.5) — CSC - TMG Division (9/98 —11/98) • Served as functional advisory member of the PeopleSoft Project Costing and Billing Integration Assessment Team and evaluated the benefits and risks of proceeding with a highly customized implementation. • Analyzed key business requirements and criteria and proposed alternate solutions. Assessed the benefits and risks of proposed solutions. PeopleSoft Procure to Pay Implementation (Version 7.5) GAP, Inc. (6/98 to 7/98) • Served as functional lead for PeopleSoft Purchasing and performed Fit/Gap analysis. • Performed functional product demonstrations. HARCOURT BRACE & COMPANY, Orlando, FL 1987 - 1998 Assistant Controller • Managed a staff of 67 employees with an annual budget of $2.5 million. • Facilitated the benchmarking, process mapping and identification of best practices to be used at HBC for the finance function, procurement process and human resource operations. • Assisted with the selection of the PeopleSoft enterprise software solution, gap/fit analysis, and planning/implementation of GL, AP, PC and AM modules of the enterprise system. • Internal functional lead for PeopleSoft Project Costing (version 7.0) Implementation (4/97 to 12/97). • Conducted fit/gap analysis of PeopleSoft SCM (IN, PM, PO and AP) version 7.0 (1/98 to 3/98) • Lead purchasing card program implementation with estimated annual savings of $750K. • Implemented changes to AP record retention and control procedures with annual savings of $590K. • Proposed changes to T&E reporting and travel credit cards with estimated annual savings of $1M. • Served as the finance team member on a $14 million warehouse automation project. • Performed due diligence reviews for acquisitions and divestitures. CBS, INC., New York, NY 1981 - 1987 Accounting and Financial Controls Management EDUCATION • C.W. Post College, B.S. Accounting. PROFESSIONAL CERTIFICATIONS - CPA QUALIFIED PROFESSIONAL WORKSHOPS/SEMINARS • Hammer - Implementing Reengineering & Major Change. • NAPM — Purchasing and Materials Management • AIC - Reengineering Internal Controls. • AMA - Valuation of Companies • AMA - Activity -Based Costing in a Manufacturing Environment Paul R. Johnson Summary of Skills • 11 years PeopleSoft Technical/Functional Experience o Versions 9.0, 8.9, 8.8, 8.4, 8.3, 8.0, 7.5, 7.0 o PeopleTools 8.4x, 8.1x, 7.x • Extensive experience with modules o HCM (TL, HR, PY, BN, CG) o FSCM (IN, CM, AR, BI, PC) • Project Roles o Technical: Project Manager, Developer, PS Admin, DBA o Functional: TL, HR, PY and CM Technical skills o PeopleCode o Application Engine o SQR o Integration Broker including SOAP XML Document Setup and Processing o Application Packages o UNIX Scripting o Component Interface o SQL o Oracle and SQL Server Experience Rapp Collins International 10/2009 - 10/2009, (Financials and HCM) Integration Broker and SOAP XML Setup • Setup Integration Broker services for delivered tables • Setup SOAP XML inbound messages • Trained developers how to setup Integration Broker and SOAP XML messages FedEx 5/2009 —10/2009, (Financials) Accounts Receivables Customizations and SOAP XML • Developed custom App Engine process for inbound bank payments • Developed functionality for custom inbound messages using SOAP XML documents • Designed functionality to enable use of PS Condition Monitor processing • Tested Accounts Receivable functionality Booz Allen Hamilton 2/2009 - 3/2009, (HCM) Benefits Administration 834 HIPAA Assessment • Led technical effort to assess feasibility of using delivered HIPAA 834 interface for all medical vendors. Rapp Collins International 1/2009 - 2/2009, (Financials and HCM) Project Costing and Human Resources Modifications • Developed interface which loaded job tables for PS system in the UK • Designed and developed interface that generated invoices for large telecom client Texas Instruments 4/2008 -11/2008, (HCM) Benefits Medical Interface and Candidate Gateway Modifications • Led, Designed and developed payroll feed to Fidelity for pension processing • Developed custom processes for Candidate Gateway • Tested processing of Payroll deduction calculations for 401K processing Sprint Nextel 7/2006 - 4/2008, (HCM) Time & Labor, Payroll, Human Resources and Benefits — Upgrade • Account Manager over Time & Labor, Payroll and Human Resources processing • Managed projects for all new functionality for Time & Labor and Human Resources • Setup TCD feeds for Time & Labor • Created Custom Benefits App Engines • Managed project for Puerto Rico bonus processing • Created Functional documents • Created Technical documents • Created SOX security reports • Tested all Time & Labor functionality for implementation • Tested Payroll functionality for implementation US Oncology 1/2006 - 7/2006, (HCM) Time & Labor Rollout and Benefits Open Enrollment • Led effort for TL implementation to 3 US regions • Managed development efforts for TL • Developed TL rules • Developed medical vendor interfaces for open enrollment Fairchild Semi -Conductor 1/2005 - 1/2006, (Financials) Cost Management and Inventory — Upgrade • Led effort to re -implement all Cost Management functionality from 7.5 • Team Lead over 5 -member Performance SWAT team • Developed Application Engines for Cost Management batch processing • Developed online pages for inventory • Developed SQRs for inventory calculations • Created security audit reports for SOX City of Fort Worth 12/2004 -1/2005, (CRM) Modifications and Bundles • Developed online page for Water Works department • Applied bundles using Change Assistant US Oncology 11/2004 - 12/2004, (HCM) Self -Service Customizations • Developed Pages for custom Self -Service project • Developed SQRs for reports run from Self -Service pages NTT Verio 1/2004 - 9/2004, (Financials) Inventory and Purchasing • Led development effort for inventory modifications • Developed Application Engines for inventory processing • Developed SQR for reporting for inventory • Developed custom pages for inventory and purchasing Nextel 10/2003 - 1/2004, (Financials and HCM) Reporting Team Lead • Managed work of 10 reports developers • Created status reports for VP review • Reported on team progress to project leaders Limited Brands 10/2002 - 8/2003, (HCM) Technical Manager - Human Resources, Payroll, Benefits and Time & Labor • Managed 7 infrastructure and technical resources • Trained client team members • Reported progress to upper management of VPs and senior managers TXU Communications 4/2002 - 10/2002, (Financials and HCM) Technical Project Manager • Managed 8 Human Resources Technical Team • Managed 11 Financials Technical Team • Set up all Integration between PeopleSoft Financials and Human Resources • Trained client how to manage infrastructure Harvard University 7/2001 - 3/2002, (HCM) Infrastructure Manager — Human Resources Management System • Managed 5 Infrastructure Team resources • Managed Off-site solution center resources • Setup security Wesley Jessen 10/1999 - 7/2000, (Financials and Manufacturing) Puerto Rico Project Manager • Managed all project operations from Puerto Rico • Interviewed members of production line • Produced documentation and flows • Trained client how to deploy and manage PeopleSoft to workstations NEC 12/1998 - 9/1999, (Financials and HRMS) Technical Project Manager and DBA • Managed Technical Team • Setup all Oracle environments • Applied all updates and fixes AFFILIATIONS Dallas Hispanic Chamber of Commerce South Florida Hispanic Chamber of Commerce Sai Sundar Overview Over 9 years of experience in the Field of Information technology with over 8+ years of consulting experience in PeopleSoft Financials/SCM 9.0/8.x/7.5/7.0 in the Accounts Payables, eSettlements, Purchasing, ePRO, Supplier Contract Management, General Ledger, Accounts Receivables, Asset Management, Billing, Grants Management and Expenses modules, involving 3 implementation projects and six projects in upgrade using PeopleSoft technology, PeopleTools and PeopleSoft Internet Architecture (PIA). • Strong functional and technical understanding of PS Financial & Supply chain management applications. • Performed several fit -gap analysis, analyzing existing customizations & collaborating with business groups to build an efficient PeopleSoft system. • Conducted business process analysis, gathered and analyzed requirements, created design specifications, developed customizations and conducted user training. • Expertise in PeopleTools 8x versions (including 8.49), PeopleCode, Application Designer, Integration Broker, Query, Process Scheduler, Application Engine, File Layout and Component Interface, PS n Vision Reports, Application Messaging, Data Mover and PS Security. • Technical knowledge in application development, performing upgrades, developing interfaces, converting data, migrating data and developing reports. • Experience in Developing and customizing several reports using SQR, Crystal Reports and nVision. • Very good experience in conducting performance tuning of processes and on-line components in Oracle and Informix databases. • Good understanding of Oracle Client/Server and web based technologies. Experience working on the PIA such as application server configuration, process scheduler and web server. • Experience in security administration to implement PeopleSoft security at various levels, creating roles, permission lists, user profiles and portal security. • Expertises in using several debugging tools such as SQL trace, app engine trace and PeopleCode debugger. • Excellent Communication, Interpersonal, Logical, Mathematical, Statistical, Analytical, and Problem solving skills with ability to coordinate and work in a team and translate complex business needs and problems into innovative technical solutions. Summary of Skills ERP PeopleSoft Financials 9.0/8.x/7.5/7.0 (AP, eSettlements, PO, ePro, Supplier Contract Management, AR, GL, Billing, AM, Expenses, and Grants,) PeopleTools Application Designer, Application Engine, PeopleSoft Internet Architecture, PeopleSoft Upgrade, Workflow, Data Mover, Component Interfaces, Application Messaging, PeopleCode, PS/Query. Operating Systems Windows9x/2000/XP, UNIX, SunOS Solaris 8/9, Mac OS Databases Oracle 8.x/7.x, Informix 9.0, MS Access, SQL Server 7.0/6.5, DB2 Languages C/C++, VHDL, Java, HTML, XSLT Web Design Dream weaver, Flash, Microsoft FrontPage Reporting Tools SQR 4.x/6.0/8.4, Crystal Reports 8.0/7.0, PS/nVision Reports, XML Publisher Other Software Tools Microsoft Office97/2000/XP, Adobe Photoshop, Matlab Experience Robert Half International, Inc. Pleasanton CA Mr. Sundar was the primary functional consultant for the implementation of the eSettlement module for the Payables group. Worked with the PeopleSoft quality services team in the analysis and testing of various functionalities in the PeopleSoft Billing and AR modules. Gained thorough and in depth knowledge of RHI's business practices, custom PeopleSoft processes and also their third party systems in a very short period of time. Performed functional tests on the major RHI customizations made in both Billing and AR module. Also worked on performing regression, integration and performance tests of the Billing and AR functionalities. • Setup and configured the eSettlements module. Buyer direct model was implemented. • Designed several new customizations for the eSettlements implementation which involved working closely with the development team. • Worked on the testing RHI custom billing interface process for both US and Canadian transactions. The process was interfacing transactions from their third party job entry system MJ/MJP. • Was involved in the analysis of the customizations made to the PeopleSoft billing interface process BIIF0001. Several customizations were made to the interface process to suit RHI's requirements. • Worked with consolidated invoices in Billing module. Invoices were consolidated based upon custom consolidation rules which govern the invoice formatting, printing and billing options. • Worked in testing and analyzing a custom split off -cycle invoice process for consolidated billing invoices. This custom process allowed invoices to be split such that they are produced in monthly/semi monthly basis only for particular time period. • Was involved in testing the various customizations made to the online PeopleSoft pages. These also involved bolt -on pages developed for the Billing Module. • Worked on the printing and distribution of both consolidated and regular invoices. Tested several valid combinations of output and distribution methods. • Worked with interunit billing transactions. A custom process was developed to gather information from the IU templates for a transaction and use that as a basis for all similar transactions. • Was involved in testing of the integration of the vertex tax calculation software with the Billing module. Tested the tax calculation for both taxable US states as well as taxable Canadian provinces. • Worked on functional and performance testing of the custom customer interface process. The process was developed using component interface and would run nightly to keep the PeopleSoft system in sync with the MJ/MJP system. • Was involved in the analysis and testing of the AR condition monitor process. Six different types of actions calls were designed and tested for several collection scenarios. Customers if three different groups were incorporated in the action calls. • Tested custom Sales person adjustment functionality for the AR module. The process would make adjustments to the sales person commission depending on the payment received and the status of the customer. Environment: PeopleSoft Fin 9.0, PeopleTools 8.48/8.49, Oracle 9.0. Mercury Quality Center 9.0 NUMMI, Fremont CA Mr. Sundar was brought into the project to help in resolving technical and functional bottle necks in major processes of the AP, PO and Inventory modules. Was responsible for resolving some of the most critical issues which were road blocks for a successful upgrade. Performed functional analysis of NUMMI's tax calculation system for the Accounts Payables modules. Delivered methodologies and functional designs such the tax calculations were performed accurately as per the vendor ship to information. • Worked with the Billing team in designing bill by ids as per the requirements. • Provided solutions for automating the consolidation of bills for the Billing module. Analyzed the various kinds of bills which were generated and designed the batch automation which would consolidate the bills into a single consolidated header. • Worked with the purchasing team in setting up the ePro workflow. Designed a custom component from which the variables for dynamically building the workflow would be obtained. • Worked on performance tuning of several major application engines such as BIIF0001 for Billing module and AR_UPDATE for the Accounts Receivables module. • Retrofitted the customizations made to about 12 SQRs and 13 application engines and several other online people code changes in a very short period of time. • Designed and provided sales and use tax modification to inventory transactions. Environment: PeopleSoft Financials 79.0, PeopleTools 8.48/8.49, Oracle 9.0. PeopleCode, SQR, Application Engine, Component Interface, PS/Query. CarMax Inc, Richmond, VA During the implementation of Purchasing, eProcurement, eSettlements and Supplier Contract Management for CarMax, a fortune 500 company, , Mr. Sundar was responsible for upgrading, implementing, customizing and retrofitting the AP, AR, PO, ePro, eSettlements, and Supplier contract management. Performed the business and technical Fit Gap Analysis, analyzed the existing customization of pages in AP, Billing & AR modules. Collaborated with the functional team in deciding the re-application of the existing customizations in each module. Was involved in the fit -gap analysis of the CarMax AP system. Analyzed the existing business practices and designed new functionalities to enhance and speed up the CarMax AP system. • Setup and configured the eSettlements modules for the CarMax payables team. Buyer direct model was implemented. • Had setup the system for electronic EDI invoice processing for the eSettlements buyer invoices. Developed messages, message channels and configured the EDI invoice interface. Also used send master to test and deploy the interface. • Played a key role in implementing the supplier contract management module for the CarMax procurement system. • Played a key role in implementing the supplier contract management module for the CarMax procurement system. • Worked with the procurement team in standardizing the supplier contract, terms, clauses and deliverables. These would be reused throughout the organization. • Was involved in importing and converting existing legacy contracts into the Supplier contract management library. • Worked on effectively integrating supplier contract management with the PS purchasing and requisition systems. • Designed a custom voucher entry process, CarMax High Speed voucher entry for AP. This would allow users to quickly key in vouchers for multiple vendors in the same page. Several voucher entry functionalities including chartfield combo edits were incorporated into this customization. Invoices would be loaded into AP staging tables and then built into the PS AP system. • Designed custom vendor maintenance components such as CarMax vendor merge and CarMax one-time vendor. Was also involved in the technical aspects of the customizations. • Had setup the payment selection criteria for all the AP business units. Provided functional analysis of the payment procedures and made specific modifications to the payment selection criteria such as to handle zero $ payments and also payments for debit balance vendors. • Made modifications to the bank payment forms setup such that the advice information is printed on the same report as the check and the overflow advice is also printed on the same report as check. • Modified the chartfield configuration of CarMax as per the functional requirements, ran the preview configuration process, full configuration, conducted all the manual changes and also the AM specific changes. Developed a Chartfield configuration user guide for future use at CarMax. • Wrote a custom SQR for CarMax vendor scrubbing. This would scrub the vendor setup, addresses, locations and other payables options as per the requirements of AP to help in the vendor transition into PS 8.9. The SQR was run as a part of the post MTP process. • Made several customized peoplecode changes to the AP regular voucher entry component. • Modified the AP control group entry component as per CarMax requirements. • Modified the AR_REFUND process to make sure that duplicate voucher line entries are not created in AP for refunds from AR. • Was involved in troubleshooting the AR Nightly Process and Aging Nightly process. Improved the performance of the processes by tuning SQLs, adding indexes, Informix directives, changing the order of the joins and adopting set processing. The time taken for the nightly process to complete reduced from an hour to 6 minutes. • Customized the pay cycle process to include CX custom steps for handling code and check printing. Retrofitted the CarMax custom check printing, EFT and ACH payments processes. • Developed CarMax custom payment enquiry page. The page would have links to the voucher enquiry and the vendor enquiry pages. Used IScripts to navigate from one component to another. • Developed four different custom ePro forms, business cards, name plates, notepads, and rubber stamps for CarMax eProcurement system. Each form had several styles. Images were displayed dynamically as per the style chosen by the user. • Developed custom SQL scripts which would list all the objects that were customized in any database instance. This was really helpful during MTP processes to make sure that none of the custom objects are missed during migrations. • Developed a custom SQR, CXVCHRLD, which would load invoices into the AP staging tables. The invoices would be keyed from a third party system used in CarMax stores or keyed from the CarMax custom high speed invoice pages. • Was involved in developing an interface using application engine which would load all the employee information from CarMax third party ADP system into the PeopleSoft financial system and create PeopleSoft user ids as per their profile. • Involved in performance tuning of payment post (AP_PSTPYMNT), AP voucher build (AP_VCHRBLD). Also worked to improve performance of several CarMax custom application engine processes using SQL tuning, indexes, directives and set processing techniques. • Modified several SQL statements to improve performance of processes and on-line components. Used Informix directives on the SQLs. Also used new indexes, update statistics and tables spaces on the tables used by the SQLs. • Worked as the primary technical support for the PeopleSoft part of the CarMax Sabrix tax implementation project. Changes were made to the voucher build, voucher post processes and also the online voucher/quick invoice entry components. • Developed a custom CarMax tax audit report for auditing purposes. This report generated online would list fields from the Purchasing, AP and specifically the tax fields. A transform application engine was used to convert the report in XML into excel. • Customized the PeopleSoft AP system to determine the proper sales tax by checking for tolerances at the voucher line level. As delivered by PeopleSoft this checking is done at the header level. Environment: PeopleSoft Financials 8.0/8.9, PeopleTools 8.48/8.49, PeopleCode, SQR, Application Engine, Component Interface, Integration Broker, XSLT, Crystal Reports, PS/nVision, PS/Query, Data Mover, Upgrade Assistant , HP Unix B.11.23, Sabrix, Informix 9.0 database, Informix SQL Editor 4.00 TC2 University of Massachusetts, MA Provided fit-gap analysis of the Accounts Payables and Purchasing modules. Worked on leveraging the new PeopleSoft processes to achieve an efficient financial system. Worked with the business groups in retiring old business processes and replacing them with latest PeopleSoft processes such as copy PO, ePro workflow, ACH payments etc., Designed several new customizations for the Billing module. Worked closely with the user groups in understanding every day business problems and converting those into PeopleSoft functional solutions. • Developed a custom report, Project Information Notification (PIN) report — UMGM7014.sgr, using SQR for the Grants module. The PIN Report contains key award and project data and will be sent to PI's and Business Managers to notify them of new projects and key changes to existing projects. • Customized several GM Invoice forms as per UMASS requirements. A custom PS Job, UMBIJP03 was run to generate the invoice forms, GM 103x (1034, 1035), GM_270, GM_CUM, and GM_NOCUM. Modifications were also made for existing customizations. • Made modifications to the UMASS custom Bank Reconciliation Load interface — UMAP5001.sgr in Accounts Payables to be able to run in Peoplesoft Financials 8.9. This Bank Reconciliation SQR process will load the bank statement data included in the electronic bank statement from Fleet Bank into the PeopleSoft bank reconciliation records. • Developed a SQR interface, UMVNDRLD.sqr to load converted legacy data into 8.9. The vendor info was read from a huge flat file which was consolidated with data from five UMASS campuses. All the vendors from the five campuses had to be grouped under the same setid. There were a lot of discrepancies in the flat file which had to be handled with complex coding logics. • Developed a custom report, Deferred Revenue Report — UMBI7016.sgr, using SQR. This was a requirement in the billing module. The campuses wanted a report that provides the information on deferred revenue in the system and the end date of the award associated with the deferred revenue. • Worked extensively on PeopleCode, to modify pages, records and components to be compliant according to the customizations needed by UMass. Adept in object oriented programming concepts in peoplecode. • Developed Purchasing Interface using File Layout, Application Engine, and Component Interface, which loads data from flat file into staging tables while doing various data validations using AE Peoplecode and finally loads into PeopleSoft tables through Component Interface. • Customized the custom SQR report, Summary Statement of Research Funding Report — UMGM7008.sqr. This report was run as a yearly, quarterly or monthly report for any selected fiscal year. The report provided summary and detail statement of research funding. Several complex coding procedures, on -break logics, grand totals were all involved in the report. • Worked on enhancements and fixing problems which include both technical and functional understanding of the Application and good knowledge of processes in AP, GL, PO, AM, Billing and Grants modules. • Maintained the Peoplesoft system by applying the Application Upgrades, Patches and Fixes. • Experience in working with STAT 5.2.1.1, a change management for Peoplesoft system. STAT was the integral part of managing the entire Peoplesoft system operations in UMASS. Environment: PeopleSoft Financials 8.9, PeopleTools 8.46, PeopleCode, SQR, Crystal Reports, PS/nVision, PS/Query, Data Mover, Upgrade Assistant , Oracle 8i, SQL Server, TOAD 8.0.0.47, Citrix Server, STAT 5.2, Windows NT. Nationwide Insurance, OH Involved in Upgrade of PeopleSoft Financials Modules, AR, AP, PO, GL, Inventory and AM from 8.0 to 8.8. Also provided production support for all the upgraded modules. Worked on the fit gap analysis of the PeopleSoft Accounts Payables module. Worked closely with the in house SMEs in understanding the business processes and providing solutions. Provided functional solutions for several pay cycle issues which reduced the number of technical customizations that were required for achieving the desired results. Worked on enhancements and fixing problems which include both technical and functional understanding of the Application and good knowledge of key processes in AP and AM. Worked with the PS admin team for MTPs during the upgrade. Developed the AP workflow for the expense payables and service payables group of CarMax. Developed new reports and queries using nVision, Tree Manager & Peoplesoft Query Environment: PeopleSoft Financials8.0/8.8, PeopleTools 8.45, Upgrade Assistant, PeopleCode, SQR, Crystal Reports, PS/nVision, PS/Query, Data Mover, SQL Server, Windows NT, Unix. Ohio State University, Columbus, OH Was the primary PeopleSoft techno-functional analyst involved in development, testing and post production support phases of PeopleSoft Financials Upgrade from 8.0 to 8.8 in Projects, Contracts, Grants, AR, AP, GL and Expenses modules. Developed interfaces using application engine, component interface with file layout to upload data from third party applications into the PeopleSoft finance system. Developed SQR processes to load legacy data into PeopleSoft finance. Involved in developing several SQR, crystal and nVision reports. Developed SQL scripts and public queries using PS query as per the user requirements. Documented all customizations, Modified user manuals according to the customizations. Provided technical consultation and assistance to the training team. Environment: PeopleSoft Financials8.0/8.8, PeopleTools 8.45, Upgrade Assistant, PeopleCode, SQR, Crystal Reports, PS/nVision, PS/Query, Data Mover, Oracle 8i, DB2, Windows NT, Unix, SQL Server, SQL Navigator, Toad. The Phoenix Company of Chicago Inc., Chicago, Involved in full life -cycle design, development and testing phases of PeopleSoft Financials Upgrade from 7.53 to 8.4 in AP, AR, PO & GL modules. Worked with the PS admin team in performing the upgrade steps of the PeopleSoft system using the upgrade assistant. Was also involved in installing the web server and other PIA components. Developed several PeopleSoft reports using SQR, crystal reports and nVision. Modified & customized several custom interface processes using SQR and application engine. Developed custom online components using application designer & peoplecode to suffice the business requirements of the client. Coordinated with the QA team and fixed all issues (PeopleCode, App Engine processes). Provided technical consultation and assistance to the training team. Provided post -production support for all modules. Environment: PeopleSoft Financials7.53/8.4, PeopleTools 7.5x/8.43, Upgrade Assistant, PeopleCode, SQR, Crystal Reports, PS/nVision, PS/Query, Data Mover, SQL Server, Windows NT, Unix Harris Bank, Chicago, IL Involved in full life -cycle design, development implementation and testing phases of PeopleSoft Financials 8.4, modules included are(GL, AP, AR & AM). Interacted with clients and technical teams to analyze current business needs and develop systems specifications. Used Application Designer, Application Engine & peoplecode to modify existing tables and create some new record definitions, pages, components, Inbound and Outbound interfaces, to suffice the application needs. Developed SQR processes for interfacing & converting legacy data. Designed and executed test scripts to ensure new applications were in adherence to functional specifications, evaluated test results and recommended changes. Documented all the new customizations and reports created to support new system. Also involved in training the end users in using the new PeopleSoft Financials system. Environment: Financials 8.4, Tools 8.41(General Ledger, Receivables, Accounts Payable), PeopleTools, PeopleCode, SQR's, Data Management Tools, SQL Server, Unix, AS400 Philips Semiconductors, San Jose, CA Worked as a PeopleSoft technical developer for the Billing, AP & AR modules. I was responsible for customizing several PeopleSoft delivered processes in SQR and application engine. Modified several PeopleSoft online components as per the user requirements using peoplecode Was involved in the data conversion procedures to convert date from legacy system to PeopleSoft. Also developed several SQL scripts for retrofitting custom database objects. Was also involved in fit -gap, design & technical analysis of each new enhancement which was done in the new PeopleSoft system. Environment: PeopleSoft Financials 8.0SP2, People Tools 8.13, People Code, Application Engine, SQR V4.5, PS/Query, Crystal Reports, Message Catalog, XML,PL/SQL, Oracle 8i, DB2, NT Education: Bachelor of Computer Science & Engineering, Annamalai University, India May 1999