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Recommended Statement of Work Sections for FI$Cal Onboarding Business Transformation Services

With the approach of the 2017 Release, FI$Cal has developed a template for departments to use if they need to contract with outside vendors for FI$Cal Onboarding Business Transformation Services. This template was developed from research and communication with departments that previously issued solicitations and statements of work to accomplish the onboarding transformation required before their release.

This Template includes sample Statement of Work Sections and Staffing Qualifications. Within the Staffing Qualifications, there are examples for a PeopleSoft ERP Programmer Staff to assist with interfaces, configurations and how role assignments and workflows strategies affect how the FI$Cal System works.

Agencies or departments may choose to use all or parts of the Statement of Work (SOW) sections depending on their own contracts requirements, procurement method or special funding circumstances. The template cannot be used as a FI$Cal contract on behalf of the departments.

Recommended Statement of Work Sections for FI$Cal Onboarding Business Transformation Services (1. Background, 2. Acronyms, 3. Scope and Description, and 4. Contractor Tasks): [Expertise, Assistance, and Advisement to Replace/Interface Existing (Legacy) System(s) with the FI$Cal System including the redesign of business processes and all other activities, tasks, and products required to onboard to the FI$Cal System

successfully]

Introduction and InstructionsThese sample Statement of Work (SOW) sections (Background, Acronyms, Scope and Description, and Contractor Tasks) describe the expertise, assistance and advisement services that may be required to replace/interface existing (legacy) system(s) with the FI$Cal System. These services include: Project Management, Department Mobilization and Readiness, Configuration, Interfaces/Conversions, Role Mapping, Departmental Testing, Training, Deployment and Ongoing Support/Assistance. State agencies may insert these sample SOW sections in part or as a whole into their SOW templates. The Contractor Tasks reflect an option where (senior) Project Manager (PM) tasks are detailed to accommodate SOWs where PMs are required to actively participate in the tasks assigned to Contractor staff under them.

All examples or suggested staffing and Mandatory Staffing Qualifications (MSQs) included are “scalable”. Large Agencies with several Departments may want bigger or multiple teams from a Contractor, while single Departments may only need a few Contractor staff. The mandatory staffing qualifications for a multi-department agency may require “Senior” staff with seven (7) or more years of experience, while single Departments may only require five (5) years for their “Senior” staff. The MSQ language options may be customized for each Agency or Department’s use.

[Blue Font Italic type] identifies instructional information for State agencies to delete when tailoring the document for a specific acquisition. [Red Font Normal type] identifies sample or notational information for State agencies or departments to replace or delete when tailoring the document for a specific acquisition. [Black Font Normal type] denotes standard or suggested language.

For questions regarding this template contact the Department of Financial Information System for California (FI$Cal) at [email protected].

mailto:[email protected]

STATEMENT OF WORK

[Sample Header and SOW sections 1-4)]FI$Cal Onboarding Business Transformation Services

IT Consulting Services

This Statement of Work (SOW) reflects the services to be provided by <Contractor name>, hereinafter referred to as the “Contractor,” for the <State Agency [and/or] Department’s Name>, hereinafter referred to as “<Agency/Department (DAcronym)>.”

This Agreement is for the Contractor to provide Enterprise Resource Planning (ERP) expertise to advise on strategies and complete the tasks set forth in the SOW for successfully replacing an existing (legacy) system with the FI$Cal and to ensure the requirements and business objectives for <DAcronym> are met. The <State Agency [and/or] Department’s Name> [or] <DAcronym> refer(s) to this effort as the FI$Cal Onboarding Business Transformation (OBT) Services. The goal of the <DAcronym> FI$Cal Onboarding Business Transformation is to prepare the <DAcronym> organization(s) to meet the requirements of the FI$Cal OBT, through a redesigning of the business processes and all other activities, tasks and products required to onboard to the FI$Cal System successfully.

1. Background

The Financial Information System for California (FI$Cal) is a: major effort for California to modernize and reengineer the financial business operations of state

government on an enterprise-wide basis;

partnership of the Department of Finance (DOF), State Controller's Office (SCO), State Treasurer's Office (STO), and the Department of General Services (DGS);

technology business transformation that enables the State of California to combine its accounting, budgeting, cash management, and procurement operations into a single integrated financial management system;

System that eliminates hundreds of independent legacy systems and department-specific applications that now support the State of California’s internal business operations. Because of the decentralized and antiquated nature of the State’s business operating systems, the State’s financial operations have become highly inefficient and challenging to manage.

Accenture, LLP is the System Integrator that provides the State of California with the centralized and integrated Commercial off the Shelf (COTS) ERP system.

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Some of FI$Cal’s Hyperion and PeopleSoft Financial Functional Capabilities and the associated Work Efforts are depicted below:

Functional Capabilities:

Work Efforts:

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2. Acronyms

ACRONYM FULL NAMEBPR Business Process ReengineeringBPW Business Process Workshop

CALSTARS California State Accounting and Reporting SystemCA-PMF California Project Management FrameworkCOTS Commercial Off the ShelfDGS Department of General ServicesDOF Department of FinanceERP Enterprise Resource Planning

FI$Cal Financial Information System for CaliforniaFSC FI$Cal Service CenterLD Labor Distribution

MDW (FI$Cal) Master Department WorkplanOBT Onboarding Business TransformationORF Office Revolving FundPM Project Manager or Project Management

PMBOK Project Management Body of KnowledgePMI Project Management InstitutePO Purchase Order

Q&A Questions and AnswersSDLC Software Development Life CycleSCO State Controller’s OfficeSME Subject Matter ExpertSOW Statement of WorkSTO State Treasurer’s OfficeUAT User Acceptance Testing

3. Scope and Description

[Insert the required Consultant staff designations] (e.g., For Large State Agency: One (1) Senior Project Manager, two (2) Senior Technical Leads, one (1) PeopleSoft “Financial” (note the term Financial covers all PeopleSoft modules except Budgeting which is covered by Hyperion) ERP Programmer—to assist with interfaces, configurations and how role assignments and workflows strategies affect how FI$Cal works, and six (6) System Analysts that will serve as Business Process Redesign Analysts), are required to assist with the planning and execution of the project management disciplines, framework, and business process for the implementation of the new FI$Cal system. <DAcronym> utilizes Project Management Institute’s (PMI) Project Management Body of Knowledge (PMBOK) as well as the state’s methodology, California Project Management Framework (CA-PMF), for managing the FI$Cal OBT.

The Contractor shall work collaboratively with the Agency’s/Department’s(s’) management and staff to accomplish the activities, goals, and tasks outlined in this statement of work. This effort will be extensive and each department’s staff will focus time and resources with the Contractor on achieving the goals of the FI$Cal OBT.

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The [Insert the required Consultant staff designations from above] will be responsible for working with each identified [or] <DAcronym>’s Department staff to complete the following: Project management (Communications to both internal and external stake holders, Stakeholder

management, risk management including risk assessment and control processes, FI$Cal OBT Schedule, and document management of OBT artifacts), analysis, mobilization and readiness activities;

Organizational Change Management; Policies, process and procedure development and reengineering—“AS-IS” and “TO-BE”

processes and procedures required for the Business Process Reengineering (BPR) required for the OBT and workflow development;

Definition of configuration values (from the BPR and other sources) and activities to set up for the FI$Cal System;

Activities to process the conversion of data from <DAcronym>’s existing (legacy) system(s) to the FI$Cal System;

Analysis of interfaces that may be required and development of interface to the FI$Cal System; Role mapping to establish end users, user security authentication and working role(s) in the

FI$Cal System; Testing to validate <DAcronym> data configuration and roles are functioning as required

(e.g., User Acceptance Testing); Review or assistance with User Training activities and documentation required to prepare the

Users to work in the FI$Cal System; Completion or assistance with completion of the FI$Cal Master Department Workplan (MDW)

tasks; Participation in FI$Cal Workshops; Implementation and Deployment activities to complete the OBT and Ongoing Support/Assistance.

[Following is sample language that may be considered for staffing strategy for Agencies with multiple departments or large Departments requiring multiple teams to onboard]<DAcronym>’s strategy is to create two (2) teams, under the leadership of one Project Manager. Each team will consist of one (1) Senior Technical Lead, one (1) PeopleSoft Financial ERP Programmer and three (3) Business Process Redesign System Analysts. These two (2) teams will work with two departments (one per team) in parallel to implement this OBT. All departments must be completed no later than [enter the Month and Year to be completed] Month of Year, to allow time for all departments to attend detailed training that will be provided.

4. Contractor Tasks

All completed tasks, standards, processes, plans and applicable reference materials must be available to <DAcronym> upon request. <DAcronym> reserves the right to request an in-depth written and/or oral presentation of findings and/or recommendations put forth by the Contractor.

The following Task Table describes the tasks required for the Contractor Project Manager followed by those required for the Contractor staff under the Contractor Project Manager for the terms of this Agreement. All tasks below are required to be completed and delivered on or before the due dates in the table.

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TASK TABLETask

Group Task Title Task Description Date Due

1 Project Management The Contractor (Senior) Project Manager (PM)

shall provide oversight and management of the following:1.1 FI$Cal Readiness Project Management (PM)

Establish a group of approved Contractor and <DAcronym> management and staff to review, validate and assist in documenting the goals, objectives for the scope and functional priorities required for the Readiness Activities for onboarding to FI$Cal. Submit a written document listing all the potential members of the PM operation (Contractor Subject Matter Experts (SMEs) and <DAcronym> Staff) for approval.

To Be Determined(TBD)

1.2 Kick Off Activities and PM Structure Define all team member roles and responsibilities for the appropriate resource communication infrastructure required to conduct the FI$Cal OBT. Submit a Report detailing the PM operation Staff infrastructure.

TBD

1.3 PM Documentation Prepare and deliver the documentation of the basic protocols to be used for communication, organizational change management, configuration change, risks, issues and schedule management, and establishing quality standards.

TBD

1.4 FI$Cal OBT Readiness SchedulePrepare and submit the <DAcronym> FI$Cal Readiness Schedule from the FI$Cal MDW establishing key milestones, tasks and communication activities including documentation of <DAcronym>’s inventory of conversion items and other assessments, completion of an initial training needs analysis and other baseline tasks. Submit updated MDW each week.

TBD

1.5 Organizational Change Management ActivitiesPrepare and submit the <DAcronym> FI$Cal Organizational Change Management Plan establishing key milestones, tasks and communication activities including documentation of <DAcronym>’s inventory of existing change management tools and other assessments required to build the <DAcronym>’s Change Management Organization.

1.5.1 Change Management Tasks and SchedulePM prepare and deliver all tasks, meetings and/or sessions to identify, evaluate and understand, validate, prioritize, document and perform the requirements for the Organizational Change Management Activities and Tasks that lead to and are required for successful

TBD

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onboarding to the FI$Cal.

1.6 PM Assistance with As-Is ActivitiesPrepare and deliver the following subtasks the Contractor Staff under the Contractor PM is to provide.

1.6.1 PM Organization of Resource MaterialsProject Management includes oversight and facilitation of meetings and/or design sessions to identify, evaluate and understand, validate, prioritize, and document specific requirements.

1.6.2 PM Advisement and Facilitation on Support Documentation and Artifacts for As-Is Policies, Processes and ProceduresAdvise and facilitate with each departments’ [or] <DAcronym>’s Accounting, Budgets and Procurement teams to create documentation suitable for their use, including: policy documentation, process and procedure diagrams, supporting text for the process and procedure diagrams, as well as business, functional, and non-functional requirements for processes and procedures.

1.6.3 PM Coordination and Facilitation on As-Is DocumentationCoordinate and facilitate the training of <DAcronym> representatives from each of the Departments on the development of “As-Is” documentation and diagrams for policies, processes and procedures.

TBD

1.7 PM Assistance with To-Be ActivitiesPrepare and deliver the following subtasks the Contractor Staff under the Contractor PM is to provide.

1.7.1 PM FI$Cal-Sponsored To-Be Workshops Attendance

Attend FI$Cal-sponsored Workshops with subordinate Contractor staff to determine the specific <DAcronym> values that will be pre-set in a FI$Cal test environment for downstream department validation. Configuration values need to be set for each of the To-Be business workflows.

1.7.2 PM Facilitation of Process and Procedure AnalysisFacilitate Business Process and Procedure Analysis sessions with <DAcronym> [or] each of the Departments and assist with the review of each business process to ensure each process and procedure is accurately documented.

1.7.3 PM Review of Process Improvement Analysis

TBD

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Review subordinate Contractor staff-gathered information related to business process improvement for review and analysis activities.

1.7.4 PM Review of To-Be Documentation and DiagramsReview FI$Cal “To-Be” documentation and diagrams with the business units; identify changes to the “As-Is” processes and ensure the workflow documentation is updated accordingly.

1.7.5 PM Review of Mapping Created for As-Is to the To-Be WorkflowReview the mapping completed for the “As-Is” to the “To-Be” business process workflows.

1.7.6 PM Review of Identified Gaps Between As-Is and To-BeReview the gaps identified between the “As-Is” and the “To-Be” business processes, in the documented findings.

1.7.7 PM Review of Process Improvement RecommendationsBased on the process improvement information gathered previously, the business process mapping, and the final “To-Be” business processes, review the document to be submitted for all proposed process improvement recommendations for each business unit.

1.7.8 PM Facilitation and Review of Updated Business Process ModelsUpon completion of the mapping and the gap analysis, facilitate the review and update of each department’s business process models.

1.7.9 PM Review of Completed Business Process and Procedure Models and WorkflowsAssist the business units with developing the updated business process and procedure models, including the workflows and text, to integrate and automate the defined FI$Cal solution.

1.8 PM Assistance with Configuration ActivitiesPrepare and deliver the following subtasks the Contractor Staff under the Contractor PM is to provide.

1.8.1 PM FI$Cal-Sponsored Configuration Workshops AttendanceAttend FI$Cal-sponsored Workshops with subordinate contractor staff to provide oversight of the determination of the specific configurations options allowed in the FI$Cal. Discuss the pre-set

TBD

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configurations, planned functionality, explanation of user roles, and conversion activities. Document and submit a report of the options for configurations.

1.8.2 PM Facilitation of Configuration Activities Facilitate the determination of the configuration

values required to be set for each of the To-Be business workflows. Review the set configuration values report for reviews/approvals.

Ensure configuration activities requested are completed. Review for submission the Final Report for approvals and the FI$Cal strategy for implementing the requested FI$Cal-approved configuration values.

1.8.3 PM Facilitation of Data Conversion ActivitiesAttend FI$Cal-sponsored Data Conversion Workshops to determine the specific conversion development options allowed in the FI$Cal.

1.9 PM Assistance with Data Conversion ActivitiesPrepare and deliver the following subtasks the Contractor Staff under the Contractor PM is to provide.

1.9.1 PM FI$Cal-Sponsored Conversion Workshops Attendance

Attend FI$Cal-sponsored Workshops with subordinate contractor staff to provide oversight of the determination of the specific conversion development options allowed in the FI$Cal. 1.9.2 PM Facilitation of Data Conversion Plan, Clean-up

and Workaround OptionsFacilitate the discussion of the pre-set configurations, planned functionality, explanation of user roles, including conversion plans, data clean up and workaround options.

1.9.3 PM Facilitation of Data MappingFacilitate the discussion for creation of the mapping of data from the existing system to the FI$Cal System.

1.9.4 PM Facilitation of Data Cleansing and Conversion TemplatesFacilitate the discussion for creation of data cleansing and conversion templates.

TBD

1.10 PM Assistance with Interface ActivitiesPrepare and deliver the following subtasks the Contractor Staff under the Contractor PM is to provide.

1.10.1 PM Facilitation of Determine Required Interfaces

TBD

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Facilitate and provide oversight of the determination of what interfaces will be necessary to ensure continuity of operations due to non-FI$Cal functions and interdepartmental functions that are not supported in the FI$Cal process model.

1.10.2 PM Facilitation of the Determination of Any Unique Applications Used Daily or Underlying In-House System to Supplement the California State Accounting and Reporting System (CalSTARS)Facilitate and provide oversight of the analysis and determination of what unique applications each Business Unit may be utilizing to perform their daily tasks and any underlying in-house system that is currently used to supplement the current CALSTARS state system (that FI$Cal is replacing).

1.10.3 PM Facilitation of the Determination Regarding If the Unique Applications may be Accommodated within the FI$Cal ApplicationFacilitate and provide oversight of the evaluation of the interfaces on an individual basis to determine if they may be accommodated within the FI$Cal application, or if workarounds need to be developed and validated.

1.10.4 PM Facilitation of the Determination of Actions Required for the Identified InterfacesFacilitate and provide oversight of the evaluation the identified Interfaces to determine required actions (i.e. eliminate, replace, or modify).

1.10.5 PM Facilitation with Redesign/Development of Required Interfaces Facilitate and provide oversight of the work with

<DAcronym> [or] each of the Departments to redesign/develop system interfaces that may be required to integrate with FI$Cal.

Facilitate and provide oversight of the assistance with the FI$Cal requested changes to the interface design/development.

1.10.6 PM Facilitation of Assistance with the Implementation of Required InterfacesFacilitate the assistance with the implementation of these interfaces.

1.11 PM Assistance with Testing ActivitiesPrepare and deliver the following subtasks the Contractor Staff under the Contractor PM is to provide.

1.11.1 PM Facilitation of Testing ProceduresFacilitate the creation of procedures describing how

TBD

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testing will be performed for data configuration values and any required interfaces.

1.11.2 PM Facilitation of Testing Acceptance Criteria for Configuration and Required InterfacesFacilitate the assistance with the development of test acceptance criteria and test outcomes.

1.11.3 PM Oversight of the SME Identification for Testing ReviewProvide oversight of the Identification of the SMEs for testing cycles.

1.12 PM Assistance with Training ActivitiesPrepare and deliver the following subtasks the Contractor Staff under the Contractor PM is to provide.

1.12.1 PM Oversight of Identification of Training Gaps in the Department’s TrainingProvide oversight of the identification of any training gaps.

1.12.2 PM Facilitation of Training Assistance with Process Changes Training PlansFacilitate the creation of the appropriate desk manuals required to effectively make the transition away from manual towards automated, streamlined processes.

TBD

1.13 PM Assistance with Implementation ActivitiesPrepare and deliver the following subtasks the Contractor Staff under the Contractor PM is to provide.

1.13.1 PM Facilitation of Conversion Cut-Over PlanPM to facilitate the creation of the Conversion Cut-over Plan. that will include all communications and hand-offs that must occur during implementation as well as validation check points, Go/No-Go criteria and a thorough Back-Out Plan.

1.13.2 PM Facilitation of the Go-Live PlanFacilitate the development of a comprehensive Go-Live Plan in order to successfully transition <DAcronym> [or for Agencies] each of the Departments to the new Fl$Cal system.

1.13.3 PM Facilitation and Oversight of the Cut-Over Strategy DocumentFacilitate and provide oversight of the development steps for the submission of the Cut-Over Strategy Document.

1.13.4 PM Facilitation and Oversight of the

TBD

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Implementation PlanFacilitate the development of the Implementation Plan that identifies transition steps, their assigned owners, and timing for each step.

1.13.5 PM Facilitation and Oversight of the Go-Live Back-Out PlanFacilitate and provide oversight for the Back-Out Plan that specifies the processes required to restore the system to its original or earlier state, in the event of failed or aborted implementation.

2 As-Is Policies, Processes and

ProceduresThe Contractor Staff under Contractor PM shall provide the:2.1 As-Is Policies, Processes and Procedures

Prepare and deliver the following subtasks

2.1.1 Organization of Resource MaterialsPrepare the resource and supporting materials to be used to complete the tasks required for each phase of the FI$Cal OBT. To be included, but not limited to, are the FI$Cal Work Plan PeopleSoft Standards/Methods/Industry Best Practices materials such as Oracle PeopleSoft Application Fundamentals PeopleBooks; PMI PMBOK, Knowledge-Based materials such as Business Process Workshop (BPW), Change Workshop Materials, Presentations and Workflows, Functional Design Validation Presentations, Interfaces and Conversions Presentations, Job Aids, Training Supplements, Questions and Answers (Q&As), and User Acceptance Testing (UAT) Business Process Overviews and Scenario Materials.

2.1.2 Key Staff for Documentation AccessIdentification of the key <DAcronym> staff required to provide access to any <DAcronym> documentation, plans, and requirements documentation.

2.1.3 As-Is Development TrainingIdentification of the gaps in Current As-Is policies, processes and procedures documentation and work with staff to prioritize As-Is documentation and any updates or new documents.

2.1.3 Gap Identification of Existing As-Is and Missing As-IsIdentification of the gaps in Current As-Is policies, processes and procedures documentation and work with staff to prioritize As-Is documentation and any updates or new documents.

TBD

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2.1.4 SME and <DAcronym> Manager Identification and InterviewsIdentification and interviewing of key business Subject Matter Experts and Managers to discuss and confirm program area needs, recommendations and current policies, processes and procedures.

2.1.5 Core Functionalities and PrioritiesIdentification of core functionalities that are the highest priority for <DAcronym> through a combination of process analysis, system reviews and <DAcronym> staff interviews.

2.1.6 Templates for Business Processes and Procedures Business process and procedure templates that include both the visual (diagram) and text behind the diagram in a narrative including existing workflow steps, systems, forms and reports. The templates must be designed to ensure the process and procedure documentation is repeatable and reusable.

2.1.6 Refinement of Existing and Development of Missing As-Is Refinement of the existing documents and deliver any missing <DAcronym> policies, processes and procedures required that align and enforce adherence to legal authorities, oversight authorities, <DAcronym> department authorities and FI$Cal.

(Processes are higher level descriptions than procedures and will be facilitated by attending the FI$Cal Business Process Workshops. Procedures represent a desk procedure that defines the step by step implementation of policies and processes to align with the FI$Cal Business Process Modeling Sample Documents and Flow Diagrams on the FI$Cal website.

3 To-Be Policies Processes and

ProceduresThe Contractor Staff under Contractor PM shall:3.1 FI$Cal Workshops Attendance

Attend FI$Cal Workshops with Project Manager Contractor staff to determine the specific <DAcronym> values that will be pre-set in a FI$Cal test environment for downstream department validation. Prepare and deliver the following subtasks.

3.1.1 Review Business Processes for AccuracyReview each business process to ensure each process is accurately documented during Business Process Analysis sessions. Research those processes that are not accurate to revise business processes for the analysis and reengineering phases.

TBD

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3.1.2 Create Support Information for Business Process Analysis ActivitiesGather information related to business process improvement for review and analysis activities. Prepare the To-Be Business Process Reengineering (BPR) Roadmap for the

3.1.3 Lead BPR Roadmap Steps and Review Activities Lead stakeholders, SMEs, and business process owners through the To-Be BPR roadmap including requirements, business rules and process validation checks throughout the re-design in order to map new and updated process decisions to documented business needs.

3.1.4 Create Support Information for Business Process Analysis ActivitiesAssist <DAcronym> business units with building the FI$Cal “To-Be” documentation and diagrams; identify changes to the “As-Is” processes and ensure the workflow documentation is updated accordingly.

3.1.5 Assist and Document Mapping the As-Is to the To-BeAssist the <DAcronym> staff with Mapping the “As-Is” to the “To-Be” business process workflows.

3.1.6 Gaps Between the As-Is and To-Be Business ProcessesIdentify any gaps between the “As-Is” and the “To-Be” business processes, then submit documentation of the findings.

3.1.7 Propose Business Process Improvement RecommendationsBased on the process improvement information gathered previously, the business process mapping, and the final “To-Be” business processes, submit a document of all proposed business process improvement recommendations for each business unit.

3.1.8 Assistance with Review and Update of Business Process ModelsUpon completion of the mapping and the gap analysis, assist Contractor Project Manager with the facilitation of the review and update of each department’s business process models.

3.1.9 Gaps Between FI$Cal Functionality and To-Be Workflows and Overall SolutionProvide a gap analysis and the Change Impact Tools creating a one-to-one mapping including the risks

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identified and assisting <DAcronym> with the decisions regarding how to address gaps and in what priority.

3.2.0 Assistance with Development of Business Process Models, Workflows and TextAssist the business units with developing the updated business process models, including the workflows and text, to integrate and automate the defined FI$Cal solution.

4 Configuration Activities

The Contractor Staff under Contractor PM shall:4.1 Configuration Activities

Prepare and Deliver the following subtasks.

4.1.1 Determine Configuration OptionsAttend FI$Cal-sponsored Workshops to determine the specific configurations options allowed in the FI$Cal. Discuss the pre-set configurations, planned functionality, explanation of user roles, and conversion activities. Document and submit a report of the options for configurations.

4.1.2 Set Configuration ValuesDetermine Configuration values required to be set for each of the To-Be business workflows. Set the Configuration values in a report and submit for reviews/approvals.

4.1.3 Activities and Reports To Complete Configuration PhaseComplete configuration activities, as needed. Submit Final Report for approvals and the FI$Cal strategy for implementing the requested FI$Cal-approved configuration values.

TBD

5 Data Conversion Activities

The Contractor Staff under Contractor PM shall:5.1 FI$Cal Kick-Off and Workshops Attendance

Attend FI$Cal-sponsored Kick-Off Sessions and Workshops to determine the specific conversion development options allowed in the FI$Cal.

TBD

5.2 Conversion OptionsDiscuss the pre-set configurations, planned functionality, explanation of user roles, and conversion activities to document and submit a report of the options for conversions. Prepare and deliver the following subtasks.

TBD

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5.2.1 Conversion, Data Clean-up and Workaround PlanCreate a comprehensive conversion, data clean-up and workaround plan that addresses specific data that will convert, data that will not convert and data that will require data cleansing prior to conversion. Document the plan and submit.

5.2.2 Data MappingCreate and submit mapping of data from the existing system to the FI$Cal System.

5.2.3 Data Cleansing and Conversion TemplatesCreate and submit data cleansing and conversion templates. Develop automated conversion routines to continue testing as often as is required to establish readiness.

6 Interfaces The Contractor Staff under Contractor PM shall:6.1 Determine Required Interfaces

Determine what interfaces will be necessary to ensure continuity of operations due to non-FI$Cal functions and interdepartmental functions that are not supported in the FI$Cal process model. Create a document listing the Interfaces identified for each operation not supported in the FI$Cal process model.

TBD

6.2 Determine Any Unique Applications Used Daily or Underlying In-House System to Supplement CALSTARS (State System)Analyze and determine what unique applications each Business Unit may be utilizing to perform their daily tasks and any underlying in-house system that is currently used to supplement the current CalSTARS state system (that FI$Cal is replacing). Document and submit the Applications with why and how they are used in the <DAcronym> operations.

TBD

6.3. Determine If the Unique Applications can be Accommodated within the FI$Cal ApplicationEvaluate the interfaces on an individual basis to determine if they can be accommodated within the FI$Cal application, or if workarounds need to be developed and validated. Document and submit the findings.

TBD

6.4 Assist with Determination of Actions RequiredEvaluate to determine required actions (i.e. eliminate, replace, or modify), document and submit the resulting determinations.

TBD

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6.5 Assist with Redesign/Development of Required InterfacesWork with to redesign/develop system interfaces that may be required to integrate with FI$Cal.

TBD

6.6 Assist with the Implementation of Required InterfacesAssist with the implementation of these interfaces.

TBD

7 Testing

The Contractor Staff under Contractor PM shall:7.1 Develop Test Procedures for Configuration and

Required InterfacesCreate procedures describing how testing will be performed for data configuration values and any required interfaces. Include the test plans and scripts to ensure the conversion values and the interfaces meet <DAcronym> and FI$Cal requirements. The procedures must contain a comprehensive quality assurance and testing framework that will complement existing testing plans created by the System Integrator and will define the test execution and reporting, defect management and correction strategy. Submit a framework and strategy document containing all procedures, test plans and scripts.

TBD

7.2 Develop Test Acceptance Criteria for Configuration and Required InterfacesAssist with the development of test acceptance criteria and test outcomes that need to be tracked in order to evaluate proximity to test acceptance goals.

TBD

7.3 SME Identification for Testing ReviewIdentify SMEs for testing cycles to confirm the correct system change/addition/modification is executed with the correct data and the various applicable test conditions. Document the list of SMEs, the testing areas and schedules.

TBD

8 Training

The Contractor Staff under Contractor PM shall:8.1 Identify Any Training Gaps in the Department’s

TrainingAssist <DAcronym> with the identification of any training gaps and develop augmented training sessions and training aids that to specifically address <DAcronym> organizational needs. Document and submit a response plan to address additional training needs and opportunities.

TBD

8.2 Assist with Process Changes Department’s Training TBD16

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PlansAssist <DAcronym> with achieving buy-in for process changes through staff involvement and carefully planned training. Work with <DAcronym> to plan for training and assist <DAcronym> with implementing training seminars, job aids, video training and train the trainer sessions. Create the appropriate desk manuals required to effectively make the transition away from manual towards automated, streamlined processes.

9 Implementation The Contractor Staff under Contractor PM shall:9.1 Develop Conversion Cut-Over Plan

Create conversion Cut-Over Plan that will include all communications and hand-offs that must occur during implementation as well as validation check points, Go/No-Go criteria and a thorough Back-Out Plan.

TBD

9.2.1 Create Go-Live PlanDevelop a comprehensive Go-Live Plan in order to successfully transition <DAcronym> [or for Agencies] each of the Departments to the new Fl$Cal system. Include the Go-Live Communications Plan and script to determine specifically how cut-over steps and hand-offs will be communicated.

9.2.2 Create and Submit Cut-Over Strategy DocumentDevelopment for the submission of the Cut-Over Strategy Document:

Assist with the cut-over strategy (e.g., decide if the currently planned dry runs are sufficient and decide if dress rehearsals contain the appropriate steps to clearly identify risks and issues).

Assist with the determination of all users, systems, and stakeholders impacted by the cut-over.

Assist with the creation of a Go-Live team with the required Subject Matter Experts (SME's) to assist with analyzing cut- over impacts.

Assist with the creation of steps to address cut-over impacts.

Determine system backups and procedures required prior to Go-Live.

Determine requirements, if any, for code or data freezes.

Determine Go-Live readiness criteria.

9.2.2 Create and Submit Implementation PlanDevelop an Implementation Plan that identifies

TBD

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transition steps, their assigned owners, and timing for each step.

9.2.3 Create and Submit a Go-Live Back-Out PlanDevelop a Back-Out Plan that specifies the processes required to restore the system to its original or earlier state, in the event of failed or aborted implementation.

10 First 60 Days Post

DeploymentThe Contractor Staff under Contractor PM shall:10.1 Support and Assist with Conversion Finalization

Support and assist with the conversion validation and manual entry of conversions post deployment. In addition, support and assist with the validation activities for prior year adjustments after conversion file submissions or conversion kick-outs

TBD

10.2 Support and Assist with Department Configuration Setup, Operating Budgets, and Chart of Accounts (as required) to include the following:

10.2.1 General Ledger Assistance to be provided: Establishing Office Revolving Fund (ORF)

Entering operating budgets

Confirming Allocations

Verifying Labor Distribution (LD) Configuration - Setup and verification of new employee settings

10.2.2 Accounts Payable Assistance to be provided: Setup new external suppliers

Setup new employee suppliers

Enter any paper claims as claims vouchers via second user ID

Record manual payments for ORF vouchers for July

Enter Purchase Order (PO) vouchers for paper claims that are associated to a PO and link to a PO in FI$Cal

Enter 1099 paper claims as 1099 manual payment vouchers

10.2.3 Procurement Assistance to be provided: Process Requests from the FI$Cal Service Center

to close 6/30/20XX PO Budget Period following PO conversion validation or manual entry conversion

Entering encumbrance only PO's as amount only

Validating Procurement Card P-Card-Cardholder information setup by FI$Cal

TBD

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TASK TABLETask


Enter catch-up transactions

10.2.4 Accounts Receivable and Billing Assistance to be provided: Process Requests from FSC to close 6/30/20XX

Accounts Receivable (AR) Period following AR conversion validation or manual entry conversion

Entering catch up transactions

10.2.5 Costing, Contracts & Grants Assistance to be provided: Validation of the Fund Distribution rules

Entering catch up transactions for Contracts, Grants, Funding Agreements, Fund Distribution rules

10.2.6 Asset Management Assistance to be provided: Adding any Assets that were missed during

cutover

Process Requests from FSC to close 6/30/20XX Asset Management (AM) Period following AM conversion validation or manual entry conversion

10.3 Transaction Entry Assistance to be provided: Enter catch up transactions (from July 1 of current

year period) and enter current transactions (post July of current year period)

TBD

10.4 Support Month End Closing (MEC) Processing Assistance to be provided:

Closing July of current year in the FI$Cal SystemTBD

11 Ongoing Support

11.1 Provide Ongoing Support and Assistance (as needed):

Assist department(s) with ongoing training, user support, configuration maintenance/updates, transacting, reconciliation, month end close, year-end close, enhancement requests or defects submitted to the FI$Cal Service Center (FSC), and other FI$Cal System responsibilities.

TBD

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(Sample) Mandatory Staffing Qualifications

(These Qualifications are “scalable”. The work in an agency’s or department’s statement of work may not require something as stringent as seven (7) years of experience for a senior manager or senior lead position. Each agency/department must determine the level of experience their statement of work would require).

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1. [Senior Project Manager (PM)]Minimum of seven (7) years of broad, extensive and increasingly responsible experience applying PM principles, methods, techniques, and tools; and providing organizational change management requirements and processes. At least four (4) years of that experience must have been as a senior PM with full responsibility to manage and oversee all aspects of one or more large or complex IT projects; managing both external and internal IT project teams, and interacting with department heads, agency secretaries at the user agency, State control agencies, and individuals of similar status and capacity in the private sector. An active (verifiable) Project Management Professional (PMP) Certification from the Project Management Institute (PMI) is required.

2. (Project Manager)Minimum of seven (7) years of experience aligning IT systems with organizational business processes and organizational change management requirements and activities working under the direction of a senior PM or user agency personnel managing or overseeing all aspects of one or more IT projects while interacting with mid-level officials of similar capacity at the user agency and private sector. At least four (4) years of that experience must have been in a lead capacity.

3. (Senior Technical Lead)This classification must have a minimum of seven (7) years of experience aligning IT systems with organizational business processes and providing coordination, oversight and leadership for the analyses, planning, design, implementation, documentation, assessment, and management of IT architecture, infrastructure design framework and organizational change management tasks. At least four (4) years of that experience must have been in a lead capacity.

4. (Technical Lead) Minimum of five (5) years of experience aligning IT systems with organizational business processes and providing coordination, oversight and leadership for the analyses, planning, design, implementation, documentation, assessment, and management of IT architecture and infrastructure design framework under general supervision or of a Senior Technical Lead or Senior Project Manager. At least three (3) years of that experience must have been in a lead capacity.

5. (Senior Programmer)Minimum of seven (7) years of experience in IT systems leading and/or working on the most complex IT applications plans, design, development, configuration, modification, testing, and installation for implementation and support of new or existing applications software; and managing a systems environment in support of an organization’s IT architecture and business needs. At least four (4) years of that experience must have been in a lead capacity.

6. (Programmer)Minimum of five (5) years of experience in IT systems leading and/or working on the most complex IT applications plans, design, development, configuration, modification, testing, and installation for implementation and support of new or existing applications software; and managing a systems environment in support of an organization’s IT architecture and business needs under general supervision. At least three (3) years of that experience must have been in a lead capacity.

7. (Systems Analyst or Business Analyst or Solutions Architect or Staff/Senior Information Systems Analyst)Minimum of five (5) years of experience on IT projects applying analytical processes to the planning, design and implementation of new and improved information systems to meet the business requirements of customer organizations. At least three (3) years of that experience must have been in systems analysis and design.

PeopleSoft Financial Enterprise Resource (ERP) Programmer Staff

1. (PeopleSoft Senior Lead or Technical Lead/Senior Programmer or Programmer)Minimum of five (5) years of technical and functional application development experience with each of the following: PeopleSoft Financial Supply Chain Management Version 9.x (FSCM) PeopleTools 8.5x.

2. Minimum of five (5) years of PeopleSoft programming skills experience using each of the following PeopleSoft provided tools: PeopleTools PeopleCode

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Application Designer Application Engine PS Query

3. Minimum of two (2) years of PeopleSoft programming skills experience using each of the following PeopleSoft provided tools: Workflow/ Integration broker and Approval Workflow Engine (AWE) Component Interface (CI)

4. Minimum of three (3) years of experience PeopleSoft security design, configuration and maintenance.

5. Minimum of three (3) years each of PeopleSoft FSCM version 9.x functional Subject Matter Expert (SME) experience for at least three (3) of the following PeopleSoft modules: General Ledger Accounts Payables Accounts Receivables Costing Cash Management Asset Management Deal Management Grants Management Loan Accounting eProcurement Purchasing Financial Analytics Pprocurements and Spending Analytics

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