technical proposal (attachment 2) 1. executive … · technical proposal technical proposal...

Business Intelligence and Data Warehouse tools and Solutions, ITN-FDOT-15/16-9053-SJ Page 70 of 351 TECHNICAL PROPOSAL

TECHNICAL PROPOSAL (ATTACHMENT 2)

1. EXECUTIVE SUMMARY FDOT is undertaking a worthy project of coordinating and making use of key information that is currently at its disposal to useful, timely and actionable information from which to guide and direct its work now and in the future. To meet this important goal, DOT requires a Provider that collaborates closely to deliver a low risk, highly affordable and flexible solution that closely considers what DOT now owns, can reuse and tools that can be improved upon. Our approach does just that. We introduce concepts of upgrade and effective usage of the tools to which you have already invested, and with both upgrades to these tools combined with strong end user interaction through change management, training and guidance our approach provides a pragmatic and accelerated roadmap to a flexible, timely and affordable implementation of FDOT Business Intelligence Tools and Data Warehouse Solution.

The Department has clearly articulated its business goals and the critical nature of this endeavor. Faced with a challenging economic environment, evolving federal regulations, and an aggressive timeframe, it is essential that the Department select a Team that offers a modern solution that not only effectively addresses the Department's requirements for today, but can deliver within accelerated timeframes while effectively positioning the Department for the future. DOT is seeking to improve data reliability and simplify data sharing across FDOT, and leverage that data to make better decisions.. Tools and capabilities are needed to support the roll-out of the ROADS Data Governance initiatives at FDOT. But what if FDOT already has some of the tools required to initiate this work and can leverage that investment through upgrading and modernization? Using this approach, FDOT can then expend their investment dollars toward helping their staff use them accurately, effectively and with increased flexibility and support? Considering these factors – and by saving considerable tax dollars in the process, we have developed an approach that provides the Department with: A high degree of fit to the Department's requirements The ability to accelerate the Department's Implementation Schedule to Deadline The ability to update current legacy tools to meet the emerging needs of the business The ability to focus on FDOTs staff and partners with effective and streamlined business

processes and implement changes quickly The long term ability for the solution to stay relevant and evolve as new technologies arise and

can be integrated into the platform. The ability to leverage out of the box functionality The ability to use configuration rather than coding for development and more efficient

maintenance The ability to expand and adapt technology to keep up with the New Technology trends

What Our Team Brings to FDOT

We have developed an approach that provides the Department with: A high degree of fit to the

Department's requirements The ability to accelerate the

Department's Implementation Schedule to Deadline

An approach that facilitates a implementation that will minimize your staff’s time schedules and work

The ability to update current legacy tools to meet the emerging needs of the business

The ability to focus on DOTs staff and partners with effective and streamlines business processes and implement changes quickly

The long term ability for the solution to stay relevant and evolve with market insights


1.2 Our Understanding We first looked at the possibility of an approach based on implementing new tools to accommodate your needs; we have deep experience implementing solutions for other states and agencies. Although the “new tools” approach was a good choice for DOT agencies that had not previously used Business Intelligence tools in the past, we came to the sound determination that, based on the Department's current ownership of most of the key BI tools and our experience with other DOT and BI implementations, we believe the notion of upgrading your current IBI tools positions the Department to achieve its goals in a faster, more efficient manner while minimmizing the level of disrpution that new tools’ implementation would carry to your staff and business processes.

Based on our experience, an upgrade approach, combined with a team of professionals that are highly skilled with working with other DOT organziations thought change processes provides an excellent opportuntiy to expend funds in a way that will uniquely position your staff to accept and use the tools they currently have in place with a level of comfort and ease while saving you dollars and lowering your risk inherent in any systems’ implementation.

Compared to ‘rip and replace’ approach, choosing an approach that leverages your current investments provides a clear advantage for the Department for the following reasons:

Facilitates an accelerated implementation of Business Intelligence tools thereby allowing DOT to focus on other key ROADS aspects

Provides an already-implemented solution that, once upgraded, meets 80% of the Department's requirements "out of the box"

Enables the Department to implement changes quickly Provides the Department the long term ability for the solution to stay relevant and evolve with

market insights as DOT’s requirements and needs evolve Provides the Department access to a pool of skilled Organizational Change Management

resources that will guide and support your staff and partners in their day to day jobs Significantly lowers the overall cost of ownership and disruption in end user productivity as

compared to a ‘rip and replace’ strategy particularly with regards to leveraging the extensive report development currently in place within FDOT.

Our project approach is to work collaboratively with FDOT every step of the way to help realize this strong vision for the future – one that consists of an efficient, accurate cadre of tools that supports data access, usage and accuracy while deeply focusing on the people aspects of the business, like communications, training, govermanace and business processes. This approach is affordable, low risk and people-oriented. Advantages are clearly outlined in Section 2 are summarized as follows:

1. Reduces Risk. The upgrade of tools that FDOT has already purchased and in its possession provides a level of control that reduces implementation risk. Our overall time to deliver value is accelerated by over 6 months and , because existing reports can be migrated, user productivity is significantly improved compared to rewriting all existing reports. As a result, FDOT realizes savings in not only licensing and software deployment but also end user productivity..

2. Increases productivity. Staff productivity will be enhanced in two ways. First, our team will is strongly enhance by utilizing specialized Organizational Change Management professionals - experts that are dedicated to working directly with your staff through traiing, implementation support and communications.

3. Reduces pressure on project and Department infrastructure. A point-in-time upgrate implementation and implementation of the Metadata component across the enterprise substantially reduces the strain on staff, supervisory personnel, training resources and Department leadership, as they strive to keep every day operations going amidst implementation


activities and issues. Our approach enables DOT to focus on the key components of ROADS so the changes they experience are more manageable thoguthout the project implementations.

4. Reduces business disruption to offices. Our proposed schedule for the roll out allows time to provide support to the offices as users prepare for the upgraded tools. This approach allows time to implement training and changes to business processes without having excessive number of DOT personnel out of the office at once. Our approach prepares workers through web-based training, instructor-led training, a sandbox practice environment, online help, and user support in every phase. Users can absorb change incrementally, gaining confidence and familiarity along the way.

5. Balances demands on training infrastructure. Distributing training over a long period of time creates less strain on the training resources such as the trainers, training rooms, training administrators, and training database. Training delivery builds incrementally, enabling trainers to incorporate lessons learned from previous rollouts and users to consume information at a much more relaxed pace.

6. Builds skills and confidence among super users early. We will work with the Department to identify Tools’ super users prior to implementation. The super users can build their skills throughout the project lifecycle – first by learning and supporting users on the portal capabilities, then supporting business processes and other key staff. These super users are part of an overall Change Network of liaisons that prepare local office, call center and external users for implementation.

7. Provides a framework for Business Intelligence and Data Warehous Tools and Solutions. Our approach provides a method to use up-to-date, modern and flexible tools while not breaking the bank to do so.

Together our solution, project team and approach create an achievable, affordale and low risk implementation path forward for the project. The proposed implementation schedule, is accelerated because our solution has the flexible architecture and software maturity that allows us to commit to DOT’s staff. We have the available specialist resources with the appropriate human services and technology skills to support the project. Our project team has the leadership experience to manage the implementation to achieve the stated goals.

1.3 Our Team’s Experience While System Soft Technologies provides clients across multiple industries with cost-effective, innovative IT consulting services and solutions, we have partnered with specialist leaders in the industry to provide the best FDOT can envision. Our partners offer unique capabilities in Business Intelligence tools, Organizational Change Management, Tools’ Adoption and Training and Project Management expertise, and ensure the right team is in place to effectively respond to FDOT’s requirements

INFORMATION BUILDERS With over 1200 employees and 50 office locations, we have worked with over 9,000 customers and millions of users gaining insight from our pervasive BI and analytics solutions. IBI is exclusively focused on three key areas, all of which we have developed internally, without acquisition, and support within our global support infrastructure. These core areas, all of which are incorporated in this proposal and two of which FDOT has been using and is licensed for include – Business Intelligence and Data Analytics, Enterprise Data Integration and Enterprise Data Integrity/Master Data Management software.

ACCENTURE Accenture is a global management consulting, technology services, and outsourcing company, with approximately 305,000 people serving clients in more than 120 countries. Accenture has offices and


operations in more than 200 cities globally, as well as more than 56 delivery centers in strategic locations, including Tallahassee, Florida. Our Organizational Change Management practices includes a vision toward New Information Technology resulting in flexible, innovative and easy-to-adopt methods to adopt technology solutions.

BROOKEDGE Brookedge has taken the role of as a trusted advisor and implementation partner. The company has highly experienced IT strategy, Architecture and Project Management practitioners, who follow a disciplined approach and methodology that makes a real difference to customers. Over the years the company has built a reputation of honesty and dedication to its clients as the company does not align itself with any tool, technology or product vendor. In-fact we often evaluate tools and technologies for our customers, so aligning ourselves with third parties and vendors is not fair to our customers.

Our team’s full company profiles can be found in Section 5 of our response.

1.4 Recommended BI/DW Tools and Technologies We have developed an End-to-End Contemporary Solution by upgrading, and adding to, your current Business Intelligence tools, which will serve as a platform for providing Design, Development, Implementation, Operational and Management Services for FDOT. The proposed solution is based upon an enterprise perspective and architectural best-practices such as contemporary approaches to integration, governance, managing data as an “asset”, managing master data, data warehousing, reporting, analytics and security – all working seamlessly and together, within the FDOT’s existing environment. Our solution will fully meet FDOT’s business objectives including ROADS Project objectives of improving data reliability and simplify data sharing and access for FDOT and its stakeholders for informed decision making. The proposed enterprise solution will serve as a platform for FDOT for both current and future capabilities and needs.

We are proposing as an integrated suite of four BI/DW and Data Governance tools: ETL, Reporting, MDM and Metadata with Data Governance. The suite of tools is mature, proven and have out-of-the-box interoperability with successful installations and satisfied customers worldwide. FDOT is already an existing user of the IBI Reporting tool. With this, our data integration and mastering platform enables rapid, model-driven implementation of metadata management (MDM), data cleansing, and data integration while providing a centralized repository through which developers and businesspeople can collaborate to quickly and easily to define integration, data quality, match/merge, remediation, and unification plans. Our Team’s governance structure, coupled with strong adherence to the FDOT data governance strategy. A full description of our tools and the benefits of using these at FDOT have been fully described in Section 3.0 and 3.5.

1.5 Our Approach Our team proposes an iterative and phased approach based on industry standard SDLC framework (Waterfall and Scrum) and project management methodologies. Key components include:

Plan Define Iteration Design Build Iteration

Implementation Warranty Support and Maintenance

Turnover In realizing the goals of the ROADS initiative, our team will work in partnership with FDOT stakeholders in each of the above phases. This phased approach and the tracks identified are in complete agreement with the ROADS data governance initiative mentioned in the ITN. A full description of our approach and phased implementation methodology can be found in Section 2.


1.6 Our Understanding of FDOT’s O&M Requirements In order to facilitate a successful transition to the Operations and Maintenance phase, our team will work jointly with FDOT to integrate knowledge transfer activities into day to day project activities. People often learn new jobs best in real life situations. Job shadowing and partnering as part of project life cycle activities provides a way for the knowledge recipient to see and experience first-hand the daily activities performed by their partner team member. We should strive to incorporate a comfort level where FDOT and SST team members work together so that the Subject Matter Expert can explain a job task, perform the job task, answer questions regarding the job task, enable the knowledge recipient to perform the task and provide feedback to the knowledge recipient.

Working as an integrated team is a crucial part to help ensure FDOT’s readiness to support the operation, administration, maintenance and on-going configuration and development activities of the solution. Working as an integrated team also supports the pace of change occurring in the phased, iterative environment and allows knowledge transfer to evolve with the project and not become something that is an “afterthought” as the project nears completion.

To facilitate this mindset, we are suggesting the following activities as part of the project lifecycle:

Regularly Scheduled Joint Status Meetings: While this may fall into a Governance/Project Management area, it is also key to having frequent/open communication as an integrated team. In addition to keeping the team abreast of key accomplishments and planned activities, this also provides the ability to identify and discuss project issues, potential risks, and mitigation strategies.

Retrospective Checkpoints after each Phase Completion: As we move through the various phases of the project, we should keep knowledge transfer at the top of mind. To facilitate this, the team can complete checkpoints at the end of each phase to evaluate FDOT team member comfort level with items such as methodology, tools/technology, new processes and procedures as well as team member impacts (e.g., resource considerations, role and responsibility updates, training, etc.)

Evaluating Pre-O&M Readiness (prior to the Implementation phase): This will assist the team with identifying barriers to eventual transition of the solution and allows for clear identification of action items to mitigate those barriers. Pre-Release Readiness should also including outlining anticipated issues, potential risks, outstanding decisions and support/service requirements. The team will consider the ownership, maintenance and Governance required to help ensure a sustainable and well managed Operations and Maintenance landscape.

Evaluating Post-O&M Status (aligns with the start of the O&M phase): By continuing regular, formal status meetings (weekly at a minimum), the team will continue to stay connected about day to day activities and have the ability to work together to resolve issues.

While Knowledge Transfer and job partnering will be key to building staff capabilities, it is important to document key process and operational information as well. As part of the Operations and Maintenance phase, we will work with FDOT to conduct a set of up to 4 workshops over the first month to outline the key processes, technology and solution components that should be included as part of a long term Operations Manual. Commonly called a “Run Book,” this Operations Manual will help to identify the step by step tasks associated with the solution, the responsible roles for each task, and any supporting tools, documentation or links for completing each task.

Having a Run Book allows for easy reference as FDOT staff continue to take full ownership for the solution, and it also mitigates risk around attrition/changes on the team. Once the initial Run Book is complete, it will be important to consider regular updates to the material to keep it current. As a suggestion, quarterly updates should be made jointly by the team throughout the remaining project lifecycle phases (through turnover and project closure). This will also help to transition the Run Book update process prior to project completion.


2. PROJECT APPROACH AND METHODOLOGY Our team understands that FDOT is implementing the Reliable, Organized, Accurate, Data Sharing (ROADS) Project to improve the quality and availability of data used to make better informed decisions while addressing the following gaps in the existing FDOT’s information assets:

Duplication of data across multiple systems

Inaccurate and inconsistent data

Inconsistent data definitions and data capturing rules

Incorrect system integration windows, which lead to data inconsistencies (for example, old data overriding new data)

Inability to determine where data is located and which is the master (both of which lead to an overreliance on SMEs)

Existing repositories that are either deficient (lacking district level data) or entirely undiscovered by repository users. Moreover, metadata is not easily understood, is not readily available or useful.

Lack of a centralized process or tool to access and manage data created in multiple centralized and district applications

Difficulty in correcting errors (for example, nightly data extracts and loads are not finishing properly)

Uncertainty about where to obtain the right data for reporting needs.

Inability to perform ad-hoc reporting

SSTech understands that ROADS need a comprehensive data management and analytics solution encompassing tools for each stage of a data lineage.

2.1 Approach Our team proposes an iterative and phased approach based on industry standard SDLC framework (Waterfall and Scrum) and project management methodologies. Key components of this approach include:

Plan Define Iteration

Design Build Iteration

Implementation Warranty Support and Maintenance

Turnover

In realizing the goals of the ROADS initiative, our team will work in partnership with FDOT stakeholders in each of the above phases.

Business Intelligence and Data Warehouse tools and Solutions, ITN-FDOT-15/16-9053-SJ 6 of 351 TECHNICAL PROPOSAL

In addition to the phased approach, our team has identified that the tasks in this initiative can be classified and monitored as five (5) distinct tracks interspersed within these phases. These include:

PMO Track

BPR Track

OCM Track

TAS Track

SME Track

This phased approach and the tracks identified are in complete agreement with the ROADS data governance initiative mentioned in the ITN.

After thoroughly analyzing the FDOT’s requirements, our team has developed a robust methodology based on proven experience and industry standard frameworks, including PMP and Scrum.

The tasks to be accomplished can be classified under the five (5) tracks detailed in the table below.

# Track Description 1 Project Management Organization (PMO) This track encompasses all of the project

management activities and methodologies for overall governance of the program.

2 Business Process & Requirements (BPR) This track governs the activities related to requirements management such as gathering requirements, refining validating and validation of realization of requirements during testing and finally up to implementation.

3 Organizational Change Management (OCM)

This track governs the activities related to managing the change that an initiative of this magnitude brings in

4 Tool Architecture and Solution (TAS) This track governs all the related to technology tools, architecture and implementation of developed solution

5 Subject Matter Expert (SME) This track governs the activities of an SME who brings in the domain expertise for the success of this initiative

2.2 Project Management Plan

Project Management Methodology Our proposed approach and methodology for Project management is based upon the Project Management Institute’s (PMI) Project Management Body of Knowledge (PMBOK®) framework and methodology that provides guidance on managing projects based upon a variety of project management areas that are germane to the FDOT project as suggested in the Exhibit A: Scope of Services section of the ITN. The methodology provides the means to managing projects for the duration of a project that includes initiating, planning, executing, controlling and closing. Majority (about 70 to 75%) of the Project Management artifacts such as Project Plan, Scoping document etc. are developed in the Planning Phase with a few (15-20%) such as Project Plan execution, Schedule Control etc. in the execution and controlling phases. The Initiation and Closing are usually for the beginning and ending of a project and includes only a handful of the artifacts.


Figure 1: PMBOK processes

“Right Sizing” the PMBOK Methodology for DDI Performance Management Based upon our experience working on similar projects, we usually “Right Size” the PMBOK framework for each customer based upon project cost, timeline, deliverables and customer expectations. For FDOT, we are proposing to execute the project such that DDI Performance can be measured and managed. Each artifact and phase will go through some acceptance criteria as outlined in a Delivery Expectation Document for each artifact. Right Sizing for DDI Performance Management will be done per the following approach:

10 Phases: To follow FDOT’s suggested 10 phases (Plan, Define, Design, Develop & Others) for project life cycle management with list of deliverables identified in section 1.24.5 of the ITN for each Performance Period.

Well defined Deliverables: Each of the 10 phases will be identified with one or more deliverables as recommended by FDOT.

DED & Expectations management: Each artifact will have a corresponding Delivery Expectation Document (DED) to ensure that each artifact that is to be delivered is delivered per the expectations set in the DED. Both the DED artifact and the actual artifact that is delivered will go through 2-3 reviews by FDOT prior to acceptance.

Gate Reviews: Each phase will go through a phase end “Gate review” prior to closing of a phase. This will include review of both the deliverables and project performance for that phase and the performance in general to date.

Closure Phases: We will ensure that the performance in the following four phases – namely the Warranty Period Performance, Operations and Maintenance Performance Period, Operation Transition and Turnover can be measured based upon the capability of the FDOT team to manage the solution themselves. A set of formal training classes and workshops will ensure that knowledge is imparted appropriately to the FDOT personnel so that they can manage and operate the system themselves.

Risk Mitigation-based Approach: Risk for any given project, changes over time throughout the life cycle of the project. Risk is generally higher in the beginning and reduces over time and the nature of risk also changes as the project progresses and enters various phases. As a result, one of the key attributes of our “Right Size” approach is to manage each project through a Continuous Risk Management & Risk Mitigation based approach. We do this with well-defined KPIs and Controls. We install Preventative and Corrective controls to monitor, manage and mitigate risk. We continuously mitigate risk in three core risk areas: Technology risk, Execution/Implementation risk and Change


Management Risk: throughout the project life cycle phases. Our approach to mitigating risk is as follows:

Technology Risk will be mitigated by:

Implementing proof of concepts during strategy, planning & architecture phases to integrate products, connect to back end systems, integrate with existing sources, connecting to existing GIS metadata systems to actively reduce technical and integration risk.

Actively conducting Architectural Review Board (ARB) quality review sessions, milestone sessions to showcase iterative versions of the solution and phase gate review sessions for go/no-go decisions.

Execution/Implementation Risk will be mitigated by:

Following FDOT’s 10 phase approach that includes clearly defined artifacts that will be delivered during these 10 phases. A few of these phases will be overlapping and will be executed in parallel.

Reuse IBI reporting capability by leveraging some of the reports and dashboards to reduce configuration and report customization.

Finally, we will provide transparency in all work and set expectations by developing DEDs for each artifact to set appropriate expectations.

Organizational Change management Risk will be mitigated by:

Leveraging as much expertise of existing resources and user experience with IBI tools.

Familiarity with IBI Tools and configuration will reduce Change Management “stress” to the organization.

Benefits and Risks Associated with this Methodology

Benefits: PMI’s PMBOK is a well-known standard in the industry that has been around for more than two decades. Its proven and has been applied to millions of projects – software and non-software. We have leveraged the methodology successfully on a number of projects which are similar to FDOT, with success.

Risks: The methodology needs to be adapted to projects and cannot be used as is. Our approach to “Right Sizing” the methodology will mitigate the risk.

Definition of the Approach and Methodology

The definition of the approach and methodology for each of the Project Management Processes defined in Exhibit A: BI/DW Scope of services is provided in the table below.

Project Management Process or Area


1. Project Organization

Project Director who will report directly to the FDOT Project Manager. Our Project will be organized in 5 tracks as follows. The PMO track will provide project management and oversight. Each track will have a Track Lead. The organization of the team is as follows. A. Project Management Track (PMO)




B. Business Process & Requirements (BPR) Track C. Technical Track (Tool Architecture and Solution – TAS) Track

a. Tool Sub Track b. Solutions Sub Track c. ROADS Governance Support Track

D. Organization Change Management (OCM) Track E. Transportation Subject Matter expertise (SME) Track

2. Administration and Management

Project Administration and Management will be done by our Project Director in concert with PM and track leads. We will work actively with FDOT team to manage the program. The responsibilities include: 1. Planning, Budgeting and Finance of Project and project areas 2. Portfolio Management 3. Manage execution of the program using best practices. We capitalize on

ITIL, COBIT and TOGAF frameworks to assess maturity. 4. Day to Day Operations 5. Contract management Onsite and Offsite resource management including Facilities, Infrastructure, Hardware, Software, Network, Telephony, and Security will also be factored in the planning.

3. Project Integration Management

Project Integration management will be done by our Program Manager in the PMO Track who will manage three tracks. The following content will be developed in the Admin & Management. 1. Develop Project Charter 2. Develop Project Management Plan 3. Direct and Manage Project Execution 4. Monitor and Control Project Work 5. Perform Integrated Change Control 6. Close Project of Phase

4. Scope Management

PMO and other track leads will work with FDOT PMs and management in developing the following items: 1. Plan Scope Management 2. Collect Requirements 3. Define Scope 4. Create WBS




5. Validate Scope 6. Control Scope

5. Requirements Management

We will be developing BRD and BPM documents as described below for future state of FDOT solutions. These will be actively reviewed FDOT business and technical stakeholders. These will be developed through workshops and interviews. We will also review and use all prior work. 1. Business Requirements: Business Requirements document (BRD). 2. Business Process models (BPM) for the future state that will include

systems as well. For the above two, we will develop Level 1, 2, 3 and increase the granularity to sufficient level of details so that such can be used to develop the design for coding and configuration. The Requirements will be managed

6. Time Management

We develop processes and outputs like input, output and exit criteria, into the project timeline that will ensure that the track manager and team complete the project phases and deliverables on time. 1. Plan Schedule Management 2. Define Activities 3. Sequence Activities 4. Estimate Activity Resources 5. Estimate Activity Durations 6. Develop Schedule 7. Control Schedule

7. Cost Management

We will manage the budget of the projects and tracks for each phase and at each deliverable level. This includes: 1. Plan Cost Management 2. Estimate costs 3. Determine Budget 4. Control Cost

8. Schedule Management

A list of project milestones, activities, and deliverables with start and end date will be clearly identified and communicated to the entire team. A monthly Schedule for the program will be made available to all so deliverables are met on deadline.




9. Stakeholder Management

We consider stakeholder management a critical component towards successful delivery of the final solution. We conduct workshops and communication events to include stakeholders in every meaningful aspect of the program’s execution. PMO has direct contact and visibility with key stakeholders and similarly, key stakeholders have direct link and opportunity to interact with Program PMO. Various track leads within our team will have channels of communication open with key stakeholders at different points in time.

10. Project Change Management

(Change Control Management Plan)

Changes to the project are primarily scope related. The scope will be managed through a Change Control process whereby a periodic meeting will be held that will include representation from all the five tracks. A presenter, such as Business Analyst from the BPR team may present a change request which will be reviewed by the nominated leads from each track. If the request is a net new request or change, then the Solution architect on the team will evaluate the impact and identify the scope change and cost impact. The impact will then be presented and change will be accepted if both FDOT and our team accepts the change. This will result in scope change and impact to the project plan and such will be handled by the PMO and Project Director through a change to the statement of work or other acceptable means.

11. Risk Management

As suggested in the beginning of this section, one of the key attributes of our “Right Size” approach is to manage each project through a Continuous Risk Management & Risk Mitigation based approach. We will maintain a list of risks, and means and methods to mitigate the risk and other attributes associated risk mitigation. Periodic (weekly or bi-weekly) meetings related to Risk management will be conducted with participation expected from various stakeholders. We will develop the following: Plan Risk Management Identify Risk Perform Quantitative Risk Analysis Perform Qualitative Risk Analysis Plan Risk Resources Monitor and Control Risk

12. Issue Management

An issue list will be developed and maintained that describes each issue, its severity and information related to it resolution and potential impact. Issues are related to scope, technology, human resources, compliance, security, architecture, execution and other such areas.




A periodic (bi weekly, weekly, fortnightly) meeting of the Issues log is conducted to ensure that critical and high importance issues are addressed immediately or within a reasonable timeframe.

13. Quality Management

We have quality checks within the life cycle of the project. Each phase and each deliverable goes through multiple reviews based upon quality control measures that results in a quality product. A proactive approach to Quality control ensures that quality if built into the end product. We also provide templates to our teams to ensure that the artifacts developed by individuals are standardized and consistent no matter who develops the artifact. We will be developing the following: 1. Plan Quality 2. Perform Quality Assurance 3. Perform Quality Control

14. Communication Management

We will develop processes to ensure that timely, accurate and appropriate level of information is communicated to all participants and stakeholders including within our team, within FDOT and with FDOT stakeholders, based upon appropriate controls. 1. Plan Communications Management 2. Manage Communications 3. Control Communications

15. Resource Management

Our project team across five tracks are comprised of professionals who have responsibilities for completing various artifacts and tasks in the project. We will define processes that will help us organize, manage and lead our teams and work collaboratively with FDOT team. Prior to bringing some resource on board we conduct background investigation and have them execute contract including NDA/Confidentiality. We will develop the following: 1. Develop Human Resource Plan 2. Acquire Project Team 3. Develop Project Team 4. Manage Project Team

16. Project Stakeholder Management

Keeping stakeholders engaged and not just informed will be a hallmark or key to our program. We believe that FDOT project will be very successful if stakeholders remain engaged at key areas throughout the life cycle of the project. We have processes for frequent project progress meets, stakeholder workshops, one-on-one meetings and milestone meetings that will enable us keep the stakeholders engaged. We will be work to develop the following:




1. Identify Stakeholders 2. Plan Stakeholder Management 3. Management Stakeholder Engagement 4. Control Stakeholder Engagement

17. Managing Deliverables

A Deliverable expectation document (DED) will be prior to developing an artifact to set appropriate expectations. This will go through two 2-3 reviews. A formal deliverable will be submitted on the project portal and marked as delivered. A review will be conducted and a document’s changes will be tracked until the point when the document is acceptable and approved. A formal acceptance will be done through paper or online form execution, email based agreement or similar approach agreed to by FDOT. Document will be distributed beyond the reviewer group by publishing it on the project portal. A pass or fail grade (or intent to accept or un-accept) will be expected from FDOT to ensure Performance within DDI is managed properly.

18. Knowledge Transfer

Knowledge Transfer plan and Trainings will be conducted at various stages of the project lifecycle to ensure that the solution can be managed, maintained and can be operated by FDOT personnel.

19. Disaster Recovery and Disaster Preparedness

Disaster Recover and Disaster Preparedness are part of the Risk Management and Mitigation strategy and approach. We will ensure through our plan that FDOT has the capacity to function as a business in the event of disaster. A disaster should have minimal impact on FDOT, its stakeholders and the citizens of Florida. Eventually we believe that Disaster Recovery and Disaster Preparedness have different levels and a cost associated with such levels. The expected level of preparedness will be ascertained thorough a discussion with the FDOT team as it has cost and time constraints.

2.3 High-Level Project Schedule A print out of our proposed high level project schedule has been provided in Appendix A of this response. It has also been provided separately, as requested, as both MPP and PDF files in the electronic version of the response submission.


2.4 Approach Outcomes Our team expects the following approach outcomes:

The solution helps FDOT implement a contemporary technology solution with a future-proof architecture. It also helps FDOT address the core issue of availability, reliability, and accuracy of the data.

The delivery approach is tailored as a hybrid model based on the best practices of waterfall and Agile methodologies, the two de facto SDLC standards widely prevalent across the globe. This gives the FDOT team an amount of predictability in achieving the goals of an iteration while the iterative approach churns out functionality that keeps up the interest levels of end-users. The methodology also helps the team identify deviations and makes quick remediation possible without losing time and money.

The solution helps the FDOT team set up an over-arching data governance process with a stringent data management (and data quality) regimen, setting up policies and procedures as relevant and futuristic for the Central Office, District Offices and the Florida Turnpike enterprise

We have proposed the most familiar next generation reporting and analytics platform for FDOT from IBI. This platform serves the most traditional BI needs, including reporting, dashboards to the advanced analytics based on streaming, GIS, and other latest big data streams

The entire data management platform proposed is most loosely coupled yet tightly integrated in sharing the metadata and other communication protocols between the toolsets. This ensures that FDOT’s data management platform is highly scalable and easily adaptable to future business and technology changes

The solution helps set up master data that is not duplicated across multiple systems

The data governance process and stringent data quality rules ensure consistent data, thereby increasing user confidence in the data

The loosely coupled and tightly integrated architectures helps in the orchestration of data integration, thereby reducing data inconsistencies

Set up of enterprise data model with common definition of data and metadata

Easy and clear access to meta data and a single version of truth and system of record

Reporting and analytics platform helps create a Do-It-Yourself mode for business users to do ad-hoc reporting and carry out what-if analyses.

Users can get the right information at the right time, and will know where to get what data without frequently relying on SMEs.

technical proposal (attachment 2) 1. executive … · technical proposal technical proposal...

Documents