NOTICE OF CONTRACT TERMINATION

State Of Missouri Office Of Administration Division Of Purchasing

PO Box 809 Jefferson City, MO 65102-0809 http://oa.mo.gov/purchasing

CONTRACT NUMBER

CS201311004

CONTRACT TITLE

Management Consulting Services – Statewide QVL MissouriBUYS SYSTEM ID/MOVERS SUPPLIER ID NUMBER, CONTRACTOR NAME AND ADDRESS

Berry, Dunn, McNeil & Parker, LLC 2211 Congress Street Portland, ME 04102

STATE AGENCY’S NAME AND ADDRESS

State of Missouri Various Agencies

Statement of Work: ERP PMO 01 for the ERP Program Management Services Project for the Office of Administration, Information Technology Services Division (ITSD) shall be terminated in accordance with paragraph 2.6.10. Since that is the only remaining SOW under the contract, contract CS201311004 is hereby terminated in its entirety effective May 30, 2026 in accordance with paragraph 3.3.1 of the RFP Terms and Conditions portion of the contract.

BUYER

Stacia Dawson

BUYER CONTACT INFORMATION

Email: Stacia.Dawson@oa.mo.gov Phone: (573) 522-3052

SIGNATURE OF BUYER

D

DATE

May 1, 2026

DIRECTOR OF PURCHASING

Stacia L. Dawson http://oa.mo.gov/purchasing mailto:Stacia.Dawson@oa.mo.gov

State of Missouri Office of Administration Division of Purchasing

Post Office Box 809 Jefferson City, Missouri 65102

(573) 751-2387 purchmail@oa.mo.gov

Divya Arulsamy Berry, Dunn, McNeil & Parker, LLC 2211 Congress Street Portland, ME 04102 darulsamy@berrydunn.com

This letter shall document that the Division of Purchasing is terminating Statement of Work: ERP PMO 01 for the ERP Program Management Services Project for the Office of Administration, Information Technology Services Division (ITSD) shall be terminated in accordance with paragraph 2.6.10. Since that is the only remaining SOW under the contract, contract CS201311004 with Berry, Dunn, McNeail & Parker, LLC. for Management Consulting Services – Statewide QVL, is hereby terminated in accordance with paragraph 3.3.1. Contract CS201311004 shall be terminated effective May 30, 2026. Additionally, the notice of termination is included with this letter.

If you have any questions concerning the termination, please contact me at (573) 522-3052.

Sincerely, D Stacia Dawson, CPPB Director

Mike Kehoe Governor

Kenneth J. Zellers Commissioner

Stacia L. Dawson Director

Division of Purchasing mailto:darulsamy@berrydunn.com

STATE OF MISSOURI

OFFICE OF ADMINISTRATION

STATEMENT OF WORK (SOW) Addendum 1

SOW NO.: ERP PMO 01

SOW TITLE: ERP Program Management Services

ISSUE DATE: March 18, 2022

SOW DUE DATE: March 29, 2022

STATE AGENCY CONTACT INFORMATION:

Mark Swartz

PHONE NO: (573) 751-1591

E-MAIL: mark.swartz@oa.mo.gov

RETURN SOW TO: The SOW should be returned to the state agency by email as stated below:

EMAIL Mark.swartz@oa.mo.gov

CONTRACT PERIOD: May 1, 2022 – July 1, 2027.

DELIVER SUPPLIES/SERVICES FOB (Free On Board) DESTINATION TO THE FOLLOWING ADDRESS:

301 W High St

Jefferson City, MO 65101

The vendor hereby declares understanding, agreement and certification of compliance to provide the items and/or services, at the prices quoted, in accordance with all requirements and specifications contained herein and the Terms and Conditions of the contract awarded in response to the Request for Proposal RFPS30034902001311. The vendor further agrees that the language of this SOW and the contract awarded to Request for Proposal RFPS30034902001311shall govern in the event of a conflict with his/her SOW response. The vendor further agrees that upon receipt of an authorized purchase order from the Office of Administration or when the SOW is countersigned by an authorized official of the Office of Administration, a binding contract under the contract awarded in response to the Request for Proposal RFPS30034902001311shall exist between the contractor and the State of Missouri.

SIGNATURE REQUIRED

VENDOR NAME

CONTACT PERSON

EMAIL ADDRESS

PHONE NUMBER

FAX NUMBER

AUTHORIZED SIGNATURE

DATE

PRINTED NAME

TITLE

For STATE AGENCY USE ONLY:

ACCEPTED BY STATE OF MISSOURI AS FOLLOWS:

STATE AGENCY SIGNATORY APPROVAL

STATE OF MISSOURI

OFFICE OF ADMINISTRATION

STATEMENT OF WORK (SOW)

SOW NO.: ERP PMO 01

SOW TITLE: ERP Program Management Services

ISSUE DATE: March 8, 2022

SOW DUE DATE: March 22, 2022

STATE AGENCY CONTACT INFORMATION:

PHONE NO: (573) 751-1591

E-MAIL: mark.swartz@oa.mo.gov

RETURN SOW TO: The SOW should be returned to the state agency by email as stated below:

EMAIL Mark.swartz@oa.mo.gov

CONTRACT PERIOD: April 1, 2022 – July 1, 2027.

DELIVER SUPPLIES/SERVICES FOB (Free On Board) DESTINATION TO THE FOLLOWING ADDRESS:

301 W High St

Jefferson City, MO 65101

The vendor hereby declares understanding, agreement and certification of compliance to provide the items and/or services, at the prices quoted, in accordance with all requirements and specifications contained herein and the Terms and Conditions of the contract awarded in response to the Request for Proposal RFPS30034902001311. The vendor further agrees that the language of this SOW and the contract awarded to Request for Proposal RFPS30034902001311shall govern in the event of a conflict with his/her SOW response. The vendor further agrees that upon receipt of an authorized purchase order from the Office of Administration or when the SOW is countersigned by an authorized official of the Office of Administration, a binding contract under the contract awarded in response to the Request for Proposal RFPS30034902001311shall exist between the contractor and the State of Missouri.

SIGNATURE REQUIRED

VENDOR NAME

CONTACT PERSON

EMAIL ADDRESS

PHONE NUMBER

FAX NUMBER

AUTHORIZED SIGNATURE

PRINTED NAME

TITLE

For STATE AGENCY USE ONLY:

ACCEPTED BY STATE OF MISSOURI AS FOLLOWS:

STATE AGENCY SIGNATORY APPROVAL

INTRODUCTION AND PURPOSE

The State’s overall goal is the successful preparation for and implementation of an Enterprise Resource

Planning (ERP) system along with modernizing the underlying supporting technical infrastructure. Effective management will be key to the program’s overall success. The State seeks to establish a Program Management

Office (PMO) to provide necessary independent oversight and management of the projects to ensure the successful implementation of the ERP System and the achievement of the project goals. The objectives of the

PMO in working with the State are as follows:

• Represent and act on behalf of the interests of the State to ensure the State receives the expected benefits from the solutions;

• Provide oversight and management of the overall program including State and solution vendor resource and activities to ensure program goals and objectives are achieved;

• Lead effective and efficient project management and execution, communication, and performance management by establishing the necessary working relationships with State and solution vendor staff to facilitate the project teams working together in a collaborative and mutually supportive manner;

• Establish program and project structure by establishing a project management methodology and Software Development Life Cycle (the SDLC) with the necessary tools and templates to facilitate the successful completion of the program;

• Establish change control processes and managing change requests;

• Align all program and project management processes, project activities, and related work plans for the State and solution vendor components of the projects;

• Ensure program leadership by implementing and supporting the overall governance structure for the program and projects;

• Ensure program and project execution by developing the overall program and project plans addressing both State and solution vendor components of the program;

• Develop, review, and maintain project artifacts including risk and issue matrices, communication plans, and program and project status reports;

• Monitor and enforce compliance of the solution vendors with the project management and SDLC requirements established, including reviews of the required project artifacts and other service deliverables, execution of the project management and SDLC processes including design, configuration, system testing and release management.

• Respond to issues and concerns raised by the State Project Management Team, Independent

Validation and Verification (IV&V) team and the Executive Steering Team. Take appropriate corrective action;

• Establish effective program and project communications with State management and facilitate decisions required to ensure progress, address issues, and mitigate risks and

• Ensure effective management of the program and projects by providing guidance, mentoring, and direction to the State and solution vendor Project Managers.

Organization: This SOW is organized into the following sections:

Section 1: Introduction and Purpose

Section 2: Scope of Work

Section 3: Statement of Work Submission and Evaluation

Exhibits A-D

Attachment 1

Questions:

Questions will be accepted only up to one (1) week before the date and time responses are due (i.e., questions will not be accepted after March 15, 2022 at 5pm CT).

Background:

The state is currently seeking a vendor to provide planning, implementation and related services to replace its legacy statewide administrative systems, including Budget Development (Budget), Financial

Management (Finance), Procurement, Human Resources (HR), and Payroll functionality pursuant to the requirements identified herein. Additionally, the state is seeking to modernize the underlying technical infrastructure supporting those systems. The state has selected an Oracle SaaS ERP solution, Oracle Cloud, as described in this SOW and intends to leverage the best practices inherent in the software while minimizing the number of workarounds required to address gaps in functionality. This cloud-based solution is expected to significantly reduce the state’s administrative burden associated with software fixes and upgrades, hardware refresh cycles, backups, disaster recovery and technical staffing requirements.

The Oracle Cloud ERP solution will be implemented for all Executive, Judicial, and Legislative agencies of the State of Missouri. The specific scope for each agency will be confirmed during the Planning Phases.

The state expects to maintain a statewide Data Warehouse populated by data from the ERP solution similar to the current SAM II Data Warehouse combining data from SAM II accounting, purchasing, human resources and payroll, and expanding beyond the current structure to include data from the Budget component. The state intends to continue to utilize the existing statewide Data Warehouse as a data repository for the historical information from SAM II. The state will need the ability to continue populating the Missouri Accountability Portal with the data from the new ERP solution, which can be done via data extract to a new state maintained Data Warehouse or via direct connection from the new ERP solution.

ADDED PER ADDENDUM 01

The state has issued Solicitation RFPT30034902201496 to acquire implementation services. The responses for this solicitation are due on April 11, 2022. Current estimated timeframe for implementation begins in

August of 2027 and concluded in June of 2027.

The state has selected Information Services Group (ISG) for Independent Verification and Validation.

The state has contracted with Mythics, Inc. for the following Oracle Cloud ERP software products, as proposed by Mythics in their Detailed Product Summary Chart show below, which are to be implemented under the implementation contract.

Software

Provider Product Set Modules / Functions

Oracle - Core Financials Modules included with Fusion Enterprise Resource Planning Cloud

Service:

• Fusion Financials Cloud Service which includes:

• General Ledger,

• Accounts Payable,

• Accounts Receivable,

• Assets &

• Cash Management

• Fusion Financial Reports Center Cloud Service

• Fusion Expenses Cloud Service

• Fusion Automated Invoice Processing Cloud Service (supports AP

Invoice Imaging)

• Fusion Advanced Collections Cloud Service

• Revenue Management Cloud Service

• Fusion Transactional Business Intelligence for Financials Cloud

Service

Other modules:

• Fusion WebCenter Forms Recognition Cloud Service (supports AP

Invoice Imaging)

Oracle - Core Procurement &

Materials

Management

Modules included with Fusion Procurement Cloud Service:

• Fusion Purchasing Cloud Service

• Fusion Procurement Contracts Cloud Service

• Fusion Enterprise Contracts Management Base

• Fusion Self Service Procurement Cloud Service

• Fusion Sourcing Cloud Service

• Fusion Supplier Portal Cloud Service

• Fusion Supplier Qualification Cloud Service

Modules included with Fusion Supply Chain Execution Cloud Service:

• Inventory Management

• Maintenance

• Manufacturing

Other Modules:

• Fusion Order Management Cloud Service

Oracle - Core Project Portfolio

Management

Modules included with Fusion Enterprise Resource Planning Cloud

Service:

• Fusion Grants Management Cloud Service

• Fusion Project Contract Billing Cloud Service

• Fusion Project Financials Cloud Service

• Fusion Project Management Cloud Service

• Fusion Project Resource Management Cloud Service

• Fusion Task Management Cloud Service

Oracle - Core Human Capital

Modules included with Fusion Human Capital Management Base Cloud

Service:

• Fusion Global Human Resources

• Fusion Absence Management

Product Set Modules / Functions

• Fusion Benefits

• Fusion Payroll Interface

• Fusion Onboarding

• Fusion Workforce Directory Management

• Fusion Workforce Modeling

• Fusion Workforce Predictions

• Fusion Work Life Cloud Service

Modules included with Fusion Talent Management and Workforce

Compensation Cloud Service:

• Fusion Workforce Compensation Cloud Service

• Fusion Career Development Cloud Service

• Fusion Goal Management Cloud Service

• Fusion Performance Management Cloud Service

• Fusion Talent Review and Succession Management Cloud Service

• Fusion Time and Labor Cloud Service

• Payroll Cloud Service for United States

• Fusion Learning Cloud Service

• Fusion Human Resources Help Desk Cloud Service

• Policy Automation for Workers Cloud Service

• Workforce Health and Safety Incidents Cloud Service

• Fusion Recruiting Cloud Service

Oracle - Core Enterprise

Performance

Management

Modules included with Oracle Enterprise Performance Management

Enterprise Cloud Service:

• Enterprise Data Management Cloud Service

• Account Reconciliation

• Financial Consolidation and Close

• Narrative Reporting

• Planning (budgeting & forecasting)

• Profitability and Cost Management

• Tax Reporting

Other modules:

• Oracle Additional Application for Oracle Enterprise Performance

Management Standard Cloud Service

• Enterprise Data Management Cloud Service 1000 Records

• Enterprise Performance Management for United States Government

Cloud Service

Oracle - Core Risk

Modules included with Oracle Fusion Risk Management Cloud Service:

• Fusion Advanced Access Controls Cloud Service

• Fusion Advanced Financial Controls Cloud Service

• Fusion Financial Reporting Compliance Cloud Service

• Fusion Advanced Human Capital Management Controls Cloud Service

Product Set Modules / Functions

Oracle - Core Oracle Digital

Assistant

Modules included with Oracle Digital Assistant:

• Digital Assistant for Fusion Enterprise Resource Planning Cloud

Service

• Digital Assistant for Fusion HCM Cloud Service

• Oracle Digital Assistant Platform – Hosted Employee

The state's current ERP system, known as SAM II, was implemented in 1999 for Budget and Financial functions and in 2000 for HR functions. The contract was awarded to American Management Systems

(AMS). During the contract term, CGI purchased AMS and took over responsibility of the contract. The system was implemented for all state agencies. Over the years, the system has been significantly customized and modified to meet the goals of the state and needs of the users. Additionally, when functionality in the current system lagged, numerous other systems were implemented and interfaced with the core ERP system to allow agencies to address their unique needs. The current ERP system no longer fully meets the business needs of the state; has a technical platform that is outdated, thereby reducing the state's ability to maintain the system; and does not align with current technology available today. Below is additional information regarding the state's current system:

Application: Advantage Financial, Version 2.2, Released May 2000 and the Budget module Budget

Reporting and Analysis Support System (BRASS), Version 5.70.01.01

Vendor: CGI

Database: DB2

Technology Environments applicable to SAM II, BRASS & the SAM II Data Warehouse:

SAM II Financial, HR, and Data Warehouse use 28.2 terabytes (TB) of data

SAM II servers are virtual servers running in a VMWare vSphere 6.5 environment. Hyper-threading is enabled

Physical hosts have qty. 2 Intel Xeon CPU E5-2698 v3 @ 2.3 GHz

The following servers are a subset of the overall data identified herein, and is refers to the storage allotment for each of the virtual servers utilized in the state’s current environment:

Server Memory (GB) CPU core Storage Allocated (GB)

SD1 2 1 60

SD2 1 1 60

SD3 2 3 60

SD4 2 2 150

SD5 16 2 100

SD6 2 2 100

SD7 4 2 450

SD8 2 1 200

SD9 3 2 70

SD10 4 2 120

SD11 3 3 160

SD12 8 4 110

The state maintains a website promoting accountability and transparency in state government called

Missouri Accountability Portal (MAP), which is available at the following website:

http://mapyourtaxes.mo.gov/MAP/Expenditures/.

There is a MAP Private site, which allows registered/approved users to enter required Bond information where data displays on MAP the next day (after a nightly job runs).

The Missouri State Employees Self-Service Portal (ESS) is a website accessible to state employees who have received a paycheck from the state within the last five years. Information available to these

Missouri State Employees from this portal includes pay stubs, leave balance information, statewide and agency-specific employee announcements, up to five years of W2 information, access to blank W4 forms, as well as links and single sign on access to benefit providers. This portal is expandable to allow for additional services and more features are planned.

The State of Missouri’s fiscal year is from July 1 through June 30 annually.

State departments are currently utilizing an additional 26 TB of data for supplementary financial and

HR applications maintained by departments outside of SAM II and content management software related to SAM II and MissouriBUYS transactions. In addition, departments are currently storing an estimated 500,000 pages per year of related paper copies which are not stored digitally. NOTE: The information provided regarding the state’s current storage capacities are provided for background purposes only to provide vendors with an understanding of the state’s current storage needs.

Additionally, it is unknown at this time how much of the data consuming the storage information identified in paragraph 1.7.2 and its subparagraphs of the RFP Document is duplicative data.

The supplementary data is a combination of financial and HR data that is being maintained by departments specifically for their department’s activity (which is duplicative of what is stored in the statewide data warehouse) combined with additional legacy specific data needed by the department.

The data also consists of invoices associated with payments and billings currently maintained in separate document management systems and legacy systems. Reports are created and maintained as well as programming code utilized by the legacy systems in production, development and testing environments. The majority of the information would be archived data but would have to be available for quick access and as needed prior to archiving.

Historical Usage and Metrics:

All Executive, Judicial, and Legislative agencies of the state use the statewide ERP system.

Approximate statistics are provided below. The Budget and Financial statistics are for FY2022 (July

2021 - June 2022) with user counts provided as of September 2021. The HR/Payroll statistics are for

FY2021 (July 2020 – June 2021).

Budget

• Total Appropriations ....................................................................................... $34.9B

• Total Appropriations (including non-counted appropriations) ....................... $48.7B

• Unique Appropriations ..................................................................................... 5,274

• Total Agencies

• Total Line Items ................................................................................................ 3,690

• Total Performance Measures ............................................................................ 6,150

• BRASS Users

* State appropriations in Fiscal Years 2021 and 2022 increased significantly over Fiscal Year 2020 as a result of multiple federal stimulus bills that passed in calendar years 2020 and 2021.

Financial http://mapyourtaxes.mo.gov/MAP/Expenditures/

• Total Revenues ................................................................................................ $38.6B

• Total Expenditures .......................................................................................... $34.8B

• General Fund Revenues .................................................................................. $12.6B

• General Fund Expenditures ............................................................................. $12.4B

• Number of Funds

• SAM II Financial Users .................................................................................... 2,509

• Vendor Records (Average) ........................................................................... 113,915

• Fixed Assets (units) ....................................................................................... 181,910

• Payment Vouchers (Average) ....................................................................... 973,893

• Travel & Expense Reimbursement Transactions .......................................... 275,372

• CY 2020 1099’s Produced ................................................................................ 7,154

• Payroll Payment Volume per Year (Semi-Monthly, 97% Direct Deposit) .. 56,028

HR/Payroll

• SAM II Core HR/Payroll Users

• SAM II Time & Attendance Users

• Current Employees with Active Access to Employee Self Service (ESS) Portal (as of 3/31/20)

......................................................................................................................... 47,333

• Anticipated Former Employees Actively Accessing Employee Service (ESS)

Portal………………………………………………………………………………………..5,000

• Regular Employees (Standard Workforce As Follows) ................................. 50,993 o Full Time................................................................................................. 43,986 o Part Time (32 hours per week or less; permanent) ................................... 1,694 o Seasonal Part Time (temporary) ............................................................... 5,313

• Hires/Re-Hires per Year.................................................................................. 13,429

• Total Separations (includes seasonal, temp, other non-benefit employees) ...................................................................................................... 14,639

• Voluntary Separations, including retirements ................................................. 10,149

• Involuntary Separations, including end appts for seasonal ............................... 4,490

Purchasing

• MissouriBUYS Users ....................................................................................... 1,837

• MissouriBUYS Requisition Users ................................................................... 1,088

• MissouriBUYS Receiver Users ....................................................................... 1,079

• Vendors in MissouriBUYS ........................................................................... 44,217

• SAM II Integrated Vendors in MissouriBUYS ............................................. 33,727

• Requisitions (SAM II & MissouriBUYS combined) ...................................... 73,503

• Purchase Orders (SAM II & MissouriBUYS combined).............................. 116,188

• Receiving Transactions (SAM II & MissouriBUYS combined) .................. 157,661

• P-Card Transactions ...................................................................................... 344,940

• P-Card Spend ................................................................................................ $87.1M

• Catalogs Managed

• Contracts Managed ........................................................................................... 6,437

• Solicitations (MissouriBUYS) .......................................................................... 1,303

• Total Spend Thru MissouriBUYS (paid invoices) ...................................... $666.5M

• Invoices Transactions (SAM II & MissouriBUYS combined)…………….971,117

Organization of Missouri State Government:

Missouri’s state government is organized into three branches, the Legislative, Judicial and Executive

Branches.

The Legislative Branch, consisting of the House of Representatives and the Senate, is responsible for creating and repealing state law.

The Judicial Branch is responsible for interpreting the law and consists of the Missouri Courts, including the Missouri Supreme Court and appellate courts.

The Executive Branch, headed by the Governor, consists of all state elected officials and appointed employees and is responsible for executing the laws of the state.

Within the Executive Branch are six statewide elected officials and 16 executive departments. Elected

Officials include the Governor, Lieutenant Governor, Secretary of State, State Auditor, State Treasurer, and

Attorney General.

The Missouri Constitution provides for 16 specific executive departments: Office of Administration, Agriculture, Conservation, Corrections, Economic Development, Elementary and Secondary Education, Health and Senior Services, Higher Education & Workforce Development, Commerce and Insurance, Labor and Industrial Relations, Mental Health, Natural Resources, Public Safety, Revenue, Social Services, and

Transportation.

Within each executive department (i.e., state agency) exists a variety of offices of varying sizes and scopes that deal with specific services. Traditionally, “divisions” are the next-largest organizations within departments and function to bring together smaller-sized groups, such as “bureaus,” “sections”, or “units.”

Departments may be governed by a “board” or “commission” composed of members who are either appointed by the Governor, made members by law, or appointed by a department official. State agencies may administer certain sections of state law as defined by the Revised Statutes of Missouri (RSMo), may develop their own rules and regulations as promulgated in the Missouri Code of State Regulations, or may institute programs and policies that address the needs of their areas of service.

2. SCOPE OF WORK

Performance Requirements:

1. The specific number of project artifacts and project meetings to be provided under this SOW are unknown at this time. The State is looking to onboard a full time Program Director until the System Integrator RFP is awarded and then bring on the additional team members under this SOW. Based on past experience, in addition to the one full-time staff member to serve as the Program Director and Project Management

Officer, three full-time, qualified project managers, two full-time assistant project managers and one scribe may be sufficient to complete the tasks as defined below for the project specified in this SOW.

However, the State of Missouri makes no guarantee regarding the accuracy of this estimation. If the need arises for additional services, the Contractor and the State will agree on the scope, timing, and cost before the commencement of work and will complete a SOW amendment.

2. Immediately upon receipt of the signed SOW, the Contractor shall begin the process of familiarization with the program and planning of the work to be accomplished. The Contractor shall conduct introductions and interviews with State and solution vendor project staff, review related contract documents, and review existing project-related artifacts.

3. The Contractor shall develop a strategy for the application of their services to the project and provide the strategy to the ERP Executive Steering Committee or their designee. The Contractor shall follow the

State’s established project management methodology and contribute Project Management expertise to all aspects of the project. The Contractor shall implement the project management and technical processes, methodologies, and tools to minimize project risk, contain costs, and ensure project success.

4. The Contractor shall supply all tools required for delivery and management of project artifacts.

5. The Contractor shall work with the State’s Enterprise Project Management Office and State Deputy CIO for direction and guidance on project artifacts

Deliverables:

Pre-Implementation Task

1. The Program Director would be needed full time to prepare status reports, draft communications, report to the Executive Steering Committee along with other similar duties.

2. The Program Director will assist in helping with the selection of the Implementation Vendor but will not be a voting member of the selection committee.

Task #1: Develop, Maintain, Coordinate, Align and Report on the Program and Project

Management Plans

1. The Contractor staff shall develop and actively manage the entire Project Management Plan including the work breakdown structure (WBS) and the schedule for each of the implementation projects as assigned by the State. The Contractor staff shall ensure coordination of overlapping implementation project schedules and identify and manage any dependencies and/or risks. The Contractor staff shall provide regular updates to project staff (State and solution vendors), management staff, and/or executive staff. The Contractor staff shall verify the adequacy of the State and solution vendor staffing levels and all other resourcing in the Project Management Plan.

2. The Contractor staff shall act as the liaison between project teams to align project schedules and resources, prioritize solution functionality, integration, and fix releases, and triage business process questions and/or technical questions to the appropriate team members.

3. The Contractor staff shall use Project Management processes iteratively throughout the solution implementation project life cycle to determine whether plans, methods and products fulfill the requirements placed on them by previous iterations, phases or steps, and whether they are internally complete, consistent, and sufficiently correct to adequately support the next iteration, phase and step.

The Contractor staff shall review, make recommendations and work to implement recommendations in these areas for the project life cycle including testing and implementation for all projects.

4. The Contractor staff shall prepare, review and facilitate approval of key project artifacts (outlined in

Task #5) in line with the approved schedule and monitor the solution vendor performance throughout the project lifecycle to ensure these artifacts are being followed. The Contractor staff shall work with the State and the solution vendors to identify and manage/mitigate risks and issues. The Contractor staff shall work with the State and the solution vendors to coordinate the project implementations. The

Contractor staff shall ensure completion of training and documentation updates prior to production implementations.

Task #2: Coordinate, Align, and Manage the Overall Project Work Plan

1. For each project and subproject, the Contractor shall work with the State and solution vendor staff to create a project work breakdown structure (WBS) that coordinates and aligns the State and solution vendor tasks to improve the efficiency and effectiveness of State and solution vendor efforts and ensure adequate management of the overall project. The Contractor shall secure approval for the

WBS from the ERP Executive Steering Committee or their designee and/or OA-ITSD EPMO, and solution vendor leadership. The WBS shall include the following at a minimum:

a. Identification of the major tasks required to achieve the project milestones and complete the project;

b. Estimated start and completion dates, task durations, and effort (hours) for each major task and project milestone;

c. Identification of the milestones/tasks in the critical path with estimated duration;

d. Identification of project resources required to complete the tasks;

e. Predecessor and successor tasks for each major task and project milestone; and

f. A baseline project schedule.

2. The Contractor shall work with the State and solution vendor staff to create an overall program work breakdown structure (WBS) that includes the major tasks and milestones from all of the projects.

This WBS shall coordinate and align the State and solution vendor tasks to improve the efficiency and effectiveness of State and solution vendor efforts and ensure adequate management of the overall program. This WBS shall also identify dependencies between the projects within the program to ensure efficient and effective coordination and execution of the individual projects. The Contractor shall secure approval for the WBS from the ERP Executive Steering Committee or their designee and/or OA-ITSD EPMO, and solution vendor leadership

Task #3: Provide Engagement during Project Execution

1. The Contractor is expected to provide a high level of engagement throughout the project from start to finish; be proactive, not passive or reactive; actively help identify and track risks and issues, recommend and implement actions to mitigate risks and issues, not just report on problems; fully engage in early project stages of each project for advising, planning, and assisting in cohesive implementation consistent with the ERP strategic vision; provide regular planning and activity tracking across projects applying corrective/preventative actions as needed to stay on schedule; and assist with the testing planning, review, environment preparations, and oversight throughout the project life cycle to ensure all forms of testing are included.

2. The Contractor shall organize and direct regular project and program management meetings including weekly project status meetings, periodic reviews of the project risks and issues, and ERP workgroup meetings. The Contractor shall be responsible for meeting materials preparation, maintain and publish detailed minutes of all meetings, and track and ensure the resolution and mitigation of project issues and risks. The Contractor shall maintain a listing of action items with staff assignments and manage to ensure timely completion. The Contractor shall continuously evaluate and prioritize project activities and make recommendations to State and solution vendor staff.

3. The Contractor shall create weekly project and program status reports for senior leadership and a project health “dashboard”. The Contractor shall assess the overall health of the program and projects and the health of the individual aspects of the projects including requirements management, schedule management, scope management, quality management, risk and issue management, resource management, organizational change management, and technical management. The Contractor shall identify the key program and project issues and risks and report any schedule slippage with the projected impact to the overall project timeline. The Contractor shall, in conjunction with the solution vendor, develop recommendations for mitigating risks identified with such slippage and report such risk mitigation strategies to the state’s leadership team. The Contractor shall identify and maintain key project metrics for measuring overall project progress towards completion, performance, and achievement of project goals and objectives.

4. The Contractor shall be responsible for the scope management process for the ERP program and all associated projects. The Contractor shall facilitate review and approval of change requests and maintain a record of all approved and denied change requests and the justification as defined in the change control process identified in Task #5. The Contractor shall ensure an accurate assessment is completed for each scope change request of the potential impact to schedule, cost, and resources and presented to senior management to support a decision regarding the change request.

5. The Contractor shall regularly update the communications plan and risk and issue matrices listed in

Task #5. The Contractor shall facilitate communications between the State and solution vendor staff to support the program and projects.

6. The Contractor shall provide information required by the Independent Verification and Validation

(IV&V) Contractor to complete their tasks. The Contractor shall ensure appropriate project management methodologies are employed, respond to issues and concerns reported by the IV&V

Contractor and take appropriate corrective action, and respond to comments issued by the IV&V

Contractor on project artifacts. The Contractor shall work with the State and the IV&V Contractor to identify and implement performance, process, and methodology improvements.

7. The Contractor shall work with OA Accounting to maintain the program and project budgets including comparisons of actual to budgeted costs by quarter and fiscal year. The project and program budgets shall track the impact of all project change requests. The Contractor shall assist the State with determining the appropriation requests to submit each fiscal year. The Contractor shall present the updated project and program budget to the ERP workgroup during the regularly scheduled meetings and shall immediately notify the ERP workgroup of any significant changes to the project budget.

8. The Contractor shall utilize tools provided by the State to manage all project artifacts ensuring accessibility of the project artifacts to the project teams as needed to support project activities and the communications plan. The Contractor shall manage artifact versioning including drafts and approved artifacts. The Contractor shall make the artifacts readily available to the Independent Verification and

Validation team, the State, and the solution vendor and for audit as directed by the State. The

Contractor shall ensure all artifacts are remanded to State custody upon completion of the projects.

The Contractor shall ensure the integrity of the project artifacts and manage access to the artifacts in accordance with applicable state and federal laws, rules and regulations, and protocols specified by the State or the federal government.

9. The Contractor shall assist the State with resolving any contractual, management, or project execution issues arising between the State and the solution vendor(s). The Contractor shall establish the necessary working relationships with the state project management steam, and the solution vendor management team and acquire the necessary knowledge, context, and perspective to facilitate resolution of any issue.

10. The Contractor shall work with the State and solution vendor staff to create a Requirements

Traceability Matrix document that lists the current status of each of the requirements for ERP initiatives by project and subproject in a format agreed upon by the State throughout the development lifecycle. The report shall indicate at a minimum whether each requirement is met, partially met, or not met and within which component and release it was met or is to be addressed. The report will indicate the State team member that verified a requirement is complete. The report shall include a summary status that includes the number of requirements within each status category.

11. The Contractor shall work with the State and solution vendor staff to create a monthly Requirements

Traceability Management Report that provides the updated status of each requirement of all ERP initiatives by project and subproject in a format agreed upon by the State.

Task #4: Facilitate, Attend and Actively Participate in Project Meetings

1. The Contractor staff shall schedule, attend, and participate in/contribute to project meetings. The

Contractor staff shall produce agendas, facilitate, record and publish minutes, and record and track through closure action items from meetings. Meetings may include but are not limited to lessons learned, requirement gathering, status, risk and issues, reviews of project deliverables, and other project meetings deemed necessary by ERP staff and/or solution vendor staff for each of the implementation projects. The Contractor staff shall, at the discretion of the State, participate in

Executive Steering Team Meetings with ERP Staff, IV&V Contractor, and solution vendor staff and maintain notes from the meetings.

2. The Contractor is expected to provide a high level of engagement throughout the project from start to finish, be proactive, not passive or reactive, actively help identify and track risks and issues, recommend and implement actions to mitigate risks and issues, not just report on problems, engage in early project stages of each project for advising, planning, and assisting in cohesive implementation consistent with the strategic vision of the ERP, provide regular planning and activity tracking across projects applying corrective/preventative actions as needed to stay on schedule, and assist with the testing planning, review, environment preparations, and oversight throughout the project life cycle to ensure all forms of testing are included and completed successfully.

3. The Contractor staff shall conduct status meetings. The Contractor staff shall prepare and present project specific weekly status reports to reflect the current project status, ongoing activities, risks and issues, and other components consistent with an approved status report template. The Contractor staff shall ensure each project plan is executed in accordance with the SDLC, project management approach, and governance and funding structure for the project.

4. The Contractor’s staff shall participate in and contribute to program level status meetings. The

Contractor staff shall prepare project-specific status reports to reflect the progress in meeting product requirements listed in each of the solution vendor’s contracts. The project-specific status report shall include an updated Requirements Traceability Matrix showing for which project and release each product requirement is targeted, which product requirements are at risk, and the current status of each requirement. The status report for each project shall be submitted to the ERP Executive Steering Committee or their designee prior to each Executive Steering Team Meeting.

Task #5: Develop, Review, Comment, and Report on Project Artifacts

1. The Contractor staff shall participate in all processes required to develop, review and publish final versions of the all deliverables for each of the ERP projects. The Contractor staff shall attend and actively participate in the processes, including, but not limited to, user stories, use cases, requirement gathering sessions, etc., required to clearly define and record requirements. The Contractor staff shall work with the State and solution vendor staff to create, maintain, and publish updates to the

Requirements Traceability Matrix (RTM) through the User Acceptance Testing phase for each of the

ERP projects. The Contractor staff shall attend and actively participate in the processes required to clearly define and document the design for each of the ERP projects.

2. The Contractor staff shall ensure all project artifacts are consistent with the State approved templates and project management processes. The Contractor staff shall complete the reviews within ten (10) business days of receipt of the artifacts, complete a comment log, and review the responses to any comments within five (5) business days of receipt. These reviews will be based on the meetings attended, the observations noted in meetings and in the documentation and deliverables produced by the solution vendors, and strategic goals of the ERP projects.

3. The Contractor staff assigned to a project shall review project artifacts prepared by the vendors, contribute to the development of project artifacts, and prepare project artifacts as required. For each

ERP project, the Contractor staff shall review and track key project artifacts including the following:

a. Project Charter

b. Project Phase Entrance & Exit Criteria

c. Change Requests and Approvals/Denials

d. Communication Plans

e. Risk and Issue Matrixes

f. System Development Approach

g. Detailed Work Plan

h. Requirements Definition and Analysis Documents

i. System Design Documents

j. Testing Plans including Unit, System, User Acceptance, and Partner Testing

k. Testing Results including Unit, System, User Acceptance, and Partner Testing

l. Data Migration and Conversion Plans

m. Interface Plans

n. System Documentation

o. Contingency Plans, Business Continuity/Disaster Recovery Plans, and Security Plans

p. Training Plans

q. Weekly Project Status Reports

r. Implementation Plans for Release Management

s. Post Implementation Reports for Release Management

t. Project Lessons Learned

u. Project Closure Documents

v. Organizational Change Management Plan

Task #6: Provide Support during Project Implementations and Closure

1. For each project and subproject software release the Contractor shall work with the State and solution vendor staff to create an implementation plan. At a minimum, the implementation plan shall include the following:

a. The project stakeholders and participants;

b. The implementation tasks, the order of the tasks, the resources required to implement the tasks, the task durations and scheduled completion dates/times, the task dependencies, system outages, and the implementation validation tasks;

c. A back-out plan in the event the team is unable to successfully complete the implementation;

d. The method of communicating implementation requirements and status to all stakeholders and participants; and

e. The implementation issues and risks with proposed resolutions and mitigations.

2. For each project and subproject, the Contractor shall work with the State and solution vendor to create the post-implementation report. At a minimum, the report shall include the following:

a. Confirmation of completion of all implementation tasks with a justification for any tasks not completed;

b. Reports validating success of the implementation and operational transition to the new solution; and

c. Feedback from the project owner and key stakeholders regarding the implementation.

3. For each project and subproject, the Contractor work with the State and solution vendor to create the project closure report. At a minimum, the closure document shall include the following:

a. Confirmation of achieving the overall project goals and objectives and justification for any modification to those goals and objectives;

b. A summary of all approved changes to the project;

c. A final comparison of budget to actual for project cost and schedule with justification for overages;

d. Project issues and risks realized during the project with an ongoing impact to operations or an impact to the execution of subsequent project phases; and

e. Lessons learned during execution of the project for which modifications should be made to the approach in subsequent projects.

4. Provide transition to a new vendor by:

a. Walking through the closure report

b. Reviewing project procedures and project repositories

c. Assure all Project Documents are on the State’s Project document repository

Reporting Requirements:

All correspondence and documentation shall be delivered in electronic format in the delivery method specified, unless the ERP Executive Steering Committee or their designee instructs the Contractor otherwise. All

Contractor deliverables shall be submitted to the ERP Executive Steering Committee or their designee for final written acceptance and approval. The Contractor shall use Microsoft Office automation tools when using electronic tools to present their information. The format for the deliverables shall be agreed upon with the ERP

Executive Steering Committee or their designee.

Contractor and Personnel Qualifications:

The Contractor shall provide staff qualified to perform the PMO functions for the project as described.

1. The Contractor shall provide a minimum of one (1) staff to serve as the Program Director/Project

Management Officer with the following experience requirements:

a. At least 12 years’ experience in the role of Project Manager or Project Management Officer on similar projects such as a large information system replacement, or ERP implementations.

b. At least 3 of the 12 years of experience required above in the role of Project Management Officer or PMO lead on projects of similar size and scope; and

c. The State prefers certification from the Project Management Institute (PMI) as a Project

Management Professional (PMP), Program Management Professional (PgMP), PMI Agile

Certified Practitioner (PMI-ACP), or Certified Scrum Master (CSM). Equivalent experience in addition to the above experience requirements will also be favorably evaluated.

d. The Contractor staff in this job classification shall be tasked with:

i. Planning, managing, collaborating, and coordinating execution of solution implementation initiatives with the State employed Project Managers and solution vendors;

ii. Working to create a positive and productive environment for all project team members and stakeholders that values cooperation, teamwork, and planning; ensuring effective and timely communications and sharing of information;

iii. Coordinating closely with other Project Managers across all ERP projects;

iv. Creating and/or modifying and ensuring adherence to State-approved management processes;

v. Gathering team member updates;

vi. Assessing project health;

vii. Drafting the required project status reports;

viii. Facilitating project status meetings;

ix. Finalizing and submitting weekly project status reports;

x. Identifying potential risks…