Attachment_K.docx

Attachment K: Project Management and Implementation Methodology Attachment K: Project Management and Implementation Methodology is organized into four sections:

· Section 1: Project Management and Implementation Methodology outlines Minnesota’s project management framework, implementation methodology, and required deliverables. Responders should describe how they will manage the project across all phases, including planning, development, configuration, testing, implementation, and ongoing support. Also, address specific project management tasks.

· Section 2: Project Schedule instructs Responders to provide a proposed Work Breakdown Structure (WBS) for the design through implementation phases of intake functionality that reflects both State and Responder activities. The WBS should illustrate a comprehensive approach and include all relevant phases of work, including design, configuration, development, testing, and implementation.

· Section 3: Staffing Plan defines the staffing expectations for the project, including key personnel, their qualifications, and continuity plans, and requires Responders to propose a staffing approach that meets the outlined requirements.

· Section 4: Sample Project Management Documents requests a predefined set of sample project management artifacts that demonstrate the Responder’s work products.

Section 1: Project Management and Implementation Methodology The State seeks a collaborative project planning and implementation process with the Responder. The successful Responder will support the State in maintaining efficient and effective governance and project management structures by offering best practices, improvements, and insights from previous experience configuring, implementing, and maintaining Comprehensive Child Welfare Information System (CCWIS) solutions of similar size and scope.

Project Management Methodology Minnesota expects the successful Responder to establish and carry out Design, Development and Implementation (DDI) vendor project management planning and implementation services in coordination with the State’s approved Project Management Office. Aligned with Project Management Institute (PMI) best practices, DDI project management services should integrate with State defined project processes and tools to support the effective design, development, and implementation of the CCWIS solution.

While primary project plans are created by the selected Project Management Office (PMO) vendor and owned by the State, the successful Responder is responsible for developing and providing all vendor specific deliverables and content required to support these plans and to work collaboratively within the State’s established governance structure and approval framework.

Additionally, the successful Responder should recognize the State may engage additional vendors to support the project, including but not limited to PMO, Organizational Change Management (OCM), and Independent Verification and Validation (IV&V) services. The successful Responder is expected to coordinate effectively with all State authorized entities, participate in integrated planning and status reporting, align dependencies, and support cohesive execution across the project.

While the successful Responder is responsible for developing assigned deliverables in accordance with approved standards and timelines, the State retains final review and approval authority over all project deliverables, artifacts, milestones, and acceptance decisions. Deliverables are not considered complete or accepted until formal approval is provided by the State in accordance with established governance and deliverable review processes.

The State is seeking a Responder who understands that successful delivery of the CCWIS solution requires disciplined collaboration within a multi-vendor environment and adherence to the State’s governance structure, tools, and approval authority.

Once the Project Governance Plan is approved, the Responder is required to follow the CCWIS Project Governance Structure and use the project management, documentation, and communication tools selected by the State. In fulfilling these responsibilities, the DDI Vendor will be accountable for demonstrating rigorous and disciplined project management practices that ensure transparency, coordination, and timely completion of all assigned work.

The Responder’s project management responsibilities include, but are not limited to, the following:

· Adhering to all project quality objectives, standards, and practices established for the CCWIS project.

· Working collaboratively with the CCWIS Project Team to complete all deliverables and milestones throughout the life of the project.

· Coordinating and executing DDI activities in alignment with approved schedules and plans, ensuring that project information is communicated clearly to teams and stakeholders, and ensuring that risks and issues are identified, escalated, and resolved in a timely manner.

· Exercising strong fiscal stewardship through effective planning, oversight, reporting, and communication of project work.

· Ensuring that both process quality and product quality are measured, monitored, and managed across all phases of the project.

· Maintaining DDI staffing at levels appropriate to support project needs and ensuring that personnel have the expertise required for the successful execution of the CCWIS DDI project.

This project management approach aligns with the State’s expectations for disciplined governance, clear communication, consistent quality assurance, and proactive risk and issue management. It also ensures the Responder is fully prepared to work within Minnesota’s hybrid-agile delivery model and support the statewide effort to deliver a modern, reliable, and compliant CCWIS solution.

The State is committed to fostering an environment where innovation is encouraged and supported throughout the CCWIS implementation. This includes embracing modern delivery practices, emerging technologies, and improved approaches to data management and user experience. The Responder should anticipate the State will actively participate in evaluating new methods, tools, and efficiencies that strengthen outcomes. The Responder’s project approach should therefore integrate opportunities for continuous improvement which allows the State to adopt enhancements in a controlled and intentional manner.

Implementation Methodology To support long term sustainability, adaptability, and operational efficiency, the State is prioritizing a solution strategy that maximizes configuration and minimizes customization. Responders should ensure the proposed implementation approach emphasizes the use of out of the box functionality wherever feasible and aligns business processes to solution capabilities rather than modifying core product components. This approach reduces technical debt, simplifies future upgrades, and enhances the State’s ability to adapt quickly to policy changes, federal requirements, and evolving program needs without extensive redevelopment or increased maintenance costs.

The CCWIS project will use a defined hybrid-agile delivery model under which the DDI Vendor is responsible for configuring, developing, integrating, and testing the CCWIS solution in collaboration with State direction and governance. During the DDI phase, the vendor performs all solution development activities, while the State provides oversight, review, validation, and approval through established activities and governance framework. The DDI phase is intended to result in a fully implemented solution ready for a single statewide production deployment, rather than incremental releases to production.

For this project, hybrid-agile refers to the application of iterative and incremental practices to software related activities within a structured, phase-based system development life cycle. Agile practices are applied to requirements elaboration, configuration, development, and testing activities conducted in non-production environments. These practices support early validation, defect resolution, quality management, and transparency, while remaining aligned with approved scope, schedules, funding, and governance decision points.

The system development life cycle governs all activities required to deliver CCWIS and extends beyond software development. Data conversion and migration, interfaces, reporting, forms, security, training, operational readiness, support, and knowledge transfer are planned, executed, and governed using defined deliverables, milestones, and acceptance criteria. These activities should be carefully considered in creation of the DDI WBS, a component of the Integrated Master Schedule (IMS), which are both subject to State review and approval.

As the DDI team will staff and lead the execution of design, configuration, development, and testing activities within the constraints of the approved project plan and governance model, State staff will stay engaged through collaboration, working sessions, demonstrations, deliverable reviews, and validation activities. This participation supports oversight, quality assurance, knowledge transfer, and operational readiness, strengthening the skillset necessary to successfully transition ownership of the solution to the State after sustainment activities are completed, while maintaining clear accountability for solution development and technical execution by the DDI Vendor.

This implementation methodology ensures disciplined governance, clear accountability, and comprehensive coverage of all components required to deliver a compliant, operationally ready CCWIS solution, while applying agile practices where appropriate within the broader system development life cycle.

DCYF DDI Vendor Project Deliverables Detailed requirements for project management services and deliverables can be found in Attachment I: DDI Project Management Services Requirements Traceability Matrix (RTM).

Section 1 Response Instructions The Responder should provide a CCWIS Development and Implementation Methodology that describes the approach, methods, and relevant experience necessary to plan and implement a child welfare system modernization of similar scope and complexity. The proposal should demonstrate experience with state‑supervised, locally administered system modernization efforts and describe how the Responder applies a comprehensive project management methodology tailored to support the hybrid-agile delivery model described in this attachment.

In preparing the proposal, Responders should account for ongoing State implementation readiness activities, including data cleanup, documentation of data exchanges, completion of a technical readiness assessment, and documentation of business processes, forms, and reports.

The CCWIS Development and Implementation Methodology section is recommended not to exceed twelve (12) pages and should include the following information:

· In alignment with the State’s hybrid-agile methodology, a detailed description of the Responder’s approach to hybrid-agile methodology and definition of terminology.

· A description of the Responder’s project management methodology and relevant experience that demonstrates the Responder’s ability to plan, manage, and support a child welfare modernization implementation in collaboration with a state or government agency. Include the planning and tracking processes that will be used to define work activities, monitor progress, manage updates, and maintain alignment with approved project objectives and timelines.

· An explanation of the project management practices the Responder will employ to ensure effective oversight, coordination, and control of activities across all phases of the CCWIS project.

· An overview of the issue logging and resolution processes that ensure timely documentation, prioritization, and remediation of identified issues.

· A description of the deliverable development and review process, ensuring a quality management approach that confirms all work products meet the functional and non-functional requirements.

· A summary of the project communication approach, including methods for internal vendor and project team communication and methods for engaging external interested parties and governing bodies.

· A description of the change control procedures that will be used to evaluate, document, review, approve, and implement changes to scope, configuration, or technical components.

· A summary of the Responder’s approach for managing subcontracted DDI vendors, if applicable, including oversight, coordination, performance monitoring, and integration of sub vendor work into the project.

· A summary of the methods the Responder will use to coordinate with other vendors supporting the CCWIS project to ensure alignment of technical, functional, and operational activities.

Section 2: Schedule The WBS serves as a foundational planning tool that provides clarity, sequencing, and accountability across all phases of the CCWIS project. By organizing the work into manageable components, the WBS supports effective coordination between State teams and the Responder and ensures planning, configuration, development, testing, and implementation activities are understood in a structured and transparent way. A detailed WBS strengthens accountability by tying each deliverable task to specific owners and timelines, which helps demonstrate compliance. Incorporated into the CCWIS Project IMS, the DDI WBS provides a structured approach that helps maintain consistency with State and federal oversight expectations while supporting the iterative delivery of system capabilities.

Section 2 Response Instructions The State requests that the Responder provide a sample WBS for the intake functionality, design through implementation phases, that demonstrate an effective approach to implementing the applicable requirements. The Responder should propose an implementation approach based on its expertise and professional judgment regarding what is in the best interest of the State. A final implementation approach will be negotiated with the selected vendor during contract negotiations.

The proposed WBS should include the elements described in this RFP, including, but not limited to:

· Phases, tasks, and subtasks for both State and Responder activities

· Start and end dates for tasks and subtasks

· Task dependencies

· Assigned resources, including Responder and State roles

· Identification of critical path activities The WBS is recommended not to exceed eight (8) pages.

Section 3: Staffing Plan Staffing for the CCWIS project, across all phases, is critical to the success of the implementation. The State has identified key personnel requirements it expects the Responder to provide to ensure project success. The State has detailed these key personnel requirements in the DDI Vendor Key Personnel and Qualifications table below. Key personnel are defined as individuals who play a substantive role in the execution or development of the project, and whose contributions can be measured in a substantive way.

All proposed key personnel should meet the desired qualifications and be approved by the State. If a key personnel member is replaced, the proposed replacement should have experience equal to or greater than that of the departing individual and should be approved by the State in writing before beginning work. Key personnel who are included in the proposal should be available at the start of the project.

Key resources may be asked to participate in the interview/demo or a portion of ITN prior to approval by the State.

DDI Vendor Key Personnel and Qualifications

Authorized to make day-to-day decisions for vendor-managed DDI activities within approved scope, schedule, budget, and governance constraints.

Develop and maintain vendor specific project management artifacts, including the PMP and WBS, and align vendor work with the State’s integrated plan while coordinating with all State authorized entities.

Five (5) years direct project oversight and authority over ongoing relationships with clients where the Vendor has implemented statewide solutions.

Previously managed a child welfare information system or a human service system modernization planning and implementation of similar size and scope.

Five (5) years of experience leading the implementation of enterprise solutions on similar technologies.

Certified Project Management Professional (PMP) or five (5) years’ experience planning and managing large IT implementations.

Ensure the configured solution addresses all requirements.

Oversee the agreed upon methodology / approach to configuring the solution.

Five (5) years of experience leading the implementation of enterprise solutions on similar technologies and functional scope.

Five (5) years Child Welfare System experience.

Oversee the development of all technical documentation.

Familiar with the technical design of all the components, have a solution-wide view and ensures each component / module work together to address the technical requirements.

Five (5) years as a technical lead on complex projects, and three (3) of these should be in management.

Five (5) years of experience architecting / designing, developing, and testing enterprise solutions.

Experience using Information Technology Infrastructure Library (ITIL) framework

Lead and support data cleansing and data conversion from SSIS to the target CCWIS solution.

Ensure data dictionaries are current for the Responder’s solution.

Five (5) years of experience performing data cleansing or data conversion activities for systems similar to the Responder’s solution.

Three (3) years of experience managing a data conversion project similar in size and complexity to the proposed project.

Ensure that all data exchanges between the Responder’s solution and the interface partners’ systems provide accurate and appropriate content and are compliant with State’s data quality requirements.

Design, document, and deploy data exchanges.

Three (3) years of experience developing and deploying interfaces for systems similar to the proposed solution.

Three (3) years of experience managing a data exchange project similar in size and complexity to the proposed project.

Lead all testing activities including planning, documentation, and execution.

Ensure documentation and resolution of issues discovered during the testing process.

Serve as the point of contact for User Acceptance Testing (UAT).

Five (5) years of experience as a testing lead for projects similar in size and complexity to the project.

Three (3) years of experience writing test cases and managing defects.

Lead all training, knowledge transfer, and training delivery.

Responsible for organizing the training schedule, scheduling rooms and attendees, and all other logistics.

Five (5) years of training experience, three (3) as a Training Lead for projects of similar in size and complexity to the proposed project.

Experience developing training materials and guides.

Child welfare training or systems implementation experience desired.

Provide timely and informed responses to operational and administrative inquiries.

Manage staff assigned to all day-to-day support activities.

Coordinate and manage any enhancement requests / changes to the solution.

Five (5) years of experience in a Maintenance and Operations (M&O) team, three (3) should be in a management role for an enterprise solution comparable to the CCWIS solution.

ITIL certified or three (3) years of experience using ITIL framework.

Staff Engagement Requirements The successful Responder’s key personnel are expected to be onsite in St. Paul, Minnesota, at least once per month for team meetings during the first six (6) months of the project. Responders should review the solicitation in its entirety and, based on the scope of activities described, estimate the appropriate cadence and duration of onsite presence necessary to conduct design sessions, planning, training, and Go‑Live support, and include all anticipated travel costs within their overall pricing.

Remote work is acceptable for all other staff. The State reserves the right to require additional onsite presence if performance concerns are identified, including schedule delays or delivery risks. Any use of offshore or non‑U.S.-based resources should be disclosed in the proposal and is subject to prior approval by the State.

State working hours are 8:00 a.m. to 4:30 p.m. Central Time. Responder staff are expected to ensure adequate availability during these hours to support collaboration, decision making, and issue resolution. While working off site, Responder staff must integrate with and use the State’s video conferencing platform, Microsoft Teams, for all meetings with State staff.

Outside of normal business hours and on State holidays, CCWIS support shall be provided by the Responder’s development, delivery, and implementation staff in accordance with the applicable Service Level Agreements.

Responder should establish appropriate protocols in alignment with federal and state regulations, including but not limited to Federal Information Processing Standards (FIPS), Personally Identifiable Information (PII) standards, including Health Insurance Portability & Accountability Act (HIPAA), and Internal Revenue Service (IRS) Publication 1075, to ensure the physical property / facility security and data security and confidentiality safeguards are maintained. This includes requirements that any production data should remain in the United States and only be accessible from within the United States.

Section 3 Response Instructions Responders should provide a proposed project staffing plan to support DDI activities and demonstrate how the proposed team will meet the desired qualifications for the duration of the project, including any subcontractor if applicable. Please include the percentage of time a staff member will be dedicated to the project.

Recommended limit to staffing plan is six (6) pages.

As part of the response, the State requests that Responders include a project organization chart and describe their approach to maintaining continuity of project resources throughout the engagement. Responders should also provide concise resumes for the proposed key personnel. The organization chart and resumes are not part of the Staffing Plan recommended page limit.

The desired qualifications should be validated within each resume, including project names, roles and responsibilities, and project dates, for all key personnel requested in DDI Vendor Key Personnel and Qualifications table.

Section 4: Sample Project Management Documents The State is requesting sample project management documents to assess the Responder’s ability to apply structured and mature project management practices that support the successful delivery of a CCWIS implementation. By reviewing the examples requested below, the State can evaluate the Responder’s approach to planning, documentation, communication, and oversight. These samples allow the State to confirm that the Responder can produce clear, complete, and actionable project management artifacts that align with State expectations and demonstrate the capability to manage complex work across functional, technical, and operational domains. Redacted submissions are acceptable and do not affect scoring, as the State’s primary objective is to understand the quality and rigor of the Responder’s project management methods.

Section 4 Response Instructions Responder should provide sample project management documents for the State to review. The documents can be created using a Deliverable Expectation Document (DED) format or can be a deliverable that was used on a previous project. Redactions are allowed and do not affect the scoring of the deliverable.

· Project Management Plan

· Training Plan

· Operational Readiness Plan

Policy Template 1

CCWIS RFP: Attachment K 1 image4.png image5.svg image2.png image3.svg