SGS MA_Final_Part4.pdf

Commonwealth of Massachusetts

Vehicle Inspection and Maintenance Program

Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this proposal.

Technical Response 7-13 April 7, 2016

Organizational Charts 7.3.3

Our high-level program management organization chart is shown in Figure 7.1-1 in Section

7.1. Detailed organization charts with each of the Key Personnel’s staffing follow to give the

Agencies a better understanding of our structure: MAC/Operations, led by Mr. Rick Keith –

Figure 7.3-4; communications (Motorist Hotline, Inspection Station Hotline, Repair Technician

Hotline, and Marketing/Communications subcontractor, ASG), led by Ms. Lisa Smith – Figure

7.3-5; hardware, software, and overall Program infrastructure, led by Mr. Tom Kramer – Figure

7.3-6; and QA, led by Ms. Michelle Steele – Figure 7.3-7.

Figure 7.3-4: MAC/Operations Organization. Rick Keith’s 15+ years’ experience in managing vehicle inspection stations and >100 personnel enables him to effectively manage operations at your MACs and staff of 18.5 FTEs

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Technical Response 7-14 April 7, 2016

Figure 7.3-5: Communications Management Organization. Lisa Smith, who currently manages the Hotline on your Vehicle Check Program, leads a team of 11 CSRs cross-trained in both Inspection Station and Motorist Hotline responses to support both hotlines – so we’re never short staffed

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Technical Response 7-15 April 7, 2016

Figure 7.3-6: System Management Organization. As the current IT Manager of your Vehicle Check Program, Mr. Kramer knows your system – which he’s managed at 99.9% uptime over the last 2 years

Figure 7.3-7: QA Organization. Ms. Steele’s 10 years’ experience in managing quality on I/M projects includes serving as your current QA Manager on the Vehicle Check program – assuring you the same high-quality performance you’ve come to expect

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Technical Response 7-16 April 7, 2016

Key Personnel Resumes 7.3.3.1

ERIC SCHNEIDER, PROGRAM MANAGER

Relevant Qualifications

Over 28 years’ experience implementing/operating business solutions for government clients

Three years’ experience managing NYVIP

16 years’ program management experience

Relevant Experience

SGS Testcom, Malta, NY 2010 – Present

Director of Customer Care / Business

Development Manager, 2013 – Present

Responsible for leading and managing the Call Center, Field Service, Finance and Quality

Assurance teams

Assisted in the development of proposals responses for customers in the I/M industry

Provided research and materials for alternative emissions testing technologies

Responsible for sales and marketing activities of SGS Testcom solutions

Participates in professional associations, trade shows and other networking activities that elevate SGS' profile

Establish and maintain solid customer, subcontractor, and supplier relationships

Program Manager, NYVIP, 2010 – 2014

Responsible for daily program operations of NYVIP – supporting more than 10,000 inspection stations processing 11 million inspections annually

Provided management oversight for all contract activities to ensure the quality of work effort and deliverables and their traceability to all program requirement

As Program Manager, he performed as a liaison between the Agencies and the appropriate SGS

Testcom resources to support smooth and effective business operations

Agencies responded to our superior service delivery by extending contract for two additional years

Skill Set Strong leadership and communication skills

Managing multiple projects and priorities

Expertise in Project Management including documentation and processes

Education, Training, Certifications B.S., Business Administration, Roger

Williams University, 1980

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Technical Response 7-17 April 7, 2016

Verizon Business (Formerly MCI)

Program Manager, NY State Department of Environmental Conservation, 2000 – 2010

Primary Point-of-Contact for client (New York State Dept. of Environmental Conservation)

Responsible for this project which took the client from a paper-based Point-of-Sale (POS) system for selling sporting licenses to hunters and anglers, to a comprehensive electronic system with 2,000 POS outlets, an e-commerce website, and a self-service voice response system for reporting game harvest data

Managed client and subcontractor relationships for software training, hardware maintenance, and order fulfillment

Identified and negotiated add-on business opportunities beneficial to the State. Responsible for achieving a long term (5 years) contract extension

Prepare monthly status reports and client communications for issues/problems

Led hardware and software teams in delivering client satisfaction for system usability and stability

Reviewed project plans and software release plans to ensure compliance with client needs

Contributed to Joint Application Development (JAD) sessions to identify project scope, issues and risks

Other Experience

Account Manager, HP (formerly EDS), Albany, NY and New York City, 1987 – 2000

Primary Point-of-Contact for client (New York City DOT)

Implemented and operated a custom system built for NYC DOT called the Red Light Camera

Program

Managed client relationship and critical subcontractors

Supervised EDS technical staff

Assisted with corporate efforts to market product nationwide

Identified opportunities to increase support and value to clients

Staff Financial Accountant, The Saratoga Hospital, Saratoga, NY, 1986 – 1987

Responsible for Inventory/Asset accounting and annual budgeting; prepared monthly, quarterly and annual financial reports

Performed account reconciliation, journal entries and expense variance analysis

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Technical Response 7-18 April 7, 2016

LISA SMITH, COMMUNICATIONS MANAGER

Relevant Qualifications

Currently responsible for Mass and NJ east coast programs for motorist and station technical support.

20+ years’ industry experience including technical support hotline management, software testing, training, infrastructure service technician, and call center specialist.

Over eight years of experience supporting the

MA Vehicle Check Program

Relevant Experience

SGS, Malta, NY 2005 – Present

Technical Support Hotline Manager, MA Vehicle Check Program, 2013 – Present

Manage help desk procedures, prioritization, and proper resolution of end-user requests

Ensure monitoring, tracking, and coordinating of all Help Desk functions are reviewed and practiced

Oversees hotline telephone Statistics Metrics are reviewed based on standards industry average measurements

Conducts monthly QA checks with each hotline agent to ensure Customer Service Satisfaction

& Public Relations

Developed and implemented Customer Service curriculum for monthly training

Ensures all help desk SLAs are met (motorist hotline answer time, proper troubleshooting for inspections stations)

Prepares monthly, quarterly, and annual program progress reports and delivers them to

Agencies on-time

Assist QA in software releases by training team on changes and in researching possible reported issues; report findings to QA with suggested possible resolutions

Skill Set I/M software/hardware troubleshooting

I/M software and hardware QA

Call Center call tracking software

Training Specialist

Education, Training, Certifications International Institute for Software

Testing (Principles of S/W Testing)

Total Quality Management (TQM)

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Technical Response 7-19 April 7, 2016

Technical Support Hotline Manager, NJ NG I/M Program, 2013 – Present

Coach and motivate team to meet agreed objectives, deliver outstanding services and provide extra-mile support

Supervision and organization of the team’s activities, including planning, reports and results.

Liaise with Business & Operations managers, as well as Group sanctioned super users to ensure Systems are fully deployed and utilized

Meeting and exceeding SLAs for Motorist Hotline

Software Tester Coordinator, MA Vehicle Check Program/NYVIP and NJ2009, 2011-2013

Provided I/M program support to NYVIP/NJ2009/MASS08 programs

Designed and executed test plans and test cases

Performed defect detection, reporting, and fix verification

Produced test evaluation reports for all stakeholders

Validated final test complete prior to production release

Developed complex test cases and executed successfully resulting in finding defects quickly before releasing to the customer

Technical Writer/Training Specialist, MA Vehicle Check Program/NYVIP/CA-NGET and

NJ2009, Malta, NY, 2005 – 2011

Provided I/M program support to NYVIP, MASS008, NJ2009, VA and CA NGET programs.

Planned and produced all technical documentation including specification and operation procedures, work instructions, policies, plans, exhibits, user guides. Deliverable submittals consistently met all deadlines to Agencies.

Bank of America, Albany, NY 1996 – 2004

Infrastructure Service Technician, Assistant System Admin, Bank of America, 2002 – 2004

Served Bank of America’s primary point of contact for entire 18,000 ATM Network.

Served on support line for business and branch ATM Operations 24/7

Installed/tested/upgraded banking monitoring software

Monitored server activity/install security patches

Ensured all ATM Networking was up and running at all times

Provided daily results reporting to stakeholders

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Technical Response 7-20 April 7, 2016

Attended monthly vendor meetings

Served as a key player in all disaster recovery planning and implementation of test runs

Assisted with ATM network integration following all bank mergers during transition period

Exceeded performance expectations. Completed final shutdown of all applications during transition of a major bank merger without any issues

Call Center Technical Operations Specialist, Network Supervisor/Operator, Albany, New York, 1996 – 2002

Employee of the year recognition for overall performance

Served as Bank of America’s primary point of contact for entire ATM Network

Supervised over 20 operators in an ATM Helpdesk environment 24/7. Provided staff training

Ensured service issues were handled in timely manner (4hr SLA)

Served as a key player for Y2K transition. Won award as one of the most valuable contributors

Maintained/Monitored entire ATM network transactions and host links and fraudulent actives

Assisted with all ATM network integration during bank merger transition periods

Consistently met all SLAs for 1st and 2nd line service. Ensured machines were up and running, developed reporting criteria

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Technical Response 7-21 April 7, 2016

TOM KRAMER, SYSTEM MANAGER

Relevant Qualifications

More than nine years of experience in programming, and IT development.

Currently responsible for all VID, workstation and SMART development for SGS Testcom’s

I/M programs.

Over 4 years of experience supporting the MA

Vehicle Inspection Program.

Relevant Experience

SGS Testcom, Malta, NY, 2012 – Present

Director of IT

MA Vehicle Inspection Program, NJ Vehicle

Inspection Program, 2012 – Present

Providing custom hardware and software products to all the State agencies to administer their Vehicle Inspection Programs. SGS provides high availability systems that reduce and prevent fraud as well as an efficient user experience. In addition, SGS collects and analyzes program data in order to make it actionable for the State agencies

Responsible for oversight of the software development, operations, and maintenance of the

Vehicle Inspections Program

Responsible for Joint Application Design, Requirements Gathering, and Hardware

Improvements

Provided on time software releases that met all SLAs. Overall system up time kept at 99.9%

CMA Consulting, Latham, NY, 2008 – 2012

WIC Technical Manager, AZ WIC HANDS Program, Arizona Dept. of Health, 2008 – 2012

HANDS supports the AZ Dept. of Health in administering their WIC (Women, Infant, and

Children) program. Built a custom, ground up web application to enhance the level of service to their clients as well as provide the State with the ability to better manage the day to day

Skill Set Windows and Unix Operating

Systems

C#, VB .Net, ASP, XML, VB 6, Java, PICK, SQL, C, C++, HTML, JavaScript Development Languages

SQL Server Express 2008

MS Visual Studio, Team Foundation Server, Visual Source Safe, ADO.NET Entity Framework, Crystal Reports Development Tools

Oracle 9i-10g-11g Databases

Education, Training, Certifications Continuing Education, Computer

Science and Applied Mathematics, University of Albany, 2008

Continuing Education, Computer Science, Worcester Polytechnic

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Technical Response 7-22 April 7, 2016 operations of their program. HANDS provides day to day management capabilities, Vendor

Management, Fraud Detection and Prevention Mechanisms, Canned and Ad-hoc reporting, and

Data interfaces to the Federal Government

Responsible for the management of custom software development project to server the Arizona

WIC Department

Conducted JAD sessions, and Project Planning. Served as Agile Development Scrum Master

Managed distributed team based in NY, CA, AZ

Integrated TFS for a single source of time tracking, project management, task management, automated testing and automated deployments. Lead a change in leadership without affecting productivity

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Technical Response 7-23 April 7, 2016

RICK KEITH, MAC/OPERATIONS MANAGER

Relevant Qualifications

15 years’ experience managing/operating vehicle inspection stations and coordinating operations across multiple store locations.

Over 10 years of experience managing a

Massachusetts station.

Mentoring, coaching, training, and leading a skilled workforce in the automotive industry.

Skilled in delivering effective training and coaching, building relationships with vendors, resolving customer concerns, and collaborating with executive management.

Proven financial savvy with successful history of record revenue increases, guest increases, and cutting costs through strategic inventory management and employee retention.

Relevant Experience

Heartland Automotive Services, Leominster, MA, 2012-August 2015

District Manager

Managed daily operations for 10 Jiffy Lube locations

Provided guidance and communicated daily with store managers to ensure sales goals, safety standards, and quality standards remained a top focus/priority

Collaborated with district director on a daily basis to meet and maintain day-to-day budget

Diplomatically resolved escalated customer concerns

Managed and monitored store managers for ten locations

Troubleshot mechanical and operational issues and provided solutions

Increased annual guest count by 1%+ and annual sales by 3% in 2013 over 2012

Bay State Ventures, Marshfield, MA, 2008-2012

Vice President of Operations

Coordinated operations for 10 Jiffy Lube locations employing 100+ personnel

Developed, implemented, and monitored employee incentive programs

Skill Set Operations management

Employee training & coaching

Process improvement

Inventory Control

Customer relations

Multi-Unit Management

Oracle 9i-10g-11g Databases

Education, Training, Certifications Psychology & Physical Education, University of Massachusetts

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Technical Response 7-24 April 7, 2016

Cultivated productive, positive work environment through motivational measures and team and individual coaching

Manage overhead and operations to control costs and meet budget constraints while maintaining quality service and employee incentive programs

Prepared and finalized payroll

Resolved escalated customer issues

Increased annual revenue by 6% in 2009

Cape Cod Ventures, Hyannis, MA 1998-2008

General Manager

Directed and monitored daily operations for northeast division’s busiest Jiffy Lube location

Fostered positive work environment through savvy employee recruiting and hiring, strong leadership, and effective training and coaching for all employees

Ensured safety regulations and policies, managed daily budget, and delivered exceptional customer service and issues resolution

Strategically managed inventory and achieved long-term employee retention, resulting in lowered company costs

Zero employee turnover in 2006

Increased company revenues to $1.6M, a company-wide record, in 2007

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Technical Response 7-25 April 7, 2016

MICHELLE STEELE, QA MANAGER

Relevant Qualifications

10+ years of quality assurance and management experience on I/M projects.

8 years of experience supporting MA Vehicle

Check Program.

Expertise in test planning, test case design, and test execution for software updates and hardware and OBDII interface updates for

NY, MA, and NJ programs.

Relevant Experience

SGS Testcom, Malta, NY 2005 – Present

MA Vehicle Check Program, Senior QA Manager, 2008 – Present

Manages Testcom QA team of SW/HW QA Engineers and Analysts

Served as WS/VID tester for program implementation. Ensured program started on time

Support Massachusetts vehicle inspection program including workstation and VID

Participated in JAD sessions for program startup and operational software updates

Developed workstation functional and technical specifications

Represent QA at monthly technical and progress meetings

Support software update specification reviews

Lead test plan and test case design, development, and approval

Lead software testing/test execution

Manage issue reporting and tracking

Lead deployment validation/Production Acceptance Testing

Provide production support, including Help Desk/Field Service escalations and State Agency support

Built automated regression tests for Management Console software

Skill Set Test planning, design, and execution

Test Automation

Software and Hardware Quality Assurance

Team and Project Leadership

Education, Training, Certifications MS, Electrical Engineering, Georgia

Institute of Technology, 2004

Six Sigma Green Belt, GE Edison Engineering Development Program, BA, Physics, Ithaca College, 2000

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Technical Response 7-26 April 7, 2016

NJ Motor Vehicle I/M Program, SQA Manager, 2009 – Present

Manage Testcom QA team of SW/HW QA Engineers and Analysts

Support Private Inspection Facility (PIF) aspects of the New Jersey vehicle inspection program

Served as QA Engineer since Program implementation in 2009

Performed PIF workstation ATP for the current program

Conduct Test plan and test case design, development, and approval

Perform Software testing/test execution

Manage Issue reporting and tracking

Served as QA POC for Verizon to Parsons VID transition

Provided production support, including Help Desk/Field Service escalations and State Agency support

Built automated regression tests for some PIF workstation software functionality (Bus inspections, VIR printing)

NY Vehicle Inspection Program, NYVIP Contract, Senior QA Engineer, 2004 – 2013

Managed Testcom QA team of SW/HW QA Engineers and Analysts

Provided test case design

Provided software testing/test execution

Supported testing and approval of Software Update CDs for deployment to 10,000+ inspection stations statewide

Worked with DMV to test changes enabling station license renewals and sticker purchasing from the NYVIP workstation

Led testing and approval of VID hardware refresh and implementation of broadband communications from the NYVIP workstation

Led hardware testing: PC image testing and approval, testing of OBDII DLL and firmware updates, testing of HW peripherals (barcode scanner, printer), and testing of driver updates

Attended monthly QA meetings with the State

Provided production support, including Help Desk/Field Service escalations and State Agency support

Conducted automated testing proof of concept for WS/VID communications

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Technical Response 7-27 April 7, 2016

7.4 CONTRACT MANAGEMENT, SYSTEMS, AND COMMUNICATION

Your Program demands a contractor that can sustain low cost operations through mature and proven capabilities, account for all program changes, and provide Agencies’ stakeholders transparency and situational awareness. Only a contractor with the experience, team, and technologies proven in standard-bearing states like California and New York (and

Massachusetts) can anticipate the nuanced challenges of I/M Program modernization while avoiding program disruptions or data loss. Your Contractor should have proven management processes and tools already in-place to promote and sustain effective, regular communication and collaboration with the Agencies and to ensure on-time, on-budget, high-quality performance throughout contract life.

The SGS Team is that Low Risk, Low Cost, Best Value Contractor.

SGS, the Prime, has managed and/or played a key role in multi-million dollar, multi-year vehicle safety and emissions contracts for Massachusetts, New York, California, New

Jersey, and Virginia 100% on-time and on-budget

Corporate commitment is provided by Mr.

Marc Brynczka, SGS Testcom Vice

President, who meets monthly with our PM and Agency representatives to discuss status and resolve any issues

We apply PMI’s PMBOK-based management controls and Agile

Development Methods to organize and direct Program design, implementation, testing, deployment, and operations

Our Quality Management Program establishes internal performance thresholds to trigger proactive mitigation of potential performance issues

Our plan includes an experienced Implementation Manager and expert Implementation

Advisor (who designed your current VID and workstations) to oversee transition in Year

1, and a dedicated MA PMO organization with clear lines of responsibility for all RFR scope areas – an approach we’ve used successfully across multiple contracts since 1994 as demonstrated by our experience references in Section 8

Proven Approach:

We dedicate an experienced

Implementation Manager to oversee transition in Year 1 and a MA PMO with clear lines of responsibility for all RFR scope areas – an approach we’ve used successfully across multiple state vehicle inspection contracts since 1994 to stay on schedule.

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Technical Response 7-28 April 7, 2016

Our Major Subcontractor, WEP, one of only three CA BAR certified DAD OBD suppliers, has 30 years’ experience in producing modular, durable, scalable emissions inspection systems that can be quickly customized to fulfill any program requirement

Figure 7.4-1lists management approach features and benefits in terms of schedule adherence, cost control, quality, and collaboration and communication the Agencies realize throughout contract life. Management processes and tools are described following the table.

Figure 7.4-1: Management Features Summary Table. Best practices proven on other state I/M contracts ensure we meet the Agencies’ schedule, cost, quality, and communication/collaboration expectations

Management Approach Features Benefits

Schedule Adherence

Dedicated Implementation Manager

PMBOK methodology

PMP/Schedule daily review

MS Project

Milestone Lists

Schedule Baseline

CPM Scheduling

SLA/performance review & audits

Monthly Executive Steering Committee meetings

On-time performance

Low risk transition

Rapid issue identification and resolution

Constant communication

Cost Control

PMBOK methodology

Oracle Financials daily review

Monthly Executive Steering Committee meetings

On-budget performance

Rapid issue identification and resolution

Constant communication

Quality Assurance

QA Plan

Quality metrics

Quality SLA daily review & reporting

Quality audits

Quality standards/procedures

Risk Logs, QA Logs

Monthly Executive Steering Committee meetings

SLAs met

On-time performance

Rapid issue identification and resolution

Constant communication

Collaboration & Communication

Communications Plan, Documentation Process

Daily team collaboration/weekly meetings

Monthly in-person meetings with Agencies

Weekly/monthly status reports to Agencies

PM available by phone/email 24/7

SharePoint, SMART/Management Console

Monthly Executive Steering Committee meetings

Real-time situation awareness for program transparency

Informed decision-making

Commonwealth’s program goals continually incorporated into all activities

Rapid issue identification and resolution

Constant communication

Over the past 22 years, SGS has honed its project management approach based on PMBOK methodologies (Initiate, Plan, Execute, Monitor/Control, Close, as shown in Figure 7.4-2) to include specific, measurable, achievable, relevant, and timely criteria that help us manage scope

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Technical Response 7-29 April 7, 2016 and documentation requirements, risks, personnel, regulatory compliance, quality, schedule, and budget.

Figure 7.4-2: Project Management Approach. PMBOK-based best practices help us manage scope, documentation, risks, quality, personnel, regulatory compliance, and schedule & budget to your expectations

We know this methodology works: we’ve used it to provide on-time, on-budget services that meet or beat contract-specified SLAs on five state emissions modernization programs, including the current Massachusetts Vehicle Check Program (Figure 7.4-3).

Figure 7.4-3: Proven Management Methods/Processes on Similar Contracts. Our PMBOK-based management processes and tools have been proven to achieve positive results on similar emissions testing contracts in standard-bearing states since 1994

Similar Contract Size Results

MA Vehicle Check

Program

2,000 inspection stations, ~4.5M annual inspections

100% on-schedule services || 100% on-budget services || Only 1 missed SLA in 2015 || Shipped/tracked 26 pallets of stickers to

2,000 stations in 2015 with 0 missing/misplaced stickers

NYVIP 11,000 inspection stations, 11.5M annual inspections

100% on-schedule services || 100% on-budget services || Beat uptime SLA consistently since 1994 || Supported equipment servicing at 11,000 stations with 99% resolution rate within 2 service calls || Effective public relations campaign || Trained & certified 60,000 inspectors

NJ Motor Vehicle

I/M Program

1,100 inspection stations, 428,000 annual inspections

100% on-schedule services || 100% on-budget services || Met

100% of SLAs in 2015

Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this proposal.

Technical Response 7-30 April 7, 2016

Similar Contract Size Results

CA Next

Generation

Electronic

Transmission

(NGET) System

11,000 inspection stations, 13.5M annual inspections

100% on-schedule services || 100% on-budget services || Met

99.98% of SLAs in 2015 || 99.9% uptime in last 6 mos., beating

SLA || Help Desk issues resolved at rate of 95%

VA I/M System >500 inspection stations, >800,000 annual inspections

100% on-schedule services || 100% on-budget services ||

Consistently met VID system availability during peak hours

(99.5-99.7%) and off-peak hours (99%) || ZERO missed SLAs over contract life

During Implementation, our PM, Mr. Schneider, manages our Master PMP against a Master

Project Schedule daily to track progress using MS Project, a Schedule Baseline and Milestone

List, performance metrics/SLAs, and CPM Scheduling. He provides the Agencies with weekly schedule and status updates in Gantt charts on a regular basis to clearly show overall plan flow.

Oracle Financials are reviewed daily to ensure the project stays on budget, a Requirements

Traceability Matrix (RTM) helps Mr. Schneider manage scope, and Issues/Risk Logs and QA

Logs making sure that all issues are tracked, resolved, and communicated.

The SGS Team uses a Communications Plan to guide communications throughout Program life. The plan is updated as needed, i.e., when communications requirements change. The plan 1) identifies and defines project team member roles as they pertain to communications; 2) includes a Communications Matrix (Figure 7.4-4) that maps project communication requirements, format, frequency, and responsibilities; and 3) includes a project team directory to provide contact information for all stakeholders.

Figure 7.4-4: Communications Matrix. We’re in constant communication with each other and you to quickly address issues and provide program transparency and informed decision-making

Communication

Type Description Frequency & Format

Participants &

Distribution Deliverable/Owner

Status Report Summary of project status

Weekly/monthly during I-

Phase, monthly during O-

Phase; Email, Management

Console

PM, Project Team, Agencies

Status Report/PM

Internal Meetings Review risk and issue logs & task

/ schedule status

Weekly during I-Phase, monthly during O-Phase;

In-Person

PM, Project Team, MAC Facility

Managers

Updated Issue/Risk Log;

updated Master PMP and

Schedule; Meeting

Minutes/PM

Project Review

Meetings

Review metrics and status

Monthly during I/O-Phases or as directed by Agencies;

In-Person or as directed by

Agencies

PM, Project Team, Agencies

Presentation, Meeting

Minutes, Status

Report/PM

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Technical Response 7-31 April 7, 2016

Communication

Type Description Frequency & Format

Participants &

Distribution Deliverable/Owner

QA Meetings Finalize QA Plan and program quality metrics

Monthly during I-Phase, or as directed by Agencies;

In-person or as directed by

Agencies

QA Mgr., Agencies’ Project and Technical

Managers, Quality

Staff

Updated QA Plan, Meeting Minutes/QA

Manager

Technical Design

Review

Review designs/other technical work

As needed

In-Person

Project Team Technical Design

Package, Meeting

Minutes/PM

Executive

Steering

Committee

Meetings

Program status, issue resolution

Monthly;

In-Person

PM, Senior SGS

Executives, Agencies’ Project and Technical

Managers, other

Agency stakeholders

Meeting Minutes/PM

Ad Hoc Meetings Program status, issue resolution

As directed by Agencies As directed by

Agencies

Meeting Minutes/PM

Risk Assessment

Review Meetings

Identify, manage, and plan for risks;

qualify/quantify risks and develop response plans for risks

Weekly PM and other stakeholders as needed and as dictated by agencies

Risk Register and Action

Items/PM

During Implementation, Mr. Schneider meets with the Agencies weekly (via phone or in-person, as requested by the Agencies) and communicates with the MAC inspectors weekly; team members collaborate daily; and weekly and monthly status reports are posted to our internal MA

Program SharePoint Portal, emailed to the Agencies, and available on the Management Console via our SMART Portal once Operations begin. Monthly Executive Steering Committee meetings, held throughout Program life, ensure issues that require escalation are resolved quickly and to your satisfaction.

Figure 7.4-5 presents our Implementation timeline showing key dates, milestones and task timing/durations. All dates are estimates based on our SGS Project Implementation Schedule

(See Section 6), which is reviewed with the Agencies during the Kick-Off Meeting, revised accordingly, and provided to the Agencies by Contract Day 30. Our approach lowers schedule risks though parallel operations with our teaming partners, pre-contract task execution, and a delayed start to Covert Auditing. The delay enables us to demonstrate the stability and reliability of the modernized inspection process statewide and establish a baseline history of inspection records prior auditing inspector performance.

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Technical Response 7-32 April 7, 2016

Figure 7.4-5: Implementation Schedule.

The SGS Team Implementation Schedule (See Section 6) accounts for all MASS17 Program scope areas

During Operations, our MAC/Operations Manager, Rick Keith, communicates weekly with the

MAC inspectors and reports any issues to Mr. Schneider. Issues, like time to resolve equipment repairs, are tracked and resolved using HEAT – a call logging application/service management product of FrontRange (see Figure 7.4-6 for HEAT features). For the past 12 years, SGS has used the most up-to-date version of this tool, which is continually improving and evolving to accurately track trouble tickets for all our supported I/M programs. HEAT assigns a readily available call identification number to each call logging ticket while maintaining a call history for each inspection facility. All corresponding data is stored in the HEAT database for quick reference and reporting. Continued use of HEAT allows for the retention of existing facility call history.

Figure 7.4-6: HEAT Features. HEAT is an entirely customizable suite of modules that comprise a complete service and support solution for the Technical Support Hotline

Feature Benefit

Call Logging Provides all the necessary tools to log/track calls/incident requests from PIF/PFF facilities.

Business Process

Automation Module

(BPAM)

Automates many business processes and monitors the system for problem issues (i.e., assigns an request for service to the FST, escalation to management, or assigned group via email).

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Technical Response 7-33 April 7, 2016

Feature Benefit

Auto Ticket

Generator (ATG)

Automatically creates and updates call tickets via a variety of sources, including MAPI

(Outlook) and POP3. Can automatically respond to requests for call ticket status, and leave voice mail during/after regular business hours.

HEAT Answer

Wizard

Provides an easy selection from more than 200 predefined reports, with quick answers to business questions.

HEAT Manager's

Statistics Console

Monitors key metrics and graphically illustrates hotline status at a glance.

Quality Management 7.4.1

Quality is the responsibility of every SGS Team member. As such, every employee has the tools (e.g., software applications, documentation) and support (e.g., management guidance, QA mentoring) to deliver quality products and services. Our QA Manager, Michelle Steele, ensures process and product oversight and control via several formal QA efforts (see Section 10.5 for more detail on our QA Plan):

Project Standards Compliance – Application development standards are used.

Activities are periodically monitored to ensure that personnel are aware of, have access to, and are compliant with these standards.

Process Documentation, Definition, and Control – Repeatable and critical response operating processes are properly defined and detailed procedures are developed and documented. Activities are periodically monitored to ensure that personnel are aware of, have access to, and are compliant with processes and procedures pertinent to their operational area. Throughout the contract, and especially during Implementation, a large number of documents are drafted, reviewed, and approved by the Agencies (e.g., equipment specifications, project plans, software design documents). SGS’s mature, disciplined documentation workflow process guides and controls documentation development, which involves the following high-level control gates:

- Assign document control numbers

- Maintain SharePoint versioning

- Facilitate document creation and preparation for Agency review

- Interface with Agencies and formally track iterative review phases through final approval

Statistical Control and Analysis – Practical metrics are identified, collected, used, and reported in the Monthly QA Status Report to prevent problems and improve processes and products.

Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this proposal.

Technical Response 7-34 April 7, 2016

Performance Indicators, Monitoring, and Reporting – The system has performance monitoring tools and processes in-place, reports (e.g., SLA reports, EPA reports, network management reports) are generated and distributed to appropriate reviewers, and metrics are analyzed to prevent system problems and identify potential system improvements (see

Section 7.4.2, 10.1, and 10.5).

Data Quality – Data integrity is systematically monitored with automatic, timely reporting of anomalies accompanied by effective remediation.

Reviews and Audits – Documented processes are being followed, and audited, according to audit procedures and key components for process and product assessment, including compliance with established standards and processes. All reviews and audits follow the same basic process (Figure 7.4-7); see Section 7.4.2 for addition information about data audits.

Figure 7.4-7: Review/Audit Process. All reviews and audits follow our vetted process to ensure consistency.

Problem Resolution – Identification, assignment, analysis, resolution, and process improvement (see Section 10.6 for our Risk Management Plan).

Security – Systems and methods control, monitor, and log access to VID systems, ensuring data accuracy and integrity and supporting enforcement and investigative actions (see Section 10.4 for our Security Plan).

Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this proposal.

Technical Response 7-35 April 7, 2016

Management and Tracking Systems to Ensure Contract Performance 7.4.2

Monitoring SLA Performance – JIRA 7.4.2.1

During Implementation, prior to cutover, we use JIRA by Atlassian

TM

to monitor

Implementation SLA performance. Each deliverable or deadline with an Implementation SLA is defined as an item in JIRA with required and actual dates recorded; information is fed into our

SMART Portal, which, upon cutover, becomes your Management Console. We prepare official

SLA performance reports monthly and email them to the Agencies by the fifth business day of the following month during Implementation.

During Operations, we use the process shown in Figure 7.4-8 to monitor SLA compliance.

Figure 7.4-8: Process to Monitor SLA Compliance. Our process enables quick resolutions of issues

Our Chief Data Analyst creates database triggers to automatically identify out-of-tolerance or poorly trending conditions. Daily summary reports document significant deficiencies and deviations from required performance as non-conformance to the quality program, and such deficiencies will be addressed in accordance with the QA Plan. Appropriate managers (Hotline, Field Service, and QA) receive the report and implement quick corrective action if needed. We deliver monthly summary SLA reports to the Agencies. During Operations, SLA reports are handled within SMART in the Management Console. Reports can be scheduled for automatic delivery or produced on demand and will be available by the fifth business day of each month;

our Data Analyst also performs any ad hoc reporting as directed by the Agencies.

Data audits may also reveal potential fraudulent activity. Findings related to potential fraud are documented and delivered to the QA Manager and PM for review and delivery to the Agencies.

Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this proposal.

Technical Response 7-36 April 7, 2016

Fraudulent activity by any SGS personnel are handled by the QA, Program, and HR Managers in accordance with applicable HR and Integrity Policies. Information regarding potential fraudulent activity by inspection facilities is delivered to the Agencies personnel for investigation and enforcement.

Monitoring and Tracking System Changes – JIRA 7.4.2.2

SGS establishes and maintains a secure, web-based Change Management System accessible via the SMART Portal/Management Console to track system changes. The JIRA incident-tracking tool captures all change requests and information related to the change, and also allows supporting documentation to be attached to the incident. JIRA contains all Change Management

Request (CMR) information for reporting purposes, provides links to other related change requests, and references previous CMRs. Authorized Agency personnel are provided access to

JIRA via the Management Console/our SMART Portal.

Our 19-Step Change Management Control Process (Figure 7.4-9) ensures any program modification is made without interrupting operations. Either the Agencies or any SGS team member may create a Change Request (CR). All CRs are tracked and maintained by our PM, and subject to both SGS and Agency approvals before implementation.

Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this proposal.

Technical Response 7-37 April 7, 2016

Figure 7.4-9: Change Management Control Process. Our proven CM process ensures any program modification is made without interrupting operations

CRs are reviewed by our Change Control Board (CCB), which includes the PM, Systems

Manager, Infrastructure Manager, and QA Manager, based on four priorities (Figure 7.4-10).

Most incidents are automatically escalated by the JIRA Incident Management Tool. Issues may also be escalated by changing their priority (for those roles allowed to do so), which also changes the required resolve-by date and associated escalations. For enhancements, the CCB engages

Team and Agency SMEs for an impact analysis.

Figure 7.4-10: Prioritizing Incidents. Prioritization promotes quick and effective resolution

Priority Definition Resolution

Timeframe

P1 An incident that either has had an impact or has the potential to have an impact on the ability to perform one or more mission-critical functions, or, one that has compromised data integrity for any stakeholder

Immediate

P2 An incident that has had an impact on the ability to perform mission-critical function(s) with a workaround that can only be sustained for a short period of time (up to 2 weeks), or one that has had an impact on the ability to perform non-mission-critical function(s) but that negatively impacts the ability to provide adequate customer service to any stakeholder or to perform tasks required with no workaround

As soon as possible

(cannot wait for next scheduled release)

Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this proposal.

Technical Response 7-38 April 7, 2016

Priority Definition Resolution

Timeframe

P3 An enhancement that has been requested or an incident that has limited impact on the ability to perform customer service, or for which there is a workaround, or on that has had limited impact on the ability to perform customer service with a workaround that can be sustained to next release.

Next scheduled release

P4 An incident that has had no impact on the ability to perform customer service.

A change is justified and necessary but can wait until resources are available to build, test, and implement.

Future release as resources become available

Emergency CM Approval Process – Emergency incidents receive our highest-priority attention. Our 8-Step Emergency Request Approval Process (Figure 7.4-11) is only used to expedite the CM process to fix critical issues. Working collaboratively with the Agencies, we review emergency changes after implementation to verify all quality standards have been met.

Figure 7.4-11: Emergency Request Approval Process. We have a specific process in-place to resolve emergency incidents.

Internal Issue Tracking System – On the current Massachusetts contract – and other state emission inspections contracts in California, New Jersey, New York, and Virginia – we have provided our clients with an internal Issue Tracking System (ITS) and process to detect and track any system defects throughout contract life. We employ an Information Technology

Infrastructure Library (ITIL)-based service management process that uses JIRA to identify, validate/prioritize, analyze, track/report, and resolve/close issues quickly (Figure 7.4-12).

Figure 7.4-12: Service Management Process. Using an IT best practice process (ITIL) promotes efficiency, compliance, and rapid resolution of any issue

We identify project team members who have authority to identify issues that require escalation, those who confirm that the escalation is valid course of action, and those with the

Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this proposal.

Technical Response 7-39 April 7, 2016 ultimate authority to resolve the item. For example, if an issue cannot be resolved, the PM escalates it to the Executive Steering Committee. Within the JIRA, incidents can be created with one of four priorities, designated P1 through P4. Each priority has an associated escalation timeframe. Most incidents are automatically escalated by the JIRA Incident Management Tool.

Issues may also be escalated by changing their priority (for those roles allowed to do so), which also changes the required resolve-by date and associated escalations.

Risk/Problem Management 7.4.3

SGS recognizes that all programs entail risk and require a comprehensive risk management approach (See Section 10.6). Figure 7.4-13 presents a summary of the aspects of our solution that mitigate the primary program risks identified during our comprehensive RFR analysis and solution development efforts. Each risk condition is presented along with the assessed likelihood

(H/M/L) of occurrence if not identified, understood and mitigated. We’ve included the potential impacts to the program and our proposed mitigations to lessen the likelihood and minimize impacts should the Risk Event occur. This list will be verified, maintained, and revised during

Implementation to account for each of our performance commitments (SLAs) to the Agencies.

Figure 7.4-13: Potential Key Problems and Mitigating Approaches. Identifying and mitigating potential problems before the contract even starts reduces risk

Risk Event Likelihood Potential Impacts Proposed Mitigations

Bidder does not fully understand the

Massachusetts inspection process

L Flaws in workstation-provided inspector guidance

Flaws in workstation software logic

Flaws in ALARS interface

Lost or inaccurate

Inspection data

SGS incumbency (providing workstations and software, the VID, and ALARS interface) plus experience in providing similar support to CA, NY, VA, and NJ, gives us unique ability to ensure integrity of inspection data transitioned into new VID and properly synchronized with ALARS

Bidder's approach for connecting workstations to the network is complicated, involving excessive setup and configuration

L Program implementation delay

Excessive inspection station downtime

Only simple Internet access is required to connect our workstations to the network; in most cases, reuse existing internet connections at all stations

Impact of loading large

Inspection video files to the VID

M Upload of large inspection video data files from inspections delays capability of workstation to access

VID for new inspections

Delayed station inspection productivity

Video compression and sized Internet connectivity bandwidth ensures effective, scalable data management

Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this proposal.

Technical Response 7-40 April 7, 2016

Risk Event Likelihood Potential Impacts Proposed Mitigations

Bidder workstation is expensive, inefficient, ineffective, or difficult to operate, prompting

Agencies to authorize use of workstations from alternate supplier

L Impacts on support, the supply of consumables, interoperability with

VID

Data security issues

Lost inspection data

Affordable workstation and software fully integrated with VID and fully supported Commonwealth-wide

Insufficient ASE L-1 certified RRT personnel to respond to Inspection

Interrupts

M Increase in failed inspections

Decreased inspection quality

Auto-generated HEAT tickets to summon the expertise of historically underutilized ASE L-1 certified RRT personnel at the MACs to provide video conference response to

Inspection Interrupts

Ineffective plan to migrate data from existing VISITS to proposed VISITS application, including

VISITS data entered by field investigators until the end of existing program on

September 30, 2017

M Delayed transition of legacy VISITS application and database to the new, tablet-based application with

VISITS data integrated into VID

Applying experience in migration of large databases to migration of VISITS data into VID ensures data structure is correct and fully tested before final migration takes place on September 30, Inspector training curricula not approved by

Massachusetts

L Schedule delay

Inability to meet SLAs

Experienced and industry-recognized expert as Lead Training/Curricula

Developer; back-up experienced local training options identified (e.g., MA vocational schools)

Bridge classroom management software problems connecting with

VID

L Schedule delay

Inability to meet SLAs

SGS Software proposed has been used on past training efforts with other web-based platforms plus experience with multiple, similar applications.

Mass17 Workstation orientation training does not train enough inspectors before October 1, 2017

M Schedule delay

Inability to meet SLAs

Apply training plan that successfully trained up to 20,000 students per month in NY (Computer Based Training cannot be finalized until ATP/Beta testing of workstation is complete)

Massachusetts fails to receive new FMCSA accreditation

L Schedule delay

Cost increase

Po…