Solicitation TP-22-2789 Q and A.pdf

Solicitation# TP-22-2789 Cloud-Based Enterprise Resource Planning (ERP) Systems Integration Services

Responses to questions submitted by Proposers

Qn # Question Answer

Does the University System intend to continue the rollout of PBCS or will you be moving to Workday’s Adaptive planning solution as part of the ATP implementation?

This will be determined through a cost/benefit analysis during the Planning stage.

Regarding Section 4.4.2 on page 38: the sequential numbering skips

4.4.2.5. Is there corresponding text that is missing?

No, there is no missing text. This was an error in the authoring of the RFP document.

Can UWSA share the SKUs that are being purchased from Workday?

Are there any SKUs you are purchasing that are not in scope for this

RFP?

The SKUs included in the planned subscription are HCM, CCB, USP, LRN, MCNF, REC, PLNF, PLNW, PRA, TT, FIN, GM, PRJT, EXP, PRO, INV with options for SRC, WSS. Cost/Benefit analysis will be performed to make final determinations on scope for TT, LRN, PLNF, PRA, SRC. WSS is not in scope for this RFP.

Is Workday Prism in scope for deployment? If yes, has UWSA identified deployment uses cases for Workday Prism that are in-scope?

Please see answer to question #3.

Attachment C: Can UWSA confirm what values are expected in column C and D of the Proposer Resource Allocation form? Our interpretation is that we should populate an estimated percentage onsite (column C) and remote (column D), per role. Is this correct?

UWSA is trying to understand what resources you are proposing that will work on this project if you are awarded. This two columns are intended to show where these resources will be working/located (i.e.

Onsite vs Remote). You simply need to put an "X" in one of the two columns, where the employees will be working.

We are trying to respond to Cloud-Based Enterprise Resource Planning (ERP) Systems Integration Services, where to submit the questions and can we also after due date please let me know.

Questions are due by midnight on 7/9/21. Questions must be emailed to tpooler@uwsa.edu.

What problems are you trying to solve by transitioning to Workday at any level?

Please see the ATP business case.

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Responses to questions submitted by Proposers

What level of staff participation do you see committing to the project, and from where? a. Full-time vs. part-time b. Definition of full & part-time, c. From what areas of the organization will the FT & PT come from?

UW plans for fully dedicated (100%) project staff in ATP except in cases where fully dedicated staff would not make sense. ATP staff may be hired from existing units within UW System, or hired as new UW employees.

What are the top (three at least?) systemic issues/challenges potentially impacting the project and why? a. Other key challenges of from any source (business or technology)?

ATP shares issues common with similar projects of this size and magnitude. Some of the issues that most impact the project are:

• Decision-making: time to decision and decision persistence. ATP will need to maintain a strong and effective governance structure for a UW System-wide deployment.

• Maintaining buy-in: a multi-year project will necessitate stakeholders keep in mind goals and objectives of ATP while long periods of high-detail work occur.

• Staffing: ensuring the right people comprise the project team; this may be more difficult post-pandemic as some units at the UW have endured budget cuts.

• Scope: a multi-year project will necessitate strict adherence to scope defined during Planning stage.

• Unknowns: a multi-year project may be faced with external pressures and factors (e.g. pandemic, regulations, compliance).

Is the intention of the UW, the bulk of the HR data to be delivered to the campus consumer via a new interface into their existing reporting delivery system?

While integrations into some existing systems are likely to be in scope, ATP intends to implement a new data and reporting strategy that replaces existing enterprise-wide reporting delivery systems and reduces many existing ancillary reporting delivery systems.

Is there a list of organizations on campus that would be leveraged for messaging and support for the project (academic senate, deans, associate deans, school leadership groups, etc.)?

Yes, ATP has built an extensive map of stakeholders and stakeholder groups across the entire UW System, not only one campus.

Engagement is a key tenet in the ATP Change team, and frequent updates are made to these lists.

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Responses to questions submitted by Proposers

Level of Engagement and Validation- breakdown of academic, management, and staff roles by location?

If information is being sought about employment categories, that is available at the UW System Accountability Dashboard (https://www.wisconsin.edu/accountability/).

If this question is following from question #11, these metrics are being tracked by the ATP Engagement team.

How open/committed are they to regular communication to their stakeholders regarding the project’s progress, information, needs, and successes?, a. Email, b. Town hall meetings, c. Newsletter, d. Project website, e. Other, ATP has developed a robust Communications and Engagement function. ATP has demonstrated a high level of commitment to both communication to and engagement with stakeholders regarding all aspects of the project. Regular communications on the project's process are already occurring to all functional areas and to leaders across all UW institutions.

What is the expectation of UW in regard to training to the appropriate staff, or are you looking to the vendor to determine and guide?

UW expects learning and development opportunities - including but not limited to training on the ERP - to be fundamental to its staff. ATP has already built a Learning & Development function with dedicated staff who are already building curriculum. UW expects the awarded vendor to support and assist in the development of this vital component of the program. Please see Table 3 in Section 1.2.4 of the RFP for additional specifics.

What areas of the organization do they feel will likely provide the most resistance to change and acceptance of the new system?

Resistance to change is expected at all levels. ATP has invested in building an extensive Change program over the last two years with focuses on Communications, Engagement, and Learning & Development. Maintaining buy-in across stakeholder groups will be a constant focus for the duration of the project. It is anticipated that the most resistance to change will be from stakeholders who perceive ATP is happening to them rather than with them.

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Responses to questions submitted by Proposers

Does the UW have approach to the configure & prototype and test cycles? a. In other words, a more integrated approach. This could be leveraged most effectively in conjunction with change management and training.

ATP is open to hearing recommendations on approaches from proposers on configure & prototype and test cycles.

Is there any contingency budget if the project goes longer than expected?

The Cost sheet is set up to collect and compare maximum costs (I.e. do not exceed amounts) quoted by each vendor. Vendors will bill on actual costs (i.e. hours x rate) but the total costs will not exceed the sum of the do not exceed costs from all of the phases.

What is the involvement of Workday in this implementation? a. Will UW have a dedicated resource(s) to assist in Q&A, configuration, customization, integration, etc.

In addition to the awarded vendor on this RFP, UW will be engaging Workday Professional Services for deployment and production activities as is customary with Workday implementations.

What is the involvement of Workday in this implementation? a. Will UW have a dedicated resource(s) to assist in Q&A, configuration, customization, integration, etc.

See Response to Question #18

How prepared do they feel they are to accept Workday’s system processes and forgo the “way we do it today”? a. How will they arbitrate disputes to standardize all processes amongst their various units, and what level of buy-in do they have for that process?

ATP is prepared to configure and implement "out of the box" processes from Workday until they can be proven to not meet UW's desired outcomes. Process standardization across UW System will be set and reinforced through strong project governance.

What level of customizations is expecting from Workday? ATP seeks configuration rather than customization. However, more robust solutions - through customizations or ancillary technology - may need to be considered at certain points. At this time, this question cannot be answered with more precision until later in the Planning stage.

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Responses to questions submitted by Proposers

Does the UW have existing workflow business process maps? a. If so, when were they last updated? b. It is mention providing change strategy support. Are you planning on extensive business process reengineering? i. Is there a plan for this & if so, what is it? ii. Is UW prepared to have heavy involvement in redesigning their processes (collaborative with the vendor), or do they expect the vendor to do it all for them & then they review? iii. Does UW have a existing BPR group, and if so, will they be deployed to this project?

• UW does have some existing business process maps with varied formats and review dates.

• Please refer to RFP Section 1.1, 1.2, 1.2.4 for answers to b.i and b.ii.

• UW does have some BPR resources available for consultation, but not for deployment to this project.

Regarding the pricing sheets, is the intent that the “Not to Exceed Bid” on line 6 of the various tabs should equal the build-up of the project staffing details?

See Response to Question #17

Throughout the COVID-19 pandemic, we continued to work successfully in a remote setting with many of our higher education clients. We understand that the University is allowing flexible work schedules (example: UW Madison Remote Work Policy -https://policy.wisc.edu/library/UW-5087 ). As it relates to the requirements in section 4.4.3.3, would you allow the selected vendor to work with program leadership to develop alternate work models that could improve efficiency and cost effectiveness?

Yes, UW and ATP encourage discussing the best way for the project team to work, including remote work models, that will maximize efficiency and cost effectiveness.

Please provide the inventory of items that would be scored, scoring criteria, and weight for each as it relates to the evaluation of Sections

4.3 and 4.4.

This information is in the solicitation, section 5, Evaluation and Award of Contract(s).

In section 2.2, the submittal instructions indicate an electronic submission, but then there is a return address label underneath that.

Is there anything required to be submitted in a format other than electronically?

No, all responses to this solicitation must be submitted electronically.

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