HomeMy WebLinkAbout2019-09-10; City Council; Resolution 2019-160RESOLUTION NO. 2019-160
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CARLSBAD,
CALIFORNIA, AUTHORIZING THE CITY MANAGER TO EXECUTE A
PROFESSIONAL SERVICE MASTER AGREEMENT FOR INFORMATION
TECHNOLOGY PROJECT MANAGEMENT SERVICES WITH PUBLIC
CONSULTING GROUP, INC (PCG) FOR AN AMOUNT NOT TO EXCEED
$1,500,000 FOR A THREE YEAR PERIOD.
WHEREAS, the City Council of the City of Carlsbad, California has determined that having
available project management consultants for professional services that facilitate the timely
completion of information technology projects is needed ; and
WHEREAS, the Information Technology Department solicited, received, and reviewed
Statements of Qualifications (SOQs) for professional services consistent with the Carlsbad Municipal
Code Section 3.28.060; and
WHEREAS, following a review and ranking of the SOQs based on a weighted scoring system staff
recommends that PCG, Inc is qualified and provides a best value to the City of Carlsbad in the discipline
of project management; and
WHEREAS, expenditures for the professional services are subject to availability of budget
appropriations associated with information technology projects.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad, California, as
follows:
1. That the above recitations are true and correct.
2. That the City Council hereby authorizes the City Manager to execute the Professional
Service Master Agreement with PCG, Inc in an amount not to exceed $1,500,000 over a
three year period (Attachment A).
Sept. 10, 2019 Item #2 Page 5 of 113
Exhibit 1
PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council of the City of
Carlsbad on the 10th day of September 2019, by the following vote, to wit:
AYES:
NAYS:
ABSENT:
Hall, Blackburn, Bhat-Patel, Schumacher, Hamilton.
None.
None.
"k, J nZ Jtlw--,
~RBARA ENGLESON, City Clerk
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Sept. 10, 2019 Item #2 Page 6 of 113
MASTER AGREEMENT FOR INFORMATION TECHNOLOGY PROJECT MANAGEMENT
SERVICES
PUBLIC CONSUL TING GROUP, INC
1 THIS AGREEMENT is made and entered into as of the J:J.-t-b day of )b~.gwro~, 201:i_, by and between the CITY OF CARLSBAD, a municipal
corpora ¥n, hereinafter referred to as "City", and Public Consulting Group, Inc a corporation,
hereinafter referred to as "Contractor."
RECITALS
A. City requires the professional services of an information technology consulting firm
that is experienced in information technology project management.
B. The professional services are required on a non-exclusive, project-by-project
basis.
C. Contractor has the necessary experience in providing professional services and
advice related to information technology project management.
D. Contractor has submitted a proposal to City and has affirmed its willingness and
ability to perform such work.
NOW, THEREFORE, in consideration of these recitals and the mutual covenants
contained herein, City and Contractor agree as follows:
1. SCOPE OF WORK
City retains Contractor to perform, and Contractor agrees to render, those services (the
"Services") that are defined in attached Exhibit "A", which is incorporated by this reference in
accordance with this Agreement's terms and conditions. To the extent any of the terms in any
exhibit to this Agreement conflict, in whole or part, with the terms of this Agreement, the terms of
this Agreement shall prevail.
Contractor's obligations with respect to any project granted to Contractor under this Agreement
will be as specified in the Task Description for the project (see paragraph 5 below).
2. STANDARD OF PERFORMANCE
While performing the Services, Contractor will exercise the reasonable professional care and skill
customarily exercised by reputable members of Contractor's profession practicing in the
Metropolitan Southern California Area, and will use reasonable diligence and best judgment while
exercising its professional skill and expertise.
3. TERM
The term of this Agreement will be effective for a period of three (3) years from the date first above
written. The City Manager may amend the Agreement to extend it for two (2) additional one (1)
year periods or parts thereof. Extensions will be based upon a satisfactory review of Contractor's
performance, City needs, and appropriation of funds by the City Council. The parties will prepare
a written amendment indicating the effective date and length of the extended Agreement.
4. PROGRESS AND COMPLETION
The work for any project granted to Contractor pursuant to this Agreement will begin within ten
( 10) days after receipt of notification to proceed by City and be completed within the time specified
in the Task Description for the project (see paragraph 5 below). Extensions of time for a specific
City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 7 of 113
Task Description may be granted if requested by Contractor and agreed to in writing by the City
Manager or the Division Director as authorized by the City Manager ("Director"). The City
Manager or Director will give allowance for documented and substantiated unforeseeable and
unavoidable delays not caused by a lack of foresight on the part of Contractor, or delays caused
by City inaction or other agencies' lack of timely action. In no event shall a specific Task
Description exceed the term of this Agreement.
5. COMPENSATION
The cumulative total for all projects allowed pursuant to this Agreement will not exceed five
hundred thousand dollars ($500,000) per Agreement year. If the City elects to extend the
Agreement, the amount shall not exceed five hundred thousand dollars ($500,000) per Agreement
year. The total amount of the Agreement shall not exceed one million five hundred thousand
dollars ($1,500,000) for the initial three year term. Fees will be paid on a project-by-project basis
and will be based on Contractor's Schedule of Rates specified in Exhibit "A". Prior to initiation of
any project work by Contractor, City shall prepare a Project Task Description and Fee Allotment
(the "Task Description") which, upon signature by Contractor and for City, the City Manager or
Director, will be considered a part of this Agreement. The Task Description will include a detailed
scope of services for the particular project being considered and a statement of Contractor's fee
to complete the project in accordance with the specified scope of services. The Task Description
will also include a description of the method of payment and will be based upon an hourly rate,
percentage of project complete, completion of specific project tasks or a combination thereof.
6. STATUS OF CONTRACTOR
Contractor will perform the Services in Contractor's own way as an independent contractor and
in pursuit of Contractor's independent calling, and not as an employee of City. Contractor will be
under control of City only as to the result to be accomplished, but will consult with City as
necessary. The persons used by Contractor to provide services under this Agreement will not be
considered employees of City for any purposes.
The payment made to Contractor pursuant to the Agreement will be the full and complete
compensation to which Contractor is entitled. City will not make any federal or state tax
withholdings on behalf of Contractor or its agents, employees or subcontractors. City will not be
required to pay any workers' compensation insurance or unemployment contributions on behalf
of Contractor or its employees or subcontractors. Contractor agrees to indemnify City within thirty
(30) days for any tax, retirement contribution, social security, overtime payment, unemployment
payment or workers' compensation payment which City may be required to make on behalf of
Contractor or any agent, employee, or subcontractor of Contractor for work done under this
Agreement. At the City's election, City may deduct the indemnification amount from any balance
owing to Contractor.
7. SUBCONTRACTING
Contractor will not subcontract any portion of the Services without prior written approval of City.
If Contractor subcontracts any of the Services, Contractor will be fully responsible to City for the
acts and omissions of Contractor's subcontractor and of the persons either directly or indirectly
employed by the subcontractor, as Contractor is for the acts and omissions of persons directly
employed by Contractor. Nothing contained in this Agreement will create any contractual
relationship between any subcontractor of Contractor and City. Contractor will be responsible for
payment of subcontractors. Contractor will bind every subcontractor and every subcontractor of
a subcontractor by the terms of this Agreement applicable to Contractor's work unless specifically
noted to the contrary in the subcontract and approved in writing by City.
2 City Attorney Approved Version 6/12/18
Sept. 10, 2019 Item #2 Page 8 of 113
8. OTHER CONTRACTORS
The City reserves the right to employ other Contractors in connection with the Services.
9. INDEMNIFICATION
Contractor agrees to indemnify and hold harmless the City and its officers, officials, employees
and volunteers from and against all claims, damages, losses and expenses including attorneys
fees arising out of the performance of the work described herein caused by any willful misconduct
or negligent act or omission of the Contractor, any subcontractor, anyone directly or indirectly
employed by any of them or anyone for whose acts any of them may be liable.
The parties expressly agree that any payment, attorney's fee, costs or expense City incurs or
makes to or on behalf of an injured employee under the City's self-administered workers'
compensation is included as a loss, expense or cost for the purposes of this section, and that this
section will survive the expiration or early termination of this Agreement.
10. INSURANCE
Contractor will obtain and maintain for the duration of the Agreement and any and all
amendments, insurance against claims for injuries to persons or damage to property which may
arise out of or in connection with performance of the services by Contractor or Contractor's
agents, representatives, employees or subcontractors. The insurance will be obtained from an
insurance carrier admitted and authorized to do business in the State of California. The insurance
carrier is required to have a current Best's Key Rating of not less than "A-:VII"; OR with a surplus
line insurer on the State of California's List of Approved Surplus Line Insurers (LASLI) with a rating
in the latest Best's Key Rating Guide of at least "A:X"; OR an alien non-admitted insurer listed by
the National Association of Insurance Commissioners (NAIC) latest quarterly listings report.
10.1 Coverages and Limits. Contractor will maintain the types of coverages and minimum limits
indicated below, unless Risk Manager or City Manager approves a lower amount. These minimum
amounts of coverage will not constitute any limitations or cap on Contractor's indemnification
obligations under this Agreement. City, its officers, agents and employees make no representation
that the limits of the insurance specified to be carried by Contractor pursuant to this Agreement
are adequate to protect Contractor. If Contractor believes that any required insurance coverage
is inadequate, Contractor will obtain such additional insurance coverage, as Contractor deems
adequate, at Contractor's sole expense. The full limits available to the named insured shall also
be available and applicable to the City as an additional insured.
10.1.1 Commercial General Liability (CGL) Insurance. Insurance written on an
"occurrence" basis, including personal & advertising injury, with limits no less than $2,000,000 per
occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply
separately to this projecUlocation or the general aggregate limit shall be twice the required
occurrence limit.
10.1.2 Automobile Liability. (if the use of an automobile is involved for Contractor's
work for City). $2,000,000 combined single-limit per accident for bodily injury and property
damage.
10.1.3 Workers' Compensation and Employer's Liability. Workers' Compensation
limits as required by the California Labor Code. Workers' Compensation will not be required if
Contractor has no employees and provides, to City's satisfaction, a declaration stating this.
3 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 9 of 113
10.1.4 Professional Liability. Errors and omIssIons liability appropriate to
Contractor's profession with limits of not less than $1,000,000 per claim. Coverage must be
maintained for a period of five years following the date of completion of the work.
10.2. Additional Provisions. Contractor will ensure that the policies of insurance required under
this Agreement contain, or are endorsed to contain, the following provisions:
10.2.1 The City will be named as an additional insured on Commercial General
Liability which shall provide primary coverage to the City.
10.2.2 Contractor will obtain occurrence coverage, excluding Professional
Liability, which will be written as claims-made coverage.
10.2.3 This insurance will be in force during the life of the Agreement and any
extensions of it and will not be canceled without thirty (30) days prior written notice to City sent
by certified mail pursuant to the Notice provisions of this Agreement.
10.3 Providing Certificates of Insurance and Endorsements. Prior to City's execution of this
Agreement, Contractor will furnish certificates of insurance and endorsements to City.
10.4 Failure to Maintain Coverage. If Contractor fails to maintain any of these insurance
coverages, then City will have the option to declare Contractor in breach, or may purchase
replacement insurance or pay the premiums that are due on existing policies in order to maintain
the required coverages. Contractor is responsible for any payments made by City to obtain or
maintain insurance and City may collect these payments from Contractor or deduct the amount
paid from any sums due Contractor under this Agreement.
10.5 Submission of Insurance Policies. City reserves the right to require, at anytime, complete
and certified copies of any or all required insurance policies and endorsements.
11. BUSINESS LICENSE
Contractor will obtain and maintain a City of Carlsbad Business License for the term of the
Agreement, as may be amended from time-to-time.
12. ACCOUNTING RECORDS
Contractor will maintain complete and accurate records with respect to costs incurred under this
Agreement. All records will be clearly identifiable. Contractor will allow a representative of City
during normal business hours to examine, audit, and make transcripts or copies of records and
any other documents created pursuant to this Agreement. Contractor will allow inspection of all
work, data, documents, proceedings, and activities related to the Agreement for a period of three
(3) years from the date of final payment under this Agreement.
13. OWNERSHIP OF DOCUMENTS
All work product produced by Contractor or its agents, employees, and subcontractors pursuant
to this Agreement is the property of City. In the event this Agreement is terminated, all work
product produced by Contractor or its agents, employees and subcontractors pursuant to this
Agreement will be delivered at once to City. Contractor will have the right to make one (1) copy
of the work product for Contractor's records.
4 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 10 of 113
14. COPYRIGHTS
Contractor agrees that all copyrights that arise from the services will be vested in City and
Contractor relinquishes all claims to the copyrights in favor of City.
15. NOTICES
The name of the persons who are authorized to give written notice or to receive written notice on
behalf of City and on behalf of Contractor under this Agreement are:
For City:
Name
Title
Dept
Address
Phone
Maria Callander
IT Director
Information Technology
CITY OF CARLSBAD
1635 Faraday Ave
Carlsbad, CA 92008
760.602.2454
For Contractor:
Name
Title
Address
Phone
Email
Sally Nagy
Engagement Manager
621 Capital Mall, Ste. 1425
Sacramento, CA 95814
(916) 565-8090
swangy@pcgus.com
Each party will notify the other immediately of any changes of address that would require any
notice or delivery to be directed to another address.
16. CONFLICT OF INTEREST
Contractor shall file a Conflict of Interest Statement with the City Clerk in accordance with the
requirements of the City of Carlsbad Conflict of Interest Code. The Contractor shall report
investments or interests in all categories.
YesD No~
17. GENERAL COMPLIANCE WITH LAWS
Contractor will keep fully informed of federal, state and local laws and ordinances and regulations
which in any manner affect those employed by Contractor, or in any way affect the performance
of the Services by Contractor. Contractor will at all times observe and comply with these laws,
ordinances, and regulations and will be responsible for the compliance of Contractor's services
with all applicable laws, ordinances and regulations.
Contractor will be aware of the requirements of the Immigration Reform and Control Act of 1986
and will comply with those requirements, including, but not limited to, verifying the eligibility for
employment of all agents, employees, subcontractors and consultants whose services are
required by this Agreement.
18. DISCRIMINATION AND HARASSMENT PROHIBITED
Contractor will comply with all applicable local, state and federal laws and regulations prohibiting
discrimination and harassment.
19. DISPUTE RESOLUTION
If a dispute should arise regarding the performance of the Services the following procedure will
be used to resolve any questions of fact or interpretation not otherwise settled by agreement
between the parties. Representatives of Contractor or City will reduce such questions, and their
respective views, to writing. A copy of such documented dispute will be forwarded to both parties
involved along with recommended methods of resolution, which would be of benefit to both
parties. The representative receiving the letter will reply to the letter along with a recommended
5 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 11 of 113
method of resolution within ten (10) business days. If the resolution thus obtained is unsatisfactory
to the aggrieved party, a letter outlining the disputes will be forwarded to the City Manager. The
City Manager will consider the facts and solutions recommended by each party and may then opt
to direct a solution to the problem. In such cases, the action of the City Manager will be binding
upon the parties involved, although nothing in this procedure will prohibit the parties from seeking
remedies available to them at law.
20. TERMINATION
In the event of the Contractor's failure to prosecute, deliver, or perform the Services, City may
terminate this Agreement for nonperformance by notifying Contractor by certified mail of the
termination. If City decides to abandon or indefinitely postpone the work or services contemplated
by this Agreement, City may terminate this Agreement upon written notice to Contractor. Upon
notification of termination, Contractor has five (5) business days to deliver any documents owned
by City and all work in progress to City at the address contained in this Agreement. City will make
a determination of fact based upon the work product delivered to City and of the percentage of
work that Contractor has performed which is usable and of worth to City in having the Agreement
completed. Based upon that finding City will determine the final payment of the Agreement.
Either party upon tendering thirty (30) days written notice to the other party may terminate this
Agreement. In this event and upon request of City, Contractor will assemble the work product and
put it in order for proper filing and closing and deliver it to City. Contractor will be paid for work
performed to the termination date; however, the total will not exceed the lump sum fee payable
under this Agreement. City will make the final determination as to the portions of tasks completed
and the compensation to be made.
21. COVENANTS AGAINST CONTINGENT FEES
Contractor warrants that Contractor has not employed or retained any company or person, other
than a bona fide employee working for Contractor, to solicit or secure this Agreement, and that
Contractor has not paid or agreed to pay any company or person, other than a bona fide
employee, any fee, commission, percentage, brokerage fee, gift, or any other consideration
contingent upon, or resulting from, the award or making of this Agreement. For breach or violation
of this warranty, City will have the right to annul this Agreement without liability, or, in its discretion,
to deduct from the Agreement price or consideration, or otherwise recover, the full amount of the
fee, commission, percentage, brokerage fees, gift, or contingent fee.
22. CLAIMS AND LAWSUITS
By signing this Agreement, Contractor agrees that any Agreement claim submitted to City must
be asserted as part of the Agreement process as set forth in this Agreement and not in anticipation
of litigation or in conjunction with litigation. Contractor acknowledges that if a false claim is
submitted to City, it may be considered fraud and Contractor may be subject to criminal
prosecution. Contractor acknowledges that California Government Code sections 12650 et seq.,
the False Claims Act applies to this Agreement and, provides for civil penalties where a person
knowingly submits a false claim to a public entity. These provisions include false claims made
with deliberate ignorance of the false information or in reckless disregard of the truth or falsity of
information. If City seeks to recover penalties pursuant to the False Claims Act, it is entitled to
recover its litigation costs, including attorney's fees. Contractor acknowledges that the filing of a
false claim may subject Contractor to an administrative debarment proceeding as the result of
which Contractor may be prevented to act as a Contractor on any public work or improvement for
a period of up to five (5) years. Contractor acknowledges debarment by another jurisdiction is
grounds for City to terminate this Agreement.
6 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 12 of 113
23. JURISDICTIONS AND VENUE
Any action at law or in equity brought by either of the parties for the purpose of enforcing a right
or rights provided for by this Agreement will be tried in a court of competent jurisdiction in the
County of San Diego, State of California, and the parties waive all provisions of law providing for
a change of venue in these proceedings to any other county.
24. SUCCESSORS AND ASSIGNS
It is mutually understood and agreed that this Agreement will be binding upon City and Contractor
and their respective successors. Neither this Agreement nor any part of it nor any monies due or
to become due under it may be assigned by Contractor without the prior consent of City, which
shall not be unreasonably withheld.
25. ENTIRE AGREEMENT
This Agreement, together with any other written document referred to or contemplated by it, along
with the purchase order for this Agreement and its provisions, embody the entire Agreement and
understanding between the parties relating to the subject matter of it. In case of conflict, the terms
of the Agreement supersede the purchase order. Neither this Agreement nor any of its provisions
may be amended, modified, waived or discharged except in a writing signed by both parties.
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7 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 13 of 113
26. AUTHORITY
The individuals executing this Agreement and the instruments referenced in it on behalf of
Contractor each represent and warrant that they have the legal power, right and actual authority
to bind Contractor to the terms and conditions of this Agreement.
Executed by Contractor this 3 day of b m~ , 2011_.
CONTRACTOR
By:
City Manager
W l \\ \ ~ S:,. ~ ~ <J"'l,,..U.\L\) Pv--(_ ~
(print name/title) ' ATTEST:
By,~k~~ ~ jL_ l_~ (!1rLWM~
(si~er~ ~ARA ENGLESON ~:ti;_, k S-~ l( \..., ..._, t-v--, .sJ. City Clerk
(print name/title)
Proper notarial acknowledgment of execution by Contractor must be attached. If a corporation,
Agreement must be signed by one corporate officer from each of the following two groups:
Group A
Chairman,
President, or
Vice-President
Group B
Secretary,
Assistant Secretary,
CFO or Assistant Treasurer
Otherwise, the corporation must attach a resolution certified by the secretary or assistant
secretary under corporate seal empowering the officer(s) signing to bind the corporation.
CITY OF CARLSBAD, a municipal corporation of the State of California
APPROVED AS TO FORM:
:~LIA Uil:~ Attorney
Assistant City Attorney
8 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 14 of 113
Commonwealth of Massachusetts
County of Suffolk
On this~ day of ~1"" 2019, before me Diane E. Casey, the undersigned
officer, personally appeared William S. Mosakowski, who acknowledged himself
to be the President and CEO of Public Consulting Group, Inc., and that such
William S. Mosakowski, being authorized to do so, executed the foregoing
instrument for the purposes therein contained.
Commonwealth of Massachusetts
County of Suffolk
~ DIANE E CASEY
@ Notary Public
COMMONWEALTH OF MASSACHUSETTS
My Commission Expires On
January 22. 2021
On this --3_ day of ~ l-2019, before me Diane E. Casey, the undersigned
officer, personally appwd Stephen S. Skinner, who acknowledged himself to be
the Secretary of Public Consulting Group, Inc., and that such Stephen P. Skinner,
being authorized to do so, executed the foregoing instrument for the purposes
therein contained.
~ DIANE E CASEY ® Notary Public
COMMONWEA~TH OF MASSACHUSETTS
My Comm1ss1on Expires On
January 22, 2021
Sept. 10, 2019 Item #2 Page 15 of 113
EXHIBIT "A"
SCOPE OF SERVICES
Primary Address of Firm
Firm's Legal Name Public Consulting Group, Inc.
Firm's Legal Address 621 Capitol Mall, Ste. 1425
Street Address same as above
City/State/Zip Sacramento, CA 95814
Telephone Number (916) 565-8090
Email services@pcg us. com
Primary address from which City contracted services will be provided
Firm's Legal Address 621 Capitol Mall, Ste. 1425
Street Address same as above
City/State/Zip Sacramento, CA 95814
Telephone Number (916) 565-8090
Email services@pcg us. com
Project Manager responsible for the Consultants Firm's service, delivery, execution and
performance
Name and Title Sally Nagy
Office Phone 621 Capitol Mall, Ste. 1425
Mobile Phone (916) 704-6701
Email swnagy@pcgus.com
CA Registration No. n/a
(if applicable)
Expiration Date n/a
(if applicable)
Alternate contact for contracted services
Name and Title Bret Mohninger
Office Phone (916) 565-8090
Mobile Phone n/a
Email bmohninger@pcgus.com
9 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 16 of 113
1. Project Team and Approach
Project Team
Experience has shown us that successful projects result from a well-balanced project team with a broad
spectrum of capabilities and experience; bringing the right expertise for the task at hand. We are therefore
presenting twelve resumes, including some without the preferred PMP. These additional individuals not
only bring local government experience but also specialized expertise in the areas of Change Management,
Procurement, IV&V, Testing, and Implementation. The best fit resources for a given project will be assigned
based on the project's requirements. The overall team structure is shown below by potential role. Most staff
are shown in more than one role which will be determined by the nature of the project. In addition, Subject
Matter Experts are available if needed depending on the natu re of the project (such as financial
management, human resource, and security).
Yvonne De la Rosa
Selvi Dorairaj
Ted Marsh
Sally Nagy
David Shickman
David Westphalen
Shell Culp
Michelle Fox
Amber Nottingham
Phyllis Smith
Ryan White
Implementation
Specialists
(Business Analysis,
IV&V, Testing)
MarieBeth Adams
Yvonne De la Rosa
Selvia Dorairaj
Ted Marsh
Phyllis Smith
David Westphalen
Figure 1. Project Management Team Structure
Requirements and Certifications
Yvonne De la Rosa
Sally Nagy
Phyllis Smith
All PCG team members have a Bachelor's degree or higher and possess the required knowledge and
experience needed. Most have ten years' experience in a project management capacity.
10 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 17 of 113
The table below highlights key requirements and certifications for the proposed team.
Table . PCG Team Certifications
TEAM MEMBER
SALLY NAGY
SHELL CULP
YVONNE DE LA
ROSA
DAVID WESTPHALEN
SELVI DORAIRAJ
PHYLLIS SMITH
DAVID SHICKMAN
TED MARSH
MARIEBETH ADAMS
RYAN WHITE
MICHELLE Fox
AMBER NOTTINGHAM
✓ ✓
✓ ✓
✓ ✓
✓ ✓
✓ ✓
✓
✓ ✓
✓ ✓
✓ ✓
✓
✓
✓ ✓
Below are staff qualification summaries.
✓
✓
✓
✓
✓
In
rogress
LOCAL
Gov
✓
✓
✓
✓
✓
✓
✓
✓
✓
Sally Nagy, PMP, Engagement Manager
PROSCI
✓
✓
✓
✓
✓
ITIL v3
✓
✓
✓
✓
✓
AGILE
SCRUM
MASTER
✓
✓
✓
✓
ECLIPSE ASTQB
IV&V TESTING
✓
✓
✓ ✓
✓
Program Management. Sally and a proven record of results applying business insight to the application of
information technology to achieve the organization's goals. She has an extensive background in both public
and private sector executive management, including as CIO for two cities, a county, and a court. Her 30
years of experience includes information technology governance, organizational change management,
business and technology strategic planning, information technology tactical planning, procurement and
contract negotiations, workforce development, organizational and program reviews, quality assurance, and
enterprise technical architecture. She has recently led several enterprise procurement efforts for local
government clients.
Operational Management. As Chief Information Officer/IT Director of both public and private sector
organizations, Sally has directed all aspects of information technology including application development,
project management, communications, operations, system architecture, GIS and technical support.
Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento and El Cajon, though
available on-site as needed.
11 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 18 of 113
Shell Culp, Prosci, Change Manager
Change Management. Shell is a Senior Advisor with PCG where she advises clients on Organizational
Change Management (OCM) readiness assessment, strategy, and implementation. Shell is a Prosci ®
Certified Change Management Professional and uses this and other techniques and tools to build and align
OCM strategies with an organization's objectives across the country.
Portfolio Management. Shell worked as Chief Deputy Director and Interim Director for the California Office
of Systems Integration (OSI) for over 3 years, providing extensive experience managing project portfolios
with values in excess of $5B.
Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available
on-site as needed.
Yvonne De la Rosa, PMP, Project Manager
Project Management: A certified PMP, Yvonne has 22 years of experience in information technology (IT),
including 12 years of independent verification and validation (IV&V) project management. With an
emphasis in project management, systems integration, and IV&V, Yvonne has provided oversight on both
customized and commercial-off-the-shelf systems as well as legacy conversion projects and phased
implementations. Yvonne's focus is on the IV&V oversight of large State of California engagements that
span multiple projects and agencies. Yvonne's skills include technical leadership, project management,
quality assurance, application testing and training, system requirements analysis and strategic planning.
Yvonne also holds certifications in IT Infrastructure Library Foundation (ITIL-F) and Scrum Master.
Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available
on-site as needed.
David Westphalen, PMP, Project Manager, Implementation SME
Project Management. A PMI-Certified Project Management Professional (PMP), David leads PCG's
internal training program for PMP certification. In this role, he created the training material for the following ·
knowledge areas: Project Integration Management, Cost Management, Time Management, and Risk
Management. He has also completed quality reviews of all remaining Project Management Body of
Knowledge (PMBOK) knowledge area training material for PCG. David has project management
experience in all aspects of initiating, planning, executing, controlling, and closing projects. His areas of
expertise include most major structured systems development lifecycle methodologies and project
management standards; development of detailed project plans and schedules; leading teams of IT technical
and business staff; project management assistance such as issue identification and facilitation of decisions
with various stakeholders; change management and communications planning; monitoring and controlling
project progress; program and project planning; resource planning and acquisition; guiding and mentoring
staff; risk and issue management; project initiation and document reviews; and status reporting to all levels.
Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available
on-site as needed.
Selvi Dorairaj, PMP, Project Manager, Implementation SME
Project Management. Selvi has extensive experience in project management (using different Software
Development Life Cycle (SDLC) methodologies), requirements elicitation and gap analysis, system design
and development, testing and implementation activities, and healthcare and social services program
knowledge. In her work on the One-e-App Project (a solution that involves screening and enrolling
applications in a range of health, social services, and other support programs), she served as both Project
Manager and Solutions Lead.
Implementation SME; A Business Architect with PCG, Selvi has over 20 years of IT experience in both
California and with international agencies. She has worked in all phases of the SDLC in both agile,
traditional and hybrid environments, including Requirements, Business Analysis, Testing and
Implementation, Independent Verification and Validation (IV&V), and Quality Assurance. A Certified
Eclipse IV&V® Professional, Selvi provides thorough oversight on both customized and commercial-off-
12 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 19 of 113
the-shelf systems as well as legacy conversion projects and phased implementations. Performing IV&V
activities requires identifying problems and potential problems and suggesting ways to solve or mitigate
them. Selvi has performed IV&V services for numerous complex projects, including several for the State of
Washington.
Change Management. Selvi co-led Washington State's Core Process Improvement Team where she was
responsible for establishing, leading and directing the efforts to improve the processes across the
Department of Health Services Economic Services Administration IT Solutions organization.
Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available
on-site as needed.
Phyllis Smith, Prosci, Change Manager, Procurement Specialist
Phyllis has worked in local government and as a consultant to local government entities for over 35 years.
Change Management. Phyllis is a certified Prosci Change Management Practitioner with significant
experience managing change for large and small projects for local government agencies. Examples of
projects include culture-transforming automation systems, moving a large public-facing operation, and
revamping a records management system.
Local Government. Phyllis has worked in local government for over 40 years and as a consultant to
California trial courts.
Implementation SME. Phyllis has strong business analyst skills. As a trial court department head and as
a consultant to courts in the U.S. and internationally, she analyzed business processes and made concrete
recommendations for improvement. She has recently performed business analysis for local government
entities in Los Angeles and Sacramento and assisted with the procurement and implementation of new
case management systems.
Procurement Activities. Phyllis has worked on procurements for large and small automation systems for
local government and judicial organizations, including the Hong Kong Judiciary, Hawaii Judiciary,
Sacramento Sheriff and Los Angeles County Public Defender. Activities have included developing
functional and non-functional requirements, doing market research, analyzing alternatives, writing
procurement documents, answering bidder questions, evaluating proposals, and conducting reference
checks.
Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available
on-site as needed.
David Shickman, Scrum Master, Project Manager
Project Management. David has significant experience in project management, business, and technology
strategic planning; feasibility studies; business process re-engineering; organizational change
management; requirements definition; system and vendor selection studies/ procurements; contract
negotiations; performance measurement; project charters and governance; project implementation; and
project oversight.
Local Government. In the early days of his career, David worked with several California municipalities to
develop citywide information technology (IT) strategic plans, leading to procurements and implementations
for new integrated citywide accounting/financial, human resources, general business and public safety
(computer aided dispatch and records management-CAD/RMS) solutions.
Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available
on-site as needed.
Ted Marsh, Project Manager, Implementation SME
Project Management. A PMI-Certified PMP, Ted is a senior consultant with PCG and has been providing
project oversight and technical services for over 20 years. Ted's strength is to look at the big picture of a
project and how each seemingly insignificant change can significantly impact other areas of the project.
Ted has provided project oversight of large-scale ($40 million to $400 million+) system implementation and
13 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 20 of 113
modernization projects. Areas where Ted is considered a subject matter expert are: testing, requirements
management/traceability, data migration, interfaces, and incident and problem management.
Problem Management. In his role as an IV&V consultant, Ted provides oversight of the requirements and
procurement process by identifying risks and issues, providing recommendations to mitigate risks and
issues and provide overall guidance based on best practices and 20 years of implementation experience
for project management, requirements, and proposal development. Ted also: leads technical and functional
IV&V assessments and deliverable development, develops and presents weekly, monthly, and quarterly
reports to project director, project manager, and executive sponsor and conducts requirement goodness
and traceability assessments Areas of expertise include most major structured systems development
lifecycle methodologies and project management standards; development of detailed project plans and
schedules; leading teams of IT technical and business staff; project management assistance such as issue
identification and facilitation of decisions with various stakeholders; change management and
communications planning; monitoring and controlling project progress; program and project planning;
resource planning and acquisition; guiding and mentoring staff; risk and issue management; project
initiation and document reviews; and status reporting to all levels.
Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available
on-site as needed.
MarieBeth Adams, Implementation SME
Implementation SME. MarieBeth is a decisive, action-oriented project manager and business system
analyst with an impressive track record of managing complex projects within time and budget expectations
in corporate and government settings. She is highly skilled in identifying and clarifying business
requirements, performing a gap analysis of existing procedures and processes, and designing
business/system improvements to meet organizational and end-user functionality needs. MarieBeth has
extensive experience serving as a business expert in the implementation of custom and commercial-off-
the-shelf solutions. She is a strong team leader with excellent communication and interpersonal skills and
is highly proficient at diplomatically facilitating discussions and negotiations with project stakeholders at all
levels. She is a Microsoft Certified Professional and is adept with SAP Enterprise Business Information and
Objects (Bl/BOE), Crystal Reports and SQL Developer.
Local Government. MarieBeth has worked in local government for over 30 years. She has worked with
numerous business groups during the adoption of large IT systems to successfully deliver complex system
deployments for local and state government agencies.
Office of Record: Sacramento I Work would be Performed: Primarily in Sacramento, though available
on-site as needed.
Ryan C. White, Prosci, Change Manager
Change Management. Ryan is a certified Prosci Change Management Practitioner with 11 years'
experience managing change for large and small projects for local government agencies. Ryan has
extensive communication experience with local and state government, regularly reaching out to internal
and external stakeholders. He develops winning communications strategies to ensure that all affected
stakeholders are prepared for the coming changes.
Office of Record: Albany, NY I Work would be Performed: Primarily in El Cajon, though available on-site
as needed.
Michelle Fox, Prosci, Change Manager
Change Management. Michelle is a certified Prosci Change Management Practitioner with significant
experience managing change for large and small projects for local government agencies. Michelle has 11
years' experience and is an expert at addressing business needs requirements for complex government
projects, overseeing their efforts to document business processes, and gathering business and technical
requirements to support best practices and agency regulations.
14 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 21 of 113
Office of Record: Harrisburg, PA I Work would be Performed: Primarily in El Cajon, though available on-
site as needed.
Amber Nottingham, Prosci, Change Manager
Change Management. Amber is a certified Prosci Change Management Practitioner with 10 years'
experience managing change for state and local government agencies. In addition to her strong Change
Management skills, Amber has created and deployed state-wide training programs, including end-user
training.
Office of Record: Charleston, WV I Work would be Performed: Primarily remote, though available on-
site as needed.
Project Approach
PCG is a recognized national leader in the delivery of Project Management Services. We are proud of our
Business Solutions Center of Excellence (CoE) and Project Management Methodology (PMM) which both
bolster the knowledge and support of our consultants in the delivery of successful, time-tested Project
Management services.
Our consultants are formally trained to support their project management certification efforts as well as
mentored by experienced staff based on Project Management Institute (PMI) Project Management Body of
Knowledge (PM BOK) and other industry standards and best practices. We have more than 42 PM I-certified
Project Management Practitioners within our Technology Services practice alone.
PCG's PMM has four (4) basic tenets that we believe are the foundation of any sound project methodology
which we will use to support development of our deliverables to the City of Carlsbad. Without these being
in place, control methods, procedures, and other project management best practices will not be effective.
Our specific objectives include:
• High-Quality Work -Deliver high quality services and work products that address the business
objectives and meet the requirements of the City of Carlsbad.
• On-Time Delivery -Complete deliverables on schedule and within budget.
• Effective Communication -Timely and accurate communication to the City of Carlsbad project
participants and stakeholders throughout the entire project.
• Proactive Management -Identify potential problems before they develop and initiate appropriate
corrective action.
The PCG PMM ensures that various review activities are conducted, work teams and deliverables are
coordinated, and high-quality work products are delivered to the City of Carlsbad. This includes meeting
the agreed-to timeline for each deliverable.
All the consultants being bid on this opportunity are seasoned project management professionals with many
years of experience. Working on many projects and juggling different timelines means knowing how to
prioritize. Projects will have different priorities, and tasks within those projects will also have different
priorities. PCG staff know how to prioritize and understand what is really important and what may be just a
nice to have. As evidenced by staff resumes, our project managers have worked in program management
offices (California Employment Development Department, for example) and have served on multiple
projects at the same time.
15 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 22 of 113
Our approach is built on three principles that serve as its cornerstone and reinforce the notion that projects
require a commitment that starts from the very beginning:
• Understand the Goal -Success begins with an understanding of the City's projects. PCG Project
Managers are active listeners, avid consumers of information, and facilitators of structured
discussion that results in a common understanding of the project goals by both PCG and city staff.
• Be Proactive and Stay on Task -PCG maintains progress by planning ahead, communicating
actively, being collaborative, and leading decisively as well as accepting responsibility for
outcomes.
• Deliver Results -PCG will work collaboratively with the City of Carlsbad to successfully deliver on
time, within scope, and on budget while exceeding expectations.
PCG Project Management Methodology
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Be proactive and stay on task,
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Figure 2. PCG Project Management Methodology
PCG will follow a process that includes Project Initiation, Planning, Execution, Control, and Closeout. PCG's
PMM employs a structured and repeatable process broken into five (5) industry standard process groups
that will not only complement the goals and objectives of this RFQ but interact and overlap iteratively over
the life of the project:
1. Initiation -Begins at project conceptualization and focuses on building the foundation with the City
of Carlsbad and the project. The project governance and Project Charter are reviewed and/or
established and alignment between the City of Carlsbad and the PCG Project Team is obtained. A
high-level schedule is created, resource requirements identified, and processes for monitoring
progress and resolving issues are established.
2. Planning -Centers on formalizing the project plan, budget and schedule. PCG will work in
coordination with the City of Carlsbad to finalize all contract requirements and workload estimates,
define risks and contingencies, establish communication protocols, verify deliverable expectations,
and implement management tools.
16 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 23 of 113
3. Execution -Occurs throughout the life of the project, beginning with the allocation of human
resources and assignment of work tasks. PCG will again work in coordination with the City of
Carlsbad to direct project activities and administer project policy in accordance with the plan.
Execution is an iterative process that often requires re-planning to accommodate unforeseen
changes in priority or scope.
4. Control -Occurs throughout the life of the project. The focus here is on tracking progress against
the plan and controlling scope, schedule, budget, and human resource needs. PCG will work in
coordination with the City of Carlsbad to forecast project needs and execute corrective actions to
overcome project challenges.
5. Closeout -Formalizes acceptance of the project. Lessons learned are documented, transition
activities are completed, and all project artifacts are formally accepted and transitioned to the City
of Carlsbad ensuring each work product/deliverable can be found in the project's documentation
repository.
6.
Project Management Tools
PCG proposes using the following software tools to manage project activities and produce deliverables:
• Microsoft Office Suite: MS Office will be used to develop contract deliverables. If necessary, PCG
can save documents to earlier MS Office versions.
• Microsoft Project: MS Project will be used to develop and maintain the Project Schedule. A sample
project plan be seen in Appendix II.Project Description/ Scope of Services
Defining Scope
To ensure the utmost adherence to the project scope, PCG's PMM focuses on the ten PMBOK® Guide
knowledge areas -integration, scope, schedule, cost, quality, resources, communications, risk,
procurement, and stakeholder. PCG's PMM includes plans and templates for each of the knowledge areas
that are based on industry standards and best practices and can be customized to best fit the needs of a
project based on the project size, scope, and other factors. These knowledge area plans and templates are
designed to integrate with existing client processes or to functn as standalone processes if required.
The plans from each of the ten knowledge areas are compiled together to form the Project Management
Plan -this plan dictates all project management protocol for the project. The project management plan is
made available to all stakeholders to ensure there is a common project management methodology.
Integration Management
PCG's PMM Integration Management methodology involves unifying and coordinating the management of
project scope, time, cost, quality, human resources, stakeholders, communications, risk, and procurements.
PCG develops project management deliverables and associated processes, tools, and templates to realize
this methodology.
PCG's PMM includes templates for the project charter and the project management plan -two critical
documents for the success of any project.
The project charter serves as the formal agreement between the project sponsor and the project manager/
team. Once approved it is the authority for the project manager to execute the project. In addition to
providing a high-level overview of the project, the charter defines the vision, mission, goals, definition of
17 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 24 of 113
success, scope, objectives, high level milestones, high-level risks, and overall approach for the work to be
completed. PCG's PMM project charter template includes all of the necessary elements to aid the project
in the development of a sound project charter.
The project management plan builds upon the project charter. The project management plan may be
updated throughout the project as project organization, responsibilities and management processes are
modified to meet the unique needs of the project at that time and phase of the project. Developing the
project management plan is the process of documenting the necessary actions to prepare, integrate and
coordinate all subsidiary plans including communication and project performance and control. The plan also
provides guidance for execution of the project plan, monitoring execution, taking corrective action when
necessary, and managing action items, deliverables, and change. PCG's PMM project management plan
template is flexible and can be a central document with separate sub-plans for all knowledge areas, or it
can be a consolidated document containing all knowledge areas.
PCG's PMM Project Scope Management methodology describes the processes that ensure a project
includes all the work required, and only the work required, to be completed successfully.
Scope Management is focused on defining, monitoring and controlling what is and is not included in the
project. Monitoring and controlling project work is the process of tracking, reviewing and regulating project
progress to meet defined performance objectives. A subset of this is verifying and controlling scope through
the formal acceptance of project deliverables, monitoring the status of the project, and managing changes
to the scope baseline.
In project management, the term scope has two distinct uses: Project Scope and Product Scope. There is
the gathering of information required to start a project, or project scope, as well as the features a product
would require to meet stakeholder requirements, or product scope. Project Scope is the work that needs to
be accomplished to deliver a product, service or result with the specified features and functions, while
Product Scope is the features and functions that characterize a product, service or result. Project Scope is
more work-oriented and includes the 'how's,' while Product Scope is more oriented toward functional
requirements or the 'what's.'
If project requirements are not completely defined during the requirements planning, and if there is no
effective change control in effect, project scope may increase. "Scope creep" refers to the incremental
expansion of the scope of a project. This may introduce additional requirements that are not a part of the
initial project planning, which in turn may negatively affect the project cost and schedule. Scope creep
management is important for effective project management. Projects are expected to meet strict deadlines
within resource constraints, and an unchecked and unapproved change in the scope can significantly affect
the success of the project.
Communications Management
PCG's PMM Communications Management methodology involves the systematic planning, implementing,
monitoring, and managing of all channels of communication to the project's stakeholders.
Communications management describes how, when, and by whom information about the project will be
administered and disseminated. This guides the project by ensuring that timely, accurate and consistent
information is provided to all stakeholders throughout the project lifecycle.
PCG's PMM process begins with the development of the Communications Management Plan that includes
an overview of communications management and specific guidelines for effective communication. The
Communications Management Plan also includes a template to aid the project with defining the types of
communication that will be used, designating the senders and receivers of project communications, and
determining the frequency with which the communications will be conducted.
PCG's PMM Communications Management methodology includes collecting information from project
stakeholders identified in the Stakeholder Register regarding their communication needs and desires.
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These needs include what project updates each stakeholder wishes to receive, and how and when they
want to receive them. Then the process involves defining the Communications Matrix. This tool maps the
communication types to the recipients to ensure an efficient flow of information between project
stakeholders (both internal and external) and becomes a part of the larger Communications Management
Plan. The project team references and abides by this plan in their outreach to stakeholders ensuring that
the communications are dispatched accordingly.
Stakeholder Management
PCG's PMM Stakeholder Management methodology is a critical component of any project and involves
identifying who are the people, groups or organizations who are impacted by or who could impact the project
and managing these stakeholders throughout the project. Stakeholder management is a critical component
of any project. Stakeholders can literally make or break a project -either by their support for the project or
interference in a project. PCG understands this and, therefore, PCG's PMM has been developed with a
thoughtful and thorough approach to stakeholder involvement and management.
PCG begins by identifying stakeholders (both internal and external) and compiling a Stakeholder Register
early in the project. Continuing into the project's planning processes, PCG performs a stakeholder analysis
to gather stakeholder requirements including identifying stakeholder groups and determining each group's
key interests, concerns and expectations. PCG also develops appropriate management strategies to
effectively engage stakeholders throughout the project. During the course of the project, PCG will
communicate and work closely with the stakeholders to meet their expectations, address any issues as
they occur and monitor and manage the stakeholder relationships to win and maintain stakeholder support
and involvement in the project.
As a critical component, PCG's PMM approach involves ensuring that interaction with stakeholders aligns
with the guiding principles of fostering positive collaborative relationships, proactive communications,
engaging early and often, protecting stakeholder interests, and managing expectations.
Schedule Management
PCG's PMM Project Schedule Management methodology describes the processes that will be used to
create the project schedule and the processes that will be used to manage the schedule after it has been
baselined. This includes the scheduling tool/format, schedule milestones, and schedule development roles
and responsibilities.
Schedule Management is the process of determining the project schedule. The project schedule is the
roadmap for how the project will be executed. Schedules are an important part of any project as they provide
the project team, sponsor and stakeholders a picture of the project's status at any given time.
PCG's PMM process begins by working with staff, managers and systems integrator to develop and
maintain a detailed project work plan. The work breakdown structure (WBS) is developed using the PCG's
PMM Scope Management processes at a high level according to the identified systems development
lifecycle to be deployed on the project. The WBS is decomposed to ensure that all deliverables, work
products and activities required for the successful completion of the project have been accounted for.
Once all the required activities and tasks are identified, PCG's PMM process moves to estimating the
duration of the tasks using the consultants, vendors and expert judgment to ensure realistic estimates for
the project. For each task, all of the successor and predecessor dependencies are added. Ideally, the only
task without a predecessor should be the Project Start task, and the only task without a successor will be
the Project End. Whenever possible, fixed dates are avoided so that the predictive quality of the schedule
is not compromised, meaning that the dependencies and the task durations drive the beginning and end
dates of each task in most cases. In addition, the hours of work will be estimated and the resources required
to complete each task included. This is an iterative activity; as resource over-allocations are identified,
durations may be revised and tasks rescheduled.
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PCG's PMM recognizes schedule development is an iterative activity. As tasks are decomposed, resources
assigned, and dependencies added, new and additional tasks, resource requirements, and dependencies
will be discovered. This is a normal part of the planning process. At the completion of this exercise, the
schedule will represent a roadmap for the work to be performed on the project. Not every activity will be
fully decomposed at this time as more information will become known as the project progresses. However,
a baseline schedule will represent the project team's best understanding of the work that needs to be
performed and how it will be performed. Once the schedule is established, the project manager can
determine the project's critical path and ensure adherence to the baseline to complete the project on time.
At this point, work progresses and is monitored against the baseline so that performance tracking and
corrective action (if required) can be undertaken. Earned value calculations can also be utilized to augment
the project reporting if required. The project work plan and schedule is maintained on a regular basis and
frequently communicated to the project team and stakeholders. including a formal periodic review with the
project sponsor(s).
The standards and guidelines that will be used in developing the project schedule are documented in the
Schedule Management Plan. Topics covered include:
• Initial development of the schedule, including guidelines on scheduling best practices such as those
mentioned above
• Baselining strategy, when to baseline, control process for re-baselining, and appropriate use of the
baseline
• Recommended or approved tools for scheduling
• Update process, collecting actual and further elaboration
• Managing a portfolio of project schedules, integrating them, and managing an enterprise-wide
portfolio of resources
• Resource management standards
• Monitoring and tracking and reporting variance including leveraging earned value where
appropriate
PCG's PMM Value-Add Project Management Process and Documents
PCG's PMM is a well-tested methodology that provides a project with all the necessary project management
plans and other documents for project success. In addition to the knowledge area plans described in the
previous section, PCG's PMM also includes a number of key processes and documents that PCG believes
are critical for the success of the project. These value-add processes include:
• Requirements Management
• Change Control Management
• Release Management
• Deliverable Management
• Action Item Management
As with the knowledge area plans, PCG's PMM comes with customizable templates for each of the value-
add plans that will be tailored to meet the specific needs of the project.
PCG's PMM Requirements Management
Another output from the Plan, Scope Management process, is a Requirements Management Plan. PCG's
PMM recognizes this as a key plan for successful projects. Requirements help define the purpose of a
project and are the foundation of the project. The stated requirements determine what is to be produced or
achieved. They represent project capabilities to which a project outcome should confirm by defining the
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scope of a project and what the system must do as well help describe the criteria for project success. One
of the primary reasons projects fail is because requirements are incomplete or incorrect. If the requirements
are inaccurate or incomplete, the project is likely to fail no matter what is done in subsequent phases.
Requirements Management details the processes and procedures to ensure proper Requirements
Management including how requirements are gathered, analyzed, organized, approved and managed.
PCG's PMM process leverages best practices and industry standards with tools for gathering, analyzing,
organizing, approving and managing requirements and includes:
• Requirements Management Development Process
• Requirements Management Traceability Process
• Requirements Management Change Management Process
• Requirements Management Best Practices
• Requirements Management Tools
PCG's PMM Change Control Management
The PM BOK® Guide discusses Integrated Change Control in the Project Integration Management section.
PCG's PMM methodology recognizes product and system change control as an important project activity
and therefore includes processes that involve systematic management of all changes. Change Control
Management is the process of defining how changes to the project (scope, deliverables, timeline, etc.) will
be managed. The Change Management process is the mechanism used to initiate, record , assess, approve
and resolve proposed project changes. If any unexpected circumstances or variances arise on the project,
the Change Control Plan assists the project manager and stakeholders in assessing what corrective action
to take. All project changes should be managed through a formal change control process that includes
change control procedures for all items that can possibly affect the project scope, schedule and/or cost.
Typically, a Change Control Board is formed with those who collectively possess the authority for making
decisions regarding the proposed changes.
Strategies available to a project for dealing with proposed changes include reducing scope, adding more
resources or accepting the fact that the scope has increased by updating the project schedule and creating
a new baseline. Any change should be documented in a formal change request and analyzed for project
impact. The use of a formal change management procedure is necessary when any project changes are
requested as it is often difficult to tell initially whether a proposed change is limited to a change in scope or
affects the schedule and or cost. A formal change management process should include the following steps.
• Identify and document the required change
• Verify the change is valid and requires management
• Analyze and record schedule, cost and effort impact of change
• Decide whether to execute the change
• Execute decision, including revision to project plans if necessary
• Verify that action is complete and close change request
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Sept. 10, 2019 Item #2 Page 28 of 113
Figure 3. PCG's PMM Change Control Process
PCG's process leverages best practices and industry standards to ensure that all changes to the project
are reviewed and approved in advance, all changes are coordinated across the entire project and that all
stakeholders are notified of the approved changes to the project.
PCG's PMM Release Management
While the PMBOK® Guide does not call out Release Management as a project management process,
PCG's PMM recognizes that the packaging and controlled release of new and enhanced functionality is an
important project activity. Release Management is the process of planning and implementing an integrated
set of functional components and processes in a controlled manner. This helps to ensure that there is a
transparent and integrated view for both business and IT plans, more stable production release, and
predictability in delivery timeframes, costs, and support requirements. Release management can assist with
resource utilization consistent with corporate priorities.
PCG's processes leverage ITIL best practices to provide a robust release management approach and to
ensure that the client's expectations are met. At a high level, this includes:
• Release identification and release naming
• Control and approval processes
• Deployment activities and communication
• Release procedures and planning
• System monitoring and acceptance
PCG's PMM Action Item Management
Although the PM BOK® Guide does not call out Action Item Management as a project management process,
PCG's PMM recognizes that ensuring that low-level work on the project is tracked and completed in a timely
manner is an important project activity. An action item is a documented event, task, activity, or action that
needs to take place and typically can be handled by a single person in a short period of time. It is low-level
work that is too detailed to track within project schedules. Action items frequently arise out of meetings or
reviews. However, projects need a process to track open action items and ensure they are completed.
PCG's PMM includes a well-defined process for managing project tasks to help track and complete these
items in a timely manner. After establishing an action items repository, all project action items are logged,
tracked and reported on within each project team and/or team meeting. Meeting agendas and minutes are
used to track and report on action item progress and resolution which is also updated in the action items
repository. At a high-level, PCG's PMM methodology involves the following steps:
• Establishing an Action Items Repository
• Logging Action Items
• Tracking Action Items
• Reporting on Action Items
• Closing Action Items
Resource Management
PCG's PMM Resource Management methodology involves guidance for planning, acquiring and managing
the resources to be able to complete the project. It also involves managing responsibilities for each project
resource establishing activity assignments and allocations to resource level the project. The plan
establishes the performance expectations for each resource function and is used to support the project
managers monitoring resource utilization and support of performance appraisals conducted throughout the
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project life cycle. Adherence to the methodology can help prevent situations where more resources are
needed than are available. It can also ensure that the identified human resources for a project are available
for planned tasks when needed. Adherence can help prevent over-and/or under-allocation of human
resources during the life of a project.
PCG's PMM Resource Management methodology begins with the development of the Resource Plan. The
purpose of the plan is to provide the processes, procedures, tools, and templates necessary to plan,
acquire, manage and develop a project team. The plan provides the resource functions and skills needed
to complete each project activity. It aligns performance expectations and the rewards system. The names
of team members, team member training needs and calendar are also included.
Cost Management
PCG's PMM Cost Management methodology involves ensuring that the project is completed within the
approved budget and can be impacted by all project functions. It includes the activities necessary to request
and justify project funding, monitoring and controlling expenditures, budgeting, accounting, and billing, and
maintaining records of all project funds, assets and expenditures, managing and documenting all resource
utilization, purchases and services procured, and preparing periodic financial and progress status reports
to inform stakeholders as necessary.
PCG begins by creating the Cost Management Plan. This plan contains the types of cost the project will
incur, how these costs will be documented, and how PCG will create and control the project budget. PCG
uses this information to estimate activity and personnel costs, set aside reserves for potential project risks,
and ultimately incorporate the reserves into the final budget. PCG will control the project's costs and scope
according to the budget.
Operational Management
Issue Escalation Approach
As Figure 4 details, the issue management and escalation process consists of the six steps shown below.
Identification Validatoon and
Prioritization Analysis Tracking and
Reporting
Figure 4. Issue and Escalation Process Flow Chart
Issue ,
Resol~ed? . ·· Resolution and Closure
~ ... ■
EsciJlation
Identification -Issue identification occurs th roughout the project's life cycle. Issues may arise from
meetings, analysis, document reviews, and other project activities. Any staff member or stakeholder may
generate an issue for consideration; however, it is expected that most issues will be identified and managed
by the project staff.
Identified issues are documented and tracked in the issue tracking log until they are resolved or escalated
to the next governance level. Once the need for escalation is determined, an Issue Analysis form will be
completed and forwarded to the appropriate team member.
Validation and Prioritization -The Issue Manager reviews each issue and checks the issue tracking
log to ensure the item does not already exist, determines that the item is a valid issue, and ensures the
issue and related information are clearly worded. If the item is determined to be invalid, the originator of the
issue is notified, and the item is closed in the issue tracking log.
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Each assigned issue manager will present and discuss new issues at the next scheduled meeting. Meeting
participants are expected to discuss the priority of the item, confirm the assignment, and establish a due
date for status or resolution. Criteria used to determine this information will be documented in the meeting
minutes and maintained in the central project document repository. Once this information is determined by
the project team, the Issue Manager will update the issue tracking log accordingly.
Issue Analysis -The assigned staff member will perform the required analysis to develop alternatives
for issue resolution. Project members are expected to communicate a periodic status to the appropriate
Issue Manager based on the agreed-upon schedule or at least every two weeks.
Recommended alternatives are documented on an issue analysis form and reviewed by the project
manager. If an issue resolution cannot be resolved by the project team, then the issue will be escalated to
the next level in the governance structure for direction and resolution. The assigned staff member is
expected to be available to present the issue, the analysis, suggested resolution, and related status at each
level of the governance structure until the issue has been resolved.
Tracking and Reporting -The Issue Manager updates the issue tracking log weekly for new issues and
resolved items. Assignees are required to provide status updates at least every two weeks.
Escalation Process -The Issue Escalation Process will be used to ensure unresolved issues are raised
early enough to prevent negative impacts to the project and to ensure the appropriate parties are informed
and involved in critical decision-making. The Project Director, Sponsor, stakeholders, and staff will always
work to address and resolve issues at the lowest possible level within the project governance structure.
Resolution and Closure Process -Each project staff participating in the Issue Escalation process will
review the escalated issue analysis form; approve or deny the recommended resolution; commit the
appropriate resources to support the agreed upon resolution, as needed; and provide an expedited
response and direction on issues which may impact the project scope or schedule.
The issue owner coordinates the implementation of the issue resolution and communicates appropriate
status to the project. Upon completion of the resolution and communication of that status, the Issue
Manager updates the issue tracking log with the final results of the resolution and closes the item
accordingly.
PCG's PMM Deliverable Management
Although the PM BOK® Guide does not call out Deliverable Management as a project management process,
PCG's PMM recognizes that ensuring that the project has a well-defined process for managing the life cycle
of deliverables from definition through acceptance is an important project activity. Deliverables
management is the process of defining the deliverables that are a part of the project, preparing or ensuring
that the deliverables meet guidelines, and managing the acceptance of deliverables including the correction
of deficiencies. A deliverable is a product or service that is given to the client and usually has a due date
and is tangible, measurable and specific. Examples include software products, documentation, and training.
PCG's PMM includes a well-defined process for managing the life cycle of deliverables to ensure that the
client's expectations are met. At a high level, the process of deliverables management includes the steps
of:
• Checklist Development
• Deliverable Expectations Document
• Deliverable Production
• Draft Submission
• Client Walkthrough
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• Formal Review
• Defect Correction
• Deliverable Acceptance
Risk and Issue Management
PCG's PMM Project Risk Management methodology describes the processes that involve identifying,
analyzing, responding to and tracking project risks and issues. A "risk" is a potential issue that may or may
not happen and can impact the project positively or negatively. An "issue" already has occurred. Risk
management is the approach and methodology used to understand, assess and manage uncertainty (risks
and issues) in a project. Managing risk should not be reactive only-it should be part of the planning process
to figure out risk that might happen in the project and how to control that risk if it in fact occurs. Risk is part
of any project. It cannot be avoided and therefore planning for it, developing strategies to keep the risk
limited and managing the risk could save a project from serious setbacks or even project failure. Therefore,
PCG's PMM Risk Management process is paramount to project management efforts.
PCG's PMM applies a proactive approach to preventing risks by performing risk analysis early in project
planning and identifying potential risk factors and their impact on the project. This advance preparation
prevents the likelihood of changes to any of the baselines. As risks are identified during planning, they are
added to the Risk Register where their cause, effect, likelihood of occurrence, and mitigation strategy are
documented. PCG's PMM incorporates regular risk meetings into other project management activities.
Additionally, key deliverables such as funding documents, project charter, project management plan, work
plan, staffing plan, and schedule are reviewed to identify potential risks to the project. The plan includes
the approach to identifying risk owners, responsibilities of the risk owners, and other roles required to
ensure that a holistic and thorough approach to risk management, tracking and reporting is undertaken on
the project.
Perhaps the most important aspect of risk management is the active management of each and every risk
to ensure that all appropriate actions to prevent the risk occurrence or mitigate its impact are taken in a
timely fashion. This includes proactive communication about risks and escalation where necessary, to
ensure that project stakeholders' support is garnered early and that surprises for team members and
stakeholders are avoided. The Project Manager actively works with the project team to ensure that risks
are identified, documented, assessed and prioritized, and elevated to the appropriate level. A risk response
is developed and managed for each risk identified; this includes conducting a periodic review of all risks to
ensure that the assigned risk owner is proactively working the risk.
PCG's PMM Risk Management methodology also encompasses issue management that requires the same
level of proactive management and structure as risk management to ensure timely remediation. The
delineation between risks and issues is largely driven by timing; as unmanaged risks are often a source,
although certainly not the only source, of project issues. In addition, the risk management process includes
the issue management process. Issues are reviewed weekly, discussed with the project team and escalated
as appropriate in accordance with the issue management process.
Similar to PCG's PMM Risk Management process, PCG's PMM Issue Management process allows for
multiple approaches. One is the early identification of issues wherever they occur in the project. The second
is a quick but thorough review of the issue to understand its impact and root cause. The third is the
development of an issue resolution plan that can be managed, monitored and reported upon so that the
impact of the issue can be minimized and the issue itself resolved quickly. This balanced approach has at
its core the concept that risks and issues should not be "admired and talked about" but should be actively
worked until resolved. This is one of the primary responsibilities of the project manager who, while not
owning all the risks and issues, will be instrumental in ensuring they are resolved.
Statement of Cost Services
The table below provides the maximum hourly rate for each proposed consultant. We do not anticipate
using any subcontractors.
25 City Attorney Approved Version 6/12/18 Sept. 10, 2019 Item #2 Page 32 of 113
Table 1. Staff Hourly Rates
M AXIMUM
N AME T ITLE H OURLY
R ATE
1 Sally Nagy Engagement Manager, Project Manager, Procurement $250 Specialist
2 Shell Culp Change Manager $250
3 Yvonne De LaRosa Project Manager, Implementation SME, Procurement $225 Specialist
4 David Westphalen Project Manager, Implementation SME $225
5 Selvi Dorairaj Project Manager, Implementation SME $22 5
6 Phyllis Smith Change Manager, Implementation SME, Procurement $200 Specialist
7 David Shickman Project Manager $225
8 Ted Marsh Project Manager, Implementation SME $200
9 MarieBeth Adams Implementation SME $200
10 Ryan White Change Manager $200
11 Michelle Fox Change Manager $200
12 Amber Nottingham Change Manager $200
Table 2. Sub-Consultants Hourly Rate
We not plan to use subcontractors
Table 3. Expenses
Assumptions
• To keep rates down, we make good use of tools such as WebEx and Skype to meet regularly and
when feasible with our clients without incurring travel costs.
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