HomeMy WebLinkAbout2010-04-06; City Council; 20181; Approval of Contract for Integration Services of Integration Services of HCMSCITY OF CARLSBAD - AGENDA BILL 12
AB# 20.181
MTG. 4/06/10
DEPT. HR
APPROVAL OF CONTRACT FOR
INTEGRATION SERVICES OF THE
HUMAN CAPITAL MANAGEMENT
SYSTEM (HCMS)
DEPT. HEAD°\C^
CITY ATTY. Jfi
CITYMGR. I/\^L^
RECOMMENDED ACTION:
Adopt Resolution No. 2010-069 approving an agreement with Kinsey & Kinsey, Inc. for the
implementation of the Human Capital Management System (HCMS).
ITEM EXPLANATION:
On January 12, 2010, Council authorized the negotiation of contracts with vendors for the purchase and
installation of Human Capital Management System (HCMS) software. Research shows that for large
HCMS projects, it is common practice to contract the services of an integrator who is independent of the
software vendor. Generally, this is done to save costs on consulting services that, if provided by the
actual software vendor, tend to be more expensive than if provided by an integrator.
A software integrator leads the analysis and configuration of the software package and helps City staff
determine the most effective way of setting up and using the HCMS. An independent software integrator
can better represent the City's interests during implementation.
The software vendor, Lawson, was awarded a contract with the City on February 16, 2010 based on a
best value evaluation by the purchasing officer. Kinsey & Kinsey was selected via the proposal from
Lawson, as Lawson's partner and a less expensive way to implement the HCMS software. Kinsey and
Kinsey is a certified Lawson integration partner with a long history of successful government
installations. The purchasing officer recommends the use of Kinsey and Kinsey, Inc. to lead the
integration of the HCMS.
FISCAL IMPACT:
The one-time fee associated with integration services is $351,802.
On January 12, 2010, the City Council authorized staff to transfer funds from the Technology Innovation
Fund to the General Capital Construction (GCC) Fund for the HCMS project. Therefore, no new funding
is needed for this agreement. Services provided by an integrator end at the conclusion of software
implementation, therefore, there are no ongoing costs associated with this agreement.
ENVIRONMENTAL IMPACT:
This action does not constitute a project as defined under CEQA (California Environmental Quality Act)
pursuant to CEQA regulation 15060c(3).
EXHIBITS:
2010-0691. Resolution No.
2. Agreement for Services - Kinsey & Kinsey, Inc.
DEPARTMENT CONTACT: Donna Hernandez 760-602-7533 donna.hernandez@carlsbadca'.gov
FOR CITY CLERKS USE ONLY.
COUNCIL ACTION: APPROVED
DENIED
CONTINUED
WITHDRAWN
AMENDED *
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CONTINUED TO DATE SPECIFIC
CONTINUED TO DATE UNKNOWN
RETURNED TO STAFF
OTHER -SEE MINUTES
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4 SYSTEM (HCMS)
RESOLUTION NO. 2010-069
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CARLSBAD, CALIFORNIA, APPROVING AN AGREEMENT
WITH KINSEY & KINSEY, INC. FOR INTEGRATION
SERVICES FOR THE HUMAN CAPITAL MANAGEMENT
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WHEREAS, on January 12, 2010, Council authorized the purchase and
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installation of a Human Capital Management System (HCMS); and
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WHEREAS, integration services of Kinsey & Kinsey, Inc. are necessary to8
achieve the City's desired outcome regarding the successful implementation of the
10 HCMS; and
WHEREAS, on January 12, 2010, sufficient funds were transferred from the
12 Technology Innovation Fund to the General Capital Construction (GCC) Fund for the
HCMS project and, therefore, no new funding is required.
14 NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
15 Carlsbad, California, as follows:
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1. That the above recitations are true and correct.
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2. That the one-time fee associated with integration services is $351,802.
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9 3. That the Mayor is hereby authorized to execute a contract between the City of
20 Carlsbad and Kinsey & Kinsey, Inc. for HCMS integration services.
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PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council
of the City of Carlsbad on the 6th day of April. 2010, by the following vote to wit:
AYES: Council Members Lewis, Kulchin, Packard and Blackburn.
NOES: None.
ABSENT: Council Member Hall.
ATTEST:
LORRAINE M
(SEAL)
A
IJ[
AGREEMENT FOR SERVICES
KINSEY & KINSEY, INC
THIS AGREEMENT is made and entered into as of the _ t-c day of _
, 2010, by and between the CITY OF CARLSBAD, a municipal
corporation, ("City"), and Kinsey & Kinsey, Inc. ("Contractor").
RECITALS
A. City requires the professional services of an implementer that is
experienced in Lawson's Human Capital Management System
B. Contractor has the necessary experience in providing professional
services and advice related to Lawson's Human Capital Management System,
C. Selection of Contractor is expected to achieve the desired results in an
expedited fashion.
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.
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 one year from the date first
above written. The City Manager may amend the Agreement to extend it for two
additional one year periods or parts thereof if required to complete the scope of work.
Extensions will be based upon a satisfactory review of Contractor's performance. The
parties will prepare a written amendment indicating the effective date and length of the
extended Agreement.
4. TIME IS OF THE ESSENCE
Time is of the essence for each and every provision of this Agreement.
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5. COMPENSATION
The total fee payable for the Services to be performed during the initial Agreement term
will be Three Hundred Fifty One Thousand Eight Hundred and Two dollars ($351,802).
No other compensation for the Services will be allowed except for items covered by
subsequent amendments to this Agreement. The City reserves the right to withhold a
ten percent (10%) retention for each of the project milestones until City has accepted
the work and/or Services of each milestone specified in Exhibit "A".
Incremental payments, if applicable, should be made as outlined in attached Exhibit "A".
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.
8. OTHER CONTRACTORS
The City reserves the right to employ other Contractors in connection with the Services.
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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 negligence, recklessness, or willful misconduct 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-:VN". OR with a surplus line insurer on the State of California's List of
Eligible Surplus Line Insurers (LESLI) with a rating in the latest Best's Key Rating Guide
of at least "A:X".
10.1 Coverages and Limits.
Contractor will maintain the types of coverages and minimum limits indicated below,
unless City Attorney 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.
10.1.1 Commercial General Liability Insurance. $1.000,000 combined
single-limit per occurrence for bodily injury, personal injury and property damage. If the
submitted policies contain aggregate limits, general aggregate limits will apply
separately to the work under this Agreement or the general aggregate will be twice the
required per occurrence limit.
10.1.2 Automobile Liability (if the use of an automobile is involved for
Contractor's work for City). $1,000,000 combined single-limit per accident for bodily
injury and property damage.
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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.
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 General
Liability.
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
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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.
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 notices or to receive written
notice on behalf of City and on behalf of Contractor under this Agreement.
For City: For Contractor:
Name Debbie Porter Name Bradley J. Kinsey
Title Senior Analyst Title Owner
Department Human Resources Address 26 N. Park Blvd.
City of Carlsbad Glen Ellvn. IL60137
Address 1635 Faraday Avenue Phone No. 630-858-4866
Carlsbad, CA 92008
Phone No. 760-602-2441
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
City will evaluate Contractor's duties pursuant to this Agreement to determine whether
disclosure under the Political Reform Act and City's Conflict of Interest Code is required
of Contractor or any of Contractor's employees, agents, or subcontractors. Should it be
determined that disclosure is required, Contractor or Contractor's affected employees,
agents, or subcontractors will complete and file with the City Clerk those schedules
specified by City and contained in the Statement of Economic Interests Form 700.
Contractor, for Contractor and on behalf of Contractor's agents, employees,
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subcontractors and consultants warrants that by execution of this Agreement, that they
have no interest, present or contemplated, in the projects affected by this Agreement.
Contractor further warrants that neither Contractor, nor Contractor's agents, employees,
subcontractors and consultants have any ancillary real property, business interests or
income that will be affected by this Agreement or, alternatively, that Contractor will file
with the City an affidavit disclosing this interest.
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
that the services 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 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 address contained in this Agreement. City will make a determination of fact based
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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.
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
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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 or 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 and
all exhibits attached hereto. 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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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.
CONTRACTOR
*By:
(sign here
Bradley J. Kinsey/CEO
(print name/title)
b.kinsey@kinsey.com
(e-mail address)
-By: (2,
ATTEST:
(sign here)
Christine Kinsey / Ass't Treasurer
(print name/title)
chrkinsey@yahoo.com
(e-rnail address)
If required by City, 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.
APPROVED AS TO FORM:
, City Attorney
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EXHIBIT "A"
City of Carlsbad, California
Lawson Implementation Scope, Plan, Roles & Schedule
Services to be Provided by Kinsey & Kinsey, Inc.
Statement of Work
February 23, 2010
Project Scope
The Lawson Software implementation will be a coordinated group project jointly
managed by Kinsey & Kinsey, Inc. (K&K) and the City of Carlsbad (City). It is
understood that the City will designate a resource to provide project management
support. It is further understood that time management software from CyberShift
will be deployed in conjunction with the Lawson solutions, and K&K explicitly
understands that close cooperation with the CyberShift implementation team will
be required.
With all of the parties involved, it is especially important to have a clear
understanding of how the pieces fit together and where individual responsibilities
lay. K&K will provide the necessary training and implementation support to
enable the City to learn and operate the software listed below.
The following products will be deployed (subject to final negotiation between the
City of Carlsbad and Lawson):
Human Resource Management Suite
Employee Records & Personnel Actions using standard Lawson functionality,
without additional process flows, including the additional items below:
v' Basic Leave Management
S Training Management
J Employee Discipline
s Employee Grievances
Benefit Administration
Position Control
Payroll, including the additional items below:
s W-2s using standard Lawson functionality
•/ Quarterly and annual Federal and State tax reporting
s New CalPERS reporting and interfacing requirements
s Garnishments
Employee & Manager Self Service, including the additional items below:
J Some limited usage of the Design Studio to tailor screens to the City's
environment)
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s Performance evaluations (City will continue to use its existing paper
evaluation form and it will attach it to the Lawson Performance
Evaluation screen)
Lawson Business Intelligence (LBI)
Business Intelligence / Reporting
Crystal Reports
Dashboards
Lawson Process Flow Integrator
Microsoft Add-ins
BSI Tax Factory (payroll tax tables)
Lawson System Foundation
Scope also includes attaching documents (via a link) to transactions created from
the above modules via standard Lawson functionality wherever the City believes
it has business merit. Scope does not include integration with the City's current
imaging system.
Other than for the limited use of the Design Studio for Employee & Manager Self
Service, this tool will not be used for other Lawson screens. This tool will be
considered for use by the City in a subsequent project.
The scope for data conversions includes all current HR and payroll data, and all
HR and payroll history which is for approximately 12 years, with City accepting
responsibility for harvesting data and presenting in a consistent manner for
loading into Lawson.
Scope also includes development of various interfaces that are detailed later in
this Statement of Work (SOW).
The LBI and Process Flow deliverables include 180 hours of time. This would
typically result in deliverables including a 1/2 day scoping session, the 5 standard
Lawson Process Flows listed below, and the development of 2 dashboards, 3
custom Crystal reports (one of which would be CalPERS), 10 process flows or
"smart notes" (or equivalent as mutually agreed).
K&K will have a senior consultant function as both the application consultant and
the project coordinator. It is expected that this person will work in conjunction
with the City's PM to manage the project. Standard procedures call for regular
(typically weekly) project teams meetings and biweekly steering committee
meetings to ensure that management remains involved with the project and
aware of all issues. The Steering Committee should include the Executive
Sponsor, the City's Project Manager, and functional experts from each directly
affected operating entity (hr, payroll, technology, possibly finance). An Issues
Log will be maintained by the City's PM which will identify problems encountered
during implementation, identify the parties responsible for resolution and agreed
upon follow-up dates.
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Project Assumptions
General:
The Standard K&K/Lawson Expedited Implementation Methodology
will be followed. The tasks described in this SOW define that
methodology.
Project transparency and communication channels will support the
success of this project. K&K will assume a schedule of management
meetings.
Services to be provided are outlined in this SOW. For further required
services beyond those proposed by K&K, the City will have access to such
services by following the amendment process.
CyberShift will go-live at the same time as the Lawson system.
The project schedule could range from 12 to 15 months, depending on the
final implementation strategies for both Lawson and CyberShift. K&K has
agreed to this estimated schedule within its SOW costs, as long as the City is
flexible on when K&K will work on the project. Specifically, in order for K&K's
economic model to work their consultants will have to predominately work
full-time for logical phases of the project. For example, K&K consultants
could work on the project full-time for a few months and then pull out for a
period of time while the City and/or CyberShift complete their other work.
However, working part-time throughout the whole project would not work
for K&K based on what they bid in their SOW.
A final schedule will be developed in the Planning Phase of the project and
agreed to jointly by K&K and the City.
K&K services will start approximately 30 to 60 days after its contract is
approved. This will give the City time to complete the Scope Statement
deliverable and document its current business processes.
Project Management:
CITY will join K&K in taking responsibility for achievement of
milestones and completion of deliverables.
The Steering Committee will provide guidance and advice, monitor
project status and make critical decisions during the overall
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implementation project. The City PM will maintain an Issues Log
throughout the duration of the Project.
K&K will name a senior consultant to be the firm's project coordinator.
It is expected that this person will work closely with the City.
Project Resources:
s When K&K consultants are onsite, they will work 40 hours over 4 days
per week
s In order to meet the scheduled dates for the project deliverables, K&K
and the City personnel may be required to perform work outside of the
normal business hours; to the extent practicable, this will be minimized.
•/ The City reserves the right to approve K&K team members assigned to
the project. If any member of the K&K team is deficient in completing
its duties, the City will notify K&K and K&K agrees to replace that
person with a person of similar training and experience and to ensure
that the new K&K member is fully updated on the project without
causing material delays in the project schedule.
s The City will be the lead and provide technical staff to scrub and
convert legacy payroll and human resource data associated with the
project engagement
s The City will provide subject matter experts in the development of to-be
payroll and human resource business processes.
•S K&K will be responsible for the configuration and setup of the system,
including functionalities and processes. The City will provide the
business rules to K&K (to allow K&K to configure the system) and test
the system.
v' The City will be responsible for the lead role in customized test scripts
and participation in system and user acceptance testing.
s The City will be responsible for the lead role in development of
customized training materials and business process documentation.
s The City will be responsible for participation and management of cut-
over planning, go-live, and post-implementation services.
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Training, Testing, Documentation and Other Management Tools:
s K&K will provide a written future state summary as a section 1.2
deliverable.
s K&K will provide a written conversion plan as a section 1.3 deliverable.
s K&K will not provide custom end-user documentation.
^ The City will assume responsibility for all custom end-user
documentation of applications and processes. Lawson provides
complete on-line documentation of delivered functionality which can be
customized to include site-specific instructions. Such changes and
other documentation as may be desired are the responsibility of City.
The Lawson Learning Accelerator tool provides an excellent vehicle for
documenting processes and creating additional training and reference
materials.
S The City PM will assume change management responsibilities with
assistance from K&K.
S K&K will be providing training sessions for the City's implementation team,
those that will have primary responsibility for running the applications, in
accordance with the training details outlined in this SOW. Technical training
will be provided through Lawson public classes in one of the Lawson regional
offices and is not part of this SOW. Every attempt will be made to facilitate
the City's use of Lawson's Irvine, CA facility, but specific class availability and
project needs may require that some technical training be obtained by
attending classes in one of Lawson's eight other regional offices.
•S K&K will provide application training at the City's facilities.
S An integrated project workplan will be created that includes tasks and
deliverables for the City, K&K, CyberShift and Velocity. It will be developed
by the City in collaboration with all three vendors.
Project Delays
^ Delays caused by the City in delivering requested or required services may
result in changes to the project schedule and/or additional charges. The City
will need to agree that such changes are appropriate and also approve any
related charges. Delays caused by K&K will not result in additional charges
to the City.
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Project Work Plan
1.1 - Project Strategy Meeting/Project Plan Development
The project strategy meeting is the official kick-off session to establish the
project objectives, direction, introduce the Implementation Methodology,
review the preliminary project plan, and establish a team approach to
achieve a successful implementation.
Objective:
This is a critical step. It is crucial to the success of the implementation
that certain information is obtained and agreed upon:
• Commitment
• Project Scope and Goals
• Roles & responsibilities
Critical components to developing a successful Project Plan include:
• Milestones
• Critical Dates
• Project Constraints
• Critical Business Issues
The first draft of the project schedule is reviewed. Revisions will likely be
required in the forthcoming weeks. The initial schedule documents
mission critical tasks required to implement the product and it attempts to
assign a realistic time frame to the project tasks. K&K will provide a high
level project plan template (without dates) in Microsoft Excel (or other
mutually agreed-upon format) which the Steering Committee will use to
complete a draft Project Plan. The project activities will thereafter be
updated by the City PM and managed by all responsible parties against
this project plan for the duration of the implementation. The plan should
include enough detail to allow the City to create a long-term staffing
schedule (which will necessarily be subject to regular revision).
Deliverables to the Project:
K&K
Strategy Meeting agenda
Meeting Facilitation
Draft Project Plan (Schedule)
Attend Kickoff Meeting (a joint responsibility)
Weekly Team Meetings (a joint responsibility)**
Bi-Weekly Status Report and Steering Committee Meeting (a joint
responsibility)**
Maintain Project Library (a joint responsibility)**
CITY
Scope Statement (to be completed prior to K&K starting the project)
Project Team Training Room
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Project Management Plan (to include K&K components from their
draft Project Plan deliverable)
Development & Production Environments (via Velocity)
Kickoff Meeting Presentation (with input from K&K)
Attend Kickoff Meeting (a joint responsibility)
List of Critical Business Issues
List of Application Business Objectives
Project Team Identified
Project Plan Review
City Hosted SharePoint Site for Project Library
Maintain Project Library (a joint responsibility)**
Execute Communication Plan**
Maintain Integrated Workplan (which includes tasks and
deliverables for the City, K&K, CyberShift and Velocity).**
Maintain Issue Log**
Weekly Team Meetings (a joint responsibility)**
Summary Minutes for Weekly Team Meetings**
Bi-Weekly Status Report and Steering Committee Meeting (a joint
responsibility)**
Summary Minutes for Steering Committee Meetings**
** This deliverable occurs throughout the project.
1.2 - Current State / Future State Analysis
The Project Team needs to understand how the business currently
operates. This step requires review and documentation of the City's
critical work flows. Information gathering that began during the software
selection process will continue through the conference room pilot. K&K
consultants will introduce Lawson best practices and develop consensus
on "To-Be" specifics for implementation.
Objective:
The goal of this activity is to establish a base line for remaining
implementation tasks.
That is because some analysis of business requirements was used in the
software selection process. As a first step, the implementation team will
confirm the critical business issues established in the sales cycle. The
team will formalize the project's scope and goals, establish the project
standards and develop the application business objectives.
A second step is to identify current business practices. The City will
document its current business processes in flowchart format prior to K&K
starting the project. Once K&K starts the project, the City team will review
the flowcharts with K&K so that everyone will have the same
understanding. This will also include a review of the process deficiencies
noted by the City in its analysis. Identifying current business practices
City Attorney Approved Version #05.06.08
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and procedures is a significant forerunner to determining how to
implement these processes into the Lawson framework. Before the
Project Team begins to develop new procedures, they want to identify
obsolete and outdated practices, as well as ones that are working well.
The goal of the implementation project is not to change how the City does
business, but rather, where possible, to improve it.
For the very reason that new software requires new procedures, few team
members want to put a lot of effort into documenting old systems.
Everyone is eager to start on the 'new' systems; however, the time taken
here is normally more than recovered in later activities. For instance,
development meetings are more productive when everyone has previously
agreed on how the current systems work and what is to be kept. In the
design phase, the team members will document the new procedures. The
deliverables from this activity provide a starting point.
When examining current business practices, all of the departments that
will be affected by the application(s) being implemented need to be
considered. A review of all the major functions within the departments will
be completed and documented. Given the resource-intensive schedule to
go-live, procedures will be prioritized based on crucial business functions
and complexity. This will become a working document that can translate
into CRP scripts, new procedure manuals and training guides.
Deliverables to the Project:
K&K
High-level Future State Work Sessions (that include relevant
demo's of Lawson to help the team conceptualize the new Future
State design)
Final Future State (focus will be on the significant and/or the
complex business processes).
CITY
The Client should be looking at who uses the reports or forms.
What is the volume of transactions? Are there files that should be
cleaned up? Can the process be improved?
Current Process Analysis (via a medium level of detail using
flowcharts and bullets of major process deficiencies; focus will be
on the significant and/or the complex business processes. This
deliverable will be substantially done prior to K&K starting the
project.)
Copies of Reports, Forms and Screens
List of Current Interfaces
List of Application of Business Objectives
List of Critical Business Issues
Policy Issues & Recommendations Resulting from the Final Future
State
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10
1.3 - Outline conversion and interface plans
The Project Team needs to define all of the interfaces that will be required
and the legacy data that will be converted so that adequate time may be
scheduled for these functions.
Objective:
The goal of this activity is to identify the interfaces and determine the
responsibilities of the specific team members that will be involved in the
interface creation. In addition, the data conversions will be defined. It is
understood that additional resources will be made available to assist with
the harvesting of the legacy data. The team will document the
requirements for the conversions and interfaces and the technical
members will begin writing some of the programs, as needed.
Deliverables to the Project:
K&K
Meeting facilitation
Introduction of Lawson API's
Review of planned interfaces and interface options
Review of standard data conversion process and issues
Written summary of the conversion and interface plan
CITY
The City should include the technical resources that will be available for
the project and be prepared to assist in determining where skills may need
to be supplemented by K&K or other outside resources.
Knowledge of applications to be interfaced
Knowledge of legacy data to be converted
Understanding of the amount of data to be converted
2.1 - Project Team Training
Functional training will be provided by K&K at the City's facilities. In the
classroom, the Project Team members learn about system set up,
features and processing flow. K&K will utilize standard Lawson training
materials, but use them selectively, tailoring the training to City's specific
needs and interests. Technical training will be provided in Lawson public
classes; these are held in Irvine, CA and other locations throughout the
US. Inasmuch as the solution is being hosted by Velocity, technical
training for System Administration and Security Administration are not on
the recommended list (but would be if the solution were to be hosted
internally).
Learning Accelerator Training will be provided as early in the process as
practical so that full utilization may be made of this tool. It is
recommended that wherever the specific processes of the City require
more help instruction than is provided by the standard Lawson on-line
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Z.1
help, that scripts be developed using the Learning Accelerator tool. It is
generally understood that the tool will be used to document processes for
on-going training of new employees and also to support the specific
processes which will be utilized by non-power users (i.e., Requisition Self-
Service).
Education Proposed
Private Education (provided at client site with client resources, 12 person
limit, training performed by K&K staff at $1,400/day) plus travel expenses:
Human Resources & Payroll Training
Human Resource Structure - 3 days
Payroll Structure & Processing - 2 days
Benefits Processing - 2 days
Personnel Processing - 2 days
HR & Payroll Functional Reporting - 1 day
Implementing Employee & Manager Self Service - 1 day
Total K&K Private Education 11 days
Public Education provided by Lawson @ $900/person/day:
Note: Public Education is training that is required by Carlsbad staff for purposes
of being able to effectively complete the project implementation; however, this is
provided in this SOW for informational purposes and no cost or effort by K&K is
included in this SOW. The City will register for these classes through the
MyLawson.com web portal and payment will be made directly to Lawson.
Technical Training
Introduction to Lawson Business Intelligence - 4
days
LS9 Security Training - 4 days
Build ProcessFlow Custom Solutions, 9.0-4
days
Total Public Education 12 days
Objective:
Provide training to the Project Team to allow them to make setup and procedural
decisions and identify potential issues.
Deliverables to the Project
K&K
Training Material In electronic format
Instructors
CITY
Full participation
Technical Team Training (via Lawson)
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2.2 -Application Exploration
After the City Project Team has attended training, they must spend time
on the system at their site. The team uses this time to understand how
the basic Lawson system works. With this hands-on experience, the team
can begin documentation on how their business process will integrate with
Lawson
Objective:
This activity occurs after the Project Team completes a Lawson training
course. The purpose is for the team members to experiment with the
functions available in an application and reinforce the concepts they
learned in class.
With a thorough understanding of the basic applications, the team can
confidently decide how Lawson is to be incorporated into the business.
Despite the training materials and classroom instruction, most people
cannot remember all the details from class. Neither can the instructors
cover every nuance of the applications. Therefore, it is important that the
team make the time to get onto the system and experiment.
This initial exploration is supported by standard test data delivered by
Lawson and has been previously installed at Carlsbad by K&K. While the
sample data is not that of a City, experience has shown it to be adequate
for the limited purpose of application exploration.
Activities for City's team include; unit testing, investigating the results of
the setup parameters and procedure documentation. K&K will work with
the team after training to help reinforce the concepts.
The City project team will also informally test the system for significant
performance issues. This is being done early in the project, because if
problems are encountered it will give the City ample time to address them
with Lawson or Velocity (as opposed to waiting until the end of the project
to do performance testing).
Deliverables to the Project
K&K
Consultants
Project Team Training Workbook
CITY
Complete Exercises (from Project Team training workbook)
Optionally - Complete Quiz answers.
Issue Forms
Setup Parameter Documentation
Informal Performance Testing
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2.3 - Build Setup Parameters
Upon completion of training and application exploration, the Project Team
will begin defining how Lawson will work for the City. This is the primary
design component of the project. In this step, the Project Team
actually constructs the basic system structure, defines master files and
identifies user-defined fields. Lawson typically provides a number of
options for getting to a specific end; this step includes an exploration of
those options and decisions on deployment.
Objective:
The goal is to get to the full functionality desired in the most simple means
possible. Where processes can be streamlined, they will be streamlined.
Where more complex processes are required to better deal with specific
issues, these processes will be delivered.
Deliverables to the Project
K&K
Consultants
Module Configuration and Build (i.e., all Lawson modules are
configured and ready for unit testing in the conference room pilot)
CITY
Definition of Business Rules (to allow K&K to configure the system)
Security Configuration & Build (via Velocity)
2.4 - Script preparation for conference room pilot
The team writes the CRP scripts now. K&K consultants will provide
sample scripts for generic functions, but the scripts that are of most value
will be those defined by the City which reflect the specific challenges
which their operating environment presents. The difficult and odd-ball
scenarios are the ones that will best test the setup.
Objective:
The scripts should be written in enough detail so that when all have been
successfully executed there should be confidence in the setup and a
significant amount of knowledge transfer to the core team. This is both a
system test and an important training event.
The bulk of the time invested here will be the clients, and the client has the
primary responsibility for the scripts creation. The scripts are an outline of
the steps they would do to complete a business procedure. Procedures
like producing a check or gathering the data to enter and verify a batch.
The basis for the scripts will be the decisions made and documented
during the Business Procedure Review. Scripts can also be utilized as the
basis for a Procedure Manual.
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Deliverables to the Project
K&K
Sample scripts
Application and Technical Consulting
CITY
Actual operating scenarios, especially those that have been
problematic
2.5 - Review and clean-up legacy data
The purpose of this activity is to ensure that duplicate and erroneous data
is scrubbed, purged, and consolidated as appropriate prior to converting
and loading into Lawson.
Objective:
Live data will be incorporated into the conference room pilot. Data clean-
up can be a very big endeavor, depending on the client. Good work on
the front-end will preclude a lot of reworking of conversion processes.
Because the City knows and owns the data, ultimately the client must bear
the responsibility to ensure that it is accurate.
Deliverables to the Project
K&K
Project Planning Consulting
MS Add-in instruction & examples to facilitate data review via Excel
CITY
Significant time and effort to get legacy data into a pristine condition
2.6 - Process flow, dashboards & report development
This activity will result in the design, development and delivery of the City-specific
functionality available through the Lawson Business Intelligence Suite. The
process builds on a 1/2 day scoping session, the 5 standard Lawson Process
Flows, and the development of 2 dashboards, 3 custom Crystal reports (one of
which would be CalPERS), and 10 Process Flows/Smart Notes (and trade-
offs/substitutions may be identified).
Objective:
Process flows or Smart Notes as appropriate will be developed to
automate new hire, termination, and personnel action processes. Role-
specific dashboards will be delivered to provide custom views of the
Lawson environment. Crystal reports will be written to supplement the
hundreds of standard out-of-the-box Lawson reports.
Deliverables to the Project
K&K
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Half day scoping session for LBI & Process Flow overview and
exploration
Design specifications
Draft and work-in-process checks
Final LBI & Process Flow output
Custom Crystal Reports (new CalPERS report and 2 additional
ones to be identified by the City)
Configured W-2 Forms (using standard Lawson functionality)
CITY
Sample reports
Custom Crystal Reports (outside of those developed by K&K)
3.1 - Data Conversion and Interfaces
As part of the Business Needs Analysis, conversions and interfaces will
have been identified and resources assigned to complete them. It is
generally desirable to complete them sooner rather than later in the
project. If not completed prior to System Testing, this will be the time
when they must be ready for testing. Lawson provides interface programs
for a number of data areas. K&K will provide assistance in mapping,
preparing and testing the required programs. And while K&K can assist
in data validation, the data ultimately is that of the City and the City must
take responsibility for the accuracy of same.
The following interfaces will be provided:
• Payroll and Benefits will submit withholding payments as
appropriate for levies, CalPERS (based on the new reporting and
interfacing requirements), Savings Bonds, Deferred Compensation,
BBS, and United Way.
• HRIS to IFAS (bi-directional)
• HRIS to data warehouse (standard LBI deliverable)
• Active Directory (bi-directional)
• Payroll to General Ledger (bi-directional)
• Cybershift time entry to Payroll
• Payroll preparation interfaced to IFAS to check general ledger and
project budgets (which exist in IFAS) and ensure that budgets are
adequate to cover the general ledger and/or project expenses as
prepared; this must also come with a trial posting capability to
review any IFAS budget exceptions prior to posting the Lawson
payroll as final to the IFAS general ledger and the project ledger;
once the budget review is complete (including making the
necessary changes to the CyberShift and Lawson employee
timecards to avoid general ledger and/or project budget overages
and rerunning payroll), post the revised payroll as final to the IFAS
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general ledger and project ledger; exception reporting will be
provided.
• Direct Deposit/EFT Interface to the City's Bank
Deliverables to the Project
K&K
Assistance with data conversion
Legacy data mapped to Lawson applications
Lawson Data Extraction Processing/Interface
Configuration/Development
CITY
Data conversion
Legacy data identified, provided in an acceptable format (Excel
preferred)
Data cleansing completed
Expertise regarding all legacy applications
3.2 - Conference Room Pilot Testing
The conference room pilot enhances the Project Team's understanding of
Lawson applications. The goal is to assure that the planned
implementation effectively addresses City's business issues and validates
decisions made on set up and procedures in a hands-on environment.
The CRP is performed using a small controlled set of data. K&K will lead
the City staff through the execution of the conference room pilot.
The CRP will also include running a payroll for at least 50 employees.
As the last step in the CRP, a reasonable amount of performance testing
will be conducted by the City for the Lawson system. This will include 10
to 12 users entering repeated transactions, running reports, etc., and
monitoring system response times. Conducting the performance tests will
be a City and Velocity responsibility.
Objective:
The objective is to use the Lawson Software applications after training and
application exploration and initial data conversion is complete in order to
enhance understanding, verify assumptions made concerning
functionality, fit, enhancements, interfaces and business practices. After
the training is completed, the Project Team prepares test scripts to
perform during the CRP. The tests will use a small controlled set of data
that is representative of normal processing. The Project Team then
conducts the CRP to evaluate progress, address issues that have arisen
and review plans and schedules.
During the Conference Room Pilot, issues will arise. Unexpected results
can occur and sometimes a new script will be required. It is important to
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document the issues on the Issue Log as they are identified. The Issue
Log will include the name of the resource assigned to find a resolution and
a targeted date for completion for items identified during implementation
and post implementation.
During the Conference Room Pilot there will undoubtedly be issues
surface that require a change in the system setup to remedy. Such
changes will be made contemporaneously and all affected scripts rerun in
order to get to desired results. This can be a very iterative process.
At the completion of the Conference Room Pilot, the Project Team is
prepared with responsibilities, policies, procedures, task lists, decisions to
be made, issues to be resolved, and interfaces, enhancements, or
modifications needed to take the applications into production.
CRP cannot take the place of training, but it should greatly accelerate and
enhance the learning process. This should not be the first time the Project Team
has signed onto the system. Involvement of all the members of the project is
crucial.
Deliverables to the Project
K&K
CRP Workbook
Consulting
Sample scripts and assistance with creating custom scripts
Maintain issues log
CITY
CRP Scripts, including difficult actual scenarios
Issue Forms
Updates to Procedure Manuals
Perform the CRP testing
Performance Testing
3.3 -Review Reports, Train Ad Hoc Reporting
The CRP will produce results that can be analyzed with the standard
Lawson reports most of which can be run in a variety of ways depending
on the selection criteria used. Where standard reports don't seem to
measure up to the requirement, ad hoc reporting with the MS Add-ins will
be explored, and failing this, custom Crystal reports can be developed.
Deliverables to the Project
K&K
Consulting
Standard report and assistance with creating ad hoc reports
CITY
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Legacy reports selected by the City
Issue descriptions
4.1 - System Test
This is the final test of the whole system (including conversions, interfaces
and modifications) prior to the final cut-over to production and will be
considered an acceptance test. The parallel processing of payroll shall
serve as the system and acceptance test.
Objective:
It is now "show time" and this is the final opportunity to determine if any
show stoppers exist. Several earlier steps in the methodology have
included testing such as application exploration and CRP. Now is the time
to put it all together: conversions, interfaces, and volume. This also
serves as an opportunity to review the hardware, database, operating
systems and security. (Note: Security testing, depending on the desired
level of security, identification and setup of security will have already been
completed.)
Another objective of the system test is to get acceptance of the new
system from management, the Project Team and end users. For this
reason, some, if not all of the end users are brought into the project for the
System Test.
K&K will develop system test plans. It will consist of two components:
• Parallel Testing - Parallel testing will be utilized for both HR and
payroll; two parallel tests will be completed. A parallel test is
defined as including all employees from a recent City payroll and
usage of all Lawson and CyberShift system components as they
are planned for in production (i.e., timecards, time badges,
employee self-service, personnel actions, direct deposit/EFT
interface, creation of the CalPERS interface, etc.). That is, all data
for the parallel tests should be entered into the system using the
standard screens of Lawson and CyberShift, and not methods to
simulate portions of the test.
• CRP Test Scripts - The CRP test scripts will be rerun again using
City staff outside of the core project team.
Deliverables to the Project:
K&K
Test Plan
Problem resolution facilitation
Consulting
CITY
Test execution for two HR and payroll parallel tests.
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Test execution of the CRP test scripts.
Updates to Issue Log
5.1 - End User Training
The people using the new system must be trained on the system and any
related procedures before go-live. It is expected that the City's personnel
will be able to lead this training, having been trained by K&K, under a
train-the-trainer methodology. Training for this functionality can generally
be completed in an hour or two for fairly large groups.
Objective:
The objective of this step is to train the users so they are capable of
performing their job responsibilities using Lawson applications.
It is human nature to resist change. The resistance and stress can be
minimized by providing project updates to the user base early and often.
Upper management must communicate the need and value proposition for
putting in a new system prior to the start of training.
Deliverables to the Project:
K&K
Sample Training Materials from Past Projects
Instructor support
CITY
Training Plan
Training Materials (tailored to the City's environment)
User Guides (tailored to the City's environment)
Instructors
Trained End Users
5.2 - Final Data Conversion and Clean-up
Prior to live processing the final round of data conversion will be
completed. Reports will be run from Lawson and verified against
corresponding reports from the legacy systems.
Objective:
This step must be completed successfully before live processing can begin. This
will ensure that the Lawson system will continue from the exact place that the
legacy system end.
Deliverables to the Project
K&K
Assistance with data conversion
CITY
Data conversion
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Legacy data identified, provided in an acceptable format (Excel
preferred)
Data cleansing completed
5.3 - Readiness Assessment
The readiness assessment takes place several weeks prior to the
scheduled go-live date. The purpose is to review the implementation plan
and verify all tasks are complete.
Objective:
This step includes a meeting, but like the other activities in the
methodology, more tasks are involved. The meeting is held prior to go-
live to identify and prioritize incomplete tasks, review end-user feedback
and ensure acceptance of the system. At this time a decision must be
made to go into production as scheduled or consider a delay. If the
decision is to move forward, then a second objective is to develop and/or
complete the cutover plan.
Other activities associated with this phase are final conversions,
completion of open issues and communication to all vendors and
customers of the impending changes. Some of the technical activities that
will need to be validated include: activating security, developing a system
backup schedule, and finalizing the disaster recovery plan.
Deliverables to the Project:
K&K
Meeting Facilitation
Readiness Assessment
Inputs to Completed Implementation Plan (aka Cutover Plan,
including transition to Lawson Global Support)
Inputs to Contingency Plan
CITY
Completed Implementation Plan (with input from K&K, CyberShift
and Velocity)
Contingency Plan
5.4 - Production - Go Live
This is the completion of the tasks to go-live.
Objective:
Production (go-live) is the execution of a series of procedures, not just a
single event. In other words, 'live' is not the day after the readiness
meeting when everyone decided to go live. The Production activities are
dependent on satisfactory parallel payroll runs. The status of 'going into
production' lasts until the users perform all their jobs confidently and
efficiently.
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3/
Deliverables to the Project:
K&K Consultants
Help-desk
CITY
Live Function System
Executed Implementation Plan (aka Cutover Plan)
6.1 - Post Implementation Support, Audit/Review
K&K consultants will typically stay on-site for 6 weeks after go-live in order
to support the first full month of live processing and the completion of
month-end reporting and closing procedures.
After the new system has been up and running for several months, it is
time to measure the success of the implementation and identify
subsequent projects. This review can be scheduled anywhere from 2 to 6
months after go-live date. It is not uncommon to defer tasks into order to
meet dates; this is the time to address them again.
Objective:
This step provides closure for the implementation. The Post
Implementation Audit/Review is used to identify any features and
procedures that were deferred to meet deadlines. The City then
measures the benefits and costs of developing a plan to implement them.
When the Audit/Review occurs (two to six months after go-live), K&K
works with the Project Team to judge the quality of the implementation.
The system Audit/Review will:
• Review procedures for additional improvements
• Identify any operational problems (software, people, policies)
• Highlight the benefits of the project.
City's Management will review:
• Comparison of planned costs to actual (time and money)
• Determine if the planned savings have been realized
• Determine what % of their overall objectives have been met
Deliverables to the Project:
K&K
Post Implementation Review and support
On-site support
Consultants' findings
CITY
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Running the new system with an open mind and with an
understanding that processes that initially seem difficult will become
second nature over time
Payments
Time will be billed as accrued with net 30 day terms, with the City holding back
10% of each invoice until completion of the respective project milestones
(milestones are identified by roman numerals, below). The City will sign off on
the milestone completions to trigger payment of the holdback. Time may be
moved from milestone to milestone, but at no time should the City's total
milestone payments exceed the total budgeted for the milestones completed.
Travel will be billed as accrued and will comply with the City's published policy.
DAYS PRICE
I. Planning Phase $23,940
Kick Off Meeting 0.63
Review Current State / Future State; Define & 15.00
Document "To-Be" Details
Outline conversion and interface plan 1.00
II. System Design & Initial Set-up $67,680
Classroom Training 11.00
Application Exploration & Setup Design 8.00
Build setup parameters in Test environment 24.00
Script Preparation & Guidance 4.00
III. Process Flows, Smart Notes & Report
Development $31,680
Process Flows, Smart Notes & Report Development 22.00
IV. Conversions, Interfaces, Security $84,320
Review and clean-up legacy data 3.00
Convert and validate data 10.00
Develop Interfaces 10.00
Final Conversion and Data Clean-up 5.00
Security Configuration & Validation 10.25
V. Conference Room Pilot $20,160
Test HR and payroll scripts 10.00
Review Reports, Assist with Ad Hoc reporting 4.00
VI. Go-Live Activities $34,560
User Acceptance and Integration Testing 1.00
End User Training 3.00
Readiness Assessment - Parallel Processing 20.00
Live Processing
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VII. Post Live Support
Issue Resolution, Quality Assurance 20.00 $43,200
Closing and Reporting 10.00
TOTAL SERVICES $305,540
ESTIMATED TRAVEL* $ 46,262
TOTAL $351,802
* Actual travel costs will be billed
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