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Florida Department Of Children And Families Office Of Economic Self-Sufficiency ITN # 03F12GC1

Programmatic Reply

Use or disclosure of data contained on this sheet is subject to the restriction on the title page of this document. 6-1

Copyright © Accenture 2012. All Rights Reserved.

4.2.8 Tab 6: ACCESS Florida System O&M Approach and Methodology

Our approach to providing ongoing Operations and Maintenance support for ACCESS Florida focuses on stability of the existing system, retaining core knowledge, and bringing the best of Accenture to the work we provide for the Department.

Accenture has a mature approach we will use to seamlessly transition application maintenance and support services from the current ACCESS team to Accenture. Our Transition approach draws on an established methodology, Accenture Delivery Methods (ADM) for Service Transition, used on more than 1,000 transitions, a common set of tools, and the experience we have gained from nearly 30 years of managing large-scale, complex global service transitions across 30 industries and 50 countries.

4.2.8.1 Approach For Operations and Maintenance service of the ACCESS Florida System, we leveraged a team with a history of working with eligibility systems to deliver a response that combines our industry knowledge with your business need to maintain the performance and health of the ACCESS Florida System during the development of, and migration to the replacement system. This knowledge and understanding has allowed us to put forward a solution that aligns very closely with your requirements.

Our solution for the ACCESS Florida System builds on top of our market-leading capabilities for Application Development and Maintenance which have resulted in Accenture being consistently recognized as a leading provider of O&M services by market analysts like Forrester, IDC, and Gartner.

Our Managed Services operating model provides a framework to improve quality. For the Department, this increases service provider accountability and provides clear Service Level Agreements (SLAs) governing performance of the ACCESS Florida System.

Our transition methods, replicated at over 1,100 transitions, provide the framework for our specific transition plans for each of the roles we have proposed. Our approach to re-badging key incumbent resources further reduces transition risk.

Accenture possesses capabilities in superior global delivery, strong alliances focused on client value and leading credentials in the technology domain areas important to the Department. Simply put, we can do the work:

• Accenture is Oracle’s first Diamond Partner and rated by Gartner as the market leader in Oracle Outsourcing

• The Financial Times FT 500, an annual snapshot of the world's largest companies, has included Accenture for eight years (2005-2012)

• Ranking among the world's largest public companies, Accenture has consistently been in the top quartile of the Forbes Global 2000 since 2008

Accenture is your experienced, premier provider of operations and maintenance

support for the ACCESS Florida System

• We bring proven experience delivering O&M services for enterprise scale applications in Florida at the Department of Business and Professional Regulation, the Department of Management Services, and the Office of Financial Regulation

• Accenture has supported the O&M phase of the California C-IV system for a decade, realizing continuous improvement and cost savings

• Accenture is a member of the PMI Corporate Council and our methodology aligns with the PMI's PMBOK

• Accenture is ranked a leading provider for O&M services from market analysts including Forrester, IDC, and Gartner, with more than 1,110 combined transitions completed

• We bring more experience transitioning employees than any other IT Service Provider


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• Through our Avanade arm, a joint venture with Microsoft that serves as Accenture’s Microsoft delivery organization, we are Microsoft’s Most Recognized “Strategic Alliance Partner.”

Accenture is focused on providing to a smooth and successful transition of the ACCESS Florida System Operations and Maintenance from the current service provider. As part of our focus, we would leverage the experience of the existing staff, tools and processes augmented where mutually agreed with the Accenture Service Transition methods to provide a smooth transition of ACCESS Florida System Operations and Maintenance.

We realize that the ACCESS Florida System has a limited life, so we propose a cost effective O&M solution for the Department, targeting change where it makes sense. For example, while we anticipate transitioning in new staff to certain roles, our staffing approach also anticipates "re-badging" the appropriate staff from the current service provider based upon key skills and institutional knowledge. As a recognized leader in O&M services, we have industrialized tools and processes that we have refined throughout our O&M work. We work with the Department to mutually agree where to apply new capabilities with an understanding that "what isn't broke doesn't need fixing."

Operations and Maintenance activities encompass problem resolution, preventive maintenance, implementation of required modifications and minor enhancements, application tuning / optimization, and production support.

Accenture recognizes the desire and importance of retaining the intellectual knowledge and experience that has developed over the years. For this reason, we have always aggressively recruited and hired incumbent staff. We use our mobilization techniques to seamlessly transfer incumbent staff and retain talent essential to the ACCESS Florida O&M effort. The institutional knowledge acquired by supporting a complex program such as ACCESS is essential to providing the stability and familiarity of knowledgeable resources, reducing risk to the Department, as you continue to rely on the system during the project.

Accenture has the experience and the plan to do this for the Department. We have re-hired more than 30,000 people from more than 130 of our clients; of these, 98% accepted our offer of employment and more than 95% are with us after two years.

We recognize that incumbent staff may experience some anxiety following the initial announcement of an impending project transition. Accenture’s intent is to immediately activate a two-way communication system to address such questions. Our objectives throughout this process are to dispel incumbent staff concerns and provide options that are of benefit to them, and help them appreciate the caliber of Accenture, as evidenced by our high ranking and recognition among the top employers worldwide. The guiding principles of our mobilization techniques include being strategic, purposeful, and respectful as we transition incumbent resources. We seek to provide high quality support of the ACCESS system through the end of its lifespan and into the successful transition to the ACCESS Florida System Replacement.

The proposed structure of the ACCESS Florida O&M team is depicted in Figure 6-1, Mike Jackman will lead the ACCESS Operations and Maintenance effort. Mike resides in Tallahassee and has worked with Florida’s Department of Management Services, Agency for Workforce Innovation, and the Department of Children and Families. He managed the operations of the MyFloridaMarketPlace application for more than four years. He has successfully managed blended teams that included client staff and subcontractors. Mike's strong technical background, experience with the Department, and managing teams on numerous projects will guide the O&M of the ACCESS system during the transition to the ACCESS Florida System Replacement.


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Figure 6-1. The ACCESS Florida O&M team combines knowledge of the legacy ACCESS system with that of the ACCESS Florida System Replacement solution. This enables smooth transitions in operations -

- from takeover to system retirement.

Production support team members will operate the systems and resolve problems by responding to incidents, documenting tickets where appropriate, troubleshooting, escalating if necessary, resolving issues and communicating issue status. The responding team member will prioritize the ticket, triaging the issue, gathering data, and assigning to an appropriate support resource. Our team members will provide onsite coverage during the Department’s business hours, with after hour and weekend support being provided by an on-call team.

For enhancement work, the Business Analyst team members would work directly with Department to understand and interpret the business requirements into technical specifications that can be handed off to the resources for design, development and testing. The Business Analyst resources would assist with the design, development and testing of enhancements. Our team would work with the Department during the user acceptance testing to verify and correct defects and provide support.

We also define roles that focus on the levers that drive productivity like defect prevention activities, metrics analysis and enriching or establishing knowledge bases. An example of this type of activity is in building the knowledge base with the step- by- step actions to resolve common issues that occur on a regular basis. If the resolution is something that an end user is talked through, this can be turned into a script that is provided to the Level 1 help desk to allow the resolution of this type of issue to occur at Level 1 instead of being pushed down to Level 2 for resolution. A second example of how we reduce defects is through ticket analysis and creating preventative maintenance activities to update different applications processes that may create data issues that will reduce the number of tickets in the future. We encourage and incent our teams to continually look for ways to be more efficient, to share their knowledge across the organization and to take proactive actions to prevent issues from occurring.

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Project ManagerCindy Hielscher

Operations Manager Mike Jackman

Production Support Open Systems Support Mainframe Support Business Analyst Support

Project Mobilization Lead Tim Murray

Project Management OfficeChris Wade

PROJECT LEADERSHIP

O&M

Florida Resident Key Personnel


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Accenture will perform the Operations, Maintenance and Enhancement tasks as described in Appendix I, Attachment II of the ITN for the ACCESS Florida System. In this response we describe in detail our overall approach for accomplishing the tasks specified in Appendix I, Attachment II of the ITN.

Project Management Project Management is a discipline used to plan and control the work activities to complete the project objectives. It focuses on providing specific deliverables (e.g., process flows, job designs, business applications and reporting systems) through the balanced management of scope, quality, effort, risk and schedule to meet business objectives and stakeholder expectations.

Figure 6-2. Balanced PMO Management for FLORIDA ACCESS Management.

Project Manager

Our Project Manager, Cindy Hielscher, has more than 26 years of large scale IT implementation experience involving multi-system integration, and complex IT architectures. 20 years of this experience is in complex, health and human services project management. Because of her extensive experience, Cindy also serves as the Quality Assurance Director on several other complex system integration projects, including a large statewide design, development, installation, and maintenance project in Texas as well as a large Maintenance and Operations project in Michigan. Cindy's project management training and skills are currently being evaluated for the Project Management Institute's (PMI) certification process. She will have her PMP certificate prior to the ACCESS replacement project contract start. Cindy has overseen transformation projects that include eligibility and case management systems in six states including Florida, as well as with the U.S. federal government. She manages the projects' progress as compared to the clients' overall business objectives and needs while meeting the project timeframes.

Effort

Quality

Risk

Scope

Schedule

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Project Management Services Aligned to PMBOK Projects share a number of interdependencies that are coordinated to help meet the Department’s objectives. Project management includes controlling work, measuring progress, and reporting status. It also includes managing risks, issues, resources, suppliers, quality, configuration, scope and requirements.

We will staff the ACCESS Florida System Project Management team with people that are disciplined and experienced Project Managers. Our project management methodology is consistent with the Project Management Institute (PMI) Project Management Body of Knowledge (PMBOK). Accenture is a member of the PMI Corporate Council. This membership establishes a strong tie between PMI and Accenture and enables Accenture to stay abreast of advances in the field of project management. Our active participation on the Corporate Council enforces ongoing consistency between PMBOK and ADM. Advantages of this consistency include the ability to use the tools from each of the methodologies to accomplish the project in a coordinated fashion and a common language for discussing project activities.

The following table maps tasks within Accenture Delivery Methods against the PMI Project Management Process Groups and Knowledge Area Processes.

PMBOK v4 Knowledge Area/Process

ADM Methodology Reference

Project Integration Management

Develop Project Charter • Define Stakeholder Goals and Expectations

• Establish Project • Define High-Level Requirements

Develop Project Management Plan • Plan Project

Direct and Manage Project Execution

• Monitor and Control Project

Perform Integrated Change Control • Monitor and Control Project • Manage Scope and Requirements • Perform Configuration Management

Close Project • Close Project • Transition Deployed Application

Project Cost Management

Estimate Costs • Plan Project – Generate Detailed Work Estimate

Determine Budget • Plan Project – Plan Project Financials

Control Cost • Monitor and Control Project

Project Communications Management

Identify Stakeholders • Define Stakeholder Goals and Expectations

Plan Communications • Plan Project

Distribute Information • Monitor and Control Project

Manage Stakeholder Communications


Report Performance • Monitor and Control Project Project Scope Management

Collect Requirements • Define Stakeholder Goals and Expectations

• Define High-Level Requirements


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• Identify Application Requirements • Identify Technical Requirements

Define Scope • Define High-Level Requirements • Define Solution Blueprint • Plan Project – Confirm Scope

Define WBS • Plan Project Verify Scope • Confirm Deliverables

• Manage Scope and Requirements Control Scope • Manage Scope and Requirements

Project Quality Management

Plan Quality • Plan Project Perform Quality Assurance • Manage Quality Perform Quality Control • Manage Quality

• Monitor and Control Project Project Risk Management

Plan Risk Management • Plan Project

Identify Risks • Plan Project • Project

Perform Qualitative Risk Analysis • Explore Solution Options (Custom) • Select Packaged Software (Packaged) • Monitor and Control

Plan Risk Responses • Plan Project • Monitor and Control Project

Monitor and Control Risks • Monitor and Control Project

Project Time Management

Define Activities • Plan Project

Sequence Activities • Plan Project

Estimate Activity Resources • Plan Project • Plan Project - Determine Resource

Needs Estimate Activity Durations • Plan Project

Develop Schedule • Plan Project – Schedule Work

Control Schedule • Monitor and Control Project

Project Human Resource Management

Develop Human Resource Plan • Plan Project Acquire Project Team • Plan Project - Organize Project

Resources Develop Project Team • Plan Project – Develop Project

Orientation and Training Materials • Manage Project Resources

Manage Project Team • Manage Project Resources Project Plan Procurements • Define High-Level Requirements


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Procurement Management

• Define Delivery Strategy • Plan Project

Conduct Procurements • Manage Suppliers Administer Procurements • Manage Suppliers

• Monitor and Control Project Close Procurements • Manage Suppliers

• Close Project

PMBOK v3.2 Knowledge Area/Process


Project Integration Management

Develop Project Charter • Understand Project Stakeholder Goals and Expectations

• Establish Project Governance • Define High-Level Requirements

Develop Project Management Plan • Develop Management Plans • Plan Project

Direct and Manage Project Execution


Perform Integrated Change Control • Manage Project Scope and Requirements • Manage Configuration

Close Project • Sign-off and Close Project • Transition Deployed Application

Project Cost Management

Estimate Costs • Plan Project – Generate Detailed Work Estimate

Determine Budget • Plan Project – Plan Project Budget

Control Cost • Manage Project Work Plan and Time

Project Communications Management

Identify Stakeholders • Understand Project Stakeholder Goals and Expectations

Plan Communications • Develop Management Plans • Plan Project

Distribute Information • Manage Project Performance and Reporting

Manage Stakeholder Communications

• Manage Project Stakeholder Expectations

Report Performance • Manage Project Performance and Reporting

Project Scope Collect Requirements • Understand Project Stakeholder Goals and Expectations


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Management • Define High-Level Requirements • Identify Application Requirements • Identify Technical Requirements

Define Scope • Define High-Level Requirements • Define/Confirm Solution Blueprint • Plan Project – Confirm Scope

Define WBS • Plan Project

Verify Scope • Confirm Deliverables • Manage Project Scope and Requirements

Control Scope • Manage Project Scope and Requirements

Project Quality Management

Plan Quality • Develop Management Plans • Plan Project

Perform Quality Assurance • Manage Project Quality

Perform Quality Control • Manage Project Quality • Manage Project Issues • Manage Project Risks

Project Risk Management

Plan Risk Management • Develop Management Plans • Plan Project

Identify Risks • Plan Project

Perform Qualitative Risk Analysis

• Explore Solution Options (Custom) • Select Packaged Software (Packaged) • Manage Project Risks

Plan Risk Responses • Plan Project • Manage Project Risks

Monitor and Control Risks • Manage Project Risks • Manage Project Issues

Project Time Management

Define Activities • Plan Project

Sequence Activities • Plan Project

Estimate Activity Resources • Plan Project • Plan Project - Determine Resource Needs

Estimate Activity Durations • Plan Project

Develop Schedule • Plan Project – Schedule Work

Control Schedule • Manage Project Work Plan and Time

Project Human Resource Management

Develop Human Resource Plan • Develop Management Plans • Plan Project

Acquire Project Team • Mobilize Project


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Develop Project Team • Mobilize Project • Manage Resources – Project

Manage Project Team • Manage Resources – Project

Project Procurement Management

Plan Procurements • Define High-Level Requirements • Develop Management Plans • Plan Project

Conduct Procurements • Procurement Process Guidelines • Major Subcontractor Management • Manage Suppliers/Alliance Partners –

Project Administer Procurements • Manage Suppliers/Alliance Partners -

Project Close Procurements • Manage Suppliers/Alliance Partners -

Project • Sign-Off and Close Project

Table 6-1. ADM to PMBOK Mapping

The Accenture professionals assigned to the ACCESS Florida System Replacement project are well disciplined in our ADM Project Management methodology which aligns with the PMI’s PMBOK® Guide, as described above. We are accustomed to providing project management services in accordance with the PMI’s PMBOK and therefore we are qualified to provide the project management services that the Department requires for the ACCESS Florida System. We have and are successfully manage O&M services for enterprise scale applications in Florida for the Department of Business and Professional Regulation, the Department of Management Services, and the Office of Financial Regulation.

Project Management Plan In the Transition phase of the ACCESS Florida System from the current service provider to Accenture, we will work closely with the Department and the incumbent to understand the existing Project Management Plan and its sub plans. We work with the Department to determine what areas are working well and which areas require improvement. We will modify the existing plans or develop new plans as needed per the requirements set forth by the Department. Our goal is to minimize the impact to DCF staff and Florida's most vulnerable citizens during the transition of the ACCESS Florida System from the incumbent to Accenture. Establishing clearly defined plans up front, for how we operate and manage the daily activities is critical to the success of the O&M service we provide. These plans allow both the Department and Accenture to understand who is responsible for what and the expected actions that are required when certain situations arise or work is required. We will maintain each plan, only making updates upon approval from the Department. Table 6-2 illustrates our understanding of each plan.

Plan Name Description of the Plan System Development Lifecycle (SDLC)

This plan defines the steps, processes and deliverables for each phase of the system development lifecycle that must be followed in order to make


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Plan Name Description of the Plan updates or enhancements to the ACCESS Florida System.

Project Management Plan This plan defines how the O&M project is managed, executed, and controlled. It is used to document project assumptions and to facilitate communication with the Department stakeholders.

Communication Plan This plan defines how Accenture and the Department collaboratively plan and deliver effective communications by identifying communication channels, targeted audiences, timing, and mediums for delivery.

Change Management Plan This plan provides the steps and techniques required to shift individuals and organizations from the current state to a desired state with minimal impact.

Configuration Management Plan

This plan includes the processes responsible for maintaining information about configuration items required to deliver a service, including their relationships, in a controlled manner. This information is managed throughout the item’s life cycle.

Quality Management Plan This plan confirms that the entire system development lifecycle has appropriate checkpoints built in to help make certain that quality is effectively integrated in each phase. Quality policies emphasize proactive follow up and corrective action to efficiently and effectively produce quality deliverables.

Issue Management Plan This plan provides a systematic approach for identifying and managing situations or concerns which require a resolution for a current event. It includes steps for identifying, analyzing, prioritizing, resolving, reporting, and escalating issues on an ongoing basis throughout the delivery lifecycle

Scope Management Plan This plan documents how the project scope will be defined, managed, controlled, verified and communicated to the project team and stakeholders.

Risk Management Plan This plan provides a process for identifying, documenting and mitigating risks which will increase the likelihood of delivery effectiveness by decreasing the probability and impact of threats and negative events on the project.

Transition Management Plan

This plan defines the steps, processes, people and tools required to transition the work from the incumbent to Accenture.

Change Control Management Plan

This plan provides rigorous process control for requests for changes to any aspect of the service provided. It defines the approvals process and escalation process for emergency changes.

User Training Plan This plan describes when and how training will be rolled out to the field for enhancements to the ACCESS Florida System.

Table 6-2. ACCESS Florida System Project Management Plans


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Managing Issues, Risks, and Communications The Department needs an issue management approach to help keep the ACCESS Florida System operating smoothly and efficiently. An “issue” is a certain, unsettled matter that can affect the project effort, the underlying project policy, or user requirements. Proactive management of such issues is essential to achieve the outcomes of projects and daily operations and maintenance. Accenture will manage issues collaboratively within a well-defined, centralized, and proactive manner, addressing issues at all levels of the project effort as defined in the Issues Management Plan. We tie issue management closely to the risk management process since a risk can turn into an issue if it is not managed and mitigated. Accenture will proactively identify risks to the ACCESS Florida System including technical, financial, regulatory compliance and business related issues. Each risk will be managed in accordance with the Risk Management Plan.

Communication of issues and risks is essential to providing the Department transparency into the ACCESS Florida System. Accenture will work with the Department to develop the Communication Plan that will specify to whom, the frequency and with what media we will communicate information. Accenture will follow the Communication Plan to provide communications for the ACCESS Florida System.

Adherence to the Project Management Standards and Guidelines Accenture staff are well disciplined in following standards and guidelines. We use our ADM methodology and work with clients like you to tailor our methods, procedures and deliverables to meet the specific needs of our clients. Given that the ACCESS Florida System will be retired, we work with you to tailor the management standards and guidelines and focus changes to areas where the changes will lead to tangible improvements.

Configuration Management Procedures Accenture will work with the Department to revise the existing or define any missing configuration management procedures and execute them according to the Configuration Management Plan. We understand the importance of maintaining information about configuration items required to deliver a service, including their relationships. The Configuration Management Plan will also cover the identification, control, maintenance, and verification of the items, including their versions, constituent components, and relationships. Our goal is to make sure that only the authorized components are used in the environment by monitoring and tracking these configuration items throughout their component life cycle.

Manage Proposed Resources

Accenture will assign the work and manage the resources performing the activities according to the agreed upon service levels between Accenture and the Department.

Manage Resource Performance Measuring performance is an essential part of any O&M arrangement. Performance measures define the boundaries of the agreement in terms of functions and services that Accenture will provide the Department, the volume of work that will be accepted and delivered, and acceptance criteria for responsiveness and the quality of deliverables. Well-defined and crafted performance measures correctly set expectations for both the Department and Accenture. They provide targets for accurately measuring performance to those objectives.


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Weekly Status Meetings

Communication is an essential element for effective operations of the ACCESS Florida System. Effective project team communications helps promote an engaged and collaborative team. Our project managers develop and submit formal weekly status reports and other communications mutually agreed by the Department and Accenture in the appropriate format. The reports will document work completed during the reporting cycle, work scheduled to be completed during the next reporting period, and items for management attention. We take quality and deadlines very seriously. In addition to the weekly status reporting, Accenture will prepare and submit meeting minutes for all meetings facilitated by Accenture.

Operational Reports Accenture will provide the Department operational reports on a monthly basis in support of the SLA reporting and the details of monthly invoices. In doing so, we would enable the Department executive and operational stakeholders to define, track, and manage the effectiveness of our application maintenance and development projects, programs and portfolio by tracking and reporting operational metrics, service level agreement metrics and the effectiveness of the relationship.

Accenture will provide the Department reporting at three levels: operational, tactical and strategic. Figure 6-3 illustrates how the measurement for reporting starts from the day- to- day activities and builds to being able to measure the success of the relationship.

Figure 6-3. ACCESS Florida System Application Service Performance Reporting

Project (operational) reporting for ACCESS Florida System would support the detailed operational reporting and analysis needed to manage the daily operations of the project. This includes detailed information on budget vs. spend, project scope containment, milestones and deliverables, risks, issues, defect density, incident responsiveness, resolution times, system response time and cycle times. Project reporting would occur weekly and would be communicated to the Department.

At the program (tactical) level, the reporting would allow Department stakeholders to assess how well Accenture is performing. Service level metrics, performance targets and key performance indicators

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Balanced Scorecard

Productivity Measures

Service Level AgreementsAccenture Services, Performance

Targets, and MetricsAccenture’s Commitments to the Client

Operation Metrics• Cost• Size • Speed

• Quality • Defects • Volume

• Timeliness• Activity Counts

• Rework• Cycle Time

• Responsiveness• Requirements

Conformance

Portfolio “Strategic”

Program “Tactical”

Project “Operational”

Measures Success of the Relationship

Measures Service Level Commitments

Measure to Improve

Selected measures roll up to a higher level

Reporting Data

ACCESS Florida System Reporting Solution


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would be included in this reporting. Accenture will produce service level reporting on a monthly basis for the Department.

At the portfolio (strategic) level, the reporting would allow the executives at the Department to understand the value that Accenture brings to the Department. This reporting is achieved through a balanced score card that focuses on Business Value, Service Excellence, Process Excellence and Organizational Excellence. Figure 6-4 illustrates what is included in the Balanced Scorecard.

Figure 6-4. Portfolio Level Reporting for ACCESS Florida System.

Technical Liaison for the ACCESS Florida System As the application support team for ACCESS Florida System, Accenture will provide the technical liaison support to the interfacing systems and to other 3rd party vendors that are required to support the ACCESS Florida System. When an issue is discovered that involves the interfaces or 3rd party software, Accenture will open an incident, participate in triaging the incident and will manage the incident to closure escalating as needed to get a timely resolution. Accenture will put Operating Level Agreements (OLA) in place with the interface partners and 3rd party software vendors to clearly define the responsibilities of each party, the expectations of response and resolution times and the escalation procedures.

Support and Reporting During Budget Cycles and Legislative Sessions Accenture understands the Department’s need to have ACCESS Florida System support and reporting assistance during budget cycles and with impact assessments in responding to legislative inquires such as benefit compensation changes, recalculation of budgets for state assistance programs and policy changes. We will use our jointly established work entry and demand management processes as the intake for the support required. Demand Management governs demand for maintenance capacity as well as the demand tied to any potential discretionary project work. Each work request will flow through a consistent request / demand management process.

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Balanced Scorecard

Business Value

Indicates whether the strategy and execution are bringing value to

customers

Service Excellence

Indicates how well we are meeting client and customer needs and

expectations

Process Excellence

Indicates whether we have the process

capability, maturity and quality to deliver business value

Organizational Excellence

Indicates how well we are meeting employee

needs and expectations and how effectively FTEs

are managed

1. Business Results Achieved

2. Cycle Time Improvements

3. Innovation Delivered

1. SLA Compliance2. Outcome Predictability3. Response/Turnaround

Time4. Throughput/Availability

(Accenture has focused on a core set of standard metrics, which are aligned to client strategy and linked to business value)

1. Quality/Reliability2. Process Compliance3. Certification Targets

Achieved4. Productivity Levels

1. Employee Satisfaction2. Attrition3. Training Effectiveness4. Utilization


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Compliance with 36 Code of Federal Regulations (CFR) 1194 Accenture understands the importance of allowing end users with disabilities to have access to and use of information and data that is comparable to the access and use by employees without disabilities. Accenture will maintain the current level of compliance with Electronic and Information Technology Accessibility Standards (36 Code of Federal Regulations (CFR) Part 1194) in the ACCESS Florida System as long as providing comparable access in a retiring system such as ACCESS Florida System does not cause undue burden in effort and cost to the Department. Accenture would help the Department provide the required information to be able to document the basis for the undue burden as per the statute.

Transition Responsibilities from Incumbent Provider Our ADM contains a specific component to guide Service Transition, as shown in Figure 6-5.

Figure 6-5. Accenture's ADM for Service Transition brings a key focus on the critical work streams to be managed for a successful transition.

Manage Transition Program

Manage Client Change

Confirm Service Readiness

Implement Operations Management

Implement Service Management

Implement Contract Mgt Implement Financial Mgt

Manage Communications

Enable People Transfer Knowledge

ImplementDeliveryOperations

Implement Technology

Implement Work Environment



Plan Execute Exit

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Develop and Maintain a Transition Plan The Accenture Transition framework focuses on a set of integrated work streams including Planning and Managing Transition, Implement Business Operations, Enable Change, Implement Service Delivery, and Manage Client Change (along with sub-work streams) which have been outlined below.

Planning and Managing the Transition • Plan. Evaluate entry criteria for transition. Gather, identify, and analyze the scope of the transition.

Determine the transition work effort, schedule, dependencies and resources. Identify the critical path

• Manage Transition Program. Manage risks, issues, quality, scope, and finances; create and maintain project standards; control project work; measure progress; monitor and report status against the critical path

• What this means to the Department: Our team will develop a detailed plan to review and sync up with the Department regarding specific transition approaches, timelines and responsibilities

Implement Business Operations • Implement Operations Management. Assess existing ACCESS Florida System O&M operations

• Plan the Department Team operations organization, structure, and processes. Roll out the initial project organization incorporating Accenture resources. Secure and stabilize the operations

• Implement Service Management. Assess the current level of service being provided. Define and implement the service management framework, service level agreements, and any processes needed to manage the service. Define and implement the reporting structure needed to monitor the service

• Implement Contract Management. Communicate contract content to the Department Team. Define contract management processes for the Department leadership team

• Implement Financial Management. This activity connects the activities performed with the financial tracking and invoices processes required to support the O&M activities and provide transparency to DCF

Enable Change • Manage Communications. Assess the needs of stakeholders and the preferred way to communicate

with them. Create a Communications Plan for managing communications to all stakeholders. Execute the plan, making any necessary adjustments

• Enable People. Confirm the roles and staffing needs of the Department Team. Evaluate the current Department Team personnel and determine whom to transition into which roles. Confirm resource sourcing strategy and human resource policies and processes

• Transfer Knowledge. Identify the key knowledge owners. Identify the knowledge to be transferred from the ACCESS Florida organization to the Accenture team and confirm when new resources will be delivering existing project services after transition.

• Define a Knowledge Transfer Plan. Implement the plan, adjusting as needed. Obtain agreement from each knowledge recipient that he or she has received the knowledge needed to function in the new organization

• What this means to the Department: Our team resources begin working with the Department Team members in a collaborative, transparent manner from the start


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Implement Service Delivery • Implement Delivery Operations. Construct the agreed upon processes, roles and responsibilities

necessary for the service delivery group are developed to provide and monitor service at expected levels, we initiate, monitor and stabilize the service

• Implement Technology. Assess the existing technical infrastructure. Design and implement all technology required to mobilize Accenture resources on the Department Team

• Implement Work Environment. Assess the existing Department Team work environment. Design and implement all facilities required by the Accenture resources

• What this means to the Department: Our team is able to quickly mobilize and integrate into the fabric of the Department Team to maintain existing project momentum

Confirm Service Readiness • Use a series of checkpoints, established criteria, and service rehearsals to determine if the transition

work has been completed

Manage Client Change • Manage Client Change. Develop programs and approaches for helping the Department Team adjust

to the incorporation of Accenture resources onto the team including new procedures that will result from the transition. Collaborate with existing Department Team members on the implementation of the change program.

• What this means to the Department: Our team will work with Department staff to rapidly complete transition activities in accordance with the approved transition-in Plan

Features and benefits of our transition approach are summarized in Table 6-3 below.

Features Benefits to the Department Staff receive the appropriate amount of training and knowledge transfer at the appropriate time

• Consistent understanding of project direction and scope • Maintains project momentum • Establishes high performing teams

Key business process, provincial knowledge, policy knowledge, and application knowledge is maintained

• Mitigates deployment risk • Resulting solution meets provincial requirements

Approach recognizes ongoing project team activities

• Avoids rework • Maintains project momentum

Reduced transition period • Promotes efficient use of Department resource time

Shared repository of project knowledge • Facilitates access to available project resources • Improves quality of Department system development and

deployment approach and mitigates deployment risk Project leadership has visibility into transition activities

• Able to quickly identify and resolve issues and mitigate risks associated with transition

Table 6-3. The features of our transition approach promote an effective and efficient mobilization of the Accenture team resulting in reduced risk and sustained Department Application Maintenance and

Support.


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Transfer Knowledge Approach Our Knowledge Transfer Methodology is core to any Transition approach we employ. The Accenture transition methodology provides detailed knowledge transfer processes for completing the transition, as noted in Figure 6-6.

Figure 6-6. Our transition approach promotes rapid Accenture project team mobilization while maintaining ACCESS Maintenance and Operations.

Once we finalize the knowledge transition approach, the knowledge transfer schedule, general procedures, roles and responsibilities, and exit criteria are finalized and agreed on, knowledge transfer planning sessions are held to identify detailed knowledge transfer activities and checklists that are to be executed.

Transition Teams typically include Accenture, client, and existing contractor personnel. Knowledge transfer leads by functional and technical area that will plan, execute, monitor, and report progress of the knowledge transfer effort. Our Project Mobilization Lead and O&M Lead monitor progress of knowledge transfer between the subject matter specialists and knowledge recipients throughout the knowledge transfer period, with regularly scheduled status reviews.

During the transition period, lead responsibility for ongoing project activities remains with the current application maintenance and support teams, with Accenture in a support role. Once the knowledge transfer is complete, the role-specific exit criteria are reviewed and final approvals are obtained. Once approved, full responsibility and accountability for the specific applications and/or set of applications is transferred to Accenture.

The amount of time required to complete the transition process will vary by factors such as application size, complexity and stability. In our experience, these knowledge transfer activities should be achievable within weeks. There may be specific transfer activities that take longer, but in general, the activities should be able to be accomplished within this timeframe. Some key assumptions about the transition include:

• Personnel from both client and incumbent contractors will actively participate in knowledge transfer activities and take an active role with respect to dealing with knowledge transfer issues with their Accenture counterparts

• Our Project Mobilization Lead and O&M Lead work with Department leadership to monitor the completion of specific transition activities necessary to transfer knowledge to Accenture resources in accordance with the approved Transition Plan

2 FL_FIES 12.160

(1) Prepare/Agree

Overall Knowledge

Transfer Plan

(2) Set Up

Knowledge Transfer Tools /

Repository

(3) Conduct

Knowledge Transfer Planning

Meetings

(4) Prepare Detailed

Knowledge Transfer Plans

(10) Obtain

Approvals

(7) Conduct Skills

Review

(6) Execute

Knowledge Transfer

(9) Update

Knowledge Transfer Plan

Knowledge Transfer Complete

(8) Knowledge

Transfer Complete?

(5) Conduct

Knowledge Transfer Launch

Meetings


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• Department and incumbent team members currently responsible for the conduct of specific project tasks will continue with their responsibilities as appropriate until knowledge transfer is complete

It is imperative that all parties are committed to the transition effort. An overall transition-in Plan including roles, responsibilities, and exit criteria will be agreed upon by all parties before initiation of the transition to confirm that expectations are clearly understood. Progress will be closely monitored and reported, with regularly-scheduled status meetings. If there are situations in which knowledge transfer is not proceeding according to plan, the situation will be logged as an issue, discussed among appropriate personnel, and escalated to the project leadership team for further action where necessary. Actions may include requiring supplemental personnel to be added to the organization on a temporary basis, or delaying the transfer of the full set of responsibilities to Accenture. Mitigation strategies will be in place throughout the transition period to minimize the possibility of these types of issues. Once the initial transition is complete, the process will be evaluated to capture lessons learned and refinements will be identified for incorporation into future project transition activities in subsequent phases.

Knowledge Management We document knowledge as part of the Transfer Knowledge work stream. We will use a set of Accenture-developed tools known as the Rapid Transition Suite™ (RTS) for Knowledge Management, illustrated below and further detailed in Section 5.2 of his proposal. The Rapid Transition Suite is an innovative, Web-based set of tools that guides teams through knowledge transfer and knowledge management and will be discussed further in the Tools section below.

Deliverables (e.g., Reports Provided, Records of Decision) The key deliverable guiding Accenture’s Transition Services and based on the overall transition approach for a client will be the Transition Plan. Accenture’s Delivery Methods provides templates for the Transition Plan to accelerate development, delivery, and approval. Accenture’s Transition Plan templates provide a framework for capturing specific detail about activities specific to roles – under a consistent framework. Accenture has developed thousands of Transition Plans and we plan to share the sample deliverables and templates available in our Knowledge Exchange library to accelerate development of this deliverable for the Department. The Transition Plan will follow the overall strategy for completing the Transition as defined by the transition approach and will be modified to meet the specific requirements of the ACCESS Florida System Replacement Project. Details in the document will be provided at the team level and will go down to the role level where appropriate.

In addition to the Detailed Transition Plan outlined above, our Transition Effort also includes key deliverables associated with the multiple work streams within the modified ADM for Service Transition Methodology as listed in Table 6-4. The deliverables and completion criteria will be agreed upon by Accenture and the Department as part of the overall transition-in planning effort. The Accenture Project Mobilization Lead will be responsible for the delivery of the deliverables with input provided from the Department's transition lead.

Transition Deliverable

Description Completion Criteria

Service Readiness Plan and Criteria Checklists

A plan to perform a service review for the people, processes, and technology. The Service-Readiness Checklist outlines readiness criteria for work streams that are to be met during the execution of the transition-in plan execution.

Service Readiness Criteria Checklists, approved by Accenture and the Department

Status Report An accurate, thorough, and timely report highlighting the transition status. It provides

Reporting package delivered to key


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confirmation that the program is operating smoothly and determining early signs of potential problems. It includes overall program scope, schedule, resources, quality, risk, issues, and trends.

stakeholders in accordance with the agreed-upon schedule

Issues and Action Item Log

A report to record issues, open points, responsibility assignments, due dates, and decisions.

Log is created, updated, and available for Department's review

Risk Log A report listing the high and medium risks that could occur, planned mitigation actions, responses, and responsibility assignment.

Risks are discussed with the Department and the appropriate stakeholders

Service Delivery Governance Model

A document that provides an organizational structure for managing IT Service Delivery. The objective of the Governance Model is to provide strategic direction, review and monitor goals and objectives, manage prioritization of services and projects, and provide general oversight.

Completion of governance meetings objectives and rhythms

Transition Exit Criteria

A document that defines the work products and outcomes necessary for the transition-in program to be considered complete and successful by stakeholders.

A list outlining work products to be handed over by work stream

Organizational Design

A document reflecting an organizational structure to maximize coverage and productivity for awarded work.

An organization chart reviewed by the Department

Sourcing Strategy and Staffing Plan

A document reflecting a strategy for finding the appropriate resources based on a demand plan. The staffing plan details the candidate recruitment status against the stated resource needs.

Filled resource needs with qualified candidates

Contract Management Processes

A set of processes to manage and monitor performance against contractual obligations set forth in the contract.

Defined process and associated tools reviewed by the Department and Accenture

Financial Management Processes

A set of processes to manage and monitor performance against the financial obligations set forth in the contract.

Defined process and associated tools reviewed by the Department and Accenture

Service Control Processes

A set of processes to manage and monitor performance for layers of the Service Management framework.

Defined process and tools for Incident, Problem, Demand Management, and Change Control

Communication Plan A document that specifies the communication events and activities conducted as part of transition.

Plan documenting events, delivery, audience, and key messages


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Onboarding Plan A set of processes for bringing resources into the account and integrating them into their roles.

Detailed set of process for new joiners

Technology Plan A document that reflects the designs of the networks required timeline for implementation and key success factors.

Plan documenting the Network requirements, design, installation and test timelines

Detailed Knowledge Transfer Approach and Plan

A document that defines the approach for performing effective KT, including the purpose, objectives, guiding principles, key activities, roles and responsibilities, deliverables, milestones, tools, resource requirements, success criteria, IT infrastructure, and communications.

Detailed Knowledge Transfer Approach and Plan approved by Accenture and Department

Application Profiles A document that will capture information about an application and is the base input to any Knowledge Transfer activity.

Application specific profiles for all applications

Table 6-4. Accenture's Methodology provides work streams and deliverables that the Department can expect to receive at each phase of the Transition effort.

Accenture and the Department will confirm the transition approach and work through the details of the Transition Plan, managing shareholder expectations and providing communications around the transition-in Plan approach, time commitments, resource locations, agreed upon roles and responsibilities and contact information for the core transition-in team. The final detailed transition-in Plan will be agreed upon by both Accenture and the Department.

Tools (e.g., Checklists) As mentioned above, our transition approach comprises integrated work streams with specific service-readiness criteria and checklists designed to reduce operations risks while increasing the speed to benefit associated with transition of service. To effectively transition knowledge from the Department Team to Accenture, we will use checklists, SharePoint, and Rapid Transition Suite (RTS).

Checklists and Assessments For each transitioned service, the following process will be followed:

• During Transition Planning, Accenture will draft the relevant Service Readiness Criteria Checklists for Transition for the related go-live event. The checklists may be revised during the transition, but the final checklist will require approval by both the Department and Accenture. The checklists will clearly identify, by Transition work stream, the key activities that must be accomplished, the planned date for accomplishment, and the owner of the activity, either the Department, Accenture, or both

• During Transition Execution, the Department and Accenture will periodically conduct interim Service Readiness Assessments using the Service Readiness Criteria Checklists, and take the appropriate actions identified during the assessment. These assessments will be performed multiple times during transition and the results will be tracked by both the Department and Accenture. The Accenture Project Mobilization Lead and the Accenture Operations Manager will be actively involved in the assessments, along with appropriate Department counterparts


Programmatic Reply



• During Operational Readiness Testing, Accenture will test its ability to provide services by simulating end-to-end processing in a “test” environment. This will be done in advance of go-live so as to afford sufficient time to identify issues and resolve them

• During Cutover, a detailed go-live daily checklist will be managed by both the Department and Accenture, identifying remaining tasks to be completed in order to cut over service delivery to Accenture

• Before the formal Service Readiness Assessment dates, the Department and Accenture will make a go/no-go recommendation to the joint Department/Accenture Transition Governance Committee based on assessment results. The Transition Governance Committee will make a go/no-go decision based on its assessment of the progress of the transition against the Service Readiness Criteria

SharePoint It will be vital to have a central repository for capturing, organizing, and building upon the knowledge that has been developed through the planning process. Artifacts such as existing Department Work Package reference materials should be captured and stored on the project knowledge repository. On other engagements, Accenture has used tools such as SharePoint for this repository and we will again utilize a SharePoint repository to support transition knowledge capture and management.

This repository will support the organization of project artifacts, version control, and shared availability of appropriate reference materials. Materials only available in hard copy format will be referenced in the knowledge repository and stored in the project library. A typical SharePoint home page for a project team is configurable by authorized members to capture many types of information. Standard security settings safeguard who has read/edit access to the SharePoint site. Standard features of SharePoint we typically seek to use include:

• Customizable Home Page – Project team members can post news updates, announcements, and other important updates on the home page that serve as an online bulletin board. This enables quick sharing of information updates

• Ease of Access and Use – SharePoint is accessed via a standard web browser. Navigation of the site is intuitive and minimal training is required to be able to fully utilize the features of the tool. Accenture has job aids and training available to assist new users to quickly get up to speed on the tool

• Web-based Document Management – Project deliverables, templates, and reference materials can be uploaded into a document management repository. Documents stored in the repository are version controlled. Backups of data are performed on a regular basis. Documents can be checked in and checked out to minimize the possibility of parallel edits to the same document

• Rich Search – All documents and information stored on the site are full-text indexed to provide quick access to information regardless of where it is stored on the SharePoint site

• Category Browsing – Information stored on SharePoint is organized into categories by team or topic to permit ease of access and clear organization of materials. The project team has complete control over the categories used on the project

• Subscriptions – Project team members can subscribe to specific information categories or individual documents. SharePoint notifies subscribers of updates made to information of interest to them


Programmatic Reply



Rapid Transition Suite (RTS) With RTS, users in multiple locations use integrated collaboration tools to exchange information, whether working concurrently or in “time-shifted” mode. As outlined in Figure 6-7 and Figure 6-8, knowledge is captured automatically within the appropriate context, which provides consistent archiving and enables precise searching. Subject matter advisor knowledge can be captured in RTS in a number of formats, including system documentation, network diagrams, screen shots, interview recordings, and notes. This electronic knowledge base will be archived and maintained throughout service delivery to serve as the basis for future knowledge transfer efforts and/or cross-training.

Figure 6-7. Rapid Transition Suite and its key features that enable efficient Knowledge Transition with current Department resources.

RTS will also be used to create detailed status reports to track progress on completing the knowledge transfer capture and cascade. We will use these reports to monitor overall progress and take action when deemed appropriate to avoid service commencement delays.

FL_FIES 12.161

Rapid Transition Suite™

Integrated Collaboration Tools• Application Sharing,

Screen Capture• Email, Instant Messaging

and Video Conferencing

Transition Plan Progress Tracking• Reporting• Proficiency Evaluations

Job Sharing• “Over the shoulder”

learning• Increased available

SME time

Intelligent Search and Knowledge Repository• Build and maintain a logical storage structure • Provide consistent archiving • Enable precise searching

Key Challenges

Limited SME Time

Complex and Time Consuming

Limited Documentation

Costly


Programmatic Reply



Figure 6-8. Rapid Transition Suite an integrated tool to capture and maintain application knowledge.

Approach to Stakeholder Engagement Leadership and stakeholder engagement are critical in providing clarity and developing commitment for the change. As part of our methodology, we work with clients to identify the leaders to engage and define the actions we need them to take to support a change of this magnitude. This makes change management tactical versus theoretical. We collectively define what leaders need to do to communicate (talk the talk), model (walk the walk), and reinforce behaviors necessary (coach) for this to succeed. For the Department, we will envision that these activities will plug into its broader, multi-pronged transformation activities currently underway.

New roles and responsibilities will be introduced to both retained and offsite employees. It is important that employees have the capabilities needed to perform successfully in the new organization and service delivery model. Training involves many tasks. It is tailored to specific groups and cannot be completed simply through knowledge transfer activities. We work with the client teams to create training materials that prepare both the retained and outsourced workforces to succeed with the new model, roles and tools, including security polices and the processes for protection of client data. Our training approach guides the development and delivery of training during and after the transition phase. Our approach includes the development of training strategy to plan and effectively enable the transition.

Figure 6-9 is a sample of how the Department and Accenture transition team remain engaged throughout the transition process:

FL_FIES 12.162

Users in multiple locations use integratedinformation and retrieve key knowledgeobjects whether working concurrently or in'time-shifted" mode.

Logical storage structure allowingfor subsequent refresher or cascadeknowledge transfer sessions.

Automated tracking of individual, teamand project status reporting allowingmanagement to review transitionprogress via real time reports.

RTS Functionality/Features• KT Planning• Team Member Web Page• Collaboration• Knowledge Capture• Remote Learning• Knowledge Management• Proficiency Reporting• Progress Reporting

"Real-time"or

"Local time''

It’s a monthly process. We have to complete it before 15th of every month.That makes sense now. Does this process require admin rights?

ProcessDocumentation

020406080

100

OTC AIR MSTR AP

Phase1

Phase2

Phase3

Transition Progress

Application Areas

PercentComplete


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Figure 6-9. Sample Accenture and Client Transition Organization which outlines leadership and stakeholder roles during the transition process.

Process Steps Associated with Development of Deliverables Transition or Service Transition comprises the activities required to achieve a successful change from the “as is” delivery model to the “to be” one within budgeted time and costs and at agreed service levels with minimal service disruption—to successfully transfer operational and accountability for in-scope application functions to Accenture. Our processes are scalable based on project size and complexity.

Our transition approach is based on Accenture’s structured transition methodology, which covers the activities required to transfer services to a stable operation. The methodology defines the comprehensive set of projects, tasks and deliverables that are necessary to effectively and efficiently transition knowledge and collateral materials from one organization to another without disruption. Specific activities and the associated 'to be' acceptance criteria generally include:

• Detailed plans with key transition tasks covering Department work streams for which Accenture has responsibility

• Checklists of objective criteria used to evaluate completion of transition activities

• Specific transition activities for each role as well as standards for capturing knowledge and organizing it in the Department knowledge repository

• Identification of Application Management Service Provider stakeholders in the process as well as roles and responsibilities for each

• Specific timelines and milestones for completion of specific transition activities

• Technology, infrastructure, and workspace requirements to support transition activities

• Documentation of processes for managing transition risks and issues in accordance with the overall Department risk and issue management process

FL_FIES 12.163

Transition Workstreams

Steering Committee Joint Transition Steering Committee• Overall oversight and resolution of

issues• Signoff at major transition

milestones

LRC and Accenture Transition Leads• Manage transition execution• Manage issues and risks• Manage people/staffing issues• Signoff on KT and completion

criteria

Workstream Leads and LRCSMEs• Workstream leads focused on

delivery• Recommend signoff on

Knowledge Transfer by application

• Joint administration of HR processes

• Joint development of Service Management Framework, Governance and SLAs

• Coordinated Contract and Finance Management

Transition Management

DCFStakeholders

EnablePeopleLead

Comm. &Change

LeadO&M Lead

DeliveryOperations

Lead

KnowledgeTransfer

LeadTech. & Work

Env. Lead

EnablePeopleLead

Comm. &Change

LeadO&M Lead

KnowledgeTransfer

LeadTech. & Work

Env. Lead

DCF Resources

Accenture Resources

PMO Lead

DCFLeadership

AccentureLeadership

DCFTransition

Lead

AccentureTransition

Lead

PMO Lead


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• Standard method to report and track progress in completing transition activities

• Standard framework for completing future Department transition activities

As part of this Transition Methodology, a Deliverable Expectation Document will be developed prior to initiating work on the Transition Plan deliverables, to confirm that the content, scope, and format of the deliverable was clearly understood among the stakeholder groups involved in transition. Use of a Deliverable Expectation Document minimizes rework and unnecessary delays in completing deliverables because expectations are clearly documented before work begins on the deliverable. Table 6-5 provides an example Deliverable Expectations table, outlining specific outcomes expected for each service being provided.

Deliverables and Artifacts

Acceptance Criteria

Transition Program Plan

• Clearly defines the process to assume responsibility for the Department System, starting in with the first Wave of Transition(s)

• Contains plan, timelines, assignments, and checkpoints associated with transition. • Identifies roles and responsibilities for each plan component.

Service Level Agreement

• Identifies the SLA’s to be managed by the Post Implementation and Support Team • Result should balance between performance and cost • SLA’s are measurable and achievable and incentivize performance • Provides for an approach to review performance

Service Model • Identifies the key service interfaces, organizational structures or functional entities, and service processes that will be implemented. Including organization, and suppliers

• Service model should facilitate agreement and alignment between stakeholders regarding the services

• Aligns with the PMI-PMBOK Project Management framework • Clear and concise with sufficient detail to manage service levels

Customer Satisfaction Design

• Captures the process to assess customer satisfaction, and how that feedback is used to improve service

• Describes the channels and tools used to manage customer satisfaction Service Control Process

• Captures the process used by the Service Desk to respond to production incidents and issues

• Contains sufficient detail regarding the process to allow the project team to understand the services provided the escalation approach, and the monitoring approach

• Contains the organization for the service desk function Service Catalog • Captures the how, when, where, and to whom regarding the post implementation

support services are delivered – a directory of the various services provided • Contains a method to keep the service catalog current • Contains the services required

Service Reports • Provides a structure and sample content for service reporting • Identifies the support metrics for each SLA • Identifies the report contents beyond specific SLA – such as status items, actions

taken, and plans for next period

Table 6-5. Maintenance and Support Services Deliverables Acceptance Criteria will be used to make certain that each deliverable has been completed, as agreed to by Accenture and the Department.


Programmatic Reply



Decision Points Requiring Client Approvals We will use the Confirm Service Readiness work stream of our service transition methodology to assess the process, technology, and people-capability readiness to commence service delivery for the Department. During Transition planning, the Department and Accenture transition managers will determine specific dates by which the Service Readiness Assessments will be conducted. Both the Department and Accenture will actively participate in the Service Readiness Assessments. Accenture will establish a series of checkpoints, established criteria, and service rehearsals to confirm with the Department that the transition work has been successfully completed and the delivery team is ready for go-live.

The Service Readiness process will start during Transition Planning and conclude with the “go-live” decision to proceed with commencement of services. For each transitioned service, the following process will be followed:

• During Transition Planning, Accenture will draft the relevant Service Readiness Criteria Checklists for Transition for the related go-live event. The checklists may be revised during the transition, but the final checklist will require approval by both the Department and Accenture. The checklists will clearly identify, by Transition work stream, the key activities that must be accomplished, the planned date for accomplishment, and the owner of the activity, either the Department, Accenture, or both

• During Transition Execution, the Department and Accenture will periodically conduct interim Service Readiness Assessments using the Service Readiness Criteria Checklists, and take the appropriate actions identified during the assessment. These assessments will be performed multiple times during transition and the results will be tracked by both the Department and Accenture. The Accenture Project Mobilization Lead and the Operations Manager will be actively involved in the assessments, along with appropriate Department counterparts

• During Operational Readiness Testing, Accenture will test its ability to provide services by simulating end-to-end processing in a “test” environment. This will be done in advance of go-live so as to afford sufficient time to identify issues and resolve them

• During Cutover, a detailed go-live daily checklist will be managed by both the Department and Accenture, identifying remaining tasks to be completed in order to cut over service delivery to Accenture

• Prior to the formal Service Readiness Assessment dates, the Department and Accenture Project Mobilization Lead will make a go/no-go recommendation to the joint Department/Accenture Transition Governance Committee based on assessment results. The Transition Governance Committee will make a go/no-go decision based on its assessment of the progress of the transition against the Service Readiness Criteria

Exit Criteria from Transition Phase As described in the description of the Transition Plan, part of our methodology is to define and manage to closure the exit criteria for the transition. During the Transition Assessment phase we would work with the Department to agree on the contents of the exit criteria and we would document the acceptance criteria for being able to state that the exit criterion has been met. We normally classify the exit criteria into four categories: Staffing, On-boarding, Knowledge Transfer and Operations. Table 6-6 is a sample of what we would establish.


Programmatic Reply



Category Exit Criteria Acceptance Criteria Staffing Key roles and responsibilities. in the

new org are identified, staffed and operational

Candidates recruited, evaluated and approved

Orientation complete for Accenture employees

Orientation plan completed, materials developed and sessions conducted

Onboarding Mandatory background checks and training complete

Background results and training test results approved by the Department

Knowledge Transfer Knowledge Transfer (KT) is complete: KT plans are complete and knowledge recipients meet proficiency levels

Knowledge recipients proficiency test results approved by the department, all KT plan close out reports approved by the Department

Operations Service level metrics and reporting are implemented

Service level metrics and reporting are approved by the Department

Policies and procedures are implemented

Policies and procedures are approved by the Department

Governance model is in place and operational

Department approved Governance Model

Responsibility of Service Delivery is transitioned

Exit Criteria approved by the Department

Table 6-6. ACCESS Florida System sample transition exit criteria.

Manage the Transition Phase Accenture would establish an operating agreement with the incumbent provider to establish the terms in which we interact and get issues raised and escalated. This will allow us to build a collaborative relationship with the incumbent provider to better facilitate the transition activities. We understand that we will not be successful with the transition unless we work and manage the transition in a collaborative way. By establishing the plan for how the transition will occur, upfront identification of key resources and defining the knowledge transition activities we can clearly communicate to the incumbent provider the expectations and responsibilities prior to the execution of the knowledge transition plan. As we execute the plan we will keep clear channels of communication open with the incumbent provider and will address issues and escalate them when required in a timely manner.

Meet Regularly with Key Department Personnel Accenture would meet weekly with the Department to provide the status and to work through and resolve issues and to update the risk mitigation plan.

Operations Accenture will provide Operations support to maintain the day-to-day operations of the ACCESS Florida System and all of its components including mainframe, portal, interfaces, batches, data, applications, reports and correspondences through an Incident and Problem Management process. Incident and Problem Management are the two primary activities of an application support organization. When executed in a holistic and industrialized manner, they serve to maximize application availability while minimizing the cost of application support.


Programmatic Reply



Incident Management: The primary goal of Incident Management (IM) is to restore normal service operation as quickly as possible and minimize the adverse impact on business operations. Accenture combines responsiveness based on application criticality with a cost effective delivery model, resulting in a support structure that meets or exceeds business expectations at a predictable cost to serve.

Problem Management: Problem Management focuses on resolving the root cause of incidents, finding and implementing permanent solutions with the impacted application. Accenture implements both reactive and proactive aspects. The reactive aspect is concerned with solving problems in response to one or more incidents. Proactive problem management is concerned with identifying and solving problems before incidents occur in production. This is achieved by leveraging reports of systemic issues across our client portfolio as well as implementing tight integration with the application development and infrastructure teams.

Throughout the legacy support phase and in cooperation with the Department's Help Desk, Accenture will maintain a four tiered support model that will maintain day-to-day operations of the ACCESS Florida System and all of its components as outlined in Section 2.1.3 of the Florida ITN. It is expected that issues reported through the Department's system of record will flow through the support model in Figure 6.

Incident Management covers the lifecycle of a production issue, from receipt by the application support team through resolution. Figure 6-10 depicts how Accenture handles calls received through various work flows.


Programmatic Reply



Figure 6-10. ACCESS Florida Multi-level Support Model.

The Accenture support model follows a multi-level support structure where each level acts as a filter on incidents coming into the team. This approach improves the response and resolution time for incidents while minimizing the overall cost of support by keeping the most highly skilled resources available to focus on the most complex incidents and systemic problems.

The support model consists of the following levels:

• Level 1: (Staffed by the Department's existing Help Desk personnel.) The Department's Help Desk is the initial point of contact for users and will capture incident details in the Department's system of record which is used for issue tracking, and priority and severity. We expect non ACCESS Florida System technical issues will be directed to other departments for resolution.

• Level 2: Accenture Technical Support Specialists provide the second line of support for incidents that cannot be resolved by the Application Service Desk agents. The Technical Support resources will have specific knowledge of the ACCESS Florida System and the business processes they support.

FL_FIES 12.115

ACCESS Florida M&O Support Team

Incident Management & Administrative Requests

State

Level 3

Release Management Specialist

User Community

Unresolved Incidents

Ticket Updates

Development Lead

Defect Prioritization

Release Schedule

Outage Notification

CoordinationEscalation

Incidents & Questions

Solutions & Answers

Root Cause

AnalysisDefects

KM ArticlesFAQ’s

L2TriageTeam

Super Users

Unresolved Incidents

Level 1

Code ChangesIncidents & Problems

Solutions & Answers

Problems

Incidents & Questions

Solutions & Answers

Problems

Tech SupportSpecialists

Solutions & Answers

SystemSpecialists

Level 2

Level 4 Solutions & Answers

COTS Product Support


Programmatic Reply



They will often be involved in modifications to application configurations, correction or extraction of data and implementation of a work around to a problem that requires modifications to application code.

• Level 3: For incidents that require code modifications or detailed technical knowledge of the applications, our Level 3 resources are engaged. This team resolves complex production issues escalated from Level 2 or spawned by NSRC or our application monitoring. This team is responsible for updating knowledge base artifacts and driving higher resolution rates within the Application Service Desk. The Level 3 team will be responsible for resolving system processes and troubleshooting issues for ACCESS Florida System through application monitoring. Application monitoring will focus on resolution of outages, hung processes, data issues, or other issues that negatively impact the application cycle.

• Level 4: In this model, Level 4 support includes third party providers or suppliers that make up the support model. It will be necessary at times to pass problem information on to other suppliers that have responsibility for supporting software or hardware, like NSRC, in the ACCESS Florida System technical architecture. Accenture will operate as the liaison between the Department and such third party vendors/suppliers.

Support for the ACCESS Florida System Accenture will provide 24 hours a day, seven days a week support for the ACCESS Florida System including resolution of outages, restarting processes that become hung or aborted and resolving data issue as necessary to meet the service level requirements as agreed upon by the Department and Accenture. Our 24 by 7 support model includes core office hours during normal business days and on-call support for after hours and weekends.

Issue Tracking Accenture will monitor and identify issues reported through the Department's system of record for issue tracking, priority and severity.

Troubleshooting Accenture will provide troubleshooting support and lead the research and resolution of O&M issues to meet service level requirements.

Configuration Support and Maintenance Accenture will provide Configuration Management that focuses on establishing and maintaining consistency of the ACCESS Florida System performance and its functional and physical attributes with its requirements, design, code and operational information throughout its life span. This occurs through a process that controls changes made to hardware, software, firmware, documentation and throughout the life cycle. Along with the Configuration Management, we will propose an integrated source code review, management, promotion, testing, configuration, software packaging, and documentation and delivery process to be applied to all ACCESS Florida System source code changes.

Batch Performance and Interfaces Accenture will staff knowledgeable people to be able to monitor and manage the 1,500+ critical batch processes that perform high volume, repetitive tasks for ACCESS Florida System. We will use CA-7 and Autosys to schedule the run cycles and run inventories and we will work closely with NSRC to verify that they have all the information they need to run the batch jobs and know who to call if an issue should arise.


Programmatic Reply



In addition we will monitor and manage the 71 interfaces that transfer data between the ACCESS Florida System and internal and external entities.

Databases and Data Marts in Production and Lower Environments Accenture will manage and maintain the ACCESS Florida System's IMS and RDMS databases and data marts in production and lower environments.

Liaison to the Northwood Shared Resource Center (NSRC) Accenture will act as the liaison on behalf of the Department when working with the NSRC to resolve any network, firewall, security and access control issues. In addition we will act as the liaison on behalf of the Department when working with other ACCESS Florida System software and hardware vendors to resolve issues in accordance with the licensing agreements that the Department has in place.

Documentation Accenture will maintain system documentation throughout the maintenance period. Some of the key drivers that trigger modifications to documentation include problems reported through the Incident and Problem Management process, system enhancements approved by the software change control board, improvements identified as part of perfective maintenance, or changes recommended from the Northwood Shared Resource Center (NSRC). For enhancements, Accenture M&O team members will evaluate documentation during the enhancement SDLC and update as needed. We would work with the department to define any new documentation that is required.

System Performance Monitoring and Capacity Planning Accenture will assist the Department in system performance monitoring and capacity planning. We will focuses on areas such as CPU hour usage, performance tuning, storage space, response time, archiving, and database performance tuning. We analyze the system and its environment to gain the knowledge to perform maintenance activities. Our approach involves regular system housekeeping and application monitoring. These are standard tasks within our maintenance services, and, as such, are planned, executed, and reported as part of maintenance services. As an example, at a state child support program we used CA Wily Introscope Transaction Tracer to perform system and performance tests. We used Introscope Environment Performance Agent to identify and correct memory usage issues. These tools simplified and accelerated application troubleshooting.

Disaster Recovery and Business Continuity Processes Accenture will work with the Department and NSRC to provide the support needed to test the Department’s Disaster Recovery Plan for the ACCESS Florida System. We will use our jointly created work entry and demand management process to allocate the resources and time to perform the yearly disaster recovery testing.

Hardware and Software Maintenance We understand the importance of keeping the supporting software and hardware for the ACCESS Florida System current with the patches and upgrades to minimize the risks associated with defects and to take advantage of the enhanced capability provided with the upgrades. As software and hardware patches and upgrades become available that supports the ACCESS Florida System, Accenture will work with NSRC to perform an assessment to determine if the upgrade is required to maintain acceptable performance of the system. For COTS software and hardware patches that are needed, Accenture will work with the Department and NSRC to schedule those into maintenance release. For COTS software and hardware


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upgrades that are needed we would work with NSRC to perform an impact analysis and cost assessment for implementing the upgrade and we would submit it to the Department. In addition, we will provide the Department with a cost benefit vs. risk assessment of not implementing the upgrade so the Department can determine if investing in the upgrade would be cost beneficial for a retiring system. If the Department chooses to move forward with the upgrade we will use our jointly established work entry and demand management processes for determining whether the size of the effort fits within the maintenance capacity or if the upgrade needs to be booked as discretionary project work and priced using the rate card.

Accenture would obtain authorization and approval from the Department's Project Director to be more than one release behind the current release if that situation ever arose on the ACCESS Florida System.

Maintenance Our understanding of Eligibility and our successful track record of delivering critical Operations and Maintenance (O&M) services for Eligibility, along with our breadth of public and commercial services and our transparent partnership approach uniquely positions the Accenture team to successfully monitor, manage and operate the ACCESS Florida System.

Routine Maintenance Upgrades We understand the importance of keeping the supporting software for the ACCESS Florida System current to minimize the risks associated with defects and to take advantage of the enhanced capability provided with software upgrades. We believe that minor or dot releases and patches are critical to apply to all software within the ACCESS Florida System since their purpose is to correct an underlying problem and they have minimal impact to the customizations and extensions of the software. Upgrades are typically released to provide enhanced capability and usually have a significant impact to the specific customizations and extensions of the software. We will apply vendor provided software dot releases and patches as part of the regular maintenance we would provide for the ACCESS Florida System.

As software upgrades become available for the software that supports the ACCESS Florida System, Accenture will perform an impact analysis and cost assessment for implementing the upgrade and submit it to the Department. In addition, we will provide the Department with a cost benefit vs. risk assessment of not implementing the upgrade so the Department can determine if investing in the upgrade would provide cost beneficial for a retiring system. If the Department chooses to move forward with the upgrade we will use our jointly established work entry and demand management processes for determining whether the size of the effort fits within the maintenance capacity.

License Requirements Accenture will monitor the licenses for the software required to run the ACCESS Florida System and will provide notification to the Department of any licenses that need renewal. Upon the Department’s procurement of the new license keys, Accenture will update the license key so that there is no disruption to the user community.

System Tuning Maintaining optimal tuning for the ACCESS Florida System requires that the infrastructure (NSRC) and application (Accenture) support teams work collaboratively to proactively identify and make adjustments before performance thresholds are reached. Accenture will work with NSRC to keep the system tuned to perform at optimal levels and in keeping with the service levels.


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Help Desk and User System Issues To manage operations, our team monitors and analyzes the technical aspects of the ACCESS Florida System to determine if there are any faults that have occurred that require corrective action. We would monitor the Department Help Desk for user or system issues that require technical assistance. We will work with the Department to verify that the incident management process and tools allow for timely capture, escalation, tracking, and resolution of escalated incidents to minimize the impact to business operations.

Issue Resolution Accenture agrees to facilitate resolution of issues including, but not limited to, production application issues, security an logging issues, batch failures, batch performance issues, interface data transmission and connectivity issues, report/data mart architecture and report generation issues. Accenture has a well-defined process for facilitating the resolution of issues that is defined in detail earlier in "Troubleshooting".

Accenture understands that the restoration of service is of utmost importance to the Department when an incident occurs. This means that there will be times when either a temporary fix or work around has to be implemented to allow business to continue with minimal or no down time to the user community. As part of our Problem Management support services, we provide root cause analysis for each incident to be able to document the proper fix to in order to prevent the problem from occurring again. Sometimes the permanent fix is a longer term larger enhancement effort that may not make business sense to implement on a system that is retiring. For those items where it does make business sense to implement, Accenture will provide a recommendation for prioritizing the work to the Department when the resolution of a maintenance issue requires a longer term, larger enhancement for the best long term results.

Recommended Items for Enhancement Prioritization when Resolution of a Maintenance Issue Requires a Longer Term, Larger Enhancement In addition to applying fixes to address a specific item, we also look for and present to the Department enhancement requests intended to resolve the root cause of an issue in order to prevent issues from re-occurring. An example of this we have experienced frequently is the need to perform the same data fix on a regular basis. In addition to making the data fix, we look for the root cause that is creating the frequent data issue, and present the fix for the Department to consider.

Agreement on Content of ACCESS Florida System Releases Accenture’s team members who are responsible for the release facilitate up-front planning, scheduling and successful deployment of changes, including resolution of issues to the ACCESS Florida System’s production/live environment in a controlled and systematic way that limits negative impacts to the environment and business operations. This means that we will schedule regular release planning meetings with the Department to discuss and prioritize the content of upcoming releases, including both maintenance and enhancement releases.

Initial Recommendation for Release Content We will submit an initial recommendation for each release to the Department at least 4 to 5 weeks prior to the scheduled production implementation date.


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Reporting Target Functional Areas that Require Regression Testing Accenture will assist the Department in planning what is required for UAT testing of each release by identifying and reporting to the Department the functional areas that require regression testing.

System Changes All changes required to the ACCESS Florida System including both defects and enhancements, will be evaluated and estimated. Once estimated we will work with the Department to prioritize and schedule the change into a release. Once the release beings, the change will fall through the ACCESS Florida System software development lifecycle where architecting and designing system changes including solutions analysis, screen and database design, impact assessments, time estimating and quality assurance will occur as prescribed by the ACCESS Florida System methodology.

Code Modifications Accenture will make code modifications according to the ACCESS Florida System Code Development and Unit Testing phase of the Software Development Lifecycle as required by the approved change request for a release.

Manage Unit, System and Regression Testing For each type of testing that Accenture performs - unit, system and regression - we will develop test scripts and obtain approval from the Department on the expected test results. As we run the test scripts we validate that the results match the expected results and document any discrepancies in the test results. We will run multiple passes of testing as issues are found and corrected to verify that the code is performing and expected. When the code is ready for UAT we will pass along those expected results and the results we obtained from running the test scripts to the Department. This documentation would allow the Department to validate the successful completion of the integration testing of the release.

Coordinate with Department Staff for UAT Testing Accenture will work with the Department to provide assistance for UAT testing. We will provide the testing scenarios and system test scripts for use as the basis for developing the UAT scenarios and scripts and will make recommendations for areas that need to be tested. We will assist with the preparation activities for the UAT environment including migration of code and data loads or refreshes.

Code Migration and Deployments of the ACCESS Florida System Components in Environments Defined by the Department Accenture will work with the Department to understand the code migration plan for the ACCESS Florida System. Accenture will follow the defined promotion criteria for migrating code to the next environment in the migration path. In addition we will manage and distribute the communication to all impacted parties about the migration from the initial notification of the migration to the successful completion of the migration.

System Documentation As modifications occur to the system from either an enhancement request or to resolve an issue, Accenture will update or create the system documentation as required in the SDLC back to the earliest phase deliverables that are impacted. New documentation will be mutually agreed to by the Department and Accenture. For issues we will provide timely updates to the issue system of record regarding the


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status and resolution of the system. Each release will have release notes that are published that describe all of the changes (enhancements and issue correction) that the release contains.

Performance Testing Accenture will follow the existing process and use the existing tools and environments for providing performance testing for each release. In addition we will provide a performance test for each change outside a release that the Department determines warrants a performance test. Exceptions would be presented to the Project Director for approval.

Emergency Releases Accenture understands the importance of restoring interrupted service of a critical nature to the user community as soon as possible. This means that at times emergency releases may be required to get the code fixed, tested and implemented into production. Accenture will follow the process for implementing emergency releases consistent with the process already in use by the Department.

Data Fix Process Accenture will support the data fix process that includes identifying the issues, functional and technical impacts, coding and testing, coordination of UAT, obtaining approvals and applying the fix in production.

Staffing to Ramp-up and Ramp-down to Handle Variable Levels of Enhancement Work Accenture takes a proactive approach to staffing to ramp-up and ramp-down to handle variable levels of work that may be needed We will take the time to truly understand the Department’s objectives for each enhancement. We will work closely with the Department to define an ACCESS Florida System sourcing operating model that is governed by a structured, measureable, repeatable, predictable and end-to-end process to capture and fulfill resource requests. An accurate resource plan and up-to-date resource demand forecast is a key component of the sourcing process. Maintaining the resource plan is a joint responsibility between the Department and Accenture. We work with the Department to define the approach and amount of ramp-up and ramp-down to facilitate the right balance between demand and staff continuity. An accurate resource plan will allow us to provide the flexible staffing to ramp-up and ramp-down to handle the variable levels of enhancement work as needs change over the course of the contract.

Identify and Coordinate and Resolve Dependent System Interface Issues Accenture will provide the Department support for all of the interfaces to the ACCESS Florida System. This includes and deep knowledge of the API and a high level understanding of the interfacing application. When interface issues arise, Accenture will provide the initial triage of the issues including the interface application support team to understand the root cause of the issue. If the issue turns out to be a problem in the interfacing application, Accenture will manage the problem, escalating as needed, to resolution within the operating level agreement established between Accenture and the interfacing application team.

Support Mandatory State and Federal Requirements for Yearly Reporting and Approval of Maintenance Activities and Costs We understand the importance to the Department of having timely and accurate documentation to support the mandatory state and federal requirements for yearly reporting and approval of maintenance activities and cost. Accenture will work with the Department to understand the specific mandatory requirements


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and submission dates and we will work expeditiously to fulfill those requirements for the Department so that approval of maintenance activities and costs can be obtained within the timeframe mandated by the government.

Enhancements

Fixed Number of Hours of Enhancement Capacity Accenture will provide the specified 5,000 hours of fixed enhancement capacity per year for the duration of the contract. We will use the change control process to prioritize which enhancement requests are done with the 5,000 hours. We will staff qualified resources with the requisite skills and experience. Enhancement work above the agreed upon 5,000 fixed capacity will be estimated and supported as new project work under an approved rate card.

Work Effort Estimates As part of our jointly defined work entry process, Accenture will have a process for receiving, prioritizing and estimating the enhancement request. We have proven estimating tools that we will leverage to provide thorough and detailed estimates across the different technologies that make up the ACCESS Florida System. Once the estimate is complete we will submit it to the Department along with a proposed work schedule and target release. Upon approval of the estimate by the Department we would place it in the release to be worked by the Accenture team.

Continuous Improvement Accenture considers continuous improvement fundamental to our approach in the delivery of work. We will work with the Department through our jointly defined demand management process to maintain an agreed upon utilization level of our resources. We will provide role based training and implement a knowledge management program so that knowledge of the ACCESS Florida System is shared among the agreed upon project personnel. We will implement quality controls within the system development lifecycle to detect and correct defects in the early phases of the lifecycle, improve the quality of the code we produce and the testing that we perform for the ACCESS Florida System.

Enhancement Documentation We place a high importance on the quality of the documentation of deliverables at Accenture. Because each phase of the SDLC builds upon the deliverables of the prior phase, it is important to put the phase level documentation through reviews and approvals by the Department prior to moving to the next phase. We will work with the Department to validate that the entry and exit criteria for each phase is defined along with the documentation approval process. We will document each enhancement prioritized by the Department including requirements, design and effort broken down by phases of the SDLC. We will facilitate the review and approval from the Department.

Documentation Necessary to Support Mandatory State and Federal Requirements for Review and Approval of System Enhancements We understand the importance to the Department of having timely and accurate documentation to support the mandatory state and federal requirements for review and approval of system enhancements. Accenture will work with the Department to understand the specific mandatory requirements and submission dates for each enhancement and work expeditiously to fulfill those requirements for the Department so that approval of system enhancements can be obtained within the timeframe mandated by the government.


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Release Prioritization Accenture will coordinate with the Department to prioritize releases.

Major Enhancements and System Modifications Accenture will manage all enhancement and system modifications work assigned in a transparent manner. We will provide weekly status reporting on the major enhancements documenting what we had planned to do, what we accomplished, what is planned for the next week and any issues and risks associated with the enhancement.

Staffing to Ramp-Up and Ramp-Down to Handle Variable Levels of Enhancement Work Accenture takes a proactive approach to staffing to ramp-up and ramp-down to handle variable levels of work that may be needed We will take the time to truly understand the Department’s objectives for each enhancement. We will work closely with the Department to define an ACCESS Florida System sourcing operating model that is governed by a structured, measureable, repeatable, predictable and end-to-end process to capture and fulfill resource requests. An accurate resource plan and up-to-date resource demand forecast is a key component of the sourcing process. Maintaining the resource plan is a joint responsibility between the Department and Accenture. We work with the Department to mutually define the approach and amount of ramp-up and ramp-down to facilitate the right balance between demand and staff continuity. An accurate resource plan will allow us to provide the flexible staffing to ramp-up and ramp-down to handle the variable levels of enhancement work as needs change over the course of the contract.

Documentation Necessary to Support Mandatory State and Federal Requirements for Review and Approval of System Enhancements Accenture will develop and maintain the documentation and reporting needed to support the mandatory state and federal requirements for review and approval of enhancements. We will support the SDLC approvals for each project and will help the Department meet all state and federal requirements for reviews.

SDLC Tasks for Managing Each Enhancement Accenture will support the SDLC task for managing and delivering each approved enhancement that we work on. Our personnel are accustomed to working in such an environment and will support the defined SDLC as set forth by the Department.

Recommendations for Enhancement Release Content to the Department Accenture will package the Department's approved enhancement requests into a recommended release and submit it to the Department. Accenture will work with the Department to make the necessary adjustments to the recommended enhancement release based on the feedback from the Department.

Target Functional Areas that Require Regression Testing Accenture will evaluate each enhancement contained in a release and develop a test plan that confirms that business functionality is not adversely impacted by the changes. We will provide the test plan to the Department along with our recommendations for the areas that required regression testing.


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Migration of Code and Deployments of ACCESS Florida System Accenture will manage and deliver code changes for each enhancement in accordance with the Department’s established configuration management process. Code movement, promotion and deployment will follow configuration management guidelines through all environments – development, test, training, performance and production.

System Documentation Accenture will update system documentation or create new documentation if required to document all modifications to the system as a result of the enhancements.

Performance Testing Accenture will evaluate each enhancement contained in a release and develop a performance test plan as required. We will execute performance testing for each release following the performance test processes as defined by the Department.

System Development Life Cycle Tasks Accenture's approach to SDLC is the V-Model. As illustrated in Figure 6-11, the V-Model has all of the traditional steps in an SDLC but the V shape provides verification across the phases to verify that what is tested meets the specifications. Each phase has verification and validation traces back through the model to the requirements. In reading through the requirements that you have specified in the ITN it appears that the SDLC for ACCESS Florida System aligns well with the V-Model.

Figure 6-11. Accenture's V-Model approach to SDLC.

We will bring that same sense of discipline and rigor to supporting the SDLC methods and tools as defined by the Department for supporting the ACCESS Florida System. We will use our experience and

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expertise to seek improvements and increased efficiencies wherever possible as we assume responsibility for the delivery of work on the ACCESS Florida System.

Project Management Accenture will project manage the delivery of enhancement work for the in-scope systems and applications. We will comply with the processes and tasks as documented in the response to Section 4.2.8.1.

Define and Track Requirements

Software Requirements Specification Accenture will review the requirements submitted with the enhancement request from the Department to determine if they are complete. Accenture will work collaboratively with the Department to and develop additional requirements required to fulfill the enhancement request. We will create User Scenarios to help drive out the requirements associated with the enhancement. We will generate a Software Requirements Specification to document the requirements. We will also create a requirements traceability matrix to record the relationship between the requirements and later SDLC activities. Traceability will be maintained throughout the subsequent SDLC phases.

Alternative Approaches and Designs Accenture has a detailed requirements methodology life cycle that includes eliciting, documenting, verifying, analyzing, prioritizing, validating, and agreeing on requirements. Our goal is to have requirements that are testable. It involves:

• Controlling requirements change and communicating to relevant stakeholders

• Validate that development deliverables, test plans and project work products are traced to the appropriate requirements

• Measuring and monitoring requirements stability

• During the Validation process we perform the following activities:

• Verify that traceability relationships are properly established between the requirement items and analysis

• Use the Application Requirements Checklist and the Application Analysis Checklist to validate the completeness of the business process design, requirements, and the application performance metrics.

• Check for consistency between the requirements and the other analysis deliverables.

• Check for consistency between the requirements and the planning deliverables

• Prepare for and conduct a final review of the detailed requirements with stakeholders.

• Record comments, questions and open points and track them to completion.

• Communicate resolution of open points to stakeholders and obtain final signoff on requirements

Maintain Traceability As part of our detailed requirements methodology life cycle we perform Requirements Tracing. As depicted in the figure below, requirements tracing runs through the entire SDLC.


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Figure 6-12. ACCESS Florida System Requirements Traceability.

Establishing the Requirements Traceability is a collaborative effort between the Department and Accenture to determine the traceability relationships from detailed requirements to high-level requirements and to the downstream project deliverables. In order to define a traceability approach, we determine the deliverable items to trace (example requirements design, code, test plans, etc.) and then we agree on the level of granularity of the requirement item (requirement items that are too granular can cause traceability maintenance to become cost prohibitive but if the requirement items are too vague, it will be difficult to demonstrate traceability). We then determine the granularity of the project deliverables the requirements items trace to.

Within the verify traceability phases we validate that the traceability relationships are properly established between the requirements item and the project deliverables. Along each phase we identify and resolve and inconsistencies that we find. In addition, we log all issues that we find including incorrect traceability or missing traceability links and incomplete implementation of scope change where an artifact that needed to be changed did not get changed.

Functional Design

Conceptual System Design Accenture will create and maintain a Conceptual System Design for each committed enhancement. We will document in detail all required artifacts within the design that includes both narrative and graphic components of data models and process models. In addition we will document all business rules and workflows in detail. The Conceptual System Design will be mapped to the appropriate requirements.

Technical System Design Accenture will create and maintain Technical System Designs for committed changes to in-scope components of the ACCESS system.

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Build on Technical Architecture We will create designs that balance the need to stay true to the ACCESS System architectural requirements while pursuing improvements and enhanced functionality. We will leverage our knowledge and experience to offer ideas while cooperating with the Department so that any committed changes or enhancements fulfill business and technical requirements. We will obtain the Department's approval for any changes that we have designed.

Software languages and data redundancy Accenture will use software languages that are approved by the Department in our support of the ACCESS system. We will work with the Department to seek opportunities to reduce data redundancy where possible while maintaining system performance requirements.

Technical System Design updates Accenture will create and maintain Technical System Designs for all committed changes to in-scope components of the ACCESS system. We will create and maintain a requirements traceability matrix that documents the relationship between requirements, designs and test cases. We will conduct internal reviews as well as formal reviews with the Department to facilitate approval for designs.

"As built" Technical System Design Accenture will create and maintain Technical System Designs for all committed changes to in-scope components of the ACCESS system. This will include all updates needed as the change or enhancement proceeds through each SDLC phase and is approved. These updates will reflect the competed version at the end of the development process.

In-Process Development Reviews, Software Development Standards, and Code and Unit Tests

As part of the ADM methodology that are resources are accustom to using, peer reviews and formal reviews for deliverables across all phases are part of our standard operating procedures. In addition we have coding standards that we follow across all of our projects. We will review the existing processes that the ACCESS Florida System has in place and update them as necessary to support the development reviews. As part of the process we will adhere to the existing development standards as we are developing code, we will perform unit tests and we will maintain Technical System Design documents for each object being developed.

Code Development and Unit Testing

Develop the Software and Perform Unit Testing Accenture will maintain code review and unit testing results for quality assurance reviews by the Department. We will perform unit testing on each unit of code to ensure that it functions as specified. The change control procedure will be used to address requested changes in design and implementation. Design, development, and testing staff will initiate change order requests when encountering inconsistencies or opportunities for refinement in the application.


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Development and testing guidelines Accenture will develop and document development and testing guidelines for the ACCESS Florida System and obtain approval from the Department before any coding or development begins. In addition, for the non-COTS software, we will provide a tested release of the application consisting of software code and release notes as planned in the project schedule. We will update and resubmit the software code whenever changes to the operational software are implemented.

Testing Comprehensive testing is critical to the delivery of a quality product to the Department. Testing allows our skilled team to work with the Department to validate system specifications throughout the project lifecycle and verify the development process is on track to provide a solution that meets the requirements and meets approval. Prior to the implementation phases, we carefully test the application to confirm the functional, technical and performance requirements are met.

Throughout all phases of testing, we establish testing procedures and protocols, build detailed testing scripts, and determine expected results. All test scenarios are reviewed with Department personnel for sign-off before proceeding with test execution and provide the opportunity for the team to introduce new scenarios if necessary. We will engage and inform the Department within all testing activities.

The Provider shall test the enhancement work in accordance with established software development practices to include:

Integration Testing Accenture will perform integration testing as defined in the test plan for committed changes to in-scope components of the ACCESS system.

Interface Testing Accenture will perform interface testing as defined in the test plan for committed changes to in-scope components of the ACCESS system.

System Testing Accenture will perform system assembly testing as defined in the test plan for committed changes to in-scope components of the ACCESS system.

Stress Testing Accenture will perform stress testing as defined in the test plan for committed changes to in-scope components of the ACCESS system.

Performance Testing Accenture will perform performance testing as defined in the test plan for committed changes to in-scope components of the ACCESS system.

Usability Testing Accenture will perform usability testing as defined in the test plan for committed changes to in-scope components of the ACCESS system.


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Regression Testing Accenture will perform regression testing as defined in the test plan for committed changes to in-scope components of the ACCESS system to verify core application functionality.

Test Planning and Reporting Accenture will create, maintain and track the status reporting for testing as defined in the test plan for committed changes to in-scope components of the ACCESS system. We will provide status reporting to the Department and Accenture stakeholders in Release status meetings. We will provide test results for each test according to the test plans approved by the Department and Accenture.

Plan, Conduct, and Report on Acceptance Testing Accenture will coordinate with the Department to plan, help conduct and report on acceptance testing for committed requirements for in-scope components of the ACCESS system according to the test plans approved by the Department and Accenture.

Unit, System Integration, and Data Testing Results Accenture will provide results for all forms of testing as defined in the test plans approved by the Department and Accenture for all committed changes to in-scope components of the ACCESS system.

Test Cases, Test Scripts, Test Data and Test Files Accenture will develop and gain Department approval test plans for committed changes to in-scope components of the ACCESS system. This will include traceability for test cases to the appropriate requirements for the committed changes and enhancements.

Acceptance Testing to Duplicate Operational Environment Accenture will coordinate with the Department to conduct acceptance testing for committed requirements for in-scope components of the ACCESS system according to the test plans approved by the Department and Accenture. User acceptance testing will be conducted in the test environment to duplicate the operational, production environment to the extent possible. We will work closely with Department personnel to facilitate the effective execution and sign-off for acceptance testing.

Stress and Performance Testing Accenture will perform stress and performance testing as defined in the test plan for committed changes to in-scope components of the ACCESS system. We will make the results available to Department personnel as part of the acceptance testing criteria.

Acceptance Testing Verification Accenture will verify the following as part of acceptance testing:

• Adherence to all requirements and design documentation

• Documentation of any defects existing in the software

• Full installation of the application software and functional objectives

• Conversion of legacy data


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• Completeness and accuracy of system documentation

• Response time and overall system performance

• System hardware, software, and telecommunications performance

• System, data, and application security

• Accuracy/performance of system interfaces.

Department Approval Accenture will work with the Department to define an acceptance test approach that encompasses test case definition, acceptance, test modifications, and regression.

Base Test Data Accenture will base test data upon actual data provided by the Department and will cleanse all test data to remove confidential information.

Test Documentation Accenture will create and maintain required test documentation as defined by the Department. We will create and maintain a requirements traceability matrix for committed changes to the in-scope ACCESS components. We will make all documentation available to Department personnel as required.

Data Conversion Accenture brings a winning combination of experience with conversions to provide a consistent methodology based on our approach used on projects around the world. All conversions have unique aspects to them based on the specific source systems and customizations to those systems. Our team has extensive public assistance and conversion experience and we understand that eligibility processing conversions have their own special considerations that must be understood and deal with in each solution.

Conversion Plan Accenture will work with the Department to develop the overall conversion plan and all aspects of it. We will include the conversion activities in the targeted Release to be managed and to provide visibility and communications. We will develop the design, conversion software and test plan for the conversion.

Data Conversion Algorithms Accenture will work with the Department to develop the conversion algorithms and data conversion plans. We will obtain Department approval for the conversion at each SDLC phase.

Data Extraction Software Accenture will develop or configure software needed to extract the required data for the conversion from necessary sources.

Data Cleansing Accenture will develop a plan for conversion that includes both automated and manual data cleansing. Automated data cleansing will be performed within the translation routines be developed by Accenture. Accenture will work with the Department to coordinate manual data cleansing activities.


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Availability of Converted Data Accenture will begin performing conversion activities early within the project schedule. We desire to use converted data to support development and testing activities, taking into account data security constraints. We look forward to working with the Department to strike the right balance between data security, timing, and testing.

Organizational Change Management and Training

Plan, Coordinate, Monitor, and Rollout All OCM and Training Activities For the ACCESS Florida System Replacement project, Accenture will provide an Organizational Change Management Plan. Please refer to the response in Section 4.2.7.2 System Development for a detailed description of the Organizational Change Management process.

Training method All Change Management Plan will outline the timeline for training activities. It will detail the training program objectives and scope and identify the overall approach to addressing stakeholder training needs. High level timelines for training modules will be provided, including content preparation, delivery, and content updates. We will summarize the course objective, deliverables, and audience for each course.

Technical Reviews and Meetings

Technical Reviews Accenture will perform technical and gain appropriate Department and Accenture approvals for committed enhancements. We will confirm the appropriate enhancement and design deliverables meet the defined entrance and exit criteria for each SDLC phase.

Technical Interchange Meetings Accenture will conduct Technical Interchange Meetings as requested and required to resolve issues in a transparent and open approach.

User Documentation Accenture will maintain the existing user and technical documentation and will keep the requirements traceability matrix current with the documentation. Please refer to the response in Section 4.2.7.2 System Development for the online help that is being developed for the ACCESS Florida System Replacement.

Disaster Recovery Accenture will work with the Department and NSRC to maintain the Department’s Disaster Recovery Plan for the ACCESS Florida System. We will use our jointly created work entry and demand management process to allocate the resources and time to perform the yearly disaster recovery testing.

Hardware and Software Accenture will work with the NSRC to coordinate the Hardware and Software for the in-scope applications.


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Hardware and Software Installation and Implementation Accenture will work with the NSRC to coordinate the Hardware and Software for the in-scope applications.

Warranty Support Accenture will warranty to the Department committed changes for in-scope components of the ACCESS system. We will warranty such work in accordance with the contract following the full operational acceptance by the Department. We will correct problems discovered that result from the committed changes. The repairs required to correct the problem will follow the same development, testing and acceptance criteria as the original change.

Accenture will update affected documentation as required due to the repair to a component of the ACCESS system. If a problem repair is not available to prevent operational impact, Accenture will work with the Department to define a workaround to critical problems.

Our hardware and software quote includes the requested software maintenance from each of the respective entities providing the hardware and software planned for the ACCESS Florida System Replacement. Accenture has successfully worked with numerous Florida entities to determine the appropriate procurement approach and we will work with the Department to select the best option.

Please refer to the response in Section 4.2.7.4 for the warranty repair on the ACCESS Florida System Replacement.

Accenture will generate a Warranty Completion Report at the conclusion of the warranty period.


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4.2.8.2 Schedule The Department requires a project schedule that not only aligns to its deadlines and objectives but is also realistic and achievable. We have devised our project schedule to provide visibility to measureable schedule performance and allow the Department and our team to be proactive and responsive as the project progresses.

Our resource loaded and leveled project schedule shown on the following pages, contains all the tasks and associated effort to deliver the Operations and Maintenance for the ACCESS Florida System.

ID WBS ITNMapping

Task Name Work Duration BaselineStart

BaselineFinish

Predecessors ResourceNames

1 1 2.1 ACCESS Florida Operations and Maintenance 193,879.72 hrs 722.67 days 1/14/13 10/29/152 1.1 2.1.1 Project Management 14,199.72 hrs 722.67 days 1/14/13 10/29/153 1.1.1 Contract Effective Date 0 hrs 0 days 1/14/13 1/14/134 1.1.2 Planning 314 hrs 44.67 days 1/14/13 3/15/135 1.1.2.1 Develop Project Management Plan DEDs 132 hrs 24 days 1/14/13 2/14/136 1.1.2.1.1 Develop System Development Lifecycle (SDLC) Plan DED 8 hrs 1 day 1/14/13 1/14/13 3 %],PMO3[33%]7 1.1.2.1.2 Develop Project Management Plan DED 8 hrs 1 day 1/15/13 1/15/13 6 %],PMO3[33%]8 1.1.2.1.3 Develop Communication and Change Management Plan DED 8 hrs 1 day 1/16/13 1/16/13 7 %],PMO3[33%]9 1.1.2.1.4 Develop Configuration Management Plan DED 8 hrs 1 day 1/17/13 1/17/13 8 %],PMO3[33%]

10 1.1.2.1.5 Develop Quality Management Plan DED 8 hrs 1 day 1/18/13 1/18/13 9 %],PMO3[33%]11 1.1.2.1.6 Develop Issue Management Plan DED 8 hrs 1 day 1/21/13 1/21/13 10 %],PMO3[33%]12 1.1.2.1.7 Develop Scope Management Plan DED 8 hrs 1 day 1/22/13 1/22/13 11 %],PMO3[33%]13 1.1.2.1.8 Develop Risk Management plan DED 8 hrs 1 day 1/23/13 1/23/13 12 %],PMO3[33%]14 1.1.2.1.9 Develop Transition Management Plan DED 8 hrs 1 day 1/24/13 1/24/13 13 %],PMO3[33%]15 1.1.2.1.10 Develop Change Control Management Plan DED 8 hrs 1 day 1/25/13 1/25/13 14 %],PMO3[33%]16 1.1.2.1.11 Develop User Training Plan DED 8 hrs 1 day 1/28/13 1/28/13 15 %],PMO3[33%]17 1.1.2.1.12 Submit DEDs for Internal QA Review 8 hrs 1 day 1/29/13 1/29/13 6,7,8,9,10,11,1%],PMO3[33%]18 1.1.2.1.13 Conduct QA review for DEDs 8 hrs 1 day 1/30/13 1/30/13 17 %],PMO3[33%]19 1.1.2.1.14 Incorporate QA feedback into DEDs 8 hrs 1 day 1/31/13 1/31/13 18 %],PMO3[33%]20 1.1.2.1.15 Submit PMP DEDs 0 hrs 0 days 1/31/13 1/31/13 1921 1.1.2.1.16 Obtain acceptance and signoff of PMP by project director 20 hrs 10 days 2/1/13 2/14/13 20 8%],PMO3[8%]22 1.1.2.2 Develop Project Management Plan Deliverables 182 hrs 20.67 days 2/15/13 3/15/1323 1.1.2.2.1 Develop System Development Lifecycle (SDLC) Plan 8 hrs 0.67 days 2/15/13 2/15/13 21 %],PMO3[50%]24 1.1.2.2.2 Develop Project Management Plan 8 hrs 0.33 days 2/15/13 2/15/13 23 ,PMO2,PMO325 1.1.2.2.3 Develop Communication and Change Management Plan 10 hrs 0.67 days 2/18/13 2/18/13 24 %],PMO3[63%]26 1.1.2.2.4 Develop Configuration Management Plan 10 hrs 0.67 days 2/18/13 2/19/13 25 %],PMO3[63%]27 1.1.2.2.5 Develop Quality Management Plan 10 hrs 0.67 days 2/19/13 2/19/13 26 %],PMO3[63%]28 1.1.2.2.6 Develop Issue Management Plan 10 hrs 0.67 days 2/20/13 2/20/13 27 %],PMO3[63%]29 1.1.2.2.7 Develop Scope Management Plan 10 hrs 0.67 days 2/20/13 2/21/13 28 %],PMO3[63%]30 1.1.2.2.8 Develop Risk Management plan 10 hrs 0.67 days 2/21/13 2/21/13 29 %],PMO3[63%]31 1.1.2.2.9 Develop Transition Management Plan 10 hrs 0.67 days 2/22/13 2/22/13 30 %],PMO3[63%]32 1.1.2.2.10 Develop Change Control Management Plan 10 hrs 0.67 days 2/22/13 2/25/13 31 %],PMO3[63%]33 1.1.2.2.11 Develop User Training Plan 10 hrs 0.67 days 2/25/13 2/25/13 32 %],PMO3[63%]34 1.1.2.2.12 Integrate PMP Plans and Submit for Internal QA Review 8 hrs 0.33 days 2/26/13 2/26/13 23,24,25,26,27,PMO2,PMO335 1.1.2.2.13 Conduct QA Review 8 hrs 1.67 days 2/26/13 2/27/13 34 %],PMO3[20%]36 1.1.2.2.14 Incorporate QA Feedback Into Deliverable 40 hrs 1.67 days 2/28/13 3/1/13 35 ,PMO2,PMO337 1.1.2.2.15 Submit PMP Plans 0 hrs 0 days 3/1/13 3/1/13 36 PMO138 1.1.2.2.16 Obtain Acceptance and Signoff of PMP by Project Director 20 hrs 10 days 3/1/13 3/15/13 37 8%],PMO3[8%]39 1.1.2.2.17 Project Management Plan Approved 0 hrs 0 days 3/15/13 3/15/13 3840 1.1.3 Project Management Planning Complete 0 hrs 0 days 3/15/13 3/15/13 3941 1.1.4 Monitor & Control 13,725.72 hrs 702.67 days 1/14/13 10/1/1542 1.1.4.1 Define Weekly Status Performance Measures 8 hrs 1 day 1/14/13 1/14/13 3 %],PMO3[33%]43 1.1.4.2 Define Weekly Status Report Template 8 hrs 1 day 1/15/13 1/15/13 42 %],PMO3[33%]44 1.1.4.3 Define Monthly Status Meeting Template 8 hrs 1 day 1/15/13 1/15/13 42 %],PMO3[33%]45 1.1.4.4 Submit Report Templates for Internal QA Review 8 hrs 1 day 1/16/13 1/16/13 43,44 %],PMO3[33%]46 1.1.4.5 Conduct QA Review 8 hrs 1 day 1/17/13 1/17/13 45 %],PMO3[33%]47 1.1.4.6 Incorporate QA Feedback Into Templates 8 hrs 1 day 1/18/13 1/18/13 46 %],PMO3[33%]48 1.1.4.7 Obtain Agreement for Weekly Status Report Template 4 hrs 0.51 days 1/21/13 1/21/13 47 %],PMO3[33%]

ACCESS Florida System Operations and Maintenance

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ID WBS ITNMapping


BaselineFinish


49 1.1.4.8 Obtain Agreement for Monthly Status Meeting Template 4 hrs 0.51 days 1/21/13 1/21/13 47 %],PMO3[33%]50 1.1.4.9 Project Management Activities 13,669.72 hrs 32.9 mons 3/15/13 10/1/15 39,48,49 %],PMO1[87%]51 1.1.5 Wrap-up 160 hrs 20 days 10/1/15 10/29/1552 1.1.5.1 Execute Wrap-up Activities 160 hrs 20 days 10/1/15 10/29/15 40,50 PMO153 1.2 Operations and Maintenance Complete 0 hrs 0 days 10/29/15 10/29/15 52,58,89,12054 1.3 2.1.2 ACCESS Florida Transition 16,160 hrs 100 days 1/14/13 5/31/1355 1.3.1 Initiate - Knowledge Transfer 1,440 hrs 20 days 1/14/13 2/8/13 3 KTG4SrSysA156 1.3.2 Planning - Knowledge Transfer 2,720 hrs 20 days 2/11/13 3/8/13 55 KTG5D,KTG5E57 1.3.3 Execute - Knowledge Transfer 12,000 hrs 60 days 3/11/13 5/31/13 56 KTG5D,KTG5E58 1.4 ACCESS Florida Transition Complete 0 hrs 0 days 5/31/13 5/31/13 5759 1.5 2.1.3-4 ACCESS Florida Service Delivery 163,520 hrs 645 days 5/1/13 10/28/1560 1.5.1 ACCESS Application Maintenance 149,120 hrs 622 days 6/3/13 10/28/1561 1.5.1.1 ACCESS Application Maintenance 1 5,440 hrs 1 mon 6/3/13 6/28/13 57 1,RNG4SysA262 1.5.1.2 ACCESS Application Maintenance 2 5,440 hrs 1 mon 7/1/13 7/26/13 61 1,RNG4SysA263 1.5.1.3 ACCESS Application Maintenance 3 5,440 hrs 1 mon 8/1/13 8/28/13 62 1,RNG4SysA264 1.5.1.4 ACCESS Application Maintenance 4 5,440 hrs 1 mon 9/2/13 9/27/13 63 1,RNG4SysA265 1.5.1.5 ACCESS Application Maintenance 5 5,440 hrs 1 mon 10/1/13 10/28/13 64 1,RNG4SysA266 1.5.1.6 ACCESS Application Maintenance 6 5,440 hrs 1 mon 11/1/13 11/29/13 65 1,RNG4SysA267 1.5.1.7 ACCESS Application Maintenance 7 5,440 hrs 1 mon 12/2/13 12/30/13 66 1,RNG4SysA268 1.5.1.8 ACCESS Application Maintenance 8 5,440 hrs 1 mon 1/2/14 1/29/14 67 1,RNG4SysA269 1.5.1.9 ACCESS Application Maintenance 9 5,440 hrs 1 mon 2/3/14 2/28/14 68 1,RNG4SysA270 1.5.1.10 ACCESS Application Maintenance 10 5,440 hrs 1 mon 3/3/14 3/28/14 69 1,RNG4SysA271 1.5.1.11 ACCESS Application Maintenance 11 5,440 hrs 1 mon 4/1/14 4/28/14 70 1,RNG4SysA272 1.5.1.12 ACCESS Application Maintenance 12 5,440 hrs 1 mon 5/1/14 5/28/14 71 1,RNG4SysA273 1.5.1.13 ACCESS Application Maintenance 13 5,440 hrs 1 mon 6/2/14 6/27/14 72 1,RNG4SysA274 1.5.1.14 ACCESS Application Maintenance 14 5,440 hrs 1 mon 7/1/14 7/28/14 73 1,RNG4SysA275 1.5.1.15 ACCESS Application Maintenance 15 5,440 hrs 1 mon 8/1/14 8/28/14 74 1,RNG4SysA276 1.5.1.16 ACCESS Application Maintenance 16 5,440 hrs 1 mon 9/1/14 9/26/14 75 1,RNG4SysA277 1.5.1.17 ACCESS Application Maintenance 17 5,440 hrs 1 mon 10/1/14 10/28/14 76 1,RNG4SysA278 1.5.1.18 ACCESS Application Maintenance 18 5,440 hrs 1 mon 11/3/14 12/1/14 77 1,RNG4SysA279 1.5.1.19 ACCESS Application Maintenance 19 5,440 hrs 1 mon 12/2/14 12/30/14 78 1,RNG4SysA280 1.5.1.20 ACCESS Application Maintenance 20 5,440 hrs 1 mon 1/2/15 1/29/15 79 1,RNG4SysA281 1.5.1.21 ACCESS Application Maintenance 21 5,440 hrs 1 mon 2/2/15 2/27/15 80 1,RNG4SysA282 1.5.1.22 ACCESS Application Maintenance 22 5,440 hrs 1 mon 3/2/15 3/27/15 81 1,RNG4SysA283 1.5.1.23 ACCESS Application Maintenance 23 5,440 hrs 1 mon 4/1/15 4/28/15 82 1,RNG4SysA284 1.5.1.24 ACCESS Application Maintenance 24 4,480 hrs 1 mon 5/1/15 5/28/15 83 ,RNG4Prgmr285 1.5.1.25 ACCESS Application Maintenance 25 4,480 hrs 1 mon 6/1/15 6/26/15 84 ,RNG4Prgmr286 1.5.1.26 ACCESS Application Maintenance 26 4,480 hrs 1 mon 7/1/15 7/28/15 85 ,RNG4Prgmr287 1.5.1.27 ACCESS Application Maintenance 27 3,520 hrs 1 mon 8/3/15 8/28/15 86 ,RNG4Prgmr288 1.5.1.28 ACCESS Application Maintenance 28 3,520 hrs 1 mon 9/1/15 9/28/15 87 ,RNG4Prgmr289 1.5.1.29 ACCESS Application Maintenance 29 3,520 hrs 1 mon 10/1/15 10/28/15 88 ,RNG4Prgmr290 1.5.2 2.1.5 ACCESS Florida Application Development Enhancements 14,400 hrs 645 days 5/1/13 10/28/1591 1.5.2.1 ACCESS Florida Enhancements 1 480 hrs 1 mon 5/1/13 5/28/13 3 NG5D,RNG5E92 1.5.2.2 ACCESS Florida Enhancements 2 480 hrs 1 mon 6/3/13 6/28/13 91 NG5D,RNG5E93 1.5.2.3 ACCESS Florida Enhancements 3 480 hrs 1 mon 7/1/13 7/26/13 92 NG5D,RNG5E94 1.5.2.4 ACCESS Florida Enhancements 4 480 hrs 1 mon 8/1/13 8/28/13 93 NG5D,RNG5E95 1.5.2.5 ACCESS Florida Enhancements 5 480 hrs 1 mon 9/2/13 9/27/13 94 NG5D,RNG5E96 1.5.2.6 ACCESS Florida Enhancements 6 480 hrs 1 mon 10/1/13 10/28/13 95 NG5D,RNG5E


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ID WBS ITNMapping


BaselineFinish


97 1.5.2.7 ACCESS Florida Enhancements 7 480 hrs 1 mon 11/1/13 11/29/13 96 NG5D,RNG5E98 1.5.2.8 ACCESS Florida Enhancements 8 480 hrs 1 mon 12/2/13 12/30/13 97 NG5D,RNG5E99 1.5.2.9 ACCESS Florida Enhancements 9 480 hrs 1 mon 1/2/14 1/29/14 98 NG5D,RNG5E

100 1.5.2.10 ACCESS Florida Enhancements 10 480 hrs 1 mon 2/3/14 2/28/14 99 NG5D,RNG5E101 1.5.2.11 ACCESS Florida Enhancements 11 480 hrs 1 mon 3/3/14 3/28/14 100 NG5D,RNG5E102 1.5.2.12 ACCESS Florida Enhancements 12 480 hrs 1 mon 4/1/14 4/28/14 101 NG5D,RNG5E103 1.5.2.13 ACCESS Florida Enhancements 13 480 hrs 1 mon 5/1/14 5/28/14 102 NG5D,RNG5E104 1.5.2.14 ACCESS Florida Enhancements 14 480 hrs 1 mon 6/2/14 6/27/14 103 NG5D,RNG5E105 1.5.2.15 ACCESS Florida Enhancements 15 480 hrs 1 mon 7/1/14 7/28/14 104 NG5D,RNG5E106 1.5.2.16 ACCESS Florida Enhancements 16 480 hrs 1 mon 8/1/14 8/28/14 105 NG5D,RNG5E107 1.5.2.17 ACCESS Florida Enhancements 17 480 hrs 1 mon 9/1/14 9/26/14 106 NG5D,RNG5E108 1.5.2.18 ACCESS Florida Enhancements 18 480 hrs 1 mon 10/1/14 10/28/14 107 NG5D,RNG5E109 1.5.2.19 ACCESS Florida Enhancements 19 480 hrs 1 mon 11/3/14 12/1/14 108 NG5D,RNG5E110 1.5.2.20 ACCESS Florida Enhancements 20 480 hrs 1 mon 12/2/14 12/30/14 109 NG5D,RNG5E111 1.5.2.21 ACCESS Florida Enhancements 21 480 hrs 1 mon 1/2/15 1/29/15 110 NG5D,RNG5E112 1.5.2.22 ACCESS Florida Enhancements 22 480 hrs 1 mon 2/2/15 2/27/15 111 NG5D,RNG5E113 1.5.2.23 ACCESS Florida Enhancements 23 480 hrs 1 mon 3/2/15 3/27/15 112 NG5D,RNG5E114 1.5.2.24 ACCESS Florida Enhancements 24 480 hrs 1 mon 4/1/15 4/28/15 113 NG5D,RNG5E115 1.5.2.25 ACCESS Florida Enhancements 25 480 hrs 1 mon 5/1/15 5/28/15 114 NG5D,RNG5E116 1.5.2.26 ACCESS Florida Enhancements 26 480 hrs 1 mon 6/1/15 6/26/15 115 NG5D,RNG5E117 1.5.2.27 ACCESS Florida Enhancements 27 480 hrs 1 mon 7/1/15 7/28/15 116 NG5D,RNG5E118 1.5.2.28 ACCESS Florida Enhancements 28 480 hrs 1 mon 8/3/15 8/28/15 117 NG5D,RNG5E119 1.5.2.29 ACCESS Florida Enhancements 29 480 hrs 1 mon 9/1/15 9/28/15 118 NG5D,RNG5E120 1.5.2.30 ACCESS Florida Enhancements 30 480 hrs 1 mon 10/1/15 10/28/15 119 NG5D,RNG5E


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